Progress 09/01/22 to 08/31/23
Outputs
Target Audience:Greene County, Missouri is composed of both urban and rural spaces with approximately 300,000 residents. Webster County has approximately 40,000 residents. Socially disadvantaged military veteran farmers in these counties face many challenges in their agricultural careers including (1) limited access to land, markets, capital, and necessary inputs; (2) critical shortage of relevant, culturally, and linguistically appropriate hands-on training and technical assistance in the areas of basic crop farming, business, marketing, and financial practices; (3) lack of access to pertinent USDA programs and information regarding assistance/cost-share programs (USDA, MDA, etc); (4) absence of long-term training, so that those involved can see the benefits of taking part in ongoing best practices and skills training; and (5) limited availability of trained community members within existing farmer networks who can share information as peers. Beginning farmers are more likely than established farmers to be young, female, college-educated, and ethnically and racially diverse according to the Agricultural & Applied Economics Association. Although several programs exist to support farmers of all kinds (including loan, conservation, and disaster assistance programs), farmers (particularly military veterans and those from racial and ethnic minority populations who have traditionally been excluded from these programs) need sustained outreach and assistance to access these programs in order to improve, expand, and strengthen their farming operations. According to data from the Economic Policy Institute, cities with small populations of racial and ethnic minorities (in comparison to the rest of the nation), particularly in the Midwest, experience higher rates of wage and wealth inequality and are more likely than other groups to suffer from structural inequities (resulting in fewer opportunities and less resources) than in cities with large minority populations. According to US Census data (2018), white residents represent nearly 20% more of Webster County's population and nearly 15% more of Greene County's demographic profile than the US national average as a whole. In addition, Census data identifies non-white farmers as about 2.3% and 1.1% of producers in Greene and Webster Counties, respectively. Agricultural producers with military service represent approximately 10% of all farmers, and new and beginning farmers are almost half of all farmers in these counties. These numbers point to the pressing need to connect underrepresented and underserved farmers and communities with agricultural career support. All of the activities in the project (including training session content) is designed to meet the challenges and needs of military veterans and transitioning service population members (particularly those that may be socially disadvantaged). Fifty will receive training and outreach. In addition, career coaching efforts will connect military program participants with USDA, FSA, NRCS, and other veteran service resources available through these and other local organizations. Evaluation efforts among farm incubators also emphasize intensive mentorship as a best and promising practice. Many similar efforts across the country (including SCG USDA grant evaluation data) have noted the benefits (including increased retention) of longer mentorship opportunities and with smaller numbers of apprentices. In addition to providing training sessions, hands-on demonstrations, and career coaching to the target population, the project will select 6 farmer assistants and 6 military veteran farmer apprentices over the course of 3 years who will receive intensive mentoring over the grant time frame. The SCG apprentice model allows apprentices to pass through various stages of education and development from novice to skilled farmers, with the end opportunity of purchasing SCG acreage for their farming efforts and/or opportunities to connect with "Legacy Farms" in the area. "Legacy Farms" refers to a farm succession planning strategy for individuals who have graduated from SCG's farmer incubator to lease land from local landowners and retiring farmers whose farmland is being unused. Apprentices in SCG programs also often serve as trainers to SCG garden and farm volunteers both during and after their apprentice participation. Changes/Problems:
Nothing Reported
What opportunities for training and professional development has the project provided?Please see goals section above. How have the results been disseminated to communities of interest?Upon funding, an internal evaluation plan was created in partnership with an Advisory Board that is composed of key stakeholders (including those being served by project activities) to ensure that program outcomes and impacts are being collected, reported, and disseminated. Part of the evaluation process in Year One included a required Common Output Tracking Form, as well as program satisfaction surveys, and project updates from SCG Administration. Throughout the duration of the grant, a number of readily available tracking forms and surveys wereused to assess amount of food that wasgrown, the number of individuals that received high yield training, the results of outreach efforts, increases in the amount of food grown,and the positive changes seen both in individuals who are eating healthier and a community that is working together. Surveys and interviews were collected with project participants, other participants within other grant programs, and an analysis of local project and organizational partnerships in the effort to create and sustain a hyper local food hub and create viable agricultural careers (particularly for disadvantaged populations). Based upon the evaluation activities conducted, workshops and outreach measures have been found to be effective for participants. Farmers continually and consistently reported the workshops being very helpful and enjoyed the hands-on aspect of the workshops. Workshops on types of farming, such as goat farming and flower farming, offer nuanced and applicable farmer-to-farmer education. Farmers continually reported that the programming and hands-on training/mentorship was effective and that the techniques and practices can be implemented at their farms. Participant farmers' knowledge of financial practices, business and aid opportunities, and USDA programs has also improved. Farmer participants have reported that site visits and talking with SCG staff have helped them better understand the programs offered by the USDA and allowed them to reach out and make connections with people working there. Workshop evaluation forms in the short term also demonstrate over 75% of participants indicating an increase in knowledge gained for those attending workshops. Overall, farmers weresatisfied with the knowledge gained from programming and wereexcited to continue learning new concepts and techniques to implement at their own farms. Overall, the project has been considered to have met its objectives. Evaluators also collected longitudinal data on the impact of farmer assistant and apprentice efforts on agricultural career and growing goals through interviews and surveys. Grant project Year 1-3 information is provided in the final grant report. What do you plan to do during the next reporting period to accomplish the goals?This report represents the 3rd and final year of the grant project. The final grant report provides areas of future programming interest. Other grant related and organizational updates for Year 3 include: Additional Programming to Address Food Insecurity: A 10 year partnership with Ozarks Food Harvest has allowed SCG to distribute over one million pounds of fresh produce to food insecure families throughout the metropolitan Springfield area. Thus far in 2023, over 7,000 volunteer hours maintained the gardens and distributed approximately 200,000 pounds of free produce impacting over 7,000 food insecure households. SCG is also currently participating with Community Partnership of the Ozarks (CPO) in the implementation of a USDA LFPP-A grant that will also serve thousands of food insecurity households. CSA Program Expansion and Sales: The SCG CSA at Amanda Belle's Farm in partnership with CoxHealth established in 2021 as of October, 2023 has 66 participants. Sales for CSA's in our area have continued to increase since COVID-19 and SCG project staff are assisting established beginning farmers who are aggregating for the first time and providing vegetables and flowers to fill orders. This has provided opportunities for SCG farmers and apprentices to make new connections and network which is expected to continue to benefit and impact grant activities. Springfield Community Gardens has volunteer work days for individuals and groups available on a consistent basis at many of the community garden locations. All of these volunteers through exposure gain a better understanding of SCG programming, the importance of a local food system and the career choice possibilities of becoming a farmer. Several have gone through the internship program and have then been hired by SCG for the farm incubators. A CSA for low income and SNAP eligible participants was established in 2022 and with the assistance of a USDA Community Food Project grant and CoxHealth. In partnership with the State of Missouri Department of Agriculture, this project has not only reduced food insecurity among food insecure households but also among University students at Missouri State (MSU). Through the project, excess SNAP eligible CSA produce boxes are donated to the MSU Bear Food Pantry. Volunteer Efforts: Volunteer efforts are central to the success of SCG's community gardens and all programming. In 2023 to date, 400 volunteers contributed over 5,800 volunteer hours to farm and garden activities. Many garden locations offer weekly or bi-weekly work days open for the public and Missouri State University Service-Learning students through a partnership with the Missouri State Office of Citizenship and Service-Learning. Students electing to enroll in a service-learning course complete a minimum of 40 service hours over the course of the semester in which they are enrolled. SCG also continues to partner with the STAR Nurse ladder program. The goal of the STAR Nurse Ladder Program is to encourage nurses and employees to give back to their community by completing service hours. The nurses are awarded bonuses at the end of the year based upon the number of hours that they complete. STARLadder nurses average a total of 40 service hours every 6 months. Before the COVID-19 pandemic, the community gardens were hosting community work days as well as community events such as barbecues, potlucks, game nights, and community meetings. As COVID-19 became more prevalent in 2020, many of the in-person events transitioned to be over Zoom. Over the last two years, SCG has worked at rebuilding and reinstating in person events, including an annual ' 'GardenPalooza" fundraiser that occurred on October 7, 2023. Internship Program Expansion:In March 2021, SCG began a 4-week unpaid, hands-on training and curriculum based, internship program that offers eight modules covering topics related to regenerative agriculture techniques. A second tier internship (intern level II) provides 16 week internship material in regenerative and sustainable agriculture. The two tier internship program received additional federal support for its sustainability through the EPA Environmental Justice Grant program for Fall 2022/2023, the USDA Socially Disadvantaged Farmer and Rancher program in 2022, and the EPA Environmental Problem Solving Grant program for 2024. The two tiered internship program (open to anyone in the general public) is offered from March until October except for the month of August. Twenty eight interns have graduated thus far since the inception of the internship program. In addition to project outreach efforts, the two tier internship programs serve as a catchment pool for SCG apprentices and stakeholders such as the principal and curriculum creator for the new Darr Agriculture school. Two have graduated into other SCG programming and become apprentices and one of the apprentices has since been promoted to the SCG packshed manager.General knowledge about market farming techniques and regenerative agriculture are vital to the success of the SCG and supportive AGVets grant programming. Ozarks Folk-Life Festival and The Smithsonian Digital Stories Project: While not funded by grant project, SCG is participating in the Smithsonian Digital Stories project that will capture the agricultural history and culture of the Ozarks region. In partnership with the Missouri Humanities Council and the Missouri State Center for Ozarks Poverty Research, the project will collect the stories of indigenous, underserved, immigrant, socially disadvantaged, veteran, and experiences of individuals of color as well as beginning farmers (the population served by this grant project). SCG was a primary exhibitor at the Ozarks Folk Like Festival sponsored by the Smithsonian in Washington DC in late June and early July, 2023. SCG presented on local food systems, native and indigenous crops, as well as participated in panel discussions on urban food system renewal. Other Farmer/Partner/Collaboration: Several meetings were reported with partnerships/partners during this reporting period. Communications with the Kansas City Food Hub have continued to open up new opportunities for local southwest Missouri farmers to expand their market across Missouri. SCG also continues to reach out to a variety of new partners regarding possible collaboration. This year such efforts included meetings with Springfield Public Schools, MO Humanities Council, and locally owned grocery stores and restaurants. Springfield Community Gardens was featured in a Missouri Humanities council film entitled Won't You Feed My Neighbor. The community project was also featured in the PBS Emmy award winning series A Taste of History. The project director was given Most Influential Women award by Springfield Business Journal which brought more region-wide attention to SCG's efforts to provide support for new farmers and re-build a local food system using asset-based community development and a whole systems approach to alleviating food insecurity. SCG's efforts and vision for local agriculture and food access are highlighted and have been adopted in the city's comprehensive master plan, Forward SGF 2040.
