This document summarizes information about grazing networks for livestock producers. It discusses how grazing networks are formed to allow farmers and ranchers to share knowledge about forage management and pasture-based production. It describes the benefits of grazing networks, including learning practical information from other farmers and finding community support. The document outlines best practices for starting and sustaining a grazing network, including determining membership size and structure, setting meeting agendas, and planning educational activities like pasture walks. The social aspects of grazing networks are also highlighted as important for farmer well-being and group longevity.
This document summarizes information about grazing networks for livestock producers. It discusses that grazing networks are groups of farmers and ranchers who work together to share knowledge about forage management, pasture-based production, and farm economics. It provides background on the origins and growth of grazing networks. It also describes how to start a grazing network, considerations for membership structures and governance, and ways to sustain the network over time, including through activities like pasture walks, guest speakers, and maintaining a social component.
CNDR for MS Sharepoint by Ms. Hilda Cleofekristine1018
The document discusses enhancing CNDR's programs and services using Microsoft SharePoint 2010. It provides background on CNDR and the disaster situation in the Philippines. It then outlines the key features of the CNDR SharePoint project, including posting announcements and sharing best practices, a disaster monitoring and response system, online surveys, and a community of practice. It also discusses setting up CNDR SharePoint and key considerations like prioritizing uses, technical support, hardware specs, and engaging partners.
In this webinar, Steve Waddell presents present GANs as emerging "meta-networks", catching in their webs literally all organizations in the world. Learn how you might work with them locally, regionally or globally to realize your goals. Steve has spent over a decade working with one strategy he calls Global Action Networks that is fast advancing from periphery to center, because of its promise to address seemingly intractible change challenges.
This document discusses the challenges posed by email, including the relentless growth in email volume and size of personal email records. It notes that email overuse is impacting user effectiveness and productivity. The constant interruptions from email cause stress and can reduce morale and health. While email is a phenomenal technology, its problems are reducing its usefulness unless users can take back control through an effective personal workflow management system. Existing email training methods have not adequately addressed the problem.
The document summarizes the weekly bulletin of the Rotary Club of Freshwater Bay. It discusses last week's meeting which featured a guest speaker who attended RYLA. It also discusses upcoming events this week including a club forum and Interact club induction. Additionally, it provides updates on projects including microscope donations to schools and a GSE team from Australia visiting Fiji to learn about Fijian culture.
1. The Executive Committee of Disaster Preparedness Network Nepal (DPNet) is comprised of 9 members led by Chairman Mr. Badri Khanal.
2. DPNet is a non-profit organization established in 1996 to advocate for disaster management in Nepal and establish links between the government and civic groups to reduce disaster impacts.
3. DPNet aims to enhance coordination among stakeholders, suggest disaster policy initiatives, act as a resource center, and advocate for addressing disaster management issues in Nepal.
This document summarizes information about grazing networks for livestock producers. It discusses that grazing networks are groups of farmers and ranchers who work together to share knowledge about forage management, pasture-based production, and farm economics. It provides background on the origins and growth of grazing networks. It also describes how to start a grazing network, considerations for membership structures and governance, and ways to sustain the network over time, including through activities like pasture walks, guest speakers, and maintaining a social component.
CNDR for MS Sharepoint by Ms. Hilda Cleofekristine1018
The document discusses enhancing CNDR's programs and services using Microsoft SharePoint 2010. It provides background on CNDR and the disaster situation in the Philippines. It then outlines the key features of the CNDR SharePoint project, including posting announcements and sharing best practices, a disaster monitoring and response system, online surveys, and a community of practice. It also discusses setting up CNDR SharePoint and key considerations like prioritizing uses, technical support, hardware specs, and engaging partners.
In this webinar, Steve Waddell presents present GANs as emerging "meta-networks", catching in their webs literally all organizations in the world. Learn how you might work with them locally, regionally or globally to realize your goals. Steve has spent over a decade working with one strategy he calls Global Action Networks that is fast advancing from periphery to center, because of its promise to address seemingly intractible change challenges.
This document discusses the challenges posed by email, including the relentless growth in email volume and size of personal email records. It notes that email overuse is impacting user effectiveness and productivity. The constant interruptions from email cause stress and can reduce morale and health. While email is a phenomenal technology, its problems are reducing its usefulness unless users can take back control through an effective personal workflow management system. Existing email training methods have not adequately addressed the problem.
The document summarizes the weekly bulletin of the Rotary Club of Freshwater Bay. It discusses last week's meeting which featured a guest speaker who attended RYLA. It also discusses upcoming events this week including a club forum and Interact club induction. Additionally, it provides updates on projects including microscope donations to schools and a GSE team from Australia visiting Fiji to learn about Fijian culture.
1. The Executive Committee of Disaster Preparedness Network Nepal (DPNet) is comprised of 9 members led by Chairman Mr. Badri Khanal.
2. DPNet is a non-profit organization established in 1996 to advocate for disaster management in Nepal and establish links between the government and civic groups to reduce disaster impacts.
3. DPNet aims to enhance coordination among stakeholders, suggest disaster policy initiatives, act as a resource center, and advocate for addressing disaster management issues in Nepal.
Organic soybean production relies on crop rotations, cover crops, green manures, and livestock manures to build soil fertility and nutrient levels without synthetic pesticides or fertilizers. Key aspects include rotating soybeans with nitrogen-fixing legumes like alfalfa to replenish soil nitrogen, using winter cover crops to improve soil quality between cash crops, and incorporating livestock manures which provide nutrients and organic matter to soils. Organic farmers may also use rock powders like lime, rock phosphate, and sulfate of potash as supplementary nutrient sources to ensure balanced crop nutrition.
Holistic Management: A Whole-Farm Decision Making FrameworkElisaMendelsohn
Holistic management is a decision-making framework that assists farmers in establishing long-term goals and financial plans to achieve sustainability. It considers environmental, economic, and social impacts of decisions. The framework helps managers ask the right questions to guide priority-setting and move beyond crisis management. Key aspects include holistic financial planning where profit is planned upfront rather than being what is left over, and understanding natural processes like water and mineral cycles to mimic sustainability in nature.
This document provides a summary of integrated pest management (IPM) strategies for controlling aphids in greenhouses, focusing on monitoring, sanitation, biological controls, biorational pesticides, and insect growth regulators. It discusses the life cycles and behaviors of common greenhouse aphid pests and emphasizes least-toxic control methods like beneficial insects, fungi, insecticidal soaps, oils, and botanical insecticides. Tables list biological control organisms and biorational pesticides effective against aphids, along with contact information for suppliers.
This document provides a summary of integrated pest management (IPM) strategies for controlling aphids in greenhouses, focusing on monitoring, sanitation, biological controls, biorational pesticides, and insect growth regulators. It describes the life cycles and behaviors of common greenhouse aphid pests and emphasizes least-toxic control methods like beneficial insects, fungi, insecticidal soaps, oils, and botanical insecticides. Tables list biological control organisms and biorational pesticides effective against aphids, along with contact information for suppliers.
