The results of this study would indicate that activity and support in this sector should focus on three key areas 16. Encouraging and funding participation in relevant external education programmes in speciality food production, nutrition, food science, organic growing. Ensuring that the most knowledgeable and credible people are delivering training programmes.
The results of this study would indicate that activity and support in this sector should focus on three key areas 16. Encouraging and funding participation in relevant external education programmes in speciality food production, nutrition, food science, organic growing. Ensuring that the most knowledgeable and credible people are delivering training programmes.
The results of this study would indicate that activity and support in this sector should focus on three key areas 16. Encouraging and funding participation in relevant external education programmes in speciality food production, nutrition, food science, organic growing. Ensuring that the most knowledgeable and credible people are delivering training programmes.
Rural Development Programme Any future rural development initiatives such as the Rural Development Programme will have a key role to play in encouraging and supporting the further development of this fast-growing sector of the food industry. There is also potential for the people and products within this sector to both complement and invigorate other areas of activity within the RDP such as rural tourism, enterprise development, farm diversication and village renewal. The results of this study would indicate that activity and support in this sector should focus on three key areas 16 ; 4.1.1 Working with Individual Farm Households Carrying out pre-commercial animation work with farmers and other members of the farm household which will foster creativity and encourage farm- based innovation. This work would ideally be carried out by existing food entrepreneurs from a similar background to potential clients who can both provide real-life insight into the process of business development and act as credible mentors in teasing out ideas. It is also necessary to continue to look beyond the current farmer base and possibly entrenched notions of what a farmer is to work with new entrants to the food sector, including those operating intensively from very small holdings such as encountered in this research. Encouraging and funding participation in relevant external education programmes in speciality food production, nutrition, food science, organic growing for members of farm households wishing to deepen their knowledge base. This research has highlighted the role of such education (as opposed to training) programmes in the development journey of a signicant number of participating farm households. Providing short and sharp training programmes targeted at the real and ongoing needs of farm households already operating in this sector. Where possible, these would again be delivered (or at the very least, co-delivered) by practitioners with specic experience and by industry insiders (e.g. buyers, distributors, etc.) rather than professional consultants/trainers. In order to ensure that the most knowledgeable and credible people are delivering such programmes and to enhance value for money it may be increasingly necessary for LEADER companies to collaborate and run training programmes on a more regional basis and/or to make increased use of distance learning methodologies. Continued grant support for promising capital projects within this sector, but at a scale appropriate to the needs and ambitions of the individual business and only where such expenditure is really necessary. Continued one-on-one mentoring work with food businesses which brings a fresh pair of eyes and a level of objective judgement to the sales and distribution aspects of supply chain activity in particular. Acting as a local portal through which food businesses can both access and be supported in utilising the knowledge and resources developed by other bodies and agencies (for example, the extensive market research or the lists of distributors compiled by an Bord Bia). Continuing to work at an appropriate and differentiated level with small-scale food entrepreneurs who may never scale-up or require intensive capital support but who contribute hugely to overall rural sustainability and a vibrant local economy. New mechanisms may have to found to enable LEADER companies to measure, valorise and validate this sometimes less obvious area of their work. 4.1.2 Working with Groups of Farm Households Organising and facilitating networking events, industry-relevant talks, themed discussion groups, farm visits and social media for regional groupings of food entrepreneurs. The network of LEADER companies could also provide opportunities for farm households with similar businesses in different parts of the country (i.e. where they are not direct competitors) to learn from one anothers experiences. 16 These recommendations are summarised in Table 2 on pg. 44.