Progress 04/01/16 to 03/31/17
Outputs
Target Audience:Wholesome Wave's FINI project supports the development, implementation and expansion of nutrition incentive programs through training and technical assistance, resources, data reporting and evaluation tools, and sub-grants for incentive program costs. While we originally committed to working in 17 states and DC, in Y2, we have added two more states (Connecticut, where we are developing a statewide network and program, and Tennessee, which we reach through a Virginia partner), for a total of 19. Our three target audiences include: Community-based partners: Wholesome Wave is now working with 30 partner organizations (sub-recipients) in 19 states and DC. These organizations represent 51 community-based organizations implementing programs at 567 direct-to-consumer markets, including farmers markets, CSAs, and mobile market stops. Sub-recipients receiving technical and financial assistance included: AZ: Heirloom Farmers Markets CT: End Hunger CT! DC: Community Food Works (also in Virginia), FRESHFARM Markets, GA: Wholesome Wave GA HI: Kohua Kalihi Valley Comprehensive Family Services LA: Abita Spring Farmers Market ME: Maine Farmland Trust (acting as statewide lead) MO: Farmers Market of the Ozarks, Webb City Farmers Market NE: No More Empty Pots NH: New Hampshire Food Bank (acting as statewide lead) NJ: City of Jersey City NV: On the Ranch Farmers and Artisan Market OH: Green Umbrella, Ohio State University Extension--Cuyahoga County, SID Public Services Association PA: Fair Food Philly RI: Farm Fresh Rhode Island TN: Appalachian Sustainable Development (also in Virginia) VA: Appalachian Sustainable Development (also in Tennessee), Arcadia Center for Food and Agriculture, City of Alexandria, Community Food Works (also in Washington, DC), Fairfax County Park Authority, Four Mile Run Farmers Market, George Washington Regional Commission, LEAP for Local Food, Williamsburg Farmers Market VT: NOFA-VT (acting as statewide lead) WI: Fondy Food Center WV: Eastern Area Health Education Center SNAP consumers: Wholesome Wave sub-recipients recorded 65,781 unique transactions involving SNAP expenditures that generated incentive dissemination. Using a pre-determined formula that assumes that the number of unique customers is equal to 36% of all market transactions, we calculated that these transactions represented 22,822 SNAP consumers, a 155% increase over Y1. We further estimate that these individuals were buying food for 94,285 individual household members. Small- and mid-sized farms: There were a total of 6,381 SNAP-eligible producers selling products at markets implementing nutrition incentive programs under this FINI project in Y2; 3,326 were fruit and vegetable producers. In addition to these three original target audiences, Wholesome Wave has also begun disseminating project findings to public health professionals, researchers and academics, to add to the existing evidence base on the positive health, food security, and behavior change impacts of SNAP incentive programming. Most of these professionals were reached through presentations at the 144th APHA conference October 29 to November 2, 2016, in Denver, CO. Changes/Problems:Wholesome Wave experienced staff turnover in the middle of the year, which made us rethink plans for multiple site visits to sub-recipients for in-person technical assistance. We ended up scaling back travel plans and providing more technical assistance through remote sessions over phone and e-mail, and through webinars. What opportunities for training and professional development has the project provided?During Y1, there were few opportunities for professional development, as Wholesome Wave staff was focused on program launch and the needs of our sub-recipients. This year, however, staff became more efficient at contracting and financial management. Moreover, after the FM Tracks program underwent a substantial improvement, staff spent significantly less time assisting sub-recipients with data collection and cleaning. As a result, staff members had more time to improve their own skills in building and managing incentive programs. Moreover, Wholesome Wave hired a manager with over 20 years of experience in marketing to oversee the development and deployment of a comprehensive marketing campaign for incentive programs. In addition to developing the You SNAP, We Match marketing campaign, this manager trained other managers on how to adapt a marketing campaign and identify channels to reach SNAP customers. The project also generated a multitude of networking opportunities with program operators and other stakeholders interested in affordable access to healthy food. Additionally, the training and technical assistance provided through this grant has facilitated extensive professional development opportunities for individuals working with our sub-recipient partners. How have the results been disseminated to communities of interest?Wholesome Wave communicates with the national network, including FINI sub-recipients, and shares best