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Reductions in the supply of high-quality irrigation water from underground aquifers is affecting production and irrigation management in the Winter Garden of southwestern Texas. This study was conducted to determine how growth, yield, and quality of watermelons [Citrullus lanatus (Thunb.) Matsum. & Nakai] grown with subsurface drip are affected by synchronizing irrigation with specific growth stages. In 1995 irrigation rates were: 1.0 evapotranspiration (ET) throughout the entire growth period (T1); 1.0ET until fruit set followed by 0.6ET until final harvest (T2); 1.0ET until fruit set followed by 0.6ET until first fruit maturity followed by 0.4ET until final harvest (T3); 1.0ET until fruit set followed by 0.6ET until first fruit maturity followed by 0.2ET until final harvest (T4). In 1996, two irrigation rates were constant 1.0ET (T1) and 0.5ET (T4), and two with varying ET rates throughout the entire growth period. Varying irrigation rates with specific growth stages had more influence on fruit set and early yield than on leaf and vine growth. Total marketable fruit yield ranged from 94.4 to 71.8 Mg·ha–1 when 569 mm (T1) and 371 mm (T4) of irrigation water, respectively, were applied in Spring 1995, and from 90.3 to 80.9 Mg·ha–1 when 881 mm (T1) and 577 mm (T4) of irrigation water, respectively, were applied in Spring 1996. However, plants irrigated with constant 0.5ET demonstrated greater water use efficiency than those with 1.0ET. Information on water use will assist farmers in designing management strategies that minimize risks due to uncertainties in weather and water supplies.
The Southeastern Fresh Produce Food Safety Training Program has been training extension agents across the southeastern U.S. since 2000. This program has utilized a variety of methods including group case study to enhance learning and promote team work. Multistate trainings have fostered collaboration between states and institutions. One goal of the program was to produce a method for agents to provide training that was repeatable and easy to implement. As a result, two videos were produced for use in training field and packinghouse workers. These videos were an English language good agricultural practices (GAPs) video entitled Bridging the GAPs: From the Farm to the Table and a Spanish language hand-washing video entitled ¡Lave sus Manos: Por Los Niños! This program has been very effective, but has faced challenges due to language barriers. Many field and packinghouse crews were mixed in terms of language with some crew members speaking only English while others spoke only Spanish. As a result, Spanish speakers were unable to access the information in the good agricultural practices video while English speakers were unable to access information in the hand-washing video. The solution was to produce a bilingual training aid that included both sets of information and has been compiled into a DVD containing the footage of both of the original videos in both languages. For the Spanish version of the GAPs video and the English of the hand-washing video, the audio of the video's original language was left at a low sound level and the audio of the alternate language was added. These DVDs are currently being distributed to extension programs in all of the cooperating states with the aim of reaching growers who want to start a food safety plan.
This paper summarizes the management framework of a multi-state, multi-institutional partnership delivering a targeted “train-the-trainer” program. Procedures associated with assuring on-schedule deliverables and budget compliance will be reviewed. The program provided Good Agricultural Practices (GAPs) and Good Manufacturing Practices (GMPs)-based training to southeastern U.S. fresh fruit and vegetable (produce) growers and packers. Twelve southern U.S. states cooperated in this project: Arkansas, Florida, Georgia, Kentucky, Louisiana, Mississippi, North Carolina, Oklahoma, South Carolina, Tennessee, Texas, and Virginia. The 2000–04 work was funded by U.S. Department of Agriculture–Cooperative State Research, Education, and Extension Service (USDA–CSREES) National Food Safety Initiative grants. This project developed materials, pilot-tested them, refined them for use by a regional group of specialized agents, assisted the agents in delivering the new programming, and evaluated the results.
This paper summarizes the results of a multi-state, multi-institutional partnership delivering a targeted train-the-trainer program. The program provided good agricultural practices (GAPs) and good manufacturing practices (GMPs) based training to southeastern U.S. fresh fruit and vegetable (produce) growers and packers. Twelve southern U.S. states cooperated in this project between 2001 and 2004. In the work 150 trainers introduced nearly 20,000 persons to GAPs principles, including over 2,000 Spanish-speaking workers and a similar number of limited resource/specialty crop/grower/packer/buyer audience members. Actual numbers of persons reached was nearly 20,000, a number arrived at by counting signed-in registrations for events. Cost per person for outreach was about $6.00 per person, including travel expenses. In cooperation with the federal Risk Management Agency, a training component about risk in fresh produce operations was developed. This unit was delivered to historically underserved audiences, small farms and roadside markets, and other non-traditional audiences. This training continues today.
