The Sustainable Grazing Systems Program: new solutions for livestock producers

2003 ◽  
Vol 43 (8) ◽  
pp. 663 ◽  
Author(s):  
W. K. Mason ◽  
K. Lamb ◽  
B. Russell
Keyword(s):  
Triple Bottom Line ◽  
Skills Training ◽  
Bottom Line ◽  
Program Goal ◽  
High Rainfall ◽  
Effective Manner ◽  
Grazing Systems ◽  
Sustainable Grazing ◽  
Environmental Capital ◽  
Training And Support

The Sustainable Grazing Systems (SGS) Program was established in 1996 to address the issues of declining pasture productivity and sustainability in the high rainfall zone (>600 mm/year) of southern Australia. The program goal was that 'by June 2001, at least 2000 producers in the high rainfall zone will have adopted changes to their grazing systems that can be shown to be at least 10% more profitable, and more sustainable, than those used prior to participating in SGS. A further 5000 producers will have trialed at least part of the recommended changes'. There were 4 interacting activities within SGS, collectively focused on delivering this goal. These were: (i)�a National Experiment to develop the principles and quantify the relationships; (ii) a regional producer network to determine and deliver on local producer priorities; (iii) training and skills development courses; and (iv) integration and management to ensure the goal was met in an efficient and effective manner. Producer input and ownership were considered essential and were built in at all levels of program activity and management. Independent surveys confirmed that SGS assisted large numbers of producers to make substantial change in farm practices. SGS met its goal by developing and delivering knowledge about more profitable and sustainable grazing systems to a network of almost 10 000 livestock producers across southern Australia. Critical elements of SGS included research, skills training and support for producer groups, on-farm trials and demonstrations, and farm-walks for producers to share information and experiences. A 'triple bottom line' approach was adopted to assess and report on the impacts of the program on the financial, social and environmental capital of the grazing industries in the high rainfall zone. In keeping with the triple bottom line approach, this special edition contains papers that report on biophysical, economic, environmental and social aspects of the program.

An appraisal of Sustainable Grazing Systems: the program, the triple bottom line impacts and the sustainability of grazing systems

2003 ◽  
Vol 43 (8) ◽  
pp. 1061 ◽  
Author(s):  
W. K. Mason ◽  
G. M. Lodge ◽  
C. J. Allan ◽  
M. H. Andrew ◽  
T. Johnson ◽  
...  
Keyword(s):  
Final Section ◽  
Social Issues ◽  
Triple Bottom Line ◽  
Annual Rainfall ◽  
Bottom Line ◽  
Grazing System ◽  
Grazing Systems ◽  
Sustainable Grazing ◽  
Harvest Year ◽  
The Impact

The Sustainable Grazing Systems (SGS) Program operated across the high rainfall zone (HRZ, annual rainfall >600 mm/year) of southern Australia from July 1996 to June 2001. An additional year (the harvest year) was added, to provide time for focussed analysis and product development. A survey of livestock producers across the HRZ confirmed achievement of the goal that at least 2000 producers adopted (and a further 5000 were trialing) more profitable and sustainable grazing systems as a result of the program.SGS was established to address declining pasture productivity and emerging environmental problems in the grazing systems of the HRZ, and though initially focussed on the twin goals of profitability and sustainability, the program evolved to formally include social issues and the full 'triple bottom line' approach. Within SGS, success was defined as the extent to which the program was able to assist the grazing industries build financial, social and environmental capital.The suite of papers in this Special Edition provides a comprehensive account of the research and extension 'results' from the SGS Program. Rather than summarising those results, this paper reviews and reflects on the triple bottom line outcomes; the contribution of SGS to the elements of a sustainable grazing system; the impact of grazing method on production and sustainability; and the outcomes from the harvest year. The final section examines the SGS structures and processes that most contributed to the success of the program and advances some suggestions for improvements to future R,D&E programs.

