From Morris Dorrosh's Agriweek:
Let George do it
If the Board can’t get competitive
prices, should it get out of the way?
According to another report that
appeared last week, the trouble with the Canadian Wheat Board is that it
is too involved in details, such as
selling grain and getting it shipped
to salt water.
The report, by Richard Pedde and Rolf Mirus, issued by the University of Alberta’s Western Centre for Economic Research, suggests that these core functions could be farmed out to private contractors.
Pedde farms at Indian Head, Sask.
and also teaches at the University of
Alberta.
He is at least a lukewarm supporter of the single-desk system and in 2007 authored an inconclusive comparison of prices received for wheat at comparable locations in Alberta and Montana.
This new report argues that day-today
operations of the Board can be
improved while retaining its monopoly.
‘Modest’ changes could increase
transparency and efficiency and get better prices for producers.
Logistics, marketing and trading of
grain would be outsourced, allowing
the Board, especially its directors,
to concentrate on long term strategy.
Auctions would be held to select the
highest qualified bidder.
The resulting system, Pedde says, could use publicly-visible benchmarks
such as U.S. wheat futures prices for ‘transparency’.
Credit and performance risks would be shifted to specialists while guaranteeing producer payments and proper service to Board customers.
The Board already outsources management of its foreign exchange and interest rate risk.
The scenarios are admittedly hypothetical and its premise is that
results commonly improve when
business functions are outsourced.
The report firstly insults the people
within the Board currently responsible
for marketing and logistics, and
secondly assumes that more highlyqualified contractors would come
forward with sufficient motivation to
not just obtain better prices from
Wheat Board customers but sufficiently
better to generate a profit for
themselves.
It would also remove from the Board the very things that, in its inflated self-opinion, make it
the world-class marketing powerhouse.
The Board would become basically a regulator and enforcer, tasks at which it does excel.
It is also hard to imagine that such a scheme would be acceptable to farmers who either support or oppose the marketing monopoly.
It would not change the compulsory, repressive aspects of the Board system, with is the main thing in the present controversy.
What some qualified economic researcher should really look into is
the
(a) possible impact of the
Board’s trading in Minneapolis
wheat futures of the last six months,
and
(b) the matter of the origin of
soaring U.S. malting barley and durum
wheat exports offshore at a time
when that country is one of the biggest
importers of Board grains.
Parsley
Let George do it
If the Board can’t get competitive
prices, should it get out of the way?
According to another report that
appeared last week, the trouble with the Canadian Wheat Board is that it
is too involved in details, such as
selling grain and getting it shipped
to salt water.
The report, by Richard Pedde and Rolf Mirus, issued by the University of Alberta’s Western Centre for Economic Research, suggests that these core functions could be farmed out to private contractors.
Pedde farms at Indian Head, Sask.
and also teaches at the University of
Alberta.
He is at least a lukewarm supporter of the single-desk system and in 2007 authored an inconclusive comparison of prices received for wheat at comparable locations in Alberta and Montana.
This new report argues that day-today
operations of the Board can be
improved while retaining its monopoly.
‘Modest’ changes could increase
transparency and efficiency and get better prices for producers.
Logistics, marketing and trading of
grain would be outsourced, allowing
the Board, especially its directors,
to concentrate on long term strategy.
Auctions would be held to select the
highest qualified bidder.
The resulting system, Pedde says, could use publicly-visible benchmarks
such as U.S. wheat futures prices for ‘transparency’.
Credit and performance risks would be shifted to specialists while guaranteeing producer payments and proper service to Board customers.
The Board already outsources management of its foreign exchange and interest rate risk.
The scenarios are admittedly hypothetical and its premise is that
results commonly improve when
business functions are outsourced.
The report firstly insults the people
within the Board currently responsible
for marketing and logistics, and
secondly assumes that more highlyqualified contractors would come
forward with sufficient motivation to
not just obtain better prices from
Wheat Board customers but sufficiently
better to generate a profit for
themselves.
It would also remove from the Board the very things that, in its inflated self-opinion, make it
the world-class marketing powerhouse.
The Board would become basically a regulator and enforcer, tasks at which it does excel.
It is also hard to imagine that such a scheme would be acceptable to farmers who either support or oppose the marketing monopoly.
It would not change the compulsory, repressive aspects of the Board system, with is the main thing in the present controversy.
What some qualified economic researcher should really look into is
the
(a) possible impact of the
Board’s trading in Minneapolis
wheat futures of the last six months,
and
(b) the matter of the origin of
soaring U.S. malting barley and durum
wheat exports offshore at a time
when that country is one of the biggest
importers of Board grains.
Parsley
Comment