ANNUAL PERFORMANCE REPORT - Colorado · 2020-02-11 · REPORT Report Type: Final Date Report is...

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ANNUAL PERFORMANCE REPORT GRANT INFORMATION

AGREEMENT

AMS Agreement Number: 16-SCBGP-CO-0039 Period of Performance: Start Date: 9/30/2016 End Date: 9/30/2019 Award Amount: $627,177.99

RECIPIENT

Recipient Organization Name: Colorado Department of Agriculture

Recipient’s Point of Contact Name: Glenda Mostek Phone: 303-869-9173 Email: [email protected]

REPORT

Report Type: Final Date Report is Submitted: 12/17/2019

GRANT ADMINISTRATION

Amount Requested Direct and/or Indirect Expended to Date Direct $52,450.00 $39,908.37* Indirect $25,064.00 $25,064.00

*Unused direct funds requested for grant administration were re-directed to project funding.

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TABLE OF CONTENTS

Water Conservation and Sod Education (Final in 2018) ......................................................................................... 3

*Further Incubator Development (Final) ....................................................................................................................... 7

Plant Something Colorado (Final in 2017) ................................................................................................................. 28

Plant Select (Final in 2018) ............................................................................................................................................... 36

Hydroponic Hops (Final in 2018) ................................................................................................................................... 45

Colorado Wine Seminars/Networking (Final in 2018) ......................................................................................... 56

CSU Specialty Crops Coordinator (Final in 2018) .................................................................................................... 63

*Pepper Pungency and Nutrient Composition (Final) ........................................................................................... 67

*Fruit and Vegetable Growers Association (Final) .................................................................................................. 80

PMA 2017 (Final in 2017) .................................................................................................................................................. 90

*Potato Soil Health (Final) ................................................................................................................................................. 97

*Report is final in 2019. All other reports were final and accepted in previous years.

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FINAL PROJECT REPORT

PROJECT INFORMATION

Project Title Water Conservation and Benefits of Sod Educational

Advertising Campaign

Recipient Organization Name: Rocky Mountain Sod Growers Association (RMSG)

Period of Performance: Start Date: 4/1/2017 End Date: 1/1/2018

Recipient’s Project Contact

Name: Stacy Cornay

Phone: 303-651-6612

Email: [email protected]

PERFORMANCE NARRATIVE

PROJECT BACKGROUND

The sod industry in Colorado has suffered for many years due to misinformation that is abundant

in public discussions, and incorrect assumptions concerning the amount of water required to

achieve a healthy lawn. The Rocky Mountain Sod Growers (RMSG), in partnership with Northern

Colorado Water Conservation District (NCWCD), developed an advertising campaign designed to

educate the public concerning the benefits of sod to the environment, and how to conserve water,

based on scientific research. The RMSG, by working with NCWCD, conducted an educational

campaign focusing on turf responses to deficit irrigation (primarily Bluegrass), irrigation

management for water savings and an emphasis on overall management and practices as key to

saving water.

A baseline for measurement of the impact of the campaign was established through an initial

survey of sod growers in the state including questions concerning income, number of employees,

acres available, etc. At project end, another survey was conducted to measure impact on the

industry.

Elements of the campaign included website, broadcast, social and print media. The RMSG has

established a robust educational website and the purpose of the campaign was to drive more

people to the website to learn the facts about sod and resources available to them from experts

located throughout the state. We measured the number of visitors to the website as well as how

long they stayed, where on the site they lingered, etc.

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ACTIVITIES PERFORMED

OBJECTIVES

# Objective Completed?

Yes No*

1 Objective 1 - Work with Northern Colorado Water to establish & publish

water needs for most popular varieties of turf X

2 Objective 2 - Expand dialogue about the benefits of sod to the environment. X

3 Produce materials that may be shared with municipalities and other

entities (see Challenges or Developments below) X

4 Boost sod sales and sod industry as a whole X

ACCOMPLISHMENTS

# Accomplishment or Impact Relevance to Objective, Outcome, and/or

Indicator

1 Revitalize website with information from NCWCD concerning water needs for most popular turf varieties. This information may be accessed by both consumers on the website, and used by sod growers/retailers to share information with consumers about water needs of turf varieties and what varieties may best suit their situation(s). This type transparency helps establish credibility with consumers, as well as providing them the best information for decision-making.

Objective 1 - Work with Northern Colorado Water to establish & publish water needs for most popular varieties of turf - Establish credibility for RMSG

2 Publish information about water

conservation. This information informs

consumers of the benefits of sod to the

environment and how their variety selection

impacts their water usage. Our watering

guide helps consumers insure they are using

the correct amount of water, at the right

time of day, to maximize benefits.

Objective 2 - Expand dialogue about the

benefits of sod to the environment.

3 Awareness was increased across several

platforms concerning the facts vs. myths of

sod. While there are many myths about lawn

care and water requirements of sod, we

were able to increase awareness among

consumers about facts concerning how much

water sod requires, its benefits to the

Objective 2 - Expand dialogue about the

benefits of sod to the environment. As

partners were able to work together to

improve understanding for both our

audiences

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Indicator

environment, and proper care of your sod.

Clearing up some of these myths result in

increased sales for our sod grower members.

3 . The project budget did not allow us to develop these resources.

Objective 3 - Produce materials that may be shared with municipalities and other entities. These materials would allow us to reach beyond the direct consumers who are purchasing sod, to municipalities who could potentially sod in their municipal landscapes, or who make policy regarding use of sod in their locality.

4. Based on our surveys, sales for 2016 were $22.5 million and sales for 2017 were $26.25 million, an increase of 17%.

Boost sod sales and sod industry as a whole

CHALLENGES AND DEVELOPMENTS

# Challenge or Development Corrective Action or Project Change

1 We hoped to reach out to municipalities but

didn't have enough resources.

Anticipate cost more effectively in future to

reach this audience both in terms of money

and time.

LESSONS LEARNED

In addition to better planning for reaching municipalities, RMSG believes that spending more

resources on digital advertising will be more effective and will stretch limited resources more

effectively. Others considering a similar project should plan their budget carefully and choose

priorities in advance (we chose to focus on consumers, rather than diluting our effort to consumers

by shifting some money to municipalities.) For our audience and objective, digital advertising has

garnered great results, others may want to consider digital advertising if they have previously used

more traditional methods.

CONTINUATION AND DISSEMINATION OF RESULTS (IF APPLICABLE)

The RMSG did not receive specialty crop funds for 2018, so continuing at this level wasn't possible.

The final sod survey was shared with growers. The RMSG has received SCBGP funds for 2019 and

will be continuing with a similar project.

BENEFICIARIES

Number of project beneficiaries: 700

OUTCOME(S) AND INDICTATOR(S)/SUB-INDICATOR(S)

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OUTCOME MEASURE(S)

Outcome 1: Enhance the competitiveness of specialty crops through increased sales

OUTCOME INDICATOR(S)

# Outcome and Indicator Quantifiable Results

1

Outcome 1, Indicator - Sales increased from

$20 million to $22 million (note: sales figures

had not been established at beginning of

project. This number was based on old

numbers and estimated. Part of the project

was to measure this in full), and by 10%, as a

result of marketing/promotion activities.

Based on our surveys, sales for 2016 were

$22.5 million and sales for 2017 were $26.25

million, an increase of 17%.

DATA COLLECTION

The data was collected in a survey of Colorado’s sod growers. As we are a membership organization, we have an email database of our sod-grower members. Surveys were distributed to them via email and collected via email. The project manager collected, collated, entered and analyzed the data.

FEDERAL PROJECT EXPENDITURES

EXPENDITURES

Cost Category Amount Approved in Budget Actual Federal Expenditures

(Federal Funds ONLY)

Other $20,000.00 $19,824.03

Total Federal Costs $20,000.00 $19,824.03

PROGRAM INCOME (IF APPLICABLE)

n/a

ADDITIONAL INFORMATION

n/a

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PROJECT INFORMATION

Project Title Introducing Land Link, New Markets and Applicant Development

Programs at Old Fort Market Garden Incubator and assisting with

Regional Incubator Program Development

Recipient Organization

Name:

Fort Lewis College



Name: Beth LaShell

Phone: 970-385-4574



PROJECT BACKGROUND

Fort Lewis College (FLC), as manager of the Old Fort Market Garden Incubator program, addressed

land access for beginning farmers by hosting landowner and land-link workshops. By partnering

with Colorado Land Link, these workshops educated landowners about infrastructure and lease

management as well as gave them the opportunity to meet local farmers who are looking for land.

To increase the number of qualified candidates for the program, FLC created a Farmer in Training

(FIT) program to provide beginning farmers who would like additional experience before applying

to be an incubator. FIT participants were compensated while implementing an assigned crop plan

under the guidance of staff. To assist regional development of incubator programs, staff and

farmers conducted site visits to help evaluate resources and assist with recruitment of

participants. Lastly, FLC expanded markets for specialty crops produced at Old Fort by hiring a

marketing coordinator to continue successful marketing efforts and created an on-site farm stand

at Old Fort.


OBJECTIVES


Yes No*

1 Develop Landowner Connections for local Farmers X

2 Increase the number of qualified candidates for the Farmer Incubator

program X

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3 Assist regional development of incubator programs X

4 Expand markets for specialty crops produced at Old Fort. X

ACCOMPLISHMENTS

# Accomplishment or Impact

Relevance to

Objective,

Outcome, and/or

Indicator

1 2017:

Two landowner workshops were planned with Guidestone

Colorado and held on March 21 and 22 in Cortez and Durango,

respectively. We had 20 participants in Cortez and 30 in

Durango.

Fields to Plate Produce, a four year incubator farming business,

began their transition to leased land in late 2016. Issues

developed with the first landowner they worked with so they

began looking for an alternative. One of the landowners that

attended the March workshop turned out to be an excellent fit

for their business. The farmers had attended the session to

learn more about the landowner’s perspective. The 2017

season was very successful for both the landowner and the

farmers.

2018: Two landowner workshops were planned with Guidestone

Colorado and held on March 20 and 21 in Cortez and Durango,

respectively. We had 15 participants in Cortez and 10 in Durango.

Fields to Plate Produce, a four year incubator farming business,

attended the Durango workshop with their current land link

partner, Dave. It was a great opportunity for them to talk about

how their relationship has evolved in the last year.

It was interesting that no one who attended the 2017 land link

workshops returned in 2018.

In June, 2018 the project director attended a meeting at

Heartwood Co-Housing to discuss using their common land for a

specialty crop producers. Ten residents attended the meeting

and one of them attended the July Open House. Dan Waldvogle

from Guidestone has been in contact with them and toured the

farm site to assist with locating a farmer.

Objective 1:

Develop

Landowner

Connections for

local Farmers

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Relevance to

Objective,

Outcome, and/or

Indicator

In September, the PD and Elica met with Executive Director of

Montezuma Land Conservancy to talk about land link

opportunities in Montezuma County.

2019:

Two of our current incubator farmers entered into relationships

with area landowners to farm both at the Old Fort and on their

land. We encourage our participants to spend at least one year

farming in both locations. This allows them to have access to

our insurance cooperative and have a safety net in case it

doesn’t work out. We’re pleased to report that both

relationships were successful and they will be graduating from

our program in 2020.

2 2017:

We advertised and recruited three FIT participants. The

program manager assisted FITs with their crop plan, mission

statement and assigned them a group project to keep them

engaged while incubator farmers were working on their

business plan.

We held nine educational sessions between January and April

for the new incubator farmers and FIT participants. They also

attended the two work days that included hands-on irrigation

setup, BCS training and plot work.

The FIT farmers began working 1-2 days per week on bed

preparation and planting in May.

They began working two days a week in early June to keep up

with planting successions and weeding.

At our mid-season meeting, they were very appreciative of the

program and had some good suggestions for 2018.

By July, they were working three days a week as we approached

the peak of production and marketing. The FIT farmers

completed three rotations (harvesting, marketing and

irrigation) in addition to their field duties. They also toured

some local farms and became more independent as the summer

progressed.

During the month of August, the three FIT farmers were

working 80+ hours assisting with harvesting and marketing

(three farm stands a week) as production peaks.

Objective 2:

Develop

Educational

Continuum to

increase Old Fort

Market Garden

Incubator (OFMGI)

Applicants

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Relevance to

Objective,

Outcome, and/or

Indicator

Our July 20 Open House featured the FIT program and an online

fundraiser to buy equipment for the program. Proceeds

purchased mechanization and cultivation equipment that was

used to harvest over 2200# of carrots from their plot.

2018:

We advertised and received three FIT applications in Dec. 2017.

After selecting three participants, one of them was unable to

participate so we re-advertised the position. It worked out well

and we received two more applicants.

In 2018, we hosted an incubator and FIT introduction evening

to encourage them to get to know one another. We held nine

educational sessions between January and April for the new

incubator farmers and FIT participants. They also attended the

two work days that included hands-on irrigation setup and plot

work.

Fort Lewis College provided their Zoom account for hosting

weekly classes and recording them. The service was used for

one presenter that could not attend due to weather, Dan

Waldvogle sat in on all of the classes and other participants

logged in or watched the recording when they were unable to

attend.

The FIT farmers began working two days per week on bed

preparation and planting in May. During the first week of May,

one of the FITs had to drop out because of a medical issue.

