The intent of the project was to travel to the 2003 Beltwide cotton conference in Nashville, USA. The Beltwide presents a unique opportunity to interact with many of the World's leading cotton researchers at one time. It also allowed me to present some of the novel and informative research that is originating from the northern Australian cotton project.

The Australian cotton industry is one of the Australian's major agricultural

exporters and provides a significant export income for Australia. A wide range of

pests however, attacks the cotton crop. To sustain production, the industry relies

heavily on the use of synthetic insecticides for the control of the major pests such

as Helicoverpa spp. , green mirids, aphids and mites. The over-reliance on synthetic

insecticides threatens the future sustainability and survival of the cotton industry.

As a result, there is a strong push by the cotton industry to adopt an IPM

program that places much more emphasis on the natural enemies of the pest and

minimises the use of synthetic insecticides.

The World Cotton Research Conference (WCRC) is an initiative of the

International Cotton Advisory Council, which is aimed at gathering cotton

researchers, extension officers, agro-chemical companies, administrators,

marketers etc around the world for a symposium covering all aspects of cotton

production. WCRC is held every four years in different cotton producing

countries in the world. It serves as a forum where those involved in all facets of

cotton production can interact and learn from each other. Scientists, particularly

renowned entomologists working in cotton, normally attend WCRC to present

the papers in their area of specialty. Thus this provides an opportunity for cotton

researchers to address pertinent research problems in cotton production.

Therefore, it is crucial for cotton scientists to attend WCRC to update their

knowledge in their specialty area of research. The venue for the 2003 WCRC was

in Cape Town in South Africa. The conference was well organised and provided

an excellent forumfor the participants to exchange ideas, update knowledge and

discuss subjects of particular interest.

The good and the bad of an amazing season

The new century began a decade ago with what was then a record production of 3.6 million bales of cotton in the 2000–01 season. This was followed by a devastating decade-long drought but we in the business of R&D learned a lot in that decade. We learned how to make the most of the water that was available, using plant breeding and new, improved farming systems that maximised the crop’s potential.

And then came the 2010–11 season. We saw an end to the long drought and the cotton harvest produced an all-time Australian record of just under four million bales, almost triple the previous season and expected to contribute around $2.4 billion in export earnings. At the same time, cotton prices rose, peaking at around $1,000 per bale, allowing growers to repair some of the financial damage of previous years. There is little doubt the R&D ‘learnings’ of the previous decade contributed to the excellent yields.

Unfortunately, the news was not good for all growers. Some in central Queensland and on the Darling Downs lost their entire crops – an estimated 10 per cent of total planted area – and suffered damage to their properties. Others in the northern regions suffered ongoing problems with waterlogged crops.

From an R&D perspective, these conditions ‘reality tested’ our new R&D Adoption Framework, which began delivering industry-wide extension in a more targeted and commercial-like manner in 2010. We are delighted to say the new cotton industry Development and Delivery team, and the scientists who worked with them, were well set up to provide timely post-flood advice to growers and consultants on how to manage flood-affected crops. Importantly, this included recovering seemingly lost yield potential through management strategies gained in years of research into growing cotton in tropical climates. To aid with such challenges in the future, CRDC is investing in a project in central Queensland to assess the response of flood- affected cotton crops to various management techniques.

The 2010–11 season also saw the launch of the new best management practices system, myBMP, which evolved the previous program into a responsive, interactive online portal designed to allow individual growers’ to assess and manage risks. Following myBMP’s launch in August 2010, the year’s task has been to inform growers about the program and encourage them to participate. While the first growers have now been fully accredited under myBMP, the program’s strength is that it allows growers to choose the level and type of involvement that suits their own circumstances. None of this would be possible or as productive without the engagement of industry and our research partners. Cotton growers and ginners continue to provide valuable guidance through Cotton Australia on research priorities, critical review of project design and impact. Equally, these close linkages support strong levels of R&D adoption by industry and a responsive research community.

