Completed projects and reports
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Sugar Research Australia, Sugar Research Development Corporation and BSES reports from completed research projects and papers.
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Item Implementing methods for wider industry adoption : SRDC final report CSE009(2007) Jakku, E; Everingham, Y; Inman-Bamber, G; Thorburn, PMany of the challenges that the sugarcane industry faces are complex systems issues and R&D addressing these issues requires the active participation of industry stakeholders. A deeper understanding of processes that contribute to effective engagement between researchers and end-users is therefore essential to deal with the ongoing and evolving complexities of sugarcane systems. Without this knowledge, millions of dollars of R&D investment will be wasted and immeasurable environmental, social and economic benefits will be lost. The framework developed in this project has the potential to improve the way in which participatory research and technology development are conducted. However, in order to realise these impacts, the framework needs to be further developed to more clearly guide interactions between scientists, extension officers and farmers. Building capacity within the industry to implement learnings from this framework could help maximise the impact of complex technologies in the Australian sugarcane industry. This will assist the industry to profit rather than suffer from the complex challenges that it faces.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 Towards long-term sustainability of sugarcane farming in the Johnstone River catchment(2001) Stewart, RLCane 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.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 Increasing the capacity to identify and action value chain integration opportunities(2005) Higgins, A; Archer, AAThis report provides a review of the past value chain sugar research in Australia and other countries, and formulates key messages that the Australian industry can learn upon for future value chain activities. Compared to farming systems research, value chain research in sugar is not widely understood in the Australian industry, nor are the benefits of its existing research activities or new opportunities. In this document there are 11 current and past Australian projects reviewed that addressed value chain issues. An additional five projects from overseas sugar industries are also reviewed. Attitudes towards value chain research have been captured through focus groups and interviews in Maryborough and the Herbert, which are also summarised in this report. Value chain research in the Australian sugar industry has evolved substantially since its beginnings in 1997. Significant changes are in terms of learning from earlier projects incorporating their successful facets, and the increased value chain opportunities being addressed. Evolution of value chain issues and breadth of chain addressed is due to a growing acceptance within the industry of the change to achieve the benefits, but also external forces which create new priorities. This evolution is illustrated in Table 1 for the Australian sugar industry projects from 1997 to 2005, with the projects in ascending chronological order or start date.Item 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, WThis 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.Item CANEGROWERS strategy for women and teams : Final report CMC001(Sugar Research and Development Corporation (SRDC), 2007) McGowan, C; Deguara, J; Mullins, RThis 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.Item Building grower capacity in steps : Final report REL001(Sugar Research and Development Corporation (SRDC), 2008) Roberts, KWhen 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.Item Project Mackay alignment of grower services (MAGS) : Final report MAP002(Sugar Research and Development Corporation (SRDC), 2010) Ashburner, BJ; Markley, JA; Muscat, J; Latter, KThe 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).