Arsenic in Poultry Litter: Organic RegulationsElisaMendelsohn
The document discusses concerns about using commercial poultry litter as a fertilizer in organic farming due to potential contamination from arsenic. It notes that most arsenic used as an antibiotic in broiler production ends up in the litter. While poultry litter can be a source of organic matter and nutrients, the National Organic Program has provisions regarding avoiding contamination of crops, soil or water by heavy metals. The document examines sources of arsenic in poultry litter and issues to consider regarding arsenic levels in litter, accumulation in soil, and potential impacts on the environment, crops and food safety.
The Organic Chronicles No. 1: Mysteries of Organic Farming RevealedElisaMendelsohn
This document provides information about organic farming techniques without the use of chemicals. It discusses the benefits of using beneficial insects and microorganisms to control pests and promote healthy livestock. Images show various insects, mites, and other organisms that naturally occur on farms and help protect crops and livestock without chemicals. The document encourages organic farmers to observe their land and animals to understand the ecosystem and balance of natural elements that promote health and deter harm.
The organic certification process involves annual inspections to verify that certified operations are complying with organic standards. Inspectors review activities and records on-site. Maintaining thorough records provides multiple benefits - it helps identify and solve production problems, maintain herd health, and improve farm management over time. The inspection also builds consumer confidence in the organic label and allows operations to learn about standards and access resources.
Healthy, Productive Workplaces: Towards a Case for Interior Plantscaping; by ...ElisaMendelsohn
This document summarizes previous research on the psychological benefits of indoor plants in workplaces. Studies have found that offices with plants are perceived as more private, attractive, and relaxed. Employees in offices with plants report less stress, anxiety, and higher job satisfaction than those without plants. One study specifically found that sickness absence went down substantially and productivity increased for employees who worked in an area where plants were added, compared to a control group without plants. While effects are small, indoor plants may have significant practical benefits for employee well-being and organizational costs if implemented widely.
This document summarizes information about grazing networks for livestock producers. It discusses what grazing networks are, how they are started and organized, ways to sustain them, and provides an example of the Grassroots Grazing Group. Key points include:
- Grazing networks are groups of farmers and ranchers who work together to increase their knowledge of forage management and pasture-based livestock production through information sharing, educational events, and social support.
- Networks can be open or closed membership, and use informal or more formal structures, depending on their size. Leadership and coordination are important to their success.
- Activities like pasture walks, guest speakers, and social events help sustain networks by providing practical learning and
This document discusses how communities can be built and strengthened through network weaving. It describes how a regional economic development organization in Appalachian Ohio called ACEnet mapped the social and economic connections in the local food industry to better understand the network. The document outlines that improved connectivity starts with mapping the existing network to understand it, and then iteratively improving connectivity by introducing disconnected groups and facilitating collaboration between nodes. It describes the typical phases a community network goes through, from scattered fragments to a multi-hub small world network. It emphasizes the important role of network weavers in intentionally facilitating new connections to create a more vibrant and resilient community network.
This document discusses how synagogues can build community and engagement in a networked age. It emphasizes the importance of conceptualizing the community as a dynamic network with fluid boundaries rather than a closed group. Key strategies proposed include mapping networks to understand connections, acting as a platform for community members to socialize and organize projects, appointing network weavers to facilitate connections, using appropriate tools to listen and engage members, empowering "intrapreneurs", and embracing risks associated with shifts to more networked and transparent models of governance, operations, and culture. The document provides additional resources on these topics.
Leveraging Networks to Accelerate LearningMaya Townsend
This document discusses how CLOs can leverage human networks within organizations to accelerate learning and drive change. It provides examples of how mapping networks can reveal hidden patterns of information flow. Networks have qualities like quickly spreading information and adapting to change. The document recommends techniques for CLOs to engage networks, such as mapping, blogs, and shared workspaces. It describes how one company, Merrimack Pharmaceuticals, used network mapping and peer groups to increase collaboration and innovation.
This document is a guidebook for building regional networks for urban sustainability. It provides lessons learned from existing regional networks supported by the Urban Sustainability Directors Network. The guidebook contains advice on starting a regional network, including identifying common challenges faced in the early stages. It explains that regional networks allow local government sustainability leaders to share knowledge and best practices across cities. Several examples are given of sustainability directors who successfully started regional networks in order to collaborate more closely on sustainability initiatives within their states or regions. The guidebook aims to help new network developers by outlining practical strategies and processes based on the experiences of existing networks.
BusinessNet (BN) is a professional business network run by Vejle Boldklub that connects local businesses in Denmark. It currently has seven groups with 20-35 members each from various industries. The purpose of this report is to identify how BN can improve its network offering to provide more value to members. It analyzes members' perspectives on networking based on surveys and interviews. It also reviews networking theory, particularly the "Eight Cubes" model. The report finds that members value leads, inspiration and advice from networking. However, many have not clearly defined their networking goals. It provides recommendations on how BN can help members better understand and utilize networking, including focusing on relationships beyond transactions, entrepreneurial elements, and online engagement.
This document summarizes a conference call for a peer learning group focused on improving social media practices. The call covered reviewing progress on applying indicators of networked mindset and institutional support. It also discussed strategy, measurement, and capacity indicators. Practical tips were provided, such as using a POST framework to plan social media content and engagement. Participants were encouraged to apply lessons to their organizations and share on a wiki. The goal is for 50% of participants to improve social media practices in at least one area like strategy or measurement.
The document discusses the skills and mindset of a successful community weaver or network weaver. It defines a network weaver as someone who works to make networks healthier by connecting people strategically, helping people identify their passions, and serving as a catalyst for self-organizing groups. Some key skills of network weavers include helping people see opportunities, coaching collaborative projects, encouraging the spread of successful patterns, and helping deepen the quality of relationships. The document also provides resources for network weaving including June Holley's blog and checklist.
This document provides guidance on building a nonprofit network. It begins with defining key terms like network and membership. It then discusses critical success factors for networks, including having a clear unifying purpose, shared decision-making, effective leadership, and ensuring benefits outweigh costs for members. The document outlines seven key questions for network builders to answer: 1) purpose, 2) membership, 3) competencies/resources, 4) structure, 5) governance, 6) work processes, and 7) documentation. Each question is explored in detail to help networks design structures and processes that will achieve their goals. Case studies of existing networks are provided as examples.
Network Weaving: URJ Social Media Boot CampLisa Colton
This document discusses how to become a successful community weaver by building and strengthening networks. It defines a network weaver as someone who works to make networks more inclusive and help people connect strategically. As a network weaver, one helps people identify opportunities, support collaborative projects, coach and encourage growth. Key aspects of being a network weaver include knowing your network, socializing, listening, making connections, and allowing networks to emerge organically over time. The benefits of strong networks include more efficient use of resources and a focus on community.