Impacts
What was accomplished under these goals?
Objective 1: Identify 50 socially disadvantaged, new or beginning military veteran farmers over the course of 3 years to participate in training sessions and education (approx 17 per year); select 6 farmer assistants and 6 farmer apprentices to participate in intensive farmer training over 3 years. Updates: Throughout the grant timeframe, SCG had one farm Assistant who was promoted from apprentice, one Farm Assistant who was a veteran who was an apprentice and fulfilled the role for one year and then was promoted to Farm Assistant (this individual is no longer serving with SCG). Another project farm assistant, a veteran was promoted to Project Coordinator. There was an additional Apprentice slot filled towards the end of the grant year. As communicated with the USDA, the overage in the budget line for year one was because the Apprentice was hired late and partial funding for the second apprentice was moved into the supply and infrastructure line of the budget to fill those overages for year one. All assistants, apprentices and interns participated in hands-on training. Two unpaid veteran interns, one who is a person of color recruited from the veterans affairs office at Missouri State University were also a part of project activities in year 1 and 2 additional interns who are also veterans participants in the SCG formal internship program in 2022. SCG also hired veteran Bill Blair to lead the E. Stanford site and veteran Joe Errante became the American Indian Center garden co-leader (located on the Drew Lewis Foundation and at the SCG market garden site) in Year 2. In years 1-3, 60 veterans participated in either hands-on coaching or SCG regenerative, sustainable, organic farming, or business planning workshops, with 3 veterans receiving consistent coaching and mentoring including farm visits in Year 3. Objective 2: 75% of participants will increase their knowledge of organic farming systems and marketplaces; 40% of participants will implement practices learned in training sessions; 75% of participants will increase their knowledge of agricultural business and financial management practices; 40% of participants will implement practices learned in training sessions; Host 8 training sessions each year; Each participant will receive 20 hours of one-on-one mentoring, case management, and technical assistance each quarter; Each farmer assistant and farmer apprentice will receive 30 hours of one on one mentoring from the lead farmer each week. Updates: Ten training sessions each year occurred during year 1 with 2, with 8 training sessions in Year 3. Each training participant (N= 7 unduplicated in Year 3) received 20 hours of one-on-one mentoring, case management, and technical assistance each quarter and each farmer apprentice received 30 hours of one on one mentoring from the lead farmer each week. Eleven unduplicated participants received some sort of coaching for some period of time during Year 3. Surveys results for Year 3 demonstrate that SCG programming has increased knowledge exponentially for participants and assistants/apprentices, most have an interest in implementing these practices further, and are increasing in knowledge related to aspects of business management and farm administration. As reported in Year 2, SCG has found that on site farm visits greatly increases participation and reduces barriers as does acting as a liaison with various USDA or other resources offices as well as increases success and grant/loan/incentive (for example) outcomes. One on One Training Sessions AGVets Year 3 One-on-one Training Trainers: SCG Staff Farmers & MU Extension Patrick Byers Number in Attendance 9/14/22 Cover Crops 6 10/19/22 Crop Planting 7 12/21/22 Mushroom Production 6 2/22/23 Bee Farming 8 3/29/23 Grafting 8 5/10/23 Growing Berries 8 6/7/23 Tomato Grafting 4 7/12/23 Biological Pest Control 7 Objective 3: 75% of participants will increase their knowledge of USDA programs and services; 25% of participants will apply for USDA programs or other local resources; 25% of participants who apply to USDA programs will be approved. Updates: SCG averages 4-5 contacts with unduplicated veterans interested in information about resources and programs each month, with over 6 communications with grant partnerships each month, including the USDA and other local, state, regional, and national offices and programs. SCG has provided information to each of these connections representing information that was not known prior to participants. Throughout the grant time frame, 4 program participants have applied for USDA/FSA funding opportunities and other resources. For example, one participant, Paul and Nede Chateauvert have been farming in Texas County, MO since 1997. They began gardening a 50x50 ft bed of organic vegetables and have since grown to two acres of specialty crops, including three high tunnels for year round growing. In addition to specialty crops, the Chateauvert keeps bees. In October 2020, SCG supported them through the USDA grant application process, winning them an NRCS EQIP high tunnel and relief from the 1st COVID relief package in March 2021 and in Year 2, SCG has assisted Paul in Certified Naturally Grown certification and the development of elderberry syrup as a value added product. Paul is a military veteran. SCG also provided resources and connections to the USDA to various veterans, including Caroline and Ryan Runion in Billings, MO in Christian County. In year 3, significant efforts were taken with a veteran in obtaining their farm number with the FSA and exploring USDA loan options. Objective 4: The project will primarily recruit military veterans or transitioning service members residing in or returning to rural communities in Greene and Webster Counties. Updates: Outreach efforts have assisted in reaching 77 veterans in Years 1-3 with the assistance of project partners. An Army officer from Fort Leonard Wood, Ruger Pearson was assigned to SCG in Year 2 as a grants manager. In addition, SCG connected with the MSU Veterans Office that will provide referrals to the program and as noted in the Year 1 report, the Missouri Jobs Center was approached and agreed to partner with SCG and refer Veterans to our programs throughout the grant time frame. In addition, SCG staff has also attended events at Wellness for Warriors, the American Legion, and Veterans Upward Bound program informing attendees of SCG programs and furthered communication with the VA. Also in Year 2, SCG staff connected with 'Veterans Coming Home' to donate excess CSA produce as available. In Year 3, SCG connected with a veteran, Rev. Bryce Lockwood, who is offering land access to a beginning farmer. The SCG internship and apprenticeship program remains a significant source of connection and referral to SCG programs for veterans. Throughout the grant timeframe, SCG sought to work with the VA clinic to promote programming via their veteran contacts, however this relationship was challenging due to their internal policies on promotion of outside programming. Outreach, in particular, remained a challenge for the project that is anticipated to be addressed in future programming and veteran specific grant requests.
