Quarterly Reports NTAE Year 3 Qtr 2

NTAE 2021-22 Quarterly Reports - Quarter 2

Funding Opportunity Number: USDA-NIFA-OP-006747 Award Number: 2019-41595-30123 Awarded to Oklahoma State University Total Award: $1,488,000.00

Reporting Period: November 1, 2021 to January 31, 2022 (Year 3, Quarter 2) Date Submitted:

Prepared by: Extension Foundation (Dr. Beverly Coberly, Extension Foundation PI and Tira Adelman, Extension Foundation Grants and Program Manager) ℅ Bryan Cave LLP One Kansas City Place 1200 Main Street, Suite 3800

Submitted to:

Dr. Thomas Coon Dr. Damona Doye Oklahoma State University OSU Division of Agricultural Sciences and Natural Resources

139 Agricultural Hall Stillwater, OK 74708

Project Narrative Summary

The NTAE project, under the leadership of Oklahoma State University, will continue to build upon the strengths and capacities of the Extension Foundation, including its experience providing technology tools for Cooperative Extension professionals and catalyzing professional development innovation in Year 3. NTAE funding allows OSU and its partners to advance the Strategic Goals and ECOP Program Priorities. Additionally, the NTAE project is designed to achieve the objectives of the New Technologies for Ag Extension initiative and to align with USDA FY22 Priorities which are: A. Addressing Climate Change via Climate Smart Agriculture & Forestry

B. Advancing Racial Justice, Equity and Opportunity C. Creating More and Better Market Opportunities D. Tackling Food and Nutrition Insecurity

Key Strategies: Technology Learning and Networking Platform NTAE Competitive and NIFA NTAE Preselected Projects

The key strategies for achieving project objectives and strategic goals include the following:

❖ Technology for CES : Partnering with Eduworks and North Carolina State University (NCSU) to enhance existing functionalities to increase the amount of content available and improve access to content. The most significant enhancement involves building Artificial Intelligence into Extension’s Ask Extension tool. The current version, Ask an Expert, is a searchable repository of 50,000 questions posed by the public and answers supplied by 2,600 Extension educators is now replaced by Ask Extension. ❖ National Program and Asset Registry: Another significant accomplishment is the new National Registry of Cooperative Extension Programs and Assets launched to house searchable program information and resources such as presentations, information sheets and evaluation tools for CES. This new tool is intended for broader implementation this summer. We are piloting this tool with a CDC/NIFA program called Extension Collaborative on Immunization Teaching and Engagement (EXCITE). This tool will enable Cooperative Extension to create a dynamic geographic map about the incredible

work happening system-wide on immunization education and show the strength and value that Cooperative Extension brings to our communities. ❖ Learning and Networking Platform for CES: Connect Extension is a co-learning environment that expands professional development opportunities to all Land-Grant Universities, NTAE partners, and their constituents. Launched in response to Covid-19 in March 2020, the platform currently has 4,875 Extension users participating in subgroups from Health, Urban Agriculture, to Climate. The accounts represent 4438 from 1862 institutions, 310 from 1890 institutions, 22 from 1994 institutions, 56 from federal agencies (USDA, HHS, EPA, NIH), and three from USDA-NIFA certified NLGCA's. Since September 1, 2021, there were 336,000 users representing 411,000 sessions. 88.5% were new visitors to the platform. 54.5% were on mobile, 43.2% on Desktops and 2.3% were on tablets. They represented a total of 622,672 pageviews since September 2021. The Hubspot platform was added in Year 3 Quarter 1 to further enhance communication and connectedness with CES. ❖ USDA Related NTAE Projects: Research and Extension Catalysts mobilize talent among networks within Extension and from private- and public sector partners. The Catalysts recruited projects from across the Land Grant system. Project teams submitted an online nomination form. Projects that applied went through an application process where the projects were scored in a vetted rubric by outside reviewers. Final selection for projects rested on the scored rubrics and advice from catalysts about project readiness. All NTAE project topics related to the USDA Strategic Goals. Catalysts provide a lead mentor role with projects. Additionally, in Year 3, NIFA identified a number of preselected projects to fund that are placed in our project accelerator for Catalysts to mentor and Key Information Services to provide additional resources to. Catalysts serve as program advisory support past senior program or administrative CES personnel. Catalysts have many years of experience with programming and networks across the country. Catalysts are: Dr. Scott Reed, Dr. Fred Schlutt, Dr. Rick Klemme, Dr. Chuck Hibberd, Dr. Jimmy Henning, Dr. Dawn Mellion, Dr. Chuck Ross, and Dr. Dyremple Marsh. ➢ Communication and Marketing: Targeted communication and marketing strategies to ensure resources are available to CES professionals to create a national network of CES involved in a focused effort and provide greater visibility for CES. The Extension Foundation now uses HubSpot as the customer resource management tool and as a platform for communications and email. This represents 220 organizations including Land Grant Institutions, and other organizations engaged with our non-member/public offerings. ➢ NTAE Competitive and Preselected Project Information: These strategies are described in length in this report starting on page 14.

