Fall 2024

IN THIS ISSUE:

SIERRA GOLD NURSERIES: PLANTING A STRONG FUTURE BUSINESS PLANNING

Morrison Founder and Principal Brent Morrison shares the importance of creating and implementing a business plan.

CARNIVORE CREW

Learn more about a new venture for the Morrison team!

Sierra Gold Nurseries, located in Yuba City, California, stands as an exemplar in the world of horticulture and nursery operations. Established with a vision to provide high-quality nursery products, the company has built a strong reputation over the years for its dedication to quality, innovation, and most notably customer service.

Sierra Gold Nurseries was founded with the goal of serving the agricultural needs of the local community and region. From its inception, the nursery has been committed to offering a diverse range of fruit and nut trees that cater to commercial orchardists in the Sacramento Valley and region. Over the years, Sierra Gold has become synonymous with reliability and quality in the nursery industry.

One of the cornerstones of Sierra Gold Nurseries' success is its unwavering commitment to quality. The nursery takes pride in its rigorous selection process for plants and trees, ensuring that only the healthiest and most robust specimens are offered to customers. This commitment extends to the cultivation practices employed at the nursery, which are designed to promote the optimal growth and health of the plants.

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Sierra Gold Nurseries utilizes state-of-theart facilities and technology to maintain high standards of plant care. The nursery's growing practices are tailored to meet the specific needs of each plant species, ensuring that they thrive both in the nursery environment and once they are transplanted into new settings. This careful attention to detail is a testament to Sierra Gold’s dedication to providing top-notch products.

The nursery offers an extensive array of products, including almonds, walnuts, olives, and a number of other fruit tree varietals.

The diversity of products available at Sierra Gold Nurseries reflects the company's understanding of the varied preferences and requirements of its clientele.

Sierra Gold Nurseries provides solutions that support large agricultural projects. Their ability to supply innovative, high-quality plants in bulk makes them a preferred partner for both large-scale and small scale projects.

Additionally, the nursery's knowledgeable staff offers advice and support to customers to help large and small scale growers achieve their desired results.

The team at Sierra Gold Nurseries comprises knowledgeable horticulturists, plant experts, and a group of highly qualified field reps, who bring years of experience to the table. This expertise is invaluable in helping customers make informed decisions about plant selection and care. The staff at Sierra Gold is always ready to provide information on everything from plant suitability to planting techniques and ongoing maintenance.

Innovation is another key aspect of Sierra Gold Nurseries' approach. The company does its best to stay abreast of the latest developments in horticultural science and incorporates new techniques and technologies into its operations. This forward-thinking approach not only enhances the quality of the nursery's products but also ensures that customers benefit from the latest advancements in plant care and cultivation.

C ONT INUE D ON INSIDE RIGHT PANEL

NEWSLETTER | FALL 2024

BUSINESS PLANNING It’s a process, not set in stone

T

he maxim “If you fail to plan, you are planning to fail,” commonly attributed to Benjamin Franklin, seems as true today as it was then. Given what Franklin saw in a life that covered most of the 1700s, from British colony to independent nation, I suspect he would be amused by the notion that life is more complicated and less predictable now, therefore making planning of less value.

Franklin certainly knew the value of a plan; even if those who dispute the source of the quote are correct, Franklin’s life as a scientist, businessman, politician, diplomat, and lifelong student shows that he lived it.

Still, I think many will sympathize when I confess that I have begun to wince a little when I say the word “plan.” The pandemic didn’t help, but pandemic or not, things happen that you really can’t predict in full, excruciating detail. And that is not the only obstacle to business planning. Frankly, some people just don’t like to do it or feel they have more critical priorities. While that might be true for the short term, it is asking for trouble in the long run.

Some feel that detailed plans are of limited value since you cannot plan for all possibilities; I’ve heard this many times. There can be misconceptions as to what planning actually is, such as the fear that a formal plan locks you in to an immutable path regardless of circumstances. (If that is the case, you probably have a bureaucracy problem, not a planning problem.)