Because one of our first year incubator farmers was struggling,

we reduced her acreage and offered the position to her. They

began working two days a week in June. With the mechanical

cultivation, they were able to keep up with the bed weeding

better in 2018. By July, they were working three days a week

and had completed their farm stand training. They worked all

of the remaining Farmington markets through September.

Elicia arranged a tour of three local farms with the college

interns and FITs. During the month of August, the three FIT

farmers were working with Chloe in the Education Garden

assisting with harvesting and then preparing for the Farm

Stands and stocking the Country Store as production increased.

September was peak production in both the FIT and Education

Garden. The FITs harvested potatoes, carrots and onions for

storage, and kept up with the cool season crops that were still

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Relevance to

Objective,

Outcome, and/or

Indicator

producing. They finished up by October 10 in the FIT plot and

assisted with final harvests in the Education Garden.

2019:

For 2019, we released our FIT application in November but said

it would be open until filled to allow us to continue to recruit if

needed. We received five applications with two of them coming

from out of the region.

For the winter education series, we decided to allow the FITS to

begin attending later in the Spring since much of the business

planning and crop planning doesn’t apply to them. We did offer

them the opportunity to attend but none of them took

advantage of the opportunity.

In 2019, we opened the series up to outside growers. They

could sign up for the entire series (two growers and three

AmeriCorps volunteers) or select specific classes to attend (four

growers). In addition to our established schedule, we added a

class to introduce local food groups to the participants. At the

end the FITS and incubators were required to attend two work

days that included hands-on irrigation setup and plot work.

Fort Lewis College provided their Zoom account for hosting

weekly classes and recording them. With the hard winter,

several participants used it to attend classes. While I think it is a

valuable tool, I have concerns about participants relying on it to

attend class or just watch the recording. They miss out on the

classroom discussions and really don’t get the same experience

as being in class. In 2020, we’ll require all of the FITS and

incubators to be at all classes.

2020:

For 2020, we have decided to consolidate the educational series

into four one and a half day training session that would occur

once a month on a Friday and half day on Saturday. The

trainings will be mandatory for all FITS and incubators.

3 2017:

We conducted three regional phone calls for incubator

programs in the Southwest. We had strong participation in the

winter months and shared a lot of information.

In February 2017, we conducted a site visit in Albuquerque, NM

with two of our farmers where we visited two incubator farms.

The tour was followed by a Southwest regional NIFTI (National

Objective 3: Assist

with Regional

Development of

Incubator

Programs

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Relevance to

Objective,

Outcome, and/or

Indicator

Incubator Farm Training Initiative) meeting with 13

participants from NM and CO. In addition to informational

presentation, the farmers from the different programs were able

to share their experiences.

Project Director invited programs in the Southwest region to

attend our July open house. The Pueblo County staff and faculty

members from University of Arizona set up a separate tour

prior to the event. At the open house, there were two staff

members from Rio Grande Community Farm (Albuquerque) and

Rio Grande Farm Park (Alamosa) along with two of their

farmers.

In September, the project director agreed to present at the

National Incubator Farm Training Initiative field school on how

to recruit ready and appropriate applicants.

2018:

Attended the Guidestone Agrisummit in March 2018 to present

information on the Incubator model and serve on a panel about

creating a continuum for farmer training.

We hosted an Open House on July 19 and promoted all of the

farmer training programs during the second annual silent

auction. We encouraged regional programs to attend the open

house to interact with our farmers and FITS. A representative

from Denver Botanic Gardens spent the afternoon with them.

She found it extremely helpful to visit the site and talk with

participants.

Eileen O’Rourke from Go-Farm in Golden, CO visited in late

September to tour the facilities and talk with participants. They

just received a Beginning Farmer and Rancher Development

Program grant and we will provide technical assistance.

Colorado hosted the National Incubator Farm Training Initiative

(NIFTI) field school in Boulder in November, 2018. The PD

conducted a workshop on SOPs for Beginning Incubators.

Attendees were provided with this dropbox link that provided

them with documents for starting a program:

https://www.dropbox.com/sh/oj5p9j00esv9o2v/AAB1ryPEya

DjTElpNLrkoJSZa?dl=0. Max Kirks, third year incubator and

owner of High Pine Produce, also attended the incubator tour

and field school. He was able to interact with Jessie from Rio

https://www.dropbox.com/sh/oj5p9j00esv9o2v/AAB1ryPEyaDjTElpNLrkoJSZa?dl=0

https://www.dropbox.com/sh/oj5p9j00esv9o2v/AAB1ryPEyaDjTElpNLrkoJSZa?dl=0

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Relevance to

Objective,

Outcome, and/or

Indicator

Grande Community Farm Park in Alamosa and help him with

recruitment ideas.

In December 2018 the PD visited GoFarm to provide technical

assistance and become familiar with their mobile markets. She

also visited with Five Fridges Farm that has an apprenticeship

program and a small incubator farm. Topics included creating a

regional farmer training network.

2019:

In 2019, the PD provided technical assistance to GoFarm by

attending their quarterly meetings and offered membership in

the Old Fort Market Garden Cooperative so their apprentices

would have access to liability insurance. She also responded to

inquiries from Central Wyoming College about starting a

program.

We hosted our annual Open House to promote all of the farmer

training programs and encouraged regional programs to attend

the open house to interact with our farmers and FITS.

At the 2019 NIFTI Field School she assisted with a presentation

on infrastructure and equipment management with incubator

managers from Oregon and North Carolina.

4 2017:

Our CSA program provided 10 long season; 23 full season; 11

high season; nine student veggie and 18 fall shares. The

majority of the shares were $20/week while the student veggie

was $15 and the fall share is $30/month.

Additionally, we participated in a weekly Campus Farm Stand,

Farmington Growers Market (Tues and Saturday) along with a

monthly Cortez Market and our on-site farm stand (Country

Store).

We began buying produce from High Pine Produce (Y2 farmers)

for CSA and restaurants in June and eventually purchased items

from all of the independent businesses.

2018:

We released an updated infographic that was used in our Spring

and Summer Marketing material. FLC Marketing Department

helped us develop three different napkin inserts for the Sodexo

dining hall. They were placed in over 120 napkin holders in

campus dining outlets and will be rotated throughout the year.

The PD is working with Sodexo’s public relation staff to increase

Objective 4:

Expand Marketing

of OFMGI Produce

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Relevance to

Objective,

Outcome, and/or

Indicator

identification of OFMG produce. Sodexo sales increase

significantly after hosting a farm tour with the GM, new chef and

PR person in September.

Our CSA program provided 8 early season shares, 36 main

season and 11 peak season; three student veggie and 34 Fall

shares. The majority of the shares were $20/week while the

student veggie was $15 and the fall share was $30/month.

Additionally, we participated in a weekly Campus Farm Stand,

Farmington Growers Market (Saturday only) along with

supporting new markets at Smiley and Three Springs in

addition to our on-site farm stand (Country Store).

We purchased some produce from all of our farmers for CSAs,

farm stands, wholesale and Sodexo during the season.

Nine former and present incubators/FITs attend Produce Safety

Alliance training in Montrose, CO or Durango, CO and received

their certificate of completion.

Sustainable Ag staff and participants increased Instagram

postings during the summer. In August and September, there

were 15 and 18, posts respectively on Instagram and Facebook

about Old Fort Market Gardens.

2019

Our CSA program provided 15 early season shares, 31 main

season, nine peak season, and seven flower shares; six student

veggie and 38 fall shares. The majority of the shares were

$25/week while the student veggie was $15 and the fall share

was $33/month.

We participated in a weekly Campus Farm Stand and

Farmington Growers Market (Saturday) in addition to our on-

site farm stand (Country Store) and selling produce to Sodexo.

We purchased some produce from all of our farmers for CSAs,

farm stands, and Sodexo during the season. We also purchased

produce from farmers who have graduated from our program

along with farmers that have taken our educational programs.

5 In Calendar Year 2016, we sold $10,477 in specialty crop items to

Sodexo Dining Services.

Our 2017 sales were $13,903. This is a 33% increase in one year and

double the dollar value listed in the indicator.

Outcome 1,

Indicator 1.

Sales of Specialty

Crop items to

Sodexo Dining

Services will

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Relevance to

Objective,

Outcome, and/or

Indicator

Our 2018 Sodexo sales were $19, 995 which is a 44% increase over

2017 and a 325% increase over the indicator.

Our 2019 YTD Sodexo sales are $16,821 which is lower than the YTD

numbers for 2018 but still above the indicator. The 2019 growing

season was significantly shorter (only 90 days) than previous years so

we are happy with these sales numbers.

In Calendar Year 2016, we purchased $12,637 from current and former

incubator farmers. It was approximately 24% of our total specialty crop

sales.

In CY 2017, our purchases from current and former incubator farmers

was $21,430. This is approximately 34% of our total specialty crop

sales.

For CY 2018, our purchases from current and former incubator farmers

is $14,108 which is approximately 20.8% of our total specialty crop

sales.

After analyzing the 2017 growing season purchases, we determined

that 34% was a little high for our business model to be successful. Our

goal for 2018 was 25% of total sales. We hired an education garden

manager to boost production from that space. This allowed Elicia to

spend more time with the FITS and marketing produce. In addition to

the new garden manager, we had a nearly 140 day growing season in

2018.

For CY 2019 YTD, our purchases from current and former incubator

farmers is $11,869, which is approximately 19.7% of our total specialty

crop sales. We were very happy with this number given that our

growing season was only 90 days.

Relative to the indicator, we exceeded it each year.

increase from

$4,100 to $6,150

and by 50%, as a

result of marketing

and/or promotion

activities.

Outcome 1,

Indicator 2.

Purchase of

specialty crop

items from

incubator farmers

will increase from

$7,800 to $10,000

and by 28%, as a

result of marketing

and/or promotion

activities.

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Relevance to

Objective,

Outcome, and/or

Indicator

2017:

We attended 20 campus farm stands (Feb-9/30), 18 Farmington

Markets, and two Cortez evening markets. Sodexo Dining

Services began making weekly orders in mid-August and

continued through December.

The Country Store was open from June 23 until December 22nd.

Six wholesale restaurant accounts ordered from early Spring

until 11/15.

CSA options were increased and new seasons were offered. We

also saw an increase in on-site pickups for the summer and Fall

season.

For 2018, we will plan on going to Farmington Market earlier in the

season and not participate in the Cortez evening market. While it was

good publicity for our program, sales were very low.

Outcome 3.

Indicator 3

Number of existing

delivery systems of

those reached that

expanded and/or

improved offerings

of specialty crops:

1 farmers market

1 school program

1 wholesale market

1 other (CSA

pickup)

6 2018:

We attended 34 campus farm stands (Feb-Nov), 13 Farmington

Markets, and 12 Smiley Markets.

Country store was opened May 1 through December 5.

One of 2018 Incubators, who was a 2017 FIT, was featured in

Durango Herald for starting an additional farmers market at

Three Springs. https://the-journal.com/articles/81758 . They

and one other incubator attended 16 Three Springs Markets

during the summer and early fall.

Smiley market began in late June and was attended by two of

our incubator farmers (Nova Fields and High Pine Produce). A

logo was developed for the market and a Facebook page was

established. The sales were stronger than last year but were

still very low.

Because of increased CSA demand, higher Country Store sales

and Sodexo purchasing produce during the summer, we only

sold to one other wholesale account.

Sodexo purchased produce every month in 2018. Storage crops

from 2017 growing season were purchased through April 1.

Beginning March 29 they purchased hearty greens from the

Education Garden high tunnel and by June 15th, they were

purchasing mixed greens from High Pine Produce.

2019:

Outcome 3.

Indicator 4.

Number of new

delivery

system/access

points offering

specialty crops:

1 farmers market

https://the-journal.com/articles/81758

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Relevance to

Objective,

Outcome, and/or

Indicator

We attended 21 campus farm stands (April – Dec), 13

Farmington Markets, and one Smiley Market.

Country store was opened May 1 and is still open as of this

report.

Sodexo purchased produce in 32 of the 45 weeks (YTD) in 2019.

Beginning April 18, they began purchasing greens. Because of

the cold Spring, it was 3 weeks later than 2018.

The 2019 growing season was only 90 days. It began with a

freeze on the first day of summer (June 21), then got hot and

ended on the first day of Fall (Sept 21). We could have sold

more produce if it would have been available.

7 For 2017, six businesses worked on the incubator plot. For the 2017

Summer CSA (through Oct 11), we purchased 23% of the produce from

incubators and the FIT farmers provided 14% of it. Businesses grossed

from $17,969 (.5 acre) to $1,979 (.125 acre).

For 2018, we had four businesses in the incubator plot. For the 2018

CSA, we purchased 13% ($2,558) from incubators and the FIT farmers

provided 18.4% ($3,667) of it. Businesses grossed $20,740 (.5 acre),

$11,821 (.25 acre) and $1,173 (.125 acre).

For 2019, we had three businesses (6 farmers) in the incubator plot and

three FIT farmers. For the 2019 CSA-YTD, we purchased 22%

($4,710.50) from former and present incubators and the FIT farmers

provided 19.2% ($4105.50) of it. Financial data from the incubators for

the 2019 season was not available.

Data trends indicate that there are definitely economies of scale

associated with our incubator program. When extrapolated to one acre,

the .125 acreage farmers grossed significantly less (Ave=$12,608) then

.50 acre farmers (Ave=$38,709).

Outcome 5.

Indicator 3.

Five specialty crop

producers will

increase their

revenue by $2,000

total by utilizing

diverse specialty

crop systems.

