#085, In Practice, Sept/Oct 2002

Idon’t know about you, but I think one of

the biggest challenges in life is to not live it

in a rut. I am notoriously fond of routine

myself, and as a parent I cannot praise highly

enough the importance of routine in

"successfully" raising a child (i.e., the child comes

out as a decent human being and the parent

manages to feel like a decent human being in

the process). But, it seems to me there is a big

difference between a rut and a routine.

Warning! Rut Ahead!

I think a rut is when someone’s routine has

become more important than the results the

routine was developed to create. For example, if

I create an after school ritual for my son and I

and it is fulfilling to both of us, that’s great. But

if one or both of us change (it has been known

to happen) through circumstances or the

mysterious process called human development,

then that routine is going to feel like a rut if we

don’t adapt it to our current needs and interests.

Everyone has routines. Routines provide

stability and order in our lives (something most of

us crave, perhaps even more than our obsessions,

which after any honeymoon period become

merely routine anyway). But, people’s routines

evolve from a number of different sources.

Most of the time routines are based on

convenience, the path of least resistance. For

example, where I shop or do business is often a

matter of location and ease, which is why the

internet is so exciting with it’s lure of 24/7

shopping. If a routine isn’t convenient, then it’s

usually based on a different value, like shopping

at a less convenient store because it sells locally

grown produce. Or someone might have a

gardening routine that isn’t as convenient as

shopping, but it fulfills other needs besides

acquisition of food, such as contact with nature.

There are no right answers to what is a good

routine or what is a good decision about how

you meet your needs, but I can guarantee you

that if you find yourself in a routine that isn’t

meeting your needs, you’re in a rut. The amazing

thing about ruts is you can go along each day

doing your routine, then one day you wake up

and wonder how you got into this deep trench

that you can barely peer out of. That’s the

dangerous part of routines. They can lull you to

sleep, keep you from questioning why you are

doing what you’re doing, and worst of all, keep

you from your intended outcomes. That’s where

a holistic goal helps.

An Evolutionary Process

I’ve noticed that when I’ve taken time to

write something down and spent a considerable

amount of time discerning what is important

to me, I feel rather hypocritical if I don’t do

something to move toward that which I value. I

wrote my first holistic goal six years ago. I revised

it probably two years later. I don’t look at it often,

but I think a lot about it when I’m driving and

particularly when my conscience is bothering me.

In my mind, I made a covenant with myself that

I could and would live my life based on what

was important to me. I would develop routines

that created the outcome I had described.

Living a life with integrity was not a new idea

at the time. My parents had modeled their own

routines for that and instilled a strong moral code

in me, but I have noticed a definite shift in my

ability to live a life I valued since writing my

holistic goal. As each of the writers in this issue

note, there is something about having that guiding

focus that turns everything up a notch.

The holistic goal is one more tool to add to

whatever else you’ve learned to achieve success,

however you define it. I have found it invaluable

in helping me form routines that constantly evolve

around my values and achieving the results

(health, loving relationships, prosperity, etc.) that

they were developed to produce. I still find myself

at the bottom of a rut in dazed disbelief, but now

I’m more likely to take a moment to laugh at

myself and figure a way out than to rail at the

situation. That’s a routine I’d like to keep.

in t h is I s su e

Testing the Tool of Marriage

Tony Malmberg . . . . . . . . . . . . . . . . . . . . . . 2

Beyond the Budget—Using Our Holistic

Goal for Financial Planning

Craig & Sue Lani Madsen . . . . . . . . . . . . . . 4

The Power of a Holistic Goal

Chandler McLay . . . . . . . . . . . . . . . . . . . . . 6

LAND & LIVESTOCK—A specialsection of IN PRACTICEComing Home to Colorado—A Sense

of Place

Jim Howell . . . . . . . . . . . . . . . . . . . . . . . . . . .8

Persistence Pays

Jim Howell . . . . . . . . . . . . . . . . . . . . . . . . . .11

Savory Center Forum . . . . . . . . . . . . . . .14

Savory Center Bulletin Board . . . . . . .15

Marketplace . . . . . . . . . . . . . . . . . . . . . . .20

The holistic goal is the heart of

Holistic Management as it drives our

decisionmakin g, planning, and

monitoring. But it takes commitment to

gather the decisionmakers and to write

it down. In her story on page 6, Chandler

McLay describes the challenges and

rewards she faced in forming her

holistic goal and in moving to ward it.

E volving with Your Holistic Goalby Ann Adams

SEPTEMBER / OCTOBER 2002 NUMBER 85

HOLISTICMANAGEMENT IN PRACTIC EP r oviding the link between a healthy environment and a sound economy

2 HOLISTIC MANAGEMENT IN PRACTICE #85

express the person I was becoming in a

more diverse community pulled against

my past. Until I could reconcile my new

realizations of community, I would be in

a state of flux.

Capturing An Audience

But, over time my behavior, actions and

talk aligned with my subconscious and my

changing community more and more. And

as I evolved, I began to accept speaking

invitations about my new perspective.

One speaking engagement was in Bozeman,

Montana on the changing West, where I

was drawn to an attractive woman in the

audience, but I did not get a chance to

meet her.

A couple of months later, a woman

wrote me a letter after hearing me on the

Yellowstone Public

Radio program, “Home

Ground.” On the

program I talked about

how I had changed

the management of

our ranch, but, more

importantly, how I now

defined my larger

community. I explained

why I thought ranchers

and environmentalists

had much in common.

This woman worked for the Montana

Consensus Council, which worked at

solving conflict. Many of the conflicts she

worked on involved agriculture and

environmentalists. In her letter she said she

liked what I had to say and encouraged me

to keep up the good work. I thought little

of the letter, but forwarded it to my friend

Brian Kahn, the host of the radio program.

I met Brian a couple of years before

when he was evaluating different programs

for The Nature Conservancy. We connected

in our mutual understanding of the

environmentalist-rancher debate. As soon

as Brian received the copy of Andrea’s letter

he called me. “Tony. Tony. You need to pay

attention. Andrea is really a great woman.

She has the ability to make a living and

Icame to my first Holistic Management

course because I heard you could

double your stocking rate. The

instructors threw me off balance right

from the get-go when they started talking

about “quality of life.” In my culture one

earned the right to live on the land by

hard work and suffering.

But I tolerated the gibberish until we

got to the ecosystem processes and time

and management guidelines, which made a

lot of sense to me. I particularly noted the

advice not to go home and build fences

until I had a plan, but to focus on setting a

holistic goal.

A New Perspective

Defining the whole under management,

including the community, stuck in my craw.

I could see the

wisdom behind

the principle,

but my current

community

consisted of my

neighbor

ranchers.

However,

the nearest

town, Lander,

Wyoming,

was home to

many other kinds of people, including

environmentalists. We usually ignored that

type and their values, while we planned for

a cowboy world. Over many years of inner

turmoil, I recognized that the whole

community means acknowledging the

values of business people, schoolteachers,

stockbrokers, artists, rock climbers, bird

watchers, and environmentalists, in

addition to cowboys.

Once I acknowledged that their values

are just as legitimate as mine and got to

know them, I began to see that we had

much in common. We wanted good schools

for our children, a warm and comfortable

home for our family, and opportunity for a

secure future. At first this paradox caused

confusion, like change does. My need to

The Allan Savory

Center for Holistic Management

The ALLAN SAVORY CENTER FOR HOLISTIC MANAGEMENT is a 501(c) (3)non-profit organization. The centerworks to restore the vitality ofcommunities and the natural resourceson which they depend by advancing thepractice of Holistic Management andcoordinating its development worldwide.

BOARD OF DIRECTORS

Rio de la Vista, Chair

Ann Adams, Secretary

Manuel Casas, Treasurer

Gary Rodgers

Allan Savory

ADVISORY BOARD

Robert Anderson, Chair, Corrales, NM

Sam Brown, Austin, TX

Leslie Christian, Portland, OR

Gretel Ehrlich, Gaviota, CA

Clint Josey, Dallas, TX

Doug McDaniel, Lostine, OR

Guillermo Osuna, Coahuila, Mexico

Bunker Sands, Dallas, TX

York Schueller, El Segundo, CA

Jim Shelton, Vinita, OK

Richard Smith, Houston, TX

FOUNDERS

Allan Savory

Jody Butterfield

PROGRAM DEVELOPMENT

Mary Child, Regional ProgramDevelopment Coordinator

STAFF

Shannon Horst, Executive Director; Kate Bradshaw, Associate Director;Kelly Pasztor, Director of EducationalServices; Lee Dueringer, Director ofDevelopment; Ann Adams, ManagingEditor, IN PRACTICE and Membership andEducator Support Coordinator , Craig

Leggett, Special Projects Manager; Ann

Reeves, Bookkeeper.

Africa Centre for Holistic Management

Private Bag 5950, Victoria Falls, Zimbabwe

tel: (263) (11) 213529; email:

[email protected]

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HOLISTIC MANAGEMENT INPRACTICE (ISSN: 1098-8157) is publishedsix times a year by The Allan SavoryCenter for Holistic Management, 1010Tijeras NW, Albuquerque, NM 87102,505/842-5252, fax: 505/843-7900; email:[email protected].;website: www.holisticmanagement.org Copyright © 2002.

Ad definitumfinem

Testing the Tool of Marriageby Tony Malmberg

Andrea asked:

“Did you test me

or the institution

of marriage?”

HOLISTIC MANAGEMENT IN PRACTICE • SEPTEMBER / OCTOBER 2002 3

her dad is a cattle buyer.”

I trusted Brian and his judgment on this

matter, so I wrote a casual letter to Andrea.

The letters accelerated until we were writing

one per day. In April I called Andrea and

told her I was about to begin my grazing

season, and I wanted to come meet her face-

to-face before then. She invited me to dinner

at her home in Helena, Montana. After an

eight-hour drive, I found her house and

knocked on the door. When she answered

the door I said, “You’re the woman I was

unabashedly flirting with during the

Bozeman talk!” Despite, or perhaps because

of, that introductory comment, our

relationship continued to flourish

from there.

Passing the Te s t

I was still mulling over the

decision to marry Andrea, when

we took a trip to visit Andrea’s

friends in Washington. During the

trip, our conversation turned to an

intimate nature and I learned one

more critical piece of information

about Andrea that sealed

my fate. At that point I let slip the

comment, “Well, I guess you passed

all of the testing questions.” Andrea

replied, “What do you mean?”

I explained that my friend and

fellow holistic manager Todd

Graham and I had already tested

the action of me marrying Andrea

toward my holistic goal. Andrea

was appalled. “Did you test me or

the institution of marriage?” she

asked. I hesitated, but then explained.

