TOPP Mentorship Program Handbook - Transition to Organic Partnership Program

All Regions
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TOPP Mentorship Program Handbook

This handbook contains guidelines, policies, and resources that will help develop a sound relationship and partnership between mentor and mentee. It provides support and guidance for both mentor and mentee professional development and resources to aid in the growth of teaching and learning.

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Transition to Organic Partnership Program
Mentorship Handbook
Table of Contents
Introduction

Purpose and Mission

Program Contact Information

What is Mentoring

Benefits for Mentors

Benefits for Mentees

The Mentor’s Role

The Mentee’s Role

Group Mentoring and Multiple Mentees

Mentorship Timeline

Guidelines for Meetings

Mentorship Progression

Mentorship Code of Conduct

Grievance Policy and Procedure

Sources

Introduction
This mentorship handbook has been created for the Transition to Organic Partnership Program
(TOPP) mentorship program. Intent of the handbook is for use by both mentors and mentees.
The handbook contains guidelines, policies, and resources that will help develop a sound
relationship and partnership between mentor and mentee. It provides support and guidance for
both mentor and mentee professional development and resources to aid in the growth of
teaching and learning.

Purpose and Mission
The Transition to Organic Partnership Program (TOPP) is investing up to $100 million over five
years in cooperative agreements with non-profit organizations who will partner with others to
provide technical assistance and wrap-around support for transitioning and existing organic
producers. AMS is building partnership networks in six regions across the United States with
trusted organizations serving direct farmer training, education, and outreach activities.
TOPP will:
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Connect transitioning producers with mentors
Build paid mentoring networks to share practical insights and advice
Provide community building opportunities to include:
○ Train-the-mentor support
○ Technical assistance
○ Workshops and field days covering topics including organic production practices,
certification, conservation planning, business development (including navigating
the supply chain), regulations, and marketing
Help producers overcome technical, cultural, and financial shifts during and following
certification
Engage educational and training institutions (including crop advisors and extension
agents) on organic workforce training and education and future human capital planning

TOPP is a collaborative effort involving many partners working together towards a common
goal. The TOPP partnership network covers six regions: the Mid-Atlantic/Northeast, Southeast,
Midwest, Plains, Northwest, and West/Southwest.
Mission of the Mentorship Program
The TOPP mentorship program builds connections between experienced organic producers and
producers transitioning to organic, supports the transition process, and creates a stronger
network of organic producers across the country.
Through mentoring relationships, experienced producers pass on their knowledge, resources,
and experience, cultivate curiosity and enthusiasm for organic production, and share their
passion for organic agriculture with a greater audience. Transitioning producers receive a wealth
of support, guidance, and development through mentorship, and together with their mentors
form a strong network of organic producers across the region.
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In the TOPP mentorship program, certified organic producers serve as mentors for producers
transitioning to organic, providing guidance through one-on-one support virtually and/or in
person, on the farm and off, and will offer resources and further support through networks.
Mentors support their mentee, the transitioning producer, through the transition to organic
process and during the mentee’s first year of certification.

Program Contact Information
Access the TOPP website at www.organictransition.org to find the contact information for your
region of TOPP. The website also has additional mentorship resources, toolkits, guides, and a
calendar of events.

What is Mentoring
Mentoring is a relationship that offers opportunities for mentors and mentees to learn from each
other. It is more of an exchange than a one-way giving of advice. At the heart of mentoring is a
relationship based on trust and mutual regard, where one individual uses their expertise and
knowledge to support the development of another individual.
A mentoring relationship helps learners gain skills faster than they might otherwise learn on their
own. Mentoring tends to be very relational between the mentor and mentee and often involves a
more holistic approach by focusing on the learner’s future and broader skills for personal and
professional development.
Mentoring provides:
● A safe space to explore options and plan future action
● A place to be supported and challenged
● A sounding board
● A source of advice and guidance
● New perspectives
● An ongoing relationship that can last for years
The TOPP mentorship program is largely focused on relational learning between mentor and
mentee, learning from experience and working through challenges together. Mentors will share
their experiences, advice, challenges, successes, and resources from years of organic
production, while mentees, the transitioning producers, develop goals for the mentorship and
work through challenges and celebrate successes of the transition experience. In particular, the
mentorship program will focus on transitioning to organic production topics, such as agronomy,
market availability, transportation, recordkeeping, and operation management. Particular and
specific certification guidance will come from outside of mentorship, from additional technical
assistance providers. This additional service will be provided free of charge to mentees and
encouraged to be used in conjunction with the mentoring.

