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What is the Back-office?
To support advisors in their job and integrate them within the AKIS, Reg. (CE) 2021/2115 introduces the “Back-office”.
The "back-office" consists of specialised support and up-to-date knowledge to be offered to “on-field” advisors to help them in having a holistic approach to farm decisions.
Modern advisory approaches should help connecting advisors with research and CAP networks and support them to deliver qualitative advice and innovation support. Such actions may fund as intervention under the Strategic CAP AKIS plans. They help at the same time the integration of advisors within the AKIS, the provision of quality advice through knowledge flows and bridging between science and practice, as well as the emergence of interactive innovation projects. However, taking on new roles required personal attitudes and a huge variety of competences and knowledge that, hardly, may be owned by a single individual.
The lack of strong back-office processes (e.g., no internal process support, no time allocated for developing skills in innovation, not enough contact with researchers and other AKIS actors, etc.) is one of the main bottlenecks when trying to strengthen the AKIS. In order to compete effectively with sales representatives, public or private impartial agricultural advisory services require professional back-office support to gather information on innovative technologies, modern management and application of new ICT technologies.
However, specific attention needs to be given also to involve private advisors in the services provided, taking into account that their linkages with research and CAP/EIP networks on innovative knowledge are, usually, quite limited. It can be very helpful that private advisors get full information on a number of priority practices linked with tackling societal challenges, such as integrated pest management, climate change, environment, reducing water use etc.
The functions of the “back-office” are aimed at supporting on-field advisors with competencies, up-to-date knowledge and linkages with actors that are relevant to help solving complex problems, thus supporting innovation processes based on farmers’ demands and co-construction of solutions.
To provide this support, “back-office” need to ensure a high degree of connectivity in the AKIS system, in particular with researchers, advisors, H2020 Multi-Actor Projects and EIP Operational Groups bringing in innovative knowledge, but also with suppliers of inputs, other parts of the chain, with policy makers and with the broader society. This enables "back-office" to reply to specific questions asked by on-field advisors and to provide them with regular training on the latest knowledge.
Besides managing the necessary knowledge for front-office use, back-offices can actively build networking activities for various purposes (e.g., rural development networking, dedicated innovation platforms, "agro-food communities", etc.), allowing farmers and other stakeholders to meet and give a start to start-ups or innovative projects. Among these, back-offices should also help advisors in organising working groups (by linking research /advisory / SME / ecc.) to find a solution to a complex problem and, as a consequence, supporting the raise of EIP- AGRI operational groups.
Moreover, the 'back-office' could also be assigned to data collection and sharing, thus creating economies of scale.
Based on the practice knowledge reservoirs (e.g., database of EIP Practice Abstracts, EU-FarmBook) and further input from the CAP/EIP networks with a focus on innovation, back-office may also develop a number of digital tools to be put at free disposal of advisors (for instance, a Whatsapp group service for advisors to help solving problems; from the field Q&A; databases with IPM solutions for crops; info on pest and disease levels; data for sound nutrient and pest management; etc.).
Due to the tasks to be accomplished, the “back-office” needs to be built in strong collaboration between all researchers and impartial advisors, as well as with existing farmers' groups, organisations and the national and regional CAP/EIP networks who have a focus on spreading knowledge and innovation, in particular capturing the innovative knowledge from EIP OGs and Horizon 2020 MA projects.
The two practices reported in this "Compendium" show a similar approach to the implementation of back-office. In both cases, databases and digital tools represent the core of the service. The cases of Veneto and Friuli Venezia Giulia Regions raise the issue on how to tailor the service to the different contexts. The territorial coverage of the back-office is relevant, especially in large countries that are characterised by a diversity of farming systems.
Moreover, outsourcing services to an organisation that has been operating in the territory for decades offers the opportunity to take advantage of the relational heritage created over time, which is now fundamental in facilitating the connection of the various AKIS actors, and, above all, to benefit from the trust gained by the advisors.
The back-office is a new intervention within the CAP, and it is interesting to see if and how it has been/will be implemented. Some questions:
