Source: OURSPACE WORLD, INC. submitted to NRP
SCALING AND MULTIPLYING THE CALABASH: BUILDING A NATIONAL NETWORK TO LINK SOCIALLY DISADVANTAGED FARMERS TO USDA SUPPORT FOR COOPERATIVE AND EDUCATIONAL EFFORTS
Sponsoring Institution
National Institute of Food and Agriculture
Project Status
ACTIVE
Funding Source
OTHER GRANTS
Reporting Frequency
Annual
Accession No.
1029818
Grant No.
2023-70417-39226
Cumulative Award Amt.
$3,524,030.00
Proposal No.
2022-06872
Multistate No.
(N/A)
Project Start Date
Jan 1, 2023
Project End Date
Dec 31, 2027
Grant Year
2023
Program Code
[ARP]- ARP Technical Assistance Investment Program
Recipient Organization
OURSPACE WORLD, INC.
10602 FITZGIBBON CT
BOWIE,MD 207211849
Performing Department
(N/A)
Non Technical Summary
OurSpace World's (OSW) "Scaling and Multiplying the Calabash" project will build a national, one-stop technical assistance (TA) and learning network that helps link Socially Disadvantaged Farmers and Food Producers to USDA's robust cooperative development and educational programming offerings. This project will build on OSW's existing Calabash Program, which has been providing intergenerational educational, cooperative, and on-farm infrastructure support to farmers and growers of the Black Diaspora in the Mid-Atlantic and Southeast US since 2018. The project will target small-scale farmers and food producers of the Black Diaspora - initially among the immediate networks of the project's core team members (including Maryland, Virginia, Georgia, Alabama, Wisconsin, California) and will expand to reach other socially disadvantaged farmers and food producers (including Indigenous farmers and food producers, immigrant farmers and food producers from the Global South, and other non-White farmers and food producers) as the project team grows and the project's reach expands in its later years.According to the latest USDA Census of Agriculture, Black farmers account for only 1.4% of all farmers nationwide (representing a 98% decline since 1900, the steepest for any race, while the proportion of farmers of other races has increased or stayed constant), and their average age is 60.8 years, 3 years older than the average age of farmers over all (57.5 years). Historical legacies of discriminatory policies have contributed to the persistent issue of Black land loss, and Black farmers face compounding barriers when accessing USDA programs and services. Limited but growing research has indicated that socially disadvantaged farmers are not aware of the full range of USDA programs and services. This is due to poor USDA communication about programs, face challenges with the application and approval process (including access issues due to highly technical program language most easily accessible online along with lack of standardization and transparency in the review process), and racial / gender discrimination coupled with limited opportunities for specialty crop producers and small-scale producers compared to commodity crop and larger-scale producers. Institutional and structural barriers persist despite USDA's extensive equity efforts, where most of the funding aimed at supporting socially disadvantaged farmers does not go directly to farmers themselves, but instead goes to university and large nonprofit initiatives that have the infrastructure, expertise, and experience to successfully apply for and administer large grants. Funding the "Scaling and Multiplying the Calabash" initiative is a step towards combating the aforementioned long-standing barriers to socially disadvantaged farmers accessing USDA offerings, by placing resources and investment in the hands of technical assistance providers, who themselves come from defined Socially Disadvantaged backgrounds and lived experiences.In consultation with our external evaluator (Dr. Jeffrey Lewis) and throughout the entire project period, OSW will build in continuous needs assessment mechanisms to solicit feedback from our target audience, the USDA, and other Cooperators so we can adapt TA offerings to ensure that the needs of socially disadvantaged farmers' and food producers' needs are met and that we are addressing gaps in existing programs. Scaling and Multiplying the Calabash project will adopt a seasonal approach to the project's activities so that TA providers may juggle their existing farm and food-based work and TA work according to the demands of the season. Similarly, TA training activities will be timed around the academic calendar to facilitate student participation. Our TA offerings will take into account diverse audience needs and learning styles and will take various forms to ensure broadest possible access. These offerings will include -- in-person, on-farm workshops in various regions, consultations by phone, 1:1 or group office-hours, synchronous and asynchronous learning cohorts, self-directed online and mobile app access to archived content/tailored curricula/document library, and in-person/hybrid/virtual summits and/or convenings. Finally, our TA training program will take an apprenticeship-style approach where trainees will go through a structured didactic training followed by several hours of mentorship/shadowing on-the-job learning with experienced TA providers. All of these project elements have been designed with the target audience's longstanding challenges in mind.?
