Iowa Pest Resistance Management Plan

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Iowa Pest ResistanceManagement PlanVersion 1Resistance management is the effort to slow the development of pest adaptationto chemical, genetic and agronomic control practices; foster methods of early,resistance detection; and mitigate resistance as it arises.1/27/20174/21/2017

Table of ContentsIntroduction . 2IPRMP Conceptual Framework and Work Plan . 2Features of the IPRMP . 2Overview of the Plan . 3Growth and Support of Pest Resistance Management in Iowa Communities . 4Governance . 5Structure and Membership . 5Roles and Responsibilities . 6State of the Science . 8Overview . 8Insect Resistance . 8Weed Resistance . 9Pathogen Resistance . 10Economic Considerations . 11Sociological Considerations . 12Communication and Outreach . 13Communication and Outreach Goals . 13Audiences. 14Key Messages . 15Tagline/Campaign Theme. 15Communications Tools . 15Partners Outreach . 16Pilot Projects . 17Criteria for Selection of Pilot Projects . 17Information needed for Potential Pilot Projects . 17Pilot Project Monitoring and Evaluation . 18Potential Pilot Projects . 19IPRMP: Near Term Objectives and Milestones. 22Appendix A: Operating Committees . 23References . 251

IntroductionPest resistance management (PRM) is the effort to slow the evolution of pest adaptation tochemical, genetic, and agronomic control practices. The PRM efforts gained momentum in Iowafollowing the January 2015 meeting entitled, “Resistance Management: Whose Problem andWhose Job,” which was led by the Iowa Department of Agriculture and Land Stewardship(IDALS) and Iowa State University (ISU) College of Agriculture and Life Sciences (CALS). TheJanuary 2015 meeting resulted in a call for developing a statewide, voluntary, Iowa PestResistance Management Plan (IPRMP) in 2016, which would be coordinated by IDALS withbroad participation from all sectors of Iowa agriculture. It was also agreed that ISU/CALS wouldhelp facilitate the effort. The meeting summary report can be accessed e-meeting-summary-report.pdf.IPRMP Conceptual Framework and Work PlanAt a subsequent June 2015 meeting with Iowa’s Agricultural Strategic Thinkers Acting TogetherEffectively (AgState) team, a group of representatives from across Iowa’s agriculturalcommunity, formed a taskforce to establish a Conceptual Framework for the IPRMP. Thetaskforce included representatives from the Agribusiness Association of Iowa (AAI),Agricultural Biotechnology Stewardship Technical Committee (ABSTC), Iowa Corn GrowersAssociation (ICGA), the Iowa Chapter of the American Society of Farm Managers and RuralAppraisers (ASFMRA), Iowa Farm Bureau Federation (IFBF), Iowa Independent CropConsultants Association, Iowa Institute for Cooperatives (IIC), Iowa Soybean Association (ISA),Pesticide Resistance Action Committees (RACs), Practical Farmers of Iowa (PFI), and the Soiland Water Conservation Society.The framework (see management-conceptualframework.pdf) was approved by AgState on December 19, 2015, with a request that a work planbe developed for preparing Version 1.0 of the IPRMP. Following the meeting, IDALS andISU/CALS facilitated a cross-organizational team of 22 individuals to prepare the IPRMP workplan; the work plan was presented and approved at the March 28, 2016, AgState meeting.AgState established a goal of preparing a draft of Version 1.0 of the IPRMP for review by theend of September 2016. Subsequently, three committees comprised of approximately 39individuals from Iowa organizations, including AAI, ABSTC, ICGA, IFBF, IIC, the IowaChapter of the ASFMRA, ISA, Pesticide RACs, IDALS and ISU/CALS were created to draft thegovernance, communication and outreach, and pilot projects chapters of the plan.Features of the IPRMPThe IPRMP reflects the primary goal expressed in the Conceptual Framework: “to document andpromote holistic and integrated management solutions that will effectively and sustainablycontrol pests, and postpone or delay resistance development, foster methods of early detection,and then mitigate, to the extent possible, the spread of pest resistance.” The plan also reflects thekey components of the logic model presented in the framework. In the logic model, inputs fromagricultural industries, farmers, farm managers, landowners and the public and will include2

