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4.1 Recommendations Specic to the

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
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;
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.
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These recommendations are summarised in Table 2 on pg. 44.