Animal Health Component
(N/A)
Research Effort Categories
Basic
(N/A)
Applied
(N/A)
Developmental
(N/A)
Classification

Knowledge Area (KA)Subject of Investigation (SOI)Field of Science (FOS)Percent
6026030310034%
6016210302033%
9035330000133%
Knowledge Area
602 - Business Management, Finance, and Taxation; 601 - Economics of Agricultural Production and Farm Management; 903 - Communication, Education, and Information Delivery;

Subject Of Investigation
5330 - Farm structures and related facilities; 6210 - Farmer cooperatives; 6030 - The farm as an enterprise;

Field Of Science
0001 - Administration; 3020 - Education; 3100 - Management;
Goals / Objectives
The major GOALS of the "Scaling and Multiplying the Calabash" project are to:Create a TA provider network that provides educational opportunities to Socially Disadvantaged Farmers, Ranchers, and Food Producers and the organizations that serve them across the country in a way that fosters substantive connections to USDA's broad spectrum of programs and funding opportunities, especially those focused on education and cooperative developmentImplement a TA training program that enables these educational activities to continue after this project's funding has endedMajor OBJECTIVES to achieve both of these goals are:Develop a comprehensive TA and learning network of socially disadvantaged farmers and food providers who have experience with securing USDA loans/grants themselves and/or providing TA to other socially disadvantaged farmers/food producersProvide a range of TA activities to support socially disadvantaged farmers/food producers seeking to establish or expand cooperative and/or educational efforts around land, farming, and foodDevelop a robust TA training infrastructure to increase the number of socially disadvantaged TA providers able to support socially disadvantaged farmers/food producersMajor activities to achieve the OBJECTIVES above are:(1a) -- Leverage existing networks of socially disadvantaged farmers and food producers to assemble a team of TA providers and create a directory and database containing each individual's expertise / experience / regional coverage area / availability for TA(1b) - Develop onboarding and offboarding mechanisms and infrastructure for 1:1 and cohort-based assistance for TA provider involvement in the project(1c) -- Develop an online learning platform with content about USDA and non-USDA offerings related to cooperative and educational efforts and a plan to keep the platform updated regularly (currently considering the Kajabi.com platform)(1d) -- Develop a community networking ecosystem to facilitate peer learning and partnership development around USDA program / service participation (currently considering the Might Networks platform)(1e) -- Develop and implement an outreach plan to inform socially disadvantaged farmers and food providers about the project's offerings==(2a) -- Develop / compile materials (e.g., checklists, curricula, workbooks, module outlines) to guide TA activities on the following topics: business and strategic planning, partnership development, grant matching, grant-writing and review, infrastructure support, post-award assistance, etc.(2b) -- Establish a TA hotline to decrease barriers to access(2c) -- Provide TA services in the form of synchronous 1:1 or group office hours and asynchronous learning cohorts (virtually, via phone, or in person)(2d) -- Host in-person, hybrid, or virtual workshops / seminars on various TA topics related to USDA and non-USDA programs / services; when possible, recorded and archived on the online learning platform(2e) -- Plan and implement at least 1-2 in-person, hybrid, or virtual summits / conferences annually to facilitate TA activities related training for TA providers==(3a) -- Design a TA bootcamp program targeting socially disadvantaged individuals with specific skills and interests in becoming a TA provider for socially disadvantaged farmers / food producers in their region (e.g., graduate students, young professionals, early-career academics, freelancers, retirees)(3b) -- Develop and implement an outreach / recruitment plan and application process for prospective TA provider trainees(3c) -- Develop onboarding and offboarding mechanisms and on-the-job training infrastructure for TA provider trainees
Project Methods
