Agricultural Viability Alliance
What is the the Agricultural Viability Alliance?
The Agricultural Viability Alliance increases the number and economic viability of farm and food businesses by bringing together providers and organizations from across New England and New York’s Hudson Valley to address shared challenges, facilitate more uniform high-quality coverage, and more effectively share and expand limited resources.
This project serves business technical assistance providers and organizations that will ultimately support the long-term viability of farms and food enterprises in the region. In addition to our economic impact, our work also fosters a more equitable and inclusive sector that engages traditionally underserved communities, and we support and strengthen entrepreneurs who help conserve farmland and mitigate the effects of climate change for generations to come.
Farm and food businesses feed us, help keep our environment healthy, can mitigate climate change, and support our regional economy—so we need them to be viable, thriving businesses. Business technical assistance ensures they can succeed.
How do we work?
We envision a thriving regional food system across New England and Hudson Valley, where farm and food entrepreneurs and their employees have the business knowledge necessary to both make an abundant living and contribute to the social wellbeing of their community. We envision this region and our own organization as constantly striving to overcome systemic racism and all other forms of oppression.
Our mission is to increase the number and economic viability of farm and food businesses representing the diverse populations in New England and New York’s Hudson Valley region.
In an environment of uneven access, quality, and knowledge, the Alliance’s purpose is to ensure consistent and equitable access to high-quality, culturally competent business technical assistance for farm and food entrepreneurs.
Goal and Objectives
Our goal is to establish and sustain a strong and diverse alliance of business technical assistance providers that facilitates professional development, networking, and advocacy opportunities for members while cultivating a pipeline of future service providers and securing resources to benefit the entire alliance.
Objective 1: Develop tools, events, and trainings to cultivate a robust pipeline of business advisors who will deliver best-in-class advising to today’s agricultural entrepreneurs, across all business stages, scales, types, and populations. This will include trainings on eliminating individual and institutional bias and providing cultural competent programming.
Objective 2: Develop a strong regional alliance of organizations and advisors that provide one-on-one business technical assistance and that reflect the diverse populations of the region, with opportunities for members to network, develop trusting relationships, and learn together.
Objective 3: Secure sufficient funding and other resources to ensure equitable access to one-on-one business technical assistance across the New England and Hudson Valley region.
Workforce and Professional Development Working Group
Workforce and Professional Development Working Group Roles and Responsibilities:
- Inform the develop of a strategy to recruit new advisors and enrich current advisors
- Create a Resource Library of current professional development resources, curriculum and opportunities
- Identify and defining core competencies for business advisors
- Assess the need and feasibility of a certificate program
- Explore strategies to recruit non-agricultural business advisors
- Conduct outreach to potential feeder programs and networks
- Support the development of a community of practice
Resource Development and Policy Working Group
The Resource Development and Policy Working Group is one of the Alliance’s working groups and is part of the core structure along with the Steering Committee and the Executive Committee. A Steering Committee member will serve as chair or co-chair of the Working Group, or serve as a liaison between the Working Group and the Steering Committee. The Working Group will include at least one person from each of the Task Forces, as needed, to help ensure a coherent strategy.
Resource Development and Policy Working Group Roles and Responsibilities
- Provide feedback into the long-term and annual philanthropic resource development plans and membership
- Expand state and federal resources for business and technical assistance to farmers in addition to supporting the backbone organization
- Open doors and provide connections to prospective philanthropic funders
- Serve as ambassadors for the Alliance
- Make connections with capital providers and private investors
- Identify potential corporate and business partnerships
- Coordinate action on the inclusion of farm viability language in federal legislation
- Explore and identify alternative federal funding for farm viability
- Align work with the Communications Working Group and with the Diversity, Equity, and Inclusion framework
Alliance Advocacy Efforts
Federal support for BTA has been piecemeal to date through a variety of programs including:
- USDA’s Rural Business Development Grants, the Beginning Farmer and Rancher Development Program,
- The Outreach and Assistance for Socially Disadvantaged and Veteran Farmers and Ranchers Program (the 2501 Program),
- and others through the Small Business Administration and the Northern Border Regional Commission.
With no funding source dedicated specifically to BTA, service providers primarily rely on inconsistent, small, and short-term grants that limit their ability to deliver services and meet growing demand.
Farm and food businesses are subject to the same challenges faced by other entrepreneurs, in addition to unique concerns like the technical aspects of production and the need to adapt to a changing climate.
A set-aside of $300 million for multi-year BTA grants by USDA using American Rescue Plan Act funding would lay the foundation for a more resilient food system.
The Coronavirus pandemic has thrown into stark relief the longstanding systemic weaknesses of our food system, including the lack of these fundamental business skills. Business technical assistance can serve as a critical tool for building these businesses back better than ever.
Alliance Advocacy Case Statement
Federal support for BTA has been piecemeal to date through a variety of programs including USDA’s Rural Business Development Grants, the Beginning Farmer and Rancher Development Program, the Outreach and Assistance for Socially Disadvantaged and Veteran Farmers and Ranchers Program (the 2501 Program), and others through the Small Business Administration and the Northern Border Regional Commission. With no funding source dedicated specifically to BTA, service providers primarily rely on inconsistent, small, and short-term grants that limit their ability to deliver services and meet growing demand. A robust, dedicated source of federal funding could enhance the capacity of service providers to meet more need and better support the farm and food businesses that bolster rural economies, protect the environment, and stabilize our food system.
Read our full Alliance and American Farmland Trust 1-1 Business Technical Assistance Case Statement.
Alliance Statement: Climate and Technical Assistance
2019 State of the Sector Report
● Business advisors offer a wide range of types of assistance, but many of the available options are not uniformly available across the field or to businesses at every stage.
● Most respondents offer less than 21 total hours of one-on-one business technical assistance to each client in 2018.
● Nearly half of the organizational respondents have an annual budget of $1 million or more; however, among all respondents, most use less than half of their budgets, for one-on-one business technical assistance. In fact, 41 percent use less than a quarter of their budgets for this purpose.
● Tracking of demographic information about their clients and program participants varies across respondents and offers an incomplete overall view of clients’ races, ages, incomes, and genders.
● Respondents track a diverse array of outcomes to assess their programs’ and their clients’ successes.