feeding the future

®

a Strategic Plan for2 0 1 1 – 2 0 1 5

2 3

Tabl

e of

Con

tent

s Feeding the Futurepage 3

The Beginningpage 4

The Path Forwardpage 7

Changing Consumerspage 8

Changing Technologypage 11

Changing Agriculturepage 13

Strategic Planpage 14

Board of Directorspage 15

feeding the futureBy Randy Veach, Arkansas farm Bureau President

I have never felt more encouraged about the future of Arkansas Farm Bureau than I do today.

That statement, no doubt, strikes many as unnecessarily bold. But when you have felt the energy and experienced the deep thought that was poured into this organization’s Strategic Plan, it’s relatively easy to make bold statements.

The Arkansas Farm Bureau state board of directors first gathered for discussion about a revised Strategic Plan last March at the Winthrop Rockefeller Institute on Petit Jean Mountain, a striking setting for important work.

The serious undertone in the meeting room that day was felt by all involved. In fact, you could sense the passion and sup-port for Farm Bureau from those seated around you. The theme of Feeding the Future of Arkansas Farm Bureau was cast that day.

Much work came after that initial meeting — including interviews and surveys with members, county leaders and employees, as well as an exhaus-tive scan of the environment surrounding the organization by a blue-ribbon committee of dedi-cated employees. But the cor-nerstone for the Strategic Plan was set that day. The board and members of the organization’s senior management team were asked two penetrating questions: ‘what are the core values of Ar-kansas Farm Bureau?’ and ‘how would Arkansas be different if

Farm Bureau did not exist?’The first question hit so close

to home with the board that im-mediate answers rolled forward: integrity, service, grassroots, God and country, ag-focused, honesty, community involve-ment — all part of a laundry list of more than 50 core values of the organization.

The second question — how would Arkansas be different if Farm Bureau did not exist? — caused a bit of pause. Most in the room that day had never con-sidered an environment that did not include Farm Bureau. The answers to that particularly chal-lenging question were somewhat somber: no organized voice for agriculture, less favorable laws and regulations, rural Arkansas would suffer, a further demise of the family farm, more govern-mental control over farms.

It was then that the impor-tance of a strategic plan was

validated. Those in that group that day were united in the belief that Farm Bureau had a clear role to play in the future of our state, and to our members, and committed to defining a plan that would ensure the long-term viability of Arkansas Farm Bureau.

Those of you who have seen the “Unity of Purpose” video that was commissioned for the 75th anniversary will recall the deep connection to Arkansas Farm Bureau that was captured for posterity’s sake. The men and women featured in that documentary spoke of the last-ing impact Farm Bureau had on their lives, and even on the history of our state.

Our charge is to make the next 75 years as meaningful to our state, and our members, as the past 75 years. That is no small task.

You now have the ultimate details of the plan, along with a bit more about the process behind the Strategic Plan.

As you look at the plan, know this: your state board of direc-tors has a vision for the future of this organization. That vision uses the 76-year history of the organization as a launching point, but propels the organiza-tion well into the future as well.

I appreciate the confidence you have placed in me, and your state board of directors, to Feed the Future of Arkansas Farm Bureau. I hope you, too, are encouraged about the future of this valuable organization.

4 5

U pon completion of a five-year Strategic Plan that was rolled out in 2005, it was imperative that Arkansas Farm Bureau leaders include Plato’s thought in the con-

struction of an updated Strategic Plan.Fully aware that a journey to success begins

with a single step — though cautious that a journey to nowhere also starts with the same — the organization’s first step was to empanel a blue-ribbon committee to start a thorough review of the organization’s work. This 10-member committee was comprised of staff representing each department and reflected a full range of

experiences within the organization. The committee’s role — defined by Dr. Karen

Ballard, director of program and staff develop-ment for the University of Arkansas Division of Agriculture’s Cooperative Extension Ser-vice — was to “scan, analyze and interpret.” In other words, the committee was to scan for data and trends that could impact the Farm Bureau family. Evaluating the external and internal factors was designed to help the organization understand its current and future roles, more clearly analyze the issues that could affect the data available and more wisely interpret all the available data. This information was designed

“the beginning is the most important part of the work.” Plato, (BC 427-BC 347)

4 5

to identify areas of likely change while the stra-tegic plan was being implemented. Dr. Ballard challenged the committee members to think far beyond their normal work boundaries, and to consider best (and worst) case scenarios for the organization.