(I know this might be slightly different

from the way the testing questions

are usually used, but this is really what

I did).

1. Sustainability—We determined that

Andrea’s skills, knowledge, and values

would enrich my future resource base and

that she would flourish within a combined

future resource base. Passed.

2. Weak Link—How will the marriage address

the weak link? The ranch had addressed

the energy conversion weak link. After

increasing our yield by 80%, marketing was

our weak link. Andrea would add to our

ability to market the unrealized assets of

the whole under management. Passed.

this one, and my conversation with Andrea

on our trip addressed this concern. My

mindset, at this point in my life, was of the

foot-loose and fancy-free bachelor. My goal

may have been best described as a wanna-

be-playboy, which was better in my

imagination than in reality. Getting married

would limit the possibilities for achieving

this goal. Failed.

My conversation with Todd around this

test brought much laughter and “guy” talk,

but Todd and I knew that even when a

tool or action fails one test it can still pass

overall. Andrea’s comments on the trip

suggested to me that perhaps

I had looked too narrowly at

this test and that, in fact,

marriage to Andrea passed

this test as well.

I knew that marriage to

Andrea would develop who I

was and strengthen my

community dynamics. By that I

mean that commitment to this

relationship would increase my

diversity and complexity as a

person, while pursuit of a

playboy fantasy (staying single)

would result in a lower

successional human being.

Our marriage has allowed us to

manage holistically in a way we

would not have been able to if

we were apart. We further

challenge each other to more

clearly define and articulate our

values. This leads us to see our

community and ourselves in

a new light. I am a more diverse and

complex person as a result of Andrea

being my wife.

Holistic Management gave me an

awareness of quality of life that has given

my efforts more direction. I have more

purpose. My convictions and actions are less

influenced by “peer pressure.” In fact

ignoring the peer pressure allowed me to

differentiate my “self” enough for my wife

to notice me in the first place. In essence,

Holistic Management gave me a wife!

Tony and Andrea Malmberg manage

the Twin Creek Ranch near Lander,

Wyoming. They can be reached at 307/335-

7485 or [email protected]

3. Gross Profit Analysis—This one was easy.

Not only would Andrea bring the ability to

market latent assets but she also brought

an income with her conflict resolution

consulting business. Passed.

4. Cause and Effect—One factor that was

adversely affecting the ranch revolved

around how I meshed with my changing

community. I needed to avoid advocate

organizations that focused on outsiders

being the problem and embrace

collaboration with different interests in

my changing community. What better way

to do this than marry a consensus navigator?

Passed.

5. Marginal Reaction—Andrea shared

my values from land management to

community. By being one with her, she

would constantly test my actions against

our values. Passed.

6. Energy and Money Source and Use—What

form of energy is more renewable than

the power of love? Passed.

7. Society and Culture—This guideline tests all

actions for how they will lead to the quality

of life we desire. Todd and I struggled on

Andrea and Tony Malmberg—a match fully tested.

Holistic Management

gave me a wife!


Someone once said—if you don’t know

where you’re going, you will never

get there. We were married in

October 1995 and started incorporating

Holistic Management as part of our family

life. We developed a holistic goal for our

family, although we hadn’t quite got the

hang of testing or financial

planning yet. The biggest

return on the time we

invested in our holistic

goal was in the relative

smoothness with which

we charted our course

through potentially

troubled waters—new

marriage, parenting/step-

parenting a daughter

starting college, buying

property, designing and

building a house, starting a

new business, coming to

the aid of our daughter

after a fire at her

apartment, a brother’s

illness, a daughter’s

wedding—just a few of

life’s little stresses. Creating

our holistic goal together meant that we

knew where we wanted to be individually,

as a couple, and as part of our families and

community. It gave direction to our decisions.

We each have a slightly different view

about how we came to practice Holistic

Management so we’re going to take turns

telling our story.

Craig: When Sue Lani decided to start

her own business in 1997, we knew that our

income was going to drop significantly that

year (about 30 percent). This change gave us

an additional incentive to develop a holistic

financial plan. Part of our plan included

finding a financial advisor to help us with

our investments. Despite the potential

financial stress that change in our lives could

have been, we actually had a very positive

outcome because of Holistic Management.

Our financial advisor’s summary of the

changes from the beginning of 1997 to

want is truly quality time.

Sue Lani: I admit I was reluctant to get

into the whole process at first. Why not just

budget whatever we spent last year as our

budget for the new year? So what if

everything creeps up a little, we’ll manage.

Being an optimist can be financially

dangerous! I was forced to

take it seriously when I

wanted to quit a secure

job for self-employment.

We wouldn’t have the

luxury of two regular

paychecks to protect us

from mistakes. Practicing

architecture as a solo act

is an unpredictable

proposition at best. Craig

kept pushing me to

develop a business plan

and figure out what kind

of income we could

expect. I rather defiantly

wrote a holistic goal for

my practice, and used it

along with basic small

business planning

principles to set my

targets for income and expense. At that

point, I was using his process because he

thought it was important.

Craig: It has always been important for

me to spend my money wisely and invest

for my retirement. Holistic Management

broadened my perspective and increased

my awareness of how important it is to use

my time and money in a manner that is

consistent with our holistic goal. I felt

strongly that we needed to develop a Holistic

Management® Financial Plan because I knew

it would enable us to move quickly toward

our holistic goal. Sue Lani was somewhat

reluctant, but the significant change we were

facing helped to convince her we needed to

do some serious financial planning. In order

to attain our holistic goal we need to be

financially secure and debt free.

As a result of forming our holistic goal,

our initial focus was to reduce our debt, put

the end of 2000 shows that our financial

situation changed in the following ways:

• Income increased by 10%

• Expenses dropped by 8%

• Savings increased by 44%

• Liabilities decreased by 15%

• Net worth increased by 60%

Craig and Sue Lani: After monitoring our

progress towards our holistic goal for a

couple of years, it became easier to see the

value of using the financial planning process.

“Planning the planning” sometimes is the

stumbling block for us. We both maintain

busy schedules, and finding a weekend

where neither of us has some commitment

or deadline hanging over us can be difficult.

We have to make an appointment with each

other and stick with it, just like we would

for anything worth doing.

The cartoon style flow chart developed

by Rio de la Vista and Daniela Howell (see

illustration on page 5) has been our best

reference. The fluid style of the chart

reinforces the need to bring human creativity

to the process. It’s not about spreadsheets

and numbers, those are merely tools.

Spending time focusing on how to use

our available resources to live the life we

B e yond the Budget—

Using Our Holistic Goal for Financial Planningby Craig and Sue Lani Madsen

Craig and his “healing hoo ves” at work.


money into retirement and develop a cash

reserve for emergencies. After spending time

discussing priorities and clarifying our holistic

goal, we were able to focus our spending on

what was important to us. Sue Lani already

mentioned we did not do the monitoring as

timely as we should have, but our increased

awareness of our needs versus our desires

helped us maintain financial security.

Craig and Sue Lani: The next challenge,

after re-examining our holistic goal and

creating a financial plan was the monitoring.

It is so easy to put it off. Once again, we

realized we had to make an appointment

for monitoring. We kept careful track over

the first two years of the new business,

monitoring and adjusting. There is power in

feeling and being responsible for your own

finances. Our dollars were doing what we

wanted them to do.

Sue Lani: I have to admit I was actually a

keeps us financially secure.

Craig and Sue Lani: We quoted some

statistics at the beginning of this article, and

they show success as measured financially.

It’s not the whole story. With Craig leaving a

secure job and launching his own business,

we know that financially this will set us

“back.” Measured against the whole picture

of our holistic goal, this move will set us

forward. The control that we have achieved

through using the financial planning

process gives us the freedom to make sure

that our time is spent as effectively as

our money in terms of our holistic goal.

Success is addictive!

Craig & Sue Lani Madsen live in

Edwall, Washington. Craig is a

Certified Educator and can be reached

at [email protected] or

509/236-2451.

bit surprised at how well it worked, and I

became an advocate for the process. It was

no longer just something I was interested

in because it was important to Craig; it’s

important to me too. It became our financial

planning process. It also became a part of

growing my business to add three partners

and six staff members in the last three years.

Craig: Now that Sue Lani’s business is

doing well and my level of frustration

with my job has continued to grow, we are

planning another shift. I have resigned from

my government job and started my own

business. The adventure bug bites again.

These changes will temporarily impact our

financial situation. We decided this backward

step is a minor sacrifice in comparison to our

mental health and the desire to do the work

that gets our inner fires burning. Holistic

Management® Financial Planning will enable

us to make this transition in a manner that

Certified Educators Rio de la Vista and Daniela Ho well developed these Holistic Management Financial Planning flow charts as part

of their training in 1994. While some of the terminology has changed, they still provide a nice visual of the financial planning process.

Due to space constraints we were only able to publish the first two pages of this four page set.


same way. When we posted the temporary

holistic goal, it appeared everyone felt good

about it.

With this temporary holistic goal in hand,

department heads began serious meetings on

financial planning. During those initial

planning meetings, modifications were made

to the temporary holistic goal. I believe the

intent was good, yet I observed many of the

general staff objecting to changes being made

by the department heads without their input.

To address this agitation, more whole staff

meetings were put together and we made

additional changes to the holistic goal.

From my perspective, the new holistic

goal became too long. There was too much to

remember and/or relate to, and grievances

began to appear around the bulk of paper

work developing, and the difficulty of

understanding what we were testing toward.

For that reason I would caution against

excessively lengthy documents.

The Key

Having gone through these times of stress

and movement into Holistic Management, I

have come to believe the most vital step in

Holistic Management is the development of a

holistic goal. During the stress that developed

over changes in Fossil Rim’s initial temporary

holistic goal, department heads were

encouraged to write out their own holistic

goal, so they would be clear when we had

whole staff meetings. Without the clarity of

putting thoughts into concrete from, it is easy

to waver or become fuzzy in the path of

conflict and that fuzziness easily leads to

personal squabbles.

I had written out my own holistic goal,

and I found peace even in the turmoil of

change and resistance. I could easily hold

my space with clarity and continue to move

toward my quality of life desires, which were

also similar to those of other staff members.

It was with this peace that I chose to give

our docents an introductory course in Holistic

Management. I carefully reviewed the pitfalls

we had run into as a whole staff at Fossil Rim

(monitored) and felt individual understanding

must come before group understanding

(adjusted), and determined many difficulties

diminished when the initial learning is

self-related. Thus, after introducing the

development of a holistic goal to the docents,

I had each member go off and develop an

individual temporary holistic goal. When we

came together again, we had questions and

planning, Fossil Rim turned the numbers

toward profit. (see IN PRACTICE #61).