Publications
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Progress 09/01/20 to 08/31/23
Outputs
Target Audience:Greene County, Missouri is composed of both urban and rural spaces with approximately 300,000 residents. Webster County has approximately 40,000 residents. Socially disadvantaged military veteran farmers in these counties face many challenges in their agricultural careers including (1) limited access to land, markets, capital, and necessary inputs; (2) critical shortage of relevant, culturally, and linguistically appropriate hands-on training and technical assistance in the areas of basic crop farming, business, marketing, and financial practices; (3) lack of access to pertinent USDA programs and information regarding assistance/cost-share programs (USDA, MDA, etc); (4) absence of long-term training, so that those involved can see the benefits of taking part in ongoing best practices and skills training; and (5) limited availability of trained community members within existing farmer networks who can share information as peers. Beginning farmers are more likely than established farmers to be young, female, college-educated, and ethnically and racially diverse according to the Agricultural & Applied Economics Association. Although several programs exist to support farmers of all kinds (including loan, conservation, and disaster assistance programs), farmers (particularly military veterans and those from racial and ethnic minority populations who have traditionally been excluded from these programs) need sustained outreach and assistance to access these programs in order to improve, expand, and strengthen their farming operations. According to data from the Economic Policy Institute, cities with small populations of racial and ethnic minorities (in comparison to the rest of the nation), particularly in the Midwest, experience higher rates of wage and wealth inequality and are more likely than other groups to suffer from structural inequities (resulting in fewer opportunities and less resources) than in cities with large minority populations. According to US Census data (2018), white residents represent nearly 20% more of Webster County's population and nearly 15% more of Greene County's demographic profile than the US national average as a whole. In addition, Census data identifies non-white farmers as about 2.3% and 1.1% of producers in Greene and Webster Counties, respectively. Agricultural producers with military service represent approximately 10% of all farmers, and new and beginning farmers are almost half of all farmers in these counties. These numbers point to the pressing need to connect underrepresented and underserved farmers and communities with agricultural career support. All of the activities in the project (including training session content) were designed to meet the challenges and needs of military veterans and transitioning service population members (particularly those that may be socially disadvantaged). Original objectives estimated that 50 would receive training and outreach. Cumulative results over the 3 year period demonstrate that 60 received coaching and mentoring, with 77 veterans that wereconnected as a result of SCG and partner agencyoutreach efforts.In addition, career coaching efforts were provided toconnect military program participants with USDA, FSA, NRCS, and other veteran service resources available through these and other local organizations. Evaluation efforts among farm incubators also emphasize intensive mentorship as a best and promising practice. Many similar efforts across the country (including SCG USDA grant evaluation data) have noted the benefits (including increased retention) of longer mentorship opportunities and with smaller numbers of apprentices. In addition to providing training sessions, hands-on demonstrations, and career coaching to the target population, the project provided intensive mentoring to farmer apprentices and farmer assistants over the grant time frame. The SCG apprentice model allows apprentices to pass through various stages of education and development from novice to skilled farmers, with the end opportunity of purchasing SCG acreage for their farming efforts and/or opportunities to connect with "Legacy Farms" in the area. "Legacy Farms" refers to a farm succession planning strategy for individuals who have graduated from SCG's farmer incubator to lease land from local landowners and retiring farmers whose farmland is being unused. Apprentices in SCG programs also often serve as trainers to SCG garden and farm volunteers both during and after their apprentice participation. Changes/Problems:
Nothing Reported
What opportunities for training and professional development has the project provided?Overall, the project was considered to have met its original objectives. Several lessons were also learned during the grant time frame: Farmer and Community Connections:Throughout 2022-2023, evaluators conducted several interviews with farmers that have received consistent assistance through SCG training and coaching in SCG farmer development programs and during the grant time-frame. Overwhelmingly, the vast majority indicated that 'a connection to the farming community' as a significant benefit to SCG programming and activities. This included not only resources, news, and other information impacting Missouri farmers through newsletters or farmer consultants, but also connections with other new and beginning farmer introductions through workshops, internships, and hands-on training. Workshops:Workshop evaluation forms in the short term demonstrate over 75% of participants indicating an increase in knowledge gained for those attending workshops. In 2022 a follow up survey was sent to those who attended at least 2 workshops through the grant project to gauge the ongoing impact of workshops and their usefulness over time. According to responses through July, 2022 (N=5) , 60% of respondents were currently operating a small farm and 60% noted that they were using the information provided from a 2019-2022 workshop daily or weekly with another 20% indicating that they use workshop data monthly. Sixty percent of respondents also indicated that the workshops they attended improve their knowledge on local programs and funding resources such as grants and loans through the USDA. Mentoring and Coaching:Interviews were conducted with those that have received consistent coaching and mentoring through project activities. Among all interviewees, coaching was considered to be very beneficial. For example, Gooseberry Bridge Farms is an emerging farm in Rogersville (just outside of the Springfield metropolitan region). The farm is currently growing food with an emphasis on heritage crop preservation, addressing food insecurity in surrounding rural areas, and making food available year round to the Rogersville community. According to the owners when interviewed by evaluators and a sentiment echoed by several others (including participants in the AGVets program), "SCG helped connect us with a subject matter expert for our orchard, helped with establishing a greenhouse and high tunnel, and held our hand throughout the process. We are thankful." Project Partnerships:Project partnerships remain significant across all SCG farmer development programs (including the AGVets program). Of those AGVets project partners that answered a survey in 2022 rating the quality of partnerships (N=2), On a scale of 1 to 5, partners rated the significance of this partnership for the community, individuals, households at a 4.5 in creating a local food hub, training farmers, reducing food insecurity, or in promoting agriculture careers. Both partners noted that the partnership with SCG is having a positive, long term effect on local food insecurity in the region specifically. One partner reported: "Springfield Community Gardens offers a supportive framework for our collaborative work together - logistical support, a team of passionate knowledge experts as collaborators, and funding to carry out an ambitious and comprehensive program." When asked to share a success story a partner reported: "I partnered early in my Springfield Community Gardens relationship with a beginning farmer, who was soon offered a position with SCG. He went on to become a lead farmer with the team, and I watched him take advantage of professional development opportunities to build his expertise and confidence. He has since gone on to a management role with an urban farm in Springfield, where he continues to help build the local food system of our community." USDA Connections:One original goal of the 2020-2023 grant project included "75% of participants will increase their knowledge of USDA programs and services; 25% of participants will apply for USDA programs or other local resources; 25% of participants who apply to USDA programs will be approved." One particularly significant finding from the 3 year project was the ongoing need for farmers for assistance in filling out USDA assistance, writing skills, or simply navigating the USDA vast system of resources and what they may be eligible for. Many farmers suggested a workshop that might walk through specific applications with interested applicants during the workshop time frame.This would allow for designated space and time to complete applications. In addition, given several factors, including significant backlogs for many government offices in the wake of COVID-19 pandemic that was unforeseeable at the time of the original grant approval and well as some internal USDA staff transitions in the Missouri office, many of those referred to NRCS and USDA offices are awaiting word on grant/cost share approvals. Given this, it is not possible to report on this grant objective at this time although two were approved for FSA numbers, two were approved for CNG, and one was approved for the 'Armed to Farm' program. It is also significant to note that in year two, a free grant workshop (not supported by AGVest funding) in partnership with grant professionals and USDA personnel regarding USDA opportunities occurred for SCG participants and the public and is expected to result in additional local and regional USDA/NRCS grant and cost share program applications, including among local veteran farmers. And over the grant time frame, SCG has referred approximately 50 unduplicated individual farmers (approx 15-20 per year) to USDA/FSA office personnel for grant and resource assistance, USDA/NRCS local representatives have attended SCG workshops and events, and as noted, a virtual funding workshop, connected 34 farmers directly to local FSA and NRCS representatives in the second half of Year 2 for a total of approximately 85+ farmers connected to USDA resources from 2019-2023. Connections to Markets:Of particular significance among all those interviewed that have received coaching with SCG staff and consultants, was the connection to either the SCG CSA or other restaurant markets, including connecting with others. For example,A veteran, Trenton Blair (the son of another veteran, Bill Blair, who is a Farm Manager on SCG staff) is a key volunteer at our East Stanford Community Garden and Farm Incubator. Trenton has been engaging in market sales to a local organic produce grocer. Trenton also has plans to start a new farm in Ozark using the knowledge gained at the East Stanford site working alongside his father. Connections to Land:Various veterans also noted the significance of SCG efforts to connect military veterans with growing plots or land (especially at SCG training sites). Of all those veterans interviewed in 2023, all noted the significant barrier that accessing land often can be for those without family wealth, loan opportunities, and other resources. Participants appreciated the opportunity to train on SCG plots and rent on SCG plots. In Year 3, SCG connected with a veteran, Rev. Bryce Lockwood, who is offering land access to a beginning farmer. SCG is also exploring commercial loans for beginning and veteran farmers that are in need of more options when ineligible for USDA options. How have the results been disseminated to communities of interest?The cumulative report will be made available to the SCG Board, Project Advisory Board, and project partners. What do you plan to do during the next reporting period to accomplish the goals?Farmer Reported Ongoing Challenges:Through the interview process, many farmersnoted ongoing barriers for farmers in the region. These include loans and resource processes, time and skill constraints, as well as difficulty navigating USDA systems. The following barriers will be taken into consideration and guide future SCG programming (including potential workshops and other SCG resources). USDA Loan Eligibility Guidelines: A few interviewees in various SCG farmer development programs noted that the eligibility guidelines for USDA programs, in their view, may not take into consideration the financial backgrounds of those new to agricultural careers (i.e. veterans, formerly incarcerated