➢ Partnerships for Expansion and Sustainability: Leadership by individual stakeholders is necessary but not sufficient to drive transformational and systemic change. Collective action and collaboration is essential. It is needed among projects themselves, in specific sectors, around specific issues and locations. It is also needed on a cross-sector or multi-stakeholder basis between companies, governments and organizations like the Cooperative Extension System. Projects expand current partnerships and organizational networks for the CES system by connecting the fellows to various public, private and corporate partners. Extension Key Informant Services Extension provides a menu of “key informant services” designed to accelerate innovative projects. The services and Extension lead staff are: ● Program Design and Educational Technology encourages all projects to share their processes and products via Connect.Extension.org. Professional development is about a learning process for the projects and CES. Fellows share their learning through social media and virtual Professional Development. This is led by Molly Immendorf, WI. ● Digital Publishing and Engagement support for digital learning and instruction used by the project is needed and also for Extension professionals to share the process and learnings which are expected to be shared digitally from each project. Each project is expected to use Connect Extension. This is led by Ashley Griffin , KY and Rose Hayden-Smith, CA. ● Leadership and Leadership Development support and training for adaptation to a digital environment is provided (helping Fellows be leaders in a digital environment) as well as team building for each project is a part of this support system. Leadership learning is embedded in each project. This is led by Karl Bradley, CO. ● Flipping Book/s or epub publishing of resources and processes used by the project are important for sharing content and processes. This publishing process allows the content and process of the project to be documented and researchable by others to support project expansion and project adoption. This is led by Ashley Griffin, KY. ● Market research, and/or strategic messaging strategies are provided as needed for projects to better understand their audiences and increase participation in their program. Market research, media audits and strategic communications are a part of this accelerating strategy. This is led by Aaron Weibe, NC and Melanie Pugsley, TX. ● Partnership and Development works with fellows and projects by assisting with early partner development for co-creation of ideas and implementation where possible. This effort seeks to develop partners for early stage co-creation and long term support of the project. This is led by Megan Hirschman, MI and Hellina Tadesse, NY.

● Evaluation is embedded in each project to help ensure impact data is gathered about the outcomes of the project itself. Evaluation for understanding growth and development of a project is expected learning of each project. This is led by Ashley Griffin, KY, Marie Ruemenapp, MI and Paulina Velez, OK. ● Grant Reporting and Administrative Support is provided by Tira Adelman, NC and Brenna Kotar, TX.

Advancing Technology for CES

Objective 1. Foster opportunities for innovation by connecting CES personnel with new and innovative technologies that engage a wide array of learners. ● Enhance and upgrade existing functionalities ● Provide customer support, including help-desk staffing, web hosting, training and software licenses. ● Provide infrastructure support for technical and architectural standards. Advancing technology for CES databases and for CES program delivery is critical for CES professionals to advance on critical issues and educational endeavors. ● Ask Extension is redesigned to replace Ask An Expert. This redesign is built to use artificial intelligence to provide additional power for database searches and the ability to answer and respond to customer questions across the US. Ask Extension is a national initiative that leverages machine learning and artificial intelligence (AI) to pull together data sources from the Extension ecosystem to answer questions directly and accurately and connect to local citizens with their local Extension professionals, products and services. ● Platform updates and improvements for Ask Extension and continued development of the AI platform. ● Significant Results: ○ Successfully migrated Ask Extension server from AWS to Google Cloud Platform ○ Implementation and debugging of enhanced expert reassignment in Ask Extension ○ Eduworks has hired someone to help train the AI/chatbot platform on insect/pest image identification ● Anticipated work for the next reporting period (March 1, 2021 - May 31, 2022): ○ Continued bug fixes and minor feature enhancements to Ask Extension. ○ Continued development of AI/Chatbot ● Helpdesk ○ In the specified date range, we helped 339 clients during the second quarter. The Helpdesk received a 94% satisfaction rating from those. We resolved 44% of the requests in our first response and typically responded within 12 hours from the time a request was first submitted.

○ Significant Results:

■ The satisfaction rating increased 3% from the previous period

○ Anticipated work for the next reporting period (March 1, 2021 - May 31, 2022): ■ Continue to maintain high quality service to help desk customers. No other major objectives or goals are needed. ● Search.extension.org - The search team has met with several vendors over the past few months to compare cognitive search products and pricing. MindBreeze was selected on December 3 and the contract should be finalized soon. ○ MindBreeze has begun work on building the custom search engine. They've built the test pilot and shared results. ○ Significant Results: ■ The pilot revealed deficiencies in the Ask Extension knowledge base page structure. Eduworks has a ticket in the queue to improve the semantic structure of the page. Eduworks is also implementing an API to give Mindbreeze access to the sitemap XML ○ Anticipated work for the next reporting period (March 1, 2021 - May 31, 2022): ■ We anticipate Mindbreeze will be able to crawl the entire Ask Extension site with the new sitemap API. ● The Artificial Intelligence work continues with the California Integrated Pest Management. Eduworks is working with California Integrated Pest Management (IPM) to triangulate questions/answers and images used to answer IPM questions, making sure the correct data tags are in place for machine learning. AI efforts are also underway with the University of Georgia Food Preservation NTAE Project. ● Web Hosting continues to be an important aspect of NTAE/Extension for managing access to content through technology. ○ Hosting 107 websites. Implemented a new archiving and deletion policy to sunset underperforming and abandoned sites. ○ Significant Results: ■ Twelve sites have been switched to archive status and will be sunsetted in six months. ○ Anticipated work for the next reporting period (March 1, 2021 - May 31, 2022): ■ More focus on pruning underperforming sites. ■ Begin work on refactored NIFA attribution footer and compliance.

