The Scotsman
Well-Known Member
We have already both agreed that "small farms" cannot compete with large industrial scale models and are currently having a wee tête-à-tête about how smaller farms may wish to adapt in order to survive; possibly carve their own niche in order to have a fighting chance, yes? Research... ..... by smarter chaps than I in the "small farms" business have looked at some the issues we have chatted about.Like in the corporate world, the artisan farmer cannot compete when the corporate farm can sell the goods at a lower price then the farmer can grow the crop for.
One is passing farms within the family and those family members not having the right level of skills to perform the task....
This will require advice and facilitation and not just in the usual areas of agronomy, livestock genetics and so on but also recognising the fundamental strengths and challenges of the family business model and addressing issues of succession and retirement planning. Awareness of these issues has improved but awareness is not enough and there is little evidence that clear and unambiguous retirement and succession planning is a common feature of the agricultural sector. Generally, there is a need to upskill the agricultural sector as a whole through the provision of targeted and coordinated advice and training. Farmers should not just be passive recipients in all of this but can and should play an active role, building on the success of various skills and mentoring programmes.
We mentioned the employment of technology and business planning in order to maximise the potential of a "small farm"....
Where appropriate (i.e. recognising that not all farms will want or need to change) improvements to farm management and performance are essential for enhancing the resilience of the small farm (or any farm). To be successful farmers require a wide range of different life-skills and aptitudes. A successful farmer has to have business acumen in terms of financial management (attention to costs and margins) as well as technical knowledge and know-how (agronomy, husbandry, mechanical skills), market knowledge, and social/emotional/familial intelligence and awareness. If this seems to be a tall order, we need to remember that these are the attributes to run a successful farm business. Even more skills may be required to run a diversified business combining farming and other activities.
We discussed the potential of collectivising and adapting which you said was a load of crap...
Shortening the supply chain and gaining a larger share of the value of the end product is one route for improving the economic resilience of small family farms. Small farms are at a disadvantage both as purchasers of inputs (less able to negotiate bulk discounts) and as sellers (some buyers will not want to deal with small volumes). Collaboration between farmers offers one way to gain a scale