The committee grouped its findings into four primary categories that reflect the bulk of their study: technology, membership, agriculture and the economy, and public opinion.

Input was compiled from online and tele-phone surveys, as well as individual interviews with employees, county leaders and state board members. Specific efforts were made to ensure the input of women and younger members in order to ensure gender and generational differ-ences were reflected in the data. This significant

collection of data, representing a diverse set of grass-roots feedback, was invaluable in shaping the organization’s current and future role in sup-port of its members and Arkansas agriculture.

The survey results and committee findings were provided to the Arkansas Farm Bureau state board of directors, who evaluated this informa-tion while defining the organization’s priorities. The complete engagement of the state board was critical to the success of this process, and re-flected their commitment to the ongoing success of Arkansas Farm Bureau.

The result of that six-month process is pre-sented to the membership today as a roadmap for the activities of the organization over the next five years. These strategic priorities reflect a deep sense of caring by those involved in the process.

U pon completion of a five-year Strategic Plan that was rolled out in 2005, it was imperative that Arkansas Farm Bureau leaders include Plato’s thought in the con-

struction of an updated Strategic Plan.Fully aware that a journey to success begins

with a single step — though cautious that a journey to nowhere also starts with the same — the organization’s first step was to empanel a blue-ribbon committee to start a thorough review of the organization’s work. This 10-member committee was comprised of staff representing each department and reflected a full range of

experiences within the organization. The committee’s role — defined by Dr. Karen

Ballard, director of program and staff develop-ment for the University of Arkansas Division of Agriculture’s Cooperative Extension Ser-vice — was to “scan, analyze and interpret.” In other words, the committee was to scan for data and trends that could impact the Farm Bureau family. Evaluating the external and internal factors was designed to help the organization understand its current and future roles, more clearly analyze the issues that could affect the data available and more wisely interpret all the available data. This information was designed

“The beginning is the most important part of the work.” Plato, (BC 427-BC 347) to identify areas of likely change while the stra-tegic plan was being implemented. Dr. Ballard challenged the committee members to think far beyond their normal work boundaries, and to consider best (and worst) case scenarios for the organization.

The committee grouped its findings into four primary categories that reflect the bulk of their study: technology, membership, agriculture and the economy, and public opinion.

Input was compiled from online and tele-phone surveys, as well as individual interviews with employees, county leaders and state board members. Specific efforts were made to secure the input of women and younger members in order to ensure gender and generational differ-ences were reflected in the data. This significant

collection of data, representing a diverse set of grass-roots feedback, was invaluable in shaping the organization’s current and future role in sup-port of its members and Arkansas agriculture.

The survey results and committee findings were provided to the Arkansas Farm Bureau state board of directors, who evaluated this informa-tion while defining the organization’s priorities. The complete engagement of the state board was critical to the success of this process, and re-flected their commitment to the ongoing success of Arkansas Farm Bureau.

The result of that six-month process is pre-sented to the membership today as a roadmap for the activities of the organization over the next five years. These strategic priorities reflect a deep sense of caring by those involved in the process.

4 5

to identify areas of likely change while the stra-tegic plan was being implemented. Dr. Ballard challenged the committee members to think far beyond their normal work boundaries, and to consider best (and worst) case scenarios for the organization.

The committee grouped its findings into four primary categories that reflect the bulk of their study: technology, membership, agriculture and the economy, and public opinion.

Input was compiled from online and tele-phone surveys, as well as individual interviews with employees, county leaders and state board members. Specific efforts were made to ensure the input of women and younger members in order to ensure gender and generational differ-ences were reflected in the data. This significant

collection of data, representing a diverse set of grass-roots feedback, was invaluable in shaping the organization’s current and future role in sup-port of its members and Arkansas agriculture.