How to Grow a Seed Collective: A Community Template for Seed SavingSeeds
This document provides guidance on establishing a community seed collective. It recommends beginning by forming a small group to determine goals and structure. The group should draft a charter outlining their vision, mission, and goals. It also stresses the importance of good communication and consensus building. The document then provides examples from the Sunshine Coast Seed Collective, including their charter and initial goals. It outlines various roles that may be needed such as record keeping, education coordination, and seed storage. Overall, the document serves as a template to help communities get started with their own local seed collecting efforts.
1) Networks are better suited than organizations for rapidly innovating and adapting to changing needs and environments.
2) Networks rely on existing relationships between members to form and evolve organically over time through mutual cooperation and trust.
3) Networks empower members to directly drive activities and share value through flexible, voluntary, and reciprocal relationships.
Organic soybean production relies on crop rotations, cover crops, green manures, and livestock manures to build soil fertility and nutrient levels without synthetic pesticides or fertilizers. Key aspects include rotating soybeans with nitrogen-fixing legumes like alfalfa to replenish soil nitrogen, using winter cover crops to improve soil quality between cash crops, and incorporating livestock manures which provide nutrients and organic matter to soils. Organic farmers may also use rock powders like lime, rock phosphate, and sulfate of potash as supplementary nutrient sources to ensure balanced crop nutrition.
Holistic Management: A Whole-Farm Decision Making FrameworkElisaMendelsohn
Holistic management is a decision-making framework that assists farmers in establishing long-term goals and financial plans to achieve sustainability. It considers environmental, economic, and social impacts of decisions. The framework helps managers ask the right questions to guide priority-setting and move beyond crisis management. Key aspects include holistic financial planning where profit is planned upfront rather than being what is left over, and understanding natural processes like water and mineral cycles to mimic sustainability in nature.
This document provides a summary of integrated pest management (IPM) strategies for controlling aphids in greenhouses, focusing on monitoring, sanitation, biological controls, biorational pesticides, and insect growth regulators. It discusses the life cycles and behaviors of common greenhouse aphid pests and emphasizes least-toxic control methods like beneficial insects, fungi, insecticidal soaps, oils, and botanical insecticides. Tables list biological control organisms and biorational pesticides effective against aphids, along with contact information for suppliers.
This document provides a summary of integrated pest management (IPM) strategies for controlling aphids in greenhouses, focusing on monitoring, sanitation, biological controls, biorational pesticides, and insect growth regulators. It describes the life cycles and behaviors of common greenhouse aphid pests and emphasizes least-toxic control methods like beneficial insects, fungi, insecticidal soaps, oils, and botanical insecticides. Tables list biological control organisms and biorational pesticides effective against aphids, along with contact information for suppliers.
Arsenic in Poultry Litter: Organic RegulationsElisaMendelsohn
The document discusses concerns about using commercial poultry litter as a fertilizer in organic farming due to potential contamination from arsenic. It notes that most arsenic used as an antibiotic in broiler production ends up in the litter. While poultry litter can be a source of organic matter and nutrients, the National Organic Program has provisions regarding avoiding contamination of crops, soil or water by heavy metals. The document examines sources of arsenic in poultry litter and issues to consider regarding arsenic levels in litter, accumulation in soil, and potential impacts on the environment, crops and food safety.
The Organic Chronicles No. 1: Mysteries of Organic Farming RevealedElisaMendelsohn
This document provides information about organic farming techniques without the use of chemicals. It discusses the benefits of using beneficial insects and microorganisms to control pests and promote healthy livestock. Images show various insects, mites, and other organisms that naturally occur on farms and help protect crops and livestock without chemicals. The document encourages organic farmers to observe their land and animals to understand the ecosystem and balance of natural elements that promote health and deter harm.
The organic certification process involves annual inspections to verify that certified operations are complying with organic standards. Inspectors review activities and records on-site. Maintaining thorough records provides multiple benefits - it helps identify and solve production problems, maintain herd health, and improve farm management over time. The inspection also builds consumer confidence in the organic label and allows operations to learn about standards and access resources.
Healthy, Productive Workplaces: Towards a Case for Interior Plantscaping; by ...ElisaMendelsohn
This document summarizes previous research on the psychological benefits of indoor plants in workplaces. Studies have found that offices with plants are perceived as more private, attractive, and relaxed. Employees in offices with plants report less stress, anxiety, and higher job satisfaction than those without plants. One study specifically found that sickness absence went down substantially and productivity increased for employees who worked in an area where plants were added, compared to a control group without plants. While effects are small, indoor plants may have significant practical benefits for employee well-being and organizational costs if implemented widely.
This document summarizes information about grazing networks for livestock producers. It discusses what grazing networks are, how they are started and organized, ways to sustain them, and provides an example of the Grassroots Grazing Group. Key points include:
- Grazing networks are groups of farmers and ranchers who work together to increase their knowledge of forage management and pasture-based livestock production through information sharing, educational events, and social support.
- Networks can be open or closed membership, and use informal or more formal structures, depending on their size. Leadership and coordination are important to their success.
- Activities like pasture walks, guest speakers, and social events help sustain networks by providing practical learning and
This document discusses how communities can be built and strengthened through network weaving. It describes how a regional economic development organization in Appalachian Ohio called ACEnet mapped the social and economic connections in the local food industry to better understand the network. The document outlines that improved connectivity starts with mapping the existing network to understand it, and then iteratively improving connectivity by introducing disconnected groups and facilitating collaboration between nodes. It describes the typical phases a community network goes through, from scattered fragments to a multi-hub small world network. It emphasizes the important role of network weavers in intentionally facilitating new connections to create a more vibrant and resilient community network.
This document discusses how synagogues can build community and engagement in a networked age. It emphasizes the importance of conceptualizing the community as a dynamic network with fluid boundaries rather than a closed group. Key strategies proposed include mapping networks to understand connections, acting as a platform for community members to socialize and organize projects, appointing network weavers to facilitate connections, using appropriate tools to listen and engage members, empowering "intrapreneurs", and embracing risks associated with shifts to more networked and transparent models of governance, operations, and culture. The document provides additional resources on these topics.
Leveraging Networks to Accelerate LearningMaya Townsend
This document discusses how CLOs can leverage human networks within organizations to accelerate learning and drive change. It provides examples of how mapping networks can reveal hidden patterns of information flow. Networks have qualities like quickly spreading information and adapting to change. The document recommends techniques for CLOs to engage networks, such as mapping, blogs, and shared workspaces. It describes how one company, Merrimack Pharmaceuticals, used network mapping and peer groups to increase collaboration and innovation.
This document is a guidebook for building regional networks for urban sustainability. It provides lessons learned from existing regional networks supported by the Urban Sustainability Directors Network. The guidebook contains advice on starting a regional network, including identifying common challenges faced in the early stages. It explains that regional networks allow local government sustainability leaders to share knowledge and best practices across cities. Several examples are given of sustainability directors who successfully started regional networks in order to collaborate more closely on sustainability initiatives within their states or regions. The guidebook aims to help new network developers by outlining practical strategies and processes based on the experiences of existing networks.