8 2017: We had two outside producers attend the winter training course

along with nine incubators and 3 FITS.

2018: We had two outside producers and three AmeriCorps volunteers

working for Garden Project of Southwest Colorado and Montezuma

School to Farm attend the winter training course along with six

incubators and three FITS.

Outcome 6.

Indicator 8.

Six

growers/producers

will gain

knowledge about

science-based tools

through outreach

Page | 18


Relevance to

Objective,

Outcome, and/or

Indicator

2019: We had three outside producers sign up for the entire

educational series and three others take individual courses along with

five AmeriCorps volunteers working for Montezuma School to farm

attend the winter training course along with six incubators and 3 FITS.

and education

programs.

9 2017:

Three returning independent businesses: Alkali Gulch, High

Pine Produce and LaPlata County 4-H and three new businesses:

Root Creek Produce, White Dog Farm and Chizhii and Chooshii

Farm. Two of these businesses were started by former FITs.

Three Farmer in Training participants finished the season. We

paid them a total of $13,403 (includes basic benefits and $6,400

in grant funding) for their 1148 hours worked during the

season. They farmed a little less than an acre and generated

$14,490 in produce sales.

Two of them applied to the incubator program while the third

joined a farm business near Bayfield, CO. They will assist with

his operation while beginning to farm some of his land.

2018

One returning business (High Pine Produce), two 2017 FIT

participants and one outside person created new small

businesses (Long Table Farm and Pine Drop Produce) and one

new producer (Nova Fields). The third FIT participant from

2017 partnered with a local farmer to expand his business.

Three Farmers in Training finished the 2018 season. We paid

them a total of $11,412.17 including basic benefits for their 996

hours during the season. They farmed a little less than an acre

and generated approximately $13,519 in direct produce sales.

2019

Two returning business (High Pine Produce and Long Table

Farm) and two new producers (Moonsong Farm). Two former

FIT farmers from 2017 began working at a local nursery

providing customers with specialty crop knowledge. The 2018

FIT farmers were very young and have returned to college to

complete their education. We hope they return to farming

someday.

During this grant period, 10 new specialty crop production businesses

were created. Of those businesses, five of them are still operating in the

region.

Outcome 8.

Indicator 4.

The OFMGI

program will

create/maintain

five new small

businesses.

The OFMGI

program will assist

five new beginning

farmers to enter

specialty crop

production.

Page | 19


Relevance to

Objective,

Outcome, and/or

Indicator


them a total of $14,076 including basic benefits for their 1080





1 It is very challenging for our farmers to

travel during the growing season so we

invited regional organizers to come to

Hesperus for tours.

Identifying all of the farmers that will be on

the land. Coordinating watering and

training schedules with them is not easy.

We hosted three site visits from individuals

looking to start an incubator program or

serve as a land link site. Denver Botanic

Gardens, Go-Farm and Heartwood co-

housing visited the site.

Applications for 2018 required farmers to

list all business partners and they

participated in required trainings.

2 The 3/4 to 1 acre the FITs are farming under

the direction of Elicia Whittlesey is a lot of

land to weed.

First, we implemented mechanical

cultivation for all beds in FIT plot. Secondly,

we utilized our NCCC and SCC volunteer

groups to help with in-bed weeding. We

purchased a flame weeder for root crops in

2019.

3 2017 Farmer in Training participants want

more hours early in the season. They were

allotted 48 hours per month in May and June

and then it was increased to 80 in July.

They wanted the additional hours so they

felt more part of the farm and could monitor

the crop progress more closely.

Budget wise, it will be challenging to do since

the grant budget is $3200 per FIT but the cost

for 2017 was $4,467. With the addition of

mechanization in 2018, it will change their

workload.

4 With the heavy demand for produce for CSA

and markets, we purchased more produce

than anticipated in 2017. Approximately 34

% of our sales were purchased from current

and former incubator farmers.

Our goal for 2018 will be closer to 25%.

In 2018, it was 20.7% and 2019 YTD was

19.7% which is much more financially

sustainable.

5 Once the production records are turned in

and we calculate the per acre production by

the farmers, there will be a lot of variation.

The application will ask for any additional

business partners to be listed.

Page | 20


Two of the business owners had other people

attend workshops and plant their plots.

However, in both instances they did not

finish the season.

6 2018 Farmer in Training participants want

to be part of the transplant production.

We don’t have the budget to pay them

before May 15 but for 2019, we’ll have a few

training sessions in April that will allow

them to work in the prop house.

7 In late, 2017, the incubator farmers did not

consistently plant cover crop so we tilled

and planted in November. Because of the

drought conditions, no cover crop came up.

Season dates are now May 1 to October 1.

With this new schedule, cover crop was

planted by October 11, 2018 and in late

October 2019.

8 It has been challenging to recruit FIT

participants that can comply with our start

and end dates.

For 2019, we altered the Education Schedule

to allow FITs to begin around March 1

rather than Feb 1.

9 The 2018 growing season brought heat and

extreme drought but our consistent water

supply allowed them to plant a normal crop.

The drought also brought a 137 day growing

season. Farmers were able to plant earlier

(mid May) so more produce was available in

June. However, the heat caused decreased

production of broccoli and other cool season

crops.

The warm temperatures affected the

produce availability from the FIT plot most

because they planted a lot of brassicas. By

season end, it had cooled off the broccoli

started producing.

10 The 2019 growing season was the shortest

one we’ve had since starting the program in

2012. We had 90 days with the last Spring

frost on June 21 and the first Fall frost on

September 21. July and August were some

of the hottest on record with no

precipitation.

Farming at high elevation is challenging. We

teach our farmers that every year is different.

11 We have struggled slightly with consistent

attendance at weekly classes and the full

work days. Farmers like to take some time

off in the winter so we keep starting a little

later.

For 2020, we will do one day and half day

sessions on Friday and half day on Saturday

per month in Feb, March, April and May. This

will allow farmers to be gone part of the

month and it will allow presenters to have

more hands-on activities.

Page | 21

LESSONS LEARNED

We are beginning our 9th year of the Old Fort Market Garden Incubator in 2020. As our program

has matured we have changed our focus to meet the market demand and to address challenges.

The first challenge we had to address was recruiting qualified applicants for the incubator

program. Even with an extensive education program, we found that without considerable

previous experience, the amount of mentoring that a person needs to be successful was not

sustainable. With that in mind we created the Farmer in Training (FIT) program as an

intermediary step between a simple internship and owning your own farming business. As we

developed this program, we had to make decisions about compensation. There are a lot of

models ranging from no compensation to providing a stipend or a percentage of the crop at the

end of the year. Because we wanted to have our FIT farmers covered by workman’s

compensation, paying them through the season made the most sense.

We select 3 FITs per year that go through the education series while working closely with our

Sustainable Agriculture program manager, Elicia. They currently cooperatively farm a little less

than an acre under her direction. We pay them minimum wage plus 18.5% in benefit costs from

May through mid-October where they work 3 days a week for 6-8 hours/day. We’ve paid three

FITs an average of 1,000 hours per year since its inception. We track the amount of produce that

is produced by the FITs to show that if properly managed, you can combine compensation and

education. Each year, the FITs have generated over 90% of their cost in produce production.

They have also transitioned very smoothly into incubator businesses, local farm labor or food

related businesses.

This grant supported land link workshops for both land owners and beginning farmers. We had

strong attendance at the meetings and a lot of great discussion. Linking farmers and landowners

was not something that we wanted to focus on because of the low success rates. However, at one

of the first land link workshops, one of our 4-year incubator farms met a local land owner and

they forged a strong partnership. They returned in Year 2 to serve on a panel and talk about

their relationship. Since that match, we have had three additional farms find a local land owner

that is willing to lease part of their farm to these new and beginning farmers. I believe that once

they saw a successful model, they were more willing to take the risk. Unfortunately, I still get

many calls from local landowners that want me to send them one of our farmers to take care of

their place. I simply ask them if they are looking for an employee or an independent business

because our graduates are looking to grow their business, not work for someone else.

Growing at high elevation is challenging and takes several years to learn about all the variations

that can occur. During this grant cycle, our farmers experienced one of the longer growing

seasons (137 days) and the average (90 days). Each year, farmers have to prepare and plant like

it is going to be a longer than average season so it is difficult to make a new plan when it freezes

on the first day of summer. I believe that we do a good job of training resilient farmers that make

adjustments to their crop plans. For future funding, I’d like to see us develop high elevation

growing guides for new farmers not only at the Old Fort but also for the region. There are some

Page | 22

very experienced farmers that are willing to share their knowledge and maybe save new farmers

some time, money or heartache. On the positive side, we live in a beautiful area that people love.

Because of this, we have a strong local food market for new and beginning farmers to access.

Maybe that is why we keep planting new seeds every Spring.


The Old Fort at Hesperus will continue to fund the current Farmer Training programs (Farmer in

Training and Farm Incubator) as it explores options to create a high elevation training facility. We

will also stay involved with the National Incubator Farm Training Initiative (NIFTI), Colorado

Building Farmers and other regional organizations to assist others in the development of similar

programs.

BENEFICIARIES



OUTCOME MEASURE(S)

Outcome 1: Enhance the competitiveness of specialty crops through increased sales Outcome 3: Enhance the competitiveness of specialty crops through increased access Outcome 5: Enhance the competitiveness of specialty crops through more sustainable,

diverse, and resilient specialty crop systems Outcome 6: Enhance the competitiveness of specialty crops through increasing the

number of viable technologies to improve food safety Outcome 8: Enhance the competitiveness of specialty crops through enhancing or

improving the economy as a result of specialty crop development


# Outcome and

Indicator Quantifiable Results

1 Outcome 1,

Indicator 1.

Sales of Specialty

Crop items to

Sodexo Dining

Services will

increase from

$4,100 to $6,150

and by 50%, as a

result of marketing

and/or promotion

activities.

In Calendar Year 2016, we sold $10,477 in specialty crop items to

Sodexo Dining Services.

Our 2017 sales were $13,903. This is a 33% increase in one year and

double the dollar value listed in the indicator.

Our 2018 Sodexo sales were $19, 995 which is a 44% increase over

2017 and a 325% increase over the indicator.

Our 2019 YTD Sodexo sales are $16,821 which is lower than the YTD

numbers for 2018 but still above the indicator. The 2019 growing

season was significantly shorter (only 90 days) than previous years so

we’re happy with these sales numbers.

Page | 23

2 Outcome 1,

Indicator 2.

Purchase of

specialty crop

items from

incubator farmers

will increase from

$7,800 to $10,000

and by 28%, as a

result of marketing

and/or promotion

activities.

In Calendar Year 2016, we purchased $12,637 from current and former

incubator farmers. It was approximately 24% of our total specialty

crop sales.

In CY 2017, our purchases from current and former incubator farmers

was $21,430. This is approximately 34% of our total specialty crop

sales.

For CY 2018, our purchases from current and former incubator farmers

is $14,108 which is approximately 20.8% of our total specialty crop

sales.

After analyzing the 2017 growing season purchases, we determined

that 34% was a little high for our business model to be successful. Our

goal for 2018 was 25% of total sales. We hired an education garden

manager to boost production from that space. This allowed Elicia to

spend more time with the FITS and marketing produce. In addition to

the new garden manager, we had a nearly 140 day growing season in

2018.

For CY 2019 YTD, our purchases from current and former incubator

farmers is $11,869 which is approximately 19.7% of our total specialty

crop sales. We were very happy with this number given that our

growing season was only 90 days.

Relative to the indicator, we exceeded it each year.

3 Outcome 3.

Indicator 3

Number of existing

delivery systems of

those reached that

expanded and/or

improved offerings

of specialty crops:

1 farmers market

1 school program

1 wholesale market

1 other (CSA

pickup)

Outcome 3.

Indicator 4.

Number of new

delivery

system/access

2017:

We attended 20 campus farm stands (Feb-9/30), 18

Farmington Markets, and two Cortez evening markets. Sodexo

Dining Services began making weekly orders in mid-August and

continued through December.

The Country Store was open from June 23 until December 22.

Six wholesale restaurant accounts ordered from early Spring

until 11/15.

CSA options were increased and new seasons were offered. We

also saw an increase in on-site pickups for the summer and Fall

season.

2018:

We attended 34 campus farm stands (Feb-Nov), 13 Farmington

Markets, and 12 Smiley Markets.

Country store was opened May 1 through December 5.

One of 2018 Incubators, who was a 2017 FIT, was featured in

Durango Herald for starting an additional farmers market at

Three Springs. https://the-journal.com/articles/81758 . They

https://the-journal.com/articles/81758

Page | 24

points offering

specialty crops:

1 farmers market

and one other incubator attended 16 Three Springs Markets

during the summer and early fall.

Smiley market began in late June and was attended by two of

our incubator farmers (Nova Fields and High Pine Produce). A

logo was developed for the market and a Facebook page was

established. The sales were stronger than last year but were

still very low.

Because of increased CSA demand, higher Country Store sales

and Sodexo purchasing produce during the summer, we only

sold to one other wholesale account.

Sodexo purchased produce every month in 2018. Storage crops

from 2017 growing season were purchased through April 1.

Beginning March 29 they purchased hearty greens from the

Education Garden high tunnel and by June 15, they were

purchasing mixed greens from High Pine Produce.

2019:

We attended 21 campus farm stands (April – Dec), 13

Farmington Markets, and one Smiley Market.

Country store was opened May 1 and is still open as of this

report.

