Development and implementation of Brassica IPM systems in the Lockyer Valley, Queensland, Australia

In the mid 1980s, Brassica vegetable production in southern Queensland was at crisis point with insecticide resistance in diamondback moth, Plutella xylostella (L.), leading to frequent spray failures. Through a succession of projects, an Integrated Pest Management (IPM) system targeted at the local Brassica pest complex was developed with farmers and industry using participative processes. Strategies included an extensive research and development program, on-farm trial work, demonstration sites, publicity, farmer and industry training, and information development and delivery. An evaluation process incorporated into project work in 1996 showed that changes in industry practice were occurring. Data were collected through a combination of surveys (1996, 1997, 1998, 2001) and focus group interviews (1997). A key component of our implementation strategy was to ensure farmer and industry participation in the evolving IPM system by applying the concepts of adult education and action learning to project activities. A Brassica Improvement Group (B.I.G.) was formed in 1997 and this farmer-driven learning group has become an important vehicle for IPM extension efforts. This paper explores the contribution B.I.G. has made to positive IPM outcomes in the field. The concept of social capital is used to analyse the robustness of the group, its capacity to continue successful operation and ability to foster IPM with minimal agency support. This study indicates that surviving a change in leadership and focus appear to be critical factors for group sustainability.