Ohio Legacy Law

Category: Uncategorized

Quick Summary: Passing down a family farm in Brown County, Highland County, or Adams County, Ohio takes more than a will. Farm families need to understand the difference between “farm estate planning” (who inherits the land, equipment, and other assets) and “farm transition planning” (keeping the farming operation itself running for the next generation). This article explains that distinction, introduced by Ohio State University Extension, and how trusts, LLCs, and deeds work together to protect the farm from taxes and family conflict. Attorney James Schroeder is a Member Professional of the Ohio Farm Transition Network and has represented farm families in Southwest Ohio since 2019.

 

Southwest Ohio is farm country. Drive the back roads of Brown County, Highland County, and Adams County and you will pass corn and soybean fields, cattle operations, and family farms that have been worked by the same last name for three, four, or five generations. When I moved to Brown County in 1995 one of my favorite things was to drive the backroads on Saturday mornings and listen to Cowboy Corner on C103 checking out these family legacy operations.  For these families, the farm is not just an investment. It is a livelihood, a home, and often the largest asset in the estate.

That combination — high value, hard-to-divide property, and deep emotional attachment — is exactly why farm succession is one of the most difficult planning challenges a Southwest Ohio family will face. Done poorly, it can trigger an estate tax bill the farm cannot afford to pay, force the sale of land that has been in the family for a century, or split brothers and sisters into opposing camps over who gets what. Done well, it protects both the assets and the relationships.

Two Kinds of Planning, One Family Farm

Most farm families think they only need one document: a will, or maybe a trust. In reality, Ohio State University Extension draws an important distinction between two related but different processes — farm estate planning and farm transition planning — and understanding both is the first step toward protecting the operation.

Farm estate planning is the process of deciding how the farm’s assets — land, buildings, livestock, crops, machinery, savings, and debts — will be distributed after the death of the principal operator, or operators, of the farm (Ohio State University Extension, Ohioline factsheet ANR-47). This is the “who gets what” question, and it is answered through tools like wills, trusts, deeds, and beneficiary designations.

Farm transition planning, on the other hand, is the process by which ownership and management of the farm business are transferred to the next generation while the operation keeps running (Ohio State University Extension, Ohioline factsheet ANR-47). Transition planning asks a harder question: does the family want to pass the farm down as a working business, or simply as a collection of assets to be divided? If the goal is to keep the operation intact and viable, a transition plan has to address not just asset transfer, but leadership, decision-making authority, retirement income for the senior generation, and fairness to any heirs who do not work the farm (Ohio State University Farm Office, Estate & Transition Planning library).

Put simply: an estate plan decides who inherits the farm. A transition plan decides whether there is still a farm left to inherit — and whether it can keep operating without the family falling apart in the process.

Most lawyers only talk about the first half of that equation. The strongest plans address both.

Where to Start: The Ohio Farm Transition Network

For Southwest Ohio farm families who are not sure where to begin, a great starting point is the Ohio Farm Transition Network (OFTN), a collaborative program housed within Ohio State University Extension’s Farm Office. OFTN was founded by a coalition that includes AgCredit, Farm Credit Mid-America, Nationwide, the Ohio Department of Agriculture, the Ohio Farm Bureau Federation, the Ohio Soybean Association, OSU Extension, and the USDA Farm Service Agency, with the goal of training attorneys, accountants, lenders, and other professionals in consistent, high-quality farm transition planning practices statewide (Ohio Farm Transition Network).

Attorney James Schroeder is a Member Professional listed with the Ohio Farm Transition Network, with a profile identifying his specialization in agricultural law and farm succession planning and his service area covering Adams, Brown, Clinton, Fayette, Highland, Pike, Ross, and Scioto Counties (James Schroeder, Ohio State University Farm Office directory). Since returning to Brown County in 2019, James has focused much of his practice on advising and representing farm families through exactly the kind of estate and transition planning discussed here.

