2.2 Labour
Permanent staff
Boss- Campbell.
Campbell is responsible for all of the, key decision making, policies and practices that go on within the operation. Campbell also delegates many of the daily jobs and manages all of the workers. Campbell is not always present on the farm due to having responsibilities within the Goat Cooperative. Campbell is slowly distributing more and more reasonability to the workers as he is wanting to have less involvement within the day to day running of the property, as within in the next one to two years he wants to have a full time manager or contract milker on the property.
Assistant Manager(2IC)-Bruce/John.
Carries out day to day jobs including, feeding, stock work, animal health, milking and maintenance. …show more content…
The expected production with 900 goats for the current season is 95000kg of milksolids. The expected pay-out is $18.50 per kg of milksolid, therefore the expected revenue for the goat enterprise is $1,757,500. Over the next three years the production is expected to increase to just under 140,0000 kg of milksolids, which is shown on the graph below, to be achieved though increased goats, genetic merit and improved productions system efficiency.
Figure 4 Current and Expected Production
Beef
− Hereford is the predominant breed
− Brought as risings twos
− Sold as rising threes
− Used to clean up paddocks where grass can not be cut for goats.
− They are feed the waste from the goats, a mix of grass, ddg, maize and molasses.
− They are sold to the works, date of sale is dependent of the schedule price
− Average kill out weight is 300kg
− They are set stocked
They are not the focuses of the farm, they are there just to make used of the land and clean up the rough.
Dairy heifers
− They are kiwi cross
− There are 55 on the property
− They were grazing on the property when it was brought and Campbell has just carried the client on.
− They are set …show more content…
− Strong cash flow, so possible outside investment.
− Increase per goat production through improved genetics and feeding.
− Grow more on farm, possible to use cropping.
− Increase machinery to decrease labour needs.
6.4 Threats
− Competition within the goat industry/ market threats
− Environmental conditions
− Diseases
− Health and safety 7.0 Management issues and proposed alternatives
7.1 Separation of the three blocks.
As explained earlier, the three blocks of land that are used for grass production for the goat enterprise are separated. Because of this it means that public roads are used to get the equipment from one block to the other. This results in daily trips up and down the public roads with heavy equipment, this considerably increases health and safety concerns of not only staff but the general public as well. One of the major problems of using the roads is that, when leaving the home block the road is double yellow lined, due to the road having a blind hill. This means that there is no room for passing, which in turn creates frustration for other road uses and increasing the risk of collisions; this has led to a couple of close calls. Another weakness of this separation is the time in which it takes to get from block to block, this results in decrease efficiency and increase in running costs. Therefore, I consider that this is a major management issue of the operation due to increase risks for staff and general
Permanent staff
Boss- Campbell.
Campbell is responsible for all of the, key decision making, policies and practices that go on within the operation. Campbell also delegates many of the daily jobs and manages all of the workers. Campbell is not always present on the farm due to having responsibilities within the Goat Cooperative. Campbell is slowly distributing more and more reasonability to the workers as he is wanting to have less involvement within the day to day running of the property, as within in the next one to two years he wants to have a full time manager or contract milker on the property.
Assistant Manager(2IC)-Bruce/John.
Carries out day to day jobs including, feeding, stock work, animal health, milking and maintenance. …show more content…
The expected production with 900 goats for the current season is 95000kg of milksolids. The expected pay-out is $18.50 per kg of milksolid, therefore the expected revenue for the goat enterprise is $1,757,500. Over the next three years the production is expected to increase to just under 140,0000 kg of milksolids, which is shown on the graph below, to be achieved though increased goats, genetic merit and improved productions system efficiency.
Figure 4 Current and Expected Production
Beef
− Hereford is the predominant breed
− Brought as risings twos
− Sold as rising threes
− Used to clean up paddocks where grass can not be cut for goats.
− They are feed the waste from the goats, a mix of grass, ddg, maize and molasses.
− They are sold to the works, date of sale is dependent of the schedule price
− Average kill out weight is 300kg
− They are set stocked
They are not the focuses of the farm, they are there just to make used of the land and clean up the rough.
Dairy heifers
− They are kiwi cross
− There are 55 on the property
− They were grazing on the property when it was brought and Campbell has just carried the client on.
− They are set …show more content…
− Strong cash flow, so possible outside investment.
− Increase per goat production through improved genetics and feeding.
− Grow more on farm, possible to use cropping.
− Increase machinery to decrease labour needs.
6.4 Threats
− Competition within the goat industry/ market threats
− Environmental conditions
− Diseases
− Health and safety 7.0 Management issues and proposed alternatives
7.1 Separation of the three blocks.
As explained earlier, the three blocks of land that are used for grass production for the goat enterprise are separated. Because of this it means that public roads are used to get the equipment from one block to the other. This results in daily trips up and down the public roads with heavy equipment, this considerably increases health and safety concerns of not only staff but the general public as well. One of the major problems of using the roads is that, when leaving the home block the road is double yellow lined, due to the road having a blind hill. This means that there is no room for passing, which in turn creates frustration for other road uses and increasing the risk of collisions; this has led to a couple of close calls. Another weakness of this separation is the time in which it takes to get from block to block, this results in decrease efficiency and increase in running costs. Therefore, I consider that this is a major management issue of the operation due to increase risks for staff and general