individuals, under-resourced, or younger populations) and whose credit or financial situation does not allow for significant upfront investment. While some of these barriers may be unavoidable and necessary for cost share/grant risk assessments, it is possible that nonprofits working with a group of under represented farmers (like SCG) could potentially apply for grants that would allow for research, speciality crop resources, and other opportunities on behalf of under served farmers and with SCG financial security, grant management, and administrative capabilities that would provide appropriate reporting and oversight. SCG is currently exploring such opportunities (specifically NRCS opportunities that may be applicable). Time and Skill Constraints: Many farmers noted that the primary barrier to either interacting more with the USDA and/or applying for more grants and resources was time and skill constraints. As discussed above, many noted a lack of confidence in their application writing skills, or simply having the time (particularly in growing seasons) to prepare applications. As also mentioned above, SCG is exploring the possibility of providing more one on one, intensive, assistance in application preparation with eligible farmers. More application technical assistance could have exponential impact in resource distribution to underserved farmer populations. Navigating USDA Resources: Socially disadvantaged farmers in particular noted that they lacked trust and confidence in the current US agricultural system (as established post slavery) and that navigating these systems were often intimidating. Some also discussed 'Cottage laws' and other policies that have been put into place to assist small producers and offset some of the challenges of competing against larger farms and corporations and that such laws are often under threat. Particularly for socially disadvantaged groups, and systems that were not inherently designed to represent them, SCG is understanding how significant intensive assistance with agricultural systems and walking individuals through such systems is in ultimate farm success. This has been particularly true for farmers of color throughout the grant time frame. Securing Missouri Department of Agriculture funding for refrigeration units and teaching workshops for specialty crop storage for two local established farmers has proved to be a trust building experience with the local farm community. Military Specific Challenges/Strengths: Many military veterans noted that the skills, work ethic, and discipline are significant factors in preparing farmers and potential farmers for agricultural careers. Many also noted the significance of effective outreach to military veterans as a significant factor in increasing participation in SCG programming over the long term. As a result, future efforts (described in further detail below) seeks to enhance military outreach and partnership. Future Areas of ProgrammingInterest: In addition to exploring program related outcomes, SCG and evaluators have discussed (in collaboration with several other Foundations and food related evaluators) processes for measuring the long term investment of agricultural education and coaching on regional food supply systems. Given the SCG systems and processes now in place, with the support of the USDA, SCG staff and evaluators are interested in discussing some potential cross research opportunities with the Greene County Health Department and measures that may further quantify the long term impact of programming on food security, food deserts, and the availability of fresh and affordable produce. To design their networks, SCG uses the systems concept approach of guiding principles laid out in the Blue Marble Evaluation method. This approach answers four questions: 1. What food systems transformations are needed and envisioned? 2. Who should engage in transforming food systems? 3. How should the transformation of the food systems be undertaken? 4. What success factors are key to transformative results? Through situation analysis, design interventions, evaluations that are principles-based, and a synthesis of independent dialogues with community members, institutions and city practitioners, SCG is building systems and networks to ensure programming becomes inclusive to underserved farmers, is self-sustaining and not indefinitely or overly dependent on subsidization from private, federal and state funding. With its network of partners including farmers, restaurateurs, city practitioners, institutional buyers, and local residents, SCG provides the community-based structural support necessary for an innovative food access system. Additional Blue Marble evaluation methodology is anticipated to be incorporated into overall SCG organizational methodology in 2023-2024. AGVets Proposal 2024 Summary: SCG, along with a diverse network of project partners, seeks to expand upon this USDA grant award and address this grant's challenges, by applying for another USDA AGVets grant in 2024. The proposed project seeks to enhance both military participant recruitment and retention in SCG programming, hands-on training, as well as provide our tiered career pathways program (that includes hands-on training, curriculum, workshops, internships, mentoring, and wraparound supportive entrepreneurial resources) for an additional anticipated 51 socially disadvantaged (with particular emphasis on racially/ethnically disadvantaged) military veterans in Greene, Christian and Webster counties. Funding for the project is anticipated to leverage Agvets, USDA 2501, BFRDP, CFP, EPA, and multiple local stakeholder existing investments in this model. The project seeks to increase transitioning service member and veteran awareness of the opportunities available to them in agricultural employment, education, and entrepreneurship; increase their understanding how they can contribute and benefit from the food and agricultural sectors and contribute to communities in rural America; connect participants to USDA services and resources; and ultimately contribute to rural economic opportunity by meeting the unique needs of underserved military veteran farmers and those interested in agricultural careers.
Impacts
What was accomplished under these goals?
Objective 1: Identify 50 socially disadvantaged, new or beginning military veteran farmers over the course of 3 years to participate in training sessions and education (approx 17 per year); select 6 farmer assistants and 6 farmer apprentices to participate in intensive farmer training over 3 years. Updates: Throughout the grant timeframe, SCG had one farm Assistant who was promoted from apprentice, one Farm Assistant who was a veteran who was an apprentice and fulfilled the role for one year and then was promoted to Farm Assistant (this individual is no longer serving with SCG). Another project farm assistant, a veteran was promoted to Project Coordinator. There was an additional Apprentice slot filled towards the end of the grant year. As communicated with the USDA, the overage in the budget line for year one was because the Apprentice was hired late and partial funding for the second apprentice was moved into the supply and infrastructure line of the budget to fill those overages for year one. All assistants, apprentices and interns participated in hands-on training. Two unpaid veteran interns, one who is a person of color recruited from the veterans affairs office at Missouri State University were also a part of project activities in year 1 and 2 additional interns who are also veterans participants in the SCG formal internship program in 2022. SCG also hired veteran Bill Blair to lead the E. Stanford site and veteran Joe Errante became the American Indian Center garden co-leader (located on the Drew Lewis Foundation and at the SCG market garden site) in Year 2. In years 1-3, 60 veterans participated in either hands-on coaching or SCG regenerative, sustainable, organic farming, or business planning workshops, with 7veterans receiving consistent coaching and mentoring including farm visits in Years 1-3. Objective 2: 75% of participants will increase their knowledge of organic farming systems and marketplaces; 40% of participants will implement practices learned in training sessions; 75% of participants will increase their knowledge of agricultural business and financial management practices; 40% of participants will implement practices learned in training sessions; Host 8 training sessions each year; Each participant will receive 20 hours of one-on-one mentoring, case management, and technical assistance each quarter; Each farmer assistant and farmer apprentice will receive 30 hours of one on one mentoring from the lead farmer each week. Updates: Ten training sessions occurred during Year2, with 8 training sessions in Year 1 and Year 3. Each training participant (N =9 unduplicated in Year 1; N=14 unduplicated in Year 2; and N= 7 unduplicated in Year 3) received 20 hours of one-on-one mentoring, case management, and technical assistance each quarter and each farmer apprentice received 30 hours of one on one mentoring from SCGfarmers each week. Surveys results for Years 1-3 demonstrate that SCG programming has increased knowledge exponentially for participants and assistants/apprentices, most have an interest in implementing these practices further, and are increasing in knowledge related to aspects of business management and farm administration. As reported in Year 2, SCG has found that on site farm visits greatly increases participation and reduces barriers as does acting as a liaison with various USDA or other resources offices as well as increases success and grant/loan/incentive (for example) outcomes. Objective 3: 75% of participants will increase their knowledge of USDA programs and services; 25% of participants will apply for USDA programs or other local resources; 25% of participants who apply to USDA programs will be approved. Updates: SCG averages 4-5 contacts with unduplicated veterans interested in information about resources and programs each month, with over 6 communications with grant partnerships each month, including the USDA and other local, state, regional, and national offices and programs. SCG has provided information to each of these connections representing information that was not known prior to participants. Throughout the grant time frame, 4 program participants have applied for USDA/FSA funding opportunities and other resources.For example, one participant, Paul and Nede Chateauvert have been farming in Texas County, MO since 1997. They began gardening a 50x50 ft bed of organic vegetables and have since grown to two acres of specialty crops, including three high tunnels for year round growing. In addition to specialty crops, the Chateauvert keeps bees. In October 2020, SCG supported them through the USDA grant application process, winning them an NRCS EQIP high tunnel and relief from the 1st COVID relief package in March 2021 and in Year 2, SCG has assisted Paul in Certified Naturally Grown certification and the development of elderberry syrup as a value added product. Paul is a military veteran. SCG also provided resources and connections to the USDA to various veterans, including Caroline and Ryan Runion in Billings, MO in Christian County. In year 3, significant efforts were taken with a veteran in obtaining their farm number with the FSA and exploring USDA loan options. Objective 4: The project will primarily recruit military veterans or transitioning service members residing in or returning to rural communities in Greene and Webster Counties. Updates: Outreach efforts have assisted in reaching 77 veterans in Years 1-3 with the assistance of project partners. An Army officer from Fort Leonard Wood, Ruger Pearson was assigned to SCG in Year 2 as a grants manager. In addition, SCG connected with the MSU Veterans Office that will provide referrals to the program and as noted in the Year 1 report, the Missouri Jobs Center was approached and agreed to partner with SCG and refer Veterans to our programs throughout the grant time frame. In addition, SCG staff has also attended events at Wellness for Warriors, the American Legion, and Veterans Upward Bound program informing attendees of SCG programs and furthered communication with the VA. Also in Year 2, SCG staff connected with 'Veterans Coming Home' to donate excess CSA produce as available. In Year 3, SCG connected with a veteran, Rev. Bryce Lockwood, who is offering land access to a beginning farmer. The SCG internship and apprenticeship program remains a significant source of connection and referral to SCG programs for veterans. Throughout the grant timeframe, SCG sought to work with the VA clinic to promote programming via their veteran contacts, however this relationship was challenging due to their internal policies on promotion of outside programming. Outreach, in particular, remained a challenge for the project that is anticipated to be addressed in future programming and veteran specific grant requests.