The survey results and committee findings were provided to the Arkansas Farm Bureau state board of directors, who evaluated this informa-tion while defining the organization’s priorities. The complete engagement of the state board was critical to the success of this process, and re-flected their commitment to the ongoing success of Arkansas Farm Bureau.

The result of that six-month process is pre-sented to the membership today as a roadmap for the activities of the organization over the next five years. These strategic priorities reflect a deep sense of caring by those involved in the process.

U pon completion of a five-year Strategic Plan that was rolled out in 2005, it was imperative that Arkansas Farm Bureau leaders include Plato’s thought in the con-

struction of an updated Strategic Plan.Fully aware that a journey to success begins

with a single step — though cautious that a journey to nowhere also starts with the same — the organization’s first step was to empanel a blue-ribbon committee to start a thorough review of the organization’s work. This 10-member committee was comprised of staff representing each department and reflected a full range of

experiences within the organization. The committee’s role — defined by Dr. Karen

Ballard, director of program and staff develop-ment for the University of Arkansas Division of Agriculture’s Cooperative Extension Ser-vice — was to “scan, analyze and interpret.” In other words, the committee was to scan for data and trends that could impact the Farm Bureau family. Evaluating the external and internal factors was designed to help the organization understand its current and future roles, more clearly analyze the issues that could affect the data available and more wisely interpret all the available data. This information was designed

“The beginning is the most important part of the work.” Plato, (BC 427-BC 347)

7

A ny successful organizational year is dependent on a good, well thought out, long-range plan. Arkansas Farm Bureau Fed-eration’s success this past year

was the result of the completion of a five-year Strategic Plan. Our success in the coming years will be based on the foundation provided by a new Strategic Plan.

Lightning-fast changes in technology are challenging Farm Bureau to remain relevant to its members and its agri-cultural mandate, while providing consumers with finger touch informa-tion on food, fiber and fuel products and their origins.

These are exciting times that harken back to Farm Bureau’s early days when other technologi-cal revolutions — rural electrification and telephone service — were of critical focus to the organization.

A team of Arkansas Farm Bureau employ-ees identified the primary challenges facing our continued success during the next five years. The committee identified three factors that underpin the environment surrounding the organization: 1. Consumers are changing; 2. Technology is changing; and 3. Agriculture is changing. Single events don’t define these changes. They’re now a fluid, ongoing process that requires constant vigilance and adjustment for us to remain in touch with our members and the general public.

At the forefront of every discussion about the future of Arkansas Farm Bureau was the membership, the almost 220,000 families who represent the purpose of the organization.

Our membership challenges us to regularly deliver on our mission statement:

1. Advocate the interests of agriculture in the public arena.

2. Disseminate information concerning the value and importance of agriculture.

3. Provide products and services, which improve the quality of life for our members.

The purpose of this Strategic Plan is to define the path forward.

{ the committee identified three major factors that farm Bureau must address: 1. Consumers are changing;2. technology is changing; 3. Agriculture is changing.

8 9

T he desires of consumers are ever changing, but often in the most impercep-

tible ways. One day a product or business sector is without fault. The next, whether true or not, a product or business sector is fighting for its life to offset aspersions cast on it by those with different agendas attempting to influence con-sumer attitudes and spending. Consumer attitudes change. There are so many food, fuel and fiber choices now. Which foods are the healthiest choices? Is it environmentally

friendly? Bio-fuels or tradi-tional fossil fuels? Natural-fiber clothing or man-made? The choices and informa-tion (and misinformation) surrounding these choices is almost endless. And all relate to farming in some way.

During the past five years, animal welfare and food propaganda efforts have led to these issues now being a part of mainstream America’s conscience. Few occupations enjoy the public’s acceptance and goodwill as much as that of a farmer. Red barn, plump black and white dairy cows lazily grazing in rolling

8 9

T he desires of consumers are ever changing, but often in the most impercep-

tible ways. One day a product or business sector is without fault. The next, whether true or not, a product or business sector is fighting for its life to offset aspersions cast on it by those with different agendas attempting to influence con-sumer attitudes and spending. Consumer attitudes change. There are so many food, fuel and fiber choices now. Which foods are the healthiest choices? Is it environmentally

friendly? Bio-fuels or tradi-tional fossil fuels? Natural-fiber clothing or man-made? The choices and informa-tion (and misinformation) surrounding these choices is almost endless. And all relate to farming in some way.