Learning and Networking Platform for CES

● Connect Extension is a co-learning environment that adapts existing Extension technology to expand professional development opportunities to all Land Grant Universities, NTAE partners, and their constituents. Connect Extension was implemented in Year One and is powered by a commercial tool called Crowdstack. The main features include the Learn Calendar for Cooperative Extension to advertise online events to the public, a blog for amplifying the reach of Cooperative Extension professionals, and subgroups (NTAE project groups) for Cooperative Extension to collaborate internally. In the 1st quarter of year 3 new subgroups were created for Broadband Access and Digital Literacy, Tourism/Recreation/Hospitality. Additionally, the creation of a new Publication database for NTAE Projects within Connect Extension. ○ During this quarter there were no major updates or changes for Connect Extension ○ Significant Results: ■ 239K page views ● 189K unique page views ○ Anticipated work for the next reporting period (March 1, 2021 - May 31, 2022): ■ Ensure email reminders are delivered to those that submitted 365 days ago as we approach the first year of implementation. ● National Registry: ○ The National Registry received a significant update in February 2022. This includes enabling accessibility features that bring the platform in compliance with the American Disabilities Act (ADA). The tool now has a badge that says "Accessibility Enabled." ■ 128K visitors ■ 155K sessions ■ 72 Cooperative Extension events advertised Additionally, the front-end design was overhauled to allow for multiple questions per screen rather than a single question per screen based upon feedback from users. Several questions in the Registry were reworked to reduce redundancy and the question logic was improved to ensure users did not receive duplicate questions. The Registry also now includes Tourism, Recreation, and Hospitality Extension questions in partnership with the National Extension Tourism Network (NET).

○ Significant Results:

■ 199 Submissions ■ 790 front end views of submission form ■ 917 views of registered programs ■ 28 new programs registered

○ Anticipated work for the next reporting period (March 1, 2021 - May 31, 2022): ■ Begin the development of a second version of the submission viewing table, potentially in ArcGIS or Wordpress. ● Social Media Presence: ○ ExF communication channels include a large social media presence. Here is social media data from September 1, 2021 through January 31, 2022:

Social Media

Audience Published Posts

Interactions Clicks

Impressions

Facebook 3385

215

9920

Twitter

2321

362

LinkedI

1523

253

131

7429

Sessions total: 11,968

● Customer Relationship Management System Integrated inbound and outbound marketing initiatives through implementation of customer relationship management system with ○ Customer acquisition of 24,000 Cooperative Extension professionals with accurate job titles, land-grant and county affiliation, and general demographic information. ○ Conducted targeted communications and email marketing of relevant content: 179K emails sent, 44% open rate, 5.18% click rate. 14.26% CTR.

● Additional exploratory work underway: ○ Working to explore setting up a dashboard with Farm Journal for a pilot.

○ Working with the ECOP DEI team on merging committee and subcommittee working into one spot on the Data Connect Extension Connect Groups. Working

to compile the former Community of Practice, Extension Foundation E-field books, the civil dialogue site. Working with a Promising Programs Approach for DEI to also be housed in Connect Extension ○ Working with the NUEL group to find a sustainable option for their website with the constant changeover of leaders ○ Working with one EDA on possibly creating a demo for how other groups can better utilize Connect Extension for organizational work.

NTAE Competitive and NIFA Preselected Projects

These combined objectives and efforts represent the acceleration of NTAE projects. Projects may use some or all of the NTAE funded resources to accelerate their project. NTAE Projects include a total of 20 competitive projects that went through an application selection phase, and projects preselected by NIFA. Research and Extension Catalysts mobilize talent among networks within Extension and from private and public sector partners. The Catalysts consulted with Land Grant Institutions and their networks to identify topics related to the Strategic Goals, and located resources that address each topic to encourage applications for the competitive NTAE projects. Project teams submitted a nomination form, the application was reviewed by a team of outside scorers through the use of a rubric and once applications were selected by the outside team for the NTAE Project, the Catalysts provided insight as to project readiness. Year 3 Catalysts include: Dr. Scott Reed, Dr. Fred Schlutt, Dr. Rick Klemme, Dr. Chuck Ross, Dr. Dyremple Marsh, Dr. Jimmy Henning, Dr. Dawn Mellion and Dr. Chuck Hibberd. In the first two quarters, catalysts assisted with the following

1) Identifying topics for publishing. 2) Refining unique value statements and project roadmaps for project implementation

3) Providing support for expanding project networks 4) Providing input for selected Fellows for each topic 5) Working with Key Informants and projects:

Identifying key partners and building relationships with projects Conducting surveys and working with the evaluation of projects Advising the Audience Engagement Initiative and projects timing Connecting team building and leadership building strategies with teams Seeking to embed evaluation into projects Assisting with connecting with digital engagement and professional development strategies with project teams.