BusinessNet (BN) is a professional business network run by Vejle Boldklub that connects local businesses in Denmark. It currently has seven groups with 20-35 members each from various industries. The purpose of this report is to identify how BN can improve its network offering to provide more value to members. It analyzes members' perspectives on networking based on surveys and interviews. It also reviews networking theory, particularly the "Eight Cubes" model. The report finds that members value leads, inspiration and advice from networking. However, many have not clearly defined their networking goals. It provides recommendations on how BN can help members better understand and utilize networking, including focusing on relationships beyond transactions, entrepreneurial elements, and online engagement.
This document summarizes a conference call for a peer learning group focused on improving social media practices. The call covered reviewing progress on applying indicators of networked mindset and institutional support. It also discussed strategy, measurement, and capacity indicators. Practical tips were provided, such as using a POST framework to plan social media content and engagement. Participants were encouraged to apply lessons to their organizations and share on a wiki. The goal is for 50% of participants to improve social media practices in at least one area like strategy or measurement.
The document discusses the skills and mindset of a successful community weaver or network weaver. It defines a network weaver as someone who works to make networks healthier by connecting people strategically, helping people identify their passions, and serving as a catalyst for self-organizing groups. Some key skills of network weavers include helping people see opportunities, coaching collaborative projects, encouraging the spread of successful patterns, and helping deepen the quality of relationships. The document also provides resources for network weaving including June Holley's blog and checklist.
This document provides guidance on building a nonprofit network. It begins with defining key terms like network and membership. It then discusses critical success factors for networks, including having a clear unifying purpose, shared decision-making, effective leadership, and ensuring benefits outweigh costs for members. The document outlines seven key questions for network builders to answer: 1) purpose, 2) membership, 3) competencies/resources, 4) structure, 5) governance, 6) work processes, and 7) documentation. Each question is explored in detail to help networks design structures and processes that will achieve their goals. Case studies of existing networks are provided as examples.
Network Weaving: URJ Social Media Boot CampLisa Colton
This document discusses how to become a successful community weaver by building and strengthening networks. It defines a network weaver as someone who works to make networks more inclusive and help people connect strategically. As a network weaver, one helps people identify opportunities, support collaborative projects, coach and encourage growth. Key aspects of being a network weaver include knowing your network, socializing, listening, making connections, and allowing networks to emerge organically over time. The benefits of strong networks include more efficient use of resources and a focus on community.
How to Grow a Seed Collective: A Community Template for Seed SavingSeeds
This document provides guidance on establishing a community seed collective. It recommends beginning by forming a small group to determine goals and structure. The group should draft a charter outlining their vision, mission, and goals. It also stresses the importance of good communication and consensus building. The document then provides examples from the Sunshine Coast Seed Collective, including their charter and initial goals. It outlines various roles that may be needed such as record keeping, education coordination, and seed storage. Overall, the document serves as a template to help communities get started with their own local seed collecting efforts.
1) Networks are better suited than organizations for rapidly innovating and adapting to changing needs and environments.
2) Networks rely on existing relationships between members to form and evolve organically over time through mutual cooperation and trust.
3) Networks empower members to directly drive activities and share value through flexible, voluntary, and reciprocal relationships.
Does networking really make a difference? The answer is a resounding yes! In a study performed by Partnering Resources, 93% of completely successful change initiatives were led by leaders with very strong or strong personal networks. Not one change initiatives described as less successful was led by a leader with strong or very strong personal networks. Furthermore, a recent study featured in Sloan Management Review showed that high performing project teams had almost twice as many non-core contributors affiliated with the team.
In this highly interactive session, we learned about the science behind networking. We drew on insights from researchers and practitioners in the social sciences and in business to learned about the networking practices of high performers. We dispelled the myth that people who want strong networks should never eat alone and, instead, we learned about the simple actions that significantly contribute to the health of your network. We merged the art and science by mapping individual participants’ networks, identifying gaps, and developing plans for filling those gaps.
Presented October 2, 2012 at The Commonwealth Institute.
Event information: http://partneringresources.com/event/art-science-networking-basics-commonwealth-institute/
Daniel Franc (Google): How To Grow A Global Online CommunityFeverBee Limited
Daniel Franc explains how he began Google's meetup group and gradually grew it into the global phenomenon it is today. Plenty of excellent tips for applying advanced social sciences to build powerful online communities.
Tools and Services for More Intelligent Meta NetworksDuncan Work
This presentation gives an overview of the importance of meta networks, which are decentralized networks of networks based on shared values and goals.
The presentation also summarizes some of the tools and methods that can make meta networks more visible, intelligent, and useful.
This document provides information about upcoming events and initiatives for the Rotary Club of Parramatta City. It discusses the club's board meeting agenda, an upcoming speaker on the history of the local Chamber of Commerce, and a visit from the District Governor. It also describes the Learn Grow program which aims to address malnutrition by promoting cultivation of local plant varieties, and announces two club members have been selected for an international Group Study Exchange team to Finland.
The Atlas Coalition aims to connect individuals and communities to provide relief during crises. It empowers local volunteers through training and resources to enhance preparedness and crisis response. The organization operates as a decentralized network that leverages technology and existing groups to rapidly provide aid where needed and support longer-term recovery efforts.
Social media for Associations - Tony De NazarethNinetyTen
Social media presents both opportunities and threats for associations. While public networks like Facebook and Twitter allow associations to raise awareness cheaply, they also face issues of noise, lack of control, and potential damage to reputation. Associations are better served using a private social network they control, as this allows them to fully achieve their goals of education, collaboration, lobbying and more. A private network minimizes noise and spam while allowing personalized, engaging content through intelligent systems. The best approach is to use public networks for awareness while fostering deeper discussions and community among members through a controlled private network.
Similar to Grazing Networks for Livestock Producers (20)
This document provides a sustainability checklist for beef cattle farms. It includes questions about farm resources, management priorities, herd health, reproductive management, forage programs, grazing management, soil and water quality, energy and economic efficiency, quality of life considerations, and goals for improvement. The checklist is intended to help farmers critically evaluate the sustainability of their operations and identify areas for potential enhancement.