The mentoring relationship can be a very powerful and positive experience. It enables and
develops a greater sense of confidence, enhancing the professional and personal skills of both
individuals. For a mentoring relationship to be successful, it needs to be built upon strong
foundational principles.
The following principles make for strong mentoring relationships and
learning experiences:
Communication
● Listen actively
● Repeat back what you hear and ask questions
● Get to know each other personally, as appropriate
● Follow communication plan and respect modes of communication
● Speak up if the mentoring relationship is not working for you and suggest changes to
make it a positive and useful experience
● Communicate with Mentorship Coordinator about any concerns, questions, or
suggestions
Enthusiasm
● Exhibit enthusiasm for organic production
● Regularly provide positive feedback
● Be open and appreciative
● Use positive language and encouraging support, free of judgment
Patience
● Navigating relationships is a journey and takes courage, give yourself grace as you learn
about each other
● Be present in the moment: it is easy to multitask, so be honest and set time limits on
conversations if needed and state such as the start of the conversation
● Recognize you won’t know everything, utilize and share outside resources when helpful
Commitment
● Fulfill meeting and program requirements
● Come prepared for meetings
● Communicate changes to schedules in a timely manner
● Avoid making promises
● Build trust and rapport with each other
Respect
● Discuss and respect personal boundaries
● Maintain confidentiality: conversations should be kept between the two of you unless
specifically given permission to share
● Understand and respect roles and responsibilities of both parties

Find resources and toolkits for many of these principles in the TOPP resource library. We
recommend spending time exploring these skills and principles, and assessing yourself for
where you may need support and growth with these skills. The training and onboarding process
of this mentorship program will include activities and resources to help you identify and build up
these skills.

Benefits for Mentors
Mentoring has a clear and positive impact on the mentee; however, it also benefits the mentor
personally and professionally as a producer. Becoming a mentor builds lasting relationships with
others, enhances the mentor’s own job satisfaction, and provides opportunities to reflect on
motivations and values towards agriculture. By participating in mentorship, mentors will:
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Develop skills and new perspectives, including interpersonal skills, questioning, self
reflection, and creative thinking
Share the knowledge and experience gained from years of working in the field
Contribute to a broader organic production network and growth in sustainable agriculture
Gain understanding of the realities and challenges of today’s transitioning producers

Benefits for Mentees
Mentees largely benefit from a mentoring relationship, one in which they can discuss
challenges, brainstorm solutions, and learn from the real-life experiences of their mentor.
Mentees will gain the knowledge needed for successful transition to organic, and will become
involved with networks of organic producers, as well as learn from additional resources. By
participating in mentorship, mentees will:
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Receive advice and guidance from an experienced organic producer mentor
Increase self-awareness, motivation, and confidence both personally and professionally
as an organic producer
Gain greater clarity of purpose and productivity
Increased organizational knowledge and know-how
Improve skills, including with interpersonal, operation management, and broader
organic production
Focus and prepare for the future of organic production

The Mentor’s Role
A mentor is a person who provides guidance, advice, or direction to someone who is willing and
desiring growth and development. In the TOPP mentorship program, the mentor is an
experienced organic producer providing guidance to a producer transitioning to organic. In
addition to the specific qualities required for TOPP mentoring, there are some specific qualities
that make for an effective mentor across mentorship programs.

Qualities of a Mentor:
Lays the Groundwork
Works to develop mentoring relationships based on mutual trust and respect, with clearly
defined boundaries. Mentors help to establish the ground rules for the mentoring relationship.
Communicates Effectively
Uses active listening, questioning, summarizes mentee’s ideas, and responds. Mentors give and
receive constructive feedback. They encourage their mentees and celebrate successes.
Provides Guidance
Challenges ideas, poses questions, and offers fresh perspectives. Mentors share their own
questions, mistakes, and learnings. They research solutions for mentees and refer mentees to
additional resources. They help to structure conversations based around mentee’s goals.
Builds Connection
Cares about their mentee as a person, not just as a producer. Mentors build rapport with their
mentee, getting to know them personally and professionally. They monitor the mentoring
relationship and ensure it is meeting the needs of both parties.
Spokesperson for Organic Production
Encourages respect for stewardship, conservation, and ecological agricultural practices.
Mentors convey the realities (both satisfactions and frustrations) with organic production and
encourage respect for what it takes to make organic production a career.
Mentor Qualifications and Expectations
In the NW TOPP mentorship program, mentors have other qualifications and expectations they
must meet to remain in the program. For NW TOPP, qualified mentors have prior knowledge,
skills and experience including:
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Currently certified organic producer with at least 3 years of organic production
experience or retired producer with at least 3 years of experience with organic
certification
Fluency in the primary language of their mentee
Preferred experience in a teaching or mentor role

