Strategic Pathways for the Teagasc Agricultural Advisory Service 2015-2020 - Head Office Teagasc, Oak Park, Carlow Tel: +353 59 917 0200; Fax: ...
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Strategic Pathways for the Teagasc Agricultural
Advisory Service 2015-2020
Head Office
Teagasc, Oak Park, Carlow
Tel: +353 59 917 0200;
Fax: +353 59 918 2097
info@teagasc.ie
www.teagasc.ie
A Strategy for the Teagasc Agricultural Advisory
Service 2015-2020
Teagasc Agricultural Advisory
Strategic Pathways for the
Service 2015-2020
Contents Executive Summary
Executive summary 1
Teagasc advisory service structure, 2
resources and activities
Strategic Pathway 1: 13
Striking a balance between an appropriately
resourced public advisory service and a private Ireland is fortunate to have a strong agriculture knowledge The advisory service has achieved huge efficiency
service and innovation support system. Fundamental to this is in recent years reducing staffing by 44% while
Teagasc, which combines an integrated research, advisory maintaining client numbers and providing quality services
Strategic Pathway 2: 16
and education service which is delivered to Ireland’s to over 43,000 farm families. Teagasc has prioritised
Teagasc to focus on driving sustainable
on-farm profitability through productivity agri-food sector. education and Business and Technology services ahead of
rural development and environmental schemes.
Strategic Pathway 3: 23 The primary asset that Teagasc has is its people and the Advisory regions have also leveraged their relationship with
Increase front-line advisor numbers to 240 relationships that permeate the wider agriculture and food farmers to innovate in the indirect provision of services
industry. Nowhere is this more evident than in the regional through Joint Industry Programmes and outsourced
Strategic Pathway 4: 27 advisory service. Teagasc advisors implement a services.
Intensify the overhaul of the Teagasc advisory comprehensive annual programme of activities and use
service delivery model a wide range of tools to inform and influence farmers. The major concern is that these efficiency gains will be
They have adopted best practice methods for improving negated by the projected reduction (due to retirements)
Conclusions 30
farmers’ adoption of technology and farmers have become in advisory staff from 240 to 180 by 2020, reducing the
more efficient and effective as a consequence. critical mass of advisors and spreading the core service
thinly. This will damage the advisor farmer relationship and
The challenges and opportunities which face family reduce the technology transfer capability. The plea in this
farming today require a strong and co-ordinated support strategy is to see the huge impact that advisors have and
system which closes the gap between proven best practice to recognise the opportunity to re-energise the advisory
and average performance across many key technologies service by restoring advisory numbers to 240. This can
and practices that affect the viability, profitability and be achieved with minimal extra cost but will deliver huge
sustainability of their businesses. The agreed industry impact in terms of the productivity and sustainability of
targets in FH2020 and what is anticipated for successor family farms.
AF2025 provide the development framework for all the
main sectors to advance their level of profitability and There are four critical pathways central to this strategy, that
contribution to the economy through co-ordinated will determine the future success of the Teagasc Advisory
supports. Service.
The regional advisory strategies · A balance between an appropriately resourced public
which form the basis for the advisory service and a private consultancy service model.
Strategic Pathways set out in this
document were an opportunity · Teagasc must fulfil its public-good mandate and focus
to take stock of the medium-term on driving sustainable on-farm profitability
challenges and opportunities in through productivity.
each region and to represent the
diversity and potential for each · For Teagasc to be effective across a wide range of key
region to contribute specifically to programmes responding to critical challenges an
FH2020. The strategies reported increase front-line advisor numbers to the number
the local and regional issues of frontline staff at the start of 2014. This is 240 the
affecting services and industry. number deemed to be required to deliver a
All reflected the huge comprehensive support to Food Harvest 2020.
Dr. Tom Kelly opportunity and risks for dairy
Director of Knowledge expansion post quotas, the · To fully leverage the value of 240 frontline
Transfer possibilities of increased dairy beef advisers it will be necessary to continue to intensify
and contract rearing on drystock and overhaul the Teagasc advisory service delivery
farms, the potential to expand sheep production and pigs model, through more outsourcing, strategic alliances,
and the reality of the need for efficient crop and forestry partnerships and other multi actor approaches
production. in agreed national and regional programmes.
1
Teagasc Agricultural Advisory
Strategic Pathways for the
Teagasc advisory service structure, resources THE
Service 2015-2020
and activities TEAGASC
AUTHORITY
The Teagasc ‘knowledge transfer’
model DIRECTOR
Teagasc is Ireland’s Agriculture and Food The service provides research-based advice
Development Authority which supports to its stakeholders in order to drive technology
innovation on farms and in food companies implementation, optimise farm incomes and meet FORESIGHT AND
through the provision of research, advisory and national output goals in a sustainable way. STRATEGIC
DEVELOPMENT,
education services. The Teagasc advisory service is The Teagasc advisory service prioritises innovation AUDIT AND PR
a key pillar in Teagasc’s Agricultural Knowledge support and partners with other providers on other
and Innovation System (AKIS). Teagasc is unique activities where appropriate.
relative to comparable organisations internationally KNOWLEDGE
RESEARCH OPERATIONS
in having the three pillars of the AKIS within the Operating from 51 locations Teagasc currently DIRECTORATE TRANSFER DIRECTORATE
DIRECTORATE
same organisation. The need for effective has a cadre of 231 advisors based in 12 regions.
integration between research, extension and The primary purpose of the advisory service is to
education is thus rendered more achievable within maximise the income and sustainability of farm
the Teagasc structure. families.