practices and other findings through a list serv and a newsletter. The list serv's popularity continued to grow, finishing Y2 with 589 subscribers who made a total of 207 posts. Sample topics included SNAP-Ed Partnerships, examples of voucher design, nutrition incentive implementation at CSA's, partnerships between farmers markets and the faith community, models for providing transportation to markets, the FINI program's impact on sales and customers, and ideas for city financing of SNAP programs. We continued to send our newsletter to all national network members, including FINI sub-recipients as well as organizations not covered under our FINI contract. Open rates for newsletter e-mails ranged from 20% to 45%, while click-through rates averaged 10.8%. To share our results with other practitioners in the field, we prepared or published several publications, in collaboration with external researchers sub-contracted under FINI. For details, please see the "Products" section of this report. YR 1 results were also disseminated at WW's Transforming Food Access Summit in January 2016, where Dr. Darcy Freedman (Case Western Reserve University) presented on FM Tracks as part of a panel discussing new technology, and Dr. Allison Karpyn (University of Delaware) presented YR 1 outcomes from the Randomized Controlled Trial. We also presented preliminary research findings at the American Public Health Association (APHA) Conference in November 2016. Wholesome Wave organized a panel with Dr. Karpyn and three other FINI grantees, to present Y1 RCT results along with findings from Washington, Philadelphia, and Michigan. Dr. Freedman also gave a presentation on adoption of FM Tracks as a mechanism for public health practitioners to evaluate federal benefit incentive programs. Citations for these presentations are provided in the "products" section. What do you plan to do during the next reporting period to accomplish the goals?During Y 3, we will add an additional sub-recipient to this project, the Rural Advancement Foundation International - USA in North Carolina. With this addition, our project will reach 20 states and Washington, DC. We will continue to rely on the technical assistance tools and materials we have created to build sub-recipient capacity, and create new tools as necessary or requested by sub-recipients. Work with organizations implementing statewide networks (stage 3 and 4 sub-recipients) will be more tailored to specific needs in each state Stage 3 networks: In New Hampshire, Maine, and Ohio, where statewide networks are established, we will focus on creating increasingly efficient program implementation and significant program growth. Data from YRs 1 and 2 will help to drive decision-making around program promotion and design. Much of our work will focus on planning for program sustainability beyond the conclusion of the FINI project, including building and maintaining partnerships at the state, regional and local levels to build awareness and support for incentive programming. Capacity building work will include streamlining and building efficiencies into statewide program administration. Strategies will be different in each state, but will include: developing standardized applications for new markets (OH); finalizing a statewide communications plan (NH); and implementing consistent pre-season trainings (ME). We will continue to convene quarterly meetings with each network, focusing on governance and shared activities while building brand recognition for statewide programs (Granite State Market Match, Maine Harvest Bucks, and Ohio Produce Perks). We will also roll out the newly finalized YSWM campaign in New Hampshire, Ohio, and Virginia to attract new SNAP customers, using strategies such as direct mail and paid social media. In Connecticut, where the network is not as established, we will spend YR 3 continuing to build the statewide program on the foundation of strong local programs already operating across the state. Strategies will include: Promoting the new statewide brand using the YSWM campaign. Developing a structure for the statewide program led by End Hunger CT! and building EHC!'s capacity to administer and coordinate the statewide incentive program. Develop Network Operating Procedures (NOPs) to guide collaboration and program development. Provide training and technical assistance in all areas as needed to strengthen existing and new program models; include a special focus on data collection and reporting. Continue to build state, regional and local-level partnerships to build the awareness and support for incentive programming vital to program sustainability. Plan for program sustainability beyond the end of the FINI project. Virginia includes many strong, established programs at participating markets. Over YR 3, we will build on these programs to create a viable network structure that will sustain and grow incentive programming over the long term, focusing specifically on building the capacity of statewide "hub" organizations. We hope to complete the process of appointing two network