So it is a big topic, but following are a few helpful approaches to common planning scenarios.

THE BUSINESS PLANNING APPROACH The terms “business plan” and “feasibility study” are often used almost interchangeably, and Morrison has assisted with many of both.

There is a difference: a feasibility study explores whether something can be done, and, if it is deemed feasible, a business plan lays out the specifics of the plans to do it. There may be reasons to do just one or the other, but a comprehensive business plan will always have elements of both.

Business plans should be crafted to meet the needs of the intended readers and users, which can vary. My personal preference is when the intended readers include both ownership and those who are responsible for implementing the plan and for its results. Plans might also be done to meet the requirements of financial institutions, granting agencies, or others, but might not be fully bought into by

those in the organization. It can become a “check the box” exercise of limited value if you are not dedicated to the plan.

I joke that plans are written in pixels not stone. They should be reviewed regularly and adapted as circumstances arise. While in a senior position at a large company, I told the team that I did not mind if we went over budget as long as we did it on purpose. This did not mean we had free reign to do whatever we wanted, but that as a team we could break with the set plan if there was good cause.

On another occasion, I was asked to do a 10-year plan for a different business, which they thought would be the first in their history. After digging into their files I found that they were seven years into a 10year plan that no one knew existed. While extreme, this can happen if a business plan is looked at as a one-and-done, or perhaps just a futuristic novel, rather than an ongoing and evolving process.

I had a bonus program with a previous employer that was based on achieving very quantifiable and measurable metrics, with little room for discretionary factors. About halfway into the year I told them that I could meet those goals but that due to unforeseen changes in the business dynamics it was going to cost them a lot more than my bonus.

We agreed to make changes to the program rather than just “stick to the plan.”

It is also important to make sure all of the key functions of an organization are involved in developing, implementing, monitoring, and updating the plan. It would be a rare business strategy that did not involve all aspects of an organization in some way, including operations and production, distribution, marketing and sales, operations, finance and administration, and human resources. Likewise, it would be a rare business venture that wouldn’t struggle if all key functions weren’t appropriately involved.

Unfortunately, it would not be a rare business planning practice that left some functions largely out of the process. We have seen plans that are heavily focused on one function, such as sales or operations, with little or no consideration of other key parts of the organization. It may sound too simple, but if it is something you can manufacture well with the existing infrastructure your team better have a plan to sell it. And if you have a great marketing opportunity you better be able to deliver it.

Some years ago we did a feasibility project for a company that wished to build its branding around delivering milk in glass bottles to people’s doorsteps, a throwback business model that required significant research. At the time, it turned out there were only two sources of FDA

approved glass bottles for milk in North America, one of which had only been doing it for 18 months. If you are going to build your whole branding around delivering your product in glass bottles, you better be able to get glass bottles. With research, we found that the glass bottle/ home delivery model had not faded in Europe as much as in the US, and if needed there were approved sources of bottles there. Good research and planning covered that critical possibility.

In short, planning should be an ongoing process that involves all key business functions, upfront research, ongoing monitoring, necessary adaptations, and constant communication. It is a process, not a novel to set on a shelf and read in your spare time (if you have any).

CONTINGENCIES FOR THE UNFORESEEN Basically, this is disaster planning. As we have learned in recent years, unforeseen circumstances like the COVID 19 pandemic can throw the entire worldwide economy for a loop. To be fair, researchers and scientists have been predicting such a pandemic for decades, probably to the point that people generally stopped listening. Very few were prepared. And a similar pandemic had actually happened, the 1918 – 1920 “Spanish Flu” pandemic that caused considerably more worldwide deaths than COVID despite a much smaller population. So it was no secret that it was possible, it just didn’t seem plausible to many.

COVID 19 and the Spanish Flu are hardly the only major “unforeseen circumstances” disasters ever seen. Joining them were the economic calamities of the Great Depression, the attack on Pearl Harbor, the oil crisis of 1973, the stock market crash of 2008, and the Great Recession, to name a few. And despite the chest-thumping with China and Russia, there is a fair amount of codependence in our economies. An accelerated trade war, the impact of tariffs, and other possibilities cannot be ruled out.