EFFORTS (in chronological order)• OSW Core Team will develop a communication and engagement plan with USDA and other Cooperators• OSW Core Team works with USDA to refine the project's Work Plan to include specific metrics and measurables for quarterly, annual and final reports• OSW core team convenes to review management plan, communication plan, set meeting cadence, set values and goals, chart next steps, and determines specific USDA programs / services of focus for the project's technical assistance (TA) offerings• OSW Core Team begins building TA provider directory, mapping out components of online learning platform, and establishing community networking platform• Develop TA outreach plan for farmers & food producers and TA trainee outreach & recruitment plan• Compile and develop TA content for online learning platform to guide/inform TA providers• Establish infrastructure for TA hotline, 1:1 & group office hours, learning cohorts, and tracking and reporting of all TA activities• Begin developing TA trainee training program components (application process, training content and materials, evaluation, on-the-job learning with experienced TA providers)• Begin planning for first virtual summit• Finalize planning for TA trainee training program• Perform outreach to stakeholders to recruit TA trainees• Finalize TA offerings and TA provider staffing plan for first half of Year 2• Finalize plans for first virtual summit• Soft launch of project TA offerings (series of webinars, social media campaigns, pilot workshops, etc.)• Host virtual summit #1 (TA provider focus; project launch, onboarding of 2024 Q1 TA providers)• Pilot TA trainee training program (winter break 2024) - cohort 1• Begin TA offerings with TA providers & cohort 1 trainees• Host summit #2 (farmer/food producer focus)• TA trainee training program (spring break) - cohort 2• Continue TA offerings with TA providers & cohorts 1 & 2 trainees• TA trainee training program (summer break) - cohort 3• Continue TA offerings with TA providers & cohorts 1, 2 & 3 trainees• Continue TA offerings with TA providers & cohorts 1, 2 &3 trainees• TA trainee training program (winter break) - cohort 4• Finalize major TA offering schedule for 2025• Annual programmatic goals and and seasonal timelines recur• Activities of prior year recur with new participants• TA provider network expands to additional regions to reach more participants• Begin sustainability planning (late 2026)• Host final summits• Summative project evaluation conducted• Reports shared with all stakeholders• Implement sustainability plan to inform future work together (mid/late 2027)EVALUATION (in chronological order)During the first three months of the project, the leadership team will meet with USDA staff to refine the project's Work Plan to include specific metrics and measurables for quarterly, annual and final reports. We will follow the following outline to develop an evaluation plan in consultation with our external evaluator (Dr. Jeffrey Lewis):For each anticipated outcome:Documentation MethodSignificancePotential BeneficiariesPerformance Measures and MetricsCore Team members will be responsible for overseeing and measuring performance for the project outcomes.OSW will link performance measurements to overall project plan and submit quarterly, annual and final reports to the appropriate National Program LeaderThe budget has included 1-2% of the total budget for monitoring and performance measurementCommunication of FindingsEngaging with USDA Programs and StaffQuarterly program evaluations (annual core team members)Check on benchmarks (annual goal setting)Management PlanCommunication PlanReporting PlanOutreach PlanSustainability PlanUSDA/Cooperator PlanChallenges/successesRecommendations for next timeOn-going needs assessment (from farmers+food producers AND TA trainees)Interest / priority of core topicsAccessing USDA programs and personnelAgricultural productionAgriculture creditRural developmentFinancial literacyRisk managementMediationCooperative developmentLand accessUnanticipated needs to addressEvaluation of TA Consultants - 3 month initial evalStyle of communication with project teamEase of access to program materialsClient engagementManageable workloads + reasonable payContinuation + availabilityRecommendations for next timeWorkshop / Summit / Bootcamp participants (pre+post questionnaire)Communication / awarenessUser-friendlinessMet/unmet expectations / needsLevel of understandingConfidence / independenceLikelihood of recommending to a friendHotline + office hour participants (customer service survey)Web analytics (learning + networking platforms, social media, online newsletter, email listserv)?