In February 2011, the Productivity Commission handed the Australian Government the final report of its inquiry into the return on its investments in the Rural R&D Corporations. The Minister for Agriculture, Fisheries and Forestry, Senator the Hon Joe Ludwig, subsequently announced that he would not be changing funding arrangements for RDCs, including CRDC, despite a recommendation contained in the report. CRDC is committed to working with both the Australian Government and cotton industry to ensure the continuing effectiveness and efficiency of our stakeholders’ investment in rural R&D.

A remarkable year

The 2011–12 season is set to exceed the previous season’s record of four million bales with industry forecasting production will surpass five million bales.

Whilst prices dropped from record levels in the prior season the harvest is still expected to contribute over $2.7 billion in export earnings before considering

the flow on benefits to rural, regional, state and national economies.

This achievement reflects the commitment and capability of the people in the industry, as 2011–12 was another challenging season of climate impacts and

production levels that exposed the constraints of industry infrastructure.

The season saw another series of disastrous flood events across cotton producing regions in NSW and south western Queensland. This season’s crop

losses may well have exceeded 600,000 bales, which was the total annual crop production only four years ago during the worst of the drought. The industry

ginning, classing and shipment infrastructure is designed to nominally handle an annual production of up to three million bales. It has been stretched to new

levels of operation that have depended upon understanding of growers, the ingenuity and resilience of the industry personnel involved.

The capacity of the industry’s Development & Delivery team to meet the R&D information needs of new growers was again tested. The support of

industry researchers, agribusiness, commercial crop consultants and natural resource management groups for targeted extension campaigns continued to be

of great importance. Post-flood advice to growers and consultants on how to manage flood-affected crops was aided by the experiences of the prior year’s

flooding and research initiated in central Queensland to assess the response of flood-affected cotton crops to various management techniques.

Beyond the immediacy of R&D information needs the CRDC continued to invest in the development and communication of contemporary market and

product knowledge. This work is assisting the industry to strengthen its current competitive advantages, consider the future sustainability of that position and

the potential for new approaches to maximising the value for Australian cotton. At the farm level R&D successfully supported ongoing productivity growth

and protection against biosecurity threats. Of particular note was the summation of the impact of industry water research and the commencement of a third

assessment of industry environmental performance. CRDC’s strategic investment in human capacity effectively assisted the development of individuals

throughout the industry and research community. Importantly CRDC was able to support the industry to consider workforce challenges and solutions

collectively.

During 2011–12, the industry was advised that the Cotton Catchment Communities CRC would cease at 30 June 2012. CRDC has been a major partner

within three consecutive Cotton CRCs that commenced in 1993. The cessation of the Cotton CRC will be a substantive change to the industry’s RD&E

collaborative arrangements and resourcing. That this change should occur during a remarkable upturn in cotton production is opportune, as CRDC’s

capacity for funding R&D is once again strong and the key industry and research organisations collectively commenced implementing the Cotton Sector

R,D&E Plan that will guide the future direction and foster collaboration in research.

Changes to the cotton farming system over the last decade have caused a change in the weed spectrum, favouring glyphosate tolerant, smallseeded, biannual and perennial weeds. Management of these weeds in a minimum tillage system relying increasingly on glyphosate is problematic. Adoption of a proactive, integrated weed management system that focuses on reducing the weed seed bank by using a variety of tools will be necessary to maintain the system and ensure the future value of glyphosate in the farming system.

The 2008–2009 year was the first directed by the CRDC Strategic R&D Plan 2008–2013.The five years of R&D investment under the previous R&D Plan were conducted entirely under the influence of the longest and increasingly severe drought on record. In retrospect, though, it is clear that these harsh conditions brought their own opportunities to institute R&D-driven adaptations and improvements that will forge a future for the industry, based on a new sustainable competitive advantage, which is distinctly different but perhaps equally bright.

Challenging Times

During the period of the previous plan, 2003–2008, cotton farming systems became significantly more complex because of the need to respond to new operating conditions such as climate change, water availability and the boom in soft commodities (other crops).While total production waned, the industry achieved remarkable productivity growth, with yield gains totalling 25 per cent. Farms are now typically more energy efficient, using finely tuned management and agronomic decisions that derive increasingly greater efficiency of water use under irrigation or rain- fed (dryland) systems. Best practice across a farm is now more likely to include varying row spaces, annual irrigation practices and crop agronomy throughout the season in response to changing water allocations, seasonal rainfall and the market prices for cotton relative to other crops on the farm. Best practice also commenced an evolution to extend beyond environmental performance to assure the high quality of Australian cotton throughout the industry supply chain.