Garden Therapy: Links to Articles, Books, Profession Groups, DVDElisaMendelsohn
GARDENING THERAPY Resource List of Articles, Books, Manuals, DVD's, Training Programs and Professional Associations
TOPICS COVERED:
Horticulture Therapy
Healing Gardens
Sensory Gardens
Garden Therapy
Garden Therapy for the Disabled
Garden Therapy for the Mentally Challenged
Garden Therapy for Alzheimer’s Disease
Garden Therapy for Depression
Garden Therapy for Autistic Children
Garden Therapy for the Blind and the Visually Impaired
Garden Therapy for Hospitals
Garden Therapy for Nursing Homes
Garden Therapy for Seniors
Garden Therapy for the Handicapped
Garden Therapy for Prisons, Jails and Correction Facilities
Garden Therapy for Botanical Garden
Garden Therapy and Community Gardens
Garden Therapy for Single Mothers
Garden Therapy for Stress
Garden Therapy for Veterans
Garden Therapy at Veterans Facilities
Garden Therapy for Soldiers
Garden Therapy for Posttraumatic Stress Disorders
People Plant Connections
Gardening and Physical Fitness
Greenhouse and Garden Therapy for Disabled People
Accessible Gardening
Wheelchair Gardening
Vertical Gardening and Garden Therapy
Container Gardening and Garden Therapy
Adaptive Garden Equipment for Garden Therapy
Tools for Garden Therapy
Urban Trees and Mental Health
Parks and Garden Therapy
Nature and Learning
Greening School Grounds by Design
Garden Therapy for Schools
Plants in the Classroom for Enhanced Learning
Garden Therapy for Pre Schools
Garden Therapy for Daycare
Garden Therapy for Elementary School Bullies
Garden Therapy and Community Development
Garden Therapy and Food Security
Garden Therapy for Low Income People
Garden Therapy for Homeless People
Garden Therapy and Crime Reduction
Garden Therapy and Neighborhood Security
Sistemas Avícolas Alternativos con Acceso a PasturaElisaMendelsohn
Este documento describe y compara sistemas avícolas alternativos y convencionales. Los sistemas alternativos incluyen aves con acceso a pasturas a través de casas fijas, casas portátiles, corrales de pastura u otros diseños que permiten a las aves expresar su comportamiento natural al aire libre. Estos sistemas son comúnmente a pequeña escala e integrados a granjas diversificadas. El acceso al exterior es una parte importante del bienestar de las aves y permite producción extensiva en comparación con los sistem
Producción Orgánica de Lechugas de Especialidad y Verduras Para EnsaladaElisaMendelsohn
Este documento describe las técnicas de producción orgánica de lechugas de especialidad y ensaladas. Explica que el mercado de lechugas de especialidad ha crecido, pero que el aumento de la producción ha hecho bajar los precios. Describe diferentes tipos de lechugas y verduras para ensaladas, así como técnicas de preparación del suelo, propagación, control de plagas y cosecha. Resalta la importancia de planificar cultivos para mantener un suministro constante a lo largo de la temporada.
Este documento cubre el procesamiento de aves a pequeña escala, ya sea en la granja o en plantas pequeñas. Describe las etapas clave del procesamiento, como la inmovilización, matanza, sangrado, desplume, evisceración, enfriamiento y empaque. También compara el procesamiento a pequeña, mediana y gran escala, y explica cómo el acceso a instalaciones de procesamiento es crucial para los pequeños productores avícolas.
Planeando la Plantación de Vegetales para una Cosecha ContinuaElisaMendelsohn
Este documento ofrece consejos para planificar plantaciones sucesivas de vegetales con el fin de lograr una cosecha continua a lo largo de la temporada de crecimiento. Explica que es importante mantener registros de plantaciones y cosechas anteriores para determinar las fechas óptimas de siembra. También destaca que el clima y las condiciones de la tierra afectan el crecimiento de los cultivos, por lo que es útil considerar las temperaturas ideales de germinación de cada vegetal. El documento incluye una tabla con esta información y un
Este documento trata sobre la nutrición de rumiantes en pastoreo. Explica que los rumiantes como vacunos, ovinos y caprinos pueden convertir plantas no comestibles para humanos en alimentos mediante la digestión de la celulosa. También destaca que la mayoría de las tierras son aptas solo para pastoreo, no para cultivo, y que el pastoreo es una forma eficiente de convertir la biomasa vegetal en alimentos como carne y leche. Además, resalta la importancia de entender la nutrición de los rumiantes considerando fact
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1. GRAZING NETWORKS FOR
LIVESTOCK PRODUCERS
CURRENT TOPIC
By Paul Williams, NCAT Staff Writer, and
Alice Beetz, NCAT Agriculture Specialist
April 2002
Introduction
Grazing networks are groups of farmers and ranchers who work together to increase their knowl-
edge of forage management, pasture–based production, and farm economics. Grazing networks
promote a mutual self–help approach to learning, in which each member is both student and teacher.
The members share their experiences and offer advice to one another, organize educational events
around their common interests, and spend some time socializing. Members of grazing networks
usually find that what they learn from other farmers and ranchers is timely, practical, and profit-
able. They also find within the network a spirit of community and support that, while intangible,
many see as crucial to sustaining the life of family farms.
Background
Farmers in New Zealand, especially dairy farmers, started forming grazing networks more than 40
years ago. Grazing techniques developed there, such as management–intensive grazing (MIG, or
management–intensive rotational grazing, MiRG), have become cornerstones for the grazing net-
works that have taken root in the US since the 1980s. Grazing networks now exist throughout this
country and are especially active in the Midwest, where Wisconsin, for example, claims 23 net-
works serving farmers in 51 of the state’s 72 counties (1).
Becoming Part of a Grazing Network
The easiest way to get involved with a grazing network is
Courtesy of Sustainable Agriculture Network (SAN)
to join one. Many county Extension agents coordinate
grazing networks, or at least know of any networks ac-
tive in their areas. But if there are none, you can start one.
Most grazing networks get started simply enough, when
Photo by Bill Murphy, 1995
three or four graziers start talking about their common
problems or concerns and decide to pool their knowledge
to help one another out. Reaching others who may be in-
terested in becoming part of the network is usually done
by word of mouth or through targeted mailings (2). In
Pasture walks help dairy producers learn skills in either case, someone must take on the job of doing the
managing forage-based production. initial leg work and coordinating the organizational meet-
ing.
ATTRA is the national sustainable agriculture information service operated by the National Center for
Appropriate Technology under a grant from the Rural Business-Cooperative Service, U.S. Department
of Agriculture. These organizations do not recommend or endorse products, companies, or individuals.
ATTRA is headquartered in Fayetteville, Arkansas (P.O. Box 3657, Fayetteville, AR 72702), with
offices in Butte, Montana and Davis, California.
2. If you do not know other graziers in your area, your Extension agent, local veterinarians, or some-
one at the feed store can probably help you put together a list. When you call people on your list to
invite them to your first meeting, be prepared to answer their questions about what you’re doing
and why. Keep it simple and direct. “Farmers usually say they attended their first group meeting
because they were asked personally” (2).
If personal or telephone contact isn’t practical for you, the next–best recruitment tool is a targeted
mailing to a list of potential members. “Targeted” is the key word here. Try to identify farmers and
ranchers whom you believe may have an interest in managing their pastures for greater profit. In
your mailing (as well as in direct contacts), be sure to make clear the purpose and philosophy
behind the group and to include the names of others who will be at the meeting. “Many farmers ...
attended the first meeting because they knew they would have an opportunity to meet and talk
.
with other farmers they respect” (2).
A lot of what it takes to host an organizational meeting is common sense. Schedule it at a conve-
nient time. Have an agenda that allows for plenty of feedback from the participants. Have someone
taking notes. Provide refreshments.
