November / December 2006 January / February 2006
Number 110 Number 105
Keen on Grass and Dollars by Ann Adams
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t’s hard to find anyone more enthusiastic about grazing than Neil Dennis. This is a man who has grasped the importance of high stock density to such a degree that he has created the necessary infrastructure and support systems to keep his herd density high and his time managing the cattle minimal. Where he once labored ten to twelve hours a day with little time for management, he now spends more time managing than he spends laboring. That change leaves more time for coming up with new inventions, taking pictures of his land, enjoying his increased profit, and talking about Holistic Management with others. Neil and Barbara Dennis ranch on 1,200 acres (480 ha) near Wawota, Saskatchewan, Canada. In 2005 Neil put 650 head of cattle on 2.5 acres (1 ha) of land every six hours achieving 80 ADA and allowing a minimum of a 60-day recovery (with as much as 100 or more in some cases). He hits any given area no more than twice a year. This is more than double his initial stocking rate of 30 ADA (the conventional stocking rate is 20 ADA). With 13 inches (325 mm) of rainfall coming mostly in the rainy season between May and July, this land tends toward the less brittle, but Neil’s management is still necessary to move his land toward greater biological health. The change toward planned grazing has resulted in more biodiversity in his paddocks with as many as 25 species of native grasses represented in one paddock, including purple prairie clover and little blue stem. This shift in land health was so evident that
MARK YOUR CALENDAR! Holistic Management International Gathering 2007 See page 20 for more information
Ed Kennett, a past president of the Saskatchewan Wildlife Federation noted, “After seeing first hand the return of native grasses under planned grazing, I see it as a tool to bring back some of our natural lands.” And with the increased land health and improved grazing management has come improved animal health. “I spend more money on my dog food bill than I do my vet bill now,” says Neil. In 1983 Neil had begun rotational grazing. He would graze the plants to about 3-4 inches high and move the animals back on after a 1421 day recovery. He found over time this method was slowly depleting the soils and reducing his grasses. Back then he got himself into some financial problems following the conventional wisdom of the times (including his involvement in the purebred cattle business). “The harder I worked, the deeper the hole,” says Neil. “That’s why I finally went to my first Holistic Management training in 1998 with Len Piggott. I had received the first notice for the training, and I threw it away. My wife pulled it out of the trash and said we were going. “At first I didn’t think much of what Len taught that training, but a few things stuck. He suggested we go home and really look at the land, see what it was telling us. He also suggested we take pictures. I decided to go home and prove that he was wrong. When I got home I noticed how the AI paddock looked better than those around it because this was a paddock I used for a limited time in the spring and only in the spring which meant it had a long recovery time. When I started taking pictures, I realized there was something to this Holistic Management.” In 2004 Neil took another Holistic Management training with Don Campbell. This time, Neil was able to absorb more about the people and financial part of the training. He also joined the SE Saskatchewan Holistic Management Group. This club has six families continued on page 4
www.holisticmanagement.org www.holisticmanagement.org
INSIDE THIS ISSUE
CANADA
In this issue we feature some of the Canadian practitioners and educators working to spread Holistic Management in Canada. On page six read about the Campbell Family in Saskatchewan and how they run as much as 200 pairs per acre to achieve high animal impact.
FEATURE STORIES Holistic Management in Canada . . . . . . . 2 Living Rural Communities
..............
3
Melisa Yestrau
A Profitable Paradigm Shift The Campbell Family . . . . . . . . . . . . . . . . . . 6 Ann Adams
LAND & LIVESTOCK Saving the Lung of Mexico–– A Silviopastoral Collective . . . . . . . . . . . . 8 Jim Howell
Holistic Globalization–– Ponderings of a Global Cowpuncher . . . . . . . . . . . . . . . . . 10 Jim Howell
Land Planning
........................ Jody Butterfield, et al.
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NEWS & NETWORK To Help the Girls . . . . . . . . . . . . . . . . . . . . . . .14 HMI Grapevine . . . . . . . . . . . . . . . . . . . . . . . .15 Book Review . . . . . . . . . . . . . . . . . . . . . . . . . . . .17 Certified Educators . . . . . . . . . . . . . . . . . . . . .18 Marketplace . . . . . . . . . . . . . . . . . . . . . . . . . . .20
Holistic Management in Canada Holistic Management International is a non-profit organization dedicated to promoting resource management that restores land to health and operations to profitability. As the worldwide pioneer of Holistic Management, we’ve worked successfully with ranchers, farmers, pastoral communities and other entities since 1984. FOUNDERS Allan Savory
Jody Butterfield
STAFF Shannon Horst, Executive Director Peter Holter, Senior Director of Marketing and Product Development Bob Borgeson, Director of Finance, Accounting and Administration Jutta von Gontard, Director of Development Kelly White, Director of Educational Services Constance Neely, International Training Programs Director Ann Adams, Managing Editor, IN PRACTICE and Director of Publications and Outreach Kelly Bee, Accountant Maryann West, Executive Assistant Donna Torrez, Administrative Assistant
BOARD OF DIRECTORS Ron Chapman, Chair Ben Bartlett, Vice-Chair Jody Butterfield, Secretary Sue Probart, Treasurer Ivan Aguirre Gail Hammack Daniela Howell Brian Marshall Jim McMullan Ian Mitchell Innes Jim Parker Soren Peters Jim Shelton Roby Wallace Dennis Wobeser
W
hen Don Campbell went to his first Holistic Management training in 1989 in Devon, Alberta, he didn’t know anyone else in the class. Most of the other participants were within 1/2 hour from each other. Don’s ranch was two hours away. But the Certified Educators for that training, Kirk Gadzia and Roland Kroos, built a climate of trust among the participants and reinforced the importance of management clubs as a tool for support and ongoing learning. That group became the Devon Management club still going strong 17 years later. “We owe our success and the success of Holistic Management in Canada to management clubs,” says Don. “The management club offers support and motivation and acts as a sounding board for each member. We meet once a month and have eight families participating in our club. We start at 3:00 - 4:00 p.m. and will go until 9:00 - 10:00 p.m. The host couple sends the agenda but everyone has an opportunity to share. “We have a ‘How Am I’ part of the meeting where everyone shares what they’ve been doing and any pressing needs. Each meeting has some time for the men and women to spend time in their separate circles, but when it comes time for the main meeting to start, we are all together. It’s really important that everyone participates in the meeting.”
CANADIAN GATHERING February 13-14, 2007 BRANDON, MANITOBA
ADVISORY COUNCIL Robert Anderson, Corrales, NM Michael Bowman,Wray, CO Sam Brown, Austin, TX Sallie Calhoun, Paicines, CA Lee Dueringer, Scottsdale, AZ Gretel Ehrlich, Gaviota, CA Cynthia Harris, Albuquerque, NM Clint Josey, Dallas, TX Doug McDaniel, Lostine, OR Guillermo Osuna, Coahuila, Mexico York Schueller, Ventura, CA
Keynote Speakers Allan Savory–Founder, Holistic Management International; author, Holistic Management: A New Framework for Decision Making; International Banksia Environmental Award recipient. David Irvine–Internationally sought after speaker; author of three best-selling books; 25 years of experience as a family therapist, workshop facilitator, professional speaker and executive coach; developed a unique, personal and practical approach to transforming leadership at all organizational levels.
Lots of Producer Panels and other speakers Informative and motivational workshops
Africa Centre for Holistic Management Private Bag 5950, Victoria Falls, Zimbabwe Tel: (263) (11) 404 979; email: hmatanga@mweb.co.zw Huggins Matanga, Director HOLISTIC MANAGEMENT IN PRACTICE (ISSN: 1098-8157) is published six times a year by Holistic Management International, 1010 Tijeras NW, Albuquerque, NM 87102, 505/842-5252, fax: 505/843-7900; email: hmi@holisticmanagement.org.; website: www.holisticmanagement.org Copyright © 2006.
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Now when Don and his wife, Bev, run courses in Canada, they insist that a local group come together first before they will teach in that area. When someone calls the Campbells asking for training, they tell them the price and time commitment for training (they offer a six-day training in two three-day sessions). When someone interested in training can convince 1020 neighbors to make the commitment to that training, the Campbells follow up with training and more encouragement on how to set up their management club and keep it going. Like Kirk and Roland, Don and Bev explain the importance of mutual trust and support in the group for everyone’s success. “We do a lot of circle work,” says Don. “We use a talking stick, passing it around so everyone has uninterrupted time to talk. We create an atmosphere of comradery so people want to share.” Currently there are 20 active management clubs in Western Canada each supporting approximately eight to ten farm families. In turn, these clubs also provide outreach to their communities through field days and participating in other agricultural learning opportunities. Working with provincial agricultural agencies and organizations such as Ducks Unlimited, these management clubs have helped spread the word about Holistic Management.
Coordinated through the Manitoba Holistic Management Clubs
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For more information, contact:
Larry Fischer 204/386-2491; fischerl@mts.net Pam Iwanchysko 204/648-3965; piwanchysk@gov.mb.ca
Living Rural Communities– A New Attitude In Canada by Melisa Yestrau
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am a young woman from the city. I own no land or cattle; I ride a bicycle, not a horse. They call me the urban cowgirl. I’ve learned that despite all these facts, Holistic Management is still relevant to my life. This realization did not come overnight, but has developed from interacting with various Holistic Management clubs, attending conferences and field days, and by focusing my Master’s research on the benefits and challenges experienced by Western Canadian Holistic Management practitioners.
Assessing Holistic Value Once the course was complete, I started a Master’s degree researching the real and potential value that Holistic Management holds for Canadian farmers, especially those with livestock. My first step was to register for a Holistic Management course offered by Don and Bev Campbell. The course took place in Gladstone, Manitoba (about a two hour drive from Winnipeg) with fifteen of us in attendance.
Farm as Classroom My journey began as a child spending my summers on my grandmother’s farm. I have fond memories of riding in the cab of the combine, eating meals in the field during harvest, growing my very own watermelons, and snatching eggs from the hens. As I started getting older and taking on more responsibilities, I spent less of my time on the farm. My first few years at university left me disconnected from the natural environment and unsure of what direction I was headed. When the opportunity came to take a travel course based in rural Manitoba to learn about rural living and farming, I was eager to participate. The course, Living Rural Communities and Environments, took place in August 2004 in Clearwater, Manitoba. Since this was a travel course, the entire 10 days was spent camping in this small community composed of 75 residents. The philosophy of course was based on experiential learning–our classroom became the farms and local businesses we visited, and the teachers were those local residents operating them. We visited a number of diverse farm operations throughout the course, including three farm families practicing Holistic Management. I had learnt about sustainable farming practices such as organics and Permaculture, but this was the first time I had ever heard about Holistic Management. Although confused with what exactly Holistic Management entailed, I was taken aback by the optimism of the farm families we visited. This course had taken place amidst the BSE (Mad Cow) crisis, and an early August frost had ruined many crops in the area. However, despite the impending realities of these outside forces, the Holistic Management practitioners were hopeful and energetic.