Publications
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Progress 09/01/21 to 08/31/22
Outputs
Target Audience:Greene County, Missouri is composed of both urban and rural spaces with approximately 300,000 residents. Webster County has approximately 40,000 residents. Socially disadvantaged military veteran farmers in these counties face many challenges in their agricultural careers including (1) limited access to land, markets, capital, and necessary inputs; (2) critical shortage of relevant, culturally, and linguistically appropriate hands-on training and technical assistance in the areas of basic crop farming, business, marketing, and financial practices; (3) lack of access to pertinent USDA programs and information regarding assistance/cost-share programs (USDA, MDA, etc); (4) absence of long-term training, so that those involved can see the benefits of taking part in ongoing best practices and skills training; and (5) limited availability of trained community members within existing farmer networks who can share information as peers. Beginning farmers are more likely than established farmers to be young, female, college-educated, and ethnically and racially diverse according to the Agricultural & Applied Economics Association. Although several programs exist to support farmers of all kinds (including loan, conservation, and disaster assistance programs), farmers (particularly military veterans and those from racial and ethnic minority populations who have traditionally been excluded from these programs) need sustained outreach and assistance to access these programs in order to improve, expand, and strengthen their farming operations. According to data from the Economic Policy Institute, cities with small populations of racial and ethnic minorities (in comparison to the rest of the nation), particularly in the Midwest, experience higher rates of wage and wealth inequality and are more likely than other groups to suffer from structural inequities (resulting in fewer opportunities and less resources) than in cities with large minority populations. According to US Census data (2018), white residents represent nearly 20% more of Webster County's population and nearly 15% more of Greene County's demographic profile than the US national average as a whole. In addition, Census data identifies non-white farmers as about 2.3% and 1.1% of producers in Greene and Webster Counties, respectively. Agricultural producers with military service represent approximately 10% of all farmers, and new and beginning farmers are almost half of all farmers in these counties. These numbers point to the pressing need to connect underrepresented and underserved farmers and communities with agricultural career support. All of the activities in the project (including training session content) is designed to meet the challenges and needs of military veterans and transitioning service population members (particularly those that may be socially disadvantaged). Fifty will receive training and outreach. In addition, career coaching efforts will connect military program participants with USDA, FSA, NRCS, and other veteran service resources available through these and other local organizations. Evaluation efforts among farm incubators also emphasize intensive mentorship as a best and promising practice. Many similar efforts across the country (including SCG USDA grant evaluation data) have noted the benefits (including increased retention) of longer mentorship opportunities and with smaller numbers of apprentices. In addition to providing training sessions, hands-on demonstrations, and career coaching to the target population, the project will select 6 farmer assistants and 6 military veteran farmer apprentices over the course of 3 years who will receive intensive mentoring over the grant time frame. The SCG apprentice model allows apprentices to pass through various stages of education and development from novice to skilled farmers, with the end opportunity of purchasing SCG acreage for their farming efforts and/or opportunities to connect with "Legacy Farms" in the area. "Legacy Farms" refers to a farm succession planning strategy for individuals who have graduated from SCG's farmer incubator to lease land from local landowners and retiring farmers whose farmland is being unused. Apprentices in SCG programs also often serve as trainers to SCG garden and farm volunteers both during and after their apprentice participation. Changes/Problems:
Nothing Reported
What opportunities for training and professional development has the project provided?Goal 2 Updates:Ten training sessions each year occurred during year 1 with 2 training sessions designated for SCG only (see the chart below). Each participant (N= 14 unduplicated in Year 2) received 20 hours of one-on-one mentoring, case management, and technical assistance each quarter and each farmer apprentice received 30 hours of one on one mentoring from the lead farmer each week. Surveys results for Year 2 demonstrate that SCG programming has increased knowledge exponentially for participants and assistants/apprentices, most have an interest in implementing these practices further, and are increasing in knowledge related to aspects of business management and farm administration. SCG has found that on site farm visits greatly increases participation and reduces barriers as does acting as a liaison with various USDA or other resources offices as well as increases success and grant/loan/incentive (for example) outcomes. One on One Training Sessions AGVETS Year 2 One-on-one Training Trainers: SCG Staff Farmers & MU Extension Patrick Byers 09/01/21 Perennial crops with emphasis on trees 09/15/21 Perennial crops with emphasis on berries 11/10/21 Planting elderberries, blackberries, beauty berries to begin a windshield 12/22/21 Crop Planting - For SCG Staff Only 1/4/22 Determining Prices and Pricing 2/22/22 GAP Certification 3/16/22 GAP Certification - For SCG Staff Only 4/20/22 GAP Training at MG 5/18/22 Advanced Tomato Production 6/15/22 Insect Diagnostics & Mgmt Goal 4 Updates:Outreach efforts have assisted in reaching 42 veterans in Years 1-2 with the assistance of project partners. An Army officer from Fort Leonard Wood, Ruger Pearson has been assigned to SCG as a grants manager. His contract started in January, 2022. In addition, SCG connected with the MSU Veterans Office that will provide referrals to the program and as noted in the Year 1 report, the Missouri Jobs Center was approached and agreed to partner with SCG and refer Veterans to our programs throughout the grant time frame. In addition, SCG staff has also attended events at Wellness for Warriors, the American Legion, and Veterans Upward Bound program informing attendees of SCG programs and furthered communication with the VA. Also in Year 2, SCG staff connected with 'Veterans Coming Home' to donate excess CSA produce as available. It is also significant to note that on 11/12/21 SCG scheduled a staff training (veterans included) to go through moral injury training with a new partner, The Moral Injury Institute, to increase awareness and sensitivity when serving veterans.? How have the results been disseminated to communities of interest?Upon funding, an internal evaluation plan was created in partnership with an Advisory Board that is composed of key stakeholders (including those being served by project activities) to ensure that program outcomes and impacts are being collected, reported, and disseminated. Part of the evaluation process in Year One included a required Common Output Tracking Form, as well as program satisfaction surveys, and project updates from SCG Administration. Throughout the duration of the grant, a number of readily available tracking forms and surveys will continue to be used to assess amount of food that is grown, the number of individuals that receive high yield training, the results of outreach efforts, increases in the amount of food grown, the economic impact of the value-added products created by low-income individuals, and the positive changes seen both in individuals who are eating healthier and a community that is working together. As noted in the Year 1 report, in collaboration with lead evaluator Christina Ryder, SCG is in the process of streamlining evaluation processes for all programs and has established procedures for gaining information about knowledge gained from participants over the course of the project timeframe. Part of these efforts also includes overall organizational model and practices evaluation. Surveys and interviews are currently occurring with project participants, other participants within other grant programs, garden leaders, households benefiting from produce distribution, and an analysis of local project and organizational partnerships in the effort to create and sustain a hyper local food hub and create viable agricultural careers (particularly for disadvantaged populations). This will continue to occur with the assistance of 2 Missouri State University Sociology and Anthropology interns throughout the grant timeframe. The results of evaluation efforts will be provided and disseminated to communities of interest at the end of the grant time frame. What do you plan to do during the next reporting period to accomplish the goals?Grant Activity Status Summary As of Year 2: 1. Hire and train Farm Assistants; Select Farm Apprentices: Completed 2. Create internal Advisory Board: Completed 3. Familiarize project staff with current USDA programs and establish coordination, cooperation, and knowledge sharing with local USDA, FSA, and NRCS offices as well as military veteran organizations, and provide cultural sensitivity training:SCG has been in continual communication with USDA staff and loan, grant, and incentive opportunities for program participants and apprentices. During Year 2, survey interviews took place (overseen by the evaluator) among staff (namely lead farmers and to determine the relative and perceived effectiveness and impact of diversity/cultural sensitivity training. Among 5 staff surveyed, all found the training to be 'moderately helpful to helpful' (3 and 4 on a scale of 1 to 5; 5 being extremely helpful). The majority also found the information useful and applicable in work with community members, participants, garden volunteers, or SCG interns. 4. Conduct outreach to veteran farmers in Greene and Webster counties with partnering organizations: In addition to social media and other outreach efforts with local veteran organizations, various recruitment partnerships with the MSU Veterans Office and the Missouri Job Center have occurred that have assisted in project outreach. Fourteen unduplicated veterans received training and coaching in Year 2 (42 have received training and coaching over the first 2 years of the project). 