leads to share responsibility for day-to-day operations. The Local Environmental Agriculture Project (LEAP for Local Food), based in the Roanoke and Southwest Virginia region, will act as fiscal sponsor, while Virginia Community Food Connections (VCFC), a new non-profit based in Fredericksburg, will act as coordinator, convener and marketing lead. Wholesome Wave will work with network leads to further formalize their infrastructure by developing NOPs, forming an advisory board, standardizing on-boarding for new markets, and more fully engaging operators from Washington, DC and eastern Tennessee. We will also leverage the Virginia Fresh Match (VFM) brand and marketing campaign in a minimum of 20 farmers markets, build strong relationships with state, regional and community stakeholders that are vital to long-term sustainability, and begin raising collective funds to support incentive programs across the state. In all, the Virginia Fresh Match Nutrition Incentive Network aims to increase SNAP sales from new and existing customers by 20% at farmers markets in Virginia. Stage 4 networks (in Vermont, Rhode Island, and Georgia), will continue to receive support as necessary, aimed at further expanding program reach and efficiency, adding new markets, and implementing new outreach strategies. To assist in marketing and outreach, these three states will also have access to YSWM campaign materials. We will also work with networks to cultivate stronger state-level partnerships to enhance outreach and use of best practices. On a more macro level, we will take every opportunity to network statewide program lead organizations with one another so they can learn from each other's success. Randomized Controlled Trial (RCT): The final round of data collection will begin in July 2017. University of Delaware researchers will implement this round with markets in New York City, complete the final outcomes analysis, and prepare a manuscript on the impact of different incentive ratios on fruit and vegetable consumption and purchasing, for publication. We will also continue to develop the baseline paper on preliminary RCT results that was submitted to Health Affairs in April, following peer review.
Impacts
What was accomplished under these goals?
Wholesome Wave (WW) has increased incentive budgets for nearly every sub-recipient. Our application predicted our incentive ratio would reach 60%; we now anticipate it will reach 70% by project end. Obj. 1: Deploy nutrition incentive programs 567 farm-to-market outlets (82 CSAs, 130 mobile market stops) redeemed $1,178,676 in SNAP and $776,876 in fruit and vegetable incentives, increasing 67% and 44% respectively over YR1. We have reached over 75% of our goal to generate $4 million in SNAP and incentive sales over 3 years. We estimate these transactions represented 23,822 unique SNAP shoppers reaching 94,285 household members. The program benefited 6,381 SNAP-eligible farmer vendors, including 3,326 fruit and vegetable farmers-- 52% and 39% respective increases over YR1. Objective 2: Build capacity WW continued to build sub-recipient capacity to increase impact, reduce administrative costs, and increase the proportion of budgets funding incentives. WW used sub-recipient or market-specific analyses of performance to set YR2 goals. WW continued to build out the Online Resource Library and add value to toolkits and training resources created in YR1. Sub-recipients continued to access training tools and other resources and receive in-person technical assistance. All FINI markets had access to WW's Community of Practice, including a national listserv of over 500 subscribers, and received licenses for the FM Tracks data collection and reporting system. Stage 1 and 2 sub-recipients: Activities Capacity building for these least experienced sub-recipients, operating in 1 to 5 sites, focused on toolkit provision, webinar trainings, and one-on-one remote technical assistance. Accomplishments: Sub-recipients doubled their impact between YR 1 and 2, from $67,150 in incentive sales; in Y1, 43% of their overall budgets went to fruit and vegetable incentives, in Y2, 70% of their budgets went to incentives. Stage 3 sub-recipients: Activities Stage 3 sub-recipients focused on developing statewide programs. With each, WW held regular (usually monthly) technical assistance calls, and assisted statewide leads and individual program operators by phone and e-mail as needed. We also developed a marketing campaign, known as You SNAP, We Match (YSWM) for all statewide programs to use. Technical assistance focused on strategic growth, efficient program administration, outreach, data collection, and state-specific needs. Accomplishments: On average, the impact of sub-recipients building statewide networks grew more from YR1 to YR2 than that of other sub-recipients, in SNAP sales (97% vs. 45%), incentives redeemed (79% vs. 18%), number of outlets (64% vs. 11%), and number of individuals reached (95% vs. 54%). Below are specific accomplishments by state: Connecticut: End Hunger Connecticut! was a new