During the past five years, animal welfare and food propaganda efforts have led to these issues now being a part of mainstream America’s conscience. Few occupations enjoy the public’s acceptance and goodwill as much as that of a farmer. Red barn, plump black and white dairy cows lazily grazing in rolling

A recent study shows 85 percent of U.S. consumers have bought green products, and nearly all of them plan to continue doing so.

Consumersgreen pastures, replete with a farmer in overalls, make up the sunny, bucolic image that many have of a farm. Those days of great-grandfather’s farm are, for the most part, long gone. However, in the last five years, others’ agen-das would have you believe that farming has taken on a cold, impersonal tone and denigrate its ever-increasing efficiency by using terms like “factory” and “industrial,” or demonize farming as environ-mentally unfriendly and some of its livestock practices as inhumane. The emotionally focused propaganda of such groups never addresses world

hunger and the monumental human suffering starvation causes.

Agriculture’s relevancy to a growing world population has never been more impor-tant. For every mouth fed in the United States by Ameri-can agriculture, 19 more people are fed worldwide by those efforts. The efficien-cies improving agriculture during the past century are staggering in the benefits provided worldwide. How-ever, the public’s perception of agriculture is “a mile wide and an inch deep” as the say-ing goes. Recent success of books and films like “Food, Inc.,” “Fast Food Nation,” “King Corn” and the “Om-nivore’s Dilemma” should be a wake-up call that not everyone holds farming in high regard.

These are not fringe works. These are mainstream, big budget, money-making productions. “In Defense of Food” debuted at No. 1 on the New York Times hard-cover, non-fiction bestseller list. “Food Inc.” received an Academy Award nomination for Best Documentary Film. Public opinion is fickle and easily swayed, whether by current events or deliberative-ly manipulative propaganda pieces. The public’s attitude toward farmers is mostly positive, but most people don’t believe that “main-stream” farming is really

farming. We in agriculture are not always effective at shaping the argument against misguided thinking.

At the same time, we in the agricultural community need to shed our misconcep-tions about environmentalists or the “green” movement. The “tree-hugging, dope-smoking hippie” image of an environmentalist is a fringe stereotype at best and not indicative of the mainstream consumer who now identifies themselves as an active part of the green movement and shows it through their pur-chasing decisions. A recent study shows 85 percent of U.S. consumers have bought green products, and nearly all of them plan to continue do-ing so. The green movement is mainstream and here to stay and not as radical as we may think.

As part of its new five-year Strategic Plan, Arkan-sas Farm Bureau plans to disseminate information by developing and implementing a comprehensive, consumer-focused communication strat-egy to address these kinds of issues. It’s important for such a plan to be vigilantly aware of societal shifts and flexible enough to adapt and respond to them while being pro-active in telling agricul-ture’s story. We will diversify and increase our efforts to improve consumer support for farm and ranch issues.

}The public’s attitude toward

farmers is mostly positive

but most people don’t believe that

“mainstream” farming is really

farming.

{

}the public’s attitude toward

farmers is mostly positive

but most people don’t believe that

“mainstream” farming is really

farming.

A recent study shows 85 percent of U.S. consumers have bought green products, and nearly all of them plan to continue doing so.

8 9

T he desires of consumers are ever changing, but often in the most impercep-

tible ways. One day a product or business sector is without fault. The next, whether true or not, a product or business sector is fighting for its life to offset aspersions cast on it by those with different agendas attempting to influence con-sumer attitudes and spending. Consumer attitudes change. There are so many food, fuel and fiber choices now. Which foods are the healthiest choices? Is it environmentally

friendly? Bio-fuels or tradi-tional fossil fuels? Natural-fiber clothing or man-made? The choices and informa-tion (and misinformation) surrounding these choices is almost endless. And all relate to farming in some way.