One important decision that you need to make early in the formation of your group is whether it
will be open to anyone interested or whether its membership will be limited. Both open member-
ships and closed memberships have their individual strengths and weaknesses.
Networks with an open membership are usually larger than closed–membership groups and some-
times require a more formal structure to keep them running. Larger groups do offer a greater diver-
sity of ideas and experiences than those with closed memberships, and there are more people to
assist new members in understanding how the network operates. But the diversity of open–mem-
bership groups is their greatest strength, in the view of many who advocate them (3, 4).
On the other hand, the larger size of most open groups, with their ever–shifting dynamics and
greater demand for coordination, tends to make them less cohesive than smaller networks. Also,
large meetings, with their more formal structure, limit the depth in which a topic can be discussed
(2).
The smaller size of most networks with closed membership has its own appeal. Aside from usually
having a more informal structure and requiring less energy to coordinate and maintain, closed
networks allow their members to get to know one another better, to form strong relationships, and
to focus their activities more easily on topics of mutual interest. As Jason Rankin, a networker from
County Down in Northern Ireland, says, “If you get ten committed members then that is plenty”
(5). One disadvantage of a smaller group is that the number and variety of ideas within it will be
more limited (2). Another shortcoming is that smaller networks demand a stronger commitment
from their members. If only three members of a nine–farm network are actively involved, the group
is in trouble.
The size of your group, whether open or closed membership, will largely determine how it func-
tions and how much effort is necessary to keep it vital. But regardless of size, no grazing network
runs by itself. There has to be leadership and some method of governance.
While Extension agents do act as coordinators for some grazing networks, the “leadership should
really come from within the group . . . [and] members themselves must lead the network” (6). “This
is in fact the heart of a grazing network: the experts are the ones doing it, and the ones doing it
PAGE 2 //GRAZING NETWORKS FOR LIVESTOCK PRODUCERS
3. are the farmers” (3). Someone has to take responsibility for calling and running meetings, contact-
ing members, arranging for guest speakers, organizing pasture walks and pot–luck dinners. In a
small group, this may be an individual or, in a larger group, a body of officers. In either case,
leadership and coordination are crucial to a network’s success.
Just as there are open (usually large) and closed (usually smaller) membership groups, there are
also formal and informal ways of running them. Formal structures — with elected officers and
meetings run by some established rules of order — are usually better suited to larger groups. In-
deed, a very large group may require a formal structure to avoid chaos. But not always. The Grassroots
Grazing Group (see Case Study below) still maintains a very informal structure, even though it has
grown from its original 13 members by more than six fold. Smaller groups, on the other hand, those
with no more than 10 to 15 members, can usually function well with just a few ground rules and
someone willing to see that everyone knows when and where they’re to meet. Smaller groups may
be able to act swiftly and make decisions by consensus, although the danger for groups making
decisions by consensus is “the tendency to make compromises just to move the consensus along”
(2).
Regardless of the method of governance your network chooses, the person in charge has several
very important obligations to the group. Let’s call the person in charge “the coordinator.”
The coordinator’s first (and ongoing) task is to find out what the group is interested in, what topics
or problems or activities it most wants to explore. Obviously, there will be some areas of common
concern that brought the group together in the first place, but the coordinator must ensure that
fresh ideas and new concerns are given fair consideration. Of course, members should be free to
introduce topics or suggest activities at any time, but it is the coordinator’s role to poll the member-
ship and find out where its greatest interests lie. In a small group, it might take no more than
asking, “What are you folks interested in?” In a larger group, it may be necessary to use a more
formal poll, followed by a vote.
Once a coordinator has determined what the network members want to discuss, he or she can start
setting the agendas for meetings. This may seem no more than note taking, just a list of things to
talk about, but it serves a function critical to making meetings go well: bringing them to a good end.
Members can read a published agenda and come to meetings prepared to ask questions or make
comments focused on the issues at hand. The agenda also helps the coordinator keep meetings on–
track and gets the members to the coffee and cake or the pot–luck dinner they’ve been waiting for
a little faster.
Once the coordinator has an agenda, the next step is scheduling. Meetings, pasture walks, guest
lectures, field demonstrations — all these must be held at times when the greatest number of mem-
bers can attend. Again, common sense goes a long way when drawing up a schedule. Don’t sched-
ule in the middle of a weekday during haying season or when some popular community event (the
Big Game, the Mouse Milking Derby, etc.) is taking place.
The coordinator has not only to decide when things happen but also what. Based on the interests of
the members, the coordinator will have to arrange for speakers (often from Extension, another
grazing group, or a university), set up demonstrations, and see to it that there are activities for
children at the events.
Finally, perhaps the single most important job for the coordinator is to make sure that members get
the information they need about meetings and activities, and that they get it far enough in advance
//GRAZING NETWORKS FOR LIVESTOCK PRODUCERS PAGE 3
4. to work it into their schedules. Telephone calls, e–mails, newsletters, public service announcements
on local TV and radio stations, can all make the coordinator’s job easier and the coordinator more
effective.
Sustaining the Network
The members of a grazing network need to share a belief in a set of clearly stated goals that not only
address immediate, pragmatic concerns — improving pastures, boosting production, and increas-
ing profits for the members — but also reflect the members’ social, environmental, and personal
aspirations. The success of a network depends upon the success of each individual in it, and vice
versa. This means the network has to be more than just a forum for practical matters; it must also be
an integral part of the lives of the members. Wayne Burleson, a grazier and Holistic Management
Certified Educator from Absarokee, Montana, says of his grazing group, “[it is] part friendship,
part support, part family, and part business” (7). And, as a study of the Missouri Green Hills Farm
Project discovered, “ . . . the group’s goals represent a mix of social, economic, and environmental
objectives” (4).
Shared goals and aspirations give focus and direction to the group. They are the philosophical glue
that binds network members together. And they provide a framework of support within which
members can work to realize their individual ambitions.
The essence of grazing networks is farmer–to–farmer learning and support. But monthly meetings
or pasture walks or pot–luck suppers aren’t always enough to keep the members in touch, espe-
cially when one of them needs help with a problem right now. A directory of members, with phone
numbers, addresses, and e–mail addresses, makes it much easier for members to contact one an-
other. An e–mail listserve provides a venue for ongoing discussions as well as fast access to informa-
tion. The Grassroots Grazing Group — which has more than 80 member–families in Arkansas,
Missouri, and Oklahoma — operates a listserve (moderated through ATTRA) that its members use
regularly. As one GGG farmer puts it: “The listserve is invaluable in allowing me to get timely
answers to questions necessary for management of forages, nutrients, livestock, and pests” (8).
Shared goals and ready communication are fundamental to getting a network going, but there’s
even more to keeping one going. Andy Hager, Extension agent in Taylor County, Wisconsin, who
coordinates more than 250 farms in the Northcentral Graziers Network, believes there are three
things that make a network work: mentoring, flexibility, and creativity (3).
