Find a Partner or Mentor

There can be a big learning curve when switching to organic production.  New methods to manage weeds, different marketing options, equipment and labour needs can challenge you mentally, physically and financially.    Networking, sharing information and experience and getting a second opinion can be critical for success.  New and transitional growers can increase their odds of success by working formally with an experienced grower as a mentor.  Partners can share risks, provide encouragement, share the work, share ideas, link networks and give a sense of legitimacy to a venture.  Collaboration between growers can take the form of sharing equipment, developing infrastructure, pooling supplies for shipping and communicating production plans. 

One of the strengths of the organic farming sector is a strong sense of community, mutual support and cooperation.  Existing farmers supporting new growers is critical to meet increasing demands, achieve the critical mass and to bring a new generation into the sectors.

Often partners are chosen because they are friends, relatives or just supportive and available.  However when choosing a partner for your business the following tips can help increase the impact and lessen the risks.

• What are your strengths and weaknesses?  What do you need most? (experience, investment capital, time, equipment?)
• How does the potential partner complement your assets, experience and personality?  Do they bring something new to the operation? (money, bookkeeping skills, production capacity an aptitude for direct marketing?)
• Do they share your vision and values?
• Why are looking for a partner? (critical mass, efficiency, keep customers, develop new product, acquire new technology) How will you define success?

When developing a partnership it is critical to decide and write down:

Roles and Responsibilities: New and aligned ventures have many strategic and operational requirements.  It is important to determine who is responsible for what activity.   Discussion should occur about what activities are shared and what remains part of the original farms.  Potential points of debate can include roles in a crisis and speaking publicly for the venture

Decision Making:  It is important to define in the beginning how decisions will be made.  Will it be based on consensus, agreement or delegated authority?  Will certain debate and dialogue be focused at annual meetings or be ongoing?  Will decision making ability be proportionate to the level of investment and risk?

Allocation of Resources:  Establishing priorities for issues like staff time, equipment acquisition and use, and financial questions like debt repayment, profit investment and disbursement can cause questions and debate.  A transparent process and written agreements can help prevent problems from occurring.