1. The Center for Integrated Natural Resources and Agricultural Management Learning Groups, Woody Perennials and their role in Landscape Change

2. CSREES Integrated Watershed Management Project “Improving Water Quality and Enhancing Hydrologic Stability of the Minnesota River through Agroforestry and Other Perennial Cropping Systems” Initiated in September of 2002 Research, Outreach and Extension UMN team closely working with out state partners

3. Integrated approach (CSREES)

4. Approach Linking the expertise of UMN with the experience and insights of partners leading to: –More diversified agricultural and natural resource production base –Increased profitability for landowners –Enhanced environment/ecosystem –Strengthened rural communities Contribute to the design and promotion of feasible, profitable cropping options

5. Why Learning Groups? Landscape change requires numerous decisions by individual landowners Those landowners know best what will work for them – their expertise is needed Those decisions are influenced by market, policy, socio-cultural and technical factors LG’s are forum for bringing the expertise of multiple partners together to address issues that influence adoption “Participation”, “Ownership”

6. Development model for multifunctional agroforestry (MAF) Working hypothesis: MAF’s ecological structure (diversity, perenniality in spatial-temporal patterns) produces multiple benefits Local/regional stakeholders can capture some of the value of these multiple benefits Farmers and these local stakeholders can form local or regional coalitions to overcome key barriers to MAF growth

7. Cross-sector learning groups Landscape change requires learning and action by stakeholders in many sectors, e.g.: –conservation stakeholders can “purchase” ecological services from multifunctional systems –lenders can provide capital –landowners develop site-specific systems In learning groups, stakeholders learn from each other about market, policy, socio-cultural and technical factors In learning groups, stakeholders in each sector can identify innovative policies and practices and coordinate with innovations in other sectors

8. Learning groups Four groups focused on locally identified interests; –hazelnut and native seed production in the Greater Blue Earth watershed (BERBI) –decorative woody florals and healthy meats/Omega 3 in the Chippewa River watershed (LSP) Members of the groups –farmers with a wide range of experiences, –regional SWCD, NRCS, MPCA, DOT and DNR staff, –University of Minnesota extension and research personnel, –non-governmental organizations concerned with water quality and diversified cropping systems such as BERBI, IATP and LSP.

9. Hazelnut working group Hazelnuts are a promising option –Good potential market and the ongoing efforts of Badgersett Research Farm Activities of group –Bring together interested parties –Identify issues that need to be addressed –Move forward addressing those issues (research, policy issues, propagation, information exchange) –Proposal development

10. Woody options Decorative woody florals Willow and hybrid poplar/cottonwood plantings for pulp, wood products and energy Hazelnuts

11. Important to have a “theory of change” (how different sectors support change) to guide organizing of group, but need to revise theory often! Actors from different sectors vary considerably in freedom to participate Great importance and value of highly-networked individuals. We need more!! Lessons from Cross-sector Learning Groups

12. Systemic factors (e.g., regional economies, history) can strongly affect willingness and interest in taking collective action Groups can recruit sectors via established relationships on local scales. These relationships are important to group formation and trust/reciprocity. Group membership can be somewhat in flux and there can an evolving cluster of groups, as motivation for group formation shifts over time Lessons from Cross-sector Groups

13. Highly energizing effects of cross-sector interactions: experiences with Hazelnuts (Reggie), Healthy Meats (Bebis) Unique value of individuals whose experience integrates across many management units (e.g.,crop consultants) Valuable: individuals whose experience and role bridges across multiple sectors: e.g. linking market, research and restoration agency. Entrepreneurial perspectives are v. energizing, as these are often lacking in land managers Lessons from Cross-sector Learning Groups

14. Thank you!