One student in the Living Communites class noted that it was “the tour of Don Guildford’s ranch that maybe captured the spirit of Holistic Management best for me when he said, ‘Caring for the land is my number one priority and by doing so, the land will be more productive and the financial goals will take care of themselves.’” I have to admit I was very nervous attending the first day of class. I was the city slicker from Winnipeg with no cows and no farm. However, I quickly realized that having cows or farm was not a requirement to manage holistically. The course also confirmed that Holistic Management is not a grazing method or a way of growing grass–what it really comes down to is a way of making decisions that balance healthy land, people and profit. On the last day of class, Don and Bev encouraged our group to form a management club. A month after the course was complete, the Big Grass Management Club held its first meeting, and still meets on a monthly basis. The meetings I have attended with the management club have been vital for my own understanding of Holistic Management, as well as developing my research project. Although the group has formerly participated in the research through a group
interview, they have also been an equally important support of my research as a whole. One club member now sits on my graduate committee (the group that decides on the direction of the project and whether I pass or fail). I also consulted other holistic managers, as well as conservation organizations and local agricultural offices while developing the research. With this information, we constructed a twelvepage survey in order to describe the benefits and challenges experienced by Holistic Management practitioners across the Canadian Prairies. We are also interested in how Holistic Management affects the risks and stress represented by BSE and other agricultural crises Using mailing lists provided by Canadian Holistic Management educators, we sent out over 800 hundred surveys. Mail surveys generally have a low rate of return, especially when sent to rural communities. I had anticipated that holistic managers were a highly motivated group, and this was clearly demonstrated when over half of the recipients sent back their completed surveys This past summer was spent entering in all the information from the surveys. I also had the opportunity to help teach the same university course where I had been first introduced to Holistic Management. It was very interesting to see the student’s reactions to the course, especially in regards to Holistic Management. Some came from farming backgrounds, while others were brought up in the city. There were also students from countries as far away as China, Germany, and Bangladesh. One of the students, Shannon Baxter, commented that “before I took this course I never knew such a (Holistic Management) theory/ system/ philosophy/ lifestyle existed. The idea that decisions are made by both husband and wife, and quite often children, is very intriguing. The stress on farmers these days is astounding and the simple act of sharing decision-making helps to ease that burden. Coming from a farming family I can see the unity that it can bring to a family, especially in challenging times.” From my personal experience and research, I believe whether you’re an urban cowgirl or cowboy, a farmer or rancher, mother or father, a business leader, or a team player, I strongly believe that Holistic Management is useful for anyone who is interested in promoting sustainable livelihoods, providing for the environment, and building stronger rural and urban communities. For more information about Melisa Yestrau’s research, visit http://www.harvestmoonsociety. org/educationandresearch or email yestrau@cc.umanitoba.ca. The research results will be available in Spring 2007. N u m b e r 110
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Keen on Grass
continued from page one
all within a 60-mile (96-km) radius. They have monthly meetings that often include field trips, pasture tours and social time. The fact that the class participants and subsequent group members had to wait over a year to take the Holistic Management class due to a Campbell family situation, created a much more dedicated group before they started. Combine a dedication to a wide age range (young family to grandparents, just getting started to established farmers/ranchers) and a mutual desire to learn a more sustainable way of life and livelihood and the end result is a very cohesive group working together and forming a management club that is continuing to build and become greater than its individuals could be alone.
his land receives by retaining snow equal to 6.5 inches (163 mm) of rainfall, whereas the neighbor’s land was bare or only slightly covered. Consequently when the snow did melt, he had more water infiltration and less evaporation loss resulting in three to four inches of green grass while his neighbor’s grass was still dormant.
The temporary electric fencing is held in place by pigtail step in posts set as much as 40-50 feet (13-15 meters) apart. In 2005 Neil used 1.8 acres/head. In 2006 he needed only 1.35 acres/head compared to the neighbor’s 3.2 acres/head with conventional grazing–a 250% gain in forage utilization. Likewise, in 2006 Neil produced 152 pounds of
Carbon Sequestration & Soil Recently, Dr. Alan Moulin, a soil scientist from Brandon Research Centre of Agriculture and Agri-Food Canada performed an initial analysis to determine organic carbon levels in Neil’s soil. According to Neil, Moulin found that the Dennis Farm had 1.4 more metric tons of
More ADA = More $ As Neil’s land has improved productivity and he has continued to explore how he can increase stock density and improve land health, he has quadrupled his profit per acre. He is increasing his ADA by skim grazing a paddock, taking 40 percent of the plant, then coming back for a final graze after the plant has recovered, taking as much as Neil feels is healthy for the land, leaving as much behind as possible for litter. With this technique he has achieved up to almost 120 ADA. YEAR
ADA
2000 2004
28 ADA $1.75/day gain + $.40 107 ADA $1.75/day gain + $.40
INCOME/ANIMAL
Neil Dennis
TOTAL
$19.60/acre $75.18/acre
Aerated dung
Snow Fences Neil also uses plants to his advantage to trap snow on these windy plains. He has broadcast, crosswise to the prevailing winds, yellow clover in established pastures, in strips 100-200 feet apart. On the first graze the clover is small and the cattle have little effect on it; after the paddock has a 60 + day recovery period, the clover is three to four feet tall and has set seed. Then, with high stock density, on the next graze the cattle like the lush growth in the bottom and will also strip some but not all of the clover. The clover stems act as a snow fence, trapping the snow on the high ground, and also keeping it out of the sloughs. The wind will broadcast the clover seed over the snow and thereby reseed it for the next spring. When there is limited snow cover, the frost line is deeper, resulting in slow green up in the spring. On Neil’s land, he had an average of 20 inches of snow in 2004-05 across his land which acted as insulation during the spring warm up. He has been able to increase the precipitation 4
IN PRACTICE
organic carbon than his neighbor’s land, which was grazed conventionally, and six tons more than the Ducks Unlimited land that had been idle for nine years. With increased stock density has come improved soil health and microfauna activity. The dung beetles are very active as you can see from this aerated dung pile. The dung beetles will bury the pie two feet (60 cm) down. They get some help from the cows who trample in the cow pies at this stock density. The end result is less flies on Neil’s land while the neighbors are plastered with them.
beef per acre running 801 head. A conventional grazing neighbor produced 68 pounds of beef per acre running 200 head. That difference of 84 pounds per acre was in a year in which four out of five months had less than average rainfall and July was the second hottest July on record (usually it rain every 7 to 14 days). Neil has calculated that it takes him 3.5 hours more work to move the cattle six times a day, but he is getting paid $80/hr because of the higher ADA and, therefore, pounds per acre he achieves with that stock density.
Working Smarter Neil is a strong believer in working smarter not harder. He has outfitted his ATV to carry his fencing supplies and move his stock tanks easily to the water sources he has developed on his land. His fencewinder, a battery powered electric drill, can reel in 1/4 mile of fence in three
Strip Grazing Currently, Neil custom grazes 650 yearlings as well as running his own herd of 100 cow/calf pairs and yearlings. He continues to push for higher stock density, moving the cattle as much as every 2-3 hours. He watches for when they begin to lay down and a strong smell of ammonia as clues that it is time to move (a smell that attracts dung beetles to the pasture).
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Fencewinder
his herd enough bales for two days feed by using temporary electric fence that is easily moved and rebuilt as needed. So in the winter, every two days he takes 15 minutes to move the wire allowing the cattle access to more feed. He uses the other bales outside the paddock to hold the fence using a 5/8” sucker rod or a fiberglass rod into the bale. The response from the land to this bale grazing has been amazing. Before, he had no native species, just crested wheat, quack grass, and Kentucky blue grass. Now he has all kinds of vetches and legumes. Neil feed tests the winter supply of bales and dependent upon the result has offered protein pellet or grain to top off nutrition.
Portable stock tank
Fence lifter means no gates. minutes. He is careful to keep a constant supply of water in his stock tanks; he has noticed the cattle panic if it gets half empty. Each water riser he has developed can serve four ten-acre paddocks as he shifts his stock tank from one water source to the next. To move his cattle from one paddock to the next, he just lifts the fence wire and the cattle walk underneath. He trains his animals at the beginning of the season with the help of two resident donkeys and slipping a bungee wire behind them to crowd them forward toward the fresh grass on the other side of the lifted wire. Meanwhile, Neil has outfitted his ATV with a bar that sticks out from the ATV that catches the fence wire and brings it down under the wheels (due to the metal frame he has attached to the undercarriage) so he and any equipment he tows can easily “ride over” his temporary electric fencing.
Bale Grazing Neil used to feed bales five months of the year starting a front end loader tractor every day. Now Neil only lays out his hay bales once a year, in the fall and with planned grazing, and stockpiled grass has reduced the amount of time he winter feeds because the cattle graze for a longer time in the fall and start earlier in the spring. It takes one hour of tractor time in the fall to feed 80 head of cows for one month, instead of one hour a day in the winter time feeding conventionally. Neil gives
Summer growth covers Barbara’s head in an area where the cows bale grazed in the winter N u m b e r 110
continued on page 16
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A Profitable Paradigm Shift– The Campbell Family by Ann Adams
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n 1988, Don Campbell took an introductory Holistic Management course after hearing long-time HMI member Jerry Holtman talk about his experiences managing holistically. Don was so excited about what he learned in that first training, he also attended a Holistic Management® Financial Planning course that same year. While his interest in grazing drew him to the first Holistic Management course, his new understanding of the power of paradigm shifts to improve profit and quality of life has kept him excited about sharing Holistic Management with others all these years.
pushing his stock density numbers. For the next two years after his training, Don went to work creating more paddocks. Starting with only a dozen paddocks, Don was able to create 50 paddocks (approximately 80 acres/ha each), laying fence such that each paddock had access to some natural water source–Don’s unfair advantage. In 1988 Don had bough enough yearlings to stock the ranch. He hadn’t hayed since 1985 and didn’t want to get back into that enterprise. With his new grazing strategy, he had more than
The B-C Ranch Don and Bev Campbell sell long yearlings and run 650 cows on their 4,500-acre ranch (1,800 ha) near Meadow Lake, Saskatchewan. On this grey-wooded soils, in the parkland environments of Western Canada, this landscape tends toward the non-brittle with an average rainfall of 15-20 inches (375-500 mm) and adequate snowfall in the winter. Don’s father bought the ranch in 1948, and Don began ranching with him in 1972 before he bought the ranch from his father in 1980. Since September 2002 Don and Bev and their sons and their wives have been managing the ranch as a team of six. They have equal ownership and use consensus to make decisions that take them towards their holisticgoal. Scott (32) and wife, Jenna, and Mark (30) and wife, Bluesette, have divvied up all the management duties in such a manner that the ranch continues to grow more grass than it was in 1989. When Don walked away from his first Holistic Management training course in 1988 (see article on page 2), he understood for the first time how he could grow more grass. Like many ranchers who have taken Holistic Management training, Don was able to double his stocking rate. At the time, guidelines were suggesting a 40-60 day recovery period for plants. After his Holistic Management training, Don decided to experiment with a 21-day recovery period. Luckily, he experimented on only half the ranch because he ran out of grass on that part of the ranch. But the grass on the rest of the ranch was sufficient to get them through that season. He later returned to a 60day recovery period. After that near miss train wreck, Don decided he’d error on the side of stocking light while 6
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for the hay to keep them through the winter. That paradigm shift to harvesting grass made him rethink his investment in the yearlings which had resulted in a million dollar loan and $50,000 in interest charges. But after taking the Holistic Management training, in 1989 the Cambells ran the cows they could afford to own and custom grazed to utilize the balance of the grass. The results was a bank loan of zero and $10,000 income from interest. In getting rid of that high debt load Don was able to stabilize his finances and grow his cow herd while improving the health and productivity of his land. “A major change like this is only possible by having a paradigm shift, by seeing things differently,” says Don. “In our case, it was realizing we didn’t have to own all the cattle– something we had done for 40 years. This paradigm shift was directly related to our Holistic Management training. The ability to change our paradigms and holistic financial planning has allowed us to see debt as a tool. We can operate debt free or with a light or heavy debt load. In all three cases we are confident. We are in charge and we know we are moving towards our holisticgoal.”