sub-recipient in YR2. WW completed an assessment of the state's incentive programs, and opportunities for statewide program alignment, coordination, and growth. We then began establishing statewide program infrastructure. Programs generated $32,701 in SNAP and $29,343 in incentive sales. Ohio: WW unified 4 programs under the statewide Produce Perks brand, and worked with 3 organizations to organize the OH Nutrition Incentive Network Steering Committee. We developed branding guidelines and network operating procedures (NOPs). From YR1 to YR2, OH's incentive sales grew from $47,948 to $74,378. New Hampshire: Statewide lead NH Food Bank (NHFB) has taken over most day-to-day operations for the NH Nutrition Incentive Network, and programs operate under the unified Granite State Market Match (GSMM) brand. WW and NHFB leveraged GSMM for statewide outreach through partnerships with NH's SNAP agency and SNAP-Ed program. We completed development of NOPs and developed network subcommittees on governance, sustainability, and outreach. GSMM grew 37%, from $41,279 to $56,800 in year-to-year incentive sales. Maine: Program operators have united under the statewide ME Harvest Bucks brand, operated by several organizations forming the Maine Local Food Access Network under sub-recipient Maine Farmland Trust. The network cultivated outreach partnerships with Healthy Maine Partnerships, ME SNAP-Ed, and hunger relief organizations, and finalized NOPs and branding guidelines. From Y1 to 2, incentive sales grew 94%, from $68,442 to $107,514. Virginia: VA formed a statewide network infrastructure under the name VA Fresh Match, operating across the state and in DC and eastern Tennessee. WW worked with sub-recipients throughout VA while cultivating potential network leaders LEAP for Local Food and VA Community Food Connections, who will share opeartional responsibility. Network committees completed and ratified vision, mission, and values statements, and laid out roles for hub, regional, and member organizations. Year over year incentive sales grew by 135%, from $62,078 to $145,990. Stage 4 sub-recipients are fully functioning networks with successful statewide programs, including Farm Fresh RI, NOFA-VT, and Wholesome Wave GA. They receive financial and technical assistance as needed, and work with WW to test program innovations and best practices. Their incentive sales reached $408,145 in Y2. Objective 3: Randomized Controlled Trial WW is conducting process and outcomes evaluations. The goal of the process evaluation, conducted through WW's partnership with Case Western Reserve University (CWRU), is to understand market, community, and program design factors influencing SNAP use at farmers markets. We implemented a Farmers' Market Inventory (FMI) tool (adapted from the NEMS), and interviewed market managers and at least 3 key stakeholders at 9 markets. CWRU will disseminate a full report in June 2017. We will also co-develop a toolkit combining data analysis and case studies to describe best practices for increasing SNAP sales and incentive utilization. The Outcomes Evaluation is a Randomized Controlled Trial (RCT) to identify optimum incentive levels for maximizing fruit and vegetable purchase and consumption. The RCT began in September 2015, and includes participants from WW-funded markets and markets in FL and NY City funded through separate FINI projects. To date, 18,610 dietary screener survey invitations have been e-mailed or texted to SNAP shoppers enrolled in the study, asking about fruit and vegetable consumption over the last month and assigning a monetary ratio for SNAP matching for the calendar month (e.g., $2 for $1 EBT spent). 29% (N=5,458) of these surveys were completed. In YRs 1 and 2, 2,587 individuals participated in the RCT. Results below are preliminary and represent baseline data. Demographics: Gender: 82.8% female; 17.2% male Race/ethnicity, 77.52% White, 9.8% African-American, 3.5% Asian/Pacific Islander, 4.1% American Indian. 9.37% also identified as Hispanic. Age: Majority (63.8%) aged 18 to 47. 81.8% (n=2027) were food insecure; 61.74% were overweight or obese (BMI ≥ 25). More than a quarter (26.07%) stated they had fair or poor health; 36.51% reported they had diabetes or high blood pressure. On average, participants spent $176.20 per month on fruits and vegetables in total grocery shopping (not just farmers markets), comprising 45.37% of total expenditures on food and drink. Males consumed 3.48 cups of fruits and vegetables per day; females consumed 2.94 cups. On average, adults aged 18-47 consumed about 3.10 cups of fruits and vegetables per day; adults 48-67 consumed 2.93 cups; adults 68+ consumed about 2.87 cups. The sample as a whole consumed about 3.03 cups per day at baseline. 3,058 incentives were issued through the survey's randomization process; they were redeemed 3,917 times. (Incentives could be used more than once.) Of the 2,587 consumers who won incentives, 1,598 redeemed the vouchers at least once. Consumers with incentives spent an average of $64.49 at each farmers market visit.
