Knowledge and technology transfer and adoption

Permanent URI for this collectionhttp://elibrary2.sugarresearch.com.au/handle/11079/13847

Research outcomes: Research results and new technologies are communicated and transferred in an appropriate and timely manner across the industry value chain, supporting increased uptake of best-practice and innovative technology. A skilled advisory sector that drives the adoption of new technology. An industry knowledge base that incorporates and makes freely available the most up-to-date production methodologies to industry. Collaborative alliances, partnerships and networks that optimise synergies, integrate knowledge and share best-practices.

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Canegrowing and sustainability - a survey of Australian cane growers with particular reference to the Code of Practice for Sustainable Cane Growing in Queensland : final report BSS238
(2000) O'Grady, C; Christiansen, I
The sustainable management of soil and water resources is crucial both for the productivity of sugarcane growing and for the protection of the environment. Canegrowers recognise the importance of maintaining the condition of the natural resource base for farm viability. Community concern over recent years has focused attention on the potential impacts of agricultural practices on the off-farm environment, particularly aquatic and marine ecosystems and regional biodiversity.The Australian sugar industry has responded to these concerns by taking a proactive approach to environmental management. The Code of Practice for Sustainable Cane Growing in Queensland (CANEGROWERS, 1998) and the New South Wales (NSW) sugar industry?s Best Practice Guidelines for Acid Sulfate Soils are examples of the industry?s initiatives towards environmental management and self-regulation.A survey of all cane farmers in Queensland and NSW was carried out in April 2000. The survey had several aims. Firstly, to benchmark awareness and opinions of the Queensland Code of Practice and the NSW Best Practice Guidelines. It also benchmarked current farming practices in relation to industry-accepted best practice, an indication of the level of adoption of the Code. Growers? perceptions of environmental issues in cane farming areas were also sought. Additionally, the survey served as a prompter to cane farmers about the Code and Guidelines.
Developing a new approach to extension for widespread adoption of Best Management Practice
(2002)
MUL001 has sought to improve the uptake of research outcomes by the sugar industry’s growing sector. It is recognised that the traditional one-to-one extension approach is no longer affordable and the current system was not adequately facilitating the uptake of research at a time when the industry needed to make every post a winner. This project developed a group extension program in the Mulgrave region to promote the development and adoption of best management practice. 13 productivity groups were established which sought to involve 100% of growers. These groups utilise discussion type meetings and field demonstrations in order to enhance the individual knowledge and understanding of various aspects of sugarcane production, which are relevant to the management decisions faced at the time. Typically each group would meet 4 to 5 times each year. Emphasis is placed on learning from other growers as well as people with specialist knowledge in each particular field. Monitoring programs were also utilised to enhance the knowledge, understanding, skills and attitudes of individuals. Monitoring harnesses the power of learning-by-doing and has proven very effective. Monitoring programs for production constraints such as canegrubs, rats and weevil borer were coordinated by this project and strategically timed to enhance the effectiveness of group activities. The group extension program has been in operation since March 2000 and continues to improve in effectiveness and grower participation. Throughout the project 89% of growers participated in the extension program and on average, 63% of cane production areas were represented at each group activity. Although it is difficult to objectively measure change in knowledge, understanding, skills and attitudes, there are numerous examples of subtle but visible change in the behaviour of farm managers, which could be attributed to the extension program. An important output of the project has been the development of a communication structure. This structure has proven invaluable to maintain information flow throughout all sectors of the industry and maintain a dialogue in an age of continuous change and uncertainty. This structure will be necessary to drive real and sustained change in the industry.
The development of an extension network amongst growers in Tully with a view to improving industry profitability in a participatory atmosphere : final report BSS253
(2002) Finlayson, D
The challenge for industry personnel was to develop a network amongst canegrowers in Tully that would provide more effective extension of research and development than current methods could achieve. A project in Mulgrave had been operating successfully for twelve months and was based on groups of growers that were dealing with similar issues. We used this model to design a program that would utilise extension resources pre-existing in Tully to provide an on-farm, participatory approach to increase the adoption of best management techniques within the sugarcane farming system.A steering committee was formed with representatives of the four major bodies in the Tully sugarcane industry ? Bureau of Sugar Experiment Stations (BSES), CANEGROWERS, Cane Protection and Productivity Board (CPPB), and Tully Sugar Limited. This steering committee met initially to develop the program and acted in an advisory capacity to local extension staff. This project was instrumental in that it provided the operating funds required to get the whole process off the ground and allowed it to gather some momentum.Grower groups were established in each of the seven mill districts within Tully. These were named ?Farmer Forums? to dissociate them from ?shed meetings? and to foster an interactive rather than a ?sit there and listen? type atmosphere. All of the groups were satisfied with our proposal and committed themselves to the process.The whole basis for the groups was to encourage participation and active learning. The best way to achieve this in a farming community is to get farmers' hands dirty. The program resorted to informal meetings in a shed or under a house when the weather prevented any outside activity, but generally the groups met and undertook a practical, timely exercise on-farm. These exercises ranged from timing of weed control to harvesting and transport issues.The groups also set up particular demonstration sites, managed by the growers under professional guidance, which are being used to show how best management techniques might improve current farming methods.The groups were a little slow to grasp the whole 'group' concept but were all positive about setting their own direction. As a result, the demonstration sites are a mixture of old and new technology. Some groups wanted to jump straight into the new things and other groups saw the benefit of getting the basics right before they tackled any new issues.Although the whole concept of group learning is not new to agriculture in Australia, it has proved to be a continual learning experience for both the growers and staff as we develop this program in Tully. During the course of the project we have shared these experiences with other districts and will continue to exchange ideas.Although the project and SRDC funding have finished, there is no intention to let the group process end. The steering committee will meet again to revise the program and the groups will continue to operate indefinitely.
Towards long-term sustainability of sugarcane farming in the Johnstone River catchment
(2001) Stewart, RL
Cane farmers are important stakeholders in the Johnstone River Catchment. Their engagement in the sustainability debate is essential, however, at times they appear to be isolated from it. The Johnstone River Catchment Management Association (JRCMA) saw the need for their engagement and applied to The Sugar Research and Development Corporation (SRDC) for a grant to do an action research project to achieve that end. Growers meeting in small groups discussed all aspects of cane growing with the aim of producing a booklet of guidelines for best management practices for the catchment. Growers were invited to speak freely but challenged to be certain that the practices they nominated were sustainable and demonstrable on their own farms. More than 100 growers participated in the discussions over two years and a booklet entitled “Growers perspective of best management for sustainable cane farming (Documenting practices in the Johnstone, Moresby and Liverpool Creek Catchments)” was published in best management practice format. The project received wide acclaim and The Honourable Rod Welford; Minister for Natural Resources, Environment and Heritage launched the booklet in April 2000. Demonstration of best practices for sustainable farming from a grower’s perspective were achieved through a major field day organised by the JRCMA and through a series of video clips of many practices throughout the catchment. “The Most Significant Change Approach” also known as “The Story Method” was used to determine changes growers perceived were occurring in the farming, agency and general communities as a result of this project. Focus group technique was also used to gauge the effect of the project on the general community and agency groups.