Lower production

Historically low cotton production over the period also meant a large reduction in the funds CRDC has had to invest in R&D over the past several years, inhibiting the capacity to meet the growing R&D needs. Despite this, prudent management by CRDC has ensured core R&D capacity was retained, while at the same time the Corporation met the financial challenges by improving the efficiency and effectiveness of its operations.

The reporting year saw the first signs of a recovery in the area planted to cotton across the industry.The accumulated impact of persistent drought across the regions where Australia’s cotton is grown resulted in the 2007–08 cotton crop being the smallest in

over 30 years. Improved rainfall during the 2008-09 season saw the planted area bounce back to 160,000 hectares.While that was still less than half pre-drought levels, yields of irrigated and dryland crops continued to trend upwards in all districts.This recovery in area planted, together with continued improvements in productivity, serve to highlight the great resilience and adaptive capacity that underpins the Australian industry as it prepares for the new challenges of climate change.

New Strategic Plan

Under the new Strategic Plan, a three-part R&D strategy strategically addresses future cotton farming systems, a responsive value-chain beyond the farm gate that delivers greater value to industry participants and an industry that has the human capacity to apply and adopt the technologies and knowledge in which it invests. Human Capacity aiding adoption CRDC’s attention has also turned to how R&D outputs of new technologies, practices and knowledge could be better delivered, and through which channels, as key considerations in maximising the effectiveness of future R&D investments. In 2008–09 a stronger emphasis was placed on thedevelopment of human capacity to better facilitate R&D adoption. Improving education, professional development and training raises the skills necessary to achieve this. CRDC invested in industry participation in skills-related processes, particularly by young people, women and cotton communities (including indigenous members of those communities). Skills development is an important element of a strategy that seeks to result in attraction, retention and development of the best and brightest for our agricultural sector and, in particular, cotton production.

Value Chain

CRDC investment in value-chain R&D during 2008–09 was principally for the outcome of better intelligence on cotton-mill and market needs. New conversations, leading to a shared and greater understanding throughout the industry of its value-chain, are vital early steps in facilitating the application of R&D innovations in creating greater value to stakeholders. The opportunity to conduct R&D with international spinning mills and brand owners in demonstrating the value of the Australian cotton industry world’s best production practices, its unique fibre qualities and R&D technologies is now widely recognised.

Farming Systems

R&D investments in 2008–09 within farming systems have successfully targeted the need for continuous improvement in productivity growth, environmental performance and biosecurity. A background of global financial crisis, water scarcity, climate change and increasing concerns for food and fibre security has placed rising importance on the outcomes of R&D in meeting industry, community and national challenges. Collaboration has grown in recognition of these linkages and benefits in developing integrated R&D responses.

Outcomes

The results of this first year of the plan, 2008–09, have been both concrete and promising, from the exciting development of new technologies, practices and knowledge gained, to capacity built through new alliances and more skilled people.Throughout, the partnership in R&D between the Australian cotton industry and Australian Government has underpinned the capacity of the cotton industry and its communities to adapt to the ongoing environment of change with optimism.

The 2009–2010 year commenced with the ongoing presence of the longest drought on record impacting rural Australia and the cotton industry. The good news is that, on the back of above average winter rainfall and higher commodity prices, the reporting year has ended with a much improved outlook for 2010–11 and a welcome challenge in meeting the R&D needs of a resurgent industry with a mix of new, returning and continuing participants.