Qualified mentors have the capacity to meet mentorship expectations including:
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Ability to fulfill the time commitment of mentorship including communication, site visits
(virtual or in person), and researching solutions
Access to appropriate technology for communication
Willingness to engage in problem solving, and a desire to give-back to the farming
and/or ranching community
Strong understanding of the rules, challenges, and benefits of organic production and
becoming certified organic

Additionally, mentors must meet the required expectations every year they participate. In a
mentorship year, mentors will:
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Commit to 45 hours per yearly program cycle (optional additional hours with additional
mentees)
○ Includes 2 operation visits per year (one at mentor operation and one at mentee
operation, virtual or in-person)
○ Includes at least 3 meetings during growing season with mentee
○ Includes mentor training and end-of-year meetings
○ Recommended attendance with mentee at an agricultural event (conference or
other educational event)
○ Suggested to present at and/or host an educational event (virtual or in person)
Co-create agreement with mentee to support the structure of their experience during
onboarding, including:
○ Communication plan
○ Learning objectives
○ Meetings plan
Communicate timely and consistently with mentees and program staff
Participate in mid-year and year-end mentorship evaluations
Receive compensation for their mentorship
Note: Mentors are not expected to ‘work’ on mentee operations

The Mentee’s Role
Mentees are producers transitioning to organic and intending to certify their operation, or an
operation they manage, as organic. Mentees play an important role in the mentoring relationship
by providing the topics and goals on which the mentorship is built, taking responsibility for their
learning, and having an active desire to learn and grow alongside their mentor. Some specific
qualities and actions are needed by the mentee for a mentorship to be successful and fruitful.
Qualities of a Mentee:
Creates the Goals, Agendas, and Topics
Sets goals that are specific, measurable, attainable, realistic, and time-sensitive to help frame
the mentorship. Mentees should create agendas for each meeting with their mentor and
develop the topics they wish to discuss. Goals will help to define the parameters of the
mentoring relationship.
Owns Their Learning
Makes decisions on their learning and guides the mentor in the direction of learning they wish to
take. If mentees appreciate the advice of the mentor, apply it, and come prepared to discuss the
outcome at meetings. Takes action on agreed-upon tasks within the negotiated timeframe and
identify areas in need of support.
Communicates Effectively

Clearly communicates needs and aspirations to the mentor, helping to focus discussions and
problem solving. Mentees actively listen to their mentor and show gratitude for their time and
dedication.
Open to Feedback, Growth, and Changes
Accepting of new perspectives and insights, mentees must have a growth mindset where they
are ready and open to learn and change. Mentees accept and offer feedback to and from their
mentor.
Respect the Mentoring Relationship
Uses any contacts and confidential information sensibly, seeking permission from the mentor
when using their name or details. Mentees build rapport with their mentor, getting to know them
personally and professionally as a producer.
Mentee Qualifications and Expectations
In the TOPP mentorship program, mentees have other qualifications and expectations they
must meet to remain in the program. For TOPP, mentees are defined as producers and
employees/managers who have at least two years of owning/operating and/or equivalent
experience, and are:
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Planning to transition an existing operation to organic,
In the process of transitioning an operation to organic,
Adding new organic acreage,
Adding new scopes of organic certification,
And/or starting a new certified organic operation

Mentees have the capacity to meet mentorship expectations including:
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Intend to become certified organic
Ability to fulfill the time commitment of mentorship including communication, meetings,
and site visit (virtual or in-person)
Reliable access to a means of attending site-visits
Access to appropriate technology for communication
Cultivate curiosity about organic production

Additionally, mentees must meet the required expectations every year they participate. In a
mentorship year, mentees will:
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Commit to about 40 hours of mentorship per yearly program cycle
○ Includes 2 operation visits per year (one at mentor operation and one at mentee
operation, virtual or in-person)
○ Includes at least 3 meetings during growing season with mentor
○ Includes mentee onboarding and end-of-year meetings
○ Recommended attendance with mentor at an agricultural event (conference or
other educational event)

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Create Mentor/Mentee agreement to support the structure of experience
○ Communication plan
○ Learning objectives
○ Meeting plan
○ Self-certify intent to develop Organic System Plan and apply for organic
certification
Communicate timely and consistently with mentor and program staff
Participate in mid-year and year-end mentorship evaluations