Publications
- Type:
Journal Articles
Status:
Published
Year Published:
2017
Citation:
Freedman, DA, Hunt, AR, Merritt, KE, Shon, EJ, Pike SN. Dissemination of Technology to Evaluate Healthy Food Incentive Programs. American Journal of Preventative Medicine 2017; 52(3S3). http://www.sciencedirect.com/science/article/pii/S0749379716303932
- Type:
Journal Articles
Status:
Submitted
Year Published:
2018
Citation:
Article on baseline fruit and vegetable consumption of farmers market SNAP shoppers using FINI incentives has been submitted to Health Affairs, and is under review. Citation not yet available. (Year published: 2018 is an estimate.)
- Type:
Conference Papers and Presentations
Status:
Other
Year Published:
2016
Citation:
Freedman, D, Merritt, K, Shon, J, Jennings, E, Pon, J, Hunt, A. Adoption of Technology to Evaluate Nutrition Incentive Programs at Direct-to-Consumer Markets throughout the United States. Oral Presentation, 144th American Public Health Association Conference, Denver, CO, 2016.
- Type:
Conference Papers and Presentations
Status:
Other
Year Published:
2016
Citation:
Karpyn, A, Hunt, A, Fillon, N, Tracy, T, Humphrey, L, Merritt, K, Xie, Y. Incentivizing Produce Purchases at Farmers Markets: Y1 Results. Oral Presentation, 144th American Public Health Association Conference, Denver, CO, 2016.
- Type:
Conference Papers and Presentations
Status:
Other
Year Published:
2016
Citation:
Evaluating Nutrition Incentive Programs Impact on Fruit and Vegetable Consumption and Access Among SNAP Shoppers. Panel Presentation, 144th American Public Health Association Conference, Denver, CO, 2016.
|
Progress 04/01/15 to 03/31/16
Outputs
Target Audience:Through this FINI project, Wholesome Wave (WW) supports the development, implementation and expansion of nutrition incentive programs in 17 states and DC through in-person and remote technical assistance, trainings, resources, data reporting and evaluation tools, and sub-grants. Our technical assistance and sub-grants are designed to build the capacity of partner organizations to implement nutrition incentive programs at direct-marketing sites and serve SNAP consumers. Our three target audiences include: Community-Based Partners: Wholesome Wave is working with 28 partner organizations in 17 states and DC, representing 40 community-based organizations implementing nutrition incentive programs at 266 direct-to-consumer markets, including farmers markets as well as 12 CSAs and 5 mobile markets. (We originally proposed work with slightly more partners; however, several of these organizations chose to work together under one sub-contract, reducing the number of sub-contractors without reducing the FINI program's overall reach.) Community-based partners received the technical and financial assistance necessary to implement high-quality, high-impact programs, which reached as many SNAP consumers as possible. They included: AZ: Heirloom Farmers Markets GA: Wholesome Wave GA HI: Kokua Kalihi Valley LA: Abita Springs Farmers Market ME: Maine Farmland Trust (acting as statewide lead for a network including Cultivating Community, Food AND Medicine, Maine Federation of Farmers Markets, Maine Organic Farmers and Gardeners Association, St. Mary's Nutrition Center) MO: Old North St. Louis Restoration Group, Webb City Farmer Market NB: No More Empty Pots NV: On the Ranch Farmers and Artisan Market NH: New Hampshire Food Bank (acting as statewide lead for a network including Cheshire County Conservation District, City of Lebanon, Local Foods Plymouth, Merrimack County Conservation District, Organization for Refugee and Immigrant Success (ORIS), Seacoast Eat Local, UNH Cooperative Extension Coos County) NJ: City Green, City of Jersey City OH: Cincinnati Health Department, OSU Extension Cuyahoga County, SID Public Services Association PA: Fairfood Farmstand RI: Farm Fresh Rhode Island VT: NOFA VT VA: City of Alexandra Old Town Farmers Market, Fairfax County Park Authority, FRESHFARM Markets, Four Mile Run Market, Local Environmental Agriculture Project (LEAP), Williamsburg Farmers Market WV: Eastern Area Health Education Center WI: Fondy Food Center Washington, DC: Arcadia Food, Inc., Community Food Works SNAP Consumers: Wholesome Wave sub-recipients recorded 39,579 unique transactions involving SNAP expenditures that generated incentive dissemination. By comparing trends among markets using FM Tracks to track >80% of customers through individual IDs, we determined that the number of unique customers was equivalent to 36% of all market transactions and, using this multiplier, calculated that these transactions represented 14,248 unique SNAP