FOOD EDUCATION HUMAN
ADVISORY
RESOURCES,
A critical feature of the Teagasc AKIS is the extent The PROAKIS project which recently analysed PROGRAMME PROGRAMME PROGRAMME
FINANCE,
of responsiveness and interaction with its farmer the AKIS in a number of countries across Europe ICT
stakeholders. Teagasc has about 160 individual showed that Ireland has a strong AKIS. Teagasc is AND
ANIMAL AND OTHER
stakeholders involved in an extensive network of central to this as it provides a co-ordinated GRASSLAND RESEARCH CORPORATE
Stakeholder Consultation Groups which provide approach towards the provision of food and & INNOVATION
FUNCTIONS
PROGRAMME
on-going advice on the operation of the activities agriculture research, advisory and education
of the three AKIS pillars. programmes. The Teagasc advisory service is
a valued, independent, science based support CROPS ENVIRONMENT
AND LAND USE
service that can be accessed by all Irish farmers. PROGRAMME
Ext
t ern Key to the delivery of advisory services are the
en al
nm En research-advisory linkages which are provided
iro v
mainly through our specialist service and ensure
RURAL ECONOMY AND
iro
DEVELOPMENT
v
En
that advisors are up to date with the latest research
nm
PROGRAMME
al
and findings are well informed on the emerging
en
ern
issues that affect farmers.
t
Ext
Teagasc Mission
To support science-based innovation
in the agri-food sector and wider
Ext
bioeconomy so as to underpin
e
t
en
rna
profitability, competitiveness and
nm
En l
iro
The Teagasc Agricultural Knowledge
sustainability.
v
iro
Innovation System (AKIS)
v
En l
nm
en
rna e t
Ext
2 3
Teagasc Agricultural Advisory
Strategic Pathways for the
Service 2015-2020
Staff resources
Teagasc Advisory Regions
The trend in frontline advisor numbers in Teagasc Teagasc has rationalised its office network
since 2000 along with the numbers of fee-paying by reducing the number of offices from 91 to 51.
farmer clients are shown below. In 2000 The remaining offices are being
Teagasc employed about 400 advisors. At the end upgraded to ensure the are suitable
of last year the number of frontline advisors was for the delivery of modern advisory
235. Peak advisory numbers occurred in 2007 and regional based education
when 422 advisors were working in Teagasc. services.
Thus between 2007 and 2014 advisor numbers
have fallen by about 44%.
At the same time the chart also shows that the
number of clients has increased from about 40,000
in 2000 to over 43,000 at the end of last year.
The productivity of advisors has thus increased
substantially over the years and especially since
2006. Individual advisors today service a much
greater number of clients than just a decade ago.
The number of clients per advisor has accelerated
in particular since 2009.
Productivity of individual advisors has been greatly
assisted by the parallel growth in discussion groups
over the same period. However, the rate of increase
in client numbers per advisor is simply not
sustainable from either the perspective of workload
or service quality.
OAK PARK
Knockbeg
Teagasc Advisor and Client numbers, 2000-2014
Solohead
50,000 500
45,000 450
40,000 400
35,000 350
30,000 300
25,000 250
20,000 200
15,000 150
10,000 100
5,000 50
0 0
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2000 2011 2012 2013 2014
Clients Advisors
4 5
Teagasc Agricultural Advisory
Strategic Pathways for the
Service 2015-2020
Teagasc Activities In the current year about 3,500 applicants are
seeking to commence Teagasc courses over the
next year and a half. In any given year an additional
3,000 people attend Teagasc short courses with
Teagasc Regional Education many of these courses hosted by the advisory Teagasc methods of service delivery
regions. Teagasc advisory regions have been
Teagasc advisory regions make a major particularly effective in providing a national Teagasc uses a wide variety of methods to bring
contribution to adult education and training and network of short courses and workshops on vital new technologies to clients including discussion
lifelong learning for local farming communities. training areas such as farm safety. groups, individual visits and consultations, farm
The Education Officers and advisors in each walks, demonstrations, workshops, farm
Teagasc advisory region advise and mentor For the future a well-resourced Teagasc regional management newsletters, the Internet and
individuals and farm families on education and education structure will be vital to maintaining and Teagasc generated publications such as the Teagasc will operate discussion groups as part of
career pathways. In a typical year Teagasc enrols upgrading the skillsets for all categories of farmers. magazine Today’s Farm. Teagasc also uses an the new Rural Development Programme (RDP)
in the region of 500 learners in ‘distance’/ This cannot happen if Teagasc regional education extensive range of in-house developed software Knowledge Group initiative. Discussion Groups
on-line education and part-time education resources are depleted. tools that enable farms to benchmark performance have proved to be a very effective means of
Green Cert programmes. These courses are totally against their peers, including, the e-Profit Monitor. transferring knowledge.
integrated into the Teagasc college education Knowledge transfer Recently Teagasc has embarked on using a grass
system which is targeted at school leavers. growth database, known as PastureBase Ireland,
The Teagasc advisory team in collaboration with developed by Teagasc to enable farmers to better
Carbon Navigator
Teagasc Green Cert programmes provide an enterprises specialists and research colleagues utilise grass resources. The Carbon Navigator has been developed
essential education route for the very many Irish provide a comprehensive range of information- to support the objective of reducing the carbon
farmers who have an off-farm job and can only based advisory services through written Teagasc staff regularly contribute technical intensity of the dairy and beef sectors of Irish
participate in part-time agricultural education. publications, web sites and media as well as public articles or interviews to regional or national media. agriculture. The system is designed as a knowledge
Equally such courses provide a necessary events which are accessible by all 120,000 Irish In addition, Teagasc regions offer a large number transfer (KT) tool aimed at supporting the
agricultural education opportunity for those farm farmers. Advisors also provide direct knowledge- of events or demonstrations which are open to all, realisation at farm level of the mitigation potential.
family members with careers outside of farming transfer services to 43,000 fee-paying clients on a whether clients or not. The Carbon Navigator tool is used to measure
who subsequently inherit family farms. range of technical matters relating to the and improve carbon efficiency on Irish dairy farms
enhancement of on-farm productivity as well as Teagasc facilitates a large number of discussion across five win-win efficiency measures:
The recent introduction of additional support economic advice on resource-use efficiency. groups (800+) some are part of theTeagasc
measures for young farmers in the Rural BETTER farms programmes, and some are part of - Length of the Grazing Season
Development Plan (RDP) of the CAP will Advisory clients are provided with “packages” collaboration programmes with co-operatives or - Improved Genetics and Breeding (increased EBI)
encourage greater and earlier mobility in farm of services best suited to their individual private sector companies. - Improved Nitrogen Efficiency
ownership. This is a very positive development for circumstances for which they pay an individual fee. - Improved Manure Management
the agricultural sector and, not surprisingly, has Clients who wish to avail of significant - Energy Efficiency
created an extraordinary surge in demand for “one-to-one” services tend to pay more than those
Teagasc Green Cert courses. Last year about 2,000 who avail only of “education” or “group based”
capacity building services. Technical Performance Indicators Teagasc Dairy Discussion Groups members/non members.