During the past five years, animal welfare and food propaganda efforts have led to these issues now being a part of mainstream America’s conscience. Few occupations enjoy the public’s acceptance and goodwill as much as that of a farmer. Red barn, plump black and white dairy cows lazily grazing in rolling

A recent study shows 85 percent of U.S. consumers have bought green products, and nearly all of them plan to continue doing so.

Consumersgreen pastures, replete with a farmer in overalls, make up the sunny, bucolic image that many have of a farm. Those days of great-grandfather’s farm are, for the most part, long gone. However, in the last five years, others’ agen-das would have you believe that farming has taken on a cold, impersonal tone and denigrate its ever-increasing efficiency by using terms like “factory” and “industrial,” or demonize farming as environ-mentally unfriendly and some of its livestock practices as inhumane. The emotionally focused propaganda of such groups never addresses world

hunger and the monumental human suffering starvation causes.

Agriculture’s relevancy to a growing world population has never been more impor-tant. For every mouth fed in the United States by Ameri-can agriculture, 19 more people are fed worldwide by those efforts. The efficien-cies improving agriculture during the past century are staggering in the benefits provided worldwide. How-ever, the public’s perception of agriculture is “a mile wide and an inch deep” as the say-ing goes. Recent success of books and films like “Food, Inc.,” “Fast Food Nation,” “King Corn” and the “Om-nivore’s Dilemma” should be a wake-up call that not everyone holds farming in high regard.

These are not fringe works. These are mainstream, big budget, money-making productions. “In Defense of Food” debuted at No. 1 on the New York Times hard-cover, non-fiction bestseller list. “Food Inc.” received an Academy Award nomination for Best Documentary Film. Public opinion is fickle and easily swayed, whether by current events or deliberative-ly manipulative propaganda pieces. The public’s attitude toward farmers is mostly positive, but most people don’t believe that “main-stream” farming is really

farming. We in agriculture are not always effective at shaping the argument against misguided thinking.

At the same time, we in the agricultural community need to shed our misconcep-tions about environmentalists or the “green” movement. The “tree-hugging, dope-smoking hippie” image of an environmentalist is a fringe stereotype at best and not indicative of the mainstream consumer who now identifies themselves as an active part of the green movement and shows it through their pur-chasing decisions. A recent study shows 85 percent of U.S. consumers have bought green products, and nearly all of them plan to continue do-ing so. The green movement is mainstream and here to stay and not as radical as we may think.

As part of its new five-year Strategic Plan, Arkan-sas Farm Bureau plans to disseminate information by developing and implementing a comprehensive, consumer-focused communication strat-egy to address these kinds of issues. It’s important for such a plan to be vigilantly aware of societal shifts and flexible enough to adapt and respond to them while being pro-active in telling agricul-ture’s story. We will diversify and increase our efforts to improve consumer support for farm and ranch issues.

}The public’s attitude toward

farmers is mostly positive

but most people don’t believe that

“mainstream” farming is really

farming.

{

green pastures, replete with a farmer in overalls, make up the sunny, bucolic image that many have of a farm. Those days of great-grandfather’s farm are, for the most part, long gone. However, oth-ers’ agendas would have you believe that farming has taken on a cold, imper-sonal tone and denigrate its ever-increasing efficiency by using terms like “factory” and “industrial,” or demon-ize farming as environmen-tally unfriendly and some of its livestock practices as inhumane. The emotionally focused propaganda of such

groups never addresses world hunger and the monumental human suffering starvation causes.

Agriculture’s relevancy to a growing world population has never been more impor-tant. For every mouth fed in the United States by Ameri-can agriculture, 19 more people are fed worldwide by those efforts. The efficien-cies improving agriculture during the past century are staggering in the benefits provided worldwide. How-ever, the public’s perception of agriculture is “a mile wide and an inch deep” as the say-ing goes. Recent success of books and films like “Food, Inc.,” “Fast Food Nation,” “King Corn” and the “Om-nivore’s Dilemma” should be a wake-up call that not everyone holds farming in high regard.