Sodexo purchased produce in 32 of the 45 weeks (YTD) in

2019. Beginning April 18, they began purchasing greens.

Because of the cold Spring, it was three weeks later than 2018.

The 2019 growing season was only 90 days. It began with a

freeze on the first day of summer (June 21), and then became

hot and ended on the first day of Fall (Sept 21). We could have

sold more produce if it would have been available.

Sale Comparisons YTD 2019 2018 2017 CSA $22,601 $20,026 $18,475 SCC CSA $1,946 $1,708 $1,576 Campus Farm Stand $4,902 $6,762 $6,612 Country Store $3,981 $4,867 $3,303 - Opened much earlier than 2018 Cortez Market $0 $0 $173 -Worked with Montezuma County-based food bank to attend Cortez market Smiley Market $16 $99 $0 - Tried new Tuesday market in 18 but not worth staff time Kennebec $1,679 $2,824 $3,115 Sodexo $16,821 $20,529 $13,084 Farmington Market $7,547 $9,993 $8,498

Page | 25

4 Outcome 5.

Indicator 3.

Five specialty crop

producers will

increase their

revenue by $2,000

total by utilizing

diverse specialty

crop systems.

For 2017, six businesses worked on the incubator plot. For the 2017

Summer CSA (through Oct 11), we purchased 23% of the produce from

incubators and the FIT farmers provided 14% of it. Businesses grossed

from $17,969 (.5 acre) to $1,979 (.125 acre).

For 2018, we had four businesses in the incubator plot. For the 2018

CSA, we purchased 13% ($2,558) from incubators and the FIT farmers

provided 18.4% ($3,667) of it. Businesses grossed $20,740 (.5 acre),

$11,821 (.25 acre) and $1,173 (.125 acre).

For 2019, we had three businesses (six farmers) in the incubator plot

and three FIT farmers. For the 2019 CSA-YTD, we purchased 22%

($4,710.50) from former and present incubators and the FIT farmers

provided 19.2% ($4105.50) of it. Financial data from the incubators for

the 2019 season was not available.

Data trends indicate that there are definitely economies of scale

associated with our incubator program. When extrapolated to one

acre, the .125 acreage farmers grossed significantly less (Ave=$12,608)

then .50 acre farmers (Ave=$38,709).

5 Outcome 6.

Indicator 8.

Six

growers/producers

will gain

knowledge about

science-based tools

through outreach

and education

programs.

2017: We had two outside producers attend the winter training course

along with nine incubators and three FITS.

2018: We had two outside producers and three AmeriCorps volunteers

working for Garden Project of Southwest Colorado and Montezuma

School to Farm attend the winter training course along with six

incubators and three FITS.

2019: We had three outside producers sign up for the entire educational

series and three others take individual courses along with five

AmeriCorps volunteers working for Montezuma School to farm attend

the winter training course along with six incubators and three FITS.

6 Outcome 8.

Indicator 4.

The OFMGI

program will

create/maintain

five new small

businesses.

The OFMGI

program will assist

five new beginning

farmers to enter

specialty crop

production.

2017:

Three returning independent businesses: Alkali Gulch, High

Pine Produce and LaPlata County 4-H and three new

businesses: Root Creek Produce, White Dog Farm and Chizhii

and Chooshii Farm. Two of these businesses were started by

former FITs.

Three Farmer in Training participants finished the season. We

paid them a total of $13,403 (includes basic benefits and $6,400

in grant funding) for their 1,148 hours worked during the

season. They farmed a little less than an acre and generated

$14,490 in produce sales.

Page | 26

Two of them applied to the incubator program while the third

joined a farm business near Bayfield, CO. They will assist with

his operation while beginning to farm some of his land.

2018:

One returning business (High Pine Produce), two 2017 FIT

participants and one outside person created new small

businesses (Long Table Farm and Pine Drop Produce) and one

new producer (Nova Fields). The third FIT participant from

2017 partnered with a local farmer to expand his business.


them a total of $11,412.17 including basic benefits for their 996



2019:

Two returning business (High Pine Produce and Long Table

Farm) and two new producers (Moonsong Farm). Two former

FIT farmers from 2017 began working at a local nursery

providing customers with specialty crop knowledge. The 2018

FIT farmers were very young and have returned to college to

complete their education. We hope they return to farming

someday.

During this grant period, 10 new specialty crop production businesses

were created. Of those businesses, five of them are still operating in the

region.

Two of the three Farmers in Training finished the 2019 season.

We paid them a total of $14,076 including basic benefits for

their 1080 hours during the season. They farmed a little less

than an acre and generated approximately $12,000 in direct

produce sales.

DATA COLLECTION

The Old Fort at Hesperus utilizes QuickBooks and spreadsheets as its recordkeeping program.

Invoices are created for all customer purchases and farm stand events. These invoices include

quantity and price for each crop sold along with a class so that categories of sales can be easily

separated and summarized. The farm name is also included on the line item to give the farmers

credit with our customer and to assist with tracking. Farmers are responsible for submitting

invoices weekly that show amount of produce sold to us. When these bills from incubator

farmers are entered into QuickBooks, they are tracked by class and reports can be generated by

Vendor to summarize sales.

To collect the data from retail markets, load sheets are prepared prior to each farm stand that

indicate quantity, selling price and who provided the product. This assists with not only our

Page | 27

financial records but also our food safety plan. This data is used to generate a QB sales receipt

after each market.

Farmers submit monthly production numbers by crop and market. This data is compiled in

Access to give us an overall look at not only farmer’s total production but also total crop numbers

for the program.

For our winter education program, we have sign in sheets at each meeting to keep track of

attendance. We also require participants to submit P/L statements when reapplying for the

program.


EXPENDITURES



Personnel $44,279.00 $45,983.02

Fringe Benefits 12,281.50 12,801.83

Travel 2,856.00 3,116.33

Supplies 6,510.89 8,261.61

Contractual 6,910.40 2,675.00



It was projected that the program would earn a total of $9200 in income from Access Fees and Winter Education Fees in 2017 and 2018. The total program income actually earned was $5,487.50, from Access and Education Fees in 2017 and 2018. The reason for the lower amount of program income is that several incubator students graduated in 2017, and the new students who came into the program pay a significantly lower access fee rate. The program income earned was used for irrigation upgrades, equipment repairs, harvest shed upgrades, hand tools, electricity for irrigation pumps, soil testing, and educational books. All of these expenses directly benefited the objectives of this project.


Training Future Farmers: https://www.durangotv.com/newsstories/training-future-farmers

Working with NCCC Crews: https://www.durangotv.com/newsstories/army-of-volunteers-

helps-out-at-old-fort

Old Fort at Hesperus Facebook page: www.facebook.com/oldfortathesperus

Instagram: theoldfort_hesperus and #theoldfort

https://www.durangotv.com/newsstories/training-future-farmers

https://www.durangotv.com/newsstories/army-of-volunteers-helps-out-at-old-fort

https://www.durangotv.com/newsstories/army-of-volunteers-helps-out-at-old-fort

http://www.facebook.com/oldfortathesperus

Page | 28

2017 FINAL PROJECT REPORT

Plant Something Colorado

PROJECT IMPACT AND FINDINGS

The Colorado Nursery & Greenhouse Association (CNGA) continued our efforts to educate

consumers about the benefits of gardening and planting and to encourage consumers to “Get out

and Plant Something!” via the Plant Something Colorado Campaign. The campaign focused on

planting annuals, perennials, trees, shrubs and other plant material that are purchased from locally

owned garden centers and that are products that are produced in Colorado. All plant material that

is sold at garden centers fit within the specialty crop definition.

We continued our award-winning contest for the third year via a social media campaign. The

contest invited participants to visit local garden centers to pick up a Plant Something plant stake,

seed packet and go out and plant something then share pictures of their progress on a variety of

social media sites. By using the hashtag #plantsomethingco we were able to track the number of

pictures that are posted and give individuals with the most points a prize. The contest began on

May 14, 2017 (Mother’s Day) and ended August 2, which correlates with the primary planting time

in Colorado. In addition to our social media advertisements, we attended events that attracted our

target market of females between 25-44 years old. We increased our social media followers by 17%

and local retail center participants saw growth in sales over 2016.

BENEFICIARIES

Number of project beneficiaries: 35,000


Between May 10 and August 1, 2017, we promoted our contest on all of our social media platforms.

Contest promotion posts were made at least three times a week and posts that provide educational

information (CSU Extension, Denver Post tip list, sharing posts from CNGA members, etc.) were made

frequently throughout the time period. Samples of the posts can be seen at the end of this report.

We had a booth at both the Denver Botanic Gardens Plant sale (May 11-13) and the taste of Fort

Collins (June 9-11). We provided giveaways via spinning a wheel at both events, answered planting

questions and encouraged attendees to visit local garden centers to pick up a stake, seeds and contest

information. In addition, we had a Facebook live video on June 10 with Jesse Eastman, owner of Fort

Collins Nursery. He took questions from attendees in person and from those on Facebook.

Each week of the contest, we selected winners and provided the individuals with prizes. The prizes

ranged from gardening tools, tickets to Denver area attractions, gift cards to garden centers, a golf

two-some, etc. The grand-prize was given away at the end on August 1 and was $500 cash (matching

funds, not grant funds).

Page | 29

In addition to posts and face-to-face events, CNGA member participants (29 garden centers) shared

our social media posts and provided contest materials in their store. They promoted the contest and

prizes heavily.

OBJECTIVES

# Objective Completed? Yes No*

1

Educate consumers about the benefits of gardening and planting (energy costs due to shade, property value increase, mental and physical health aspects of planting, making communities beautiful with color and growing healthy food, etc.)

Yes

2 Encourage consumers to purchase from locally owned garden centers and purchase products that are produced in Colorado.

Yes

3 Get people outside and planting! Yes

4 Providing gardens for pollinators and promoting the importance of pollinators for the environment.

Yes

*If no is selected for any of the listed objectives, you must expand upon this in the challenges and

lessons learned sections.

ACCOMPLISHMENTS

Accomplishment/Impact Relevance to Objective, Outcome, and/or

Indicator

Attendance and Participation at Face-to-Face Events

Objective 1 (Educate consumers about the benefits of gardening and planting (energy costs due to shade, property value increase, mental and physical health aspects of planting, making communities beautiful with color and growing healthy food, etc.) and Objective 4 (Providing gardens for pollinators and promoting the importance of pollinators for the environment) were met by educating consumers about the benefits of gardening and planting. We were able to provide education, answer questions and give out materials that list environmental benefits of planting. We also had a live Facebook video with an expert who answered questions that were posted during the video.

11-week contest Objective 3 (Get people outside and planting!) was met by providing prizes to participants who posted pictures. To participate in the contest, individuals had to post something they had planted. Objective 1 and 4 (see descriptions above) were also met during this area of the campaign. Outside of the contest posts, we posted numerous educational resources and

Page | 30

materials to help those that are new at gardening. To participate in the contest, individuals had to post something they had planted.

Promotion of local retail garden centers Outcome 1, 2 and 8 - Both in person at face-to-face events and online. Contest supplies could only be picked up at local retail centers. In addition, we gave away coupons to two different retail centers at one of the face-to-face events. By providing contest supplies at retail centers, participants are likely to purchase materials when they’re picking up the contest supplies. Growth in retail sales is shown below. This also met objective number 2 (Encourage consumers to purchase from locally owned garden centers and purchase products that are produced in Colorado) as the contest supplies were only available in locally owned retail garden centers.

CHALLENGES

Challenge Corrective Actions

Sponsorship engagement from local retail centers has been difficult. Although we did increase this year over previous years, it’s not the amount we planned for.

Continue to market and explain the benefit and ROI of the program. In addition, look for sponsorship from organizations that support retail garden centers (suppliers of gardening materials, suppliers of hard goods, etc.).

LESSONS LEARNED

1) Social media posting and boosting is key to attract new participants.

2) Face-to-face events provides a great way to educate members and get feedback on the

contest

3) Live videos online are a wonderful way to engage people that aren’t able to come in person

and to provide education to others. It also is a great way to highlight the knowledge that

local retail center employees have.


In 2018 and future years, we’re looking to collaborate with Denver Botanic Gardens and other

public gardens in the state to promote specific plants (a list of six has been created for 2018) to help

achieve sustainability in our communities. We are also exploring options to gain revenue from the

sale of specific plants to further fund the program.

Page | 31

OUTCOME(S) AND INDICATOR(S)/SUB-INDICATOR(S)

OUTCOME MEASURE(S)

Select the Outcome Measure(s) that were approved for your project.

Outcome 1: Enhance the competitiveness of specialty crops through increased sales Outcome 2: Enhance the competitiveness of specialty crops through increased

consumption Outcome 8: Enhance the competitiveness of specialty crops through enhancing or

improving the economy as a result of specialty crop development


Outcome 1: By utilizing our marketing tactics on our website, social media and at face-to-face

events, we will increase sales of specialty crops at our member participant locations by an

additional 50% or $1,000,000 over the 2015 sales number.

•2016 – $2,097,112 – above 2015 which is an increase of 109% over the increase in 2015

•2017 – $2,154,449 – above 2016 which is an increase of 2.73% over the increase in 2016 and

115% over the increase in 2015.

Outcome 2: Indicator 2. Of the 10,000-total number of adults reached, 7,500 gained knowledge

about eating more specialty crops. Knowledge will be provided in social media posts, website text

and blogs plus face-to-face events.