Getting to this point was a rough journey.

In the last several years prior to introducing

Holistic Management to Fossil Rim many

changes in management style had been

attempted. The idea of more changes

appeared to tweak nerves, fears, or feelings

of insecurity among many staff members, yet

knowledge that financial difficulties were

serious, moved even the reluctant to push

past their personal resistance and come to

the meetings willing to at least listen.

Taking the Plunge

Initially we met in four groups, two on

one day, and two the following day (a

whole staff meeting was difficult due to

the need for coverage in all departments).

We introduced the concept of Holistic

Management, the development of a holistic

goal, and began with quality of life

brainstorming then moved on to the forms

of production and future resource base. A

few days later we organized an evening

meeting and brought the whole staff

together where we reviewed all the input.

This whole group was divided into three

smaller groups. Each group worked on

synthesizing the material from the four

individual meetings. One group worked with

the quality of life statements, another with

forms of production, and the third with

the future resource base.

When each group felt their material

represented the sentiments of the whole, we

came together again as one group to make

whatever additional changes individuals felt

would improve any of the parts. We also had

put together a statement of purpose, and

defined the whole under management in the

Some people take several years to begin

practicing Holistic Management after

they listen to an overview by

Allan Savory or read the book, Holistic

Management . But my experience was a

little different.

I joined Fossil Rim Wildlife Center in Glen

Rose, Texas in April 1995 as their Education

Director. In May I met Allan Savory, and in

June, Fossil Rim sent me to the Holistic

Management® Certified Educator Training

Program. That string of events brought many

new insights to Fossil Rim and me, and I have

truly enjoyed my continued learning with

other educators and the Savory Center. But

best of all, I’m living a life that feels balanced

and fulfilled, a life I’ve described in my

holistic goal.

First Steps

Fossil Rim, a multi-level complex

encompassing about 1600 acres (648 ha), has

facilities to care for several hundred animals

from around the world with a primary focus

on threatened and endangered species. To

support the costs of such a project, it has

accommodations for dining, lodging, retail

sales, education, veterinary care, research, and

international outreach to the countries from

which many of the animals are native.

In 1995 when I joined the staff, the

number one concern at Fossil Rim was

financial planning. Every individual and every

department had to do major soul searching

and house cleaning. This was an enormous

task and it flushed many frustrations to the

surface. Fears of change, worry about job

security, management hierarchies, and

territorial chess had to be addressed. This

was a challenge for both Fossil Rim and the

Savory Center as they helped us practice

Holistic Management.

The one area that everyone was in total

agreement was the need for the facility to

become financially independent. It had to

make its own way. Within that first year there

were nearly insurmountable challenges. Stress

was high, yet those of us who chose to sail

the course witnessed the value of using

Holistic Management® Financial Planning.

Within a year and a half of careful financial

The Power of a Holistic Goalby M. Chandler McLay

Once I had my holistic

goal tight, I began to

move toward it with

very little effort.


answers then moved into developing a

holistic goal for the Fossil Rim docents.

We had a great time with lots of laughter

and little or no resistance. Each person was

clear individually. Because the docents

were aware of the value of having their

individual needs met, it was a short,

cooperative step to finding means to meet

everyone’s needs.

Based on this experience, I now

prefer to start an introduction to Holistic

Management with individuals

working out their personal

holistic goal before putting

together a group, organization, or

family holistic goal. It is here that

focus and clarity on what is

personally important to you

begins the journey toward having

your desires met. I stress this

because there have been several

times in my life when I have

dreamed, imagined, and believed

I was clear with myself about

my direction and desires.

In reality, I only had a direction.

For example, I knew I wanted

more personal time, yet without

clarifying or writing down what

that meant, I kept on with

workaholic behaviors. Only

when I wrote down my holistic goal and

posted it where I saw it everyday, did I

realize how easily I had been ignoring my

real wants while performing what I felt was

necessary for someone else, or some

organization.

I had good intentions for myself, yet

often got side tracked. Holding an idea in

my head was not moving me closer to it.

Writing it and seeing it, moved me toward

living it. I realized I could think, have great

ideas, and believe I had a holistic goal, but

until I put it in writing, I only had a fuzzy

concept, not a clear focus.

The fascinating outcome is that once I

had my holistic goal tight, I began to move

toward it with very little effort. That is,

simply having a clear focus allows the

process to begin. Yes, I had to set up forms

of production and do my planning, but

now my focus, my holistic goal , kept me

on track.

Time for a Change

Facing my holistic goal every morning

awakened me to the fact I did not have

trainings, and travel frequently. The areas

of work I am now doing are not new; I

simply have now organized them to my

advantage.

After two years of living close to my

holistic goal, I could still feel a gnawing

tap-tap. I was living in a condo, and

although I planted some trees and flowers

in my yard, I had no space to develop an

organic garden. I wanted to get my hands

in the soil. Thus, I sold my condo and am

now searching for land suitable

for organic gardening where I

can further develop my future

community.

Do I have it all together?

No. Is that all right? Yes. I have a

much more balanced life. When I

am doing counseling, or working

in the field with wilderness groups,

I may have 12- to 24-hour days, yet

as an independent contractor, I can

work out blocks of time to travel,

read, write, plan, set up massage

appointments, or give myself

a vacation.

This type of scheduling

also allows me to be picky about

my search for a new home. I am

taking my time knowing I can

select it without consideration

about how it will please someone else. I

do need to be conscientious about the cost

as I choose to be unencumbered by debt.

Having searched for about a year, I am

feeling an eagerness to get nested. Yet, I

remain patient because the journey and the

adventure in moving harmoniously with

my own clear holistic goal and spiritual

values is a blessing I am enjoying; it’s one I

strongly recommend.

I make time to hike, write, read, and

enjoy this wonderful planet and its many

diverse life forms. I laugh more with my

friends, and get tickled with the antics of

my dog and cats. With more balance in my

choices, I feel blessed and supported in all

that I do. Getting clearly focused and writing

out my holistic goal has allowed me to move

mindfully toward all the things that bring

quality to my life.

Chandler McLay is a Certified

Educator currently residing in Colorado.

She can be reached at: [email protected];

P.O. Box 262, Dolores, CO 81323;

970/882-8802.

balance in my life. I was working

ridiculously long hours, and I was finding it

difficult to fit in recreation, meditation, or

writing and reading. I began to recognize

patterns of work and feelings of obligation

that kept me from fully attaining my quality

of life. Although I was thoroughly enjoying

my work, and found much fulfillment with

my surroundings and the many people I

met daily, I was “putting off for tomorrow”

many of the experiences I wished to have.

I wanted more traveling, writing, and

reading. I wanted more time in the

wilderness working spiritually with myself

and groups. I wanted to be living on my

own place growing organic food, and being

master of my own schedule. I realized that

to be true to myself, I must make some

major changes.

I worked a year at finding a replacement

at Fossil Rim and assisting a smooth

transition. During that year, I also made time

to become a licensed massage therapist as a

first step toward allowing me to set my own

time schedule. I already had several skills that

would allow me to be independent, and

massage therapy created an opportunity for

“Have table will travel.” It was the additional

tool, combined with my background in

health, wilderness, counseling, and education,

that would provide me an income stream

during the transition toward fulfilling my

holistic goal.

I moved back to Colorado and began a

massage practice and revived work with

wilderness trips, and family counseling. I

have written several articles, do staff

Chandler, with some of her wilderness journey staff, enjoying

her work.

8 LAND & LIVESTOCK IN PRACTICE #85

Ibelieve that human beings need to have a sense of place. For most

of our history, humans were essentially confined to the geographical

boundaries of the water catchment in which their tribe or clan

hunted and gathered. Even after the domestication of the horse and the

beginning of agriculture, most of us seldom ventured beyond the limits

of our village environs. Imagine how intimate those hunters, gatherers,

herders, and early day farmers were with every minute detail of the

landscape in which they made their living. Their beliefs, identities,

language, values, customs, games, stories, livelihoods—indeed, their entire

culture—were directly tied to the land, to every bend in the creek, every

sweet spot in the grassy meadow, every shady grove, every rock and

boulder. They knew their land. It was there their place.

In today’s ridiculously fast-paced and hyper-mobile world, most of us

don’t even know what species of grass grows in our front yard, how old

the trees are that line the street, or even how much annual rainfall our

neighborhood can expect to receive over the course of a year. Even

those of us making our living on the land are typically ignorant of

nature’s intricacies.

But so what? Why do we need to know, understand, appreciate, and

truly value the details, the nuances, of our surroundings? Why must we

have a sense of place? I think that to deeply know something is to love

it. When we love something, we do all that’s in our power to ensure its

well being, to nurture it toward its highest potential. When we have a

sense of place, we love our place. If we each love our places, the human

race will endure.

That’s a lot of poetic rambling. What I’m really trying to do here is

set the stage for the rest of this article, because it’s about my place, my

family’s place, my ancestors’ place.

This and a series of future articles will highlight the ranches that host

the Savory Center’s Ranch and Rangeland Manager Training Program.

My family’s ranch in western Colorado is one of those places.

A Little Howell History

My great grandfather and four of his brothers moved to Colorado’s

western slope in the 1880s—straight from the lush pastures of southern

LAND L I V E S TO C K& A Special Section ofIN PRACTICE

SEPTEMBER/OCTOBER 2002 #85

Jim and his “incredible wife,” Daniela, romancing the next

generation—Savanna—on the Ho well Place.

Coming Home to Colorado—

A Sense of Place

by Jim Howell

England. They were carpenters in the old world, but came to the newly

opened West hoping to become ranchers and farmers. Only two

persisted: my great granddad George, and great, great uncle John. The

rest eventually headed home for the familiarities of England. That

was their place. John never raised a family, so George’s line (of which

my daughter Savanna is the most recent arrival) is the only Colorado

survivor.

Sometime around 1912, George eventually settled in Bostwick Park,

an irrigated farming community just east of the town of Montrose. They

raised wheat, barley, alfalfa, and lots of potatoes, and ran sheep in the

surrounding mountains in the summer. My granddad Gilbert grew up

there, as did my dad, Jim. In 1937, Gilbert had managed to put together

sufficient resources to purchase four sections (one section is 640 acres,

or 260 ha) of mountain pasture. Two sections were ten miles (16 km)

up the state highway from Bostwick Park, averaging about 7,700 feet

(2,350 m) above sea level. That part of the ranch has always been called

Cerro, which means small mountain in Spanish. The other two sections

were 15 miles further east, and nearly 2,000 feet (610 m) higher, and it

was dubbed The Blue. The diversified cropping and livestock ranch was

good to my family. They didn’t get rich, but they survived and led

meaningful lives for many years.

