5 pages., Article # 1IAW6, vial online journal, Project Happy Apples began as an effort to assist backyard growers in managing codling moth in their fruit trees. We developed a process using emails and a web page to provide timely information related to the life cycle of codling moth and relevant integrated pest management (IPM) strategies. The content of our updates included pertinent photos, costs of tools, and suggested dates of action. Results from a survey of participants suggest that they were more confident, knowledgeable, and successful in using IPM strategies in their own backyards as a result of our project.
Agricultural Communications Documentation Center, Funk Library, University of Illinois Box: 34 Document Number: D10673
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4 pages., via Scientific American website., Opinion piece by Esther Ngumbi, a distinguished postdoctoral researcher at University of Illinois at Urbana Champaign Entomology Department and a Food Security, on why she believes there needs to be a bigger emphasis on public communication by scientists.
16 pages., via online journal., The expanding critical literature on Urban Agriculture (UA) makes links between the withdrawal of state services and the institutionalisation of volunteering, while observing that challenging funding landscapes can foster competitive environments between third-sector organisations. Where these organisations are forced to compete for survival at the expense of collaboration, their ability to collectively upscale and expand beneficial activities can be compromised. This paper focuses on a lottery-funded UA project and draws predominantly on observations and interviews held with project staff and growing group volunteers. Research conducted in Wythenshawe, Manchester (UK), highlights difficulties experienced by organisations attempting to function in an environment disfigured by depletion, illustrating conflicts that can arise between community groups and charitable organisations competing for space and resources. Inter-organisational dynamics are considered at two scales: at the grassroots level between growing groups, and at a structural level between project partners. In a landscape scarred by local authority cutbacks and restructures, a dearth of funding opportunities and increasingly precarious employment, external initiatives can be met with suspicion or hostility, particularly when viewed as superfluous interventions. The resulting ‘siege mentality’ reflects the need for organisational self-preservation but perhaps paradoxically results in groups with similar goals and complementary ideologies working against each other rather than in cooperation.