5. Provide farmers with hands-on education and technical assistance on organic and regenerative farming systems, food safety, organic certification processes, market access (including farmers markets, CSAs, and Food Hubs), soil management, business planning, agricultural business, and financial management: Initial feedback survey results demonstrate the SCG programming has increased knowledge exponentially for participants and assistants/apprentices, most have an interest in implementing these practices further, and are increasing in knowledge related to aspects of business management and farm administration, meeting or exceeding projected outcomes for Year 2. Evaluation of workshop feedback and survey data reflects an average of 75% knowledge gained for each workshop cohort. 6. Assist farmers in navigating local networks and resources including Missouri University Extension, USDA Service Centers, and other Greene County agencies. This includes pathways and opportunities after training sessionsand further technical assistance training: Information is being collected among grant participants, however initial data does demonstrate significant increases in knowledge regarding USDA loans, services, and programming. The reason for this is that it takes significant time to create initial trusting relationships and to get prospects to the USDA offices. Many hours per new farmer are spent overcoming the initial apprehension of filling out the documents required. Also, farmers need better business plans before they apply for services to give them confidence and vision. It is anticipated that relationships built more slowly in year one will provide more applications in year 3. In year two, various options were considered that would increase and assist farmers with USDA resources and applications, including a free grant workshop in partnership with grant professionals and USDA personnel regarding USDA opportunities and possibly application specific guidance. It should be noted that paid staff and apprentices increased knowledge and dissemination of USDA programming in the daily course of their activities. 7. Evaluation Activities: Ongoing Moving forward into the last year of the grant project, SCG seeks to continue to make progress on all remaining grant activities - including establishing additional pathways for farmers to build agricultural career reslience. As noted above, long term project outcomes will also be reported in Year 3.
Impacts
What was accomplished under these goals?
Goal 1 Updates:Throughout the grant timeframe, SCG had one farm Assistant who was promoted from apprentice, one Farm Assistant who was a veteran who was an apprentice and fulfilled the role for one year and then was promoted to Farm Assistant (this individual is no longer serving with SCG). Another project farm assistant, a veteran was promoted to Project Coordinator. There was an additional Apprentice slot filled towards the end of the grant year. As communicated with the USDA, the overage in the budget line for year one was because the Apprentice was hired late and partial funding for the second apprentice was moved into the supply and infrastructure line of the budget to fill those overages for year one. All assistants, apprentices and interns participated in hands-on training. Two unpaid veteran interns, one who is a person of color recruited from the veterans affairs office at Missouri State University were also a part of project activities in year 1 and 2 additional interns who are also veterans participants in the SCG formal internship program in 2022. SCG also hired veteran Bill Blair to lead the E. Stanford site and veteran Joe Errante became the American Indian Center garden co-leader (located on the Drew Lewis Foundation and at the SCG market garden site). In years one and two, 42 veterans participated in either hands-on coaching or SCG regenerative, sustainable, organic farming, or business planning workshops, with 3 veterans receiving consistent coaching and mentoring including farm visits through the second year. Goal 2 Updates: ?See Training Section below. Goal 3 Updates:SCG averages 4-5 contacts with unduplicated veterans interested in information about resources and programs each month, with over 6 communications with grant partnerships each month, including the USDA and other local, state, regional, and national offices and programs. SCG has provided information to each of these connections representing information that was not known prior to participants. Thus far, in Year 1 and 2, 3 program participants have applied for USDA funding opportunities and other resources.For example, one participant, Paul and Nede Chateauvert have been farming in Texas County, MO since 1997. They began gardening a 50x50 ft bed of organic vegetables and have since grown to two acres of specialty crops, including three high tunnels for year round growing. In addition to specialty crops, the Chateauvert keeps bees. In October 2020, SCG supported them through the USDA grant application process, winning them an NRCS EQIP high tunnel and relief from the 1st COVID relief package in March 2021 and in Year 2, SCG has assisted Paul in Certified Naturally Grown certification and the development of elderberry syrup as a value added product. Paul is a military veteran. SCG also provided resources and connections to the USDA to various veterans, including Caroline and Ryan Runion in Billings, MO in Christian County. In year two, a free grant workshop (not supported by AGVest funding) in partnership with grant professionals and USDA personnel regarding USDA opportunities occurred for SCG participants and the public and is expected to result in additional local and regional USDA/NRCS grant and cost share program applications, including among local veteran farmers. Goal 4 Updates:See 'Training Section' below. Other Updates: CSA Sales: The SCG CSA at Amanda Belle's Farm for example in partnership with CoxHealth established in 2021 currently has over 75 participants. Sales for CSA's in our area have continued to increase since COVID-19 and SCG project staff are assisting established beginning farmers who are aggregating for the first time and providing vegetables and flowers to fill orders. This has provided opportunities for SCG farmers and apprentices to make new connections and network which is expected to continue to benefit and impact grant activities. Springfield Community Gardens has volunteer work days for individuals and groups available on a consistent basis at many of the community garden locations. All of these volunteers through exposure gain a better understanding of SCG programming, the importance of a local food system and the career choice possibilities of becoming a farmer. Several have gone through the internship program and have then been hired by SCG for the farm incubators. Volunteer Efforts: Volunteer efforts are central to the success of SCG's community gardens and all programming. In 2022 to date, 265 volunteers completed a total of 3,515 volunteer hours. Many garden locations offer weekly or bi-weekly work days open for the public and Missouri State University Service-Learning students through a partnership with the Missouri State Office of Citizenship and Service-Learning. Students electing to enroll in a service-learning course complete a minimum of 40 service hours over the course of the semester in which they are enrolled.Springfield Community Gardens partnered with the CoxHealth STAR Nurse Ladder Program in 2021. The goal of the STAR Nurse Ladder Program is to encourage nurses and employees to give back to their community by completing service hours. The nurses are awarded bonuses at the end of the year based upon the number of hours that they complete. SCG began STAR orientations in March of 2021 and began workdays at the Amanda Belle's Hospital Farm during the summer. STAR Ladder nurses average a total of 40 service hours every 6 months. Internship Program Expansion:. In March 2021, SCG began a 4-week unpaid, hands-on training and curriculum based, internship program that offers eight modules covering topics related to regenerative agriculture techniques. This internship program has received additional federal support for its sustainability through the EPA Environmental Justice Grant program for Fall 2022/2023. The internship (open to anyone in the general public) is offered from March until October except for the month of August. Sixteen interns have graduated thus far since the inception of the internship program. Two have graduated into other SCG programming and become apprentices and one of the apprentices has since been promoted to the SCG packshed manager. Six interns graduated in 2022. 8 are currently enrolled for the next internship period with an additional 16 expected to enroll and complete the training in 2023. In addition to project outreach efforts, the internship is available to anyone in the general public and serves as a catchment pool for project apprentices and stakeholders such as the principal and curriculum creator for the new Darr Agriculture school. General knowledge about market farming techniques and regenerative agriculture are vital to the success of the Agvets grant program. Other Farmer/Partner/Collaboration: Communications with the Kansas City Food Hub have continued to open up new opportunities for local southwest Missouri farmers to expand their market across Missouri. A monthly produce delivery from the SCG food hub to the KC food hub is currently being developed by both parties with the goal of beginning these deliveries towards the end of 2022. This will provide new access to markets for new farmers. SCG also continues to reach out to a variety of new partners regarding possible collaboration. This year such efforts included meetings with Springfield Public Schools, MO Humanities Council, and locally owned grocery stores and restaurants. Springfield Community Gardens was featured in a Missouri Humanities council film entitled Won't You Feed My Neighbor. The community project was also featured in the PBS Emmy award winning series A Taste of History. The project director was given Most Influential Women award by Springfield Business Journal which brought more region-wide attention to SCG's efforts to provide support for new farmers and re-build a local food system using asset-based community development and a whole systems approach to alleviating food insecurity.