Improving the Water Cycle
These two pictures are taken on the same day. In the photo above Scott Campbell is standing in a pasture just 50 yards away from the photo below it–an area where the Campbells did their winter feeding. These kinds of results demonstrate to the Campbells the value of feeding on the land, putting the diamond pies (manure) where it will have the greatest impact. doubled his summer capacity, but since he wasn’t raising his own hay, he had to disperse his herd. But when he went to the Holistic Management® Financial Planning course taught by Allan Savory and Roland Kroos, he suddenly understood that his financial risk was too high with his current strategy. His wealth was in his grass. If he got more profit from the grass he did have, he could afford to buy his hay. He didn’t need to buy more land, he could just grow more cows on the land he had and pay
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While one of Don’s favorite methods of monitoring improved land health is through improved profit, and increased carrying capacity he is also quick to point out the indicators of the improved ecosystem processes, particularly the water cycle. In 2002 the Campbells had the lowest rainfall ever–4.4 inches (110 mm). Yet, they were able to support the highest stocking rate they had ever had on the ranch–800 cow/calf pairs. They never ran out of grass until late October when they started feeding hay. Meanwhile, the neighbors had to begin feeding in August. The improved water cycle has also shown up in less bare ground. They have almost complete plant cover which has served them well in storing more water through the lean times. This year they received only 3.7 inches (93 mm) from spring to July. When they received good rainfall in August, Don knew that water could hold them through to next spring because of the soil’s ability to capture water. “We’re not as dependent on timely rains,” Don says. “We can withstand more erratic rains. “We continue to experiment with ways to improve our grazing management. We’ve done followup grazing with the yearlings ahead of the cows. This year we are mixing our steers and heifers in with our breeding bulls. We keep striving for grazing that requires less work and produces more grass.”
while also encouraging cross-training so there is were still around to offer advise when they In fact, the Campbells set some objectives wanted it. We wanted them to have time to excel less vulnerability to unforeseen circumstances last year as part of their financial planning. affecting ranch effectiveness. This flexibility also Those objectives were simple and clear: improve before we die. It’s critical to do that kind of helps the family meet quality of life goals. cross-training ahead of time. If people aren’t the land, grow more grass, feed more cattle, do When Scott was first hired to manage the prepared to take on different roles and there’s a less work, and make more profit. To that end, ranch in 1997, Don’s consulting work was not a sudden accident, it can profoundly affect the they are investing in permanent fencing that sufficient salary at the time. To solve that problem will divide their 50 paddocks into 100 paddocks. business.” and Scott’s need for hired help, Don They had been experimenting with became Scott’s employee. Now Don and temporary fencing for these paddock Bev are involved in the business in a divisions and have had as many as 120 different capacity. They continue to look paddocks some years. They felt the at these types of intergenerational issues investment in permanent fencing will as they want to also support their help them keep to a higher stock daughters, Grace and Marie, who are not density, allowing them to grow more involved in the ranch management. grass. Increasing the ranch’s profitability allows They have also settled on an 85-day Don and Bev to transfer some of that recovery period. They feel this is the profit to their daughters to support them best recovery period for them, in their goals. Likewise, Grace and Marie balancing their needs for adequate were involved in the holisticgoal setting animal nutrition, increasing plant for the ranch in 2001, so they have an diversity, addressing drought reserve, investment in the ranch on that level as and capturing the maximum amount well. of solar energy. They average two to This kind of cooperation and three day grazing periods, but have ownership in the ranch’s holisticgoal is been moving toward daily moves with critical, particularly for major financial temporary fencing. They began using Campbell family from left to right: Don, Bev, Cheyenne, the Bud Williams’ style of low-stress John(nephew), Scott, Jenna, Shane, Mark, Bluesette, and Andrew. decisions. In 2002, due to the drought, the Campbells decided to send some livestock handling in the mid-1990s cows out, taking a $100,000 loss for that year. and continue to improve their animal handling The Campbells manage by consensus and From their financial planning, they knew they skills. “We used to manage for cattle and grass, have a team meeting once a month to monitor not the land,” says Don. “We’ve turned that the financial plan. Every Monday they have their could recoup that loss the following year if they kept those animals, so they were comfortable around. Now we’re managing for the land weekly meeting to divvy up chores. Then, they planning for that loss. Through their planning, through our cattle and grass.” have a quick meeting each morning to adjust they had the confidence to make that decision, their weekly plan to address the daily workload. Sharing the Wealth and their holisticgoal helped them test that This process has worked smoothly because they laid the groundwork with reworking the ranch’s decision and realize why it was important to In 1990, Don and Bev began teaching holisticgoal with the new decision makers before maintain that cowherd. together, eager to share Holistic Management Often people can’t make those kinds of any of the children came back to the ranch. with others. From November to March, they decisions,” says Don. “Their margins are too When Don and Bev began having the teach, consult, and speak, often running four to slim. That kind of situation would take them conversation about bringing their sons back to five courses a year. “People come into the five to ten years to make it up. We were able to courses concerned about their quality of life and manage the ranch, they knew how they make it up in one year. We know a year ahead of their profit,” says Don. “We teach them the goal structured this transition was critical to the success of such a venture. They talked about this time what our finances will be and that gives us setting, testing, and how to create a financial peace of mind. People are too busy doing, so transition with their sons on and off for 1 and and grazing plan. We work through a sample they don’t take time to do the important things. 1/2 years. When their sons were ready to move financial plan with them so they can go home Facing those challenges earlier is critical. Like back, the Campbells hired Certified Educator and easily plug their own figures in and create the situation with BSE (Bovine Spongiform Kelly Sidoryk to facilitate two meetings, each 1 their own financial plan. We do the same with Encephalopathy). Having to deal with that issue and 1/2 days long. “I knew we needed an their grazing plan. We also work to make sure has strengthened our team. We’ve learned how outside facilitator,” says Don. “I couldn’t have they start a management club in their area to been that facilitator as well as be involved in the to cut costs together, and we’ve used BSE to help support each other. We find people respond well to our courses because the concepts make sense. discussion. The people part is just too important. us build a stronger team. We’re a stronger team because of that. It’s helped us grow. Sure we We had to make the investment in those They pick up the ideas quickly and can use have disagreements, but we work it out. Testing meetings to rework our holisticgoal with Scott them on their place.” our decisions toward our holisticgoal has helped and Mark and their wives.” In 2001, Don and Bev talked to their sons, us know we can handle those kinds of The Campbells have divided the ranch Scott and Mark, about their interest in taking challenges together.” management into four areas: production, over the management of the ranch. “A lot of marketing, finance, and people. Scott or Mark is ranchers wait until their children are 50 years old before they pass over the management of the responsible for each of these areas, while Don is Don Campbell is a Certified Educator in Canada and can be reached at: an advisor. This structure allows for ranch,” says Don. “We wanted to give our doncampbell@sasktel.net or 403/236-6088. accountability and the chance to build skills, children time to manage the ranch while we N u m b e r 110
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Saving the Lung of Mexico–
A Silvopastoral Collective by Jim Howell
T
he news today is filled with the consequences (both positive and negative) of economic globalization. But even though the current economy may be global in scale, I don’t believe local adaptation and integration are things of the past. Local initiatives, I would argue, can be enriched by global connectivity, and vice-versa. I would further argue that locally based, holistically-grounded businesses are primed to emerge as leaders in this global economy; they will lead when the world realizes that globalization centered on linear economics isn’t enough, and they will become the models that propel us forward. I recently stumbled onto an example in southern Mexico–in the state of Chiapas. My wife, Daniela, and I just spent a week in the tiny village of Frontera Corozal, on the banks of the giant Usumacinta River, which forms the border with Guatemala. This was the second of our two Mexico trips this summer. We were training a group of Holistic Management® Certified Educators as part of HMI’s Certified Educator Training Program. This was the sixth and final session of instruction. During each session, we spend at least a full day visiting the operation of a local producer, and this time, in this hard-to-get-to little community, we found one of these globally connected, locally adapted business models. The last leg of our journey to Frontera Corozal was a three-hour ride in a little twelve-seater commuter bus. It was filled with friendly locals, all speaking Spanish. But as we descended a long winding valley to the banks of the Usumacinta, we suddenly realized we couldn’t understand anybody. It was weird. These folks had lapsed into another language that was absolutely nothing like Spanish, and Daniela and I felt like we were entering some sort of twilight zone. I asked the man in front of me what he was speaking. He told me that this corner of Mexico is home to a tiny, remnant, indigenous population of native Americans know as the Chol, the tribe to which our traveling companions all belonged. As they approach home, they tend to switch to their native tongue. They are distant relatives of the Mayans, but their languages diverged so long ago that they are mutually unintelligible.
to 120 inches (3,000 mm) of annual precipitation. For many hundreds of years, the Chol have been cultivating corn and beans and raising turkeys, and, since the arrival of Europeans, cattle, horses, and goats. As a result, most of the old growth, original jungle is gone, and over the past 30 years, since Mexico’s degree of connectivity to the world has escalated, much second growth jungle has Sr. Virginio, one of the association’s members, explaining his transition disappeared as well. Corn from “destructor” (destroyer, his words) dominates the landscape, to jungle grazier. especially along flat valley bottoms, but many fields climb hills and mountains. Our group of students unanimously diagnosed eroding hillsides as the single most serious threat to the Chol. Despite the erosion, it is a pretty and productive landscape, very green and lush with enormous potential, but not exactly the setting from which I expected to come home newly inspired. Then, the night before our day in the field, our local host, Alejandro Zenon, explained that a trio of local producers (all Chol) was coming to address our group. I was looking forward to the visit the next day, but on this night I was ready to take a shower and hit the hay, exhausted from a full day of teaching in our un-air conditioned classroom in the jungle. Then three dark, small, serious, unassuming men sat down in the brightly lit room, obviously out of their element. I admired them for their courage to offer to speak–to not only receive us the next day, but to make a special effort to come and give us an introductory talk the night before. When I saw the integrity in their eyes, I was glad I hadn’t gone to bed. The oldest of the bunch began to talk, very humbly and very articulately, and first stated his honest amazement that a group of agricultural engineers employed by the Mexican Ministry of Agriculture was actually interested in visiting their project. My heart immediately went out to the guy, and he had me on the edge of my seat. He explained that
These people do not have to migrate to the slums of Mexico City.
Challenges in Chiapas In its natural state, this end of Mexico is a non-brittle jungle, receiving up 8
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a much needed source of shade (for both cattle and humans) in this hot, steamy environment. And, with their small herds of Bos indicus derived cattle (the average producer maintains 25-30 head), they are actually making a more lucrative living, and a much less back-breaking living, than they did with corn and beans, which they still grow in small plots for family consumption. This is especially so now that they have the option of marketing their cattle in truckload lots. The cooperative has a central shipping facility on the edge of Frontera Corozal, with a handful of adjacent pastures. The producers can organize a truckload among themselves, bring their cattle to the shipping yard, and end up receiving a healthy premium over selling an occasional three or four head to the “coyote”–their name for the local cattle trader who historically has taken advantage of their former lack of marketing clout.