Strategic direction

For CRDC, the reporting year was the second directed by the Strategic R&D Plan 2008–2013 in the quest for sustainable competitive advantage for the Australian cotton industry. In keeping with this quest, a major achievement for industry was the development of an industry vision. With CRDC support, leaders in the Australian cotton industry recognised the potential for improving industry performance, organisational collaboration and capacity through development of a shared view of the future. A 20-year time frame was chosen in order to stretch thinking beyond the short-medium term and ensure a longer-term strategic focus. The shared vision is facilitating greater awareness of possible future challenges, critical uncertainties, and opportunities for the cotton industry and most importantly is enabling alignment of thinking, planning and actions. In achieving the vision of ‘Australian cotton, carefully grown, naturally world’s best’ the industry can position itself to deal proactively with foreseeable emerging challenges such as peak oil, competitiveness with food crops, bioidentical cotton substitutes and new yet to be identified issues. At the same time, CRDC’s portfolio of R&D investment during 2009–10 made progress with the strategic goals to add value to the Australian cotton industry with premium products in improved routes to market, engender highly productive farming systems with improved environmental performance and for an industry that has the human capacity to apply and adopt the technologies and knowledge in which it invests.

Value Chain

CRDC investment in value chain R&D has facilitated new industry connections and improved market intelligence about the opportunities for cotton mills, brand owners and consumers to achieve greater value from Australian cotton. This potential was successfully demonstrated through collaborative pilot projects with local brand owners to launch 100 per cent Australian cotton business shirts and towels showcasing the Australian cotton industry world’s best production practices and its unique fibre qualities, with the cotton traceable back to certified industry best management practice (BMP) growers, ginners and classers.

Farming Systems

R&D investments within farming systems have successfully targeted ongoing improvement in productivity growth, environmental performance and biosecurity. Cotton farming

systems continued to become significantly more complex in response to new operating conditions such as climate change, water availability and competitiveness with other crops. Evaluations highlighted the importance of industry R&D assistance in this response through yield and water use efficiency gains, as well as better measures of the industry’s environmental footprint.

Human Capacity

In 2009–10 the industry, with CRDC leadership, commenced the transformation of its approach to supporting the adoption of the technologies, practices and knowledge produced by R&D. A demand driven and commercial-like model is now in place, underpinned by the industry’s BMP program, which has been redeveloped into an online environment, myBMP, powered by the latest R&D. CRDC invested in industry participation in skills-related processes, particularly by young people, women and cotton communities, including indigenous members of those communities. Skills development is an important element of a strategy that seeks to result in attraction, retention and development of the best and brightest for our agricultural sector and, in particular, cotton production.

Outcomes

The CRDC is pleased to report on the results of the second year of the plan, 2009–10. The report highlights the outcomes of the Corporation’s investments in research, development and its application to enhancing the performance of the Australian cotton industry and community.

In recent years, a number of weeds have emerged as difficult-to-control in dryland cropping systems. The possible reasons for the appearance of these problems include changes in the farming systems, high reliance on glyphosate for fallow weed control, and species shift.

The cotton industry's Best Management Practices (BMPP) program was released in late 1997. An industry commitment was made to have 100 percent grower adoption of BMP by the 30th June 2001. To achieve this an implementation program was developed through the Cotton Research and Development Corporation (CRDC) and involved both the former CRC for Sustainable Cotton Production and Cotton Australia. Growers received a copy of the BMP manual and attended training workshops Since that time the implementation program has developed and expanded in response to the ever changing needs of growers. With the adoption target now less than 12 months away and release of the second edition of the' BMP Manual imminent, how close are we to meeting this commitment and what have we learned in the processΓ

A water management approach commonly used by cotton growers in the Condamine - Lower Balonne catchment area is to divide farm storages into several cells. The strategy aims to reduce evaporative losses by minimising surface area for a given total volume. Cells are nominally 4 in high with a 3 in water depth. Water losses are further reduced by having cells of various sizes, so that water can be stored in the combination of cells that best minimises surface area. Cotton growers face a move towards deeper cells. Current storages can be deepened, but at a cost, or any new storages can be built for a greater depth. Through the use of computer modelling techniques, we have aimed to quantity the impact of water storage depth on cotton production in the study area. It explores the efficacy of different water management practices on increasing cotton production or decreasing water lost due to evaporation. This study explains some of the factors involved so that better decisions can be made regarding water management.