Group Mentoring and Multiple Mentees
Mentors have the option to match and mentor more than one mentee if they wish. There are two
different options for mentoring multiple mentees: Multiple Individual Mentorships and Group
Mentoring. Having multiple individual mentees means meeting the same mentorship
commitments for each mentee, whereas group mentoring is focused on providing mentorship in
a group setting.
Multiple Individual Mentorships
Mentors have the option to match with more than one mentee for individual mentorships if they
have the time and bandwidth available, as determined by the mentor and mentorship
coordinator. If a mentor does choose to have more than one mentee, it may be possible for
mentees to experience some parts of the mentorship together as a pair or small group. Differing
from group mentoring (see below), multiple individual mentorships remain primarily one-to-one
mentoring, with the option of occasional group learning sessions to enhance the peer learning
experience.
Time Commitment
With multiple individual mentorships, mentors will conduct mentorship through one-on-one
meetings and visits, and may plan occasional group learning experiences. Mentors will be
expected to provide the same 40 hours of mentorship time for each of their individual mentees,
and will complete 5 hours of annual mentor training no matter the number of mentees.
Compensation
Mentors will receive double their stipend for an additional mentee. After 3 or more additional
mentees, the stipend will be slightly reduced to account for overlapping programmatic
requirements (evaluations, check-ins, and training). Contact your region’s mentorship program
for specifics on compensation.
Group Mentoring
Group mentoring is an option when two or more mentees that share similarities with their
operations are paired with the same mentor and meet together with their mentor as a group for
their mentoring sessions. Group mentoring can also be thought of as cohorts, wherein a cohort
of mentees come together for each of their mentoring sessions with the same mentor. In group
mentoring, mentorship is designed as a group activity for the majority of mentoring sessions.
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Mentoring sessions include monthly meetings, operation visits, educational events, and
meetings with the mentorship coordinator (such as onboarding and end of year review session).
Group mentoring will be offered in cases when multiple mentees sharing a similarity between
operations all express interest in mentoring within a similar timeframe, and/or there is a lack of
qualified mentors that match with the mentees sharing this similarity. For example, if only one
qualified mentor is available for a certain crop, but multiple mentees that all produce this crop
are interested in mentorship, then mentees may be grouped together with that one mentor, and
the mentor would conduct mentorship through a group setting. Group mentoring will be utilized
at the discretion of the Mentorship Coordinator and mentor and will always be optional for the
mentor. The Mentorship Coordinator will discuss group mentoring as an option with the mentor
before initiating it.
Time Commitment
For group mentoring, mentors will be expected to commit a minimum of 65 hours per
mentorship year. The 65 hours include the same amount of group mentorship time as given in
individual mentoring (40 hours), 5 hours of annual mentor training, and 10 hours to spend
individually with each mentee.
In a mentorship year, group mentors will:
● Commit to a minimum of 65 hours per yearly program cycle (12 months)
○ Includes 5 hours of annual mentor training
○ Includes 40 hours of direct group mentorship
○ Includes 10 hours of one-on-one mentee time for each mentee (with minimum of
2 mentees)
● If three or more mentees join the group mentoring cohort:
○ Mentors will commit an additional 10 hours per each mentee that joins
Compensation
Group mentors will receive a base stipend for a cohort of two mentees, and will receive
additional compensation for each additional mentee that joins the group mentoring cohort.
Contact your region’s mentorship program for specifics on compensation.

Mentorship Timeline
A mentoring relationship will begin when the mentee is transitioning to organic. The duration of
transitioning can vary greatly. It could be as short as one year, or it could last for many years. As
long as the mentoring relationship remains positive, beneficial, and constructive, it is
recommended for the mentorship to continue through the transition time, certification process,
and for one year after certification.
If at any time the mentor or mentee needs to end the mentorship or withdraw from the program,
the mentor or mentee may do so by contacting their region’s mentorship program and providing
30-days notice.

Training
There is required training for both mentors and mentees. All training must be completed to begin
mentorship, and continuing education will need to be completed annually thereafter. Initial
training needs to be completed within the first month of acceptance into the program.
Matching
Once the Mentorship Coordinator has identified a match between mentor and mentee, the
mentor and mentee will have an initial phone call together to ensure the match feels like a good
fit. After, both the mentor and mentee will complete a short confidential evaluation on their
potential match, and the Mentorship Coordinator will make sure the match will work for both
parties. If both parties express their wish to move forward with the match, then the mentorship
will officially begin.
Onboarding
Mentors and mentees prepare for mentorship onboarding by completing goals and
communication plans, and together meet with the mentorship coordinator to develop
agreements for the mentorship year.
Meetings
Meetings happen throughout the mentorship year. It is recommended for meetings to occur
monthly, however with the demands of the production season, we understand that may be
challenging. It is required to have at least three meetings during the production season, and
monthly meetings in the off season.
Meetings can happen virtually, in-person, over the phone, or through whichever mode of
communication you have agreed upon in your communication plan.
See the Guidelines for Meetings section to find more information on structure of meetings and
ideas for topics to discuss.
Operation/Farm Visits
The mentor is expected to visit the mentee’s operation at least once during a mentorship year,
and the mentee is expected to visit the mentor’s operation at least once during a mentorship
year. Travel time is included in the mentorship year time requirement. We are not able to
provide reimbursement for mileage.
Virtual options: if geographic location does not allow for in-person visits, virtual visits are an
option. This must be discussed in advance with the Mentorship Coordinator, ideally during
onboarding when making a meeting plan for the year. If virtual visits become necessary due to
unforeseen circumstances, please discuss your plan with the Mentorship Coordinator.
End of Year Review
At the end of the mentorship year, both mentor and mentee will complete self-assessments on
their experience in the program. Together, the mentor, mentee and the Mentorship Coordinator