We provided several articles from reputable sources (i.e. CSU Extension), advice on when to

plant, what to do for each week (Denver Post tip list) and member/expert advice. The social

media pages have also become a place to ask plant questions and get answers. In total, we

had 3,418 followers on our social media pages plus the individuals we interacted with at the

Face-to-Face events. In total, Denver Botanic Gardens had 7,500 participants and the Taste

of Fort Collins had approximately 50,000 attendees. We were able to exceed the 10,000-

people reached through the combination of these activities. Data was collected by

monitoring website visits, social media follows and likes, social media post interaction

(comments, shares, likes) and face-to-face event attendance numbers. Because information

on/at all of the above areas will be focused on educating the public about specialty crops

and their benefit, we provided a great amount of knowledge to those that follow and

participated in the campaign. The data that was collected during the campaign is as follows:

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Average each Week Total

Facebook Total Posts 9 82

Followers 2434

Post Reactions 241 2172

Shares 19 175

Comments 41 370

Post Clicks 746 6717

Photos posted 21 192

Twitter Total Tweets 7 65

Followers 239

Likes 16 146

Retweets 4 35

Replies 1 9

Photos posted 2 14

Instagram Total Followers 745

Total Posts 7 65

Favorites 240 2159

Comments 17 155

Photos posted 42 375

Pictures posted on PlantSomethingCO.org Website Pageviews 616 6772

Sessions 363 3991

Users 318 3497

New Visitor 82.95% Returning Visitor 17.05% Contest Page Visits 146 1610

Know Where to Go Page Visits 32 350

Pages/Session 1.62

Outcome 8: Indicator 5. Increased revenue of retail garden centers, (only reporting CNGA member

participants) $1,000,000 over the 2016 total.

2016 – $2,097,112 – above 2015

2017 – $2,154,449 – above 2016

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DATA COLLECTION

Member participants provided total sales numbers from April, May and June. We took all numbers

and combined them to reach a total increase of member companies each month.

In addition, statistics from all social media channels and google analytics are tracked on a weekly

basis during the 11 weeks of the contest.

Lastly, we know how many people we interacted with during face-to-face events based on the

amount of supplies we have left over.

CONTACT PERSON

Contact Person for the Project Allison Gault

Telephone Number 303.758.6672

Email Address [email protected]

FEDERAL PROJECT EXPENDITURES TO DATE

EXPENDITURES



Supplies 14,015.00 7,361.79 Contractual 14,985.00 21,638.21 Other 2,000.00 2,000

Total Federal Costs $31,000.00 $31,000

PROGRAM INCOME

Source/Nature (i.e., registration fees)

Amount Approved in Budget

Actual Amount Earned

Member sponsorship 10,000.00 6,250.00

Total Program Income Earned $10,000 $6,250.00

Program income was used to offset contractual costs incurred which were not covered by grant

funds.

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PROJECT INFORMATION

Project Title Improving production techniques of select Plant Select® plants to meet market demand.

Recipient Organization Name: Colorado State University Period of Performance: Start Date: 2/1/2017 End Date: 11/15/2018


Name: James E. Klett Phone: 970-218-0104 Email: [email protected]


PROJECT BACKGROUND

Plant Select® improved propagation and production techniques of numerous difficult to produce herbaceous and woody taxa. Scientifically-based propagation and production protocols were developed for certain difficult to propagate and/or produce Plant Select® taxa so that growers will be able to meet market demand. Protocols for maintaining stock plants to be able to produce enough cuttings were researched and developed to help meet the market demands for certain Plant Select® varieties. Propagation procedures including water and light requirements for successful production along with many other factors were researched. Following completion of each taxa specific project, results were used to update or write propagation and production protocols that will be disseminated by means of the Plant Select® website.


OBJECTIVES


Yes No*

1 Increase production success and profitability on a commercial production scale.

X

2 Decrease resource inputs for these Plant Select® taxa including inputs of labor, time, water, and pesticide.

X

3 Increase overall production of Plant Select® taxa that are better suited for the climate in the high plains and intermountain regions.

X

4 Provide more adaptable plants to the citizens of Colorado and the Rocky Mountain Region, so that they will be more successful in gardening and overall feel good about their gardening efforts.

X

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ACCOMPLISHMENTS


Indicator

1 Developed Protocols for 2 taxa of herbaceous perennials, Heuchera sanguinea and Zauschneria garrettii.

The distribution of these protocols to growers has resulted in increased productivity and has enhanced the competitiveness of specialty crops through increased yields in the production and propagation of these taxa.

2 Presentations to state and regional growers and scientific researchers at national, regional, and state conferences.

The dissemination of the knowledge gained in this research helped to provide awareness of improved protocols for these taxa. This has allowed growers to enhance the competitiveness of specialty crops though greater capacity of sustainable practices of specialty crop production resulting in increased yield, reduced inputs, and increased efficiency; which results in increased economic return.

3 Two Master of Science thesis have resulted from this research. Manuscripts for publication are currently in the draft process.

Protocols were done in a scientifically and statistically valid process, proven by the awarding of higher education degrees. This will allow for other researchers to enhance specialty crops through the study of the specific variables in this research and increase yield and efficiency in the production systems.

4 Research continued on additional taxa, Osetospermum and Salvia pachyphylla. Protocols from this will be disseminated in the near future.

The distribution of these future protocols to growers will result in increased productivity in the production and propagation of these taxa for increased economic returns. This will allow growers to enhance the competitiveness of specialty crops though greater capacity of sustainable practices of specialty crop production resulting in increased yield, reduced inputs, and increased efficiency; which results in increased economic return.



1 Penstemon was an original taxa, in this study but the plants contained virus, from the original propagator.

Stopped studying this taxa and incorporated Salvia pachyphylla as a replacement, after confirming virus-free plants.

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2 Environmental factors effecting propagation successes.

Developed an enclosed propagation bench with proper misting and other environmental controls.

3 Excessive flowering in Zauschneria during the first experiment was due to greenhouse placement (temperature) and additional LED lighting.

Moved Zauschneria to the cooler side of the greenhouse and stopped LED lighting.

4 Spider mites from an adjacent greenhouse during the first experiment and powdery mildew on the Heuchera and Salvia

During second experiment enacted preventative spray program for insects and disease.

LESSONS LEARNED

Temperature and lighting for Zauschneria appeared to be the main environmental factors for flowering in the greenhouse. Proper misting/propagation environment is essential for the successful rooting of these herbaceous perennials. The rooting percentages with proper equipment and environment were much higher than without. Check all potential plant material, even from reputable greenhouses, before starting experiments for any possible problems. Keep media moist when applying fertilizer treatments or extra fertilizer will be required due to more run off from dry media.


Beneficiaries (growers) will be surveyed in the spring of 2019 for their economic and productive impacts related to their use of these protocols. Additional dissemination of these protocols will be continued through a floriculture list serve to scientific and commercial personnel. Peer-reviewed journal articles will be submitted soon for the research conducted from the two completed Master’s thesis from this project. Currently, Osteospermum and Salvia pachyphylla are being studied with data to be analyzed in the first part of 2019. Two additional taxa will be chosen at a meeting with cooperators (growers) to begin in 2019.

BENEFICIARIES



OUTCOME MEASURE(S)

Outcome 4: Enhance the competitiveness of specialty crops though greater capacity of

sustainable practices of specialty crop production resulting in increased yield, reduced

inputs, increased efficiency, increased economic return, and/or conservation of

resources

Outcome 5: Enhance the competitiveness of specialty crops through more sustainable,

diverse, and resilient specialty crop systems

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1 Outcome 4, Indicator 2.a.

Adoption of best practices and technologies resulting in increased yields, reduced inputs, increased efficiency, increased economic return, and conservation of resources;

Number of growers/producers indicating adoption of recommended practices, 5040.

When using the developed protocols for stock plant production an increase in the number of cuttings of 12-14% will result for the grower. Growers previously had rooting percentages of 50-60% and by utilizing these protocols they raised their percentages to 80-87%.

2 Outcome 4, Indicator 2.b.

Adoption of best practices and technologies resulting in increased yields, reduced inputs, increased efficiency, increased economic return, and conservation of resources; Number of growers/producers reporting reduction in pesticides, fertilizer, water used/acre, 5040.

The 12-14% increase productivity per plant has resulted in fewer stock plants being required to produce needed cuttings to meet the market demand. Consequentially, fewer inputs, such as pesticide, fertilizer and water are being utilized.

3 Outcome 4, Indicator 2.c.

Adoption of best practices and technologies resulting in increased yields, reduced inputs, increased efficiency, increased economic return, and conservation of resources;

Number of producers reporting increased dollar returns per acre or reduced costs per acre, 5040.

The increase to 80-87% in rooting has enabled the growers to meet the market demand and has resulted in less cuttings required to be taken overall, less inputs costs, and more marketable rooted plants for the consumer resulting in more profits for the grower.

4 Outcome 5, Indicator 3. Number of specialty crop growers/producers (and other members of the specialty crop supply chain) that have increased revenue expressed in dollars, 5040.

All of the growers that have adopted these protocols have increased their profitability by decreased inputs and increased marketable plants. The specific dollar figure for this will hopefully be obtained from the survey of beneficiaries.

DATA COLLECTION

PGR Study

Plant material for H. sanguinea and Z. garrettii was obtained as rooted plugs grown by Gulley Greenhouse and were transplanted into #1 black plastic containers in Berger BM7 media. Twelve replications were grown in each of the six different PGR treatments and one control. Three chemical plant growth regulators were applied at two different rates: 1) Ethephon [250 and 500 mg·L–1 (ppm)] (Verve, Nufarm Americas, Inc., Alsip, IL), 2) 6-benzylaminopurine (200 and 400 mg·L –1) (Configure; Fine Agrochemicals Limited, Worcester, U.K.), and 3)

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Gibberellins A4A7 (GA) & N-(phenylmethyl)-1H-purine 6-amine (50 and 100 mg·L–1) (Fascination; Valent USA Corp., Fresno, CS). The treatments were applied once a month for four months on the six different PGR treatments. Twelve replications of the two taxa were evaluated once a month for four months for plant height, width, number of branches, number of cuttings, and fresh & dry weight of the cuttings. Photographs were taken for visual comparisons of the treatment groups and control.

The rooting study was performed after the stock plant study was completed by saving three plants for each treatment and the control, for taking cuttings. Cuttings were taken once every 4 weeks for a total of 3 harvests. Cuttings of H. sanguinea were dipped in Dip-n-Gro rooting hormone at a rate of 500 mg·L –1 IBA for 5 seconds before sticking in 72 count Jiffy Performa cubes and being placed under mist with bottom heat of 65 degrees Fahrenheit. Cuttings were observed weekly for rooting status and when roots were visible on the outside of the Jiffy cube they were counted. The Z. garrettii cuttings were not treated with rooting hormones, and stuck directly into 98 count Jiffy Performa cubes and placed under mist with bottom heat of 75 degrees Fahrenheit.

Data analysis was done using R statistical software and run as a One-Way ANOVA analyzed separately for each response variable. Response variables include: average number of cuttings per plant, average fresh weight per individual cutting, average dry weight per individual cutting, average fresh weight per stock plant, average dry weight per stock plant, final dry weight of top growth, and root ratings. Pairwise comparisons and least squares means were calculated for each response variable. Significant differences were noted using α=0.05 and 95% confidence intervals were constructed.

Container Size and Media Study

Plant material was obtained as rooted plugs grown by Gulley Greenhouse and transplanted into square plastic 4 inch pots for an initial establishment period. During this period, plants were grown in 4 different media (Berger BM7, SunGro Metro Mix 360, SunGro Metro Mix 820, and Pindstrup peat substrate). Salvia pachyphylla was not grown in Metro Mix 360. After roots began circling the 4 inch containers, plants were shifted into 3 different container sizes (#1, #3, and #5) for the remainder of the study. Ten plant replicates were grown in each of the 12 different treatment combinations of media and container size and cuttings were harvested and weighed from each plant separately.

Once plants were established in the larger containers, cuttings were harvested 3 times total at four week intervals. After harvesting, the cuttings were weighed immediately before drying in an oven at 70 Celsius for at least two days before measuring dry weights. Other data collected included height and two widths of plants prior to taking cuttings along with photographs of the same stage.

The rooting study was performed after the stock plant study was completed by saving a subset of plants to use for stock. Cuttings were taken once every 4 weeks for a total of 3 harvests. Cuttings of Heuchera were dipped in Woods dip at 500PPM IBA for 5 seconds before sticking in Jiffy Performa cubes and being placed under mist with bottom heat. Cuttings were observed every week for rooting status and roots that were visible on the outside of the Jiffy cube were counted. The Zauschneria cuttings were not treated with hormones, but stuck directly into the Jiffy cubes and placed on a heat mat under mist. Data was collected in the same manner.

Data analysis was done using R and run as a Two-Way ANOVA analyzed separately for each response variable. Response variables include: size index, average number of cuttings per plant, average number of cuttings per square foot, average fresh weight per cutting, average dry weight per cutting, final dry weight of top growth, and root ratings. Pairwise comparisons and least

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squares means were calculated for each response variable. Significant differences were noted using α=0.05 and 95% confidence intervals were constructed.