Progress 01/01/23 to 12/31/23

Outputs
Target Audience: Audience Emphasis Technical assistance providers Underserved agricultural producers Value-added producers Participants Served Enter the total number of unique participants in your project. This number should reflect the individuals who hadmeaningful engagementin your programming, and whose participation you have documented/verified. Total Number of Participants: 50 Total Number of Participants: 22 Changes/Problems:Challenges - Q1 Project delays and adjustments The original project start date as proposed was late 2022. The project did not officially start until 2/15/2023. This delay impacted the assembly of core team members and initiation of 3-month initial contracts which were not started until 3/15/2023. Due to changes in team member commitment and availability since the time of proposal submission, we needed to readjust the project budget (see "accomplishments'' above). Due to an unrelated SAM.gov delay (related to an organizational address change and duplication of UEI), project funding was not available to our team until April 17th. We had to seek out and secure other funding sources to help start core team member contracts Managing a new team, personal/family/health obligations, 3 different time zones, team dynamics and other factors has added an additional layer of complexity to the project. Rapidly scaling up technical assistance activities has also come with its own unique learning curve. Challenges - Q2 ? Project adjustments & learning curve The original project start date as proposed was late 2022. The project did not officially start until 2/15/2023. This delay impacted the assembly of core team members and initiation of 3-month initial contracts which were not started until 3/15/2023. This project delay and subsequent timeline shifts continue to have repercussions on the project's activities, although issues with accessing ARPTA funds were resolved in mid-April. Given the timing of the growing season impacting the availability of farmer / food producer engagement in off-farm activities, the project team is continually adjusting timelines. Creating systems to scale existing OurSpace Calabash activities has taken more time than expected given the variety of target audiences, their inherent overlaps, and the tracking and evaluation considerations necessary. The team continues to work through challenges related to internal communication, work styles, coordinated work plans, personal/family/health obligations, and more. Challenges - Q3 The project team continued to work through challenges related to internal communications and shared decision-making across team members in different time zones and with varying levels of time commitment on the project. The summer months meant the team also juggled summer vacation travel, the height of weed pressure, and unforgiving heat. Deploying and testing various new digital tools took longer than anticipated, and project management continued to be an area lacking in capacity. In initiating a business planning NCBA contract, we also realized that not all farmers/food producers are ready to engage in a TA consulting contract around business planning. These learnings are ongoing and will be incorporated into future client assessments and learning modules to ensure that clients that the Calabash engages in more intensive consultations are indeed ready to fully participate in the TA activities. In planning for 2024, we will organize our work to more closely align with seasonal commitments and schedule demands of various audiences and team members. Additionally, our initial project manager / event coordinator transitioned off the project during this quarter, which impacted the roll out of Dubsado and planning for the retreat. Fortunately, the most junior member of our team was able to be supported by our lead consultant to increase her capacity, which has led to her transition into a role on the project management team going into Q4, increasingadministrative capacity and facilitating organizational communication and project development moving forward. Challenges - Q4 The team continued to experience growing pains of limited capacity but is beginning to address this with the addition of a team member to the project management team and preparing to onboard short-term content curators in early 2024. Having the unexpected exit of our Marketing/Communications team lead has also been a challenge since the momentum of that team is stalled until we fill that position. Finally, accurately determining client readiness for off-site TA engagements continues to be a challenge, which we hope to address in 2024. What opportunities for training and professional development has the project provided? Delivery Total Meetings: 29 Total Meeting Participants: 161 Total Webinars: 0 Total Webinar Participants: 0 Total Website Visits: 0 Total Online Course Participants: 0 Total One-to-one Meeting Entries: 5 Total One-to-one Meeting Participants: 101 Meetings 1/17/2023: Virtual, MD -- Number of Attendees 7 2/24/2023: Virtual, VA -- Number of Attendees 2 3/22/2023: Virtual, DC -- Number of Attendees 3 3/31/2023: Virtual, AL -- Number of Attendees 3 4/5/2023: Virtual, MD -- Number of Attendees 1 4/7/2023: Virtual, DC -- Number of Attendees 2 4/7/2023: Virtual, DC -- Number of Attendees 3 4/13/2023: Virtual, MD -- Number of Attendees 1 4/14/2023: Virtual, MD -- Number of Attendees 2 4/18/2023: Virtual, DC -- Number of Attendees 3 5/22/2023: Virtual, MD -- Number of Attendees 3 5/24/2023: Virtual, MD -- Number of Attendees 1 6/6/2023: Virtual, MD -- Number of Attendees 3 6/7/2023: Virtual, MD -- Number of Attendees 3 6/15/2023: Virtual, MD -- Number of Attendees 3 6/20/2023: Virtual, MD -- Number of Attendees 3 6/27/2023: Virtual, MD -- Number of Attendees 5 6/29/2023: Virtual, MD -- Number of Attendees 4 8/25/2023: Virtual, MD -- Number of Attendees 10 7/5/2023: Virtual, MD -- Number of Attendees 12 8/2/2023: Virtual, MD -- Number of Attendees 14 9/6/2023: Virtual, MD -- Number of Attendees 14 10/4/2023: Virtual, MD -- Number of Attendees 8 11/1/2023: Virtual, MD -- Number of Attendees 7 10/6/2023: Bowie, MD -- Number of Attendees 6 10/8/2023: Crewe, VA -- Number of Attendees 7 12/4/2023: Virtual, AL -- Number of Attendees 3 12/6/2023: Virtual, MD -- Number of Attendees 8 10/21/2023: Philadelphia, PA -- Number of Attendees 20 One-to-one Meetings 1/3/23-1/13/23: Topics Cooperative development, Market planning and access, Logistics and supply chain issues, Number of Attendees 3 February - March 2023: Topics Agricultural production skills, Number of Attendees 8 April 2023 - June 2023: Topics Agricultural production skills, Number of Attendees 46 July - September 2023: Topics Agricultural production skills, Cooperative development, Market planning and access, Logistics and supply chain issues, Number of Attendees 39 10/23/23-10/27/23: Topics Agricultural production skills, Number of Attendees 5 How have the results been disseminated to communities of interest? Promotional Materials Calabash Website Calabash branded slide presentation template Calabash collective brand kit Calabash one-sheeter Calabash Structure Design Consultant orientation and introduction to the Calabash Collective Consultant welcome video Computer Love: Cultivating Soulful Learning Experiences for Black and Brown Food Producers and Growers What do you plan to do during the next reporting period to accomplish the goals?2024 Project Work Plan Development During the 4th quarter of 2023, we developed the following detailed quarterly work plans for each project area: program management, teaching and learning, TA training programs, TA projects, Marketing and Communication, and Evaluation (which is integrated into the other project plans as needed). Program Management Team In addition to supporting evaluation work plan and reporting infrastructure development, the primary 2024 work plan goals and activities for the Program Management Team include: Development of a consultant orientation and tool to evaluate orientation content and process Developing a process for new hires to increase our capacity to prepare to fully implement project activities. Hiring a marketing and communications lead to continue to develop the marketing and communications plan as well as to create content that helps the team to communicate with its various audiences Hiring a social media director to develop content to educate the broader community about the Calabash's TA works and to recruit trainees and future clients to the Calabash Hiring TA consultants as content developers for training modules that will be tested The program management work plan priorities also include activities to further develop the core team including but not limited to regular "team huddles" to facilitate communication and build team cohesion, retreats to deepen our relationships, and bring intensive focus on key priorities to advance our work; and conference participation for our own learning, share our work, and build our network of potential project participants (clients, consultants, and partners). Other program management 2024 work plan priorities include long-term strategic planning and bringing attention to project sustainability by exploring NGO funding raising opportunities and connecting with related national and international movements. Teaching and Learning Team The primary 2024 work plan goals and priority for the Teaching and Learning team include: Developing a draft framework for learning modules (number of lessons, lesson content, and assessment), Building out a digital archive that will have producer resources formatted as self-guided lessons. Developing learning content levels to meet the needs of mixed audiences (i.e., beginner, intermediate, and expert) Hosting a business planning webinar in the first quarter of 2024. Designing and implementing a training program pilot including outcomes and evaluation tool Developing a process and schedule to prototype, test, and select learning platform, including managing back-end features Identify, recruit, and orient 10-20 growers/food producers to test the platform and evaluate the content. Training Program Team The 2024 priorities for the Training Program team include: Confirming budget for pilot (trainees, trainers, supplies, travel, etc.) Curating content for 101, 201, and 301 modules of the USDA Grants track Developing instructional design storyboards for 101, 201 and 301 modules of the USDA Grants track (401 to be included if time permits) Finalizing application and enrollment process for trainees and trainers of the pilot program Conducting outreach & recruitment for trainees and trainers of the training program (ideally, 3-5) The training program team will develop a Curriculum and Instruction (C&I) document for key content areas to build the knowledge and skills of potential consultants that we will test, evaluate, and implement in 2024 to include: Government Funding (101) Grant Advising (201) Grant Writing (301) Project Management (401) In the Fall (likely October), we will pilot a USDA Grants curriculum that will include the first three content areas, Government Funding (101), Grant Advising (201), and Grant Writing (301). To support their training program priorities, during