A Leading Model During our day in the field, we all stood out in the pasture, listening to these guys, fairly dumbfounded that we’d A typical small herd of Bos indicus cattle, “jungle grazing” near Frontera Corozal. happened upon such a visionary project. They had received no significant help from the government, had achieved an amazing amount they were representing a group of producers who had formed a local of cooperation between lots of people, and were affecting a very sizeable cooperative they called Asociacion Ganadera Local General Silvopastoril, extension of land. They had seen the need to change, and were acting which means, roughly, the Local, General, Jungle Grazing Cattle locally, but thinking globally, in their own enlightened self interest. Association. The cooperative is formed by 120 members covering 15,000 We asked them, “What was it, really, about you in particular, that acres (6,000 ha), with an average property size of 125 acres (50 ha). They motivated such a fundamental change?” Their response: “We’ve always had come together under common concern for their corner of Mexico. Like our group of educated government guys, these practical, hands-on loved our jungle, and now we realize it is the lung of Mexico. Also, if the jungle is gone, the soil will wash away, and sooner or later the rivers will farmers had collectively come to the conclusion that their standard practice of year-in-and-year-out corn and beans was not sustainable. Their stop flowing, and when that happens, there will be no reason to be here. If we want to stay here, we have to have the jungle. And, we realize that our soil was washing away, the creeks and rivers flowed with mud, the work jungle isn’t just important for us, it is important for the world.” was back-breaking and unappealing to the next generation, and their It was a grounding moment, to say the least. It was articulated with a precious jungle was disappearing. They knew a change was due, but no degree of humble conviction that simply left us all nodding, and I, at one knew where to start, until a bunch of them happened across a least, was thinking, “If these ‘simple’ folks, in this isolated corner of the workshop on “jungle grazing.” world, can make this kind of progress and these sorts of fundamental Jungle Transitions changes, essentially on their own, with very limited resources, and with this sort of far-reaching vision, then there is hope indeed. These people do What’s that? It’s a form of agro-forestry, tropical style. From not have to migrate to the slums of Mexico City.” commercially grown monocultures of corn and beans, these families are Will globalization swallow these people up? It sure doesn’t have to. If attempting to return at least 80 percent of their blocks of land back to globalization ends up working within the context of holistically-guided native, biodiverse jungle. The balance is being converted to cattledecision making, it will be because thousands and thousands of maintained, perennial pasture, with a healthy complement of native trees dispersed throughout the pasture. The forest will not be left alone, but will communities have rewritten their own rule sets and figured out how to eventually provide a source of sustainably harvested timber. Many of these keep their people on the land, their biodiversity intact, and their soil out of the river and on the mountainside. And in fact, it was the flow of valuable tropical trees grow exceptionally fast, so this stream of income is information, in the form of that little conference on grazing in the jungle, not far away, and is already happening on some blocks. based on research and experience gleaned from around the world, which They recognize the need to manage their pastures with careful, timesparked this change among the Chol. They needed global connectivity, and controlled grazing, and aren’t getting carried away with attempts to globalization needs them. establish highly bred, super productive, new tropical grass cultivars. They As these hopeful examples emerge around the world, our global are letting the native, locally adapted grasses, mostly paspalums, take connectivity can get the word out, and we can all help each other. It is hold, intuitively understanding that it makes no sense to grow masses of only stable rural cultures, creating goods that each is uniquely adapted to grass that can’t be utilized. They are establishing trees along their produce, that will keep our globally connected civilizations safely fencelines, creating what they call “cercos vivos” or living fences. Within humming. Because at the end of the day, no matter how technologically each pasture, they are randomly establishing (as opposed to planting in sophisticated we become, we all have to eat, and the soil has to stay put. straight rows) a mix of valuable native fodder trees. The green foliage of The Chol are honoring tradition and embracing change, and doing it these trees is browsed directly, and during their brief “dry” season within the context of global connectedness. Without their jungle and the (actually a less rainy season), many of these trees shed the bulk of their products that flow from it, places like Mexico City, Cancun, and Los leaves, which are grazed once they’ve fallen to the ground. Most of them Angeles can’t exist. produce masses of huge, protein-rich seed pods as well. They also provide N u m b e r 110
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Holistic Globalization–
Ponderings of a Global Cowpuncher by Jim Howell
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spend most of my time immersed in the splendor of our Rocky Mountain paradise, moving cows, fixing fence, and irrigating. That’s really what I like doing, and when engaged in those tasks, day after day, it’s easy to lose context and forget about the rest of the world. But this summer has been a little different than most. During the course of this summer, Daniela (my wife) and I have made two weeklong trips to very different regions of Mexico. Both of those trips were sandwiched by short visits to Daniela’s sister’s family in Carlsbad, California, on the edge of San Diego. So, within 48 hours, I would go from horseback in a high mountain meadow, to the suburban sprawl of rich, orderly, well-manicured, but sterile San Diego County, to the relatively poor and chaotic, but culturally rich and insatiably interesting, world of old Mexico. This summer’s experiences broke me out of my high country stupor and drove me to ponder the amazing range of conditions in which we humans go about our daily dance. Here on the ranch, I spend most of every day looking down at the ground, fixated on how my actions are affecting the health of our land. My Holistic Management training, after all, has taught me that healthy land means healthy civilizations. With such vast discrepancies in wealth and means, landscape and culture, possibilities and limitations, I began to wonder if this connection back to my meadow really did exist. I’ve traveled a lot, seen all these things, and thought about these issues before, but for some reason, this 1-2-3 hit of Rocky Mountains–San Diego–old Mexico left me more dazed and confused than normal. I felt I needed some new insights, some new perspectives, to help tie things back together, and so I began to read outside–way outside–of my normal range of interest.
Out of Balance Now, at the end of the day, I’m really only qualified to be a cowpuncher. It’s a little dangerous for a guy like me to delve into topics such as globalization, the abject poverty of the developing world, long-term U.S. military strategy, China, and the like, but here I go. Once you get out of the “developed” world of the U.S., Canada, Western Europe, Australia, New Zealand, and Japan, the human landscape changes dramatically. The outskirts of Johannesburg, Harare, Lusaka, Nairobi, Dar es Salaam, Buenos Aires, Montevideo, Mexico City, Lima, Porto Alegre–to name just a few that I’ve seen with my own eyes–are dominated by a ring of human suffering to which those of us in the developed world simply can’t relate. In Buenos Aires, a shantytown is called a “villa miseria,” or misery village. The dynamics which lead to this sort of concentrated hopelessness are complicated and far-reaching, but in a nutshell, most of these folks are “escaping” an agrarian life for the promise of opportunity in the big city. The allure is what brings them, the hope for something different, but the shantytowns attest to the fleeting nature of this dream for millions of migrants. The rural to urban migration has accelerated as the world’s trend toward globalization has continued to evolve. I have a tendency to resist this march of globalization. I value traditional agrarian communities and the unique, locally evolved idiosyncrasies which have enabled those groups to succeed in their respective landscapes. But in the connected world we live in today, where essentially everyone is aware of the huge world outside their village, striking a balance between honoring tradition and embracing change is really, really hard. 10
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A Case for Connectedness One of the books I just finished is very pro-globalization. It’s called The Pentagon’s New Map by Thomas Barnett, a Department of Defense strategist and Naval War College professor. His underlying thesis is that the globalization of the world’s economy, or economic “connectedness,” as he dubs it, is essential for a long-lasting, world peace. He reasons that if the economies of the world’s nations are intricately connected in a vast web of codependence, it’s far less likely that these connected nations will go to war against each other. There would be absolutely no incentive. Barnett calls these currently connected nations the “Core,” which includes all the nations on the list of developed countries, plus a growing list of newer members–namely China, India, Brazil, Argentina, Chile, Russia, Mexico, South Korea and South Africa. These nations are all becoming deeply integrated into the global economy, and none of them, including China, Russia, or any of the old Core members, poses any threat to the security of the United States, or the world, for that matter. But the majority of the flags (admirals and generals) at the Pentagon (most of whom cut their teeth in military strategy during the Cold War standoff with the Soviet Union), and the armed forces they oversee, are hugely vested in there being a Big One against whom the United States needs to prepare to wage war. Since the collapse of the Soviet Union, China has filled this role, but Barnett argues that China has absolutely no incentive to fight with anybody, because they are so economically connected to everybody. It would be insanely irrational. So, where do the security threats reside? In all those countries comprising the rest of the world, which Barnett calls the “Gap.” The countries of the Middle East, south central Asia, Southeast Asia, much of Central and South America, the Caribbean, North Korea, and all of Africa outside of South Africa, constitute the Gap. The vast majority of the world’s suffering, and much of its most abject poverty, violence, and genocide, reside in these countries, as well as all threats of terrorism. And, on the whole, they are disconnected from the burgeoning world economy, and are largely shut off, or censored, from much of the world’s flow of information. Barnett’s solution is to create the conditions which will nurture their ability to become connected. These conditions can only evolve in an environment of security, and, as the only genuinely big dog left on the block, according to Barnett, the role of providing this security must largely fall to the United States. However, the U.S. Departments of Defense and State are woefully unprepared to fill this role, as the exceptionally difficult situation in Iraq testifies. Our military is not designed and has not been trained or prepared to occupy and rehabilitate developing countries terrorized and dominated by extremists who desperately desire to maintain their disconnectedness. According to Barnett, we need a thorough restructuring of our military, with the new armed forces not only remaining capable of getting the really bad guys, but capable of facilitating the much more difficult task of helping merge the Gap into the Core. The evolution of this new structure will be long term, messy, and unpredictable in its unfolding, but the primary role of the U.S. military will be peacekeeping and building, not warfare and destruction.