Publications
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Progress 09/01/20 to 08/31/21
Outputs
Target Audience:Greene County, Missouri is composed of both urban and rural spaces with approximately 300,000 residents. Webster County has approximately 40,000 residents. Socially disadvantaged military veteran farmers in these counties face many challenges in their agricultural careers including (1) limited access to land, markets, capital, and necessary inputs; (2) critical shortage of relevant, culturally, and linguistically appropriate hands-on training and technical assistance in the areas of basic crop farming, business, marketing, and financial practices; (3) lack of access to pertinent USDA programs and information regarding assistance/cost-share programs (USDA, MDA, etc); (4) absence of long-term training, so that those involved can see the benefits of taking part in ongoing best practices and skills training; and (5) limited availability of trained community members within existing farmer networks who can share information as peers. Beginning farmers are more likely than established farmers to be young, female, college-educated, and ethnically and racially diverse according to the Agricultural & Applied Economics Association. Although several programs exist to support farmers of all kinds (including loan, conservation, and disaster assistance programs), farmers (particularly military veterans and those from racial and ethnic minority populations who have traditionally been excluded from these programs) need sustained outreach and assistance to access these programs in order toimprove, expand, and strengthen their farming operations. According to data from the Economic Policy Institute, cities with small populations of racial and ethnic minorities (in comparison to the rest of the nation), particularly in the Midwest, experience higher rates of wage and wealth inequality and are more likely than other groups to suffer from structural inequities (resulting in fewer opportunities and less resources) than in cities with large minority populations. According to US Census data (2018), white residents represent nearly 20% more of Webster County's population and nearly 15% more of Greene County's demographic profile than the US national average as a whole. In addition, Census data identifites non-white farmers as about 2.3% and 1.1% of producers in Greene and Webster Counties, respectively. Agricultural producers with military service represent approximately 10% of all farmers, and new and beginning farmers are almost half of all farmers in these counties. These numbers point to the pressing need to connect underrepresented and underserved farmers and communities with agricultural career support. All of the activities in the project (including training session content) is designed to meet the challenges and needs of military veterans and transitioning service population members (particularly those that may be socially disadvantaged). Fifty will receive training and outreach. In addition, career coaching efforts will connect military program participants with USDA, FSA, NRCS, and other veteran service resources available through these and other local organizations. Evaluation efforts among farm incubators also emphasize intensive mentorship as a best and promising practice. Many similar efforts across the country (including SCG USDA grant evaluation data) have noted the benefits (including increased retention) of longer mentorship opportunities and with smaller numbers of apprentices. In addition to providing training sessions, hands-on demonstrations, and career coaching to the target population, the project will select 6 farmer assistants and 6 military veteran farmer apprentices over the course of 3 years who will receive intensive mentoring over the grant time frame. The SCG apprentice model allows apprentices to pass through various stages of education and development from novice to skilled farmers, with the end opportunity of purchasing SCG acreage for their farming efforts and/or opportunities to connect with "Legacy Farms" in the area. "Legacy Farms" refers to a farm succession planning strategy for individuals who have graduated from SCG's farmer incubator to lease land from local landowners and retiring farmers whose farmland is being unused. Apprentices in SCG programs also often serve as trainers to SCG garden and farm volunteers both during and after their apprentice participation. Changes/Problems:There were some minor staffing budget changes approved by the USDA for Year 1 as noted in the accomplishments section. Other than this, no major changes occurred in Year 1 or are anticipated for Years 2 and 3. What opportunities for training and professional development has the project provided?SCG has been in continual communication with USDA staff and loan, grant, and incentive opportunities for program participants and apprentices. Project staff are scheduled to be interviewed regarding the effectiveness of USDA and cultural activities throughout October, 2021 and the results of these interviews will be provided in the Year 2 report. In addition to social media and other outreach efforts with local veteran organizations, two meetings with partners in charge of recruitment were conducted. The outcome was positive which included team building and problem solving. The CASL department of MSU is creating a one credit certificate Veterans can receive who are enrolled at MSU for completing our one month internship program. Missouri Jobs Center was approached and agreed to partner with SCG and refer Veterans to the project. 34 veterans total received hands-on training, coaching, or participated in SCG workshops. Surveys are currently being collected among assistants and apprentices however initial results demonstrate the SCG programming has increased knowledge exponentially for participants and assistants/apprentices, most have an interest in implementing these practices further, and are increasing in knowledge related to aspects of business management and farm administration, meeting or exceeding projected outcomes for Year 1. Evaluation of workshop feedback and survey data reflects an average of 75% knowledge gained for each workshop cohort. Information is being collected among grant participants, however initial data does demonstrate significant increases in knowledge regarding USDA loans, services, and programming. The reason for this is that it takes significant time to create initial trusting relationships and to get prospects to the USDA offices. Many hours per new farmer are spent overcoming the initial apprehension of filling out the documents required. Also, farmers need better business plans before they apply for services to give them confidence and vision. It is anticipated that relationships built more slowly in year one will provide more applications in year 2. Covid also slowed one on one farm visits which are vital to our success building trust and sharing opportunities with the USDA. One veteran applied for 2 USDA funding opportunities and received both. For year two, various options are being considered that would increase and assist farmers with USDA resources and applications, including a free grant workshop in partnership with grant professionals and USDA personnel regarding USDA opportunities and possibly application specific guidance. It should be noted that paid staff and apprentices increased knowledge and dissemination of USDA programming in the daily course of their activities. How have the results been disseminated to communities of interest?Other than marketing materials promoting project activities, no results have been shared with the public regarding Year 1 activities at this time.Upon funding, an internal evaluation plan was created in partnership with an Advisory Board that is composed of key stakeholders (including those being served by project activities) to ensure that program outcomes and impacts are being collected, reported, and disseminated. Part of the evaluation process in Year One included a required Common Output Tracking Form, as well as program satisfaction surveys, and project updates from SCG Administration. Throughout the duration of the grant, a number of readily available tracking forms and surveys will continue to be used to assess amount of food that is grown, the number of individuals that receive high yield training, the results of outreach efforts, increases in the amount of food grown, the economic impact of the value-added products created by low-income individuals, and the positive changes seen both in individuals who are eating healthier and a community that is working together. A final report will be created and disseminated at the end of the 3 year project period. What do you plan to do during the next reporting period to accomplish the goals?Specific Year 2 goals are outlined in the sections above.The mission of Springfield Community Gardens is to create community gardens that strengthen neighborhoods where people can grow healthy relationships, food and community. With 17 community gardens, four urban market farms, and a commercial community kitchen that collectively serve thousands located throughout Springfield, SCG envisions a community in which everyone has access to healthy, local food. In addition to supporting new and existing farmers through workshops, apprenticeships and a farmer incubator program; and provide ongoing technical assistance in equipment, agricultural best practices, and other supportive resources (such as USDA and state funding opportunities) for farmers, SCG maintains 17 community gardens that grow produce used to reduce food insecurity in neighborhoods, as well as produce available for donation and sale. Additional SCG efforts provide free education to the public (including elementary school and university students). SCG currently has a staff of 14 including Missouri State University graduate students in social work, biology and agronomy. All of SCG's efforts are intended to support organic, sustainable, and hyper local agriculture in the region, increasing opportunities for community members and farmers to translate skills and knowledge into viable careers. Several other organizational efforts also support, and continue to support, grant project activities: Internship Program Expansion: Several budget adjustments occurred with communication with the USDA as noted, including the number of apprentices in 2020. As noted above, SCG also found the need to change the apprenticeship length to one year in order that farmers receive a more full mentored and educational experience. In March 2021, SCG began a 4-week unpaid, hands-on training and curriculum based, internship program in March 2021 that offers eight modules covering topics related to regenerative agriculture techniques. The internship (open to anyone in the general public) is offered from March until October except for the month of August. As of September 2021, all positions for the 2021 internship and several positions for the 2022 internship have been filled. In addition to project outreach efforts, the internship is available to anyone in the general public and serves as a catchment pool for project apprentices. Evaluation