Online Reporter
Word From The Market-Tina Nleya
AGRICULTURE remains the backbone of Zimbabwe’s economy, providing livelihoods for much of the population.
The Government has introduced various policies to strengthen the sector, including the issuance of title deeds to farmers.
This landmark move allows farmers to use their land as collateral, unlocking much-needed financing for agricultural expansion and modernisation.
While these developments are commendable, one critical aspect that remains overlooked in many farming enterprises is continuity.
Unlike structured corporate businesses, where succession planning is a fundamental principle, farming in Zimbabwe often operates as a “one-man show”.
When the farmer passes away or becomes too old to manage the land effectively, the farm’s operations may decline or even collapse altogether.
This lack of long-term planning has led to countless cases of once-thriving farms falling into neglect, ultimately impacting the nation’s food security and economic stability.
The need for farming succession planning
Farming is more than just a business; it is a legacy that should be preserved across generations. To achieve sustainability, farmers must adopt structured succession planning, ensuring that their enterprises remain productive even in their absence.
This requires proactive measures such as:
1. Involving family members early
Many farmers treat their farms as personal projects rather than family businesses, especially amongst African families where the general notion is that children should work for their own wealth.
It is crucial to involve children and other family members in decision-making and daily operations.
When children grow up participating in farm activities, they develop an interest and understanding of the business, making them better prepared to take over when the time comes.
Not involving children in farm activities alienates them, which makes it hard for them to then take over after the parent dies.
Involvement also fosters a sense of ownership and responsibility, ensuring that younger generations appreciate the value of farming as an economic activity rather than just a traditional form of livelihood.
2. Formalising farm operations
Farmers should set up structured business models that outline clear responsibilities and operational guidelines.
This includes having documented business plans, financial records and management structures.
Registering the farm as a business entity ensures smoother transition processes when ownership changes.
Having formalised structures, such as family farming agreements, legal partnerships or even cooperatives, ensures that responsibilities and profits are clearly defined, reducing conflicts and misunderstandings within the family.
3. Looking at farming as a viable business
Farming should not be viewed as a side hustle but as a serious, profitable business.
Farmers must adopt modern farming techniques, embrace technology and explore new markets to increase profitability.
Investing in training, financial management and agribusiness strategies ensures that farms are run efficiently and sustainably.
There should be a shift in mindset from subsistence farming to agribusiness, where farmers explore scaling their production and value addition, and diversifying into high-value crops or livestock enterprises.
4. Estate planning and legal frameworks
With the introduction of title deeds, farmers now have legal ownership of their land, allowing them to make wills and come up with inheritance plans.
Engaging legal experts to draft wills and succession plans prevents disputes and ensures a smooth transfer of ownership.
Without a legally binding plan, families often find themselves in disputes over ownership, leading to farm mismanagement or abandonment.
Farmers should consider establishing trusts or legal entities that ensure that land and assets are passed on to capable hands with minimal disruptions.
5. Diversification and market linkages
To sustain farming operations across generations, farmers must explore value addition and diversify income streams.
Establishing reliable market connections ensures consistent revenue flow, reducing financial strain on future successors.
Engaging in contract farming, securing supply agreements with processors and forming agricultural cooperatives can help farmers stabilise their incomes and ensure that their businesses remain profitable for future generations.
Diversification into agri-tourism, agro-processing or alternative revenue-generating activities can also strengthen the financial stability of farming enterprises.
Training and capacity building
Farmers must equip themselves and their successors with financial literacy, business management skills and knowledge on evolving agricultural trends.
Attending workshops, participating in agribusiness training programmes and seeking mentorship from established commercial farmers can improve decision-making and ensure better farm management practices.
Government programmes and financial institutions should also offer targeted training to encourage farmers to think long term and build resilient farming enterprises.
Technology and innovation in farming
The adoption of smart farming technologies, such as precision agriculture, mechanisation and irrigation solutions, can help sustain farm productivity across generations.
Digital platforms for market access, financial transactions and data-driven decision-making should be leveraged to enhance efficiency. Farmers should explore partnerships with research institutions and agritech startups to remain competitive in the evolving agricultural landscape.
The role of financial planning in farming continuity
A well-structured financial plan ensures that farmers can reinvest in their businesses, expand operations and pass on a financially stable enterprise to their successors.
Farmers should put in place savings and investment plans tailored for agribusiness, reducing dependence on seasonal cash flows. Insurance products designed for farmers can protect against unforeseen risks, ensuring financial stability even in difficult times.
Farmers must embrace the mindset that their farms are long-term businesses rather than short-term survival projects.
By creating structured succession plans and involving family members early, they can ensure that their efforts live beyond their lifetime.
Moreover, farming should be seen as a key driver of wealth and economic prosperity.
With the right approach, it can be an inheritance passed down through generations, securing livelihoods and contributing to national development.
Tina Nleya is the Agricultural Marketing Authority (AMA)’s marketing and public relations manager. She can be contacted on email: [email protected]. Word From The Market is a column produced by AMA to promote market-driven production.
Tinaye Agere