students above ‘normal’ enrolment levels applied
for Teagasc on-line and part-time courses. Established New Non- All Farms
Members Members Members
Production (litres per cow) 5,333 5,229 5,060 5,170
Milk sales (litres per hectare) 9,964 9,695 8,584 9,181
Milk solids (kg per cow) 380 372 355 366
Somatic Cell Count (‘ooo cells/ml) 217 204 297 252
Concentrate feed usage (kg per cow) 773 941 913 875
Calving (% of calved from Jan to Mar) 69 67 60 64
Artificial Insemination (%using AI) 90 91 81 85
Established = joined before 2010; new = joined 2010/2011
6 7
Teagasc Agricultural Advisory
Strategic Pathways for the
In recent months, Teagasc has embarked on an
innovative arrangement with Farm Relief Services
Service 2015-2020
(FRS) to deliver a planning services for its clients
that wished to participate in GLAS and associated
services.
Due to diminishing resources Teagasc no longer This has involved FRS providing 80 advisors and
has the capacity to deliver a comprehensive support staff through Teagasc offices around the
one-to-one advisory service. While discussion country to deliver GLAS planning services to 6,900
groups in many instances provide an effective Teagasc clients from March to May 2015. Further
alternative, it is recognised that there is still a need services will be provided over the coming months
to provide technical and economic advice in a form and years through this arrangement.
that meets the needs of individual farmers. To that
end Teagasc plan in the near future to launch a
The Teagasc service is highly
Dairy Expansion Service that will address the needs
valued by clients
of those dairy farmers who are planning expansion
and who need the support of Teagasc’s technical It has been challenging for Teagasc to maintain
and economic expertise. the standard of service delivery since 2008
during a period of increased service demand,
Teagasc also plan to offer knowledge transfer decreasing staff numbers and restrictions on The same group of respondents indicated that Independence: Teagasc is independent of
services to rural professionals such as private recruitment or replacement of staff. Yet clients their main concerns were in areas such as staffing commercial pressures or bias. Teagasc advice is
agricultural consultants, agri-business, financial continue to reveal a very high level of levels and the replacement of staff in the case of based on rigorous scientific research that is fact
institutions, veterinary practitioners, etc. with a satisfaction with the advisory service (see retirements to maintain that level of service into based and underpinned by rigorous experimental
new Outreach Programme (Teagasc Connected) chart opposite below). The responses indicated the future. procedures.
scheduled to commence in the very near future. a high level of satisfaction with factors such as:
promptness and efficiency and the levels of This high level of client satisfaction is hugely Links to research and education:
In recent years Teagasc has worked closely with courtesy shown to them by Teagasc staff. encouraging and points to the perceived value of Teagasc advisors are part of an organisation which
the private sector in the achievement of its goals. the service that is provided to a large number of conducts an extensive research programme
The most important of these initiatives are the The level of formal written complaints remains farmers. tailored to support Ireland’s agriculture and food
“joint programmes” that are operated at present very low despite the challenging staffing situation. industry.
with most of the dairy co-operatives and other When asked about the positive aspects of the
agri-business entities. service they receive, respondents frequently In addition, Teagasc offers education to primarily
referred to the expertise of staff in providing high young people in agricultural and horticultural
Overall Satisfaction with the Service
quality advice and the willingness of staff to colleges and also distance learning or local learning
put in extra effort in service delivery. 100% e.g for the Green Cert outside the colleges.
JOINT PROGRAMMES 80% 21% 24% 24% 18% The three pillars of knowledge transfer, research
and education within one organisation create
Teagasc Kerry Agribusiness Joint Programme ‘Focus on Profit’ synergies which benefit advisors and farmers.
60%
Teagasc is centrally involved in a large number This enables advisors to be champions and
Teagasc Dairygold Joint Programme
of partnership or joint programmes with most 74% 72% 72% 79% interpreters of new technologies generated from
Teagasc GII Joint Programme
of Ireland’s dairy cooperatives and others. 40%
research which can be applied on farm.
These partnerships are an important component Teagasc Lakeland Dairies Joint Programme
of Teagasc service delivery to clients but also Teagasc Aurivo Joint Programme 20%
non-clients. For example during the Fodder Teagasc Carbery Joint Programme
Crisis of 2012/13 theInteragency Fodder Teagasc Tipperary Co-op Joint Programme 0%
Committee that was convened by Teagasc, Teagasc / Irish Farmers Journal BETTER Beef Programme 2007 2008 2009 2014
(Partners: Teagasc, FBD Trust, Irish Farmers Journal, Kepak, Very Dissatisfied Dissatisfied Satisfied Very Satisfied
achieved greater impact by working with a range
of partner organisations. ABP Meats, Dawn Meats N= 1827. Source: Postal Comment Card Survey
Teagasc Green Acres Calf to Beef Programme
(Partners: Teagasc, Liffey Mills, Drummonds, Volac Ireland,
MSD Animal Health, Grassland Agro, Farming Independent)
Teagasc Kepak Supervalu Sustainable Farm Programme
8 9
Teagasc Agricultural Advisory
Strategic Pathways for the
Service 2015-2020
Regional staff are supported by a national system Public good remit: public goods are the services
for staff training and development. This includes provided by Teagasc, made available to farmers
technical, advisory skills, leadership, and through open access platforms where participants
management development programmes which can benefit from the information and knowledge;
ensure that staff have the knowledge and skills to e.g. farm occupational health and safety,
support innovation effectively. Teagasc is about to environmental advice: embracing carbon
adopt a European skills training programme mitigation, water quality, biodiversity and animal
(certifiable) for rural advisers. welfare, crises management, general public
awareness. Teagasc held over 500 public events in
National network: Farmers have access to 2014, open to clients and non-clients.
technical advice wherever their business is located.
In many situations Teagasc is providing Crisis management – the fodder crisis of 2013
technical advice where it would not even be was managed by Teagasc and Teagasc led an
considered by the private sector. Interagency Fodder Committee (pictured opposite
below) to combat the significant risk of low fodder
Because Teagasc has a national network it is able to stocks in that year. Other major crises such as the
mobilise farmers and other stakeholders in times outbreaks of Foot and Mouth disease and BSE
of crisis, such as, major disease outbreaks (Foot were also managed with considerable support from
and Mouth in 2001) or fodder shortages (2012/13). Teagasc.