My granddad Gilbert was a bit of a slave driver, however, and my

dad, being an only child, got his butt worked from the time he was

four till the day he left for college. Unfortunately, my granddad never

heard Joel Salatin’s spiel about “romancing the next generation into

agriculture.” When my dad received a scholarship to play football at the

University of Colorado, he left the ranch for good. He majored in

physical education and minored in history, and ended up landing a job

as a schoolteacher and coach in Orange County, California, after

graduation. At that point Orange County was mostly citrus groves,

dairy farms, and strawberry fields. By the time I came along in 1968, it

was major suburbia.

Back in Colorado, with no heir apparent, my granddad reluctantly

sold his cows and the farm in Bostwick Park, but held onto three of the

four sections of mountain summer pasture, which he began leasing to

IN PRACTICE • SEPTEMBER / OCTOBER 2002 LAND & LIVESTOCK 9

area ranchers. My dad and mom were both school teachers, which

freed us up to head back to the high country during each summer

vacation. From my very earliest memories, The Blue and Cerro were

my places. During the school year in California, I longed to be back in

the mountains, and I loathed the artificial surroundings of the Los

Angeles basin. I dreamed constantly of reestablishing the Howell family

back in Colorado.

N ew Beginnings

In 1996, at the age of 27, I had graduated from college, married my

incredible wife, Daniela, and managed farms and ranches in regions

ranging from the Mediterranean-climate coast of California to non-brittle

east Texas to the Chihuahua Desert of southwestern New Mexico.

Daniela and I had also traveled extensively through Africa, South

America, New Zealand, and Australia, studying and learning from some

of the world’s great grassland managers, most of them successful

practitioners of Holistic Management. In 1996, the lease term on our

ranch in Colorado was also expiring, and Daniela and I decided we

were ready to branch out on our own and take over, to once again

make The Blue and Cerro “The Howell Place.”

It was the biggest,

most consciously holistic

decision we had made so

far as a couple. Without

the clarity of purpose we

gained from our holistic

goal, and without the skills

gained from practicing

Holistic Management on

the Savory Center’s

learning site, the High

Lonesome Ranch, we

probably never would have

made that jump. Our ranch

is small—just under 2,000

acres (800 ha)—and is

covered in deep snow for

half the year. Cerro is

lucky to receive 14 inches

(355 mm) of precipitation

in a year. The Blue might

get 20 inches (500 mm), but only has about 100 frost-free days a year.

We no longer had the valley farm to grow hay and cash crops, so how

were we going to make a living?

Six years later, we’re still in the process of figuring that out, but

without the confidence instilled in us by Holistic Management, we

most likely never would have tried to figure it out in the first place,

and my lifelong dream would have gone unrealized. We officially took

over in 1997, so this summer marks our sixth year back on the ranch.

For the past four years, we have also leased our neighbor’s 300-acre

(121-ha) flood-irrigated ranch, and are actively trying to lease more

neighbors’ places. We’ve been able to turn a profit each year with

three main enterprises—custom cattle grazing, big game outfitting, and

small-scale forestry.

High Country Grazing Planning

Our grazing season begins in late May/early June and, if it’s been a

good rainfall summer and the snow stays away, can last into mid-

November. Up until the summer of 2001, we ran primarily yearling cattle

on the gain for $.25 to $.27/pound. With the neighbor’s irrigated place, we

managed to pull 500 yearling equivalents through each season, but with

variable results. The years of 1998 and 2000 saw pretty scarce rainfall,

especially the latter, and we learned that even with good grazing

planning, it’s tough to get great gains on growing steers without a little

help from Mother Nature. Those bad years saw gains of 1.3 to 1.5

pounds/day (about .6 kg) over a 125-day season. In the good years of

‘97 and ‘99, gains were right at 2 pounds (just under 1 kg). Without

careful grazing planning, we’re sure those tough years would have been

even tougher. Like most of our neighbors, we’d have run out of grass a

lot quicker and been shipping in August instead of October.

The last two years we’ve been running cow/calf pairs for two

different owners, getting paid on a per-pair/month basis. Potential

income isn’t as great as with yearlings in the good years, but it’s a lot

better than with yearlings in the bad years. Not having to worry about

“whether the yearlings are gaining” minimizes our stress levels, too. From

an economic standpoint of production/acre, we are doing well. We are

running close to five times the stocking rate permitted on adjacent

public land grazing permits,

and two to three times what

our neighbors on private

land are supporting.

We use a lot of

permanent and portable

electric fence in our grazing

management. We keep

grazing periods short—

half a day to three days

usually—and stock density

as high as practicality allows

(around 10 to 20 stock units

per acre on the dryland

areas, and about 40 per acre

on the irrigated ground).

Our ranch is fairly brittle,

cold steppe/alpine grassland

sort of country. We have

predictable spring green

up on very high quality

perennial cool season grasses after snowmelt, but spring and summer

precipitation is typically erratic and minimal, which keeps growth rates

slow and forage accumulation difficult. Because of those tough

conditions, we can’t plan to graze our non-irrigated, dryland pastures

more than once during the growing season, because our grasses just

don’t fully recover from a severe defoliation within the same year. Our

monitoring is telling us that up to two years of recovery may be

periodically necessary to build up a bank of older organic matter to

serve as a source of litter. To that end, each year we now plan to give

20 percent of the ranch the entire year off, which results in a two-year

recovery period. This 20 percent will vary from year to year, so that over

the course of five years, each pasture will have been able to experience

this extended recovery period.

continued on page 10

Participants in the Center’s 2001 Ranch and Rangeland Manager Training Program

having a discussion on riparian management at Little Blue Creek, up on The Blue.


mixed in with good food and wine and lively campfire storytelling.

Those three enterprises keep us pretty busy, but we are slowly

expanding into a fourth—wilderness camping retreats and educational

seminars. We have run four “practicums” so far (in the areas of policy,

business planning, facilitation, and team work), bringing Holistic

Management educators, practitioners, and enthusiasts together at our

summer camp for three days of intense learning. The Savory Center held

its first Ranch and Rangeland Manager Training Program at our camp

last year and is coming back this year. A new addition to our camping

facilities—which already included an outdoor kitchen, shower, deluxe

outhouse, and hot water—is the new cabaña or banda we are building

out of our spruce and aspen. The new banda , and in fact the whole

camp setting, has been inspired by our adventures to safari camps in

eastern and southern Africa.

We typically have several groups of friends and family come for

visits during the summer. We work them into our daily ranch job

routine, go for occasional

exploratory hikes, and go

fishing in the evening.

They frequently claim their

getaway to our place is a

summer highlight, and that

they’d expect to pay for

that sort of experience

anywhere else. So we’re

going to take their advice

and start to market our

camp and ranch as a rustic

ranch vacation destination.

We are only planning to

attract four or five groups

per summer for up to a

week at a time. We deeply

value our private family

time; so we don’t want to

overdo it with guests.

As the days and years go

by, our commitment to and

love for our little piece of

the world grows stronger

and deeper. My granddad

and dad taught me a lot about our land as I was growing up, but I

notice new details of nature’s patterns every day. They are things

I’ve been looking at all my life, but for some reason just never noticed.

I’m realizing that it’s going to take the rest of my life to really know

our land, to be able to see it in detail, and to be able to translate those

new insights into practical lessons for better decision-making. Daniela

and I will try to pass our knowledge onto Savanna (and hopefully a

future sibling), and then she’ll be able to build on that foundation

as she matures and potentially takes over the ranch (if that’s what

she chooses).

The way I see it, that sort of accumulated knowledge, built upon

through the generations, is essential. It’s the sort of knowledge that

bonds human beings to the soils, grasses, trees, bugs, birds, and beasts

from which they derive their sustenance. It is that knowing, that loving,

that yields a sense of place.

Trees, Hunts, and Retreats

In addition to moving cows, fences, and water, we also spend quite a

bit of time managing our forest on The Blue. We have mixed stands of

aspen, Engleman spruce, blue spruce, sub alpine fir, and Douglas fir. My

granddad Gilbert had the occasional logging crew come in and spot log

through the years, but they mostly pulled out the big Doug fir trees,

leaving the rest behind. Without occasional fire or severe browsing by

wild or domestic herbivores, however, forest stands in this part of the

world soon become overgrown and stagnant. This was the case on most

of our forested ground when we took over in ‘97—lots of small to

medium sized spruce and fir and very little to no understory. The only

exception was a 200-acre (81 ha) patch that burned in the 1920s and is

now dominated by aspen

with a fantastic understory

of grasses, sedges, and forbs.

The rest of it, however,

needed some major work,

so we have been selectively

cutting each year to move

the forest closer to our

landscape description, to

create a more valuable

understory grazing and

browsing resource for cattle

and wildlife, and to earn

some solar dollars.

The first three years we

contracted a small logging

crew to come in and do

the job for us. We hired

a consulting forester,

explained to him what we

were trying to create, and

he and I marked all the

trees to be removed. For the

past three years, my dad

and I (with a small tractor

and chainsaw) have been doing all the work—marking, cutting, skidding,

and decking. We have a man with a self-loading truck to haul them to

town. Most go for saw logs for dimension lumber, but now that we have

worked our way through much of the decades of backlogged timber

accumulation, we are starting to look for other higher value markets,

such as house logs for log home construction. We’ve also harvested and

marketed small trees for landscaping and aspen poles for corral and

fence construction.

Our last and most lucrative (for the time it takes) money-making

enterprise is our hunting business. We have outstanding populations of

Rocky Mountain elk and mule deer, and we bring in three groups of

hunters during the fall rifle seasons. Our hunters are all good sportsmen,

they are meat hunters first, and they have a strong environmental ethic.

They share our values, and “our place” is becoming “their place” as well.

They come for a complete outdoor experience in a pristine environment,

A Sense of Place

continued from page 9

Cattle after just having been mo ved onto a new patch of grass for the day. On the

irrigated ground we’re moving the herd daily and rationing the forage as tightly as

possible (with a combination of permanent and portable electric fence) without

damaging cattle production. As of press time in late July, our grazing plan is still

on track during our area’s worst drought on record.