Evaluation of the impact of SGS on livestock producers and their practices

2003 ◽  
Vol 43 (8) ◽  
pp. 1031 ◽  
Author(s):  
C. J. Allan ◽  
W. K. Mason ◽  
I. J. Reeve ◽  
S. Hooper
Keyword(s):  
Management Practices ◽  
Red Meat ◽  
Annual Rainfall ◽  
Pasture Management ◽  
High Rainfall ◽  
Grazing Systems ◽  
Sustainable Grazing ◽  
The Impact ◽  
Improved Pasture

The Sustainable Grazing Systems (SGS) Program has assisted producers in the high rainfall zone (HRZ, annual rainfall >600 mm/year) of southern Australia, by developing and delivering more productive and sustainable grazing systems. It was evaluated by 2 external surveys — a benchmarking survey in 1994 before the start of SGS, and a follow-up survey of producers in 2001. The 2001 survey showed that SGS had assisted red meat and wool producers in southern Australia make significant and beneficial changes to their grazing systems. Substantial changes in grazing practices occurred between 1994 and 2001 in the HRZ. These changes included an increase in the number of producers who rotationally graze (25%), as well as those undertaking practices aimed at improved pasture management. Participants in SGS were more likely to have made changes to their grazing systems than non-participants. There were no overt differences between regions in producer demographics, or changes made to management practices. The survey confirmed SGS had achieved its goal. Sixty percent of producers in the target regions were aware of SGS (out of a total of 23 689 producers); 42% (9839) had some involvement with SGS and/or received the SGS magazine 'Prograzier'; while 26% (6141) actively participated in SGS through undertaking a PROGRAZE course, and/or by attending regional SGS activities. Of the estimated 9839 producers who participated in the program, up to 8000 made beneficial changes to enhance the productivity and sustainability of their grazing operations. Active participants (6141) attributed many of these benefits to their involvement in SGS.

The SGS Regional Producer Network: a successful application of interactive participation

2003 ◽  
Vol 43 (8) ◽  
pp. 673 ◽  
Author(s):  
I. H. Simpson ◽  
G. Kay ◽  
W. K. Mason
Keyword(s):  
Information Exchange ◽  
Large Scale ◽  
Practice Change ◽  
Structured Learning ◽  
Program Goal ◽  
Grazing Systems ◽  
Sustainable Grazing ◽  
Harvest Year ◽  
Context Specific ◽  
High Level

The Regional Producer Network (RPN) functioned across southern Australia as the primary delivery mechanism of the Sustainable Grazing Systems (SGS) Program for 5 years (1996–2001) and the Harvest Year (2001–2002). It consisted of a network of Producer Committees that provided on-ground organisation to coordinate extension activities in the 11 SGS regions. The operation of the RPN was modelled on a participation mode called Interactive Participation. The main objective was to support the adoption of a large-scale practice change in the high rainfall zone towards more productive, profitable and sustainable grazing systems. Strong producer leadership developed and information exchange improved to achieve a high level of impact on management skills among those producers motivated to improve their grazing operations. The characteristics of Interactive Participation were incorporated into the processes and operation of the RPN. Defined and structured methodologies were used for collective and context-specific learning within the framework of a producer network that encouraged interaction. The strength of Interactive Participation was that producers saw participation as a right and not just a means to achieve the program goal. Each region took control over local decisions including the allocation of available resources. The process engaged all sectors of the program (producers, researchers, management and funders). The experiential extension procedures used systematic and structured learning activities to support producers who were committed to learning, on-farm change and improvement to grazing management. In developing a coordinated approach to their operation, the Producer Committees engaged grazing industry researchers, public and private extension practitioners and community groups. This collaboration strengthened local organisations and developed community confidence in the grazing industries.

scholarly journals A Sustainable Plan to Rescue HR from Itself

2021 ◽  
Vol 13 (14) ◽  
pp. 7587
Author(s):  
James W. Westerman
Keyword(s):  
Human Resource ◽  
Triple Bottom Line ◽  
Transformational Change ◽  
Bottom Line ◽  
Cost Center ◽  
Strategic Role ◽  
Business Function ◽  
Hr Function ◽  
Change Efforts

The Human Resource (HR) function is often viewed by those in organizations as a process function and a cost-center, which results in an enhanced risk of outsourcing and automation. However, HR is also uniquely positioned to engage firms in cross-functional transformational change efforts, as its work is embedded in every business function within an organization. Sustainable HR and the triple bottom line (TBL) present opportunities for HR to build a strategic role within organizations. This essay provides strategic and tactical models, with specific steps for implementation, to assist HR in re-assert its role in driving the competitiveness of the firm through Sustainable HR.

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