We know economic disasters happen, but how do we prepare? I will not attempt to predict the next one, which would be a wild guess at best.

However, there are a few key factors at particular risk.

1.

“Stay-at-home disasters.” Of the disasters noted above, only the pandemics were what I have coined as “Stay-at-home disasters.”

This makes them unique in that wars abroad, stock market crashes, oil shortages, trade embargos, etc., do not make people huddle in their homes and stay away from each other. If your organization needs people to be physically present at work or in the marketplace and they can’t be, how will you handle it? There

were a lot of lessons learned during COVID, but many industries were particularly hard hit. Take note of what you did to survive and give consideration to preparing for the weakest points.

2.

Demand. If it effects money, it effects demand. Even if people are not confined to their homes, how essential or discretionary your product or service is will greatly affect the impact. Plan for how you might position a discretionary product or service when dollars get scarce.

3.

Supply. Any disaster can impact supply. Like the example of the glass milk bottles above, consider the options for supply if existing channels are impacted, and in a worst-case scenario, how to keep the business going if supply cannot be fully maintained.

4.

Production and distribution. As with supply, consider options for your current methods of production, and how you might throttle back the business to survival mode if sufficient accommodations cannot be made.

5.

Human resources. By definition, an economic disaster of any type impacts people. While World War II did not make people stay home, it did divert thousands (if not millions) of people to the war effort – and not just those in combat. This would impact production, demand, and many other factors.

Have a plan in place to react to an impacted workforce by use of automation, remote work, outsourcing, or other methods.

HELP IS JUST A CLICK WAY! Whether for “routine” planning or the unforeseen, Morrison can help with the planning process. We have seen a lot. Let us help with organizational development to improve your ability to implement plans successfully; financial projections under different scenarios; outsource accounting and finance help; and, in exploring grant funding assistance to implement your plans. Get in touch with us at morrisonco.net/contact, or with any member of the Morrison team.

ABOUT THE AUTHOR Brent Morrison, the Founder and Principal of Morrison brings over four decades of experience in executive and advisory roles across various industries. He oversees strategy, infrastructure, and client services at Morrison, specializing in business planning, strategy, management, and financial analysis.

SIERRA GOLD NURSERIES Sierra Gold Nurseries places a strong emphasis on customer satisfaction.

The nursery's commitment to providing excellent service is evident in its personalized approach to customer interactions. The team at Sierra Gold puts customers first and strives to offer solutions that meet and exceed expectations for orchard projects.

As Sierra Gold Nurseries looks to the future, it remains focused on continuing its tradition of excellence while embracing new opportunities for growth and innovation. The company's dedication to quality, customer service, and environmental responsibility will undoubtedly drive its ongoing success and impact in the horticultural industry.

The nursery also values the feedback of its customers and uses it to continually improve its products and services. This customer-centric approach has earned Sierra Gold Nurseries a loyal client base and a reputation for reliability and excellence.

With a strong foundation built on excellence and a forward-looking approach, Sierra Gold Nurseries is well-positioned to continue making significant contributions to the world of horticulture for years to come.

For Morrison, it has been a privilege to partner with them on various engagements over the years that have contributed to their successful and exciting future.

In today’s world, sustainability is an essential consideration in all aspects of business, and Sierra Gold Nurseries is no exception. The nursery is committed to environmentally responsible practices, including water conservation and sustainable growing techniques. By prioritizing these practices, Sierra Gold Nurseries not only contributes to the health of the environment but also helps customers create healthy, sustainable, and eco-friendly landscapes.

Sierra Gold Nurseries is deeply embedded in the local community. The company supports various community initiatives and local events, reflecting its commitment to being an active and positive force in the region.

This engagement extends beyond business operations, as Sierra Gold Nurseries takes pride in contributing to the community's overall well-being and growth.

