Promoting the social, economic, and environmental sustainability of rangelands through the development and widespread use of the criteria & indicators for rangeland assessments, and by providing a forum for dialogue on the sustainability of rangelands.


Sustainable Ranch Management through Business Planning and Monitoring: A Workshop
Wednesday, July 20, 2011
Washington, DC
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Sustainable Ranch Management through Business Planning and Monitoring: A Workshop
Thursday, Feb 10, 2011
Billings, Montana
Guidebook, Course Book, and Presentations

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Organizational Framework
The Roundtable has decided to undertake activities beyond the creation, development, and dissemination of the Sustainable Rangelands Criteria and Indicators. The following four goal statements outline the framework for future roundtable work:
Goal #1:  Promote Paradigms and Practices for Sustainable Rangeland Assessment and Management
Goal #2:  Facilitate the Development of a Multi-Agency Assessment of the Status and Trends of the Ecological, Social, and Economic Aspects of Rangeland Sustainability
Goal #3:  Promote Integrated Ecological, Economic, and Social Research for Rangeland Sustainability
Goal #4:  Effectively Communicate and Coordinate with Stakeholders and Others Interested and Involved in Sustainable Rangeland Management

A modified organizational framework is necessary address these goals. The SRR organizational structure was recommended and adopted.

Organizational Governance
Secretariat — composed of Roundtable Manager (aka Principal Investigator), Staff (Coordinator--aka Project Analyst—and Webmaster), to support and manage the process of the Roundtable (finances, publications, website, meeting preparation and implementation). Facilitator works with Secretariat to organize and manage meetings of the Roundtable. The Secretariat for SRR has two-way communication with the Roundtable which in turn has two-way communication with the external community of interest in rangelands sustainability.
Roundtable — composed of all participants to further strategic plan goals, objectives, tactics; to discuss and educate; gain “sense of the whole” by sharing experiences and work in progress.
Standing Work Groups — corresponding to goals in the strategic plan to organize and undertake the work of the Roundtable (mostly offline, but able to meet periodically with secretariat support) chaired by leaders willing to commit time and accept responsibility for accountability. Work Groups should develop charters to set the boundaries of their work effort corresponding to the goal/objective/tactics of the strategic plan. Goal group chairs will be appointed by the round table manager.
Temporary Work Groups — addressing issues important to the furtherance of the Roundtable necessitating concentrated effort to achieve an objective or tactic of the strategic plan chaired by leaders willing to commit time and accept responsibility for accountability.

Meetings of the Roundtable will be held two or three times annually to maintain continuity. Work Groups meet at their own frequency and in the context of Roundtable meetings to share products and receive input. The Delphi process will also be used to garner input and feedback.

Entities financially sponsoring the SRR will be able to influence the process through the mandates associated with their contributions and through their participation in the Roundtable and Work Groups and the development of the strategic plan.