Can We do Better? Even though I resist globalization, I like to think that I’m also a realist. Whether we like it or not, this is how the world works now, and each of us
needs to find or create our own economic niche within this interconnected web. And, the fact that economically connected countries have a mutual incentive to maintain peaceful, civilized relationships is a good thing–a really good thing. Still, I have some nagging problems. Take the global agricultural commodities markets. Let’s do soybeans. Currently, because of global connectivity, the internationally traded price of soybeans makes it more economically interesting for cattle ranchers in Argentina’s pampas or Brazil’s vast savannas to destroy their perennial, highly diverse grasslands and plant monocultures of soybeans. In their cases, the condition of international connectedness, despite all the good it nurtures and the wealth that it generates, is also eroding longstanding cultural identities and traditions of land stewardship. Is this trend good or bad? From the land’s point of view (and since, ultimately, economic health is tied to ecological health), I have a hard time This is the type of marketable seeing how it can be good. The tropical hardwood that the Chol Argentines and Brazilians can grow soybeans cheaper than Iowans, so what in Mexico are already beginning to sustainably harvest. A return happens to the Midwest? Maybe it will of native jungle and perennial go back to livestock-grazed, tallgrass pasture is replacing decades of prairie eventually, when the U.S. continuous corn and beans— government, after spending hundreds less erosion, greater biodiversity, of billions of dollars promoting global clean streams, and more profit connectedness, might finally decide it are the result —all the results of can’t afford to subsidize monoculture holistic globalization. grain cropping anymore. That would probably be good, but that good, in my worldview, would be negated by the destroyed grasslands of South America. To me, this is complicated, and certainty is evasive. And what happens to the gaucho families that have been employed and been tending the cattle on those ranches for generations? They might join the custom combine crews convoying across the Pampas. Or, just as likely, move to a villa miseria in Buenos Aires, and maybe eventually get a job in a new soybean-processing plant. If analyzed from the perspective of strict, linear economics, this rearrangement is probably good. Argentina’s and Brazil’s connectivity to the global economy definitely creates new financial opportunities, but there are a lot of associated social and environmental costs. I think Barnett would say that the positives outweigh the negatives. The proof, he would argue, lies in the relative political and economic stability of these nations, especially if compared to the chaos of the Gap. These nations, though fraught with problems and challenges, are producing, contributing to the world’s economic growth, and present no costly security risk. But I’ve still got this nagging sensation that we can do better, and, as usual, this gets us back to holistic decision-making. If those ranchers on the pampas were making holistic decisions–that is, truly weighing their choices against a triple bottom line–moving from perennial grazed pasture to perpetual soybeans probably wouldn’t pass. By sticking with cows, the gaucho families would retain their culture, identity, and self-respect, the soil would stay healthy, and a miraculous network of life would remain intact. Does choosing this route preclude international connectivity? Of course not. Argentines and Brazilians that elect to stick with cows will, of course,
retain access to all the world’s information and technology. Their kids can surf the internet, state-of-the-art fencing technology can be imported from Germany, and Argentine beef can be exported to Switzerland. In my situation I’m married to an Argentine woman that I met in New Zealand, where we both studied. In addition to picking up lots of livestock husbandry how-tos from the Kiwis, we were coursed in international trade and environmental issues, and lived with students from all over the world. Daniela and all of the international students from the newer Core and Gap countries were on full scholarship from New Zealand’s Ministry of External Relations and Trade, the intention being to connect up-and-coming leaders from these developing countries (i.e. future clients) with Kiwi ways of doing business. Daniela and I got started on all this holistic stuff because of a guy from Zimbabwe. Now we earn a significant chunk of our annual income from leading agricultural tours to countries all over the southern hemisphere, as well as teaching overseas. Our ranch is a compilation of holistically-grounded insights we’ve gleaned from each of these countries, and each of these insights has been filtered through our lens of local knowledge and local realities. Our lives and our business are a direct result of the global connections we’ve been able to develop, and we, and our land–even our community–are no doubt the richer for it. So, based on my personal experience, I would say that not only can holistic decisions be made within the context of globalization, they can be made much better within the context of globalization. As Barnett emphasizes, the world is still learning how to “do” globalization. Our new rule sets are still evolving. Eventually, these rule sets, or new cultures of conducting business and providing security, will be rooted not just in economic connectivity, but in holistically-grounded connectivity. And, as the greater globe becomes conscious of this need and demanding of this shift, those who have molded holistically sound models will be prepared to lead the way, and those circles of devastating poverty ringing the cities of the developing world can disperse back onto the land. Am I certain of this? Not hardly. Will it be easy? No way. Without a good holistic grounding, it’s easy to get swept away by the price of soybeans. But, I think we all need optimistic scenarios to inspire daily persistence, and a secure, globally connected community of land stewards, all learning from each other while producing the products that each is most adapted to produce, is a vision that works for me. N u m b e r 110
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Holistic Management® Land Planning– Designing the Ideal Layout of Your Infrastructure by Jody Butterfield, et al Editor’s Note: The following is an excerpt from The Holistic Management Handbook: Healthy Land, Healthy Profits. For ordering information turn to page 20.
use as the knowledge you’ll gain from completing the tasks involved in each of the steps. In fact, your final plan will develop almost as a by-product of the process.
H
Land Planning Steps
olistic land planning and grazing planning developed in tandem as both grew out of our new understanding about the role of time in grazing and trampling. To keep animals moving continually requires new thinking in the way fencing, water points, roads and handling facilities are laid out, and even more so when you’re dealing with large tracts of land requiring a considerable investment in this sort of infrastructure. The procedure described below focuses on the latter, but can be readily adapted to smaller-scale operations. The steps remain the same, only the detail changes. Many ranchers and farmers think Holistic Management cannot begin until they’ve fenced their land in some special way. In fact, whether or not you ever invest anything in fencing, you must start managing the land as you find it. A land plan is not a starting point. It is an end point toward which you build from your experience and success. Conceiving the matter backwards often leads to quick disaster–yet no end of impatient people rush to borrow heavily for fences, pumps, cattle, or whatever to create a structure that proves inconvenient and cannot support itself until the whole operation matures (if ever). The social and environmental costs of an ill-wrought plan can be even worse. A holistic land plan represents the marriage of step-by-step practice and a holisticgoal. Its implementation will proceed, like biological succession, as one stage makes the next one possible. Because investments in land represent longterm commitments, this land planning procedure and its gradual implementation acquires extreme importance. Alongside Holistic Management® Financial Planning and Grazing Planning, the Land Planning is a major aspect of management for the rancher or farmer running livestock. It differs, however, in that it can involve very long term and occasionally irreversible commitments. Success depends on exploring all the possibilities, and trying to avoid decisions that permanently eliminate large areas of choice. The steps for developing a land plan outlined here emphasize broadness of vision. The plan you create will map all future developments on your land and it will affect future generations as well. You want a land plan that goes beyond maximizing yield from a particular kind of animal. In combination with the financial and grazing planning, the land planning should advance all three parts of your holisticgoal and enhance as many aspects of the land’s fruitfulness as possible. Your land plan should also recognize the goals and aspirations of other people who may depend on, or be impacted by, the land in one way or another. Anyone can whip out a “plan” without following the steps, but no abstract blueprint for a distant future will have as much immediate practical
1. Gathering information 2. Preparing maps and overlays • Deciding on herd and cell sizes 3. Creative Planning • Brainstorming plans based on topography alone • Making one plan based on existing structures • Designing an ideal plan based on the best ideas 4. Developing the plan gradually through annual financial planning, using the financial weak link and marginal reaction tests in particular, to ensure that each investment makes rather than costs money. In some years development will be rapid, in others the financial weak link test might preclude any development at all because an investment in marketing or increased livestock numbers will yield more income.
Deciding on Herd and Cell Sizes Once you have completed the first step of gathering information as outlined in Land Planning Section of The Holistic Management Handbook, you’ll need a rough idea of how large the grazing cells will be and how many animals you might run in them to help you make better decisions about land divisions, water developments, and the like. We use the term herd which refers to any group of animals run together, including flocks of sheep, or mixed herds of cattle, sheep, goats, and so on. Remember that a grazing cell is the area planned on a single grazing chart and is not a particular shape or fencing layout. When deciding herd and cell sizes, the factors to consider are: • Stocking Rate: If you set up a cell big enough for your optimum herd now, and better management and improving land doubles or trebles carrying capacity, you may have to run more animals at one time than you can gracefully manage just to make efficient use of forage. • Herd Size: Cattle, sheep and goats can thrive in herds of any size. No limit has been found. Nevertheless, labor, handling facilities, water, and management factors, such as calving, lambing and kidding or weaning, will offer significant practical challenges, and herd size may become unwieldy after a certain point, which you must determine for yourself. • Number of Herds: Although a single herd is ideal, there will likely be times when two or more herds might be run. • Paddocks per Herd: Ultimately you will generally want a great many paddocks per herd to enable you to achieve great versatility and a consistently high graze/trample-to-recovery ratio for best
A land plan is not a starting point. It is an end point toward which you build from your experience and success.
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•
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acre or hectare goes down as cell size increases–but figure this performance of both land and livestock. So, in laying out probable carefully. The same number of radial paddocks require less fencing cells, it is important to think of their size and shape so they can be when arranged around several centers than when extended long subsequently divided into many paddocks without needing distances from a single center. On the other hand, supplying each realignment. For example, Holistic Management International’s West center with water may cost a lot. Ranch learning site in Texas was planned to have 50 paddocks feeding • Land Boundaries: Customs and prejudices surrounding land into four main waterpoints. The layout uses radial fences, corridors tenure often inhibit a flexible viewpoint, but both economics and and unusual shapes because of the topography of the ranch. With this ecology frequently justify management units quite unrelated to layout, each of the paddocks can at some later date be strip-grazed, ownership units. If circumstances warrant and cooperation seems giving us anywhere from 50 to 200 “paddocks” on the grazing chart. possible, amalgamating properties for management (not ownership) Because permanent fencing did not pass the testing toward the West may make a lot of sense. Keep an open mind. Ranch holisticgoal, these 50 paddocks only have fixed posts; two strands of electric fence tape are constantly moved with the livestock. A hundred times you’ve heard faded men in faded denim say “I don’t Water Supply: Although cattle in Hawaii can survive on dew and the know why I stay in this business”–though you know that leaving the moisture contained in the plants, water is frequently a limiting factor bone-grinding labor on their land would kill them in no time at all. elsewhere–and 15 gallons per day per SAU (or 40-80 liters/large stock Because you do know why, you’ll compose a land plan worthy of your and 5-15 liters/small stock) is a common requirement. Given your art that will sustain you and others who live from it. You will create it estimates of future herd size, stocking rate possibilities, and cell size, from a fresh map, unencumbered by the roads, fences, ditches, and other you can compute the bulk delivery of water required. At times a single clutter you inherited or built without forethought. Your land will become well (or borehole) may not provide all you need, so plan for the possibility that you may eventually have to pipe water from more than what it ought to become. once source. Planning for the possibility now can avoid heavy expenditures later. Distance to Water: Cell size will also be limited by n an attempt to reduce the high degree of partial rest on his ranch in Zimbabwe, Johan how far your animals must Zietsman found a creative way to greatly increase animal impact through land planning. He travel to reach water. This can spent a little over a year creating a number of different land plans until he ended up with one that vary greatly. In mountainous enabled him to create an unlimited number of paddocks without having to develop any additional country, for instance, livestock water points, as shown below. don’t necessarily come in to Johan solved the water distribution challenge by turning existing roads on the ranch into temporary drink daily. In areas of Africa corridors (see inset). For grazing planning purposes, the entire ranch was considered to be one cell. Some of and inland Australia, it is the “paddocks” (A - H) were demarcated by permanent fence (which was being taken down) others were routine for animals to graze merely imaginary lines. Each paddock was subdivided into strips (1, 2, 3), then each strip divided numerous five miles (8 km) and more to times into temporary mini-paddocks–up to 1,500 in all, giving him tremendous flexibility. When he hit a and from water. You will need drought in the first year he to plan for what you feel is had more than enough best in your situation. paddocks to ensure Topography: Clearly, animals could move topography is an important onto fresh forage consideration in planning the throughout the day layout of paddocks and every day, without centers, even where no having to return to a fencing is used. Any paddock until the rains combination of layouts can be finally came many months later. considered, but if you opt for In the inset above, strip 1 has been grazed; the main a radial layout, there is an herd–545 cows, calves and bulls grazing at a density of 1,000 additional requirement. If the to 3,000 animal units per hectare (400 to 1200 per acre)–is land slope is concave (most moving through strip 2; 91 yearling heifers he’s planning to common), the radials should breed preceded the main herd in strip 2 and have now moved converge toward the bottom of on to strip 3. the slope. If the slope is The grazing chart only lists paddocks A - H, since the convex, then radials need to chart isn’t set up to plan or record 1,500 paddocks and moves converge toward the top of the that occur every few hours. Many would argue that grazing slope. In either case this planning becomes unnecessary when you’re dealing with enables the animals to move this many paddocks. That would be the case if all you were across flatter ground as they concerned about was overgrazing but far more is involved in approach water. creating the future landscape described in your holisticgoal. Marginal Reaction: In general, development cost per
A Land Plan for Ultra-High Density Grazing
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N u m b e r 110
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To Help Girls– HMI In Kenya by Craig Leggett
Editor’s Note: Holistic Management International is under contract with World Vision-Kenya to teach the Maasai pastoralists about Holistic Management and help them achieve greater food security. Craig Leggett is HMI’s project lead. Among his many duties he has worked with the Naretu Ntoyie (Maasai meaning “To help girls”) Women Self Help Group, 30 women who joined forces in September 2005 to support girls’ education in Loodoriak, Kenya. They had the time and desire to help themselves, their families, and educate their children, and they knew about beadwork as it is a part of their culture. They saw the beadwork as a tool to empower themselves and their children. Craig interviewed two of the women.
