The Tomorrow’s Top Agricultural Producers Program:

An Illustration of a Mentor Program

for Participatory Assistance

Jason Johnson, Stan Bevers, Blake Bennett

Bill Thompson, Wade Polk, Brenda Duckworth

Presentation Outline TTAP Mission Statement Objectives / Description of Participants Review of the Course Curriculum /

Logistics Evaluation of Knowledge Gained Design of the Mentor Program Recruitment of Mentors Training Program for Mentors Tracking the Interaction / Contact Lessons Learned Measuring the Impact

TTAP Mission Statement

TTAP is a management development program to train targeted agricultural producers with the skills necessary to develop successful businesses that will survive and prosper in current and future economic environments.

Targeted agricultural producers include those that plan to take over existing operations, those that are developing new operations and those seeking funding for existing or start-up operations.

TTAP Objectives

During the course of the program, each participant will develop a comprehensive written business plan for their individual operation.

Participants will be taught the skills necessary to implement and adjust their business plan over time.

Following completion of the curriculum, follow-up assistance will be provided by a mentor committee.

The Participants 24 Operations: Texas and Oklahoma. Mostly commercial operations, a few small

operations; 300 - 5,000 acres. Diverse production, cow-calf, crops, rice and

timber. $1,000 registration fee; $5-6,000 total

expenses. Ages ranged from 23 to 69 years old. Typically less than 10 years of operational

experience.

TTAP Programming Logistics

Four Sessions around Texas over 15 months. Session I: Amarillo, November 2002;

“Developing the Basics” Session II: College Station, January 2003;

“Financial Planning & Analysis” Session III: Dallas, November 2003;

“Agricultural Marketing” Session IV: Kerrville, January 2004;

“Tying It All Together” Mentor Program – January 2004 – January 2005

Session I:Developing the Basics Sources of Risk Business Plans and Planning Mission Statement Business Structure Resource Inventories SWOT Financial Statements and Analysis Producer Panel Perspective

Session II:Financial Planning & Analysis Personality Test and Interpretation Defining Your Objectives and Goals Role of Enterprise Budgets Farm Assistance Overview Cash Flow Development How to be a Good Analyst Producer Panel Prospective Implementation into the Business Plan

Between Session II and III:

Producers completed their accounting for 2002

Financial Analysis was reviewed by TCE Economists.

Farm Assistance was completed by Risk Management Specialists.

Futures and Options Leveling Workshop

Session III:Agricultural Marketing Futures and Options Review Advanced Futures and Options Technical Analysis Commodity Insurance Simulations Commodity-specific Sessions Contracting Producer Panel Perspective

Session IV:Tying It All Together Legal & Liability Issues Personnel Management Intergenerational Transfer Developing the Executive Summary Introduction to Mentor Committee Presentation of Business Plans Characteristics of a Good Manager Graduation

SessionI

Basics

SessionII

Finance

Session III

Marketing

Session IV

Integration

Overall

Pre-test 39.6% 48.1% 31.6% 32.6% 38.0%

Post-test

69.0% 74.0% 64.4% 76.4% 71.0%

Change 74.4% 54.0% 103.6% 134.4% 86.8%

Evaluation Results of Pre- and Post-Session Knowledge

Average Score (% of 100)

TTAP Mentor Committee Composition

TTAP Graduate

Primary Mentor

Secondary MentorLender Mentor

TCE Lead Economist

TTAP

Mentor

Committee

Recruiting Mentors

Two producers and one lender per participant.

Each participant was assigned a Lead Economist from TCE.

Targeted mentors at least 60 miles away from participant.

Searched for Mentors possessing complementary production, geographical, or family dynamic interests and other common motivations.

Recruiting Mentors

Once participants were known, solicited nominations from County Extension Agents for mentors “fitting the profile” for a specific participant.

Also identified mentors from 600+ Master Marketer program and 50+ MM for Lender program graduates.

Individuals were targeted and solicited for participation via invitation and phone call.

Success rate for recruiting 1st choice of mentor was roughly 60%.

TTAP Mentor Training Agenda

DAY ONE – (3rd Day, Session IV) Background info and address sheet Why you were chosen to be a TTAP Mentor TTAP program description of curriculum/participants Introduction of fellow TTAP Mentors Mentor Training Role of Mentors and Participants Schedule of business plan presentations Presentation of business plans to Mentor Committees TTAP social

DAY TWO Family issues / Characteristics of good managers Graduation of TTAP Participants

TTAP Mentor Training

Recognizing the impact that others have had on your own success.

Today

Event #2

Opportunity/Obstacle

Event #1

Opportunity/Obstacle

Individual who assisted in your

development

Individual who assisted in your

development

TTAP Mentor TrainingKey Issues

Mentor as Ally, Catalyst, and/or Strategist Listening with Empathy Asking “High Gain” Questions Communication Tips Listening Habits Mentoring a Problem Situation Giving Feedback Keys to the Mentoring Dialogue

TTAP Mentor TrainingRoles and Responsibilities

TTAP Participants to TTAP Mentors Contact Mentors on a regular basis to inform

them of their progress on the business plan. Contact should be made on a quarterly basis. Seek advice from Mentors on issues as they

arise. Host their Primary Mentor at their operation

for a follow-up visit and discussion of progress.

Report contact with Mentors and material changes to their business plan to TCE Lead Economist.

TTAP Mentor TrainingRoles and Responsibilities

TTAP Mentors to TTAP Participants Primary Mentors contact participants at

least quarterly to monitor progress. All members of the mentor committee

provide advice to the graduate when solicited.

Conduct follow-up visit at the participant’s operation within one year of completion of classroom activities.

Report contact and material changes to the business plans of participants to TCE Lead Economist.

TTAP Mentor and Participant Contact – 1 yr post introduction

3/21 (14% of participants) had no further contact. Of the 18 participants who did maintain contact:

Approximately 90 hours of on-site visit contact; Over 111 hours of other contact was cited (by phone,

e-mail, face-to-face conversations); Avg. of 11+ hours of follow-up contact with mentor

committee members per participant; 6/18 (33% of participants) utilized their lender mentor

for information and guidance; and Figures do not include contact with TCE Lead

Economists.

Agricultural Producer Mentor Program - Lessons Learned

Mentor training must emphasize that mentors were not recruited to solve someone else’s problems.

Mentors must be given flexibility in their approach, but a clear explanation of their task.

Mentor committee composition must be pragmatic. Mentees should help define the desired outcomes

from the mentor process. Introductions and initial contact are critical. The process needs a chaperone.

Measuring the Impact (in progress)

Measuring Improvements in Knowledge - complete

Sample Testimonials from Graduates Financial Performance (pre- vs. post-

program) Non-financial Measures Continued benefits Influence on Mentor’s operations The dilemma of defining “success”

Questions or Comments….