Mentoring is the practice of pairing an experienced grazier with a beginner — farmer–to–farmer
learning at its purest — and it addresses one of the common challenges that grazing groups face:
how to accommodate the different needs of both beginning and advanced graziers. It allows new
members to integrate more easily into the group, while they at the same time reap practical benefits
from the knowledge and experience of the veteran. But perhaps more importantly, it helps estab-
lished members to “learn twice, by teaching” (9), and keeps them involved in the crucial agricul-
tural endeavor of raising new crops of farmers.
“Flexibility” and “creativity” are more difficult to quantify. They may grow naturally out of the
group’s diversity or be reflective of the group’s leadership. Whatever their source, an openness to
new ideas and the urge to improve upon old ones are important qualities for sustaining the vitality
of a network. But they show their worth best in the activities that the network sponsors.
No activity is more representative of how grazing groups work than the pasture walk. As we’ll
discuss later, pasture walks can have a lot of variety, but one general description sums them up
PAGE 4 //GRAZING NETWORKS FOR LIVESTOCK PRODUCERS
5. reasonably well: “Pasture Walks involve other graziers. They serve as constructive critics, extra sets
of observing eyes, fellow commiserators, question–raisers, and most importantly these people are
genuinely interested — dedicated to making grazing work better on everyone’s farms” (8).
A pasture walk can involve more than just walking a member’s pasture and assessing its health,
needs, and use, but that is the core of the activity. In many grazing networks, pasture walks (and
the pot–luck dinner following them) are a major part of the monthly meetings of the group from
spring until winter.
The Grassroots Grazing Group provides its members with an outline for hosting a pasture walk (8).
According to the GGG literature, the following are important considerations for a successful walk.
*Plan the pot–luck meal well in advance and let the other mem-
bers know what kinds of dishes they should bring.
*Be sure everyone knows exactly when and where the walk
will take place. If the location is difficult to find, provide maps
and instructions on how to get there.
*Plan the tour to focus on successes or challenges. Have ques-
tions ready for the group concerning any specific problems
you may be facing.
*Introduce your farm or pasture with a brief history of the place.
How long have you had this farm? When did you get involved
with controlled grazing? What are the other farm enterprises?
In other words, provide as much useful background informa-
tion as possible about how the pasture has been used in the
past and how you would like to use it in the future.
*Have a map of the property that shows its basic features:
• soil types
• land contours
• water sources
• forage species
• special–use pastures
*Prepare information about your fertility and grazing–management systems.
*If you have a lot of ground to cover, provide a hayrack or truck to transport the group.
*Discuss what each of you saw and thought.
*Enjoy your meal.
In grazing networks that have been operating for a few years, pasture walks tend to take on a
certain sameness (11), and the groups look to diversify their activities. They often invite guest speakers
(12) from Extension, the university, or another grazing group. They may form discussion groups
//GRAZING NETWORKS FOR LIVESTOCK PRODUCERS PAGE 5
6. (13) or create problem–solving exercises (14) that address broader farm issues such as costs, man-
agement, or budgets. Other activities many groups use to keep things interesting include field re-
search trials and on–farm demonstrations of new practices or technologies (2).
The social component of grazing groups is vital to their sustainability (6, 8). Farmers have long
days, and sometimes it feels like there are eight of them a week. Farmsteads may be far apart, and
farm life often leaves little time for a social life, let alone meeting new people. Being a member of a
grazing group not only provides farmers with practical information, it also creates a social circle of
like–minded folks who gather regularly both to discuss their common interests and to have fun.
“There must be a balance between formal discussion and socialization,” says Tom Wrchota, a
grazier from Wisconsin, who adds, “I received much more out of the group than what I put into it”
(15).
Case Study: Grassroots Grazing Group
The Grassroots Grazing Group (GGG) began in 1997, with a gathering of farmers, ranchers, and
educators at the farm of John and Becky Spain in Hindsville, Arkansas. After some discussion of
their common interests, the group made the decision to form a grazing network and to look for
funding to help support their start–up efforts. Working through NCAT/ATTRA, GGG applied for
and received an EPA Sustainable Development Challenge Grant. In January, 1998, the 13 founding
member families signed their mission statement and paid their dues. Since then, GGG has grown to
more than 80 member families.
Regular — usually monthly — pasture walks are a central feature of GGG activities. The group will
meet at a member family’s farm and, after a brief orientation by the owner, tour the operation,
looking at the pasture, livestock, and equipment. Following the tour, the members discuss what
they’ve observed over a pot–luck dinner, and after dinner hold a short business meeting. Some
members have also organized field trips to The Stockman Grassfarmer Conference and to nearby
research farms. A favorite activity of GGG is to meet at a beginning grazier’s farm and discuss how
best to set up its grazing system. Three teams, each composed of both experienced and beginning
graziers, walk the new member’s pasture, discuss what they see, and draw up three different
proposals for consideration. This has proved beneficial not only to the newcomer but to the old
hands as well. They all realize how much they know and how much they have to contribute to the
group. After using this three–team approach to help design his own pasture operation, one begin-
ning grazier said, “Had it not been for the things I have just begun to implement, I have serious
doubts I would have made it through this drought.”
When Networks Break Down
Nothing lasts forever — although an argument could be made for Spam — and grazing networks
are no different. Energy wanes, enthusiasm slackens, discord arises among the members, who com-
plain of lack of leadership, lack of new ideas, or lack of communication (6). Organizations all have
their natural life cycles and go through similar phases (2). At some point, any grazing network will
have to face the fact that it’s just not working as well as it could, that members are suffering burn-
out and are not bringing the same level of energy and vitality to the group that they once did (11).
A grazing network at this point in its life may be ill, but it is far from dead.
Revitalizing a network may mean going back to basics, looking at its stated goals or mission state-
ment, and seeing whether these goals still meet the needs of the members (2). Some networks choose
to subdivide into smaller groups with specialized interests (16), while others opt to focus the entire
PAGE 6 //GRAZING NETWORKS FOR LIVESTOCK PRODUCERS
7. network on advanced issues (11). As mentioned above, guest speakers, discussion groups, mentoring,
and social events can all help to pump life into a network. It’s here that the principles of flexibility
and creativity will need to be called upon.
If, despite all your efforts, the group doesn’t have the collective will to continue, accept the inevi-
table and disband, taking with you all the knowledge and friendships that the network has brought
to you.
Conclusion
Establishing and maintaining a grazing network is challenging. It demands leadership, commit-
ment, time, energy, and creativity. And balancing the different needs and expectations of the mem-
bers will be an ongoing task. Being an active member of a grazing group — the only kind to be, if
you expect to get the most from it — is not a casual activity.
That hard work and dedication will, however, be rewarded. The example of New Zealand and the
growth in popularity of grazing networks in the US is proof that they work. The educational,
social, and economic benefits that farmers discover in grazing groups far outweigh the effort neces-
sary to make them work.
