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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2002 - 20107

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Now showing 1 - 7 of 7
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    Improved integrated resource planning in the Australian Sugar Industry : Final report CTA039
    (Sugar Research and Development Corporation (SRDC), 2002) Walker, D; Johnson, A
    The 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.
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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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    Sugar communities and resilience to change : opportunities for enhancing women's participation in sustainability initiatives
    (Sugar Research and Development Corporation (SRDC), 2008) Jakku, E; Bellamy, J; Bohnet, I; Finlayson, W
    This project was funded by SRDC, in partnership with CSIRO Sustainable Ecosystems and the University of Queensland. The project commenced in November 2005 and this final report, completed in November 2008, summarises the key outputs, outcomes and lessons that have emerged from the project.
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    CANEGROWERS strategy for women and teams : Final report CMC001
    (Sugar Research and Development Corporation (SRDC), 2007) McGowan, C; Deguara, J; Mullins, R
    This report outlines the results of a project to address the issue of women in leadership roles with the sugar industry in Queensland. The aim of the project was to increase participation of women and other members of the farm family business team, as active members, in leadership roles within the organisation CANEGROWERS through.
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    Building grower capacity in steps : Final report REL001
    (Sugar Research and Development Corporation (SRDC), 2008) Roberts, K
    When research began with this group, the group had two main aims. One was to have an outward focus by expanding and become involved with the industry and community and the other to continue with innovative farm trials. Energy for the first aim waned and with it, energy for this project. Even though this project ended early and did not reach its full potential as intended, there was a significant amount of learning between researchers and group members. A lot was learnt about what was involved in implementing group members’ vision of an expanded group, the benefits that this will bring and the steps needed to implement the vision.
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    Project Mackay alignment of grower services (MAGS) : Final report MAP002
    (Sugar Research and Development Corporation (SRDC), 2010) Ashburner, BJ; Markley, JA; Muscat, J; Latter, K
    The Mackay Sugar region recognised that there was room for improvement of grower services which were available in the region and many issues were discovered to exist. An Alignment group was established which consisted in its final form of 33 people covering 8 organisations with 8 elected grower leaders, 9 informal grower leaders, 11 management level leaders and five other selected staff members (from three organisations). This group appointed a Project Committee and from this Project teams were formed to complete specific tasks. There was also a Stakeholders Group which was selected by the Chairmen of Mackay Sugar Limited and Mackay Canegrowers Limited. This was to enable decisions and negotiations to take place with sufficient authority (power).