Margaret Nkoyo Margaret Nkoyo, who was married at age 13 and has six children ranging from 18 to one years of age, is 31 years old. How has the beadwork group helped your children? “I have two girls–one in Class Seven, one in Class Five. Tuition for the holidays when the school is on break (250 Kenya shilling = $3.50) was paid by the sale of beadwork. Otherwise she would not have been able to go.
come together and can talk about things. If someone new doesn’t see Female Genital Mutilation (FGM) negatively because it has been so accepted in our community, then we can discuss it together. “The first time one of our members had people coming to stop FGM, she was mad about it–it is our tradition and she would not have someone who is not a ‘woman’ in the house. But then she began to see that if her girls are not circumcised they would not be ‘women’ and would still respect her while they are still in the home, and they are less likely to go out and get pregnant. “I give my girls the choice if they want to be circumcised or not. There is peer pressure to do so. I try to talk kindly to them so that they will listen to me and maybe go another way.” What are your hopes if this group becomes profitable? I hope my children can get a good education, maybe even university. But, money is always a problem. Maybe my girls will be able to a job and have their own resources. Our house could get a metal roof, and it would make it easier for the kids to study at night or when it is raining. Maybe someday we could get water closer. (It is now a one hour round trip).
Mary Solio Mary Solio, who married before she was 13 (maybe 11 or 12) was widowed early. She has five children–the youngest is 10 years old and the oldest is 22 years old–and is in her early 30s. Her hope for Naretu Ntoyie is that all girls get an education and to stop early forced marriages.
Has being part of the group helped you out? “The first thing is knowledge. When I came here, I learned things. I was able to use the money I got to buy food and pay some school fees. I was also able make some shukas and sell them to a bride.” What have you learned from your Holistic Management training? “You [Craig] came here and told us to go slowly and proceed step by step. And, if anyone does better, don’t be jealous, but be happy.”
Mary Solio “Also, what you said about livestock and how to move them around so that they don’t eat everything at once, and you don’t need to migrate so far.” What is the hardest part of raising livestock? (Mary has goats and sheep). “When they are all birthing at the same timesome get kicked and die, others get left out. The other is when there is drought and we have to move out with them. Then there is no fresh milk for the children. (She has 37.5 acres).
Kenyan Beadwork
H
MI is selling some of the Naretu Ntoyie women’s beadwork to support their efforts. You can view the beadwork on our online store at: www.holisticmanagement.org. Visit the Handmade Products from HMI Projects section of the online store to see this incredible Maasai beadwork. All proceeds go to support HMI’s work in Africa.
Margaret Nkoyo “With the beadwork I have been able to buy some things [such as feminine pads] for my girls that I would not have been able to.” “My son is in Form Four, and we have been able to pay school fees so that he can complete secondary. He had to come home from school for a time because we did not have the money, but he is now back. “The bead group has been a big support. Before we used to bead, but did it alone. Now we 14
IN PRACTICE
Decorative Hanging Hair Clip
November / December 2 0 0 6
Ceremonial Club
T he news from holistic management international
HMI International Gathering 2007
H
MI is excited to announce the Holistic Management International Gathering 2007 on November 1-4, 2007 at the Hotel Albuquerque in Albuquerque, New Mexico. The conference will include keynote speakers, presenters, panels and workshops focused on the theme, “Practical Solutions to Complex Problems.” Holistic Management short courses will be held before the conference. See the ad on page 20 for more information and watch IN PRACTICE and our website for updates on speakers and registration information. We look forward to seeing you then!
Horizon Organic Update
H
MI’s work with Horizon Organic Dairies continues to be rewarding and challenging. Under the steady direction and training by Certified Educators Byron Shelton and Joel Benson, Horizon’s dairy in Idaho has made great strides in creating its first holisticgoal, developing and implementing its first grazing plan (open season), training herders and animals in low-stress movements, modifying pastures and facilities to meet the new grazing schemes, and putting in the first few biological monitoring transects. The focus of all this work is to assist Horizon in its quest to be the leading edge company in managing large, grass-based dairies. In the coming year, HMI will also be working with Horizon’s Maryland dairy and possible a dairy in our home state, New Mexico. Additionally, through its ongoing producer education program (HOPE), Horizon will make Holistic Management training available to its 350 existing family farm producers and 200 family dairies that are in transition to organic and to becoming producers for Horizon.
Heifer & HMI Collaboration
H
MI continues to provide training to Heifer International in a number of areas of the globe. During the past year, HMI has run a series of workshops at Dimbangombe for Heifer’s field staff and senior managers–mostly from Africa. In the very near future, some of these Heifer staff will be coming into HMI’s Certified Educator training program which will be launched in
people, programs & projects
October this year in Kenya. Heifer and HMI will then partner over the next couple of years on supporting these candidates in their pilot efforts to bring Holistic Management into Heifer’s already excellent tool bag of planning and monitoring skills. Additionally, HMI will be providing a first introductory workshop to Heifer’s Mexico and Latin America field staff and managers sometime early in 2007. The foundation of all of these efforts is to bring the planning and monitoring tools in Holistic Management together with the planning and monitoring tools Heifer has developed so that we can provide communities with a fuller suite of skills to heal their land and manage their resources wisely and efficiently.
recognized leader in the realm of improving land health. We have forged relationships with PR Newswire, and are distributing relevant news stories to 4,200 media points and news outlets in 135 countries. We have also signed on with PRWebDirect, which gives us access to the online YAHOO! News system, as well as a network of journalists who opt-in for information on the environment. A regular stream of commentary, op-ed, and media updates will be released through these channels, as well as to local and regional news sources in New Mexico and throughout the Rocky Mountain region. Our initial effort has including pieces on global warming; and flood/drought. Additionally, Executive Director Shannon Horst is being featured in a series of radio interviews that are on air, streamed, and podcasted from Albuquerque, Santa Fe, and Seattle.
West Ranch Intern
Mexico CETP Update
T
he Mexico Certified Educator Training Program met the end of August in Palenque, Chiapas. This program will hold its graduation session in November this year with 20 potential graduates attending. Ramon “Moncho” Villar, as chair of the Fundacion para Fomentar el Manejo Holistic de Recursos, A.C,.is responsible for securing and maintaining the relationship with SEGARPA and the Mexican government. Manuel Casas will oversee quality of curriculum content and the final evaluation of participants. Elco Blanco and Daniela and Jim Howell are coordinating communications and providing the training and support for this program.
Our Annual Appeal
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n just a few weeks you will receive in the mail this year’s annual appeal for financial support of our Global Growth Initiative. And global it has been, indeed! We have made great strides in spreading Holistic Management at home and abroad, and we hope that you will join us again this year with your financial contribution–our continued success depends on each one of you! On behalf of all of us at HMI, a heartfelt thank you for helping us make a difference–one family, one community at a time!
HMI In The News
H
MI has launched an aggressive effort to let the world know more about Holistic Management and to establish HMI as a
Allan Savory & Asher Mutsengi at the West Ranch.
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arivona Asher Mutsengi is currently interning at the David West Station for Holistic Management. He is from Bulawayo, Zimbabwe and a recent graduate from Solusi University, Zimbabwe, with a degree in Agribusiness. While interning at the West Ranch, he is studying with Dr. Dick Richardson, exploring Natural Resource Management through Dick’s distance learning course at the University of Texas. Asher also spent weeks at Tillers International in Michigan learning the basic fundamentals of making hay and handling oxen. Asher heard about the work of the Africa Center for Holistic Management in Zimbabwe and applied for an internship there. Asher says, “Immediately I fell in love with Holistic Management and developed a desire to explore it. My main area of interest was to find out if it can be used to influence political decisions and effectively communicate ideas. After my internship [at ACHM], I was hired by the same organization. continued on page 16 N u m b e r 110
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Grapevine
continued from page fifteen
This opened a number of possibilities for me. Having seen the effects of Holistic Management on the land at Dimbangombe Ranch, I expressed an interest in seeing it in action in a different environment altogether. I got that opportunity. Here I am at the West Ranch in the United States of America, a country I have heard about countless times during my childhood. From this opportunity, I wish to learn, appreciate, and explore!”
Changes of Note
A
s HMI works to develop the core curriculum for teaching Holistic Management, there has been an exhaustive effort to be more clear, more concise, and more accurate in our terminology. We are also working to keep every aspect as simple as possible. There are two new standards that will be recognized by the new curriculum and you will see those changes reflected in IN PRACTICE.
1. We will no longer be referring to the decisionmaking process as a “model.” Now it will be referred to as a “framework.” 2. HMI will now refer to the “holistic goal” as one word–holisticgoal. We believe that changing our past terminology and practical use of these two words into this one will identify the term as • uniquely defined, • specific to the Holistic Management® decision making process • we hope it will begin to eliminate people from referring to a “holisticgoal” as an ordinary goal, which has been found to confuse others both consciously and unconsciously.
Spanish Text
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he long-awaited Spanish translation of Holistic Management has arrived! Thanks to
Keen on Grass
a collaboration of Secretaria de Medio Ambiente y Recursos Naturales, Instituto Nacional de Ecologia, Fondo Mexicano Para la Conservación de la Natureleza, and the Fundación para Fomentar el Manejo Holístic de Recursos (the Holistic Management Branch in Mexico), and in cooperation with Island Press, Manejo Holístico is in print. To order, see the ad on page 23 or visit our website at www.holisticmanagement.org.
Correction
D
ue to a printer error, the last part of the Biological Monitoring article in the September 2006 issue was omitted. To receive a copy of the end of the article, please contact HMI at 505/842-5252 or hmi@holisticmanagement. org and request a hard copy or electronic version of the ending. You can also go online and download it at www.holisticmanagement. org/new_site_05/Info/109page17correction.pdf. We apologize for the inconvenience.
continued from page five Canada Thistle In July 2000, Neil put 330 yearlings in a 10-15 acre paddock with a slough of almost solid Canada thistle. (See photo at left.) Two days later you can see how the cattle had consistently grazed the area. One year later he came back to graze the Dead tree trampled by cattle. already stressed thistles. A year after that he took the bottom picture during the summer growth. You can see the treeline is lifted as well as more grass up under the trees because the deadfall has been trampled and there is more fertilizer for the grass. Because of increased grasses, as well as vetches, and other legumes under the trees during the winter the deer have come in to this improved habitat area. And the thistle? Only 10 percent remain. Life after his Holistic Management training is very different for Neil Dennis. Before his training he worked long hours, was in financial difficulties, and his land was deteriorating. Now he has time for many other activities because he works a lot smarter and his hours are not as long. His profit per acre has quadrupled and his land health and productivity has improved exponentially. With the ongoing support of his Holistic Management Group, Neil feels he’s on the right track. “The coffeeshop was always so negative,” says Neil. “With our management club, the people are glad to be farming. They are never negative. It’s a whole different attitude. I saw that from the beginning, and I realized there is hope out there after all.”