Selected projects work with the Extension Foundation “Key Informant Services” to enhance, expand, and accelerate the projects. Extension Foundation Key Informant Services include the following:

❏ Program Design and Educational Technology encourages projects to share their processes and products via Connect.Extension.org. Professional development is about a

learning process for the projects and CES where Fellows work through digital and online methods to network and share their newly developed content and processes. If a team’s project calls for producing events such as a conference, we can also help with objective and agenda creation. If a team’s project is developing a curriculum (especially an online curriculum), we can also consult on adult learning theory and instructional design. ❏ Molly Immendorf, WI serves as lead. ❏ Digital Engagement and Publishing support for digital learning and instruction used by the project is needed and also for Extension professionals to share the process and learnings which are expected to be shared digitally from each project. Each project is expected to use Connect Extension. The Digital Engagement KI service helps teams use technology tools and strategies to engage, inform, deepen learning, and increase connections. Specific advice around successful ways to engage peers virtually may include developing engagement objectives and outcomes and then matching educational technology tools and techniques to achieve those outcomes. Example tools include Connect Extension Virtual Chats, using Zoom tools effectively, and using third-party engagement tools (Mentimeter, Quizizz, Google Suite, Mural, etc.) ❏ Ashley Griffin, KY; Rose Hayden-Smith, CA; and Heather Martin serve as leads. ❏ Leadership and Leadership Development support and training for adaptation to a digital environment is provided (helping Fellows be leaders in a digital environment) as well as team building for each project is a part of this support system. Leadership learning and team building are embedded in many of the NTAE projects. ❏ Helps combine the ability of self-awareness with social awareness to think and act strategically. ❏ Supports a healthy environment as it relates to interactions between individuals and teams inside the system in which they operate. ❏ Assists individuals and teams with challenging environments defined by volatility, uncertainty, complexity and ambiguity. Develop agility for continuous observation, learning and adjusting. ❏ Balances experiential learning includes but is not limited to: ❏ Connection to purpose ❏ Relating experiences in dialogue and reflection to elevate levels of thinking ❏ Work on values/beliefs to support authentic behavior change ❏ Leadership as a relationship ❏ Positive transformation with sustainable changes in attitudes, behaviors & performance should be the minimum expectation ❏ This is led by Karl Bradley, CO. ❏ Flipping Book/s or epub publishing of resources and processes used by the project are important for sharing content and processes. This publishing process allows the content

and process of the project to be documented and researchable by others to support project expansion and project adoption. In year 3, publishing Key Informants, alongside team Catalysts, will identify Published NTAE projects from the recent past can be found on the Extension Foundation Bookshelf. This bookshelf is evolving so updates will be expected. All publications that make the bookshelf have been peer reviewed. Details in regard to contributor rights for author contributions are summarized from the foundation Terms of Use. A summary for Catalyst convenience and talking points has been compiled in the Extension Foundation Publication Contributor Terms of Use. ❏ This is led by Ashley Griffin, KY. ❏ Market research, and/or strategic messaging strategies are provided as needed for projects to better understand their audiences and increase participation in their program. Market research, media audits and strategic communications are a part of this accelerating strategy. The marketing and communication Key Informant service works with projects to identify strategies for better connecting with your target audiences, assessing digital presence, assististing with creative projects, and helping equip teams with skills and tools needed for successful audience engagement and marketing and communication campaigns. ❏ This is led by Aaron Weibe, NC and Melanie Pugsley, TX. ❏ Partnership and Development Partnership and Development works with fellows and projects by assisting with early partner development for co-creation of ideas and implementation where possible. This effort seeks to develop partners for early stage co-creation and long term support of the project. Projects develop case statements during the year to be ready for partnership development beyond the NTAE Project year. Partnership and development strategies help strengthen teams effectiveness for fostering new partnerships and innovations ❏ Prepares teams to engage with key organizations, and successfully cultivate new funding opportunities. ❏ Empowers NTAE Teams to develop new program possibilities, new funding and new partnerships ❏ Identifies and shares funding opportunities through grant resources ❏ Elevates projects at the national level through internal (to CES) and external organizational collaborations. ❏ This is led by Megan Hirschman, MI and Hellina Tadesse, NY. ❏ Evaluation and Evidence Based Programming is embedded in each project to help ensure impact data is gathered about the outcomes of the project itself. Evaluation for understanding growth and development of a project is expected learning of each project. NTAE Team projects/programs that are demonstrating Evidence-based Programming (EBP) to be shared with CES through an ePub publication. Publishing will also consider how integration of digital engagement strategies can enhance these publications, and to

incorporate any digital content/assets created through work with the Marketing and Communications and Program Design and Educational Technology. A systematic approach guided the evaluation support for year 3 that began with each team’s Impacts Worksheet submitted during application. From a team’s initial worksheet, in combination with catalysts input and project evolution with Key Informants, the Impacts Worksheet will be updated to guide project evaluation. ❏ Support is provided to each team in developing their evaluation methods and instruments with input from evaluation specialists used as reviewers (ie: peer reviewers) to hone these methods and instruments for implementation. Key Informants work with teams in evaluation and bring in assistance and reviewers as needed, based on speciality, to fine tune instruments and methods for collection. The process of pairing teams with evaluation specialists with appropriate expertise may be expanded whereby assignments to specific teams may occur based on evaluation needs. ❏ This is led by Ashley Griffin, KY, Marie Ruemenapp, MI and Paulina Velez, OK. ❏ Grant Reporting and Administrative Support is provided by Tira Adelman, NC and Brenna Kotar, TX.