This paper summarizes the management framework, organizing plan, and results of a multi-state, multi-institutional partnership delivering a targeted “train-the-trainer” program addressing food chain security in the southeastern U.S. The partnership provided good agricultural practices (GAPs) and good manufacturing practices (GMPs) –based training to fresh fruit and vegetable (produce) growers and packers throughout the region. Twelve southern states cooperated in this project: Arkansas, Florida, Georgia, Kentucky, Louisiana, Mississippi, North Carolina, Oklahoma, South Carolina, Tennessee, Texas, and Virginia. This 2000–04 work was funded by National Food Safety Initiative grants. Although proposed long before events of 11 Sept. 2001, the project and its results are increasingly relevant since that time. This is because consumer expectations regarding the nation's food supply now include a new security consciousness addressed in this project.
This paper summarizes the management framework of a multi-state, multi-institutional partnership delivering a targeted train-the-trainer program. The program provided Good Agricultural Practices (GAPs) and Good Manufacturing Practices (GMPs)-based training to southeastern U.S. fresh fruit and vegetable (produce) growers and packers. Twelve southern U.S. states cooperated in this project: Arkansas, Florida, Georgia, Kentucky, Louisiana, Mississippi, North Carolina, Oklahoma, South Carolina, Tennessee, Texas, and Virginia. The 2000–04 work was funded by United States Department of Agriculture – Cooperative State Research, Education, and Extension Service (USDA–CSREES) National Food Safety Initiative grants. This project developed materials, pilot tested them, refined them for use by a regional group of specialized agents, assisted the agents in delivering the new programming and evaluated the results.
Between 2000 and 2004, a 12-state consortium in the southeastern United States used a “train-the-trainer” effort to introduce good agricultural practices (GAPs) to the region's fresh produce growers, packers, and consumers. Supported by the National Food Safety Initiative, the consortium created and implemented training by using a program and supporting materials specifically applicable to conditions and commodities in southern states. Because several factors distinguish the southeastern U.S. fresh produce industry from that of other regions in the U.S., a region-specific training program addressing distinguishing factors was needed. Distinguishing factors include: 1) southeastern U.S. producers are typically grower-packers, with some notable exceptions in Florida and Texas; 2) most such producer entities are seasonal, have their own packinghouse operation, are small-scale in that they pick what they grow and pack and often use migrant and seasonal labor; 3) modern worker training, sanitary practice, and facilities and supervisory expertise are either somewhat limited or completely lacking; and 4) the use of seasonal and migrant labor dictates the use of Spanish language interpreters and training. To meet fresh produce food safety training needs for the region, project leaders created a 329-page training program and associated PowerPoint presentation-containing compact disc, nine four-page crop-specific brochures relating GAPs to crop “groups,” a Spanish language handwashing video and a new model recall program for the fresh produce industry. The leveraging effect of this train-the-trainer effort ultimately reached nearly 20,000 people in this multi-disciplinary, multi-state, integrated project, thus expanding and reinforcing regional cooperative extension efforts.
The purpose of this study was to evaluate the U.S.-Canadian Greenhouse Certification Program (USGCP) that was initiated in 1998. A survey consisting of 34 questions was designed and 43 out of ≈48 nurseries in Florida participating in the USGCP were visited. Based on the answers to the questionnaire, most of the nurseries were in compliance with the majority of USGCP requirements, growers were satisfied with the program, and there was an economic benefit to participating in the program. The main problems identified were the ambiguous wording of some of the requirements and the impracticality of keeping imported and domestic plants completely segregated. Moreover, many of the respondents did not have a written description of a pest management plan. Chi square statistical analysis showed that there was almost no difference between nursery groups in their responses to the majority of the survey questions, indicating that the USGCP is a successful program for both large and small nurseries. This quantitative assessment of the USGCP is the first assessment conducted for this program and discussed in a peer-reviewed publication.
Extension and research professionals in the southeastern United States formed the Southern Nursery Integrated Pest Management working group (SNIPM) to foster collaboration and leverage resources, thereby enhancing extension programming, increasing opportunity, and expanding the delivery of specialized expertise to nursery crop growers across a region. Building a productive and lasting working group requires attracting a group of research and extension faculty with complementary expertise, listening to stakeholders, and translating stakeholder needs into grant priorities to help solve problems, all hallmarks of effective teamwork principles. SNIPM has now grown to include 10 U.S. states and 11 institutions and has been awarded seven grants totaling $190,994 since 2009. A striking benefit of working group membership was observed over time: synergy. Greater awareness of individual expertise among SNIPM members, each of whom were focused on different aspects of the nursery production system stimulated multistate extension publications, electronic books (eBooks), mobile device applications (apps), popular press articles, and spin-off research projects when separate foci were combined and directed toward complex challenges. Deliverables achieved from this faculty collaboration include nine peer-reviewed publications, four manuals and books and 23 book chapters, and a combined total of 11 abstracts, conference proceedings and extension publications. To date, the return on investment for SNIPM is one deliverable produced to every $2265.89 in grant funding. SNIPM has also been honored with multiple American Society for Horticultural Science publication awards as well as the Southern Region Integrated Pest Management Center Bright Idea Award for the quality and originality of their project outputs. Continuing to work together toward common goals that bridge technology and serve the nursery industry while supporting each individual member’s program will be crucial to the long-term success of this working group.