The Teagasc office is the location for a range of Teagasc takes responsibility for the provision
services and sources of information. As well as of general awareness when new legislation and
technical advice, client farmers can receive schemes such as the Beef Data Genomics
support in applying for EU or national financial Programme, GLAS and TAMS are introduced.
support schemes, educational and training
opportunities, health and safety, rural development
etc. In 2015 over 43,000 farmers completed their
Basic Payment Scheme applications with Teagasc
support, the majority submitted on-line. Teagasc is
a national organisation and manages its resources
to provide a quality, consistent service.
Stability and trust: Advisors develop high levels of
trust with farm families and will often be consulted
on the full range of challenges faced by family
farming businesses. As well as seeking technical or
production advice, farm families will often consult
Teagasc advisors on business management and
financial matters but will also often seek advice on
decisions involving retirement, succession,
inheritance etc.
10 11
Teagasc Agricultural Advisory
Strategic Pathways for the
Strategic Pathway 1:
Service 2015-2020
Striking a balance between an appropriately resourced public
advisory service and a private service
As a state agency with its own Board of Directors The need for public and private funds and
(the Teagasc Authority) Teagasc is not driven multi-actor partnerships in this aspect of
exclusively by the need to generate profits. innovation support is clearly outlined in the
It is tasked with delivering a range of services. EU commission publication from the SCAR AKIS
The nature and price of these services is group 2014. This is driven by rising food prices, the
determined by key stakeholders such as the growing awareness of the challenges of food
Minister for Agriculture, Food and the Marine security and recognition of the need for greater
and the Teagasc Authority working with impact from investment in agricultural research.
the Director of Teagasc and senior management.
There is recognition that the State should maintain
There is a diversity of advisory service models a role in providing advice to farmers (FAO 2014).
in operation throughout the European Union. Examples of where private advisory services will
The Irish advisory service has been classed as a fall short in providing services include such ‘public
mixed public-private model (PRO AKIS, 2014). good’ areas as driving improvements in national
agricultural growth, productivity and
Teagasc provides a service that is partially competitiveness; supporting the development of
publically funded with the balance of funding sustainable agricultural systems and adaptation
(about 45%) generated mainly through charges to climate change; promoting health and safety
for services. Private consultants provide a service on farms; tackling poverty reduction; delivering
that is wholly funded through fees. In the last few services to smaller family-operated farms who
years the total numbers of privately employed would be unlikely to be reached by a private
agricultural consultants and Teagasc advisors have service; mobilising the agricultural sector to
converged (Kelly et al, 2013). respond to public initiatives of various kinds,
including participation in important public
The prevailing view within the EU is that programmes and schemes; mobilisation of the
agricultural advisory services typically embrace sector to combat disease and other emergencies
both ‘public good’ and ‘private good’ dimensions. that impact on the sector from to time to time
Over the past three decades many governments (e.g. Fodder Crisis 2013, Foot & Mouth disease in
gradually reduced their funding for such services. 2001, etc.)
However, attempts are now being made to redress
the situation through increased emphasis on the There is, therefore, a clear role for an advisory
transfer of knowledge in national and EU funded service that is at least partially publically funded.
programmes. Based on the prevailing advisory models in
operation internationally and on the intrinsic
nature of ‘public good’ services that are required,
it is simply not tenable to accept that a privately
operated and delivered service will meet society’s
needs.
12 13
Teagasc Agricultural Advisory
Strategic Pathways for the
Service 2015-2020
However, it is equally clear that State run services Teagasc does, however, also provide ‘contestable’ The state-funded service focusses on ‘knowledge
can no longer be expected to be the sole provider services or services that could be provided by the transfer’ activities and the private sector focusses
in meeting farmers’ increasingly complex private sector, assuming it had sufficient on high-level consultancy that is provided either
innovation needs. The challenge lies in defining the capacity to do so. In the main such services privately, or, in partnership with the State service.
precise role of public-sector providers within the involve public scheme support to farmers Where these services overlap, as in the provision
framework of a plural system of advisory services (e.g. SFP, GLAS, TAMS etc.). Teagasc sees its of supports for EU and Government schemes,
that features several different actors. involvement in such schemes as often being the there is an acceptance that this work must be
entry point for other core ‘knowledge transfer’ charged to users at full cost, regardless of whether
Teagasc advisory services supply a mix of ‘public’ work and enables Teagasc to build a relationship the provider is in the public or private sector.
and ‘private’ services. It is the type of service that between client and advisor. Where new issues
can best meet the innovation support needs of the arise in these schemes (e.g.,‘Greening’) they Benefits and costs of public advisory
more commercial farmers of the future while require a professional input from many of our services
building the capacity of all family farms through advisors particularly in the tillage and mixed
targeted national education and advisory farming areas. The implications of failing to Teagasc believes that the need for a State-funded
programme activities. comply with new conditions could have very advisory service to deliver ‘public goods’ is
serious income consequences for individual incontrovertible. Accepting this view still requires
The private sector is not equipped, or in many farmers as well as negative consequences for that public investment achieves a high social return
cases not interested in providing a ‘knowledge the State. at minimum cost to the taxpayer.
transfer’ service, except on a narrow consultancy
basis. Apart from technical consultancy services, The present advisory service structure in Ireland Numerous studies have shown that investments
the private sector tends to focus on areas such as is a partially-funded state service that works in in extension – just like investments in agricultural
taxation, legal and property services and public- parallel with a private consultancy service and is research and development – have delivered This strategy was designed to ensure that users
scheme administration of behalf of farmers. ideally suited to service the diverse needs of all high rates of return. In a review of extension contributed financially towards the service and that
farmers. programmes, Evenson (2001) found that although a broad client and support base was maintained
rates of return to extension varied widely, they and that the time of advisors was fairly apportioned
exceeded 20 percent in three-quarters of the to a diverse population of family farms.
81 extension programmes that were examined.