CARNIVORE CREW Many Morrison team members have distinct memories of raising animals for their respective county fairs. The early hours of feeding and grooming their animals before school; the brimming excitement ahead of weighing them in and showing them at fair; the checks going into their college savings accounts after their animals were sold: all of these were formative in our team members’ development and essential in instilling a love for agriculture that fuels our work to this day.

It was this deep appreciation that led Morrison to launch a non-profit auction buyers group called Carnivore Crew this past summer.

What is an auction buyers group, you may ask? This group bids and buys on animals whose prices are not attaining market value to keep the auction moving along and help youth at least break even. Essentially, this group’s efforts serve as a backstop to support the investments of youth exhibitors and to encourage their future participation in such an impactful learning experience. After seeing low prices at recent livestock auctions in our area and recognizing tough economic times, Morrison identified the need and decided to do something about it.

The concept was simple: Morrison would offer the opportunity to the community to contribute a flat amount prior to the livestock auctions at our local Butte County Fair and Silver Dollar Fair. These donations would be pooled and the leadership of the Carnivore Crew would be in the stands on auction day to purchase animals from exhibitors who are not receiving bids (also referred to as “no bid” animals), helping to maintain a floor price throughout the auction.

In addition to supporting our hardworking and entrepreneurial youth, the Carnivore Crew would also support local vocational training opportunities and meal programs for the Jesus Center, donating the majority of the meat purchased to the nonprofit organization that provides services to individuals and families experiencing homelessness. Meals made from the donated meat would be planned and prepared by individuals engaged in the Jesus Center’s vocational training program and served to individuals living at the Jesus Center’s Sabbath House and Renewal Center.

Though Morrison had the idea, it was the incredible momentum and generosity of community members, businesses, and organizations that

made this a smashing success. With an initial goal of raising $25,000

by August 19 from 50 founding members, we were humbled by the overwhelming response of caring individuals wanting to collaborate in our efforts that resulted in meeting this goal by early August.

Accordingly, we raised the stakes to securing 75 total founding members and raising $35,000 in donations, which we met without a hitch ahead of our August 19 deadline.

Morrison put its plan into action at the Butte County Fair’s livestock auction on August 24. We bid on and purchased 4 hogs, 3 lambs, 2 goats, 1 steer, and 1 chicken pen. Nothing could have prepared us for the great joy and honor of supporting Butte County’s youth exhibitors who by the generosity of Carnivore Crew donations were able to get a fair market price on their animals, receive the validation they deserved for their tireless efforts, and hopefully foster a greater love and commitment to agriculture. Purchased livestock amounted to 1,000 pounds of meat from 11 different animals from local butchers, which were sent to the Jesus Center’s meal programs in mid-September.

We want to extend our deep appreciation to all of our Morrison clients who supported Carnivore Crew! We are once again amazed by the privilege it is to collaborate with you on projects that promote the flourishing of our communities. It is also not too late to get involved, feel free to check out our website and Instagram account @carnivorecrewbuttecounty, which will include timely opportunities to partner in our efforts to support youth exhibitors at the 2025 Silver Dollar Fair Junior Livestock Auction and Butte County Fair that follows.

MOR R I S ON S NA PS H TS

MORRISON SUMMER BBQ

At the start of each summer, our team gets together for the Morrison Summer BBQ. Folks brought their families and we shared lunch, cooled off in the pool, and got our faces painted. We look forward to getting together next year already!

SILVER DOLLAR FAIR

In May some of our team spent the day at the Silver Dollar Fair.

The main event was the Livestock Auction where they bid on a hog, affectionately named Kankles, and won. We had enough bacon for the entire Morrison team to take home bundles!

NATIONAL SOCIETY OF ACCOUNTANTS FOR COOPERATIVES FAR WEST CHAPTER ANNUAL CONFERENCE

Morrison Founder Brent Morrison joined Tim Peters, Zach Quiroz, Michelle Genova, and Jeff Boian in Monterey for the annual NSAC Conference. The conference is a chance to grow in knowledge and understanding of cooperative finance while connecting with experts.