The Legal Tools That Bring It Together

Once a family understands the difference between estate planning and transition planning, the next step is choosing the right combination of legal tools. In most Southwest Ohio farm plans, three tools do the heavy lifting:

  • A properly drafted trust can hold farm real estate and equipment, keep the farm out of probate, and set rules for how and when the next generation gains full control — which is especially useful when some heirs work the farm and others do not.
  • LLCs and other business entities. Placing the farming operation into an LLC or family limited partnership separates management of the business from ownership of the underlying land, allowing the senior generation to gradually transfer ownership interests (and reduce potential estate tax exposure) while retaining operational control until they are ready to step back.
  • How title to farmland is held — individually, jointly, through a trust, or through an entity — determines how smoothly (or how painfully) that land passes to the next generation, and whether it avoids probate court altogether.

Used together, a trust, an LLC, and a properly recorded deed can accomplish both goals at once: they answer the estate-planning question of who ultimately owns the farm, and the transition-planning question of who runs it and how the business keeps functioning along the way.

Avoiding the Two Biggest Pitfalls: Taxes and Family Disputes

Farm families who skip formal succession planning tend to run into the same two problems.

Taxes. Farmland and equipment can push an estate’s value well past what a family expects, especially once appreciated land values are factored in. Without lifetime gifting strategies, properly structured trusts, or business entities that allow for valuation discounts, a farm estate can face a tax bill large enough to force the sale of land or equipment just to pay it.

Family disputes. Perhaps even more common than the tax problem is the family problem. When one child has worked the farm for twenty years and another has not, an estate plan that simply splits everything “equally” can feel deeply unfair to the child who stayed — and can leave the farming heir without enough ownership or cash flow to keep the operation running. Transition planning exists specifically to work through those hard conversations in advance, rather than leaving siblings to fight it out after a parent’s death.

Serving Farm Families in Brown, Highland, and Adams County, Ohio

Ohio Legacy Law works with farm families throughout Southwest Ohio, including Brown County, Highland County, and Adams County, to build estate and transition plans that protect both the land and the relationships that go with it. Whether the goal is minimizing estate taxes on farmland, structuring an LLC for the family farming operation, drafting or updating deeds, or simply starting the conversation about who takes over the farm, our office can help you get started the right way — before a crisis forces the issue.

Protect the Family Farm Before It’s Too Late

Farm succession is not a conversation to put off. Land values, family circumstances, and health can all change quickly, and the families who plan early are the ones who keep both their farms and their relationships intact.

Call (937) 402-2348 to schedule a strategy session, or visit us at 338 West Main Street, Hillsboro, Ohio. Our office is open Monday to Friday from 10 AM to 5 PM (Summer and Holiday Hours Vary, please call ahead), with ample parking and ramp access.

 

This article is provided for general informational purposes only and does not constitute legal advice. Every estate plan is different, and you should consult with an attorney regarding your specific circumstances.

Category: Uncategorized

Quick Summary: When a nonprofit’s board decides to close, merge with another organization, or otherwise wind down, Ohio law requires a formal dissolution process under Ohio Revised Code Section 1702.47, and any remaining charitable assets must go to another tax-exempt organization or government entity, never to directors, officers, or members personally. Ohio Legacy Law guides Southwest Ohio boards through mergers and dissolutions with a process that protects the organization’s legacy, its donors’ trust, and the people it serves.

Closing a Nonprofit Is Not the Same as Closing a Business

When a small business closes, its owners can generally divide whatever assets remain. A nonprofit cannot do this, and many board members are surprised to learn it. Because a 501(c)(3)’s assets were built with tax-deductible donations, grants, and tax-exempt operations, those assets are permanently dedicated to charitable purposes, even at the end of the organization’s life. That single rule shapes almost every decision a board makes once it starts thinking seriously about winding down, merging, or restructuring.

