A method for assessing work productivity and flexibility in livestock farms.

Changes affecting livestock farming systems have made farm work a central concern for both the sector and for farmers themselves. Increased pressure on farms to be competitive and productive together with farmers' demand for greater autonomy, holidays or time to spend on private activities and the family converge to underline the two key dimensions of work - productivity and flexibility - required for the assessment of work organization. This paper proposes a method called the QuaeWork (QUAlification and Evaluation of Work in livestock farms) to assess work productivity and flexibility on a farm, and its use to identify how livestock management can contribute to work organization on dairy farms. The QuaeWork method was set up through an iterative process combining surveys conducted with farmers in two regions of France, discussions with different experts and literature review. The QuaeWork was applied on a sample of seven dairy farms in the southern Massif Central in France to identify patterns of how livestock management contributes to work organization. The QuaeWork was used to analyse work organization over the year through a systemic approach to the farm, integrating interactions between herd and land management, workforce composition, equipment facilities and combinations of activities through a characterization of 'who does what, when and for how long'. The criteria for assessing work productivity were work duration (routine work, seasonal work) and work efficiency (per livestock unit or hectare of utilized agricultural area). The criteria for assessing work flexibility were room for manoeuvre and adjustments to internal and external events. The three main patterns of livestock management practices to work organization were identified. In pattern-1, farmers used indoor stable feeding practices with delegated work, with moderate room for manoeuvre and efficiency. In pattern-3, farmers used simplified milking, reproduction and breeding practices to seasonalize work and make it efficient with consistent room for manoeuvre. The method suggests social sustainability criteria to assess work productivity and flexibility, which are important for making reasoned decisions on livestock farm changes, especially innovations. Researchers could usefully exploit the QuaeWork to integrate work objectives (productivity, flexibility) into technical and economic goals.

The herd, a source of flexibility for livestock farming systems faced with uncertainties?

'Adapt to endure' has become a necessity in agriculture, but the means to do so remain largely undefined. The aim of this literature review is to analyse how the herd contributes to a livestock farming system's capacity to adapt to a changing world and evolve when the future is uncertain. We identify six categories of elements linked to the herd, called 'sources of flexibility', that are used to manage perturbation. The first three are: using the animal's adaptive capacities, using the diversity of species and breeds and combining the diversity of animal products. The last three are: organising the mobility of animals and livestock farmers, juggling the herd numbers and mastering the balance between productivity and herd survival. These sources of flexibility are described in the literature by studying the different ways in which they are used. For example, the 'juggle herd numbers' source is described by volume, categories of animals, type of transfer, such as births, purchases or gifts, and timing of use, especially linked to the timing of the perturbation. Identified studies also compare or rank sources and analyse the connections between them. The flexibility framework (management science) is used for this analysis according to the levels of organisation of a livestock farming system: a strategic level referring to long-term options and to the capacity to modify the system structure, and an operational level referring to adjustment decisions during the productive cycle, the presence or absence of intervention by the livestock farmer, and the time scales involved. We conclude that the decision to use one or another source (in terms of modalities, alternatives, scheduling and combinations) is made according to the production objectives, the structural means, the type/frequency/intensity of perturbations and the context/environment. Consequently, the flexibility of a livestock farming system cannot be assessed in absolute terms. Enhancing flexibility needs management of all elements and scales involved (and not only the herd), and requires diversity to be organised at different scales.

Qualification and assessment of work organisation in livestock farms.

Farmers have to cope with both society and market pressures in their working practices, as well as with the enlargement of farms, off-farm opportunities and profound changes in the workforce. Expectations in terms of working duration and rhythms are increasingly expressed by farmers, meaning that working conditions and the efficiency of work organisation are critical issues nowadays. The bibliography shows that work organisation is mainly discussed by social scientists, but that livestock scientists make a significant contribution to the debate. Indeed, technical changes modify working calendars, priorities between tasks and interchangeability among workers; technical adaptations are levers to solving problems of work with equipment, buildings and the workforce. We present here French approaches to work organisation that take into account livestock management and its implications in work organisation. The 'Work Assessment' method represents the work organisation and evaluates work durations and time flexibility for farmers. The ATELAGE model describes and qualifies work organisation with its various regulations and time scales, integrating the other activities - economic or private - that farmers can carry on. Three principles underpin them: not all workers are interchangeable; tasks have different temporal characteristics (rhythms, postponement, etc.); and the year is a succession of work periods that differ in their daily form of organisation. We illustrate with concrete examples how these approaches contribute to helping and guiding farmers in their thoughts about change.

Explaining diversity of livestock-farming management strategies of multiple-job holders: importance of level of production objectives and role of farming in the household.

We characterised the livestock-farming management strategies of multiple-job holders and identified which variables contributed most to the differentiation of these strategies. We hypothesised that they would mainly be differentiated by the contribution of the farming income to the total household income and the availability of the household members for farming. The multiple-job holding livestock-farmer's motivations, decisions and actions about both multiple-job holding and livestock farming were obtained in semi-directed interviews of 35 sheep farmers who held multiple jobs, on farm and off farm. They were synthesised into six variables characterising the diversity of the livestock-farming objectives and management guidelines. Thanks to a multiple factorial analysis, we showed that the diversity of the sheep-farming management strategies of multiple-job holders was better explained by two factors 'level of motivation of the farmer to get high technical results' and 'more personal fulfilling v. the family business conception of farming', than the factors we hypothesised. Within our sample, the performances ranged from 0.7 to 1.4 weaned lambs per ewe per year. Six sheep-farming management strategies were identified. They illustrated the importance of the level of production objectives and of farming income expectation, which were found to be independent, in explaining diversity. No direct relationship between farm work organisation and sheep-farming management strategy was identified. Explaining the diversity of the livestock-farming management strategies of multiple-job holders appears to require that all the benefits expected from farming and their hierarchy be identified before analysing how they are translated into production objectives and management guidelines.