Collaboration, capability and development

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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, RN
This 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.
Developing the vision of the Tully Sugar Industry : Final report CG002
(Sugar Research and Development Corporation (SRDC), 2004) Lucy, P
The 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.
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:
Building capacity to lead and implement regional transformation in the sugar industry : Final report CSR029
(Sugar Research and Development Corporation (SRDC), 2004) Livingstone, G
This 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.
Tully Sugar Industry project : Working for our future, phase 2
(Sugar Research and Development Corporation (SRDC), 2005) Lucy, P
The 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.
Continuous improvement and innovation workshop : final report WS008
(2005) Tims, J
Reports 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.

Collaboration, capability and development

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