An Extension Implementation Toolkit for the Diabetes Prevention Program

Fellow: Vanessa Da Silva, University of Arizona Roadmap

Fellow Report: ● Meeting - w Aaron, Chuck, and team - 12.02.21 ● Meeting - w team only 12.13.21 ● Meeting - w team, catalysts and key informants 12.13.21 ● Meeting - team, catalysts 01.11.22 ● Meeting w Karl, Chuck, Rick - Leadership 01.31.22 ● Interview w Rose - 02.02.22 ● Meeting w Hellina, Rick, Chuck, Vanessa 02.07.22 ● Meeting - NTAE monthly catalyst, w Hellina, Rick, Chuck, Tira, Vanessa, Zena, Carlin, Jennifer, Soghra 02.08.22 ● Meeting – Karl, catalysts, team – 02.14.22 (scheduled) Karl will conduct some team-building activities to clarify everyone’s role and contributions to the project 2.7.2022 & 2.23.2022: Zena Edwards meeting with WSU Extension Health Economist (Bidisha Mandal) to find a way to use the NDPP Impact Toolkit ( Diabetes Prevention Impact Toolkit - Diabetes Toolkit (cdc.gov)) calculator for estimating Extension program (county, state or national level) health savings based on actual program outcomes. Still a work in progress but determined the “Employer” option is likely best: Diabetes Prevention Impact Toolkit: Employer Input Dashboard - Diabetes Toolkit (cdc.gov). This could be a valuable tool for Extension professionals with well established programs. 12.21.2021 & 1.31.2022: Jennifer, Soghra and Zena met to develop a “Case for Preventing Diabetes” draft similar to the page on AMA website. ● NHOC Session accepted! Our session will be on Fri May 6th at 9:30am. ● Had a group meeting with all key informants to tell them about our project and learn how they can support us ● Chose sections from our outline to work on, Soghra shared AMA website (DPP toolkit - https://amapreventdiabetes.org) ● Rose interviewed the team and will draft a publication on our project Experience(s) working with your Catalysts and Key Informants: Rick and Chuck have been great. They are responsive and readily available, and their perspective as former Extension administrators enriches our discussions. It is very helpful to have the perspective of Extension professionals who are not as familiar with the Diabetes Prevention Program, and whose objectivity helps clarify our goals.

The key informants have been wonderful to work with, and we are excited about the ghost-writing support.

Anticipated work for the next reporting period (March 1, 2021 - May 31, 2022): ● Draft a one-pager (case statement) on Cooperative Extension Diabetes Prevention Program. Get input from catalysts and key informants. ● Meet with Aaron and Ben to start defining what our website (that will host the toolkit) will look like. Have a working version of the toolkit ready by early May. ● Continue conversations about how to engage Extension leadership and increase support for the DPP in their states. ● Present at NHOC in early May.

Key Informant Services Reports:

Program Design and Educational Technology The Program Design and Education Technology team did not engage with this project team during the second quarter.

Leadership and Leadership Development Team completed the initial Team Health survey based on Google's "Project Aristotle.”

Significant Results: ● Met with project Fellow and assigned Catalysts to plan meaningful leadership development based on overall team needs/goals. Anticipated work for the next reporting period (March 1, 2021 - May 31, 2022) ● Team effectiveness session on "Busy is a Choice" to help discover the secret to concentration is elimination. Digital Publishing and Engagement During the second quarter Rose was in communication with members of the Diabetes Prevention team regularly to move publishing and digital engagement forward. The Fellow Vanessa da Silva was sent publishing prompts and other materials about team services, including an invitation to join the Connect Extension group. The Digital Publishing and Engagement team has reviewed project materials, brainstormed ideas, and has a good understanding of the project. Significant Results: ● Project review and brainstorm by the Digital Publishing and Engagement team with the project team and catalysts. This team would like to have a simple EF-hosted website up and a publication on the shelf prior to their involvement at a national nutrition

conference in early May. ● The Digital Publishing and Engagement team has outlined some digital strategy possibilities with the Fellow and project team. ● The Fellow and project team have received writing prompts and an interview has been scheduled with the team. ● Rose has been in communication with Aaron Weibe regarding the EF hosted website. ● Peer reviewers have been identified Anticipated work for the next reporting period (March 1, 2021 - May 31, 2022) ● Interview the Fellow and project team and begin the “ghostwriting” process ● Additional interviews scheduled as needed ● Begin writing ● Publication draft completed ● Peer review ● Digital content strategy planning ● Website planning and implementation ● Publication timeline has been discussed ● Next meetings have been scheduled Marketing and Communications We connected with this team to explore solutions for implementing the online toolkit. At this time we are meeting with Ben MacNeill for the development of the online toolkit through our Wordpress hosting .

