The farm manager's job
Before this course: Commercial Crop Farming: irrigation, soil and post-harvest (course 2.16.3). A farm is like a kitchen with many dishes cooking at once. The cook does the stirring. The manager decides which dishes to make, who cooks each one, what it costs and whether people will buy it.
- Before this course: Commercial Crop Farming (course 2.16.3), and before it Crop Planning (course 2.16.2) and Start a Small Farm (course 2.16). You can already plan rotations, keep field, input, harvest and sales records, manage soil, water, pests and cooling, and cost an upgrade with a payback period. This course is about running the whole farm as a business and leading people.
- Enterprise. FAO's farm management text describes an enterprise as a set of input-output relationships that uses resources to produce one or more final products. Enterprises are named by their main product (for example "tomatoes" or "lettuce").
- Activity. One enterprise can have several activities, such as different ways of producing the same product (for example field tomatoes and tunnel tomatoes).
- The manager's cycle (a common textbook way to describe management): plan, organise, lead and control. Plan what to grow and sell; organise land, people, money and equipment; lead the team; control by comparing results with the plan and changing course.
- Decisions belong to the manager. Workers follow the plan and SOPs. The manager decides crop mix, buyers, budgets, hiring, certification and risk.
- Weekly and monthly rhythm. A short weekly meeting (jobs, safety, problems) and a monthly review of the budget, cash flow and records keep the farm on plan.
- Decision log. Write each important decision with the date, the reason and the numbers used. Next season it tells you what worked.
- List every enterprise on your farm (each crop you sell, and any other product such as seedlings).
- Under each enterprise, list its activities (for example open field and tunnel).
- For each enterprise, write the land, labour hours and main costs it uses.
- Write the plan, organise, lead and control jobs you do each week.
- Set a weekly 20-minute team meeting and a monthly 1-hour manager review in your calendar.
- Start a decision log with date, decision, reason and numbers.
- Check: you can name every enterprise, what it uses and when you next review it.
Read the video script
[Host] "A grower grows crops. A manager runs the farm."
[Text on screen: Enterprise = a product and everything it uses] "First, see your farm as enterprises: each product and the land, labour and money it uses."
[Text on screen: Plan. Organise. Lead. Control.] "Then do the manager's cycle: plan, organise, lead and control."
[Host] "Write down your big decisions. Your future self will thank you."
Draw an enterprise map of a real or practice farm: each enterprise, its activities, and the land, labour and main costs it uses. Start your decision log with one entry.
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I'm learning "Farm Manager: run a farm enterprise" on The Future Market. Lesson 1: "The farm manager's job". What the lesson teaches: - Before this course: Commercial Crop Farming (course 2.16.3), and before it Crop Planning (course 2.16.2) and Start a Small Farm (course 2.16). You can already plan rotations, keep field, input, harvest and sales records, manage soil, water, pests and cooling, and cost an upgrade with a payback period. This course is about running the whole farm as a business and leading people. - Enterprise. FAO's farm management text describes an enterprise as a set of input-output relationships that uses resources to produce one or more final products. Enterprises are named by their main product (for example "tomatoes" or "lettuce"). - Activity. One enterprise can have several activities, such as different ways of producing the same product (for example field tomatoes and tunnel tomatoes). - The manager's cycle (a common textbook way to describe management): plan, organise, lead and control. Plan what to grow and sell; organise land, people, money and equipment; lead the team; control by comparing results with the plan and changing course. - Decisions belong to the manager. Workers follow the plan and SOPs. The manager decides crop mix, buyers, budgets, hiring, certification and risk. - Weekly and monthly rhythm. A short weekly meeting (jobs, safety, problems) and a monthly review of the budget, cash flow and records keep the farm on plan. - Decision log. Write each important decision with the date, the reason and the numbers used. Next season it tells you what worked. The exercise I'm working on: Draw an enterprise map of a real or practice farm: each enterprise, its activities, and the land, labour and main costs it uses. Start your decision log with one entry. I'm stuck. Please: 1. Explain the main idea in plain, simple words with one everyday example. 2. Walk me through the exercise one small step at a time. Ask me what I've done so far before giving the next step. 3. Don't just give me the final answer. Help me do it myself, and check my work when I share it.
I'm a parent helping my child (about 8 years old) with a lesson called "The farm manager's job" from the course "Farm Manager: run a farm enterprise". Here's what the lesson says: Before this course: Commercial Crop Farming: irrigation, soil and post-harvest (course 2.16.3). A farm is like a kitchen with many dishes cooking at once. The cook does the stirring. The manager decides which dishes to make, who cooks each one, what it costs and whether people will buy it. The activity: Draw an enterprise map of a real or practice farm: each enterprise, its activities, and the land, labour and main costs it uses. Start your decision log with one entry. Please explain this so an 8-year-old understands: short sentences, a fun everyday example, and no hard words. Then give me 3 simple questions I can ask my child to check they understood, and a way to do the activity together, one tiny step at a time.
Sources
- FAO, Farm Management for Asia: a Systems Approach (1997), Section 4, enterprises and activities: www.fao.org/4/w7365e/w7365e07.htm
Enterprise budgets and gross margins
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Whole-farm budget, cash flow and partial budgets
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Lead and teach farm workers safely
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Certification and buyer audits
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Farm risk planning
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Traceability, recall drills and records
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Final project
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Quiz
What is a farm enterprise?
A product (such as one crop) and all the land, labour and inputs used to produce it.
Name the four parts of the manager's cycle in this course.
Plan, organise, lead and control.
How do you calculate gross margin?
Gross returns minus variable costs.
Why is gross margin not the same as profit?
It leaves out fixed costs.
Tomatoes earn a gross margin of 9,200 on 0.5 ha. What is the gross margin per hectare?
18,400.
Why can a farm that is profitable over a year still run out of cash?
Costs come months before sales, so cash can go below zero in some months.
What does a partial budget compare?
Only what would change: added income, reduced costs, added costs and reduced income.
Why must young workers under 18 not do hazardous tasks?
Farm work is one of the most dangerous industries, and hazardous tasks for under-18s count as child labour.
How do Farmer Field Schools teach?
Learning by doing in the field: observation, discussion, decisions and comparing practices on the group's own plots, led by a facilitator.
Does GAP certification always bring a higher price?
No. FAO says it does not always guarantee better markets or premiums, so ask the buyer first.
Name the five types of agricultural risk.
Production, price or market, financial, institutional, and human or personal.
How is a risk score calculated in the risk register?
Likelihood times impact.
What does "one step back, one step forward" mean?
Know who supplied you and who you supplied.
What is a mock recall?
A practice trace of one lot back to its bed and inputs and forward to every buyer, timed to find gaps.
Final exam
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Certificate
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