In a survey of quantitative studies of rates of This ‘public good’ approach has served Irish
return to research, development and extension, agriculture well and has resulted in a credible,
Alston et al (2000) also found very high, but trusted and well supported service which is strongly
variable, returns to agricultural extension. positioned to lead agriculture and respond to the
These rates of return are substantially higher that needs of farmers and the state.
the rates typically required to justify public
investment. Knowledge Transfer
Advisory Income & Expenditure
As to the public cost of the service, it should be 35,000
remembered that since 1988 when advisory charges 30,000
were introduced to Teagasc they have consistently 25,000
generated significant income for the organisation. 20,000
Today the level of cost recovery is of the order of 15,000
45%. The strategy in introducing fees was to reach 10,000
the maximum number of farmers and farm families 5,000
with an acceptable fee structure.
0
€’000 €’000 €’000 €’000 €’000
Actual Actual Actual Actual Actual
2011 2012 2013 2014 2015
Knowledge Transfer Advisory Expenditure
Knowledge Transfer Advisory Income
14 15
Teagasc Agricultural Advisory
Strategic Pathways for the
Strategic Pathway 2
Service 2015-2020
Teagasc to focus on driving sustainable on-farm profitability
through productivity
The agriculture and food industry faces great The abolition of EU dairy quotas on April 1st of this
opportunities and challenges in the years ahead. year provides Ireland with the potential to exploit
The planet requires adequate provision of “Food, our comparative advantage in milk
Fibre, Feed and Fuel”, while the environmental production. The recent Programme for
pressures on the planet’s resources were never Government (“Government for Renewal
higher. While the achievement of food security is 2011-2016”) and “Food Harvest 2020.” recognize
the predominant global challenge, it is profoundly the potential that Ireland has for expanding its
affected by global challenges arising due to climate level of agricultural output, food production and
change and resource scarcity (e.g., water, energy, exports. Ambitious expansion targets have been
key plant nutrients and biodiversity). Teagasc is set and accepted by sector stakeholders. But the
wholly committed therefore to the principle of potential for an additional €5 billion contribution
sustainable intensification to ensure that growth to the national economy will not be realized unless
of Ireland’s agri-food sector is built on a foundation there is a strong commitment from all stakehold-
that does not deplete the planet’s scarce resources. ers, especially Government, for those farmers that
want to expand their enterprises in a profitable and
While “Food Security” is a major challenge at a sustainable manner.
global level, it presents a strong food-exporting
nation like Ireland with great opportunity. Several It is clear that any industry faced with such a
recent studies have demonstrated that grass-fed challenge will require access to the best quality
animal agriculture leaves the lowest carbon technical and financial advice. In this regard, the
footprint. This fact together with growing grain economic case for a fully integrated research,
prices, gives Ireland both a marketing and a advisory and education service which Teagasc
competitive edge due the predominance of our provides is strong.
pasture-based agricultural systems.
Without an advisory and farmer education
service that is “fit for purpose,” it will simply not be
possible to leverage the store of knowledge capital
that has been created as a result of our national National farm enterprise
investment in agriculture and food research. productivity targets
The Teagasc advisory service operates in 12
advisory regions. The technical challenges to drive The advisory function within Teagasc is focused on Teagasc has prioritised its role in driving
sustainable improvements in farm productivity enhancing the income level of families. sustainable improvements in farm profitability
are broadly the same in terms of individual On-farm income is driven by a combination of through productivity. We believe in the context of
enterprises, irrespective of region. developments in product and input prices, direct FH2020 and its successor AF2025 that our main
payments and productivity. In an exporting sectors have significant opportunities to advance
However, because of a region’s endowment of nation farmers are price takers and hence the core their level of profitability. Over the period of the
resources in terms of land quality, the function of Teagasc is to drive sustainable Strategy Teagasc will work to achieve demanding
predominant scale of farming and the level of improvements in on-farm productivity. Teagasc but achievable productivity targets across Ireland’s
agricultural development in a region, the mix of also supports farm families to ensure that they main farm enterprises
enterprises and achievable development targets maximise their entitlement to direct payments,
will vary. such as, the Basic Payment Scheme and GLAS, etc.
Some of these direct payment schemes under
the Rural Development Pillar of the CAP also
positively impact on farm productivity such as
Knowledge Groups, TAMS and the Beef Data
Genomics Programme.
16 17Production Road Map Agriculture Sector (2025 Targets)
Dairy Targets Beef Targets Sheep Targets Forestry Targets Tillage Crops Targets Horticulture Targets Potato Targets Pigs Targets
. Herbage utilisation: target . Herbage utilisation: target . Ewe fertility: target to . Planting rates: target to . Rotations: target to have . Mushroom yield: target . Potatoes: target to maintain . Fertility: target to increase
to increase utilisation/ha to increase the current level increase the number of increase to 15,000 90% of growers using to increase yield from 318 the area at 9,000 ha; target the number of pigs
from the current level of 7.3 from 4.7 to 7.0 tonnes of lambs weaned per ewe in ha/annum. rotation by providing a wider to 390 kg/t compost; target to increased salad potato produced per sow per year
tonnes/ha to 10.9 tonnes/ha. DM/ha. lowland sheep production range of rotation options, to increase the proportion production by 5,000t; target from 23 currently to 25.
from 1.25 to 1.45. . Roundwood production: e.g. oats for the feed/food of growers using renewable to increase seed production
. Average EBI: target to . Genetic improvement: target target to double to 6.4 market, pulse crops for energy from 5% to 40. by 7,000t; target to increase . Feed conversion efficiency:
increase the level of dairy to increase the annual . Carcass output: target to million m3 per annum. animal feed and oilseed rape peeling production by target to increase the level
females born to €210. number of calves reared increase carcass output/ for food oil products, and . Strawberry tray production: 30,000t. from weaning to sale from
per cow from 0.87 to 0.92. ha in lowland sheep
. Timber production (private
thus increase the average target to increase the 2.46 to 2.35 kg feed/kg live
. forests): target to increase
6-week calving rate: target production from 170 kg yield of wheat by 1% per year. adoption of the system . Ensure the exploitation of weight gain.
production from 200,000 to
to increase the rate from its . Spring calving rate: target to 276 kg. from 40% to 80%. the above by the industry
1,000,000 m3/annum.
current level of 55% to 80%. to increase the proportion . Increase barley yields by by exploiting novel . Feed conversion efficiency
of suckler cows calving in . Genetic improvement: . Target to increase average
1% per year by the increased . Protected blueberry ‘Knowledge Transfer’ (production level): target
. Somatic Cell Count: target eight weeks from 33% to target to increase the margin from €454 to €496
uptake of winter barley for production: potential to models, such as: Extension to produce two tonnes of pig
to reduce the average level 60%. proportion of Sheep Ireland feed markets. increase value by 500% of RDP ‘Knowledge Groups’ meat from seven tonnes
per ha on an annualised
in dairy herds to 200,000. genetically evaluated rams ( €1 to €6 million). to tillage farms; web-base of feed.
gross margin basis.