July 2000
Neil Dennis can be reached at 306/739-2896 or bdennis@sasktel.net
Two days later 16
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November / December 2 0 0 6
2002–little Canada Thistle remain.
Book Review
by Peter Donovan
Getting Things Done: The Art of Stress-Free Productivity by David Allen, Penguin, 2002 and
Ready for Anything: 52 Productivity Principles for Work and Life by David Allen, Viking, 2003
S
ome months ago I stumbled onto an internet discussion of David Allen’s personal productivity methods, called Getting Things Done (GTD). At first I was skeptical. A neighbor was getting things done–turning over his topsoil with a large tractor–but how do you make sure that these were the right things? Climbing the ladder is needed, but the ladder surely must be placed against the right wall first. Many of us are steeped in Holistic Management and other strategies that emphasize mission and goals first, and management of personal commitments and decisions based on these. David Allen’s methods seemed at first glance to be crosswise with all this, challenging some of my beliefs. Many of the people who seemed to be devotees of his methods were freelance “knowledge workers” with multiple enterprises, like me. So, I read both books. While David Allen recognizes that a top-down approach is laudable, and makes sense intellectually, he says it often doesn’t work for people. Most of us, he says, are so enmeshed in the day to day, the stresses of keeping track of so many commitments, that the higher priorities are not a sufficient fulcrum for changing our habits until we are faced with drastic failure of some sort. Focusing on your values, he says, does not simplify your life. It complicates it, and may create or increase paralyzing conflict and stress. His GTD method starts at the bottom, with increasing the effectiveness of the mental processing we do around tasks and workflow, regardless of importance. He says this process is more successful in creating the kind of results promised, but not delivered, by the various top down methods, as it can empty one’s worrying mind, freeing it for more creative work and higher levels of thinking. If you have not mastered workflow, he says, you are tying up your mental life with shoulds, ought tos, can’ts, and maybes, which leads to reactivity. You are thinking about things either more or less than they deserve. After three months of practice, I am finding that these workflow methods benefit me considerably. The workflow processing skills I had were substandard: I either did things as they
showed up, as they became urgent, or because they were based on my holisticgoal and testing. Even with the last category, my lists of things to do often didn’t get done. According to Allen, this is normal today, where the demands of knowledge work typically overwhelm the reactive strategies that may have worked reasonably well for the more routine work of the past. And as many readers realize, producing food and fiber and maintaining landscapes is knowledge work–where the most important task, according to management author and consultant Peter Drucker, is to “define your work.” The GTD methods of workflow processing are a big step toward this. They give a clear focus to thinking about what you are doing, and doing something about what you are thinking. On the surface GTD may appear to be an organizing system, but it is more a discipline for clearing the decks of psychic rubble and repetitive loops such as thinking about what we should be doing or thinking about, thus freeing mental energy and creativity. “Stuff is unactionable until we’ve decided the outcome and the next actions required to do it.” The simple mental tasks of workflow processing are: • Is it actionable? • What needs to be the outcome or result? • What is the next action that would move this forward? Lists of unprocessed items tend to repel us because they are undoable as well as incomplete. “People can dampen down their relationship to
the world by allowing lots of undecided things to mount up into a fortress around them.” Even at a beginner level with this discipline, I am finding that my thinking has become less repetitive, with increased self-awareness of mental processes. It has improved my concentration, as I have confidence that I am keeping track of my commitments. Even if I am not moving ahead on some of them, I know what I’m not doing, so these don’t cause as much stress as they used to. In beginning a pasture-raised turkey enterprise this summer, the workflow processing skills I learned from GTD were invaluable. I liken it to the Holistic Management® Financial Planning process, where you plan your profit before you plan your expenses. For anything that comes up, either internal or external, you decide on your outcomes and next actions first (even if the next action is thinking about it some more, or researching it). Then you can choose whether to worry about it or not. “Most people don’t need discipline, they need a disciplined way of working . . . working hard is not really what they need. They need simply to be doing, in a careful and concerned way, without care or concern.” It sounds paradoxical, but it does work. It’s a discipline that synergizes well with Holistic Management, which tends to start from the top down (whole and holisticgoal). In order to manage and make decisions toward a holisticgoal, you must have confidence in the implementation levels, and this is where GTD shines, lessening the resistance, friction, and undue stress that often accompanies putting plans into reality.
The Problem
P
eople keep stuff in their head. They don’t decide what they need to do about stuff they know they need to do something about. They don’t organize action reminders and support materials in functional categories. They don’t maintain and review a complete and objective inventory of their commitments. Then they waste energy and burn out, allowing their busyness to be driven by what’s latest and loudest, hoping it’s the right thing to do but never feeling the relief that it is. —David Allen, Ready for Anything
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Certified
Educators
To our knowledge, Certified Educators are the best qualified individuals to help others learn to practice Holistic Management and to provide them with technical assistance when necessary. On a yearly basis, Certified Educators renew their agreement to be affiliated with HMI. This agreement requires their commitment to practice Holistic Management in their own lives, to seek out opportunities for staying current with the latest developments in Holistic Management and to maintain a high standard of ethical conduct in their work. For more information about or application forms for the U.S. or Africa Certified Educator Training Programs, contact Kelly White or visit our website at: www.holisticmanagement.org * These educators provide Holistic Management instruction on behalf of the institutions they represent. UNITED STATES ARIZONA Tim Morrison 230 1st Ave N, Phoenix, AZ 85003 602/280-8803 • tim.morrison@az.nacdnet.net CALIFORNIA Julie Bohannon 652 Milo Terrace, Los Angeles, CA 90042 323/257-1915 • JoeBoCom@pacbell.net Bill Burrows 12250 Colyear Springs Rd., Red Bluff, CA 96080 530/529-1535 • sunflowercrmp@msn.com Marquita Chamblee 1563 Solano Ave. #453, Berkeley, CA 94707 510/526-8240 Richard King 1675 Adobe Rd., Petaluma, CA 94954 707/769-1490 • 707/794-8692 (w) richard.king@ca.usda.gov Tim McGaffic 13592 Bora Bora Way #327, Marina Del Rey, CA 90292 310/741-0167 • tim@timmcgaffic.com Kelly Mulville 3195 Sunnydale Dr. Healdsburg, CA 95448 707/431-8060 (h) • 707/756-7007 (w) jackofallterrains@hotmail.com Christopher Peck 6364 Starr Rd., Windsor, CA 95492 707/758-0171 • ctopherp@holistic-solutions.net Rob Rutherford CA Polytechnic State University San Luis Obispo, CA 93407 805/75-1475 • rrutherf@calpoly.edu COLORADO Joel Benson P.O. Box 4924, Buena Vista, CO 81211 719/395-6119 • joel@outburstllc.com Cindy Dvergsten 17702 County Rd. 23, Dolores, CO 81323 970/882-4222 • info@wholenewconcepts.com Daniela and Jim Howell P.O. Box 67, Cimarron, CO 81220-0067 970/249-0353 • howelljd@montrose.net Craig Leggett 2078 County Rd. 234, Durango, CO 81301 970/259-8998 • crleggett@sisna.com Chadwick McKellar 16775 Southwood Dr., Colorado Springs, CO 80908 719/495-4641 • wonderlandranch@yahoo.com Byron Shelton 33900 Surrey Lane, Buena Vista, CO 81211 719/395-8157 • landmark@my.amigo.net Tom Walther P.O. Box 1158, Longmont, CO 80502-1158 510/499-7479 tagjag@aol.com GEORGIA Constance Neely 1160 Twelve Oaks Circle, Watkinsville, GA 30677 706/310-0678 • cneely@holisticmanagement.org 39-348-210-6214 (Italy)
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IDAHO Amy Driggs 1132 East E St., Moscow, ID 83843 208/310-6664 (w) • adriggs@orbusinternational.com IOWA Bill Casey 1800 Grand Ave., Keokuk, IA 52632-2944 319/524-5098 • wpccasey@interl.net LOUISIANA Tina Pilione P.O. 923, Eunice, LA 70535 phone: 337/580-0068 • tina@tinapilione.com MAINE Vivianne Holmes 239 E. Buckfield Rd., Buckfield, ME 04220-4209 207/336-2484 • vholmes@umext.maine.edu Tobey Williamson 52 Center Street Portland, ME 04101 207/774-2458 x115 • tobey@bartongingold.com MASSACHUSETTS * Christine Jost Tufts University School of Veterinary Medicine 200 Westboro Rd., North Grafton, MA 01536 508/887-4763 • christine.jost@tufts.edu MICHIGAN Ben Bartlett N 4632 ET Rd., Travnik, MI 49891 906/439-5210 (h) 906/439-5880 (w) bartle18@msu.edu Larry Dyer 13434 E. Baseline Rd. Hickory Corners, MI 49060-9513 269/671-4653 dyerlawr@msu.edu MINNESOTA Gretchen Blank 4625 Cottonwood Lane N, Plymouth, MN 55442-2902 763/553-9922 • ouilassie@comcast.net Terri Goodfellow-Heyer 4660 Cottonwood Lane North, Plymouth, MN 55442 763/559-0099 • tgheyer@comcast.net MISSISSIPPI Preston Sullivan 610 Ed Sullivan Lane, NE, Meadville, MS 39653 601/384-5310 • prestons@telepak.net MONTANA Elizabeth Bird 3009 Langohr Ave., Bozeman, MT 59715 406/586-8799 • ebird@montana.edu Wayne Burleson RT 1, Box 2780, Absarokee, MT 59001 406/328-6808 • rutbuster@montana.net Roland Kroos 4926 Itana Circle, Bozeman, MT 59715 406/522-3862 • KROOSING@msn.com