Fertilizer Study

Based on information obtained from the propagators, the three fertilizer products were chosen to be evaluated for their impacts on stock plants of the three selected taxa. Each fertilizer product was/is applied at two rates of nitrogen: 100 ppm and 200 ppm. Fertilizer stock solutions were/are prepared and fertilizer treatments were/are applied to research plants via a hose attached to a D14MZ2 Dosatron injector set at 1:100. For each of the three plant taxa, twelve plants growing in #1 nursery trade containers (filled with Berger #7 growing medium) received one of each of the seven fertilizer treatments. Fertilizer treatments for Experiment #1 were applied 1-2 times per week, beginning in mid-November of 2016. Fertilizer treatments for Experiment #2 are being applied 1-2 times per week, beginning in mid-July of 2017.

Fertilizer Stock Solutions Used in Stock Plant Fertilizer Study

Product Nitrogen Concentration (PPM) Milliliters / Gallon Grams / Gallon

Nature's Source 3-1-1 100 1052.8 200 2102.7

Plant Marvel 18-6-18 100 209.8 200 419.6

Grow More 20-10-20 100 189.9 200 382.7

No Fertilizer Control 0 0.0 0.0

Approximately 2 months after transplanting plugs into #1 nursery containers, each plant is measured (2 widths and height) and then cuttings are harvested, counted, placed in labeled paper bags, weighed for fresh weight, then dried in drying oven and weighed for dry weight. Each plant is measured and cuttings harvested at monthly intervals for three months. After three times in which harvested cuttings are dried, cuttings are harvested and then stuck in rooting medium to determine the impact of stock plant fertilizer treatments on cutting rooting.


EXPENDITURES



Personnel $26,530.00 $17,845.32

Fringe Benefits 5,432.00 374.61

Travel 2,147.00 2,050.36

Supplies 3,539.00 7,250.15

Other 2,352.00 12,479.56


The difference in expenditures is due to $7,722.00 spent for Graduate Research Assistant, but

$18,808.00 never charged for research associate and instead for undergraduate student workers.

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That is the reason personnel budget was considerably less used. Most of the other budget dollars

were greenhouse fees since dollars allotted for greenhouse fees were considerably less than actually

cost of greenhouse usage. Research associate dollars were derived from other granting sources.


Brown, Shana, 2018, Effects of Container Size and Growth Medium on Stock Plant Productivity of Heuchera sanguinea ‘Snow Angel’ and Zauschneria garrettii ‘PWWG015’ Orange Carpet. Master of Science Thesis. 225 pages.

Markovic, Sean, 2018, Enhancing Herbaceous Perennial Stock Plant Production Through the Application of Plant Growth Regulators for Heuchera sanguinea ‘Snow Angel’ and Zauschneria garrettii ‘PWWG015’ Orange Carpet. Master of Science Thesis, 117 pages.

IPPS Poster presentation, 2017. Sean Markovic and Dr. Jim Klett, Enhancing Herbaceous Perennial Stock Production Through the Use of Plant Growth Regulators.

Markovic, Sean, Enhancing Perennial Stock Production Through Application of Plant Growth Regulators. 2018 Colorado State University GradShow Poster Presentation.

Markovic, Sean, Enhancing Perennial Stock Production Through Application of Plant Growth Regulators. 2018 American Society of Horticultural Scientists (ASHS). Washington D.C. Oral Presentation. **Awarded 3rd place in Floriculture Oral Competition.

ASHS Abstract

Commercial growers throughout the Rocky Mountain Region have an increased demand for sustainable herbaceous perennial plants. Production of these adaptable perennials has resulted in problems in stock plant management and propagation. The objective of this study was to determine the efficacy of plant growth regulators applied as foliar sprays on the vegetative growth of Heuchera sanguinea ‘Snow Angel’ and Zauschneria garrettii ‘Orange Carpet’ propagation stock plants in number one containers. Three chemical plant growth regulators were applied at two different rates: 1) Ethephon [250 and 500 mg·L–1 (ppm)] (Verve, Nufarm Americas, Inc., Alsip, IL), 2) 6-benzylaminopurine (200 and 400 mg·L –1) (Configure; Fine Agrochemicals Limited, Worcester, U.K.), and 3) Gibberellins A4A7 (GA) & N-(phenylmethyl)-1H-purine 6-amine (50 and 100 mg·L–1) (Fascination; Valent USA Corp., Fresno, CS). Twelve replications of the two taxa were evaluated once for four months for plant height, width, number of branches, number of cuttings, and fresh & dry weight of the cuttings. This study was replicated twice, the first experiment was performed from November 2016 to March 2017, and the second experiment was performed from August 2017 to December 2017. The two different seasons aided in indicating a better time of year for stock production of these two herbaceous perennials. Heuchera plants that received GA treatments at 50 and 100 mg·L–1 and 6-benzylaminopurine at 400 mg·L–1 concentrations resulted in 17%, 22%, and 20% more cuttings taken than control plants. All concentrations of Ethephon treated Heuchera plants were similar to the control plants, respectively. Zauschneria plants that received GA treatments at 50 and 100 mg·L–1and 6-benzylaminopurine at 200 mg·L–1 concentrations had 14%, 16%, and 10%, respectively. Zauschneria plants that received GA treatments at 50 and 100 mg·L–1had a decrease of 13% and 14% for the fresh weight of cuttings taken when compared to the control.

ASHS Abstract

Successful Rooting of Heuchera ‘Snow Angel’ Stem Cuttings Is Influenced by Greenhouse Temperature and Season of Propagation

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Shana Brown and Dr. Jim Klett

Colorado State University, Fort Collins, CO

A greenhouse experiment was conducted at Colorado State University to determine the effect of stock plant container size and growth media on the rooting of vegetative cuttings from Heuchera ‘Snow Angel’. Although stock plant treatment had little influence on the rooting capability of cuttings, it appears that temperature and time of year may play a key role in stock plant productivity and the rooting process. Stock plants grown between 18.3-22.8 C (day) and 16.1-22.8 C (night) produced more cuttings per plant between October and March with 94.4-100% rooting success during April, May and June. Stock plants grown between July and November in a greenhouse kept between 16.7-20.0 C (day) and 12.8-16.7 C (night) produced fewer cuttings that were larger and cuttings rooted with 100% success during December, January and February. During the rooting process of the experiment, bottom heat was set to maintain the soil temperature at 18.3 C (65 F) and intermittent mist was applied to provide a humid environment. For most cuttings, roots began to form after one to two weeks and the number of visible roots exceeded 35 after 4 weeks under mist.

Plant Select Protocols Posted on Website

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PROJECT INFORMATION

Project Title Technology Efforts to Optimize Large-Scale Hydroponic Hop Production on the Colorado Front Range

Recipient Organization Name: Colorado State University



Name: William L. Bauerle

Phone: 970-491-4088



PROJECT BACKGROUND

Colorado State University evaluated hop cone (Humulus lupulus) quality and yield grown hydroponically using Philips LED internodal light bars, in addition to overhead photo period extending top lighting. Within the CSU Horticulture Center, six replicates of three cultivars were grown hydroponically. The plants were grown from clonal plant material until the summer solstice (approximately 100 days), at which point flowering was induced. Cone harvests occurred approximately 7-8 weeks thereafter. Outcomes for the project included: 1) internodal light effects on hop quality and yield and 2) development of controlled environment hydroponic hop production methods for Colorado. General tasks included the initial set up of the hydroponic system (piping, emitters, in-line nutrient injection) along with the planting and growth of rooted clonal plants in bato buckets, weekly trimming of basal foliage to improve airflow, leaf nutrient analysis, as well as biological controls for pests, and harvesting efforts with subsequent cone analysis. Data were analyzed collected throughout the experiment. An analysis was conducted on the hop cone yield and quality data as compared to yield and quality data in the USDA annual hops report.

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OBJECTIVES


Yes No*

1 Determine the benefits of internodal lighting on hop quality & yield at 4x the density of field grown plants.

Yes

2 Development of controlled environment hydroponic hop production methods for Colorado.

Yes

3 Provide Colorado growers with an analysis of the cost benefits of intensive high density controlled environment hydroponic hop production.

Yes

ACCOMPLISHMENTS


Indicator

1 Hop bines produced full yield in just 3.5 – 4 months (started from tissue culture plantlets)

Objective 1 & 2: Outcome 4: Outcome 4: Enhance the competitiveness of specialty crops though greater capacity of sustainable practices of specialty crop production resulting in increased yield, reduced inputs, increased efficiency, increased economic return, and/or conservation of resources Indicator 2a. Number of growers/producers indicating adoption of recommended practices = 250 and growing (the number is based on solicited requests we have had to consult on the technology).

2 Hop bines and cones flourished in the controlled environment production setting (please see supporting pictures).


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Indicator

3 Brewers saw first-hand the quality of the controlled environment hops and became more knowledgeable about the quality of the hops grown hydroponically.


4 Yield potential of controlled environment hop production was optimized to a) reduce water inputs by 75% over that of field production (on a per plant basis), b) increase yield to 16.4x of field production (per square foot annually), c) schedule crop readiness for date specific harvests (e.g. similar to flower crops that are produced for specific holidays), d) eliminate all herbicide, pesticide, insecticide, and fungicide inputs via replacement with biological controls at a cost savings of approximately 25% per crop cycle, e) eliminate disease pressure (e.g. verticillium wilt) via the use of non-soil growing substrate, and f) debunk myths associated with multi-production cycles in a perennial rhizome that permits increased economic return via multi-crop cycles per annum.

Interested growers would be given a tour of the hop production facility and following the tour we would convene in a classroom to go over the costs and benefits of the latest results of intensive high-density controlled environment hydroponic hop production. The cost and benefit results were ever evolving as optimization and production increased from one crop cycle to the next (similar to how the US farmers increase their yields and advance their mechanization from year to year in a field setting). In other words, it was not a one and done situation because

Objective 3: Outcome 4: Provide Colorado growers with an analysis of the cost benefits of intensive high density controlled environment hydroponic hop production in order to enhance the competitiveness of specialty crops though greater capacity of sustainable practices of specialty crop production resulting in increased yield, reduced inputs, increased efficiency, increased economic return, and/or conservation of resources.

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Indicator

constant advances were being made to improve efficiency from one cycle to the next. Given the dynamic nature of fast paced innovation development per crop cycle (approximately every 90 days), efficiencies would significantly improve from one cycle to the next. In order to keep up with the rapid advances which left the last crop production results relatively useless for calculating costs and benefits, growers would personally visit with me to over the results and welcomed to stay in communication with me regarding the latest results.

5 I produced hops that were equal to or better in alpha and beta acid quality when compared to the identical cultivar grown under field conditions.


6 Dr. Bauerle has been contacted by and communicated with potential producers i.e. parties interested in starting a hydroponic hop production business (133), investors hoping to invest in a hydroponic hop production business (21), established flower and vegetable producers (14), supportive business entities (e.g. businesses that would supply a hydroponic hop operation with hop production operating supplies like plant material (18), brewery employees (44), brewery owners (17), & trade association representatives (4).

Outcome 4, Indicator 2.a. Almost all parties that have contacted Dr. Bauerle about the technology efforts to optimize large-scale hydroponic hop production on the Colorado front Range have assumed that the technology is “off the shelf” and already optimized for immediate implementation. Dr. Bauerle has tried to educate the interested parties with respect to the challenges and need for optimization. For example, He uses the analogy of hydroponic tomatoes versus cucumbers – both are vine crops grown hydroponically, however, they are managed very differently. In comparison, hops are yet again different from previously optimized crops. 251 = total number of requests to consult on the technology.

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1 The biggest delay/challenging issue was the inability to obtain hop plants in the off season. Hop plants are normally only available once per year over about a month long window (late April to late May). Because of this delay, I was not able to obtain plant material to start the plants until the end of May 2017. That is why you see sparse activity above in quarters 1 and 2 and then a flurry of activity in quarters 3 and 4.

Once I received the plant material, the horticulture nutrition techniques and environmental control parameters that I implemented, in addition to using hydroponics and supplemental LED lighting, allowed me to bring the tissue culture plant material to full yield in only 3.5 - 4 months. This is compared to three total years to do so if it was started and grown in the field!

2 Because the delay in obtaining plant material meant that the crop was delayed relative to the one year grant cycle.

Diligently working on the analysis regardless of project end date.

LESSONS LEARNED

Over time, I learned that the Brewers do not want to be involved in the production of their raw ingredients i.e. they only want to purchase and use the product as opposed to be involved in the growth of hops. Hops are a very fast growing plant and in some cases can lengthen their bines by 18 inches per day. The rapid rate of growth requires daily care to manage rapid growth or else it can overcome the anticipated growing space. This of course requires daily labor activities to manage. Currently, and for the foreseeable future, hops are sold on a dry weight basis. The interesting part about that fact is that they are a flower and unlike roses etc. are not sold on a per stem or flower basis. Therefore, increasing yield is a matter of increasing both flower number and dry weight per generated flower. In the process of optimizing conditions to achieve increases in flower dry weight, it became obvious that hops require as much light as possible throughout the entire canopy and if light becomes limiting, they will abort both leaves and potential generative buds. This can and did drastically decrease yield potential in a couple of the initial crop cycles. The problem with the lesson learned in the first sentence of this section relates to the above latter description of how intense hops are to manage and their commodity price not being reflected in the effort involved in the daily management of the plat. In addition, the folks that are willing to grow them in a controlled environment will be at a disadvantage in the short term because automation for harvesting in such conditions is currently non-existent. Everyone involved in picking the hops that were grown in this project learned first-hand how monotonous of a process it is if tackled manually. Without question it is the biggest bottleneck in the whole process of bringing this project to commercial fruition. I strongly encourage others to budget an automated harvester to similar projects and if one does not exist (as is the case for controlled environment hop production), then preplan accordingly with labor. This project benefited from the wide appeal to beer enthusiasts and if it were not for that, I would not have been able to sequester voluntary labor for picking.