As a young man at the age of 23, Guy Glosson found himself in

an enviable position. He was working for Double T Ranches

near Ozona, Texas, and had one of those rare hands-off bosses

that believe young guys learn the most when they’re freed up to make

lots of mistakes. This boss was J. Cleo Thompson, and during his 10

years under Mr. Thompson’s tutelage, Guy cut his teeth figuring out

how to manage big herds of cattle grazing under high density planned

grazing in some of the world’s more ecologically challenging grassland.

Now, after 14 more years of learning on Mesquite Grove Ranch,

owned by Buddy Baldridge and family near Clairmont, Texas (50 miles

north of Snyder, in the lower panhandle), Guy has been rewarded with

one of those rare acknowledgments most middle-aged men only dream

about. He and Buddy and Mesquite Grove Ranch have been named

winners of the “Lone Star Land Stewardship Award for the Rolling

Plains Region of Texas,” awarded by the Texas Department of Parks and

Wildlife. Most winners of such awards typically own or manage ranches

that are heavily subsidized—either by infusions of capital from the

owner’s outside businesses or investments, or in the form of generous

government programs that fund water, fence, and wildlife habitat

projects. According to Guy, “we haven’t taken any of that.” Everything

the ranch has accomplished has been generated from the ranch itself,

making it a unique recipient of an award most commonly granted to

government cooperators.

So how did that happen? It turns out that one of Texas Parks and

Wildlife’s principal areas of activity is conducting Bobwhite quail and

deer counts during the fall. After years of driving by Mesquite Grove,

the area biologist finally

had to admit there was

something drastically

different about those

36,000 acres (14,570 ha)

at the headwaters of

the Brazos River. While

the quail and grass

were scarce just about

everywhere else, the

Baldridge place had

coveys of quail flushing

out of healthy tall

grass prairie. The area biologist decided he had to get to the bottom of

this mystery, so he tracked down Guy to find out what was going on.

The result has been a good working relationship with Texas Parks and

Wildlife ever since, culminating with the recent award and statewide

recognition for excellence in managing for abundant wildlife habitat.

Good Years vs. Learning Ye a r s

In 1981, while working at the Double T, Guy met Allan Savory.

That encounter initiated a 21-year learning curve that Guy admits he’s

still ascending, but he’s a long way from where he started. Along the

way, Guy found time to qualify himself as a Certified Educator in

Holistic Management. Those early years of his land management

education were marked by some pretty good weather years—meaning

generous arrivals of well-timed precipitation. It’s always easy to get

over-confident and a little sassy when Mother Nature is so obviously

on your side. Those good years bring lots of grass, fat cattle, great re-

conception rates, increased ground cover, and healthy bank accounts,

especially with a little holistic planning thrown in.

For his first five years on Mesquite Grove, rainfall was above normal,

cattle prices were at their peak, and the land was visibly recovering

from over a century of abuse. The ranch had pushed numbers up to

1,300 mother cows by 1997 (from a recommended stocking rate of 450),

in addition to several hundred head of yearling replacement heifers.

Then came the dry year of ‘93, followed by another one in ‘94, this

time accompanied by a crash in cattle prices. The dry years have

continued since, and cattle prices stayed in the basement through ‘98.

In ‘98, the rain

gauge measured

a scant 7 inches,

or 125 mm (out

of the normal

18 inches, or 460

mm), and things

were getting

pretty tough.

Guy sent the

yearlings off the

ranch to lighten

grass demand,

eventually

scattering them

across five states.

But they still had

too many cows

at home and,

according to Guy,

“We kept them

too long.” They

sold down to 500 cows that winter, and completely sold out the

following spring. When conditions finally improved, they restocked

with outside cattle and are now back to 700 head, and have stayed at

that level since 1999 (still 50 percent more than the recommended rate).

Monitoring is Critical

Animal impact is a critical component of healthy land in brittle-

tending environments, but when a zest for creating impact leads to

overstocking and bone-thin beasts licking litter up off the ground, the

animals suffer, the land suffers, the bank account suffers, and the people

desperately trying to make it all work really suffer. Stocking rate,

animal impact, and animal performance have to be carefully balanced,

and the only way to really know if that balance is being successfully

attained is through careful monitoring of a well-conceived grazing plan.

Newcomers to holistic planned grazing frequently fail to adequately

monitor (or even plan in the first place), or at least fail to react

appropriately to what their monitoring is telling them. It seems that

continued on page 12

Persistence Paysby Jim Howell

Certified Educator Guy Glosson manages the

Mesquite Grove Ranch, which earlier this year

was awarded the “Lone Star Land Ste wardship

Award for the Rolling Plains Region of Texas”

by the Texas Department of Parks and Wildlife.It’s always easy to get

over-confident and a

little sassy when Mother

Nature is so obviously

on your side.


pretty well fenced into about 25 pastures, but stock water severely

limited herd size and effective grazing planning. Pasture numbers have

increased to about 40, but the main focus has been the development

of an extensive stock watering plan to alleviate this bottleneck to

improved grazing planning. All the poor producing, high maintenance

wells have been abandoned, and the ranch now relies on one reliable

water source at the bottom of a 350-foot (107 m) well. Twenty miles

of 2-inch (50 mm) pipe radiate out from this well, delivering a

voluminous supply of water to most corners of the ranch out and

away from the riparian areas.

Grazing planning centers on the management of the two unique

ecotypes--the harder, bottom mesquite ground, and the lighter, sandy,

shinnery uplands. The most significant rainfall in this part of Texas

comes in the spring during March, April, and May. The native prairie

grasses, being warm season perennials, will start to green up with the

rains, but don’t really take

off until June, when the

mercury really starts to

rise. The shinnery ground

contains the best tall

grass prairie component,

so that’s where the cows

go beginning May 1.

The oak is poisonous

when budding throughout

most of April, so they

can’t go there till then

anyway.

The cattle stay on

the shinnery all the way

through December, when

the frost has taken most

of the punch out of the

native prairie grasses.

During their time on

the sandy uplands, Guy

manages with recovery

periods ranging from

60-120 days. Most pastures

are cattle-free during the

growing season peak, and

many don’t get grazed at

all during the growing

season, especially if growth rates are slow due to scarce rain and

exceedingly hot temperatures.

The rest of the ranch in the mesquite bottoms is used during the

winter and early spring months. The gramma grasses, which are

prevalent in this area, hold their value better through the winter than

the bluestems, and the mesquite pods deposited from the previous

summer provide a valuable protein and highly digestible energy source.

To avoid stressing plants during the slow growth period in the early

spring, Guy plans to graze different pastures in successive years during

March and April, when most of the grasses are starting to green up

with spring rains. He says it’s not always possible logistically, but he

does the best he can. The cattle move through this country till the first

of May, when the shinnery is safe to go back onto.

These mesquite bottoms are in rough, broken country. The tough

most of us have to suffer through at least a couple wrecks before we

learn to control and replan so things don’t fall apart on us. Seasoned

managers understand this, and monitor carefully should adjustments

or complete replanning become necessary.

After 20-plus years of planning and replanning, Guy, now 47, is

well and truly seasoned. Since backing off to 700 head, the ranch has

turned a profit every year, and even though abundant rainfall has

stayed scarce, the ranch is rebounding ecologically from those dry,

overstocked years in the ‘90s. The springs that began flowing in the

good early years are still flowing, despite the low precipitation. Eastern

gamagrass, a broad-leaved, super-productive native warm season

perennial, is establishing vigorously along the ranch’s riparian areas—

an incredible event, given

that conventional wisdom

says eastern gamagrass

“doesn’t grow in that

part of Texas.”

Geography and

E c o l o g y

Geographically, this

chunk of the Lone Star

state is at the southern

edge of the original tall

grass prairie belt of the

North American Great

Plains. The native grasses

are dominated by a wide

array of the productive

bluestems, in addition

to sand lovegrass, tall

dropseed, and sand

paspalum—all productive

warm-season perennial

natives. These grasses are

especially prevalent on

the upland sandy areas

of the ranch, which also

support abundant thickets

of shinnery oak, a brushy form of oak found throughout much of

the interior West.

In addition to the upland shinnery country, the ranch also contains

nearly 13,000 acres (5,260 ha) of low-lying riparian country along the

Double Mountain Fork of the Brazos River, and along Butte Creek,

which drains into the Salt Fork of the Brazos. These areas are

characterized by a much heavier soil type, and are dominated by

mesquite, a brushy legume that has taken over much of Texas. The

same tall grass prairie species can be found in these lower reaches of

the ranch, but so can a wide diversity of less productive but higher

quality gramma grasses.

Grazing Planning Basics

When Guy took over management in 1988, the ranch was already

Persistence Pays continued from page 11

Buddy Baldridge standing in a patch of eastern gamagrass which, according to the

experts, “shouldn’t be growing” in his part of Texas but is flourishing on the Mesquite

Grove Ranch.


terrain poses a difficult management challenge, but Guy, being a long

time practitioner of Bud Williams-style stockmanship, is up to the task.

Guy says he usually “has the pleasure of working by myself,” which

means the cattle have to be worked right. The correct positioning and

the appropriate amount and timing of pressure are critical if one guy

expects to move several hundred rangy cows out of several thousand

acres of brushy breaks along the Brazos.

The Mesquite Challenge

The rough nature of the country isn’t the only difficulty. The

mesquite itself poses a major management dilemma. Most of central

Texas’ overrested ranges are plagued with an infestation of this brushy

legume. Millions and millions of dollars have been spent in eradication

efforts, but there remains more than ever. Millions more have recently

been earmarked by the federal government in the new farm bill—up

to $450,000 per producer in Guy’s part of Texas!

The main problem (from the government’s point of view) is

the mesquite’s incessant

thirst for Texas’ scarce

water, combined with a

burgeoning population

in east Texas. East Texas

needs the water, and the

mesquites of Texas’

western half are allegedly

sucking it all up before it

can recharge major river

flows. Mesquite Grove

Ranch, being located at the

headwaters of the Brazos

River, is right in one of

those critical spots.

Guy admits it’s a

major problem, and his

experience tells him that

just controlling the time

and timing of grazing to

minimize overgrazing of

grass plants isn’t enough to

control mesquite. Tim

McGaffic, a friend of Guy’s

and fellow Certified

Educator and low-stress stock handler, figures that it takes an enormous

amount of energy to suppress mesquite. Before European immigrants

arrived in central Texas, massive herds of migrating bison supplied this

energy source. Today we have resorted to bulldozers, but that’s

expensive as heck.

Can cattle fill the same role as the bison? Guy believes they can, but

not under the current economic and herd management structure that

typifies Texas ranching. With 700 cattle on 36,000 acres, Guy says he

would have to make a daily effort to stir up the cattle with stock dogs to

create significant patches of herd effect. Since the ranch can only afford

one manager/laborer, and since Guy is usually lined out with plenty of

urgent daily jobs to accomplish, heading out to create herd effect with

the dogs usually doesn’t happen.