NCAT/ATTRA publications related to grazing and
pasture management
Sustainable Pasture Management
Nutrient Cycling in Pastures
Assessing the Pasture Soil Resource
Rotational Grazing
Matching Livestock & Forage in Rotational Grazing
Multispecies Grazing
Sustainable Soil Management
//GRAZING NETWORKS FOR LIVESTOCK PRODUCERS PAGE 7
8. References
1) Paine, Laura. 1999. Coordinator survey highlights strengths, challenges of grazing
networks. Agri–View. June 3.
2) Barrett, Kathy, with D. Merrill Ewert, Ph.D. 1998. Farmer to Farmer Learning Groups. Cornell
Cooperative Extension, Cornell University, Ithaca, NY. 20 p.
3) Baker, Juli. 1997. A grazing network: In the beginning.... Pasture Talk. March. p. 11.
4) Anon. 1996. New farmer network groups and the university: Case study of Missouri’s Green
Hills Farm Project. Section II: Central processes and dynamics of the GHFP. University of
Missouri. Downloaded 11 January 1998. <http://www.ssu.missouri.edu/Publications/
greenhills/s1.htm>.
5) Rankin, Jason. E–mail posting on graze–l website. Downloaded 3 January 1998. <http://
www.louggheries.demon.co.uk>.
6) Cadwallader, Tom. 1999. Strengthening farmer networks. Pasture Talk. August. p. 7.
7) Burleson, Wayne. 2001. Clubs are a new neighborhood glue. Holistic Management IN PRAC-
TICE. November/December. p. 7.
8) Grassroots Grazing Group. 1999. Handout to members.
9) Baker, Juli. 1997. The grazing network: As it works... How networks grow. Pasture Talk.
April. p. 4.
10) Paine, Laura. 1999. A final look back at grazing network survey. Agri–View. August 5. p. 1.
11) Paine, Laura. 1999. Grazing networks face challenges as they mature. Agri–View. July
8. p. 1.
12) Dietmann, Paul. University of Wisconsin–Extension, Sauk County Agricultural Agent. E–
mail posting on graze–l website. Downloaded 13 July 1998. <pjdietma@facstaff.wisc.edu>.
13) Evans, Phil. E–mail posting on graze–l website. Downloaded 3 January 1998.
<pevans@b150.aone.net.ay>.
14) Lane, Woody. E–mail posting on graze–l website. Downloaded 14 July 1998.
<wlane@rosenet.net>.
15) Wrchota, Tom. E–mail posting on graze–l website. Downloaded 13 July 1998.
<wrchota@athernet.net>.
16) Baker, Juli. 1997. Networks one more time: Watching the grass grow. Pasture Talk. Septem-
ber. p. 4.
PAGE 8 //GRAZING NETWORKS FOR LIVESTOCK PRODUCERS
9. Enclosures
Baker, Juli. 1997. A grazing network: In the beginning.... Pasture Talk. March. p. 5, 11.
Baker, Juli. 1997. A grazing network: As it works...How networks grow. Pasture Talk. April. p. 4-
5.
Baker, Juli. 1997. Networks one more time: Watching the grass grow. Pasture Talk. September.
p. 4, 7.
Burleson, Wayne. 2001. Clubs are a new neighborhood glue. Holistic Management IN PRACTICE.
November/December. p. 7.
Paine, Laura, et al. 2000. Wisconsin’s grazing networks: History, structure, and function. Journal of
Natural Resources and Life Sciences Education. Vol. 29. p. 60–67.
Further Resources
Publications
Anon. No date. Building Sustainable Farms Through Peer Relationships. 12 p. $2.00
Available by calling:
(518) 427–6537
or by e–mailing:
farmfood@capital.net
Barrett, Kathy, with D. Merill Ewert, Ph.D. 1998. Farmer to Farmer Learning Groups.
Cornell Cooperative Extension, Cornell University, Ithaca, NY. 20 p. No listed price.
This is a guide to setting up and running groups similar to grazing networks, with empha-
sis on leadership skills and governance. It is available from:
Farming Alternatives Center
Cornell University
Ithaca, NY 14853
607–255–9832
Hochheimer, Joanne Dvorak, with Debra Austin and Karen Juenger. 1993. Farm
Support Group Manual. Cornell Cooperative Extension. NY FarmNet, Ithaca, NY. 13 p.
This manual discusses how to determine the best structure for a group and how to organize
meetings. It is available for $8.00 from:
NY FarmNet
Cornell University
Warren Hall
Ithaca, NY 14853–7801
(607) 255–1603
//GRAZING NETWORKS FOR LIVESTOCK PRODUCERS PAGE 9
10. University of Vermont Cooperative Extension. 1999. Farmer Discussion Groups: Getting
Started. SARE Bulletin 4. 6 p.
Includes case studies as well as tips for successful group interaction. It is available free from:
CTR/Publications
Agricultural Engineering Building
63 Carrigan Drive
University of Vermont
Burlington, VT 05405–0004
Videos
The Farmer’s Relevant Voice.
A video on how farmers participate in watershed protection by developing leadership and
working cooperatively. Available for $10.00 through Cornell University.
(607) 255–0150
mb252@cornell.edu
Resources on the World–Wide Web
Graziers from all over the world exchange ideas through graze–l.
graze–l@Vulcan.taranaki.ac.nz
Cornell University’s site is rich in information, some of which is included in this list.
http://www.cals.cornell.edu/agfoodcommunity/afs_ temp3.cfm?topicID=239
Upper Midwest organic farmer networks.
http://www.mosesorganic.org/UMORD/6networks.html
Farmer research and farmer–research networking.
http://www.csare.org/programs/farmers.htm
Wisconsin farmer networks.
http://www.wisc.edu/cias/links/networks.html
Farmer–to–farmer networks: effective grassroots sharing.
http://www.wisc.edu/cias/pubs/briefs/023.html
Wisconsin grazing networks: a status report.
http://www.wisc.edu/cias/pubs/briefs/049.html
North Central SARE Farmers Networks. Examples and ideas on how to develop farmer
networks.
http://www.sare.org/ncsare/fnpn0200.htm
Enhancing Sustainable Agriculture Through Farmer Groups. A case study of farmer cluster
groups by the Kansas Rural Center.
http://www.oznet.ksu.edu/sustainableag/publications/ksas4.htm
PAGE 10 //GRAZING NETWORKS FOR LIVESTOCK PRODUCERS
11. By Paul Williams and Alice Beetz
Edited by Richard Earles
Formatted by Cynthia Arnold
April 2002
CT166
The electronic version of Grazing Networks for Livestock
Producers is located at:
HTML
http://www.attra.ncat.org/attra-pub/grazingnetworks.html
PDF
http://www.attra.org/attra-pub/PDF/grazingnetworks.pdf
//GRAZING NETWORKS FOR LIVESTOCK PRODUCERS PAGE 11
12. PAGE 12 //GRAZING NETWORKS FOR LIVESTOCK PRODUCERS