Efforts: In collaboration with lead evaluator Christina Ryder, SCG is in the process of streamlining evaluation processes for all programs and has established procedures for gaining information about knowledge gained from participants over the course of the project timeframe. Part of these efforts also includes overall organizational model and practices evaluation. Surveys and interviews are currently occurring with project participants, other participants within other grant programs, garden leaders, households benefiting from produce distribution, and an analysis of local project and organizational partnerships in the effort to create and sustain a hyper local food hub and create viable agricultural careers (particularly for disadvantaged populations). This will continue to occur with the assistance of 2 Missouri State University Sociology and Anthropology interns throughout the grant timeframe. Garden Volunteer Efforts: Volunteer efforts are central to the success of SCG's community gardens and all programming - encouraging participation and increasing awareness about environmentally sustainable and organic agriculture. In 2019, community garden locations provided 602.60 volunteer hours. In 2020, the community garden locations provided 5,437.40 volunteer hours and between January and August of 2021, the gardens provided 3,924.50 volunteer hours. Many of the garden locations offer weekly or bi-weekly work days open for the public and Missouri State University Service-Learning students. Springfield Community Gardens has a partnership with the Office of Citizenship and Service-Learning at Missouri State. Students electing to enroll in a service-learning course complete a minimum of 40 service hours over the course of the semester in which they are enrolled. Before the COVID-19 pandemic, the community gardens were hosting community work days as well as community events such as barbecues, potlucks, game nights, and community meetings. As COVID-19 became more prevalent in 2020, many of the in-person events transitioned to be over Zoom. Springfield Community Gardens partnered with the CoxHealth STAR Nurse Ladder Program in 2021. The goal of the STAR Nurse Ladder Program is to encourage nurses and employees (some of whom are veterans) to give back to their community by completing service hours. The nurses are awarded bonuses at the end of the year based upon the number of hours that they complete. SCG began STAR orientations in March of 2021 and began workdays at the Amanda Belle's Hospital Farm during the summer. Although workdays for the STAR Ladder nurses were suspended in August due to heat and a rise in COVID cases, Springfield Community Gardens has plans to restart workdays at the end of September 2021. STAR Ladder nurses have completed a total of 66 service hours at Amanda Belle's farm in 2021. Outreach to the Community During COVID-19 precautions: SCG continues to conduct outreach to neighborhoods and communities (some of those residing in neighborhoods are active or retiring military) by providing donated produce (over 7000 pounds of food was donated through June 2021 to neighborhoods through produce distributions), donating seeds (4,200 pounds of seed potatoes and 320 grocery bags full of seeds and onion sets were provided free of charge at distribution sites), and mailing out hundreds of seed packets to promote SCG programming. Heirloom Seed Library Garden: The Heirloom Seed Library Garden, located inside the Midtown Garden, is a seed saving garden in partnership with the Springfield-Greene County Public Library's Heirloom Seed Library. Seeds saved from the Heirloom Seed Library Garden are donated to the Heirloom Seed Library. Springfield-Greene County Library card holders can borrow a variety of vegetable, herb and flower heirloom seeds to borrow with. Borrowers can plant them at home, in a community garden and enjoy their harvest. While it is appreciated, borrowers do not have to save the seeds and return them to the seed library to share with others. This project has expanded throughout 2021 and offered opportunities for community members to start their own gardens in 2021. Readership in Bookends magazine where the events for the Midtown garden are advertised reaches veteran families who are library subscribers.
Impacts
What was accomplished under these goals?
Goal 1: Transitioning service members are aware of opportunities available to them in employment, education, and entrepreneurship Objective 1: Identify 50 socially disadvantaged, new or beginning military veteran farmers over the course of 3 years to participate in training sessions and education (approx 17 per year); select 6 farmer assistants and 6 farmer apprentices to participate in intensive farmer training over 3 years. Updates: Throughout the grant timeframe, SCG had one farm Assistant who was promoted from apprentice, one Farm Assistant who was a veteran who was an apprentice and fulfilled the role for one year and then was promoted to Farm Assistant (this individual is no longer serving with SCG). Another project farm assistant, a veteran was promoted to Project Coordinator. There was an additional Apprentice slot filled towards the end of the grant year. As communicated with the USDA, the overage in the budget line for year one was because the Apprentice was hired late and partial funding for the second apprentice was moved into the supply and infrastructure line of the budget to fill those overages for year one. All assistants, apprentices and interns participated in hands-on training. Two unpaid veteran interns, one who is a person of color recruited from the veterans affairs office at Missouri State University were also a part of project activities in year 1. 28 veterans participated in either hands-on coaching or SCG regenerative, sustainable, organic farming, or business planning workshops, with 1 veteran receiving consistent coaching and mentoring including farm visits through the first year. Goal 2: Transitioning service members and veterans understand how they can contribute and benefit from the food and agricultural sectors, and contribute to communities in rural America Objective 2: 75% of participants will increase their knowledge of organic farming systems and marketplaces; 40% of participants will implement practices learned in training sessions; 75% of participants will increase their knowledge of agricultural business and financial management practices; 40% of participants will implement practices learned in training sessions; Host 8 training sessions each year; Each participant will receive 20 hours of one-on-one mentoring, case management, and technical assistance each quarter; Each farmer assistant and farmer apprentice will receive 30 hours of one on one mentoring from the lead farmer each week. Updates: Eight training sessions each year occurred during year 1. Each participant received 20 hours of one-on-one mentoring, case management, and technical assistance each quarter and each farmer apprentice received 30 hours of one on one mentoring from the lead farmer each week. Surveys are currently being collected among assistants and apprentices, however, initial results demonstrate the SCG programming has increased knowledge exponentially for participants and assistants/apprentices, most have an interest in implementing these practices further, and are increasing in knowledge related to aspects of business management and farm administration. Surveys are also being attempted to be collected with the two farm assistants that did not complete training to gage any possible curriculum, content, or model improvements, however, it has been noted by SCG staff that the two assistants that did not complete the training did so more due to differing interests than as a result of project activities. SCG has found that on site farm visits greatly increases participation and reduces barriers as does acting as a liaison with various USDA or other resources offices as well as increases success and grant/loan/incentive (for example) outcomes. Goal 3: Veterans know about, and use, programs and incentives offered by USDA Objective 3: 75% of participants will increase their knowledge of USDA programs and services; 25% of participants will apply for USDA programs or other local resources; 25% of participants who apply to USDA programs will be approved. Updates: SCG averages 4-5 contacts with unduplicated veterans interested in information about resources and programs each month, with over 6 communications with grant partnerships each month, including the USDA and other local, state, regional, and national offices and programs. SCG has provided information to each of these connections representing information that was not known prior to participants. Thus far 1 consistent program participant has applied for 2 USDA funding opportunities and both were approved for funding.For example, one participant, Paul and Nede Chateauvert have been farming in Texas County, MO since 1997. They began gardening a 50x50 ft bed of organic vegetables and have since grown to two acres of specialty crops, including three high tunnels for year round growing. In addition to specialty crops, the Chateauvert keep bees. In October 2020, SCG supported them through the USDA grant application process, winning them an NRCS EQIP high tunnel and relief from the 1st COVID relief package in March 2021. They sell products to local businesses, including Mama Jeans. We are currently working to develop an elderberry syrup to sell to Mama Jeans. This process has been challenging due to many of the area's community kitchens being closed due to COVID-19, but progress has been made. The Chateauverts have shown interest in the value added grant funding. Paul is a military veteran. Goal 4: Rural Economic Development and Opportunity Objective 4: The project will primarily recruit military veterans or transitioning service members residing in or returning to rural communities in Greene and Webster Counties. Updates: Outreach efforts have assisted in reaching 34 veterans in Year 1 with the assistance of project partners. An Army officer from Fort Leonard Wood, Ruger Pearson has been assigned to SCG as an intern for three months starting in January. In addition, two meetings with partners in charge of recruitment were conducted. The outcome was positive which included team building and problem solving. The Center for Citizenship and Student Learning department of Missouri State University is creating a one credit certificate Veterans can receive who are enrolled at MSU for completing our one month inter nship program. The Missouri Jobs Center was approached and agreed to partner with SCG and refer Veterans to our programs also in Year 1 and throughout the grant time frame. Farm Outreach Coordinator, Anna Meadows, has also attended events at Wellness for Warriors, the American Legion, and Veterans Upward Bound program informing attendees of SCG programs. It is also significant to note that SCG has scheduled an upcoming staff training (veterans included) to go through moral injury training with a new partner, The Moral Injury Institute, to increase awareness and sensitivity when serving veterans.
Publications
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