. Live weight/ha (dairy beef): in the national flock to 40%. . Increase the value of tillage resources; more effective
. Health status: target to target to increase production . Improve genetics of products by an average of . Protected strawberry use of industry advisors;
enhance the health status from 600 to 800 kg/ha. . Hill sheep farming: enhance broadleaf and conifers. 5% through the exploitation production: potential to ICT-aided decision support;
of dairy herds through hill farming systems by of high value niche markets. increase value by 35% all of which will include
improved biosecurity . Live weight/ha (suckler promoting greater . Develop new disease ( €37 to €50 million). principles of financial
standards and disease beef): target to increase integration with lowlands resistant tree varieties. . Develop improved management and planning.
control programmes. production from 457 to 598 sheep producers. prediction systems which . Cut foliage: potential to
kg/ha. . Seed orchards: establish determine the impact of increase jobs to 500 and . Collaboration with dairy
. Labour efficiency: target . Develop profitable to provide indigenous key pests/pathogens of crops export sales to €500 farmers: exploit
to increase labour efficiency . Health status: target to management and feeding supply of adapted and and improved Integrated million by 2025 through opportunities arising in
on dairy farms from the enhance the health status systems to exploit market improved broadleaf Pest Management (IPM) the establishment of a provision of forage;
current level of 50 cows of beef herds by applying outlets for light lambs planting stock.Improve crop strategies; and thus reduce centre of excellence. utilisation of slurry.
/labour unit to 80 cows. best biosecurity standards coming from hill/mountain productivity: match species the cost of crop protection
and through the execution sheep farms to site characteristics, by 5% (using 2015 prices). . Integrated Crop Sustainability & Soil Fertility
. Greenhouse gas emissions: of national disease control especially on marginal lands. Management (ICM):
There are growing concerns in relation to soil fertility, identified
target to reduce the current programmes. . Stocking rate: target to • Precision tillage (and ‘Knowledge Transfer’
level from 15.0 kg of CO2 increase the average . Investigate and adapt new horticulture): develop systems will need to
by Teagasc research. Of the 36,000 soil samples processed
through Teagasc in 2014, 90% were sub-optimal in terms of
e/kg Milk Solids to 12.2. . Beef production costs: stocking rate on lowland systems of forest creation approaches based on prioritise ICM for all
soil pH, P and K. It is calculated that the loss of productivity
target to reduce the cost farms from 7.5 to 9.5 ewes/ for Irish conditions (e.g. low understanding variation in horticultural crops.
as a consequence on an average Irish dairy farm can be as
. N efficiency: target to per kg live weight in suckler ha. impact silviculture); research crop nitrogen requirements
high as €30,000. Sub-optimal fertility of soil presents a severe
increase the current level herd systems from the potential of agroforestry. to improve targeting of . Integrated Pest Management
challenge to the efficient production of grass and other crops,
from 25.9% to 29.1%. current level of €1.99 . Landscape maintenance: Inputs, to reduce fertiliser (IPM): target that 100% of
to €1.60. enhance the level of
. Broadleaf crops: target
inputs by 5%. growers will adopt the
requiring additional feed, increasing costs. The environmental
to increase value by 50% footprint is also increased. Accordingly, to achieve the
. Milk production costs . Greenhouse gas emissions: support to hill-sheep farmers system as prescribed by
objectives of the Agri-Strategy 2025, it is vital that the
through management
(constant 2015 prices): target to reduce the current to maintain hill and . Plant breeding: the Sustainable Use
management of soil fertility is prioritised. A major drive is now
target to achieve €2.94/ interventions to enhance
level from 23.1 kg of CO2 mountain landscapes. biotechnology will be Directive
end-use value along with needed to improve soil pH, optimise the use of slurry and to
kg MS (including full labour e/kg carcass to 20.9. used for the development
market development. apply the most appropriate fertilisers in the right place
costs). . Grassland management: of marker- and genomics-
at the right time.
continue to develop assisted breeding to develop
. Improve the carbon capture
Land improvement needs to go hand-in-hand with improving
profitable grass/clover-based varieties of potato, and other
potential of new and existing
sheep production systems. crops better suited to Irish soil fertility. Enhancing the productivity of land through
Irish forests.
tillage systems. prudent and environmentally sensitive drainage along with
careful management of livestock and machinery to protect the
. Increase the recovery of
soil’s potential are key to achieving our growth targets.
sawnwood from conifer and
hardwood harvests.
18 19Teagasc Agricultural Advisory
Strategic Pathways for the
Teagasc Agriculture in the Advisory Regions Laois/ Kildare/Meath/Louth/
Dublin Advisory Region
Sligo/Leitrim /Donegal
Advisory Region
Cork East
Advisory Region
Cork West
Advisory Region
Service 2015-2020
The targets in individual regions reflect the enterprise mix and farming intensity of that region. No. of Ave. farm Ave. Std. No. of Ave. farm Ave. Std. No. of Ave. farm Ave. Std. No. of Ave. farm Ave. Std.