These are not fringe works. These are mainstream, big budget, money-making productions. “In Defense of Food” debuted at No. 1 on the New York Times hard-cover, non-fiction bestseller list. “Food Inc.” received an Academy Award nomination for Best Documentary Film. Public opinion is fickle and easily swayed, whether by current events or deliberative-ly manipulative propaganda pieces. The public’s attitude toward farmers is mostly positive, but most people don’t believe that “main-

stream” farming is really farming. We in agriculture are not always effective at shaping the argument against misguided thinking.

At the same time, we in the agricultural community need to shed our misconceptions about environmentalists or the “green” movement. The “tree-hugging, sandal-wearing hippie” image of an environ-mentalist is a fringe stereotype at best and not indicative of the mainstream consumer who now identifies them-selves as an active part of the green movement and shows it through their purchasing deci-sions. A recent study shows 85 percent of U.S. consumers have bought green products, and nearly all of them plan to continue doing so. The green movement is mainstream and here to stay and not as radical as we may think.

As part of its new five-year Strategic Plan, Arkan-sas Farm Bureau plans to disseminate information by developing and implementing a comprehensive, consumer-focused communication strat-egy to address these kinds of issues. It’s important for such a plan to be vigilantly aware of societal shifts and flexible enough to adapt and respond to them while being pro-active in telling agriculture’s story. We will also diversify and increase our efforts to improve consumer support for farm and ranch issues.

{

11

Tech

nolo

gy

Few things have changed as rapidly as the recent revolution in communications technology and its various ways to disseminate information. Leading that change is the meteoric rise of the phenomenon known as “social” media. As little as five years ago, the term itself and correspond-ing words like Facebook and Twitter were relatively unknown or didn’t exist at all. Now, 60 percent of Americans use it, and this form of communication and its avenues of dissemination is a driving force in the information-gathering world, providing a major tool for organiza-tions like Arkansas Farm Bureau to establish and develop relationships with its members and potential members. Will this technology still be actively in use in five years; or already replaced by newer more provocative communications tools?

The primary delivery system for all of the new-est communications tools is the Internet. Unfortu-nately, Arkansas’ Internet access and use statistics are close to dead last compared to the rest of the country. Nearly 30 percent of Arkansans have never used the Internet. Arkansas ranks No. 49 out of the 50 states in the number of adults online. Of this group, 47 percent are people greater than the age of 60. However, nationwide, the use of the Internet continues to grow throughout all age groups, and Arkansas Farm Bureau wants to make sure Arkansans have the same opportunity to be a part of that growth.

Increasing affordable access to the Inter-net for Arkansans is important. The Internet is the foundation for a growing number of small business launches, as well as providing new opportunities to already-established businesses. Its availability, along with a potential workforce familiar in its use, is crucial to attracting busi-nesses to Arkansas. The Internet is also the host to an ever-increasing number of educational and training opportunities. Its use for quickly sending recordkeeping data to support agencies

within the agricultural community will continue growing. Arkansas cannot afford to be at the bot-tom when it comes to use of the Internet.

As part of its new five-year Strategic Plan, Arkansas Farm Bureau is making availability of high-speed Internet (also known as broadband) one of its priorities for rural Arkansas. Fifty-one percent of Arkansans presently don’t have broadband service. Not only is it important to have affordable access to and a technologically savvy population for the reasons mentioned above, it’s also crucial to Farm Bureau’s ag-riculture advocacy efforts as we tell agriculture’s story to the public.

The Internet is crucial to reach-ing our members and attracting new leadership to engage them on behalf of agricul-ture advocacy. The Internet allows farmers to effec-tively influence agricultural policy from a rural Arkansas field, it helps a school teacher educating students about where their food comes from, or it helps a shopper with a “smart” phone at the local grocery store wanting to know details about food choices. It’s a power-ful tool and one that is revolutionizing life, much like when the first power poles went up along ru-ral backroads. The Internet’s accessibility, afford-ability and ease of use are essential to continued growth in agriculture, Arkansas’ economy and the education of our state’s people.

{ nearly 30 percent of Arkansans have never used the internet. Arkansas ranks no. 49 out of the 50 states in the number of adults online.