Some of the team had the privilege of sharing dinner with Mike Droke, Partner at Dorsey and Whitney, who spoke on labor law and the complexities of cooperative governance.

BRENT AND SIBYL'S ANNIVERSARY CELEBRATION

The entire Morrison team was invited to celebrate Brent and Sibyl’s 50th Wedding Anniversary in June. We enjoyed dinner together, a renewal of their vows, and a stand-up comedy routine performed by Brent and Rob Reddemann, Brent’s longtime friend. It was as good as it sounds!

AG COUNCIL LEGISLATIVE DAY

On May 7th Managing Principal Toni Scott had the opportunity to attend this year's Legislative Day hosted by the Agricultural Council of California. The meeting gathered members with legislators, policy staff, and regulatory officials. Issues discussed included water, crop protection tools, and budget items. Toni enjoyed hearing from officials and connecting in person.

BUTTE COUNTY FARM BUREAU SUMMER BBQ

In June, members of the Morrison team attended the Annual Butte County Farm Bureau Summer BBQ. All proceeds assist the Farm Bureau in its efforts to support local agriculture. It was a family affair with games, raffles, and a live auction. Our favorite highlight from the evening was when Toni Scott won the grand prize gun safe!

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NEWSLETTER | FALL 2024

1385 Ridgewood Drive Chico, CA 95973 5 3 0 - 8 9 3 - 4 7 6 4 • W W W. M O R R I S O N CO. N E T

BUSINESS & ACCOUNTING ADVISORY • PEOPLE SOLUTIONS • GRANTS FOLLOW US

C L I E N T CORNER The Morrison Client Corner is a regular feature of our newsletter.

Here, you’ll find updates on what a number of our clients are up to, their achievements and milestones, and the generally great things happening in their companies or organizations.

BAUGHER RANCH ORGANICS CELEBRATES 40 YEARS WITH RTE OPENING

Baugher Ranch Organics celebrated its 40th Anniversary on July 19, 2024 with the Grand Opening of its new state-ofthe-art Ready-to-Eat (RTE) processing facility. The Baugher family in Orland built the 30,000 square-foot facility to process, pasteurize, and pack organic almonds grown on their own farm and others across the state. Morrison admires Baugher Ranch Organics’ commitment to sustainable family farms, as exemplified in their mission statement, “to provide quality, organic almonds for the benefit of growers, customers, and employees while maintaining long-term business viability.”

If you’re a client of ours, we’d love to stay up to date with what is going on within your organization and invite you to share your highlights in this space. Feel free to send any press releases, newsletters, or happenings to Hana Dill at hdill@morrisonco.net.

CALIFORNIA FARM BUREAU HIRES FIRST CHIEF OPERATING OFFICER

The California Farm Bureau Federation (CFB) has announced Dan Durheim as its new chief operating officer. This is a newly created leadership role for the 105-year-old nonprofit organization.

Most recently, Durheim served as associate vice president of sponsor relations for Nationwide Insurance, building strong relationships with state Farm Bureaus, including CFBF. He served a nearly 18-year tenure with the American Farm Bureau Federation in varying roles.

The CFBF Board of Directors selected Durheim from over 1,100 candidates following a comprehensive executive search led by Morrison’s People Solutions Manager Jeff Boian.

CINDY DALEY RECOGNIZED FOR VISIONARY EXCELLENCE

California State University, Chico Agriculture Professor Cindy Daley was named the inaugural recipient of the Gayle E. Hutchinson Award for Excellence by the University Foundation Board of Directors. The $100,000 award— the largest of its kind in the California State University system—recognizes individuals who exemplify forwardthinking strategies and innovation in technology, academic research, andFIRST CLASS M creative activity. Among her many U.S. POSTAG PAID accomplishments, Dr. Daley founded CHICO, CA the Center Regenerative Agriculture PERMIT NO and Resilient Systems (CRARS) in 2019, which has raised more than $30 million to support climate-smart agriculture through applied research and education.

WELCOME NEW CLIENTS

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NEWSLETTER | FALL 2024