I myself have to admit to frequently falling into the “cynical and angry” tent.
Only with some effort and support have I managed to move out of that mindset, well most of the time, and forgive myself when I am not. I have many doubts about even writing this opinion piece as I struggle with my thoughts and feelings being important to anyone else.
But that’s a vicious cycle I have been caught in before, so bugger it here goes.
I figure by writing this I’m finally fully committing to my dairy industry, not just my dairy farm.
The dairy industry was born on the ideal of the co-operative movement, a body that unites its members for economic, social and cultural benefit.
Originally, fear that their perishable product wouldn’t be processed motivated dairy farmers to take control of their collective destinies. Co-operatives were also an opportunity for business-minded farmers to gain more for their hard work and toil for themselves.
But what now? What does a co-operative look like now in an industry going through so much change? A positive financial outcome is a result, but not a reason for its existence.
As an industry, generations of farmers have taken the opportunities this foundation initiated and with the encouragement of politicians have created personal wealth.
That helped drive a standard of living for our communities and country through pastoral dairy farming. However, now fewer and fewer farmers feel connection and value in the co-operative model, particularly while the pace of change and the risk of reducing wealth seem to be getting greater.
Over the coming year I feel it is beholden upon all of us, not just dairy industry leaders, to re-capture that sense of unity and control that shaped our sector in the first place.
To capture the scale of change required will demand industry leadership better know their farmers – every dairy farmer matters.
If we keep losing farmers, at what point do we not have enough players for a functional team?
We aren’t a ‘market-led industry’ we are a people-led industry who respond to markets, people matter. These often difficult conversations will require empathy and listening so inspiring leadership can take the industry forward with greater self-confidence.
Talk of big sticks to beat farmers with will send the wrong message to me as a farmer, the New Zealand public and our customers.
That’s not the values I live my life by and not the industry my family committed to 90 years ago.
Rather, concrete expectations and support with pathways for improvement or exiting the industry could be a more productive strategy.
However, the speed of change must also be tempered by the physiological resilience of our farmers and communities, otherwise the ultimate cost could be lives. Some vocal commentators might contemplate that point before penning opinion pieces.
It’s not something people often now speak to, care and empathy, and I know many will read this and dismiss it as bullshit and just demand action – now!
The pent-up fear, anger and disappointment, especially in some of our co-operative performances and some environmental outcomes, needs to be heard.
But I also want to acknowledge that many dairy farmers are achieving great things both individually and by their involvement and inclusive community groups. They serve industry and the environment without the expectation of self promotion or importance. I am hugely inspired by their commitment and love, making choices only their grandchildren will appreciate.
Many more of us though must commit to this future so we take back control of the dairy industry’s direction, or risk the government and regulators taking even more from us, if it’s not too late already.
We are operating in a political environment where the coalition government has environmental improvements as a key electoral promise, and make no mistake they intend to get improvement.
With New Zealand’s short-term election cycle accelerating expectations, the government wants to see runs on the board around those environmental promises. It has few votes to lose by alienating the rural sector, and dairying in particular, in getting those runs.
A positive, re-unified dairy sector injected with self-confidence (not arrogance) and engaging (ego-free) leadership must aligned with the government’s environmental mandate. We could then have the unusual, but welcome, prospect of a Labour-led government championing our success and initiatives.
Our Prime Minister Jacinda Ardern may be from the dairy heartland of Morrinsville but I am not sure she would openly champion our sector at present. But with some sound strategy I think we can win her and her colleagues to that point.
I know the next decade will be difficult and painful as my dairy industry deals with these huge head winds, but it is up to all of us to be brave.
Just make a plan and begin the journey. Those that can pick up environmental initiatives or land use change must do so, and quickly. Then we must strive to bring those less capable, financial or enlightened along with us, to create a culture of change and build national pride.
Taking the lead around change ourselves, we can inspire, and most importantly live up to common industry purposes and values that invest in our responsibilities to people, animals, land and water.
Farmers though should rightfully demand that any possible return on this investment must be captured by farmers. This I feel is the future and fundamental importance and purpose of the co-operative model, to enable change and return value, be selfless.
I know I’m a little short on evidence, facts and examples, bit slack for an ex-scientist, but these are just the thoughts of dairy farmer, right or wrong, I’m committed, bring on 2019.