“Ideally,” says Guy, “we would run 10,000 cattle on here through the

winter. That’s what this country needs, but it’s just not feasible to do at

this point.” The inability to water herds of 10,000 animals is the main

practical barrier, but so is the independent mentality of most Texas

ranchers. Bringing together herds of different ownership, and running

them across ranchlands under diverse ownership, just isn’t realistic

today. If the will was there, however, imagine the stockwater systems

that each producer could develop with $450,000 apiece! The capacity to

water large herds could be developed incredibly quickly, and the root

cause of the mesquite invasion—overrest of the plants and soil surface—

could be sustainably addressed. Fossil-fuel-burning bulldozers could be

replaced with bison-mimicking, dunging and urinating, protein-

producing livestock.

Income Dive r s i f i c a t i o n

In addition to the custom grazing enterprise, Mesquite Grove Ranch

also generates substantial income from hunting. During Bobwhite quail

season (this part of Texas is one of the last remaining strongholds of

the Bobwhite), 20,000 acres of the ranch is leased to three different

groups, each of which

pays $3-$5/acre. These

groups have a strong

conservation ethic, and

are committed to hunting

in line with the ranch’s

strong wildlife values.

The ranch also sells

deer hunts. Whitetail

deer are abundant on

the shinnery country.

They’ve at least doubled

in number since Guy

took over 14 years ago.

On the harder riparian

country, mule deer are

common. The deer are

sold by the head. One

guide service is allotted

10 head per year, while

the rest are allocated to

individual hunters at

$1,500 each. You can do

the math, but between

the quail and the deer,

that’s a pretty lucrative income from a self-propagating, 100 percent

renewable (if managed wisely) natural resource.

After 14 years on Mesquite Grove Ranch, Guy Glosson feels he’s got

a pretty good handle on what it takes to run a holistically sound central

Texas ranch. His combined experiences from both the good and bad

years have yielded a realistic perspective from all three points of view—

ecological, economic, and social. The learning continues, however, and

probably will never stop. A big challenge still to be addressed is

mesquite management. Guy knows what needs to happen—figuring out

how to make it happen will consume much of the remainder of Guy’s

career. I once heard Guy quoted as saying “the most significant factor of

success is the right attitude and the right intention.” Thankfully, leaders

like Guy are addressing these issues with the right attitude and intention.

Congratulations, Guy, on your recent award and well-deserved

recognition. Keep up the good work.

Luxuriant growth of perennial grass along one of the ranch’s riparian areas.


Lessons Learned

Down Under

My connection with the Savory Center

goes back to 1994, when I became a

member of the first Certified Educator

Training Program. Prior to that time, I had

already been exposed to some of Allan Savory’s

thinking by reading the textbook, and I

struggled to understand what Allan really

was saying. I somehow knew it was

personally important that I work out the

answer for myself.

Very quickly I recognized the real

importance of this work for me. While

teaching Holistic Management was rewarding,

one of the main reasons I became involved

on a broader level was because of the social

obligations. As I understood the root cause of

a problem yet was continuously confronted

by the symptoms, I wanted to create the most

influence I humanly could to bring about

change. As the number of “Down-Under”

Certified Educators increased each year, I

reasoned that although we were each

conducting our own private businesses, there

would be greater potential strength and

influence amongst us if our energies could

be focused toward this common purpose.

Yet it took an unimaginable degree of effort

by every one of us who has passed through

the Certified Educator Training Program before

we finally were able to create an effective

association many years later. Only now can I

actually sit back and reason why we had this

most difficult period, which actually tested

some of our educator-to-educator relationships

to near breaking point. So what did we do?

Decision Makers are Key

We first developed a loose coalition of

Certified Educators who were already on the

scene in 1996 and then added to that as others

came into the Certified Educator Training

Program. This was perhaps our first, although

well intentioned, mistake because we were

geographically spread over vast distances, and

several of us had young families to consider.

All the Educators had small businesses (some

in infant stage) owned by themselves and their

equally important decision-making spouses, so

we were spread thin for time and resources as

well. My wife, Suzie, and I were no exception.

commentators across the country wrote about

this “difficult and obstinate person from Africa

with radical ideas about land and stock

management.” From my perspective,

mis-information was abundant and dangerous.

Several of us underwrote a couple of

conferences, and invited the difficult African

into our midst. In fact, the Holistic Management

“movement” received a great deal of beneficial

publicity at that time. In part this was aided

by the passage of time. We now had quite a

number of practitioners that people would

label “successful.” Looking back I think these

conferences were financially risky to the

underwriters, but critically important in

assisting practitioners make change socially

and ecologically and help shift the larger

public’s perspective.

During 2000 a couple of things happened

that will forever change Holistic Management

Down Under. The first was we realized we were

focusing on the wrong outcome. As Stephen

Covey says, we were in the wrong forest. We

realized our emphasis should be practitioner

focused not focused on getting additional

educators because we had already achieved a

critical mass of educators.

We had also created a large practitioner base

that needed ongoing support and nourishment, so

everything we developed from here should fulfill

this objective. Concurrently Paul Griffiths, acting

as the Chairman of our loose Certified Educator

group, identified a suitable new legal structure

that had become available—an Association, which

is at the same time a not-for-profit Corporation

with limited membership liability. With that

formed, we believe we have the right structure

to serve us on the work ahead.

I have a vision of our nations being

biologically and financially amazing. I do not

think that the government can ever achieve that

outcome, so there is only one place left to work,

and that is with individuals. My “day job” at the

moment is about empowering individuals, so they

can believe in their hearts and minds they are

important. The value of a group under-pinned by

the right structure is that together they can touch

millions of others with less individual effort. What

I want to see is the “power of one” magnified

millions of times. Our Association will succeed if

these millions are individually achieving sound

outcomes. We will have failed if they must

continue to conform to other people’s goals.

Bruce Ward

Milsons Pt., NSW Australia

Combined, these circumstances made it

physically difficult to get all of the actual

decision makers together.

One of the first crises we faced as a group

was a serious threat to the integrity of our

work and to our businesses in Australia, by

people seeking to seize our words and much

of Allan Savory’s intellectual property, with no

apparent grasp of their deeper meaning. We

negotiated with the Savory Center and found a

way to protect our turf from the pirates. That

was our next mistake. We focused on what we

didn’t want rather than what we did want.

We staggered along for several years, trying

to work out how to administer the license we

had negotiated. That was really difficult in

many ways. At first we could not identify a

suitable legal structure. In addition, some of us—

including me--were still focused on protecting

ourselves as educators. We couldn’t agree on

our real function, much less agree about the

process by which we would move forward.

Looking back, I still think the root cause lay in

the fact we didn’t have all of the important

decision makers on board.

Indeed, if I had to describe the single most

important learning for me over the last few

years, I would say, “always make sure there

aren’t people with some form of veto power

either lurking unrecognized within a whole,

or not included at all.” In many cases, when

viewed conventionally, neither they nor others

would have reason to even suspect these

people should be labeled as “veto-ists.” They

would rightly be deeply offended at the

assertion. But when you begin to manage

holistically you need to look more deeply at

people’s place in your whole. I believe that had

we found better ways to involve spouses who

were business partners, we would have moved

forward faster. During this time, we also had

an experience in New South Wales, developing

a learning site. We learned that individuals

who ‘sign up,’ but are not committed to the

statement of purpose and holistic goal, can

quickly and fatally derail the purposes and

direction of the group, especially when they

control the checkbook.

Design = Direction

On the positive side we did achieve a lot

during this time. From my perspective, one of

the key things we always needed to do was

develop a “Down-Under” profile for Allan. His

reputation had preceded him. All the rural

S a vory Center F o r u m


NC SARE Grant

The 2002 North Central Region—USDA—

Sustainable Agriculture Research and

Education (SARE) Professional Development

Program recently awarded $146,300 for a

three year project entitled “Professional

Development—Holistic Management

Training.” This proposal was submitted

by Ben Bartlett, DVM, Michigan State

University.

Dr. Bartlett contacted us during the

summer of 2001 regarding the possibility

of a North Central Region Holistic


Program. During the planning stages of this

project we had very strong support from

the SARE State Professional Development

Program Coordinators, our Certified

Educators in the region and individuals from

Natural Resources Conservation Service,

Cooperative Extension Service and nonprofit

organizations serving the farming and

ranching community throughout the

North Central States.

The North Central Region SARE funding

will support ten agricultural professionals

working in the North Central Region. Our

farmers in the learning communities of the

participants in the 2001 Northeast Region

Holistic Management® Certified Educator

Training Program. The case studies will

include how they began to learn and practice

Holistic Management and what challenges

they addressed and changes they have realized

in: (1) their quality of life; (2) their finances;

(3) improving their social and community

resources; and (4) improving the surrounding

land and environment.

Hard copies will be made available through

project collaborators. An online version of the

new farmers case studies will appear on the

websites of: Growing New Farmers (GNF),

GNF consortium members, the National Center

for Appropriate Technology (NCAT), project

collaborators and the Allan Savory Center

for Holistic Management. If you would like

more information regarding this project,

please contact Jody Butterfield at

[email protected] or

505/842-5252; Preston Sullivan at

[email protected]

or 497/442-9824; or Mary Child at

[email protected] or

304/249-5999.

program capacity is 18. The first residency of

the program is scheduled to begin in early

December of this year. If you would like

more details or are interested in becoming

part of the North Central Region Holistic


Program, please contact as soon as possible

one of the following people: Ben Bartlett at

[email protected] or 906/439-5880; Kelly

Pasztor at [email protected]

or 505/842-5252; or Mary Child at

[email protected]

or 304/249-5999.

Growing New Farmers’ Grant

The Savory Center recently received a

$10,000 award from the Growing

New Farmers Consortium initiative for

Access to Knowledge and Decision-Making

Tools to document Holistic Management

case studies. Growing New Farmers

(www.northeastnewfarmer.org) is a project

of the New England Small Farm Institute

of Massachusetts.

Our two-year project begins this summer

and will document case studies of new

S a vory Center Bulletin Board

Meet Lee Dueringer

e’re pleased to announce that

Lee Dueringer joined us the end

of May as Director of Development.

He brings with him a variety of skills

we’ve lacked, a tremendous amount

of drive and enthusiasm, and a can

do attitude that keeps the rest of us

on our toes.