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* Cliff Montagne Montana State University Department of Land Resources & Environmental Science Bozeman, MT 59717 406/994-5079 • montagne@montana.edu NEBRASKA Terry Gompert P.O. Box 45, Center, NE 68724-0045 402/288-5611 (w) • tgompert1@unl.edu NEW HAMPSHIRE Seth Wilner 104 Cornish Turnpike, Newport, NH 03773 603/863-4497 (h) 603/863-9200 (w) seth.wilner@unh.edu NEW MEXICO * Ann Adams Holistic Management International 1010 Tijeras NW, Albuquerque, NM 87102 505/842-5252 • anna@holisticmanagement.org Mark Duran 58 Arroyo Salado #B, Santa Fe, NM 87508 505/422-2280 • markjodu@aol.com Kirk Gadzia P.O. Box 1100, Bernalillo, NM 87004 505/867-4685 • fax: 505/867-9952 kgadzia@earthlink.net Ken Jacobson 12101 Menaul Blvd. NE, Ste A Albuquerque, NM 87112; 505/293-7570 kbjacobson@orbusinternational.com * Kelly White Holistic Management International 1010 Tijeras NW, Albuquerque, NM 87102 505/842-5252 • kellyw@holisticmanagement.org Sue Probart P.O. Box 81827, Albuquerque, NM 87198 505/265-4554 • tnm@treenm.com David Trew 369 Montezuma Ave. #243, Santa Fe, NM 87501 505/751-0471 • trewearth@aol.com Vicki Turpen 03 El Nido Amado SW, Albuquerque, NM 87121 505/873-0473 • kaytelnido@aol.com NEW YORK Erica Frenay 454 Old 76 Road, Brooktondale, NY 14817 607/539-3246 (h) 607/279-7978 (c) • efrenay22@yahoo.com Phil Metzger 99 N. Broad St., Norwich, NY 13815 607/334-3231 x4 (w); 607/334-2407 (h) phil.metzger@ny.usda.gov Karl North 3501 Hoxie Gorge Rd., Marathon, NY 13803 607/849-3328 • northsheep@juno.com John Thurgood 44 West St. Ste 1, Walton, NY 13856 607/832-4617 • 607/865-7090 • jmt20@cornell.edu NORTH CAROLINA Sam Bingham 394 Vanderbilt Rd., Asheville, NC 28803 828/274-1309 • sbingham@igc.org NORTH DAKOTA * Wayne Berry Williston State College P.O. Box 1326, Williston, ND 58802 701/774-4269 or 701/774-4200 wayne.berry@wsc.nodak.edu Steven Dahlberg 386 8th Ave. S Fargo, ND 58103-2826 701/271-8513 (h) 218/936-5615 (w) sdahlberg@wetcc.org OKLAHOMA Kim Barker RT 2, Box 67, Waynoka, OK 73860 580/824-9011 • barker_k@hotmail.com
PENNSYLVANIA Jim Weaver 428 Copp Hollow Rd. Wellsboro, PA 16901-8976 570/724-7788 • jaweaver@epix.net TEXAS Christina Allday-Bondy 2703 Grennock Dr., Austin, TX 78745 512/441-2019 • tododia@sbcglobal.net Guy Glosson 6717 Hwy 380, Snyder, TX 79549 806/237-2554 • glosson@caprock-spur.com Jennifer Hamre 602 W. St. Johns Ave., Austin, TX 78752 512/374-0104; yosefahanah@yahoo.com Peggy Maddox P.O. Box 694, Ozona, TX 76943-0694 325/392-2292 • westgift@earthlink.net * R.H. (Dick) Richardson University of Texas at Austin Department of Integrative Biology Austin, TX 78712 512/471-4128 • d.richardson@mail.utexas.edu Peggy Sechrist 25 Thunderbird Rd. Fredericksburg, TX 78624 830/990-2529 • sechrist@ktc.com Elizabeth Williams 4106 Avenue B Austin, TX 78751-4220 512/323-2858 • e-liz@austin.rr.com WASHINGTON Craig Madsen P.O. Box 107, Edwall, WA 99008 509/236-2451 madsen2fir@gotsky.com Sandra Matheson 228 E. Smith Rd. Bellingham, WA 98226 360/398-7866 • mathesonsm@verizon.net * Don Nelson Washington State University P.O. Box 646310, Pullman, WA 99164 509/335-2922 • nelsond@wsu.edu Maurice Robinette S. 16102 Wolfe Rd., Cheney, WA 99004 509/299-4942 • mlr@icehouse.net Doug Warnock 151 Cedar Cove Rd., Ellensburg, WA 98926 509/925-9127 • warnockd@elltel.net WEST VIRGINIA Fred Hays P.O. Box 241, Elkview, WV 25071 304/548-7117 • sustainableresources@hotmail.com Steve Ritz HC 63, Box 2240, Romney, WV 26757 304/822-5818; 304/822-3020 steve.ritz@wv.usda.gov WISCONSIN Heather Flashinski 1633 Valmont Ave., Eau Claire, WI 54701-4448 715/552-7861 • amun0069@hotmail.com Andy Hager W. 3597 Pine Ave., Stetsonville, WI 54480-9559 715/678-2465 • ahager@tds.net Larry Johnson W886 State Road 92, Brooklyn, WI 53521 608/455-1685 • lpjohn@rconnect.com * Laura Paine Wisconsin DATCP P.O. Box 8911, Madison, WI 53708-8911 608/224-5120 (w) • 608/742-9682 (h) laura.paine@datcp.state.wi.us
INTERNATIONAL AUSTRALIA Mark Gardner P.O. Box 1395, Dubbo, NSW 2830 61-2-6882-0605 mark.g@ozemail.com.au George Gundry Willeroo, Tarago, NSW 2580 61-2-4844-6223 • ggundry@bigpond.net.au Paul Griffiths P.O. Box 3045, North Turramura, NSW 2074, Sydney, NSW 61-29-1445-3975 • pgpres@geko.net.au Steve Hailstone 5 Lampert Rd., Crafers, SA 5152 61-4-1882-2212 sh@internode.on.net Graeme Hand “Inverary” Caroona Lane, Branxholme, VIC 3302 61-3-5578-6272 • 61-4-1853-2130 gshand@hotkey.net.au Helen Lewis P.O. Box 1263, Warwick, QLD 4370 61-7-46617393 • 61-7-46670835 helen@insideoutmgt.com.au Brian Marshall P.O. Box 300, Guyra NSW 2365 61-2-6779-1927 • fax: 61-2-6779-1947 bkmrshl@northnet.com.au Jason Virtue Mary River Park 1588 Bruce Highway South, Gympie, QLD 4570 61-7-5483-5155 jason@spiderweb.com.au Bruce Ward P.O. Box 103, Milsons Pt., NSW 1565 61-2-9929-5568 • fax: 61-2-9929-5569 blward@holisticresults.com.au Brian Wehlburg c/o “Sunnyholt”, Injune, QLD 4454 61-7-4626-7187 brian@insideoutmgt.com.au CANADA Don Campbell Box 817 Meadow Lake, SK S9X 1Y6 306/236-6088 • doncampbell@sasktel.net Don and Randee Halladay Box 2, Site 2, RR 1 Rocky Mountain House, AB, T0M 1T0 403/729-2472 • donran@telusplanet.net Noel McNaughton 5704-144 St., Edmondton, AB, T6H 4H4 780/432-5492 • noel@mcnaughton.ca Len Pigott Box 222, Dysart, SK, SOH 1HO 306/432-4583 • JLPigott@sasktel.net Kelly Sidoryk Box 374, Lloydminster, AB, S9V 0Y4 403/875-4418 • hi-gain@telusplanet.net MEXICO Ivan Aguirre La Inmaculada Apdo. Postal 304, Hermosillo, Sonora 83000 tel/fax: 915-613-4282 rancho_inmaculada@yahoo.com Elco Blanco-Madrid Hacienda de la Luz 1803 Fracc. Haciendas del Valle II Chihuahua Chih., 31238 52-614-423-4413 (h) • 52-614-107-8960 (c) elco_blanco@hotmail.com Manuel Casas-Perez Calle Amarguva No. 61, Lomas Herradura Huixquilucan, Mexico City CP 52785 52-55-5291-3934 (hm) 52-55-54020090 (c) naturalezayvida@prodigy.net.mx
Jose Ramon “Moncho” Villar Av. Las Americas #1178 Fracc. Cumbres, Saltillo, Coahuila 25270 52-844-415-1557 jrvillarm@prodigy.net.mx NAMIBIA Gero Diekmann P.O. Box 363, Okahandja 9000 264-62-518091 • nam00132@mweb.com.na Colin Nott P.O. Box 11977, Windhoek 264-61-228506 canott@iafrica.com.na Wiebke Volkmann P.O. Box 182, Otavi 264-67-234-557 or 264-81-127-0081 wiebke@mweb.com.na NEW ZEALAND John King P.O. Box 12011 Beckenham, Christchurch 8030 64-3-338-5506 succession@clear.net.nz SOUTH AFRICA Sheldon Barnes P.O. Box 300, Kimberly 8300 barnesfarm@mweb.co.za Johan Blom P.O. Box 568, Graaf-Reinet 6280 27-49-891-0163 johanblom@cybertrade.co.za Ian Mitchell-Innes P.O. Box 52, Elandslaagte 2900 27-36-421-1747 blanerne@mweb.co.za Norman Neave P.O. Box 69, Mtubatuba 3935 27-084-2452/62 norberyl@telkomsa.net Dick Richardson P.O. Box 1806, Vryburg 8600 tel/fax: 27-53-927-4367 judyrich@cybertrade.co.za Colleen Todd P.O. Box 21, Hoedspruit 1380 27-82-335-3901 (cell) colleen_todd@yahoo.com SPAIN Aspen Edge Apartado de Correos 19 18420 Lanjaron Granada (0034)-958-347-053 aspen@holisticdecisions.com ZAMBIA Mutizwa Mukute Pelum Zambia Office P.O. Box 36524, Lusaka 260-1-261119/261124/261118/263514 pelum@kepa.org.zm ZIMBABWE Liberty Mabhena Spring Cabinet P.O. Box 853, Harare 263-4-210021/2 • 263-4-210577/8 fax: 263-4-210273 Huggins Matanga Private Bag 5950, Victoria Falls 263-11-404-979 hmatanga@mweb.co.zw Elias Ncube P. Bag 5950, Victoria Falls 263-3-454519 achmcom@africaonline.co.zw
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MARK YOUR CALENDAR! MAKE YOUR PLANS! Holistic Management International Gathering 2007
PRACTICAL SOLUTIONS TO COMPLEX PROBLEMS November 1-4, 2007 • Albuquerque, NM • Short courses pre-gathering • Prominent keynote speakers • Presentations, panels, workshops • Networking opportunities • Planned local excursions & activities • Unique Southwestern hotel in Old Town
Updates and registration in future IN PRACTICE and on our website!
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The long awaited Holistic Management Handbook offers a detailed explanation of the planning procedures presented in Holistic Management: A New Framework for Decision Making and gives step-by-step guidance for managing a ranch or farm holistically.
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Holistic Management® Financial Planning Software
CORRAL DESIGNS
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By World Famous Dr. Grandin Originator of Curved Ranch Corrals The wide curved Lane makes filling the crowding tub easy. Includes detailed drawings for loading ramp, V chute, round crowd pen, dip vat, gates and hinges. Plus cell center layouts and layouts compatible with electronic sorting systems. Articles on cattle behavior. 27 corral layouts. $55. Low Stress Cattle Handling Video $59. Send checks/money order to:
GRANDIN LIVESTOCK SYSTEMS 2918 Silver Plume Dr., Unit C-3 Fort Collins, CO 80526
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Kirk Gadzia has over 15 years experience conducting Holistic Management training sessions worldwide and assisting people on the land in solving real problems. With his hands-on, results-oriented approach, Kirk is uniquely qualified to help your organization achieve its goals. Introduction to Holistic Management Courses February 5-10, 2007 Albuquerque, New Mexico
Contact: Kirk Gadzia P.O. Box 1100 Bernalillo, NM 87004 kgadzia@earthlink.net www.resourcemanagementservices.com Ph: 505/867-4685 Fax: 505/867-9952
HANDS-ON AGRONOMY BASIC SOIL FERTILITY GUIDELINES
Now available on DVD
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November 13-15, 2006 $30
(postpaid to US addresses)
Visit www.kinseyag.com to register or for more information
For consulting or educational services contact:
Kinsey’s Agricultural Services $30
297 County Highway 357, Charleston, Missouri 63834 Phone: 573-683-3880; Fax: 573-683-6227 Email: neal@kinseyag.com
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