funding, outreach, and in-kind contributions. Human behaviors will play an important role,including the identification of champions and communities to lead pilot project efforts. Theseinputs and human behaviors will lead to outputs, such as improved decision making, use of newtechnologies, and land rent leases with PRM plans, among others. Finally, all these efforts willcontribute to outcomes that could include a minimum of new cases of resistance evolution,sustainable pest management, and reduced economic impact of pests on farming profits, amongothers. As noted in the logic model, changes in individual and community behaviors will be keyto successful PRM. In this regard, economic factors will create challenges to changing opinionsand behavior, and the Conceptual Framework recognizes likely increased short-term costs inPRM that must be justified with tangible benefits. The framework notes that incentives,financing and lease agreements can play a role in shaping the economic landscape for farmers.Incentives may include support to help landowners, especially absentee landowners, and farmoperators, especially those on short-term leases, understand the rationale and importance ofinvesting in short- and long-term PRM strategies. Economic benefits will help promote andincentive voluntary, long-term, sustainable pest management approaches for people andorganizations, in addition to the benefit of preventing the need for potentially restrictive PRMregulations.The Conceptual Framework also recognized that building and supporting connections withincommunities and identifying leaders within communities will be important factors in promotingand sustaining changes in PRM decision-making. This community-based approach needs toaddress farmers’ willingness to coordinate PRM when considering options for addressingresistance issues for pests that can move into neighbor’s fields. As explained in detail in theConceptual Framework, a community approach will yield maximum benefits to members of thecommunity in situations where farmers’ pest management practices can lead to resistancespillover on neighboring farmer operations.As initial PRM efforts are implemented, based on the best available scientific knowledge,implementation and results should be monitored and management efforts adapted as needed toincrease and build on established successes. To help support individuals and communities,communication and outreach on the IPRMP’s approaches and accomplishments will need to betimely, objective, consistent, and forward looking. Governance of the IPRMP by leaders thatrepresent the diverse organizations in Iowa’s agricultural community is essential to ensureefficient and effective statewide implementation of the effort and to ensure Iowa’s efforts arerecognized and reflected in related regional and national programs and initiatives.Overview of the PlanConsistent with the features of the logic model, the IPRMP includes chapters that addressgovernance, the state of the science, pilot projects and communication and outreach.An adaptive management approach to the IPRMP will be overseen and implemented by aprogram manager and three Operating Committees (Science, Pilot Projects, and Communicationand Outreach), with support from an accountability coordinator. The program manager andcommittees will also receive input from an advisory council composed of representatives acrossorganizations participating in the IPRMP. This governance approach will ensure advancement of3

the IPRMP is driven by those working across sectors in Iowa agriculture and provide a platformto support Iowa communities engaged in PRM practices.The program manager will work with the Operating Committees to establish a process to identifykey influencers and stakeholders. The Operating Committees will address plan metrics andstages of plan development with the program manager. The Operating Committees will alsosupport the implementation, delivery and communication of early success from locally drivenpilot projects. As acceptance of the message and adoption of PRM practices increase, stages ofplan development will evolve based on recommendations from the Operating Committees andadvisers to the program manager. The Pilot Projects Committee will have a key role in theassessment of PRM practices. The efforts of the Communication and Outreach Committee willhelp expand the scale of the IPRMP over time. A strong, consistent message that captures thegoals and expected outcomes of the IPRMP is crucial to stages of community engagement andlong-term adoption of PRM practices.Growth and Support of Pest Resistance Management in IowaCommunitiesOn-going growth and support of Iowa communities will be a focal issue for the programmanager, advisers and the Operating Committees. With the goal from the ConceptualFramework, “to postpone or delay resistance, foster methods of early detection, and mitigateresistance as it arises,” some hesitation from individuals due to the complexity and scale of theproblem is to be expected. As PRM communities emerge around the state, it will be critical tomeasure and communicate the results of these efforts to maintain and build momentum. This willbe especially critical for those scenarios where the beneficial outcomes are greater than the sumof individual farmer benefits.4

GovernanceGovernance describes the organization of the IPRMP and the foundation that will support allother components of the effort. This chapter describes the structure, membership and roles andresponsibilities of the governing bodies of the IPRMP, including the roles of the programmanager, accountability coordinator, advisers, and Operating Committees.Structure and MembershipThe proposed structure of the governing bodies of the IPRMP is depicted in this illustration andin the description below.Program ManagerThe program manager will be responsible for leading the IPRMP and will have day to dayoversight over the entire effort so that critical, time-sensitive decisions can be made. Thisprogram manager will work with a groups of advisers and the Operating Committees toformulate approaches, review progress and make adjustments to plan implementation.The program manager will be hired by ISU and will be accountable to a small oversight team ofsenior representatives from ISU, IDALS, and those organizations providing financial resourcesto the plan.5