consumers. We further estimate that these individual consumers are buying food for 44,169 household members. Small and Mid-Sized Farms: There were a total of 3,709 SNAP-eligible producers selling products at markets implementing nutrition incentive programs under this FINI project; 1,915 were fruit and vegetable producers. Changes/Problems:We faced the following challenges in our first year, and are making adjustments to adapt and overcome them as we embark on our second year. New Jersey: Not ready for a statewide program We originally planned to work with City Green in New Jersey to organize a statewide network similar to the ones in New Hampshire, Maine, Virginia, and Ohio. However, over the course of this first year and completion of the statewide assessment, it became clear to both us and City Green, that the markets they were working with were not ready to launch nutrition incentive programs. They were not yet at the stage where they could operate successful and robust nutrition incentive programs, let alone support a statewide network capable of growth. Responsive change: We are still determined to organize a total of five statewide networks of program over the three years of our FINI grant. We are thus adding the state of Connecticut, where a number of thriving nutrition incentive programs already operate, to our roster of FINI programs. (WW helped launch many of these programs and has supported them informally for several years.) Working with End Hunger CT as a statewide lead, we will help these disparate, but thriving, initiatives form a cooperative statewide network and program. (We are currently in communication with USDA about officially adding CT as a target state.) Midseason Program Launch: The majority of our sub-award programs operate seasonally, as their operations are tied to growing seasons in the Northeast and Midwest. The timing of the contracting process between WW and NIFA, and between WW and the respective sub-contractors, meant programs were not able to launch until at least June 15. For many programs, this meant a shortened season of operation. Change in YR2: WW is reissuing contracts for YR2 sub-contractors in March 2016 to ensure that all organizations are able to execute contracts in time for a full market season. Site Recruitment: With the award announcement and confirmation of funding occurring so close to the launch of the farmers market season, many sub-contractors were challenged to onboard the number of sites they had committed to during the FINI application process. As a result we had a lower number of sites implementing the program than we anticipated for YR1. Change in YR2: As discussed, issuing YR 2 contracts in March will help to alleviate this issue. We may add additional organizations to our roster of FINI sub-contractors. Technology Pilot: FM Tracks, which WW piloted during YR 1, was a brand new data collection and reporting app and website. However, the software developer did not deliver the system in time for program launch in June. The release of FM Tracks to over 200 markets was therefore delayed until July 20, 2015-- the middle of the program implementation period for nearly all sub-contractors. While accompanied by multiple webinars, a toolkit, and six staff people available for technical assistance, this timing meant that market managers had to implement the system at a time when their markets are busiest. Many were unable to switch to a new system at that point, and continued to rely on pen-and-paper data collection, entering data into the online portal in manually at a later point. Additionally, as a pilot technology, the system had inevitable "bugs" that were only discovered upon dissemination. While system glitches were resolved promptly, they nevertheless caused challenges for some users. Change in YR2: WW worked with Prototype 1, FM Tracks software developer, to resolve all system "bugs" by September 2015. We have also developed new features to make the system more user-friendly (such as ability to capture redemptions by vendor, a streamlined unique customer ID field, and enhanced reporting features), which will be released in April 2016. Finally, we developed a series of trainings that we have been giving at farmers market manager conferences and on site-visits in winter 2016 to ensure all participating FINI sites are comfortable and adept at using the system. Subawardee Changes: Through the FINI project, WW is now working with partners across the country, whose capacities vary widely. A number of the subawardees are new members of WW's National Nutrition Incentive Network with whom we have never had contractual relationships. Others