Anticipated work for the next reporting period (March 1, 2021 - May 31, 2022) ● Develop the online toolkit

Partnership and Development The Partnership and Development team had our initial project team meeting and introductions on December 13, 2021. We learned about the project and suggested that our next steps will be to develop a Case Statement document as a starting point for future funding requests. The team also discussed potential funding and partnership opportunities with entities such as the CDC and Extension Directors/Administrators across the nation, and discussed creating a one-page case statement and customized documents for various potential funders and partners.

Anticipated work for the next reporting period (March 1, 2021 - May 31, 2022) ● Case Statement Development ● Work on customized documents to engage potential funders and partners

Evaluation Met with the team on 12/13/21 to follow up on their progress. The evaluation team discussed the importance of developing measures for their short-term outcomes (i.e., self-efficacy for implementing the toolkit). The team will reach out to the evaluation team to schedule a meeting to discuss this. Significant Results: ● Interested in identifying or developing an instrument to measure participants’ self-efficacy to implement the toolkit.

Anticipated work for the next reporting period (March 1, 2021 - May 31, 2022) ● Identify or develop an instrument to measure participants’ self-efficacy to implement the toolkit.

UNH Engagement Hub Fellow: Cathy Leach, University of New Hampshire Roadmap

Fellow Report: ● Fact-finding meetings with the product vendor and: ○ UNH Database Administrators ○ USNH IT Security ○ Go-To Market Sub-group

○ Integrations with current systems, including Destiny One, Salesforce, and Master Calendar 2 ● Additionally:

○ Established vendor CEO and staff next steps ○ Front end design kick-off/planning meeting

○ Beta testing meeting and planning ○ 2 NTAE project update meetings Experience(s) working with your Catalysts and Key Informants:

We have had a lot of support from the catalysts and key informants that we are grateful for.Aaron Weibe, Marketing and Communications, created a Request for Applications (RFA) for marketing research firm assistance. The RFA was posted on the Extension Foundation’s website on February 1. Aaron expects a review of interested firms by the end of February , with work beginning in early March.

Pam Doherty has been workith with Ashley Griffin and Paulina Velez for input on the testing plan evaluation.

At the January meeting, we were joined by Rose Hayden-Smith, and Heather Martin to learn more about process publishing options. Rose provided the writing prompts. The UNH group is interested in this option with some concerns about workload and timeline. NTAE staff outlined how they could help with the process, including possible “ghostwriting.” The UNH team will continue to review the writing prompts and strongly consider this opportunity. Additionally at the January meeting, we talked with catalysts and key informants about the need to help the area of evaluation. Discussion centered around Hub testing, as well as how it interfaces with the upcoming market research work.

Significant Results:

● Completed a testing plan: ○ Who are the testers? Note that the team has lessened their initial testing group

considerably upon further discussion with the vendor. The first round of internal users, including the HUB implementation team. The second round will include more internal, as well as a small-group of 5-10 external testers. ● Creation of input survey ● Vendor creating front-end “wireframe design”. First view meeting is scheduled for Feb 9 ○ Personas are in creation for initial wireframe: youth & families, alumni & community.

Anticipated work for the next reporting period (March 1, 2021 - May 31, 2022) ● Hub design ● Testing/Evaluation ● Working with market research firm ● Exploring publication options

Key Informant Services Reports: Program Design and Educational Technology The Program Design and Education Technology team did not engage with this project team during the second quarter. Leadership and Leadership Development Met with team Catalysts & Key Informants to help them support this team while determining next steps for team effectiveness. Significant Results: ● Increased Catalyst/Key Informant understanding of Google's "Project Aristotle" and its 5 aspects of highly effective teams.

Anticipated work for the next reporting period (March 1, 2021 - May 31, 2022): ● Schedule third quarter Team Health survey for the team.

Digital Publishing and Engagement The Fellow and project team met with the Digital Publishing and Engagement team and catalysts to share information about the project, what the Fellow and project team hope to accomplish with publishing and digital engagement, and explore those possibilities. The team discussed writing support and digital engagement services. Significant Results: ● The Digital Publishing and Engagement team met with the project team and catalysts ● Shared writing prompts

● Digital Publishing and Engagement options were discussed, and interest in a “process” publication for reporting and funding was expressed. The team is excited about the publishing options, including ghostwriting services.

Anticipated work for the next reporting period (March 1, 2021 - May 31, 2022) ● Project team will review prompts ● The Publishing/DE team will review RFA that Aaron Weibe provided the team to assess possible linkages/connections for digital engagement. ● Follow up with the team in early February to see if writing services are desired. ○ If writing services are desired, the Publishing/DE team will begin that process with the team sometime in early to mid March. Marketing and Communications We met with this team in January 2022 to understand how we can best assist with the implementation of the digital Engagement Hub. It was determined that the project needed further insights on its audience and to build different audience personas for future marketing and targeting efforts. In February, an RFP was issued on our website and sent directly to 16 marketing and market research firms to secure services for this project.