will meet to discuss their experiences during the mentorship year and look ahead at the option
of continuing the mentorship.
Educational Event(s)
It is recommended for the mentor and mentee to attend at least one educational event together
during the mentorship year to share in joint learning. Educational events could include an
agricultural conference, field days, workshops, and/or webinars. The mentorship coordinator will
notify all mentors and mentees of educational event opportunities regularly.
Program Check-ins
The mentor and mentee will separately check in with the mentorship coordinator during the
mentorship year. Check-ins may be short email or phone calls during times of the year when
mentor and mentee are busy and may be longer phone calls or virtual meetings when more time
is available. The check-ins will be a space for the coordinator to hear updates on the
mentorship, a chance for the mentor/mentee to ask questions, and an opportunity to discuss
mentorship plans moving forward.
Evaluations
Both mentors and mentees will participate in mid-year and year-end evaluations. These will
either be written or verbal surveys.

Guidelines for Meetings
Meetings are central to the mentorship experience, allowing discussion of experience, giving,
and receiving feedback, exploration of issues and talking through options for future action and
development. The mentor acts as the facilitator through skillful questioning, a non-directive,
non-judgmental approach, and the use of different strategies.
Mentors help their mentees explore choices and consequences, identify, and face up to
challenges, generate creative solutions, plan courses of action, and reflect upon and learn from
successes and failures.
Mentees on the other hand bring the agenda for the meeting, have goals in mind for each
meeting, and ensure the feedback from the mentor is following the path of learning they wish to
take. In meetings, mentees reflect on actions taken since the last meeting, and set goals and
action items to meet by the next meeting.
Meetings in general are meant to:
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Review experience
Give feedback
Identify strengths and achievements
Identify weaknesses and areas for development
Explore options

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Teach and learn specific skills and techniques
Engage in discussions
Discussing and sharing resources
Identify and agree on support needs
Set targets for future action

Structuring Meeting Discussion
Generally for meetings, a helpful structure can be to look back, be present, and look ahead.
This includes looking back on goals from the previous meeting and relevant experiences since
last meeting, discussing thoughts and ideas that come up in the present moment while meeting,
and looking ahead at goals, action items, and support needed until the next meeting. Here are
ideas to expand on this structure:
1. First, look back on recent experience and reflect on goals and action items set during the
previous meeting. What have you accomplished? What went well? What hasn’t worked?
Where do you need to refocus?
2. Discuss present experience. What thoughts have arisen now in light of what’s been
discussed and raised? What obstacles might there be and how can they be overcome?
3. Discuss future options, explore goals for future action, and discuss ways to meet the
needs identified. Identify action items to accomplish before the next meeting. Agree on
support needed until the next meeting.
Topic Guidance for Meetings and Mentorship
The focus for TOPP mentorship is transitioning to organic and organic certification, and all
meetings and discussions should surround this theme. Mentees will identify their primary goals
and areas in need of support in order to transition to organic, and mentors will provide the
advice and support of which they are knowledgeable to help guide their mentees. In the
transition to organic experience, learning viable and sustainable organic production practices is
critical for success. Within organic production are many different topics that can be discussed
during mentorship, including organic agronomy, market availability, farm viability, transportation,
resource identification, recordkeeping, organic system plans, preparing for inspections, and
strengthening conservation and biodiversity on the operation.
Specific and technical certification topics and questions will need to be referred to certifying
agencies and technical assistance. Mentors may share personal experiences with certification,
Organic System Plan development and recordkeeping, however, specific and technical
certification topics should be referred to certification agencies, technical assistance resources,
or the mentorship programs staff. Although mentors have gone through the certification process,
they may not be knowledgeable of all National Organic Program requirements and regulations,
and so it will be best to refer specific and technical certification questions to trained
professionals to ensure the accuracy of the guidance provided.
Certification specific topics to refer:

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Technicalities and particulars of an Organic System Plan, especially in regards to a
specific certifier
Specific recordkeeping requirements
Certifier specific organic inspections requirements
National Organic Program regulations and standards

If you experience confusion about a topic or if you are unsure if you should be answering
a question:
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Reach out to your mentorship program staff! Mentorship program staff can help with
clarifying whether you are qualified to address a topic, and direct questions to the correct
resource or technical assistance provider.

