37 pages., Online via publisher as a link in the newsletter., Responses to an online compensation survey during 2020 among members of the professional organization.
6 pages, Understanding relationships between demographic and economic factors and equestrian participation could improve horse program design. We implemented an online survey that characterized associations of participation in equine activities, socioeconomic factors, and economic factors with age. Seventy-five percent of respondents ride, and 34% are recreational, non-competitive participants. Respondents were mostly female, and many participate in the sport throughout life. Many respondents indicated they overspent on equestrian activities. Horse programs should incorporate information and activities that address issues unique to females, should develop skills required by amateur or recreational riders, and should incorporate information on financial wellness.
5 pages, Despite the increase in energy consumption, rising energy costs, and the overall financial strain in the agriculture sector, the Extension system has allocated limited resources to energy education in agriculture. Many energy programs focus on renewable energy and energy efficiency technologies whereas little attention is paid to developing an understanding of how farmers are billed for electricity, when electricity is used, and why. The first step in developing evidence-based solutions to improve farm profitability is clearly defining the problems that need to be solved. If not Extension, who will take on the responsibility of providing this critical education?
6 pages, Profit teams comprise multiple consultants engaged to support farmer decision making by holistically analyzing farm challenges. We tested the idea of using profit teams to help advanced beginning farmers, those who are beyond start-up but have been in business less than 10 years, address constraints to growing their businesses. These new entrepreneurs often have entered agriculture without a family farming history or a connection to Extension. We describe the processes of selecting farmers and administering teams, and we highlight significant improvements in quality of life, production, and profitability reported by 35 farmers. Our lessons learned may guide other educators and funders in developing profit teams for their beginning farmer clients.
9 pages, Financial performance benchmarks were estimated on the basis of samples of successful Northeast fruit and vegetable producers classified by primary local foods market channel. Comparisons across farm stores, large urban farmers' markets, and intermediated market channels were conducted for the purpose of identifying key differences in human and financial resource requirements. The benchmarks provide data useful for assisting individual farmers in assessing their performances and new and beginning farmers in identifying appropriate market channels for their businesses. Additionally, the benchmarks provide a rich source of information for use by Extension educators in developing programming around local foods marketing opportunities and business planning.