1313

A s much as consumer desires and technology are changing, agri-cultural, itself, is also changing. The size of farms in Arkansas is changing - and in ways that might surprise someone not close to the business. The land base in Arkansas devoted to farming has decreased by 1.2 million acres (7 percent) dur-ing the last 30 years. However, the percentage of smaller farms in Arkansas has grown. In 1978, 60 percent of Arkansas farms were less than 180 acres. Today, 70 percent are smaller than 180 acres. However, the number of large farms (more than 1,000 acres) has increased by only 163 farms during the past 30 years.

Yet, it’s those big farms that are the driving force in providing the production value for the state’s No. 1 revenue producing business sector. Large farms (those with more than $100,000 in sales) represent only 16 percent of the state’s number of farms but produce 92 percent of its agricultural income. Farm Bureau’s chal-lenge is to effectively represent the small farm growing for the local farmer’s market, as well as the large-scale efficiency farms. How important is farming to Arkansas? Not only is it the state’s biggest income producer, Arkansas is one of the few states where average farm income exceeds average non-farm business income.

It’s important that Arkansas Farm Bureau continue to get the message out about the importance of farming to Arkansas’ economy and the importance of farming to every Arkansans daily life. As part of its new five-year Strategic Plan, Arkansas Farm Bureau will serve as a credible and effective advocate for Arkansas agricul-ture, representing and enhancing the public image of farmers and ranchers. Our success will depend on recruiting, involving and preparing farmers and ranchers to actively participate in all areas of Farm Bureau.

Whether its consumers, technology or agriculture, change seems to be the ma-jor constant in all three areas. Arkansas Farm Bureau is empowered by its success-es during the past year and excited with the implementation of its new five-year Strategic Plan as it takes on the challenges that lie ahead for feeding the future.

In 2007, farms with more than $100,000 in sales accounted for 16 percent of the state’s number of farms and 92 percent of the state’s production value.{A s much as consumer desires and technology are changing, agri-

cultural, itself, is also changing. The size of farms in Arkansas is changing — and in ways that might surprise someone not close to the business. The land base in Arkansas devoted to farming has decreased by 1.2 million acres (7 percent) dur-ing the last 30 years. However, the percentage of smaller farms in Arkansas has grown. In 1978, 60 percent of Arkansas farms were less than 180 acres. Today, 70 percent are smaller than 180 acres. However, the number of large farms (more than 1,000 acres) has increased by only 163 farms during the past 30 years.

Yet, it’s those big farms that are the driving force in providing the production value for the state’s No. 1 revenue-producing business sector. Farms with more than $100,000 in sales represent only 16 percent of the state’s number of farms but produce 92 percent of its agricultural income. Those large-scale efficiency farms are the ones producing enough to help feed the world, while the growing number of smaller farms produces products for the popular “locally grown” market. Farm Bureau’s challenge is to effectively represent the smaller farm growing for the local farmers’ market, as well as the large-scale efficiency farms that ship their product over-seas, as well as nationally. How important is farming to Arkansas? Agriculture and agriculture-related businesses make up 17 percent of the state’s economy and provides jobs to one out of every six Arkan-sans. Not only is agriculture the state’s biggest income producer, Arkansas is one of the few states where average farm income exceeds average non-farm business income.

It’s important that Arkansas Farm Bureau continue to get the message out about the importance of farming to Arkansas’ economy and the importance of farming to every Arkansan’s daily life. As part of its new five-year Strategic Plan, Arkansas Farm Bureau will serve as a credible and effective advocate for Arkansas agricul-ture, representing and enhancing the public image of farmers and ranchers. Our success will depend on recruiting, involving and preparing farmers and ranchers to actively participate in all areas of Farm Bureau.

Whether its consumers, technology or agriculture, change seems to be the ma-jor constant in all three areas. Arkansas Farm Bureau is empowered by its success-es during the past year and excited with the implementation of its new five-year Strategic Plan as it takes on the challenges that lie ahead for feeding the future.

in 2007, farms with more than $100,000 in sales accounted for 16 percent of the state’s number of farms and 92 percent of the state’s production value.