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Make use of technical assistance resources! Technical assistance will be offered free of
charge in addition to the mentorship, with the goal of providing guidance on certification
topics. Certification agencies, extension offices, NRCS, and other agricultural
organizations have technical assistance available.

Mentors should stick within the topics they know well and can provide reliable, consistent,
and quality advice. Don’t provide guidance on a topic you are not knowledgeable about.
Acknowledge this is a topic best discussed with a different person or resource, and conduct
research and/or outreach for resources to help with answering the question. Reach out to the
Mentorship Coordinator if you are unsure of how to approach a topic.
Topic ideas to discuss during mentorship:
● Organic production practices
● Transition strategies
● Organic agronomy
● Market availability
● Transportation
● Sharing of resources
● Farm viability
● Conservation and biodiversity practices
● Personal experience with recordkeeping and organic system plans
● Preparing for organic inspections

Certifier Neutrality
Transitioning producers participating in the TOPP mentorship program can apply for certification
with any certifier of their choice. Transitioning producers have free choice in choosing whichever
certifier they want. Because of this, all mentorship discussions need to maintain certifier
neutrality. The Organic Integrity Database lists all certifiers, the states they service, and the
certification scopes they certify. Go to https://organic.ams.usda.gov/integrity to access the
database and search for certifiers.

Mentorship Progression
Over time, the mentorship will progress through different stages. In the beginning both parties in
the mentorship will be getting to know each other and learning about each other’s production
practices and operations. As mentors and mentees develop their relationship, they will fall into a
time of meeting regularly, setting goals, and working on challenges as they arise.
The mentorship may continue for months or years depending on the duration of the transition
and certification experience of the mentee, and depending on the wishes of both parties. The
mentorship will come to a close with an ending stage.
Beginning the Mentorship
The beginning of the mentorship is a critical time for getting to know each other personally and
professionally, and building rapport and trust in the mentoring relationship. The mentorship will
begin with onboarding facilitated by your mentorship program staff. During onboarding, mentees
will share their initial goals for the mentorship, and together with mentors will co-create an
agreement including a communication plan, agreement on confidentiality, and plan for meetings.
Beginning the mentorship includes:
● Onboarding to establish goals and plans for the mentorship year
● Initial meetings to get to know each other
● Activities and meetings to build rapport and trust
● Creating plans to meet goals
● May include visits to each other’s operations depending on time of year
During onboarding, a time and date will be set for the next meeting between mentor and
mentee. For the first few meetings, focus on building the relationship, developing
communication patterns and styles that work for both parties, and creating plans for meeting the
mentee’s goals. Identifying and discussing each other’s strengths and weaknesses may be
helpful for providing insight into where each of you will need support and will be able to provide
greater guidance.
The first few months of the mentorship is a great time to visit each other’s operations and learn
more about the challenges and successes each of you have faced with organic production.
Continuing the Mentorship
Once the initial goals have been identified, some plans put in place during mentorship meetings,
and both mentor and mentee feel like they are comfortable with each other, continue to have
monthly meetings if possible, and discuss ongoing successes, challenges, and strategies. At the
end of each meeting, set action items and goals to achieve by the next meeting, and ensure you
check in on those items at your meetings.
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Mentees will need to ensure the mentorship is continuing in a direction that is helpful,
supportive, and challenges their learning. If the mentorship seems to go off track, be

open and honest about what you need from the mentor, provide feedback, reflection,
and express what you need for the mentorship to be productive once again. As the
mentorship continues, mentees will:
○ Be proactive
○ Come to meetings with an agenda
○ Reflect on mentoring sessions
○ Aim to integrate learning from each session
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Mentors will ensure meetings continue regularly, and will help to facilitate the learning of
the mentee. Ask questions to push the mentee in their thinking, reflect on the mentee’s
goals and aspirations, and research solutions to problems the mentee has encountered.
It is the role of the mentor to make sure meetings are continuing even through busy
times of the year, and that communication does not drop between the two of you. As the
mentorship continues, mentors will:
○ Actively listen
○ Ask exploratory questions
○ Challenge appropriately
○ Be empathic
○ Respect the mentee’s agenda
○ Provide shape and purpose in the conversations
○ Have a genuine desire to support the mentee
○ Not superimpose own trajectory/path on the mentee
○ Be in touch with the realities of transitioning producers

The middle time of the mentorship may continue for just months, or for several years, depending
on the needs and interests of both parties. If it does continue for more than a year, the
mentorship coordinator will schedule at least two meetings every year with the mentor and
mentee together to reflect on the mentorship, address learning goals, and ensure the
mentorship is meeting the needs of both parties.
At the end of each mentorship year, the mentorship program staff will meet with the mentee and
mentor together to reflect on the previous year and make plans for the upcoming year. This
could be the point at which the mentorship comes to an end if both parties have agreed, or if
otherwise needed. The mentorship may also continue until one year after the mentee receives
certification, if both parties continue to find the relationship fruitful.
Ending the Mentorship
Once the mentor and mentee have decided to end their mentorship, a last meeting together
and a last meeting with the mentorship program staff should be scheduled. These last meetings
should be celebratory, celebrating the successes of the mentorship, and successes of the
individual mentors and mentees.