When Dissolution Is the Right Call

Declining donations, an aging board with no succession plan, or a mission that has simply been accomplished are all legitimate reasons to consider dissolution rather than limping along for another few years.  Over the past few years I have had the privilege to help several organizations and churches end their mission and ministry with grace and not only make room but give a real boost to a new organization serving the same community.

Ohio Revised Code Section 1702.47 governs the process: the board (and members, if the organization has a voting membership) must adopt a resolution to dissolve, wind up the corporation’s affairs — paying debts, resolving contracts, and distributing remaining assets — and then file a certificate of dissolution with the Ohio Secretary of State. The organization continues to exist only for the limited purpose of winding up its affairs during this period; it should not take on new programs or long-term obligations once the board has voted to dissolve.

Where the Assets Go

The federal rule that shapes every Ohio 501(c)(3) dissolution is the IRS’s required dissolution clause: upon dissolution, remaining assets must be distributed for exempt purposes to another organization described in Section 501(c)(3), or to a federal, state, or local government for a public purpose. In practice, this usually means transferring remaining funds, equipment, and even program files to another local charity with a closely related mission: a food pantry that is closing might transfer its remaining grant funds and freezer equipment to a neighboring food bank, for example. Boards should identify a recipient organization and document the transfer carefully, since both the IRS and the Ohio Attorney General may review how dissolution assets were distributed.

Notice to the Ohio Attorney General and the IRS

Because Ohio charities register with the Attorney General’s Charitable Law Section to solicit donations, that same office expects notice when a registered charity dissolves or merges, and it has authority to review whether charitable assets were properly distributed rather than diverted. On the federal side, the organization’s final Form 990 should clearly reflect the dissolution, the winding-up expenses, and the ultimate distribution of remaining assets. Skipping these notices does not erase the underlying legal obligations — it simply leaves loose ends that can surface later if a donor, grantmaker, or regulator asks questions.

When a Merger Beats a Closure

Dissolution is not always the best outcome for an organization facing decline. Two food pantries serving overlapping communities, or two youth programs competing for the same small pool of local donors, are sometimes stronger combined than each is separately. A merger preserves the programs, retains staff and volunteer institutional knowledge, and can actually strengthen fundraising by presenting funders with one well-run organization instead of two struggling ones. Ohio’s Nonprofit Corporation Law provides a statutory merger process in which one organization survives and absorbs the assets, liabilities, and mission of the other; a path that requires board approval from both organizations and, often, careful negotiation over governance representation, branding, and which programs continue.

Practical First Steps for a Board Considering Any of This

Boards weighing a merger or closure should start with an honest inventory, not a public announcement. That means:

  • A full accounting of assets, liabilities, grant obligations, and any restricted funds tied to a specific donor purpose.
  • A candid conversation with the organization’s largest funders about what a merger or wind-down would mean for their existing commitments.
  • A realistic timeline that allows program participants, staff, and volunteers to transition with dignity rather than abruptly.
  • Legal review of any lease, employment, or vendor contracts that will need to be terminated or transferred.

Announcing a closure or merger before this groundwork is done tends to create panic among donors and program participants that a well-managed transition would have avoided entirely.

Serving Boards Across Highland, Brown, and Adams Counties

Ohio Legacy Law has guided nonprofit boards throughout Hillsboro, Greenfield, Leesburg, Georgetown, Ripley, Mount Orab, Fayetteville, West Union, Winchester, Peebles, and Manchester through both mergers and dissolutions, always with an eye toward protecting the organization’s mission and its donors’ trust through the transition.

Schedule a Confidential Consultation

If your board is considering a merger, restructuring, or dissolution, call us at (937) 402-2348 or email jim@southwestohiolaw.com before making any public announcement, so the legal process protects your organization’s legacy from the start.


This article is provided for general informational purposes and does not constitute legal advice. Dissolution and merger requirements depend on an organization’s specific articles, bylaws, and asset structure — consult an attorney before taking formal action to close or combine your nonprofit.