Developing Farmer Focus Groups as a Knowledge Transfer Mechanism: A Practical Experience

The use of farmer focus groups is discussed as a mechanism for effective knowledge transfer activity, and the functionality of the focus farm contrasted with that of the demonstration farm. Key qualities of focus farmers and the essential characteristics of focus groups are summarised, as portrayed by four different stakeholder groups. Benchmarking, as a means of identifying and sharing good practice within the groups is also highlighted within the knowledge transfer mechanism.Farmer Focus Group, Demonstration Farm, Benchmarking, Research and Development/Tech Change/Emerging Technologies, Teaching/Communication/Extension/Profession,

Continuing Professional Development and Farm Business Performance

Economic and social pressures are transforming farm businesses and the structure of the agricultural industry, consequently it is presumed that farm management skills are under intense pressure. This creates a need for effective interaction between knowledge management and the actions taken by farm decision makers. However a definition of “successful farm business performance” is not easy to find and this, combined with literature that deals with managerial tasks in isolation, does not provide a clear picture for the farm manager pursuing self development. Farm businesses vary considerably in their attributes and resource base and the plethora of measurable factors mean that the manager needs to be able to identify what to measure and why on his own farm. In the UK it appears that most of the measures used in farming do not take into account the customer or human factors alluded to in other industries. Development of the skills and abilities of the decision makers to utilise techniques, interpret measures and relate them to their own business needs is increasingly important. The preliminary investigations described in this paper indicate that farmers and farm managers are aware of business management techniques but do not appear to integrate them fully into their own businesses.Farm Management, Teaching/Communication/Extension/Profession,

An investigation into farmers' continuing professional development

EThOS - Electronic Theses Online ServiceGBUnited Kingdo

Developing Farmer Focus Groups as a Knowledge Transfer Mechanism: A Practical Experience

The use of farmer focus groups is discussed as a mechanism for effective knowledge transfer activity, and the functionality of the focus farm contrasted with that of the demonstration farm. Key qualities of focus farmers and the essential characteristics of focus groups are summarised, as portrayed by four different stakeholder groups. Benchmarking, as a means of identifying and sharing good practice within the groups is also highlighted within the knowledge transfer mechanism

Getting the balance right Developing yourself and your business

A Royal Agricultural Society of England awardAvailable from British Library Document Supply Centre- DSC:m03/33633 / BLDSC - British Library Document Supply CentreSIGLEGBUnited Kingdo

Fruit and vegetable intake and body mass index in a large sample of middle-aged Australian men and women

Dietary guidelines around the world recommend increased intakes of fruits and non-starchy vegetables for the prevention of chronic diseases and possibly obesity. This study aimed to describe the association between body mass index (BMI) and habitual fruit and vegetable consumption in a large sample of 246,995 Australian adults aged 45 + year who had been recruited for the 45 and Up cohort study. Fruit and vegetable intake was assessed using validated short questions, while weight and height were self-reported. Multinomial logistic regression was used, by sex, to assess the association between fruit and vegetable intake and BMI. Compared to the referent normal weight category (BMI 18.5 to 24.9), the odds ratio (OR) of being in the highest vegetable intake quartile was 1.09 (95% confidence interval (CI) 1.04-1.14) for overweight women (BMI 25.0-29.9) and 1.18 (95% CI 1.12-1.24) for obese women. The association was in the opposite direction for fruit for overweight (OR 0.85; 95% CI 0.80-0.90) and obese women (OR 0.75; 95% CI 0.69-0.80). Obese and overweight women had higher odds of being in the highest intake quartile for combined fruit and vegetable intake, and were more likely to meet the 2 and 5 target or to have five or more serves of fruit and vegetables per day. In contrast, overweight men were less likely to be in high intake quartiles and less likely to meet recommended target of 5 per day, but there was no consistent relationship between obesity and fruit and vegetable intake. Underweight women and underweight men were less likely to be in the highest intake quartiles or to meet the recommended targets. These data suggest that improving adherence to dietary targets for fruit and vegetables may be a dietary strategy to overcome overweight among men, but that overweight and obese women are already adhering to these targets. The association between fruit and vegetable intake and underweight in adults suggests that improving fruit and vegetables intakes are important for the overall dietary patterns of people in this group

Continuing Professional Development and Farm Business Performance

Economic and social pressures are transforming farm businesses and the structure of the agricultural industry, consequently it is presumed that farm management skills are under intense pressure. This creates a need for effective interaction between knowledge management and the actions taken by farm decision makers. However a definition of “successful farm business performance” is not easy to find and this, combined with literature that deals with managerial tasks in isolation, does not provide a clear picture for the farm manager pursuing self development. Farm businesses vary considerably in their attributes and resource base and the plethora of measurable factors mean that the manager needs to be able to identify what to measure and why on his own farm. In the UK it appears that most of the measures used in farming do not take into account the customer or human factors alluded to in other industries. Development of the skills and abilities of the decision makers to utilise techniques, interpret measures and relate them to their own business needs is increasingly important. The preliminary investigations described in this paper indicate that farmers and farm managers are aware of business management techniques but do not appear to integrate them fully into their own businesses