Careful coordination must take place between the grower and end user because the shelf life of freshly picked hops (undried) is only 48 hours. Scheduling labor for the peak of ripeness in addition to an end user ready to brew with the product cannot be overlooked in this venture.

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I have now grown twelve controlled environment hop crop cycles since late January of 2016. I will begin my 13th cycle later this month. I have sustained the project through small donations and continued to optimize the production in a controlled environment setting. I have submitted one peer-reviewed manuscript (in review) and I am in the process of writing two others. Peer-reviewed publishing of the findings will be a clear dissemination of the project results and may help me build capacity to sustain the project long term. I have been approached by CSU Fermentation Science to go forward with a beer specific to the CEA hops that is tentatively called “Ram’s Green” and it will be brewed in the new state of the art CSU Ramskellar brewery. In addition, Rally King Brewery has created a continuous beer line “Ramlupulin” that collaboratively we plan to can and distribute to liquor stores starting in May of 2019.

BENEFICIARIES



OUTCOME MEASURE(S)

Outcome 4: Enhance the competitiveness of specialty crops though greater capacity of sustainable practices of specialty crop production resulting in increased yield, reduced inputs, increased efficiency, increased economic return, and/or conservation of resources



1 Enhance the competitiveness of specialty crops though greater capacity of sustainable practices of specialty crop production resulting in increased yield, reduced inputs, increased efficiency, increased economic return, and/or conservation of resources. Indicator 2a. Number of growers/producers indicating adoption of recommended practices = 250 and growing (the number is based on solicited requests we have had to consult on the technology).

We received 251 total requests to consult on the technology. The study provided new insight into the possibility of distributing global hop production more widely and it paved the way for speed breeding and controlled-environment production to achieve 4 hop generation cycles per year, as opposed to 1 under field-grown conditions. Notably, the findings allow for rapid hop variety advances via speed breeding. Additionally, the findings have broad implications and economic importance by removing crop growth barriers that currently restrict hop global production to just a few select microclimates.

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DATA COLLECTION

Plants were repeatedly measured and treated as replicates in the analyses and the remaining plants per cultivar were randomly dispersed among the sampled plants to act as buffers. Contents of α and β-acids were determined by the spectrophotometric technique. At harvest, bines were cut at the substrate level and manually picked. Cone fresh weights were measured on a per replicate basis and four 100 g cone subsamples were taken from each cultivar at harvest for dry matter content. The subsamples were weighed fresh and then immediately dried at 45o C in forced air until reaching approximately 9% moisture. The samples were then reweighed, vacuum-sealed in clear plastic bags, and stored at 2o C for determination of chemical constituents. Cone yield per bine replicate was calculated for each cultivar. Plant response data were analyzed using SPSS (IBM Analytics, www.ibm.com/analytics/, USA). One-way analysis of variance (ANOVA) and t-tests were used to analyze the significance of main effects. Differences between means were considered significant when the P value of the ANOVA F test or the t-value was < 0.05. Each tracked plant was an experimental unit and treated as a replicate in the experiments.


EXPENDITURES



Personnel $13,268.00 $13,288.88

Fringe Benefits 3,414.00 3,282.36

Travel 2,000.00 0.00

Supplies 6,468.00 7,202.35

Other 5,850.00 5,850.00


http://www.ibm.com/analytics/

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Please see representative photographs below.

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PROJECT INFORMATION

Project Title Colorado Cultivar Camp – An Educational Networking Series for

the Colorado Wine Industry

Recipient Organization

Name:

Colorado Wine Industry Development Board



Name: Kyle Schlachter

Phone: 303-869-9178



PROJECT BACKGROUND

The purpose of this project was twofold. First, many winery owners in Colorado started as home-

winemakers and hobbyists and did not come from the wine industry. While our wine industry

members have a passion for wine, a basic understanding of the broader wine industry is often

lacking. Having winemakers who have not tasted the benchmark wines they compete with in the

marketplace, or may not even know what is considered the pinnacle of quality for their product,

hurts the industry as a whole. Increasing winemakers’ knowledge about the wines their

customers see as critically acclaimed allowed them to contemplate how to potentially enhance

the competitiveness of their wines. This project provided an environment in which Colorado

wine producers gained critical knowledge by learning about and tasting market-leading

examples of world-class wine. We received feedback from many winemakers on what a great and

eye-opening experience it was to taste world-class wines, as well as interact with wine industry

icons. We recruited internationally known winemakers from California and New York, an

internationally renowned wine critic and a Master of Wine who is also a wine wholesaler.

Second, it was our goal to provide a meaningful connection in local wholesale wine buyers.

Unfortunately, this failed to achieve this goal to the extent we had desired. One of our seminar

hosts is a Master of Wine and wholesale representative. We only had one retail representative

attend one of the seminars, even with paying for an advertisement in a trade publication.


Page | 57

OBJECTIVES


Yes No*

1 To improve winemaker understanding of the global wine industry. X

2 To increase competitiveness of Colorado wine sales by comparing local

wines to those of critically recognized wines of the highest quality. X

3

To connect Colorado wineries to local retail and restaurant wine buyers

who are interested in supporting local producers. (See Challenges and

Developments below.)

X

4

To open a dialogue between retailers/restaurateurs and winemakers who

lack distributor representation to improve wholesale relationships. (See

Challenges and Developments below.)

X

ACCOMPLISHMENTS


Indicator

1 Recruited top industry professionals to lead

seminars. A leading winemaker, a Master

Sommelier, a Master of Wine and one of the

world’s leading wine critic led seminars. Our

winemakers were able to ask questions

directly to these industry leaders.

Objective 1 - To improve winemaker

understanding of the global wine industry.

Interaction with these industry icons helped

our winemakers gain insight, knowledge and

an understanding of the global wine industry

2 Introduced CO winemakers to benchmark

wines which are universally critically

acclaimed and command hundreds of dollars

in the retail setting. Tasting the highest

quality wines sets the standard for which our

winemakers to strive.

Objective 1 - To improve winemaker

understanding of the global wine industry

and Objective 2 - To increase

competitiveness of Colorado wine sales by

comparing local wines to those of critically

recognized wines of the highest quality.

Being exposed to world-class (and

expensive) wines opened our winemakers

eyes to recognized high-quality wines.

3 Reached new winemakers whom we’ve not

interacted. With new winemakers who may

or may not have experience in the wine

industry starting wineries all the time, it is

important for us to connect with all of our

stakeholders and discern how we can best

assist them.

Outcome 3, Indicator 2a. Of the 120 total

number of individuals reached, 100 will gain

knowledge on the global wine industry.

Increased the competitiveness of new

winemakers.

Page | 58

4 Host seven seminars (one was repeated and

one was simulcast in two locations) across

the state. Holding multiple seminars in

various ways allowed us to reach more

winemakers than normally attend seminars.

Outcome 3, Indicator 2a. Of the 120 total

number of individuals reached, 100 will gain

knowledge on the global wine industry. We

were able to interact with many winemakers

to improve their understanding of the wine

industry.



1 Attendance -To connect Colorado wineries to

local retail and restaurant wine buyers who

are interested in supporting local producers.

We held the seminars in a variety of ways –

repeated in different locations, simulcast in

separate locations and held final seminar at

industry conference. The final seminar had

an attendance twice that of the previous

seminar.

2 Attracting retailers/restaurateurs - To open

a dialogue between retailers/restaurateurs

and winemakers who lack distributor

representation to improve wholesale

relationships.

We placed an advertisement in a trade

publication, however that did not improve

retail attendance. As a result, while we

anticipated attendance by retailers and

restaurant wine buyers, that did not happen.

We need to inquire when and where

retailers are able to attend these types of

events. We may also have to ask

participating wineries reach out to their

retail partners.

LESSONS LEARNED

While it was not news to the CWIDB that it is difficult to recruit members of the retail and

wholesale tiers to participate in Wine Board sponsored events, this project reinforced our

awareness of that problem. Without a network of wholesale sales reps, it is very difficult to get

information out to retail liquor store owners. Plus, the wholesalers in Colorado are not very

focused on the local wine industry, much which is self-distributed. It was surprising, however, that

even when we bought an ad in a trade magazine to extend our industry outreach, we got no

response. The only retail industry member that attended any of the events came because of a

personal invitation from the event organizers. So this experience reaffirms the need to find a way

to establish personal communication channels with wholesalers and retailers instead of trying to

rely on emails or even paid advertising. Perhaps if we require wineries that want to participate in

future events like the Cultivar Camps to bring a retailer or wholesaler with them, we will begin to

develop a better network for personal communication.

Additionally, we learned that trying to conduct a tasting of high-end, complex wine using an

Internet simulcast between Broomfield and Grand Junction overtaxed the limitations of our

Page | 59

technology. We hoped to be able to hold each cultivar tasting and accompanying seminar one time

and stream the video and audio between locations. As long as only one person was talking, that

worked fine. But when we tried to have an open discussion about the wines we were tasting, we

could not effectively communicate about the tasting experience between locations.

Several participants complained about the first tasting simulcast. So we held the second event in

one location and, in part because of Mr. Jeb Dunnick’s status in the industry and his appeal,

participants were willing to travel across the state to attend. We tried repeating the third tasting

in two locations, but found that participation on the Western Slope was minimal, while the Front

Range attendance was much stronger.


We have had many attendees request the project continue. It is our goal to hold future Cultivar

Camps with registration fees to cover much of the expenses covered by the grant.

BENEFICIARIES



OUTCOME MEASURE(S)

Outcome 2: Enhance the competitiveness of specialty crops through increased consumption

Outcome 3: Enhance the competitiveness of specialty crops through increased access



2 Outcome 2, Indicator 2b.

Of the 40 total wholesale buyers reached, 25

will report an intention to purchase more

Colorado Wine.

0 - We emailed more than a dozen retailers

as well as placed an advertisement in a trade

publication, however these efforts did not

result in retailer attendance.

3 Outcome 3, Indicator 1a.

Of the 40 total wholesale buyers, 25 will gain

knowledge on how to access Colorado Wine.

0 - We placed an advertisement in a trade

publication, however that did not result in

wholesaler attendance.

4 Outcome 3, Indicator 2a.

Of the 120 total number of individuals

reached, 100 will gain knowledge on the

global wine industry.

Attendance was 185 individuals. All

attendees reported gaining new knowledge

on the global wine industry.

Page | 60

5 Outcome 3, Indicator 3f.

20 existing wine retailers/restaurants that

sell Colorado wine will expand and/or

improve their offering of Colorado Wine.

Only 1 retailer attended. She did positively

state her understanding of the Colorado

Wine industry improved.

6 Outcome 3, Indicator 4f.

5 new wine retailers/restaurants that do not

sell Colorado wine will expand and/or

improve their offering of Colorado Wine.

1 new retailer stated she would expand her

offering of CO wine.

DATA COLLECTION

We noted the attendance of each seminar. We surveyed the attendees after each session.


EXPENDITURES



Travel $3,900.00 $2,938.39

Equipment 700.00 2,136.90

Supplies 1,400.00 1,958.93

Contractual 4,000.00 2,500.00



n/a

Page | 61


Paul Hobbs Malbec tasting at VinCO 2018

Page | 62

Jeb Dunnick, Syrah and Rhône Valley expert

Benchmark Syrahs

Page | 63


PROJECT INFORMATION

Project Title Specialty Crop Production Research and Technical Support for

Colorado Growers Recipient Organization Name:

Colorado State University, Specialty Crops Program

Period of Performance: Start Date:

2/1/2017 End Date:

11/15/2018


Name: Mark Uchanski Phone: 970-491-4885 Email: [email protected]


PROJECT BACKGROUND

Colorado State University has developed a program of research and technical support, led by Dr. Mark Uchanski, that is designed to identify and remove constraints to specialty crop production and/or marketing, and thus increase the state’s production of these high value crops. This program builds on the foundation established through prior partnering with the CDA, as well as more effective collaboration with related, long-standing CSU programs that address specialty crop production problems encountered in Colorado, including those located at numerous off-campus Research Centers in key production regions around the state, as well as the Local Food Systems Extension program. Program development and implementation was guided, results communicated, and impact assessed, by working with key grower-based organizations, such as the Colorado Fruit and Vegetable Growers Association, Colorado Onion Association, Colorado Potato Administrative Committee, and the Western Colorado Horticulture Society.


OBJECTIVES


1 Address Colorado specialty crops problems, research priorities, and opportunities

X

2 Provide information and access to research and recommendations for Colorado specialty crops

X

3 Assess the grower impact of selected specialty crops projects X

Page | 64

ACCOMPLISHMENTS


Indicator

1 Through focus groups and survey work, we have identified research priorities and opportunities.

Objective #1

2 Attendance of ~60 participants at 2017 and 2018 field day at ARDEC S. Various presentations of research results at conferences and grower groups.

Objective #2

3 Surveys at 2017 and 2018 field day indicate high level of grower interest and intention to adopt approach, cultivar, practice, product, etc.

Objective #3



1 Diverse, grower-specific challenges that may not have a common theme.

Participation in “grower meet-ups” meetings where ideas are exchanged to suggest solutions to challenges instead of designing individual research projects.