Farms size. (Ha.) Output (€) Farms size. (Ha.) Output (€) Farms size. (Ha.) Output (€) Farms size. (Ha.) Output (€)
In dairying while all regions set challenging targets in term of efficiency of production and adoption (Ha.) (Ha.) (Ha.)
of new technologies the expansion target 2015 to 2020 is 60% in Kilkenny/Waterford 50% in Laois 3,312 37.0 35,805 Sligo 4,395 26.3 11,995 Cork E. 7,111 38.1 50,977 Cork W. 7,111 38.1 50,977
Tipperary, Cork East and Kerry/Limerick with a much lower expansion target of 20% in Kildare 2,578 44.1 40,740 Leitrim 3,673 25.1 10,480 All Cork 14,222
Roscommon/Longford. This contrasts with sheep production where a 20% expansion in ewe Meath 4,569 42.0 46,491 Donegal 9,240 27.9 13,655
numbers is anticipated in Roscommon/Longford while in Kerry Limerick it is expected that despite Louth 1,676 36.4 44,837
a strong advisory programme ewe numbers will remain static with some drystock farmers opting for
Dublin 798 47.6 100,836
calf to beef or contract rearing dairy heifers. In crops the need for improvement in efficiency and
scale is evident and most regions are trying to maintain current areas under production and reduce
1,117
144 120 80 232
88 769
3,153
364 1,282 Specialist Tillage
the cost of inputs. 6,355
152
Specialist Dairy
2,780
1,080
Cattle Production
Dairying 1,931
2,306 606
Dairying
Specialist Beef
Beef 8,943
The environmental programme targets will be driven by the Rural Development Programme 2015
107 Dairy Mixed Farming
Specialist Sheep
Sheep
Cattle Sheep
-2020 and these cut across all regions. All regions have set ambitious targets to expand Tillage
Mixed Grazing 661
Tillage
Mixed Crop & Livestock Tillage Crops
discussion groups and participation in the new Knowledge Groups that will be established under 1,525
Mixed
Sheep Other Farming
Mixed Field Crop
the RDP will greatly assist in the achievement of these targets. The participation of farmers in GLAS Total - 12,933
Other
Mixed Grazing Total 6,192
and the Beef Data Genomics Programme is a major target area. The specialisation of Business and 783
4,404
Total 17,308
Mixed & Other Crops
1,900
Technology advisers is a huge advantage in targeted advisory programme delivery and with the help
Total 7,348
2,899
of partners and sub-contractors these programmes can be delivered with the optimum use of the
Teagasc staff resource.
Tipperary North/Tipperary South Galway/Clare Kerry/Limerick Westmeath/ Offaly/Cavan/
Advisory Region Advisory Region Advisory Region Monaghan Advisory Region
National Census of Agriculture 2010.
No. of Ave. farm Ave. Std. No. of Ave. farm Ave. Std. No. of Ave. farm Ave. Std. No. of Ave. farm Ave. Std.
No. of Ave. farm Ave. Std. Farms size. (Ha.) Output (€) Farms size. (Ha.) Output (€) Farms size. (Ha.) Output (€) Farms size. (Ha.) Output (€)
Farms size. (Ha.) Output (€) (Ha.) (Ha.) (Ha.)
139,860 32.7 30,726 Tipp. (N) 3,805 39.6 41,104 Galway 13,445 25.8 13,852 Kerry 8,412 34.0 27,429 W. Meath 3,459 37.1 30,519
Tipp. (S) 3,934 41.3 51,220 Clare 6,550 26.4 17,931 Limerick 5,991 34.5 39,703 Offaly 3,462 36.5 34,827
Cavan 5,282 26.4 34,528
Monaghan 4,565 23.3 45,534
1,117 70 300 82 56 77
944 1,202
200 113 1,303
Sligo 3,153
1,697
225 375
979
1,728 198
Leitrim 6,355
2,554
1,218
Donegal Dairying Dairying
Specialist Tillage
7,423 1,462
Specialised Beef
Tillage
Specialist Dairying Dairying
Cattle Production
Beef 566
Specialised Dairy
1,288 Specialist Beef Beef Production
Sheep
Sheep Production
Specialist Sheep Specialised Sheep Sheep
Tillage
Tillage Growers Mixed Grazing Livestock Mixed Grazing Livestock
Mixed
1,525 Other Mixed Mixed Crops & Livestock Mixed Crops & Livestock
Specialised Tillage
Total - 12,933 Mixed Field Crops
Mixed Field Crops 2,965
Total: 7,328
Mayo Total 13,230 Other
13,756 Other
Total 16,768
Westmeath 5,030 783 Total 19,995
11,510
Offaly
Roscommon Cavan
Longford Monaghan
Laois
Roscommon/Longford Mayo Waterford/Kilkenny/ Wexford/ Wicklow/Carlow
Kildare Advisory Region Advisory Region Advisory Region Advisory Region
Meath
Louth No. of Ave. farm Ave. Std. No. of Ave. farm Ave. Std. No. of Ave. farm Ave. Std. No. of Ave. farm Ave. Std.
Dublin Farms size. (Ha.) Output Farms size. (Ha.) Output Farms size. (Ha.) Output Farms size. (Ha.) Output
(Ha.) (€) (Ha.) (€) (Ha.) (€) (Ha.) (€)
Galway
Roscommon 6,313 27.1 13,508 Mayo 12,458 22.4 11,473 Waterford 2,761 45.6 61,693 Wexford 4,426 41.2 48,716
Clare
Longford 2,601 28.0 20,157 Kilkenny 3,737 44.1 50,567 Wicklow 2,394 42.3 36,891
Tipperary OAK PARK Wicklow Carlow 1,802 39.2 40,426
Knockbeg Carlow
Wexford
312
1,005
Solohead 674
360 86 101
466
Kilkenny 213 1,046 627
205
Waterford 1,372 Specialist Tillage 596
Kerry 6,543
965
Cattle Production 1,427 Specialist Dairy
Specialist Dairying
Limerick Cattle Sheep
747
1,167
Specialist Beef Specialist Tillage
Sheep Mixed Livestock Specialist Sheep Specialist Beef
519 1,308
265 Specialist Sheep
Dairying Mixed Grazing
Cork East Mixed
Mixed Grazing
2,272 Other
Mixed Crops & Livestock
Dairy Mixed Livestock & Crops
Mixed Crops
Total - 12,458 Mixed Field Crop
Other 7,497 Other 1,099
Cork West Total 6,498 Other
Total - 8,914 2,678
Total 8,622
2,942
20 21Teagasc Agricultural Advisory
Strategic Pathways for the
Strategic Pathway 3:
Service 2015-2020
Increase front-line advisor numbers to 240
Numbers of Teagasc advisors in
various age cohorts
There is a risk that if the mainstream number of
60
advisors continues to decline and reaches a critical
level, farm organisations, other stakeholders and
industry partners will inevitably look at other ways 50
to support innovation or withdraw from innovation
support totally. The consequences of this would
40
be a significant reduction in the level of innovation
support provided under the Teagasc programme
umbrella and a significant reduction in efficiency 30
and output. There is no doubt as a consequence
that the ambitious targets under Food Harvest
20
2020 and its successor that’s under preparation
would be severely compromised.
