9 pages, The University of Nebraska–Lincoln Testing Agricultural Performance Solutions (TAPS) program involves use of farm management competitions to increase engagement across producers, industry, and universities. Participants make several management decisions throughout the growing season in a controlled field trial held at the university research station. Results are analyzed, and awards are presented for most profitable farm, most efficient farm, and farm with the greatest grain yield. The TAPS program involves several techniques for facilitating participatory assistance, including two-way communication and transformational learning. It has resulted in participants' questioning their past management decisions and realizing that they need to improve their marketing skills to improve profitability.
26 pages, Proper calf care is important on dairy farms as management practices affect animal well-being and productivity as well as farm profitability. This article highlights areas of calf management needing improvement according to the results of a mixed-mode survey intended to provide a snapshot of calf management practices in Vermont. Areas for which improvement is needed aligned with farmers' identification of topics of interest and included calving management, nutrition (particularly neonatal feeding practices), and biosecurity (including vaccination). Extension professionals can draw on information about practices needing improvement and topics of interest to farmers to better position themselves to provide outreach tailored to the real and perceived needs of their clients.
Online from publication. 4 pages., Report about a panel presentation at a meeting of the Produce Marketing Association. Panelist moderator reported that food delivery services such as Grubhub, DoorDash and Postmates can charge restaurants 20-35 percent commission per order, in addition to the monthly fee for the service. Customers typically pay a delivery fee, a driver tip, and sales tax. The moderator urged restaurants, "Be smart about where your money is spent, and be firm, and try and make it a good experience for yourself and your customers."
Online from publisher. 4 pages., "There are several ways to ensure profitability when considering whether to add distribution or delivery services to your company. Those same methods also can help you evaluate whether the services you already offer are making you money."
6 pages, Profit teams comprise multiple consultants engaged to support farmer decision making by holistically analyzing farm challenges. We tested the idea of using profit teams to help advanced beginning farmers, those who are beyond start-up but have been in business less than 10 years, address constraints to growing their businesses. These new entrepreneurs often have entered agriculture without a family farming history or a connection to Extension. We describe the processes of selecting farmers and administering teams, and we highlight significant improvements in quality of life, production, and profitability reported by 35 farmers. Our lessons learned may guide other educators and funders in developing profit teams for their beginning farmer clients.
5 pages, Despite the increase in energy consumption, rising energy costs, and the overall financial strain in the agriculture sector, the Extension system has allocated limited resources to energy education in agriculture. Many energy programs focus on renewable energy and energy efficiency technologies whereas little attention is paid to developing an understanding of how farmers are billed for electricity, when electricity is used, and why. The first step in developing evidence-based solutions to improve farm profitability is clearly defining the problems that need to be solved. If not Extension, who will take on the responsibility of providing this critical education?
11 pages, via online journal, Purpose: Educational farms (EFs) serve a number of social and economic functions and are part of the debate about new learning environments, multifunctional agriculture and firm diversification. Through the analysis of a case study, this paper aims to identify strengths and weaknesses, opportunities and threats (SWOT) of EFs and key factors for setting a development strategy.
Design/Methodology/Approach: A direct survey to EFs in Molise region (IT) was implemented during April-May 2017 and results were assessed following a SWOT approach.
Findings: Strong motivation and connection with agritourism activities are strengths of EFs in the region; small size, unskilled staff, lack of structured educational pathways, and limited profitability are the main weaknesses. Farms opportunities come from a territory rich in rural landscapes, environmental resources, and typical food products, and from a growing demand for educational tourism. Obstacles are in the institutional sphere and due to the absence of regional networks. Based on SWOT findings, key factors for EFs development are discussed.
Practical implications: EFs development requires innovative educational and managerial tools, a more concerted and proactive role for multiple stakeholders, and the implementation of a network approach. Study findings solicit actions from public institutions and advisory services to improve farmers’ skills.
Theoretical implications: The paper contributes to the theoretical debate about the need for a multidisciplinary approach in dealing with the analysis of EFs.
Originality/Value: The analysis underlines the importance of internal and external drivers in stimulating farms and institutions to support diversification strategies, rural development and transformation processes in inner areas.