are long time members who have never worked with federal grants. One sub-contractor, Old North St. Louis Restoration Group in Missouri, has decided to decline YR2 funds because they may dissolve as an organization. City Green in New Jersey is also declining YR 2 funds due to internal capacity deficiencies and inability to meet goals for SNAP sales and incentive distribution they had set for themselves. Change in YR2: Old North St. Louis Restoration Group and City Green have both completed their contractual obligations for YR1, and will not be renewing their contracts for YR 2. Statewide Program Development: New Jersey was one of the five states within which WW proposed to develop a statewide program. As City Green is no longer participating in FINI, we are left with only one operating sub-contractor in New Jersey, operating only in Jersey City. We do not believe it is feasible to develop a statewide program under these conditions. Change in YR2: WW is vetting new states for readiness, capacity, budget, and stage of program development to consider development of a statewide program. Preliminary investigation suggests that Wisconsin and Connecticut both have potential. Connecticut is not currently included in WW's FINI project; we are discussing this situation with NIFA. What opportunities for training and professional development has the project provided?While professional development is not considered a component of this grant, Wholesome Wave staff members have gained extensive experience in the areas of program management, grant administration, technical assistance provision, community management, network-building and facilitation and resource development. The project has also generated a multitude of networking opportunities with program operators and other stakeholders interested in affordable access to healthy food. Additionally, the training and technical assistance provided through this grant has facilitated extensive professional development opportunities for individuals working with network members. How have the results been disseminated to communities of interest?This was the first year of a three-year project, and we have only begun collecting the data that will inform our program evaluation and the first-ever Randomized Controlled Trial of nutrition incentive levels. However, we are taking every opportunity to disseminate and publicize training tools and other resources that will help build the capacity of incentive program operators, through the list serv and our network newsletter (both of which are discussed above, under "Accomplishments".) Since April 2015, the newsletter has maintained a steady average open rate of 46 percent - more than double the non-profit industry standard. Our click-through rate (the percentage of readers who click on links within the newsletter) is 14 percent, more than five (5) times the industry standard. Over the past nine months, the number of newsletter subscribers has increased 63%, from 158 to 258. Our newsletters have highlighted ten FINI partners who exhibit the growth, capacity, diversity, and innovative capacities that can further improve the quality and reach of local programs. What do you plan to do during the next reporting period to accomplish the goals?During this first year, we focused on organizing the network of program operators and completing the training and technical assistance materials described in the "Products" section. Additionally, we made some important progress toward building the capacity of community-based network members, facilitating the launch of a number of programs and expand the reach of many more. In the second year, we will rely on the tools we have already created to continue to build capacity for our 28 partners in 17 states, relying on the capacity ladder to gauge their progress. We will also continue to create new materials as necessary. Additionally, we are planning to add the state of Connecticut to our roster of participating states, and will be sub-contracting with End Hunger CT! as a statewide lead, similar to our arrangements with New Hampshire Food Bank and Maine Farmland Trust. For the RCT, we have expanded our recruitment efforts and will have over 60 markets participating (an approximately 50% increase from Year 1). We will extending data collection rounds to increase participation rates and survey response rates, using the lottery system we have already tested. We expect that preliminary analysis of this data will be available by the end of Year 2.
Impacts
What was accomplished under these goals?
Publications
- Type:
Other
Status:
Other
Year Published:
2016
Citation:
None
|