Anticipated work for the next reporting period (March 1, 2021 - May 31, 2022) ● Complete review of proposals ● Contract with marketing or market research firm ● Begin market research and development of audience personas

Partnership and Development The Partnership and Development team did not engage with this project team during the second quarter. Evaluation Met with the team on 01/19/2021. The team requested evaluation support to review the survey for the initial group of users of the Hub. Significant Results: ● Reviewed the questions drafted by the team to evaluate the initial group’s (beta users) perceptions of the HUB. Anticipated work for the next reporting period (March 1, 2021 - May 31, 2022): ● Provide support for refinement of the evaluation instruments as needed. ● Define with the group how the evaluation team can support their efforts without interfacing with the research that the marketing firm will do.

Oklahoma Master Irrigator Program Fellow: Sumit Sharma, Oklahoma State University Roadmap

Fellow Report: During the current period, we pressed on marketing the program through various marketing tools. Our registration count for the program stood at 19 and we had representation from all targeted counties but 2.

The first session of the master irrigator program was conducted successfully on January 31st.

Experience(s) working with your Catalysts and Key Informants: The catalysts were very helpful with marketing strategies. We also worked on writing a story about the program. Significant Results: ● We have achieved a significant number of our target participants and from all the counties that we had targeted. Two counties where we did not get participants from do not have major irrigation operations. ● The program was started. At the end of the program, we will know how many acres of irrigated and dryland that we have impacted. Anticipated work for the next reporting period (March 1, 2021 - May 31, 2022) During the next reporting period, all sessions of the Oklahoma Master Irrigator Program will be completed. We will have a report on the impact of the master irrigator program. Depending on how the growing season goes, we should be able to start planning for the next master irrigator program. Key Informant Services Reports: Program Design and Educational Technology The Program Design and Education Technology team did not engage with this project team during the second quarter. Leadership and Leadership Development Met with team Catalysts & Key Informants to help them support this team while determining next steps for team effectiveness. Significant Results: ● Increased Catalyst/Key Informant understanding of Google's "Project Aristotle" and

its 5 aspects of highly effective teams.

Anticipated work for the next reporting period (March 1, 2021 - May 31, 2022): ● Schedule third quarter Team Health survey for the team.

Digital Publishing and Engagement The Digital Publishing and Engagement team met with Sumit twice during this reporting period. The initial interview for the ghost-writing process occurred 12/21. Fellow has provided materials to the Digital Publishing and Engagement team to support the ghostwriting process. Strong potential to incorporate digital engagement in epub. Update email sent to Fellow 1/10/22. There is an excellent publishing opportunity to help share the model and “grow” the program both in Oklahoma and in neighboring states. Digital engagement support will be helpful in expanding the program both within Oklahoma and across state boundaries. Significant Results: ● The Fellow has provided program materials to the Digital Publishing and Engagement team ● Ghostwriting services have been accepted ● Initial interview for the ghostwriting process was conducted ● Peer reviewers were identified ● Writing process has begun.

Anticipated work for the next reporting period (March 1, 2021 - May 31, 2022): ● Draft of publication produced ● Peer review conducted

Marketing and Communications Beginning in December, the Extension Foundation supported this team by contracting with Farm Journal Trust in Food to conduct an immediate advertising campaign to target individuals in counties in southwest Oklahoma. The Foundation developed all the creative products in less than 8 hours for the campaign and Farm Journal delivered the campaign from December 28th until January 18th, 2022 through text messages, email, social media ads, search and display ads, and across Farm Journal's AgWeb and other proprietary platforms. Oklahoma State University had capacity to conduct the training and provide incentives for up to 25 people. Significant Results: ● The advertising campaign was a success. Prior to implementing the campaign, there were only 2 participants registered. ● After implementation, 19 participants from the targeted counties participated in the

training session and became eligible to receive incentives provided by Oklahoma State University and are poised to adopt best practices.

Anticipated work for the next reporting period (March 1, 2021 - May 31, 2022): ● Compare data between Oklahoma State University and Farm Journal to understand which channel(s) or strategies were most effective in generating participation. ● Work with the project Fellow to publish a paper for Cooperative Extension outlining the process taken, the campaign itself, and the results so this can be duplicated by other Extension programs. Partnership and Development The Partnership and Development team did not engage with this project team during the second quarter. Evaluation The evaluation team met with the project’s fellow and the evaluation specialist from Oklahoma State University. The program’s evaluation plan was revised, as well as the pre-program survey.

Significant Results: ● Revised evaluation plan for the program. ● Refinement of the pre-program survey.

Anticipated work for the next reporting period (March 1, 2021 - May 31, 2022): ● Provide feedback to a revised post-program survey. ● Review data collected from pre and post-surveys from spring of 2022 meetings. -Provide additional evaluation support to the expanded evaluation plan as needed.

New American Farmer

Fellow: Jeff Young, University of Kentucky Roadmap

Fellow Report: No information is available for this quarter as this project is currently on hold status.

Key Informant Services Reports:

Program Design and Educational Technology No information is available for this quarter as this project is currently on hold status. Leadership and Leadership Development No information is available for this quarter as this project is currently on hold status.. Digital Publishing and Engagement No information is available for this quarter as this project is currently on hold status. Marketing and Communications No information is available for this quarter as this project is currently on hold status.

Partnership and Development No information is available for this quarter as this project is currently on hold status.

Evaluation No information is available for this quarter as this project is currently on hold status.