{

13

A s much as consumer desires and technology are changing, agri-cultural, itself, is also changing. The size of farms in Arkansas is changing - and in ways that might surprise someone not close to the business. The land base in Arkansas devoted to farming has decreased by 1.2 million acres (7 percent) dur-ing the last 30 years. However, the percentage of smaller farms in Arkansas has grown. In 1978, 60 percent of Arkansas farms were less than 180 acres. Today, 70 percent are smaller than 180 acres. However, the number of large farms (more than 1,000 acres) has increased by only 163 farms during the past 30 years.

Yet, it’s those big farms that are the driving force in providing the production value for the state’s No. 1 revenue producing business sector. Large farms (those with more than $100,000 in sales) represent only 16 percent of the state’s number of farms but produce 92 percent of its agricultural income. Farm Bureau’s chal-lenge is to effectively represent the small farm growing for the local farmer’s market, as well as the large-scale efficiency farms. How important is farming to Arkansas? Not only is it the state’s biggest income producer, Arkansas is one of the few states where average farm income exceeds average non-farm business income.

It’s important that Arkansas Farm Bureau continue to get the message out about the importance of farming to Arkansas’ economy and the importance of farming to every Arkansans daily life. As part of its new five-year Strategic Plan, Arkansas Farm Bureau will serve as a credible and effective advocate for Arkansas agricul-ture, representing and enhancing the public image of farmers and ranchers. Our success will depend on recruiting, involving and preparing farmers and ranchers to actively participate in all areas of Farm Bureau.

Whether its consumers, technology or agriculture, change seems to be the ma-jor constant in all three areas. Arkansas Farm Bureau is empowered by its success-es during the past year and excited with the implementation of its new five-year Strategic Plan as it takes on the challenges that lie ahead for feeding the future.

In 2007, farms with more than $100,000 in sales accounted for 16 percent of the state’s number of farms and 92 percent of the state’s production value.{

14

Arkansas farm Bureau federation’s Strategic Plan for 2011-2016

feeding the future

Advocacy

1. We will expand our use of technology to reach and involve our members and to attract and engage new leaders in our advocacy efforts.

2. We will utilize technology to advance our positions in the public policy arena.

3. We will serve as a credible and effective advocate for Arkan-sas agriculture, representing and enhancing the public image of farmers and ranchers.

4. We will diversify and increase efforts that improve con-sumer support for farm and ranch issues.

5. We will recruit, involve and prepare farmers and ranchers to actively participate in all areas of Farm Bureau.

Dissemination of Information

1. We will develop and imple-ment a comprehensive, unified communication strategy targeting our membership.

2. We will develop and imple-

ment a comprehensive, consumer-focused communication strategy.

3. We will continually seek and utilize new technologies to deliver an effective communication program to our members and the general public.

4. We will provide education and training to equip leaders, staff and others to support the mission of the organization.

Products and Services

1. We will adopt effective technology applications to expand membership acquisition, com-municate the value of membership and increase access to products and services.

2. We will work to improve availability of technology in rural areas and provide education on technology utilization.

3. We will gather data on our membership to better serve their needs.

4. We will identify and offer products and services that enhance the value of a Farm Bureau mem-bership.

Front Row (from left): Richard Armstrong, Ozark; Allen Stewart, Mena; Tom Jones, Secretary/Treasurer, Pottsville; Rich

Hillman, Vice President, Carlisle; Randy Veach, President, Manila; Ewell Welch, Executive Vice President, North Little

Rock; Susan Anglin, Bentonville; Sue Billiot, Smithville.

Middle Row: Jon Carroll, Moro; Bruce Jackson, Lockesburg; Gene Pharr, Lincoln; Mike Freeze, England; Matt Simon,

Conway; Todd Dutton, Star City; Johnny Loftin, El Dorado.

Back Row: Terry Dabbs, Stuttgart; Mike Sullivan, Burdette; Troy Buck, Alpine; Leo Sutterfield, Mountain View;

Rusty Smith, Des Arc; Joe Christian, Jonesboro.

2010 Board

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Arkansas Farm Bureau

Federation

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