He has eight years experience in

the development field, having served

as development director for the

Foundation Fighting Blindness in

Owings Mills, Maryland, the J. Kyle

Braid Leadership Foundation in Villa Grove, Colorado, and more

recently as a development consultant and campaign director for

the Dorris Marketing Group, Washington, DC.

One of the things we were looking for in a development director

was an agricultural background. Not easy to find, but Lee had it in

spades. He was raised on a Central Illinois grain and livestock farm

that has been in his family since 1900 and still is today. He majored in

Agriculture Education at Illinois State University and graduated in 1965.

Shortly after college he went to work for Elanco (Eli Lilly’s animal

health division) as a sales manager and spent the next 28 years

moving up the ranks and from place to place--including, Indianapolis,

Dallas, Denver, Kansas City, and Syracuse (New York)--until he took

early retirement in 1993.

All those years spent in conventional agriculture and working

with major ag biz corporations have given him a good understanding

of the mindset of the players and how we might best influence them

in terms of our own marketing efforts, as well as our development

activities. Lee says he was attracted to the Savory Center because of

a long-term interest in whole farm planning, our focus on family

farmers and ranchers, where his own roots are, and our efforts to keep

rural communities thriving. He wants, as development director, to

make us even more successful—and we are confident he will succeed.

Over the years, Lee has volunteered his time and leadership to a

number of associations, including his alma mater’s alumni association,

the National Agri-Marketing Association and the Delta Sigma Phi

national fraternity and its foundation, serving as president of all of

them at one time or another. His experience in this arena was

invaluable and has only added to his ability to establish meaningful

relationships with diverse groups of people—and to feel as

comfortable in blue jeans as he does in a corporate boardroom.

We hope you’ll get a chance to meet Lee in person and encourage

you to get in touch with him if you have ideas to share, contacts he

should pursue, or just want to chat. He’d love to hear from you.

Lee Dueringer

W


Devil’s Spring Ranch Project

Land Renewal, Inc., the Savory Center’s for-

profit subsidiary, is working with ranchers

Don and Jane Schreiber as part of an effort to

address the cumulative effect that the oil

industry is having on Bureau of Land

Management (BLM) allotments in the

San Juan Basin.

This project began when the Schreibers

asked Land Renewal, Inc. to help rectify a

problem they were having with a local oil

company. The Schreibers ranch 2,700 acres

of BLM land in the San Juan Basin of

northwestern New Mexico. The five million-

acre basin produces 10 percent of the nation’s

natural gas and has about 20,000 producing

wells, several dozen of which are on the

Schreiber’s Devil’s Spring allotment. The

Schreibers are concerned about the

cumulative effect of the wells, access roads,

and pipeline right of ways on the overall

health of the land as well as the effects of

overrest, partial rest, overgrazing, and

disappearing wildlife habitat.

The Schriebers are not alone in their

concerns—tensions are rising among ranchers,

regulators, and oil companies in the San Juan

Basin with the projected addition of 400 new

wells each year for the next 20 years. Opting

for collaboration over confrontation, they

enlisted Land Renewal, Inc to work with the

BLM and the oil company on a pilot project

to revegetate well sites and to improve grazing

conditions on federal land. The parties agree

that conventional revegetation methods do

not work in New Mexico and that it is time

to cooperate and find a new approach to

the problem.

Land Renewal, Inc uses the Holistic

Management® model in the planning and

development of their reclamation projects.

The Devil’s Spring Ranch project will set the

example of how industry, regulators, and

citizens can work together to achieve

sustainable environmental quality, and it will

establish a framework that can be used in

similar situations across the San Juan Basin.

Texas Environmental Award

The Mesquite Grove Ranch near Snyder,

Texas recently won the 7th Annual Lone

Star Land Stewards Award presented by the

Texas Parks and Wildlife Department (see

Southern Africa Certification

Program

Community Dynamics, the Southern

Africa Educator Association, is working

hard to accumulate information and statistics

from Holistic Management practitioners to

provide the “proof/results” needed to

extend and promote the growth of Holistic

Management in Southern Africa. In particular

they are looking for a format through which

they can provide some sort of practitioner

accreditation for those who are using the

Holistic Management® decision making

framework and following the principles

underlying Holistic Management.

The current structure they are

considering is to send out a questionnaire

to all participating practitioners to gather

their monitoring information from the last

two years. They would put this information

into a computer program and then evaluate

each business or enterprise in terms of its

holistic goal to determine certification,

which could then be used for marketing

products as having been produced

“holistically” (i.e., sustainably and not just

organic or free range). They already have

one chain store interested in marketing their

beef in this manner.

Outreach Efforts

Please make a note in your calendar for a

Refresher Course with Allan Savory on

November 1, 2002 at the Richards Ranch in

Jacksboro, Texas. This course will be

sponsored by HRM of Texas. For more

information contact Christina Allday-Bondy

at 512/441-2019 or [email protected].

Thanks to Betsy and Reeves Brown for

hosting the Colorado Branch’s Annual Ranch

Tour on July 20th at their 10,000-acre 3R

Ranch near Beulah, Colorado. Colorado

Branch President Cindy Dvergsten said it

was one of the best ranch tours she’s been

on and that the Brown’s hospitality was

awesome.

Thanks also to Terry Gompert in Center,

Nebraska for organizing “A Day with Allan

Savory” on July 17th. Over 70 Nebraska

graziers took the opportunity to learn more

about Holistic Management and get a chance

to have some of their questions answered

by Allan Savory.

story on page 11). The Mesquite Grove Ranch

is owned by Buddy and Bonnie Baldridge and

managed by Holistic Management® Certified

Educator Guy Glosson. Mesquite Grove Ranch

was recognized for their innovative

management and holistic approach. Their

management practices has improved the

overall productivity of the ranch, as well as

increased biodiversity in plants and animals,

including the rare Texas horned lizard. They

also have old springs flowing again as the

water cycle improves. Congratulations to the

Baldridges and Guy.

Rio Puerco Project

The Savory Center recently received

$10,000 from the Bureau of Land

Management for our work with Tree New

Mexico in the Rio Puerco Watershed.

The Rio Puerco Management Committee

(RPMC) was established by public law in

1996 to carry out a broad-based collaborative

effort to restore and manage the Rio Puerco

watershed in northwest New Mexico because

it is so severely degraded and the soil erosion

surpasses that of any other watershed in

the country.

As part of the larger RPMC efforts to

restore the health of the Rio Puerco, the

Savory Center is collaborating with Tree

New Mexico and the Jackson Gibson ranch

on a Holistic Management learning site. The

Jackson Gibson ranch is near Thoreau, New

Mexico on the Navajo Nation within the Rio

Puerco watershed.

The Savory Center will provide training

and assistance in baseline biological

monitoring, grazing planning, and land

planning. The initial plan is currently being

developed but the project will run for five

to ten years with an annual collection of

data, which includes family history,

management practices, soil stability factors,

water infiltration tests, vegetation species

composition and frequency, litter, cover,

wildlife species, etc.

This project will also extend to the local

community, the Thoreau Navajo Chapter, and

other Navajo Chapters, to share learning from

the Gibson ranch with others within the

Navajo Nation and within the Rio Puerco

watershed. At least two workshops are

planned, based on community interest, to

share this information.


ARKANSAS

Preston Sullivan

P.O. Box 4483

Fayetteville, AR 72702

479/443-0609; 479/442-9824 (w)

[email protected]

CALIFORNIA

Monte Bell

325 Meadowood Dr

Orland, CA 95963

530/865-3246; [email protected]

Julie Bohannon

652 Milo Terrace

Los Angeles, CA 90042

323/257-1915

[email protected]

Bill Burrows

12250 Colyear Springs Rd.

Red Bluff, CA 96080


Jeff Goebel

P.O. Box 1252

Willows, CA 95988

530/321-9855; 530/934-4601 x101 (w)

[email protected]

Richard King

1675 Adobe Rd.

Petaluma, CA 94954

707/769-1490; 707/794-8692 (w)

[email protected]

Christopher Peck

P.O. Box 2286

Sebastopol, CA 95472

707/758-0171

[email protected]

COLORADO

Cindy Dvergsten

17702 County Rd. 23

Dolores, CO 81323


Rio de la Vista

P.O. Box 777

Monte Vista, CO 81144


Daniela Howell

63066 Jordan Ct.

Montrose, CO 81401

970/249-0353

[email protected]

❖ Cliff Montagne

Montana State University Department of Land

Resources & Environmental Science

Bozeman, MT 59717

406/994-5079; montagne@montana .edu

NEW MEXICO

❖ Ann Adams

The Savory Center

1010 Tijeras NW, Albuquerque, NM 87102

505/842-5252 [email protected]

Kate Brown

Box 581, Ramah, NM 87321


Amy Driggs

1131 Los Tomases NW

Albuquerque, NM 87102

505/242-2787

[email protected]

Kirk Gadzia

P.O. Box 1100, Bernalillo, NM 87004

505/867-4685; fax: 505/867-0262

[email protected]

Ken Jacobson

12101 Menaul Blvd. NE, Ste AAlbuquerque, NM 87112505/293-7570; [email protected]

❖ Kelly Pasztor

The Savory Center

1010 Tijeras NW,



Sue Probart

P.O. Box 81827


505/265-4554

[email protected]

David Trew

369 Montezuma Ave. #243

Santa Fe, NM 87501

505/751-0471

[email protected]

Vicki Turpen

03 El Nido Amado SW


505/873-0473;[email protected]

NORTH CAROLINA

Sam Bingham

394 Vanderbilt Rd.

A s h eville, NC 28803

8 2 8 / 2 7 4 - 1 3 0 9

s b i n g h a m @ i g c . o r g

NORTH DAKOTA

❖ Wayne Berry

University of North Dakota—Williston, P.O. Box1326, Williston, ND 58802 701/774-4269 or 701/[email protected]

OHIO

❖ Deborah Stinner

Department of Entomology OARDC1680 Madison HillWooster, OH 44691330/202-3534 (w); [email protected]

Tim McGaffic

P.O. Box 476

Ignacio, CO 81137


Chadwick McKellar

16775 Southwood Dr.

Colorado Springs, CO 80908


Chandler McLay

P.O. Box 262

Dolores, CO 81323

970/882-8802

[email protected]

Byron Shelton

33900 Surrey Lane

Buena Vista, CO 81211


IOWA

Bill Casey

1800 Grand Ave.

Keokuk, IA 52632-2944

319/524-5098

[email protected]

LOUISIANA

Tina Pilione

P.O. 923, Eunice, LA 70535

phone/fax: 337/580-0068

tinap@bbs .whodat.net

MINNESOTA

Terri Goodfellow-Heyer

4660 Cottonwood Lane N

Plymouth, MN 55442

612/559-0099

[email protected]

Larry Johnson

RR 1, Box 93A

Winona, MN 55987-9738

507/457-9511; 507/523-2171 (w) [email protected]

MONTANA

Wayne Burleson

RT 1, Box 2780

Absarokee, MT 59001

406/328-6808;

[email protected]

Roland Kroos

4926 Itana Circle

Bozeman, MT 59715


Certified Educators

UNITED STATES

❖ These Educators provide Holistic Management instruction on behalf of the institutions they represent.

