Through the Lens of Farm Viability

Through the Lenses of Equity & Farm Viability

The NH Food and Agriculture Strategic Plan sought to center equity in the process of developing the Strategic Plan, the selection of topics (the products, markets, and issues) included in the Strategic Plan, through the individuals whose voices are reflected in the Strategic Plan, and in the recommendations included as steps toward creating a more sustainable, equitable, and thriving food system. The entirety of the NH Food and Agriculture Strategic Plan—every brief, recommendation, and outcome—is grounded in the goal of increasing the farm, fish, and food business viability in our state, while also considering a producer’s holistic needs, like healthcare and childcare. Throughout the Strategic Plan, the carefully considered strategies recommended to meet that goal take many shapes, including the redefining of farm viability to a model that better meets the reality farmers face.

What is Meant by Farm Viability?

Farm viability is defined by the U.S. Department of Agriculture (USDA) as meeting the income requirements of the farm family while covering operational costs. It's worth noting, however, that research done on farms in New England has exposed the disparity between the USDA definition and the reality of operating a small farm here; for most New England farmers, farm viability is viewed as the ability to keep their operations running from year to year, not necessarily the ability to rely solely on farm income for their livelihoods.¹

Farm Viability in New Hampshire

The disparity described above is a reflection of the current conditions of food production in New Hampshire, where the state's estimated 4,000 farms rarely operate in a way that provides enough income for the farm family. New Hampshire food producers are small and have a high fail rate, with 70% of farms consistently reporting net cash losses. The landscape of farm, fish, and food businesses in New Hampshire is unique and faces challenges that shirk a one-size-fits-all model for growing, catching, and producing food. 

As the charts below demonstrate, the vast majority of New Hampshire farms are small, family-owned and -operated, and grow a diverse number of crops. Many farm, fish, and food businesses are reliant on other income for their livelihood and almost half of farmers don't consider farming their primary occupation. Most farms are operating at a loss, even before any “draw,” and have been for many years.

The data demonstrates that we need to adjust our collective work to create a stronger local food system by centering the financial viability of farming, fishing, and food production in New Hampshire. The entirety of the NH Food and Agriculture Strategic Plan—every brief, recommendation, and outcome—is grounded in the goal of increasing the farm, fish, and food business viability in our state, while also considering a producer’s holistic needs, like healthcare and childcare. Throughout the Strategic Plan, the carefully considered strategies recommended to meet that goal take many shapes, including the redefining of farm viability to a model that better meets the reality farmers face.

For example, it seems straightforward to suggest that New Hampshire farmers and fishermen increase the amount of food they sell to wholesale markets, like grocery stores and institutions, as a way to increase revenue and grow consumer interest in local food. But the reality is not that simple; selling to wholesale markets only supports viability when farmers and fishermen receive prices that cover their production costs, which isn’t guaranteed and often not the case.

Four Categories of Food Producers

When looking through the lens of farm viability, food production in New Hampshire can be divided into four categories: commercial farms and food businesses able to support all of their economic needs, commercial farms and food businesses reliant on other income to support their economic needs, aspiring and beginning farmers, fishermen, and food business owners, and home gardeners growing food.

Distinguishing between these four groups of food producers improves our ability to identify separate needs and create intentional strategies that meet them using the limited resources we have to deploy.

> For New Hampshire producers who are able to support their economic needs solely from their revenue generated by their farm, fish, or food business, we need to understand and support their continued operation, particularly in the face of a changing climate and other challenges. Often, the needs of these businesses will be more complex than the groups outlined below and will require more highly skilled service providers. Additionally, learning from and modeling their success for new and beginning farmers, fishermen, and food producers is crucial for the future of our food system. 

> For the majority of New Hampshire farmers, fishermen, and food producers who are producing food in addition to pursuing other livelihood strategies, we need to understand their goals, demonstrate models for success as they define it, and tailor our systems, technical assistance, and resources to meet the uniqueness of their operations. 

> For aspiring and beginning farmers, fishermen, and food business owners, we need to develop very clear guidance and a pipeline for their success that is heavily focused on farm business technical assistance, land and waterfront access, and hands-on learning. 

> For the large population of home gardeners growing food to feed themselves, strengthening our food system means developing a better understanding of the scale at which this is happening, supporting Granite Staters in growing more of their own food, and engaging them more deeply in protecting and strengthening our food system. 

Through the NH Food and Agriculture Strategic Plan and beyond it, we must accept and appreciate the unique people, businesses, and realities of growing food in New Hampshire and tailor our work to meet them where they are or help them to grow. With the guidance of the Strategic Plan, we will:

> Tailor business assistance and other resources to the unique realities of New Hampshire’s food producers, including their size, goals, and limitations. 

> Conduct research to understand which models work for different farmers, fishermen, and food producers, and their families and goals, and share that information in a way that helps individuals make sound business decisions. 

> Produce case studies of viable models for producing food in New Hampshire, not limited to food production as a family’s sole income. 

> Integrate any of the above learnings into new farmer programs, education curricula, and farm business technical assistance.
 

References

¹ Bruce, A. Neidecker, E. Zheng, C. Leslie, I. Wilhelm, A. “Unveiling the challenges of farm viability in New England.” INSPIRED: A Publication of the New Hampshire Agricultural Experiment Station. NH Agricultural Experiment Station. University of New Hampshire. Published 2023. https://colsa.unh.edu/resource/unveiling-challenges-farm-viability-new-england