the first quarter of 2024, the team will develop logistics infrastructure and systems that will include: Drafting pathways for internal Calabash roles vis-à-vis the training program Drafting pathways to be eligible for TA projects Revising the budget for the training program (needs for trainers, trainees' time, and materials) Technical Assistance (TA) Project Team The primary work plan goals for the TA Project Team are to continue to identify on- and off-site projects and clients in alignment with Calabash goals and capacity, with an eye toward integrating consultant trainees into our work activities. In quarters 1 and 2 of 2024, the team will also complete the webinar phases of 3-4 NCBA contracts initiated in 2023 which involve curating content, drafting webinar slide decks, hosting webinars and collecting participant feedback, and submitting reporting requirements to NCBA. These same webinars will be integrated into our learning platform to facilitate learning by all of our target audiences. Webinars to be completed include: FSOP LFPP/FMPP Maryland Healthy Soils Business planning Marketing and Communications Team The primary work plan goals for the Marketing and Communications Team are to continue to make progress toward building a robust marketing and communications scope of work that supports the Calabash's work. During the 2024Q1, goals include: Planning of e-Newsletter (to include determination of newsletter frequency, goals, objectives, etc.) Update Calabash Definitions document Re-branding existing member content - prior to joining the collective - for digital archive & public presentations Complete draft of marketing/outreach/communications plan Priorities for 2024 Q2-Q4 include Ongoing fulfillment of Graphics/Visual Requests (related to conference attendance and recruitment of trainees, trainers, and more farmers/growers/food producers) Newsletter implementation PR (Develop a plan to include a formal public launch of the Calabash project. Brand Establishing SM/Newsletter presence for Core Team members' immediate network Shared Photo Album (on-site Calabash activities / events) Social Media templates Evaluation Team The primary goal of the Evaluation Team for 2024 is to finalize the evaluation tools, systems, and infrastructure as these relate to the work plans of other teams. This will include, but not be limited to: Developing reporting tools and processes that allows consultants and other key personnel to enter RVS and other outcomes, challenges, and client success stories into a form that will be aggregated in a single database. Working to develop and integrate evaluation into content on the learning platforms as needed. Continuing to develop case study framework and methods Assuming full leadership of federal quarterly and annual reporting with the aid of the Program Management Team.

Impacts
What was accomplished under these goals? Outcomes: What Producers Learned, Achieved, Applied Outcome Topic Producer action Est # Act # When verified? How verified? 1. Target audience will increase their awareness of various USDA offerings. Accessing USDA programs and services Understand 300 7 Before Program; During Program; Immediately After Program; Prior to end of grant pre/post surveys, 1:1/group interviews 2. Target audience will report that they plan to develop applications/proposals for USDA grant programs Accessing USDA programs and services Implement 100 5 During Program; Immediately After Program; Prior to end of grant Consultant engagement, interviews, surveys, polling (via learning platform) 3. Target audience will take efforts toward developing applications/proposals for USDA grant programs Accessing USDA programs and services Develop 50 4 During Program; Immediately After Program; Prior to end of grant consultant engagement, interviews, surveys 4. Target audience will learn new agricultural production skills. Agricultural production skills Understand 400 2 Before Program; During Program; Immediately After Program; Prior to end of grant pre/post surveys, 1:1 or group interviews 5. Target audience adopts a new agricultural production skill. Agricultural production skills Implement 150 2 Before Program; During Program; Immediately After Program; Prior to end of grant direct observation / longitudinal photo or video documentation, surveys, 1:1/group interviews 6. Target audience will understand the essential components of a business plan. Business planning Understand 100 0 Before Program; During Program; Prior to end of grant pre/post surveys, 1:1 interviews, consultant assessment 7. Target audience will write a business plan. Business planning Develop 50 1 During Program; Immediately After Program; Prior to end of grant participants submit a business plan (draft submissions in phases if applicable) 8. Target audience will identify different markets available in their region. Market planning and access Understand 100 2 Before Program; During Program; Immediately After Program; Prior to end of grant surveys, interviews (1:1 or group) 9. Target audience will take steps toward entering into a new / different market. Market planning and access Implement 50 10 Before Program; During Program; Immediately After Program; Prior to end of grant surveys, interviews (1:1/group), photo/video documentation 10. Target audience will increase awareness about the history, principles and practices of cooperation. Cooperative development Understand 400 34 Before Program; During Program; Immediately After Program; Prior to end of grant online engagement analytics, pre/post surveys, interviews (1:1/group)

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