In a region where the land in "absentee ownership" is very great and increasing, there is a need for someone to handle it..just handle it. Handling it is more than the average farmer can do and stay in business. It is the work load that motivates people to go to the cities.
The Land Force provides high performance contract restoration, improvement, and lasting production of privately-owned rural land in western Virginia. It agresively exports similar excellent managerial services to other rural regions.
The Force, a major part of Rural System is now building staff, equipment, a communication network, and intellectual properties. These accompany the tactical and strategic work of the Force, aided by computers, to meet the unique and changing conditions of each owner and his or her lands and waters.
Grounded in millions of dollars of intensive, long-term research at Virginia Tech and elsewhere around the world, the Force moves those findings out onto the land, meeting the unique set of requirements of owners, neighbors, laws and local regulations, and a healthy natural system.
Founded in 2008 from the 50 years of experience of Dr. Bob Giles, the Force has developed a creative patented approach to analyzing land, then prescribing with precision for its long-term profitability. It uses an extensive knowledge-base tightly related to each 10-yard by ten-yard map square of the ownership. Each such GPS-located and GIS-mapped element of the property is used in determining the very best management for-profit, owner needs, and regional life quality.
Behind its many specific advantages and resource improvements, the Force increases local employment, sites for visitors, and community stability and growth.
On demand, it may serve in rescue and fire fighting missions.
In 2007 a major study was begun in Wisconsin .
"Within a relatively short period of time, there will be a major shift in Wisconsin and throughout the United States in the ownership of privately owned forest," said Al Sample, president of the Pinchot Institute. "We are facing the largest intergenerational transfer of private forest lands in our history, most of which will take place within the next two decades. Previous studies have shown that the new owners of forest lands don't necessarily share their parents' values or the hands-on commitment to keeping this property undeveloped. The forest landscape has been revitalized by land residents today. Who will be the next stewards of the state's forests? Will it be the children of current landowners? And will these offspring maintain the same commitment to the land as their parents?
The Land Force has been created to provide a variety of reasonable solutions with eight important parts for the land and regional strength ... for employees, for local children to stay in the area, and increased resource benefits:
Since the industrial revolution, farming has been unable to benefit mightily from those concepts. Now that people are leaving the farms and forests for the cities, attitudes of owners may be changing, and new needs and organizations are needed. The Land Force is a smart work force. It tends the land according to sophisticated plans. It uses equipment safely with experience. It implements on the lands and waters the recommendations derived from research. It keeps the records and make the changes needed for quantified improvements.
The diverse activities are a delight for the average worker who can be outdoors, never have a dull moment, always have something new to see and to implement. There is equipment to make and maintain. Fertilizers to apply in unique, new ways, new crops to prepare, new vertebrate damage techniques to use. When crises or projects of unusual size or seasonal change arise, there is a unified work force available.
Composed of many local people, the Land Force will hire superior students of colleges and universities with an early enthusiasm for outdoor socially-relevant work. They will be encouraged to live in select areas and to "settle", especially in Rural System's environmentally superior building clusters provided for rent or sale or in Dogwood Inns.
The distinctive, comfortable work clothing brings pride to the members, added safety, as well as marketing gains for Rural System.
Equipment is moved and shared, aided by linear programming optimization.
Energy costs of transportation (people, tours, products, workers, etc. are minimized by computer models.
Equipment and skills are shown in public fairs, tourist events, and special occasions.
There are training sessions, most in the field.
Employment is eagerly sought within the Land Force for it is the new, changing " industry or economic development" that all rural localities seek ... low capital, easy on the land, retaining a tax base, and justifying the historical roots that were and still are the base of urban raw products. Educational units are developed with Force members taking lead roles.
Making an effort to retain employees can help farmers reduce costs, according to experts at Purdue University, cited in an Indiana Ag Connection article (2008). When workers leave, there is not only the cost of replacing them, but the potential disaster of not having enough labor during planting or harvest time. Farms can increase worker retention by providing benefits, such as a health care plan, accommodating requested time off, retirement options, disability benefits, as well as providing a good work environment where all employees are treated with respect.
Anticipating that in the future the world will be full of thousands of refugee camps and communities, the Land Force develops working procedures and equipment systems for different ecological communities to serve these camps. The Rural System paradigm will be encouraged for use within them. Early superiority of service by the Land Force will reduce major competition for government and foundation contracts for superior, humanizing services.
There will be minor difficulties on staff assignments within groups and within the Land Force.
Perhaps you will share ideas with me about some of the topic(s) above .
Robert H. Giles, Jr.
July 3, 2005 revised 1/17/07