Accountability CoordinatorThe accountability coordinator will provide support for the program manager, advisers, andCommittees. The accountability coordinator will be an ISU employee.Advisory Council to the Program ManagerAn advisory council will meet with the program manager on a periodic basis to facilitatecommunication and feedback to and from the program manager, operating committees and to theadvisers’ organizations. The advisory council would include, but would not be limited to,representatives from1. Chairs of the Operating Committees: Science, Communication and Outreach, and PilotProjects2. Champions of Pilot Projects3. Iowa Farmer and Commodity Organizations4. AAI5. Technology Providers (e.g., ABSTC and RAC organizations)6. Iowa Chapter of ASFMRA7. Financial Community Organizations8. ISU and IDALS9. Federal Agencies (Environmental Protection Agency [EPA] and United StatesDepartment of Agriculture [USDA])Operating Committees1. Operating Committees will include Science, Pilot Projects, and Communication andOutreach.2. Current chairs and members of Operating Committees (see attached appendix).Roles and ResponsibilitiesProgram ManagerRoles and responsibilities of the program manager will include setting strategic direction,approving tactical goals and objectives, and evaluating proposed work plans and workgroupsfrom the Operating Committees (see below). The program manager will also review and approvebudgets and annual progress reports. The program manager will help partner organizations in theIPRMP obtain support to implement the IPMRP and maintain coordination with regional andnational organizations addressing PRM. The program manager will update AgState on progressonce a year.The program manager will work closely with the Science, Pilot Projects, and Communicationand Outreach Committees. These committees will be responsible for executing (1) state of thescience updates; (2) pilot projects for specific pests addressing issues including, but not limitedto, data management, monitoring, farmer and landowner recruitment, adaptive management, andidentification of knowledge gaps; and (3) communication and outreach of the IPRMP.6

Specific responsibilities of the program manager include: Lead the IPRMP within Iowao Establish objectives and set timelines for the Operating Committees tomeet goals based on agreed metrics and available resourceso Monitor size and scope of pilot projects to ensure the probability ofsuccess is higho Broaden, reduce or alter strategic goals as neededo Obtain public/private funds or resources to complete approved work plansManage plan implementationo Provide feedback on tactical goals and objectives developed by the threeOperating Committees’ work planso Consider recommendations to broaden, reduce or alter work plans basedon progress and challengeso Remove barriers to implementationo With participating IPRMP organizations, identify and consider factors,such as timing of incentives, agricultural financing, lease agreements,availability of economic tools, and the influence of other economic factorsCollaborate with regional and national counterparts and stakeholders to ensurecontinuity in related resistance management initiativesAccountability CoordinatorThe accountability coordinator will provide support for the program manager and committeesand have the primary responsibility for integrating and tracking inputs, outputs, and outcomesconsistent with the plan’s logic model and work plans implemented by the three committees.The coordinator will provide regular reports to the program manager. This person will providefull time, day to day support to IPRMP implementation.Advisory Council to the Program ManagerThe advisers to the program manager will provide input during strategic planning forimplementation of the IPRMP. Advisers will serve as the communication conduit between theprogram manager and Operating Committees and other stakeholder organizations in Iowa.Operating CommitteesThe Science, Pilot Projects, and Communication and Outreach Committees will be responsiblefor tactical implementation of the IPRMP, and through the committee chairs, ensure efforts are inconcert with meeting the strategic goals and objectives.The committees, through their respective chairs and the program manager, and with the supportof the accountability coordinator, will be responsible for drafting committee mission statementsand proposed membership. They will also develop yearly work plans, budgets, and annualreports, which will be based on the logic model outlined in the Conceptual Framework. Theprogram manager will be responsible for approving work plans and reports.7

State of the ScienceOverviewPest resistance management is the effort to slow the development of pest adaptation to chemical,genetic, and agronomic control practices. To facilitate the development of an IPRMP, it isessential to understand the science, technology, and management solutions that are available tocombat pest resistance and the factors that influence the adoption of practices by farmers. TheState of the Science Chapter summarizes the current PRM options and the perceived and actualcosts, and short- and long-term benefits of PRM practices.The State of the Science Chapter serves as a foundation for the IPRMP and the proposed PilotProjects Chapter. The chapter draws upon previous documents, and references cited therein, thatwere prepared to support the initial statewide discussions on PRM nce-meeting-background-materials.pdf ce-management-conceptual-framework.pdf).There are similarities in resistance evolution and management between insects, weeds, andpathogens. In general, resistance builds over time when the same pest management techniquesare used repetitively. When resistance is caught early, it is easier to remedy, and strategies forpreventing resistance evolution include the use of a diverse combination of crop rotations;effective use of pesticides with different sites of action; seed with sta

Agricultural Biotechnology Stewardship Technical Committee (ABSTC), Iowa Corn Growers Association (ICGA), the Iowa Chapter of the American Society of Farm Managers and Rural Appraisers (ASFMRA), Iowa Farm Bureau Federation (IFBF), Iowa Independent Crop Consultants Association, Iowa Institute for Cooperatives (IIC), Iowa Soybean Association (ISA),

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