Project Demeter

Fellow: Andrew “Drew” Carson, University of the District of Columbia Roadmap

Fellow Report: ● The Soil-based course is nearing completion, with the first of 8 sessions reviewed and uploaded to Campus site. Initial course will be synchronous and should launch in early March. The asynchronous version of this course will follow in summer. ● The Soilless course is in early development, essentially at the gathering materials stage. Although in theory we should benefit from existing materials previously developed, these materials appear to be insufficient in current form to create a complete course from. We nevertheless hope to launch this course in early March and then keep up with development across its 8 sessions. The asynchronous version of this course will follow in summer. ● We have obtained internal funding sufficient to pay for development of the remaining 3 courses. We are pursuing 2 main options for hiring developers/instructors: 1) discussion with staff from Virginia State University; 2) if possible, hiring former staff from CAUSES now working in the local area (having to check with UDC HR and Legal about this). We would seek to launch the courses on a rolling development basis as with the other two courses (essentially pilot programs), with asynchronous versions of the courses to be completed in the summer. ● Introduction to Urban Farming, a one-session course that introduces students to the urban farmer certification program. Design phase completed. Expected to launch in early March 2022 as a synchronous course, to be transformed to an asynchronous course by May 2022. Market research interview for food app completed. Experience(s) working with your Catalysts and Key Informants: Catalysts have been very helpful in providing encouragement to keep the project progressing. We have not made enough progress in our marketing initiatives to take advantage of KIs in that area, but this should follow in late Quarter 2 and Quarter 3. We should have more availability for KIs in educational technology in Quarter 3 and Quarter 4. Anticipated work for the next reporting period (March 1, 2021 - May 31, 2022): ● Market research interviews to be shared with Aaron Weibe for support in revision. ● Launch synchronous courses for Introduction to Urban Agriculture, Soil-Based Systems, Soilless Systems. ● Contracting for developers to complete Food Safety, Waste Management and Composting, and Agribusiness and Marketing courses

● Complete development and launch of remaining courses in the urban farmer certification program. Obtain evaluation data to suggest ways to improve the courses as they develop into asynchronous courses. ● Complete market research interviews for urban agriculture and food apps. ● Hire instructional design staff and begin the process of creating asynchronous courses in Articulate Storyline 360/Moodle. ● Connect with Black Farmers group in the DC region for interest in participating in the asynchronous certification program. ● Develop YouTube videos to begin developing a subscription base that could later convert to become participants in the asynchronous certification program. ● Create presence on the UDC CAUSES website in support of the urban farmer certification program, with links to support registration and to learn more about the program and Project Demeter.

Key Informant Services Reports:

Program Design and Educational Technology The Program Design and Education Technology team did not engage with this project team during the second quarter. Leadership and Leadership Development Met with team Catalysts & Key Informants to help them support this team while determining next steps for team effectiveness. Significant Results: ● Increased Catalyst/Key Informant understanding of Google's "Project Aristotle" and its 5 aspects of highly effective teams. Anticipated work for the next reporting period (March 1, 2021 - May 31, 2022) ● Schedule third quarter Team Health survey for the team. Digital Publishing and Engagement The Digital Publishing and Engagement team did not engage with this project team during the second quarter. Marketing and Communications The Marketing and Communications team did not engage with this project team during the second quarter.

Partnership and Development Discussed potential funding and partnership opportunities

Anticipated work for the next reporting period (March 1, 2021 - May 31, 2022): ● Start drafting a one-page case statement for exploring partnership and funding opportunities. Evaluation The Evaluation team did not engage with this project team during the second quarter.

Remote Online Initiative

Fellow: Paul Hill, Utah State University Roadmap

Fellow Report: I appreciate the accountability that has been baked into this NTAE project experience. I am gaining a clearer perspective on how I need to lead my team from training(s) with Karl Bradley and the use of the Team Health Survey. I also recently completed one of the deliverables from my project, the pitch video of the Remote Online Initiative (ROI) program for potential affiliates. I am currently working on the onboarding plan and introductory presentation content for new affiliates . Program pitch video: https://usu.box.com/s/1zbmm7ocztxzk3wn8o8e7s5bhswql8ml Experience(s) working with your Catalysts and Key Informants: My catalysts are amazing. They gave me a great idea to use some of my existing affiliates to record video content of their experience working with the ROI program and provide feedback on the curriculum. I plan to follow through on this idea, but they offer more than just good ideas. They have a great deal of wisdom and they inspire me to challenge myself. Karl is amazing and is such a great guide for me in my leadership journey right now. Molly is helping me through the Program Center Stage webinar. It's hard to make use of all the resources. Significant Results: ● Working with the University of Kentucky as a potential affiliate. They are a finalist for the Build Back Better federal funding through the Economic Development Administration (EDA) and plan to use funding for a remote work training program for people in rural counties with plans to use the ROI program for curriculum. My goal is to have 10 program affiliates by August 2022. Anticipated work for the next reporting period (March 1, 2021 - May 31, 2022) ● I plan to have the first draft of my ROI affiliate program onboarding plan done and an introductory presentation outline of content. Key Informant Services Reports: Program Design and Educational Technology The Program Design and Education Technology team did not engage with this project team

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