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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2004 - 200924

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Start date: 2004End date: 2009

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    Assessment of NutriSmart, a new environmentally friendly fertiliser in the Herbert River sugar-growing region
    (Sugar Research and Development Corporation (SRDC), 2006) Crisp, C
    "In recent years Australian cane growers have sought to maintain viability and world competitiveness in an increasingly tougher export market environment by adopting new farming practises which are more profitable and sustainable” (www.canegrower.com.au). In addition the industry is confronting the ever increasing pressure of potential environmental issues, particularly with regards to nutrient losses and influence on sensitive ecosystems, such as the Great Barrier Reef Lagoon.
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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.
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    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.
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    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:
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    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.
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    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.
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    Generation Next Forum : Townsville evaluation report
    (2006) Phillips, C
    The Generation Next Forum resulted in approximately fifty young people from all sectors of the Australian Sugar Industry identifying practical commitments they could contribute to the future of the industry. The Generation Next Forum was conducted in Townsville between the 15th and 17th of February 2006. Approximately thirty senior industry leaders were also involved in the Forum, both gaining an understanding of the delegates’ perspectives and resourcing them with information and knowledge. The industry leaders also made commitments to continue to invest in the development of delegates through practical initiatives. The Forum provided opportunities for delegates to gain exposure to ideas, perspectives, skills and opportunities from a wide range of industry stakeholders and several from outside of the sugar industry.
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    Specialist grower groups enhancing BMP packaging and adoption in Innisfail, and Babinda districts : Final report IBS002
    (Innisfail Babinda Cane Productivity Services, 2008) Horsford, B
    It was generally accepted throughout the sugar fraternity that grower group structures within the Innisfail / Babinda region were generally disjointed and, at times, lost credence by peers through the lack of network communications available to the existing group structures. Funding opportunities for these loose groups and some individuals were limited as government agencies demanded accurate grant applications, community consultation, fiscal accountability and prompt acquittal of funds. Even with this ad hoc approach there was a history of innovation (from the region) and it was felt structured and better organised grower groups would assist greatly in nurturing and developing these innovative ideas. The concept was to develop the skills of key leaders to lead and develop the group processes throughout the district whilst recognising the unique locality and nature of the industry in this region.
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    Developing the leadership capacity of the Australian Sugar Industry : Final report LDI001
    (Sugar Research and Development Corporation (SRDC), 2008) Phillips, C
    Young members of the Australian Sugar Industry see themselves as being isolated from the decision-making process, primarily because they don’t understand the process but also due to a lack of investment in developing skills in this area. The industry is foregoing the benefits of having all industry sectors contribute to this process.