Collaboration, capability and development
Permanent URI for this collectionhttp://elibrary2.sugarresearch.com.au/handle/11079/13848
Research outcomes: A highly skilled industry workforce with the knowledge and capability to meet current and future needs of the industry. Connected and respected, both domestically and internationally. Motivated industry participants who promote an enthusiastic approach to solving industry issues.
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Item Improved integrated resource planning in the Australian Sugar Industry : Final report CTA039(Sugar Research and Development Corporation (SRDC), 2002) Walker, D; Johnson, AThe Australian sugar industry is at the crossroads. Responding to the challenges that it faces requires technical, institutional and social innovation. In responding, the sugar industry requires a capacity to deal effectively and efficiently with the economic, environmental and social consequences of alternative change pathways. This requires working to improve the planning capacity in cane growing regions. This project attempted to address this difficult challenge in two cane growing regions (the Herbert and Sunshine Coast / Moreton Mill) with the intention of generating learnings that could be applied to other sugar cane growing regions.Item Far North Queensland Sugar Industry Task Force (FNQSITF) : Final report SN002(Sugar Research and Development Corporation (SRDC), 2002) Grey, JThe Far North Queensland Sugar Industry Task Force (FNQSITF) was formed on the 16th June 2000 when it held its first meeting. Its objectives were to plan and implement ways of improving the situation in the sugar industry that at the time was in a parlous financial state. Task Force members and the SRDC provided the funding.Item Maintaining and enhancing core skills and capabilities within the NSWSMC, for a sustainable NSW sugar industry : Final report NSC004(Sugar Research and Development Corporation (SRDC), 2004) Messiter, GM; Beattie, RNThis report describes a 3 year project to improve industry competitiveness by maintaining and enhancing core skills and capabilities within the NSW sugar industry. The project commenced in July 2001. Seven major objectives to improve industry competitiveness were identified and include the delivery of an efficient plant breeding program; the maximising of productivity by controlling pest and diseases; the development of best practice for the NSW sugar industry for both on farm activities and relationships with the community; the development of new strategies to maintain the competitiveness of the NSW sugar industry; the delivery of an essential extension service to co-operative members; the maintenance of core skills within the co-operative for industry competitiveness and the development of an environmental management system for cane growing and to underpin environmental awareness with NSW cane growers. The project targeted three core areas identified in an activity plan for core competency funding (refer Appendix 1) developed at the commencement of the project.Item Managing farm safety in the sugar industry field sector(Rural Industries Research and Development Corporation (RIRDC), 2002) Allen, CJIt is a sad fact that rural industry contributes more than its fair share of workplace accidents and fatalities. Statistically, farming is one of the most hazardous industries in Australia. RIRDC has been actively supporting several organisations to introduce safety initiatives into rural industries. This project has focussed on the development of the materials necessary to introduce a safety management system into the sugar cane industry. The objective is to promote a risk management culture in rural industries. This project was funded by two R&D Corporations — RIRDC and SRDC. These Corporations are funded principally by the Federal Government. This report, a new addition to RIRDC’s diverse range of over 600 research publications, forms part of our (Human Capital, Communication and Information Systems) R&D program, which aims to enhance human capital and facilitate innovation in rural industries and communities.Item Developing the vision of the Tully Sugar Industry : Final report CG002(Sugar Research and Development Corporation (SRDC), 2004) Lucy, PThe project was successful in involving the community and industry sectors in a project which addressed the viability of an important industry facing a crisis. Community involvement provided an increased level of understanding of issues, and a recognition that all sectors needed to work closer together on issues, which were within their control.Item Researching accredited training needs for the Australian Sugar Industry : Final report CG003(2004)This report researches training needs for cane growers in Queensland and Northern New South Wales and addresses the project objectives:Item Building capacity to lead and implement regional transformation in the sugar industry : Final report CSR029(Sugar Research and Development Corporation (SRDC), 2004) Livingstone, GThis project arose from an emerging need to increase the capacity of leaders at all levels of the Australian Sugar Industry and its supporting communities. Specifically, the industry was going through a period of substantial change in technical and organisational systems in response to the need to build its international competitiveness and sustainability. New skill sets were seen to be necessary in order to achieve required changes in the organisation of sectors within the industry including changes to practices within individual organisations and developing new ways of working together with a whole of value chain approach.Item Tully Sugar Industry project : Working for our future, phase 2(Sugar Research and Development Corporation (SRDC), 2005) Lucy, PThe project utilised services of Organisational Psychologist Ian Plowman, to build capacity for change and develop the management ability of a number of participants in the Tully Sugar Industry.Item Continuous improvement and innovation workshop : final report WS008(2005) Tims, JReports and programs associated with the sugar industry have highlighted significant needs and opportunities for the industry including: ~ The need for significant performance improvement across all sectors ~ Effective transfer and implementation of best practices in relation to farm performance, harvesting and mill performance ~ Commitment to implementing best practice extension methods ~ Increasing the efficiency of industry bodies ~ Adoption of "whole-of-system" solutions, to enhance revenue and cost efficiency, and to facilitate environmental and social sustainability across the industry chain. These needs and opportunities pose a significant challenge to sugar industry R&D and extension (RD&E) service providers to improve their own performance, while also supporting their clients to achieve improved performance. A 12 month Continuous Improvement and Innovation (CI&I) program was proposed for people involved in sugar industry RD&E. The aim of the program was to improve the effectiveness and efficiency of R&D and extension services in the sugar industry through building the capacity of participants in continuous improvement and innovation (CI&I). The objective was to deliver a workshop on the principles, processes and tools of continuous improvement and innovation (CI&I) to up to 20 sugar industry service providers, with support over a 12 month period for participants to apply the skills and knowledge learnt in the workshop. Overall, the program achieved its aim and objective, but was less successful in achieving some of the higher leverage benefits targeted at the beginning of the project such as: ~ The involvement of the right proportion of practitioners, leaders and managers ~ The implementation of an effective and efficient R&D and extension service system. A system design was documented, but no action was taken to purposefully use it to implement a more effective and efficient service system. ~ The design of services to equip and support customers to continuously improve and innovate their thinking, and their on-farm practices, processes and systems. Program participants focused on improving existing services or successfully implementing new projects, rather than on leading the design and implementation of CI&I services for/with customers.Item Strategic baiting protocols for rodents in sugarcane : Final report STU033(Sugar Research and Development Corporation (SRDC), 2003) Ward, DThis research was undertaken to investigate the perceived problem of secondary poisoning risk to avian predators associated with the use of rodenticides in the Australian sugar industry. Although a minor component of the rodent integrated pest management strategy and used at relatively low levels, there is widespread public concern that their use can significantly impact raptor populations. At present, only anecdotal evidence of secondary poisoning events occurring in raptor populations are available and these relate to the use of Klerat® (active constituent: brodifacoum), a now de-registered rodenticide. Currently, two rodenticides are available for use in sugarcane crop, the acute toxicant Rattoff® (active constituent: 2.5 % zinc phosphide) and the first generation anticoagulant rodenticide Racumin® (active constituent: 0.037 % coumatetralyl). While laboratory trials indicate that raptors have a high toxic threshold to these rodenticides, trials conducted under laboratory conditions cannot reflect the complex processes which lead to secondary poisoning events that occur in the field. Given this, the objective of this project is to provide an ecologically-based field assessment of the risks that the use of rodenticides pose to avian predators in Australian sugarcane producing areas.