During these meetings, review the original objectives, review learning and progress, celebrate
achievements, look at what still needs work, and share goals for the future. Additionally, take
some time to identify the next steps for your relationship together.
Consider these questions: will you continue to stay in touch? If so, in what ways? If not, then
how can you acknowledge and show gratitude for each other as you part ways?
During the mentorship review session with the Mentorship Coordinator, you will be asked to look
back at your mentorship experience as a whole. Your input and insight will help to improve the
program moving forward.
Steps to end the mentorship:
● Discuss ending with your mentor or mentee and establish timeline for when mentorship
will end
● Notify your mentorship program staff of wish to end and timeline for ending
● Have a last meeting with your mentor or mentee and reflect on and celebrate successes
of the mentorship
● Participate in mentorship review session with program staff
● Complete final program evaluation
● If your mentor or mentee does not agree with your wish to end the mentorship, contact
program staff to discuss next steps

Mentorship Code of Conduct
The Northwest Transition to Organic Partnership Program (TOPP) values community building,
communication, integrity, and respect. As a facilitator of relationships between mentors and
mentees, between mentors and the program, mentees and the program, and community
members across the country, TOPP expects all participants to adhere to the following Code of
Conduct.
If any member of the community is unable or unwilling to adhere to the Code of Conduct,
TOPP retains the right to ask the individual to depart the program.
All participants of TOPP mentorship program, including mentors, mentees, staff, and partners
will follow this Code of Conduct as outlined below:
Respect Others
● Create a fair, collaborative, inclusive, and respectful environment for all
● Value and respect contributions of other participant, partners, and staff
● Treat each other with respect, civility, and courtesy
● Challenge ideas, not people
● Listen without judgment
● Take responsibility to create a respectful and supportive environment

Display Integrity
● Meet program expectations
● Respond promptly, courteously, and appropriately to requests for assistance or
information
● Demonstrate commitment to a culture where all participants cooperate and collaborate to
achieve the best outcomes
● Show up prepared for meetings and visits
Maintain Confidentiality
● Create a safe space to try out ideas, give feedback, and share concerns
● Adhere to the confidentiality agreement on the mentor-mentee agreement
● Protect privacy of participants, do not share private information about any other
participant, unless you have received participant’s approval to share
Avoid Conflicts of Interest
● Practice unbiased mentorship
● Maintain communication and transparency about any potential conflicts of interest
● Discuss conflicts of interest that arise with the Mentorship Coordinator
Manage Boundaries
● Use conflict management skills, together with respect and courteous verbal
communication, to effectively manage disagreements
● Recognize that differing social and cultural standards may mean that behavior that is
acceptable to some may be unacceptable to others
● Maintain professional boundaries
● Express personal boundaries and level of comfort with different types of interactions
Understand Limitations
● Acknowledge the bravery in asking for more and acknowledge when there is a limit to
knowledge
● Understand your own level of expertise and limit yourself accordingly
● Seek out additional resources beyond mentorship when needed
● Refrain from providing any medical, therapeutic or legal advice that you are not certified
to give
Report Conduct Violations
● Recognize when you or others are being disrespected and the code of conduct is not
being followed
● Address the behavior directly with the person that is violating the code of conduct, if
appropriate
● Bring the situation to the attention of the TOPP mentorship program staff or your
Regional Lead

It is TOPP’s policy that communication between mentors and mentees is open and honest at all
times. Mentors and mentees may also come forward and discuss their problems directly with
TOPP staff in order to resolve issues quickly and efficiently.