10
The regional advisor is central to the effective
delivery of Teagasc’s strategy to drive
0
sustainable farm incomes through productivity. Age Age Age Age Age Age Age Age Age
In order to achieve the ambitious growth and 20-25 26-30 31-35 36-40 41-45 46-50 51-55 56-60 61-65
sustainability targets set out in Food Harvest
Male Female
2020, and what’s likely to be laid out for its
successor that’s in preparation while also fulfilling
other public good obligations, Teagasc regional and
senior managers believe a minimum of 240 Total advisor numbers are projected to decline to
frontline advisors is essential. 182 by 2020 in the absence of recruitment. In fact
advisor numbers at present are already running
Recruitment of advisors has not been evenly at about 10 below the critical figure of 240 which
distributed across the country over recent decades. regional and senior managers believe is essential
As for the public sector generally, there have been to sustainably serve clients and achieve FH2020
periods of strong recruitment and occasional targets.
moratoriums. This has led to the variation in the
number of advisors per age cohort that’s observed
across the regions. The chart opposite illustrates
that a large number of advisors will retire in the
coming five-year period.
These retirements and the current moratorium on
recruitment will lead to a precipitous fall in adviser
numbers in the coming years. Any further
reduction in advisor numbers will therefore
compromise the entire innovation support system.
22 23Teagasc Agricultural Advisory
Strategic Pathways for the
Service 2015-2020
Client numbers per advisor
With the decline in advisor numbers, average However the situation is now close to becoming The reduction in Advisors
client numbers per advisor has risen from 111 in unsustainable with so many farms requiring on farm between 2014 and 2020.
2008, to 183 in 2014. Due to projected retirements, advice with economic, production and
the number of clients per advisor will rise further environmental problems.
to 242 in 2020 if there is no recruitment. This client
Client numbers per advisor, 2008-2020
workload is clearly unsustainable. (without recruitment)
300
The establishment of discussion groups in recent Sligo Leitrim
years has helped to compensate for the increased 250 4 Donegal
number of clients to some extent but one-to-one 200
consultations and farm visits have decreased
150
significantly. Farm visits are highly effective in
100 Westmeath
generating trust between client and advisor and Offaly
play a key role in the adoption of technology and 50 Cavan
hence in the enhancement of on-farm 2
Mayo
Monaghan 7
0
productivity and sustainable incomes. 2008 2014 2020
Roscommon
The regional staffing picture Total number of Teagasc advisors,
2008-2020 (without recruitment)
2 Longford
Laois
450
Teagasc has successfully retained its impact with 400
Kildare
Meath
farmer clients by increasing group based activity at 350 Louth
the expense of one-to-one on-farm visits. 300 Dublin 8
Excluding GLAS, Teagasc has outsourced 250
20-25% of activities at full-cost recovery. Increased 200 Galway/
efficiency in the use of online services and in the 150 4 Clare
co-ordination of publications. 100
50 Tipperary OAK PARK Wicklow
0 3 Knockbeg Carlow
2008 2014 2020 Wexford 4
Solohead
Kilkenny
Waterford
Kerry/
5
8 Limerick
Cork East
5
Cork West
5
24 25Teagasc Agricultural Advisory
Strategic Pathways for the
Strategic Pathway 4:
Service 2015-2020
Intensify the overhaul of the Teagasc advisory service
delivery model
Teagasc delivers a portfolio of advisory services The Strategic Alliance option
ranging from education and ‘knowledge transfer’ to
enabling farmers to optimise their utilisation of Teagasc has successfully established a Strategic
EU and national schemes. A minimum cohort of Alliance with Farm Relief Services (FRS) to assist
240 of frontline advisors is a necessary requirement in the delivery of the GLAS Scheme. This
for the viability of the advisory service but it will partnership arrangement will operate for the
not be sufficient to address the existing and lifetime of GLAS during which Teagasc may
anticipated pressure on the delivery of core consider evolving the partnership into related areas
‘Knowledge Transfer’ services. Other actions will be of work (i.e., schemes), where the need arises.
required. A menu of such actions is set out below.
These actions are based on the prioritisation of The primary objective of such arrangements will
Teagasc’s education and ‘knowledge transfer’ be to maintain the strong focus of Teagasc staff
activities and on the need for Teagasc to on the sustainable intensification of their clients’
continually refresh its client base by the farms (i.e, ‘Knowledge Transfer’) while providing
recruitment of new entrants to farming. a scheme-support service to farmers who wish to
avail of funded programmes in the RDP 2015-2020.
Continue to sub-contract the delivery A partnership arrangement is also considered
of non-core work to be the most effective way for Teagasc to
maintain a strong relationship with its client base.
Teagasc instigated the sub-contracting to private
providers of REPS Records compilation for its Teagasc Technology Outreach service
clients in 2012. In early 2014 the sub-contracting
of other schemes and data management Teagasc recognises the need to reach out to a
support work was also initiated. Sub-contracting wider cadre of rural professionals (e.g. private
was implemented on an advisory regional basis. agricultural consultants, veterinarians, professional
The administration involved was significant but agricultural staff employed in the banks and
lessons were learned and the process has been agri-businesses, legal and financial companies
improved and is now working well. So far the involved with the agricultural sector, etc.) who
financial outlay on sub-contracting is about are in regular contact with farmers. With reduced
€500,000 or equivalent to about 12 work units. staff resources the establishment of a Technology
Outreach Service to be known as Teagasc
In future sub-contracting will be extended to Connected will provide Teagasc with another
other DAFM Schemes, ‘nitrate derogations’ and avenue for ensuring that its unique bank of
the production of e-Profit Monitors. The Teagasc technological and research knowledge will be
experience is that outsourcing is not suitable for transmitted, at least indirectly, for the benefit of
core ‘knowledge transfer’ activities. However, for the maximum possible number of farmers.
sub-contracting to work effectively, particularly in This service will be in the form of Continuous
relation to implementation and quality control, Professional Development programmes delivered
a high level of administration and assistance from by Teagasc specialists, advisors and researchers.
local advisors is required. It is planned to commence this service in the next
couple of months.
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