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 the Center. 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., Africa, or International Certified Educator

Training Programs, contact Kelly Pasztor at the Savory Center or visit our website at

www.holisticmanagement.org/wwo_certed.cfm?


OKLAHOMA

Kim Barker

RT 2, Box 67, Waynoka, OK 73860580/[email protected]

OREGON

Joel Benson

613 Fordyce St., Ashland, OR 97520541/488-9630; [email protected]

Cindy Douglas

2795 McMillian St.Eugene, OR 97405541/465-4882; [email protected]

TEXAS

Christina Allday-Bondy

2703 Grennock Dr.Austin, TX 78745512/441-2019 ; [email protected]

Guy Glosson

6717 Hwy 380, Snyder, TX 79549806/237-2554 [email protected]

❖ Don Nelson

Washington State University

P.O. Box 646310

Pullman, WA 99164

509/335-2922

[email protected]

Lois Trevino

P.O. Box 615

Nespelem, WA 99155

509/634-4410; 509/634-2430 (w)

[email protected]

Doug Warnock

151 Cedar Cove Rd.

Ellensburg, WA 98926

509/925-9127

[email protected]

WYOMING

Miles Keogh

450 N. Adams Ave

Buffalo, WY 82834

307/684-0532

[email protected]

❖ R.H. (Dick) Richardson

University of Texas at Austin Department of Integrative BiologyAustin, TX 78712512/[email protected]

Peggy Sechrist

25 Thunderbird Rd.Fredericksburg, TX 78624830/[email protected]

WASHINGTON

Craig Madsen

P.O. Box 107, Edwall, WA 99008

5 0 9 / 2 3 6 - 2 4 5 1

m a d s e n 2 f i r @ m i n d s p r i n g . c o m

Sandra Matheson

228 E. Smith Rd.

Bellingham, WA 98226

360/398-7866

[email protected]

I N T E R N AT I O N A L

AUSTRALIA

Helen Carrell

“Hillside” 25 Weewondilla Rd.Glennie Heights, Warwick, QLD 437061-4-1878-5285; 61-7-4661-7383 helenc@upfrontoutback,com

Steve Hailstone

5 Lampert Rd., Crafers, SA [email protected]

Graeme Hand

162 Hand and AssociatesPort Fairy, VIC [email protected]

Mark Gardner

P.O. Box 1395, Dubbo, NSW [email protected]

Brian Marshall

“Lucella”; Nundle, NSW 2340

61-2-6769 8226; fax: 61-2-6769 8223

[email protected]

Bruce Ward

P.O. Box 103, Milsons Pt., NSW 156561-2-9929-5568; fax: [email protected]

Brian Wehlburg

c/o “Sunnyholt”, Injue, QLD [email protected]

CANADA

Don and Randee Halladay

Box 2, Site 2, RR 1, Rocky Mountain House, AB T0M 1T0; 403/[email protected]

Noel McNaughton

3438 Point Grey Rd., Vancouver, BC, V6R 1A5604/736-1552; [email protected]

Len Pigott

Box 222, Dysart, SK SOH 1HO 306/[email protected]

Kelly Sidoryk

Box 374; Lloydminster, AB, S9V 0Y4403/[email protected]

CHINA/GERMANY

Dieter Albrecht

Melanchthonstr. 23, D-10557 Berlin49-30-392 [email protected] (international)

China Agricultural UniversityCIAD Office, Beijing 10009486-10-6289 1061

GHANA

Arne Vanderburg

U.S. Embassy, Accra, Dept. of StateWashington, D.C. 20521-2020233-21-772131; 233-21-773831 (w) [email protected]

MEXICO

Ivan Aguirre

La InmaculadaApdo. Postal 304, Hermosillo, Sonora 8300052-637-78929; fax: [email protected]

Elco Blanco-Madrid

Cristobal de Olid #307, Chihuahua Chih., 3103052-14-415-3497; fax: [email protected]

Manuel Casas-Perez

Calle Amarguva No. 61, Lomas HerraduraHuixquilucan, Mexico City CP 5278552-558-291-3934; 52-558-992-0220 (w)

NAMIBIA

Gero Diekmann

P.O. Box 363, Okahandja [email protected]

Wiebke Volkmann

P.O. Box 182, Otavi, 067-23-44-48;[email protected]

NEW ZEALAND

John King

P.O. Box 3440, Richmond, [email protected]

SOUTH AFRICA

Johan Blom

P.O. Box 568, Graaf-Reinet 628027-49-891-0163j&[email protected]

Ian Mitchell-Innes

P.O. Box 52, Elandslaagte [email protected]

Norman Neave

Box 141, Mtubatuba [email protected]

Dick Richardson

P.O. Box 1806, Vryburg 8600tel/fax: 27-53-927-4367 [email protected]

ZIMBABWE

Mutizwa Mukute

PELUM Association Regional DeskP.O. Box MP 1059Mount Pleasant, Harare263-4-74470/744117fax: [email protected] .zw

Liberty Mabhena

Spring CabinetP.O. Box 853, Harare263-4-210021/2; 263-4-210577/8fax: 263-4-210273

Sister Maria Chiedza Mutasa

Bandolfi ConventP.O. Box 900, Masvingo263-39-7699, 263-39-7530

Elias Ncube

P. Bag 5950, Victoria [email protected]


CALIFORNIA

Holistic Management of California

Tom Walther, newsletter editor

5550 Griffin St., Oakland, CA 94605

510/530-6410

[email protected]

COLORADO

Colorado Branch of the Center

For Holistic Management

Jim and Daniela Howell

newletter editors

1661 Sonoma Court,

Montrose, CO 81401

970/249-0353

[email protected]

GEORGIA

Constance Neely

SANREM CRSP

1422 Experiment Station Rd.

Watkinsville, GA 30677

706/769-3792

[email protected]

IDAHO

National Learning Site

Linda Hestag

3743 King Mountain Rd.

Darlington, ID 83255


Local Netwo r k s There are several branch organizations or groups affiliated with the Center in the U.S. and abroad (somepublish their own newsletters.) We encourage you to contact the group closest to you:

PENNSYLVANIA

Northern Penn Network

Jim Weaver, contact person

RD #6, Box 205

Wellsboro, PA 16901

717/724-7788

[email protected]

TEXAS

HRM of Texas

Peggy Jones, newsletter editor

101 Hill View Trail

Dripping Springs, TX 78620

512/858-4251

[email protected]

AUSTRALIA

Holistic Decision Making Association

(AUST+NZ)

Irene Dasey, Executive Officer

P.O. Box 543

Inverell NSW, 2360

tel: 61-2-6721-0255

[email protected]

CANADA

Canadian Holistic Management

Lee Pengilly

Box 216, Stirling, AB, T0K 2E0

403/327-9262

MEXICO

Fundación para Fomentar

el Manejo Holístico, A.C.

Jose Ramon Villar, President

Zeus 921, Contry La Escondida,

United States

International

MONTANA

Beartooth Management Club

Wayne Burleson

RT 1, Box 2780, Absarokee, MT 59001

406/[email protected]

NEW YORK

Regional Farm & Food ProjectTracy Frisch, contact person148 Central Ave., 2nd floorAlbany, NY 12206518/427-6537

USDA/NRCS - Central NY RC&D

Phil Metzger, contact person

99 North Broad St., Norwich, NY 13815

607/334-3231, ext. 4

[email protected]

NORTHWEST

Managing WholesPeter Donovan

501 South St., Enterprise, OR 97828-1345

541/426-2145

www.managingwholes.com

OKLAHOMA

Oklahoma Land Stewardship AllianceCharles GriffithsRoute 5, Box E44, Ardmore, OK 73401580/223-7471; [email protected]

Guadalupe, NL 67173

tel/fax: 52-8-349-8666

[email protected]

NAMIBIA

Namibia Centre for

Holistic Management

Anja Denker, contact person

P.O. Box 23600

Windhoek 9000

tel/fax: 264-61-230-515

[email protected]

SOUTH AFRICA

South African Centre For

Holistic Management

Dick & Judy Richardson

P.O. Box 1806, Vryburg 8600

tel/fax: 27-53-9274367

[email protected]

Come Visit Us!

We Offe r:

• Guided Bush Wa l ks

• H o rs e b a ck To u rs

• G a m e -Vi ewing Dri ve s

• A n t i - Po a ching Pa t rol Experi e n c e

• And much more !

In an unfo rget table setting with

comfy lodging, memorable meals

AT DIMBANGOMBE

Come Visit Us!AT DIMBANGOMBE

P ri va te Bag 5950 Ro ger Pa rry

Vi c to ria Fa l l s Email: ro g p a ch m @ a f ri c a o n l i n e . c o . z w

Z i m b a bwe Tel. (263)(11 ) 213 529

w w w. a f ri c a n s o j o u rn . c o m

Board of Trustees

Allan Savory, Chair

Ignatius Ncube, Vice Chair

Chief Shana II

Chief A Mvutu

Councilor Ndubiwa

Mary Ncube

Lot Ndlovu

Emeldah Nkomo

(Staff Representative)

Elias Ncube

(Staff Representative)

Osmond Mugweni - Masvingo

Hendrik O'Neill - Harare

Chief Hwange, ex-officio

Chief Nelukoba, ex-officio

Chief Nekatambe, ex-officio

Sam Brown, Austin, Texas,

ex-officio

Staff

Huggins Matanga, Director

Elias Ncube, Community

Programmes Manager

Emeldah Nkomo, Village

Banking Coordinator

Forget Wilson,

Office Manager

Sylvia Nyakujawa, Bookkeeper

Dimbangombe Ranch and

Conservation Safaris:

Roger Parry, Manager

Trish Pullen,

Assistant Manager, Catering

Richard Nsinganu, Assistant

Manager, Safaris

Albert Chauke,

Ranch Foreman

Africa Centre for Holistic Management

(A subsidiary of the Allan Savory Center for

Holistic Management since 1992)

#085, In Practice, Sept/Oct 2002

Documents

Transcript of #085, In Practice, Sept/Oct 2002