Grievance Policy and Procedure
TOPP mentors and mentees with a mentorship related problem, question, or complaint should
first discuss it with their mentor or mentee. At this level, participants usually reach the simplest,
quickest, and most satisfactory solution. If the problem is not resolved or is serious in nature, it
should be brought to the attention of the mentorship program staff.
Open Door Policy
It is TOPP’s policy that communication between mentors and mentees is open and honest at all
times. Mentors and mentees may also come forward and discuss their problems directly with
TOPP staff at any time in order to resolve issues quickly and efficiently.
Filing a Formal Complaint
TOPP takes the quality of our programming seriously. If a participant believes a series issue
exists that adversely affects their participation in the program or violates the provisions of the
Code of Conduct, they may file a formal complaint using one of the following methods:
● Phone call to the mentorship program staff
● Email to the mentorship program staff
● To file a complaint or concern about your program staff, call or email your regional lead
Depending on the nature of the issue, TOPP staff will take appropriate action in a timely manner
to ensure the safety and wellbeing of all participants.
Conflict Resolution Protocol
If conflicts should arise between mentors and mentees, all parties must agree to utilize good
communication, active listening, and empathy. When a conflict arises, contact the mentorship
program staff immediately to alert them to the nature of the conflict. Mentees and mentors may
engage in facilitated discussions with the mentorship program staff to describe the nature of the
conflict directly and work towards a mutually agreeable solution.
If either party does not feel comfortable discussing the conflict directly, or a resolution is not
found in the initial conversation between the mentor and mentee, the mentorship program staff
will be brought in to help facilitate the conversation, as necessary. If the nature of the
conflict is such that TOPP staff is unable to facilitate the conversation, professional help will be
sought by TOPP.
Corrective Action Policy
TOPP will utilize the following corrective action policy to give feedback to mentors and mentees
about their performance where it falls short of expected standards or to address misconduct.
The following steps will be taken:

1. Verbal warning: TOPP staff may verbally warn mentors and mentees that performance
or personal behavior is unsatisfactory and if not corrected could lead to additional
disciplinary action. If any participant feels threatened or unsafe by another participant,
then mentorship pairing will end immediately, TOPP staff will address the concern
directly with the participant, and mentor/mentee may be re-matched if appropriate.
2. Facilitated conversation with TOPP staff and/or mentorship re-matching: If
behavior/issue is not resolved following the verbal warning, either mentor or mentee is
expected to reach out to the mentorship program staff. A facilitated conversation may be
scheduled with all parties to work towards a mutually agreeable solution. If a
conversation between parties is not appropriate due to the nature of the concern, then
the mentorship pairing will end and mentor/mentee may be re-matched if appropriate.
3. Disciplinary action: If mentor and/or mentee participate in a facilitated conversation
and the behavior/issue is not resolved, TOPP staff retain the right to determine the
appropriate level of discipline to be administered, up to and including termination of the
mentorship. TOPP staff will provide written notice of the chosen disciplinary action to the
participant.
The following types of behavior are examples of typical grounds for disciplinary action:
● Performing mentorship duties while under the influence of alcohol or illegal drugs
● Attendance and/or tardiness problems
● Breach of the confidentiality agreement
● Violating the code of conduct
● Breach of the mentor or mentee contract
● Theft from the mentor or mentee operation, its employees, or clients
● Discrimination or sexual harassment
This list is provided as a general guideline for illustrative purposes only and does not restrict
TOPP staff’s ability to discipline or discharge any participants for any reason it deems
appropriate.
Mentorship Re-Matching
If a mentor or mentee is discharged from the program, or if a mentorship pairing does not work
out after facilitated conversation with program staff, the option to be re-matched with another
mentor or mentee is possible, depending on the nature of the issue or conflict. The mentorship
program staff will decide if a re-match is possible and will facilitate the re-match process.
Mentor Grievance and Pay
If a mentor is discharged from the program before the mentorship year has ended, or if their
mentorship pairing ends mid-year, they will receive prorated pay for the time spent mentoring.
Prorated pay will be determined by months spent mentoring. If the mentor is discharged or the
mentorship pairing ends mid-month, the prorated pay will be rounded up for the month.

Confidentiality
We value each person’s right to be treated with respect and their personnel matters to be
managed with the greatest care to preserve confidentiality. However, some infractions such as
sexual harassment, physical and/or psychological threats, or behaviors that threaten a persons
safety may require involvement of additional resources. Even then, we will manage each
scenario with discretion.

Sources
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Imperial College London, Guidance for Mentors and Mentees,
imperial.ac.uk/staff-development/people-and-organisational-development/coaching-and-mentori
ng/mentoring-at-imperial/further-information/guidance/
Mentoring Complete, The Mentoring Code of Conduct: Do You Need It?
get.mentoringcomplete.com/blog/mentoring-code-of-conduct
New Entry Sustainable Farming Project, Mentor Training Toolkit,
http://nesfp.org/sites/default/files/resources/mentortoolkit.pdf
Quivira Coalition, New Agrian Program Mentor Handbook,
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Quivira Coalition, New Agrarian Program Grievance Policy, 2020
Together Platform, Mentor Handbook, togetherplatform.com/handbook/mentor
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