LESSONS LEARNED

We found that many growers benefit from peer-to-peer learning and this is a useful technique for

grower education and adoption. Recommendations/advice for others with similar projects:

Consider working with a farmer-leader within the local community (or a grower organization) to

host an informal “grower meet-up”. The growers choose the venue (usually a brewery or other

social setting) and make the invitations to other growers during the winter months. The growers

select the topic and start by sharing resources, hints, and advice with each other. We (CSU

Specialty Crops Program staff) attend and are prepared to discuss the topic, offer insights, and

clarify muddy points (and/or myths), but do not dominate the conversation.

We also see the value in creating short videos and making those available as a way of documenting and sharing results. Recommendations/advice for others with similar projects: Some example videos are posted at our website (https://specialtycrops.agsci.colostate.edu/). We have found that growers are often unconcerned, within reason, about the quality (although we believe these to be of high quality) and are more interested in the topic and information. That is to say, you do not need a professional crew and set of equipment to make videos that are useful to stakeholders. We have also started presenting a “virtual field day” each winter in late January: it is a deck of slides from last year’s projects and field day, but presented to those who could not attend in August during the growing season. .


The first research and demonstration project results to come out of this work is starting the peer review and internal review process so they can be published more widely and disseminated.

https://specialtycrops.agsci.colostate.edu/

Page | 65

Oral presentations in various venues, that builds upon past presentations, is continuous and ongoing.

BENEFICIARIES



OUTCOME MEASURE(S)

Outcome 4: Enhance the competitiveness of specialty crops though greater capacity of sustainable practices of specialty crop production resulting in increased yield, reduced inputs, increased efficiency, increased economic return, and/or conservation of resources

Outcome 5: Enhance the competitiveness of specialty crops through more sustainable, diverse, and resilient specialty crop systems



1 Outcome 4, Indicator 1. 2 plant/seed releases (i.e., cultivars, drought-tolerant plants, organic, enhanced nutrition composition, etc.)

Over two years we have evaluated >75 cultivars (including a CSU release) & breeding lines of at least six species of vegetable crops, specifically selected for organic cropping systems. Results posted online (http://specialtycrops.agsci.colostate.edu/research-and-projects/).

2 Outcome 4 Indicator 2.a. Five growers/producers indicating adoption of recommended practices

At least five growers/producers indicated adoption of recommended practices.

3 Outcome 5, Indicator 1. 1 new or improved innovation model, technologies, networks, products, processes, etc. developed for specialty crop entities including producers, processors, distributors, etc.

One new product evaluated for specialty crop entities (capric/caprylic acid for weed control).

4 Outcome 5, Indicator 2. 1 innovation adopted

One innovation adopted (e.g. cluster pruning of tomato clusters).

5 Outcome 5, Indicator 7. 1 viable technology/process developed or modified that will increase specialty crop distribution and/or production

One viable process developed that will increase specialty crop production (e.g. winter strawberry production in a greenhouse with LEDs).

DATA COLLECTION

Research yield and quality data were collected by undergraduate or graduate students, research associates, or the PI. This data was subjected to statistical analysis and summarized. In addition, grower/participant paper and electronic surveys were distributed at two field days and two oral presentations to collect learning, adoption, and other information.

http://specialtycrops.agsci.colostate.edu/research-and-projects/

http://specialtycrops.agsci.colostate.edu/research-and-projects/

Page | 66


EXPENDITURES



Personnel $43,840.00 $50,127.56 Fringe Benefits 11,330.00 5,750.15 Travel 2,467.00 257.20 Other 0.00 1,502.09



n/a




Page | 67


PROJECT INFORMATION

Project Title Determining the Pungency and Nutrient Composition of Colorado

Peppers

Recipient

Organization Name:

Colorado State University (CSU)

Period of

Performance:

Start Date: 2/1/2017 End Date: 9/29/2019


Name: Sastry Jayanty

Phone: 719-754-3594



PROJECT BACKGROUND

Chile peppers are one of the most popular and profitable crops grown in Colorado. Marketing

opportunities for high-quality peppers produced in Colorado continue to expand and are

supported by efforts of the newly formed Pueblo Chile Growers Association. The purpose of this

project was to facilitate the growth of the Colorado pepper industry by identifying the pungency

and nutrient composition of Colorado-grown peppers, as well as develop recommendations for

post-harvest storage. This research project examined standard pepper varieties grown in Colorado

as well as novel varieties developed by the CSU breeding program. In total, the proposed research

will: 1) determine the pungency of Colorado-grown pepper varieties, 2) characterize pepper

biochemistry to identify nutrient compounds and 3) examine the post-harvest characteristics of

specialty peppers to extend shelf life and marketability. Overall, this project expanded the

understanding of the flavor and health benefits of chile peppers. The ultimate outcome would be

an increase in demand and marketability for Colorado-grown peppers


OBJECTIVES


Yes No*

1 Determine the Pungency (Scoville Heat Units) of Colorado-grown peppers X

2 Characterize the nutritional characteristics of Colorado pepper cultivars X

3 Study methods to extend the shelf life of specialty pepper cultivars to

increase marketability X

Page | 68

ACCOMPLISHMENTS


Indicator

1 The pungencies of Colorado-grown pepper

varieties were analytically determined over

the course of two growing seasons (2017

and 2018).

In fulfillment of Objective 1, laboratory-

derived pungency data was determined for

many popular pepper varieties grown in

Colorado. This innovation has and will be

used to the enhance competiveness of the

fresh product and the diverse processed

items that are in development.

2 Colorado pepper growers were surveyed for

packaging, marketing, and production

information at the 2018 Pueblo Chile

Growers Annual meeting and via individual

grower contacts. (Note: It was difficult to

capture input from a representative number

of growers at only one individual event.

Therefore, only a single comprehensive survey

was delivered from January 2018 to January

2019. This was delivered at grower meetings

and via additional individual contacts. (See

Challenges Section)

In this survey, information on marketing,

packaging, and production practices were

captured from a total of 25 individual farms.

The survey helped us better understand

what post-harvest methods and marketing

outlets are currently being used and possible

limitations to the expansion of existing

markets and acreage (i.e. labor). As a result,

information derived from Objectives 1-3 will

be better targeted towards a greater number

of interested growers plus those individuals

and businesses developing new value-added

products.

3 Using information derived from the

pungency analysis, the Pueblo Chamber of

Commerce, along with the Pueblo Chile

Growers Association, created informational

postcards and posters to advertise the

popular pepper cultivars grown in Colorado

and their pungency ratings (see Additional

Information). Those items were distributed

at farmer’s markets, food events, and the

Pueblo Chile and Frijoles Festival which

attracted over 140,000 participants in 2018

and over 150,000 in 2019. The pungency

chart was also displayed on the Pueblo Chile

Growers website (https://pueblochile.org/)

and related social media pages.

The overall outcome of the pungency chart

and other related marketing endeavors using

the pungency data (Objective 1) has been to

increase the competiveness, visibility, and

growth of the Pueblo Chile Brand. In 2019,

almost the entire pepper crop was sold.

Based on grower feedback, it is highly likely

that additional acreage will be planted in

2020. Overall market prices were at

historical highs as well in 2019.

4 The nutritional characteristics of a wide

range of Colorado-grown pepper varieties

were analytically determined over the

According to the grower survey, there was

very little known about the nutritional

content of Colorado-grown peppers. The

innovation fulfilled in Objective 2 will

https://pueblochile.org/

Page | 69


Indicator

course of two growing seasons (2017 and

2018).

continue to raise nutritional content

awareness in both growers and consumers

and will be valuable in marketing efforts for

both fresh and processed products.

5 Information derived from the nutritional

analysis is starting to be used on grower-

produced product labels or promotion

materials. Currently, those products are

roasted/frozen chiles, salsas and dried chile

powders. Additional products like chile-

infused beer, jams, sauces, breads, processed

meats and other products from both grower-

derived ventures and auxiliary business

ventures have and will be using some of the

nutritional information. (See Additional

information for links to products)

Overall, there has been a significant increase

in the development of “further processed”

pepper products from growers, restaurants,

and new product entrepreneurs in the last 3

years. These products have increased the

consumption of Colorado-grown peppers by

extending their market reach beyond the

traditional fresh-market period and added

economic value to the pepper crop. In many

cases, the nutritional characteristics

determined by Objective 2 are contained on

the labels or associated marketing materials.

6

The pungency and nutritional content of

new Colorado-specific cultivars (Mosco,

Giadone, and Pueblo Popper) were

characterized.

For the first time, laboratory-derived

pungency and nutritional data (Objectives 1

and 2) was available for varieties that were

specifically developed for Colorado by the

Colorado State University breeding program.

This innovation has and will be used to help

distinguish Colorado peppers from

competitors in emerging markets.

7 New varieties grown under the Pueblo Chile

Brand continue to expand in popularity and

market penetration. The novel varieties

(Mosco, Giadone, and Pueblo Popper) have

been featured by multiple news, television,

and other media outputs and disseminated

throughout Colorado and the region. (See

Additional Information for media links)

Detailed information about the pungency

and nutritional characteristics (Objectives 1

and 2) has been part of the aforementioned

media coverage. This notoriety has

increased the competiveness of Colorado-

grown peppers varieties relative to other

peppers (i.e. Hatch) and helped diversify

markets into more restaurants and regional

retailers (i.e. Whole Foods)

8 Methods to extend the shelf-life of higher

value colored (red, yellow) sweet peppers

were analyzed and developed during the

2018 and 2019 growing seasons.

Beyond post-harvest cooling, few growers

used any methods to extend the shelf-life of

peppers (ref: grower survey). Information

derived from Objective 3 has not yet been

employed by growers. However, that

information will be made available during

the 2020 season and as part of a specific

Page | 70


Indicator

presentation at the 2020 Colorado Fruit and

Vegetable Growers Association Conference.

By the adoption of the innovative packaging

methods developed from Objective 3, it is

hoped that growers will be able to expand

into an entirely new and higher-value

specialty crop market (colored sweet

peppers). In addition, the peppers would be

marketed over an extended portion of the

year (August-October).

9 Information derived from this project has

been delivered to growers, produce buyers,

consumers, and others via industry

meetings, media coverage, and peer-

reviewed publications. Specifically, results

from this project were presented to growers

and produce buyers at the Colorado Fruit

and Vegetable Growers Annual Conferences,

and the Pueblo Chile Growers meetings. The

general public also has also been exposed to

that information via multiple media reports

occurring over the past three years. (See

Additional Information for media links)

Growers and consumers are more aware of

the pungency and nutritional content of

Colorado-grown peppers. The cumulative

effect of Objective 1 and 2 have significantly

aided brand recognition and overall market

development. Pepper products are

increasingly available in retail outlets,

restaurants and in new value-added

processed products.



1 It was very difficult to capture information

from a representative number of growers at

one individual meeting and to get responses

back in a timely manner. Instead of

conducting a “before” and “after” survey as

intended, we ended up conducting a single

survey. The single survey method, however,

did not allow us to capture any potential

changes in behavior due to the information

collected in this project. It was our thought

that, even under the best of circumstances, it

will realistically take several more years for

Because of the difficulty on gathering grower

information, only a single more

comprehensive survey was delivered from

January 2018 to January 2019 at multiple

grower meetings and additional individual

contacts. This enabled us to capture a larger

number of farms with more in- depth

questions. The information we obtained

helped us better understand current

production challenges and will help direct

future research and outreach activities.

Page | 71


changes in practices and resulting economic

impacts to be discerned.

2 The packaging aspect (Objective 3) was not

fully completed until the 2019 season. It was

difficult to procure enough test peppers

earlier in the project due to inclement

weather conditions in 2018. As a result, an

additional year of testing was included.

Therefore, dissemination of the results had

to be delayed and changes in growers’

practices have not yet been determined.

In 2020, we are planning to relay

information derived from Objective 3 at a

session at the Colorado Fruit and Vegetable

Growers Association Conference. In

addition, information will be available to

growers through normal Extension delivery

pathways (individual contacts, websites, fact

sheets).

3 There are no state or USDA statistics

tabulated for a minor crop like peppers in

Colorado. Further, individual farmers are

reluctant to divulge economic and acreage

information. Therefore, documenting exact

increases in acreage, revenue, and sales after

adopting specific practices are difficult to

capture.

The increase in popularity , market

penetration, and sales had to be gauged from

direct observations by city and county

economic staff (i.e. Pueblo Chamber of

Commerce)and popular media reports

(https://pueblopulp.com/colorados-chile-

economy/ .

Google Trends was also used to observe the

increasing popularity in overall name

recognition of “Pueblo Chile” (see Additional

Information)

LESSONS LEARNED

Despite growing season challenges due to weather, gathering analytical data from crop testing

trials is relatively attainable and straight-forward. Conversely, gathering realistic information

directly from growers, especially as it pertains to current growing practices and economic activity

is extremely difficult to obtain. Future projects should be designed with this in mind and if at all

possible, changes in behavior and economic activities should be gathered from both growers and

additional outside sources (Extension Agents, Crop Advisors and USDA statistics).

In many cases, the adoption of new practices and the subsequent realization of significant

economic impacts cannot be realistically determined within the time frame of a 2 or 3 year project.

Future projects should take that into account when developing a project timeline. Other

achievement barometers should be used including the development of specific innovations/results

and the number of grower exposed to those results.


The popularity of the Pueblo Chile Brand and Colorado-grown peppers in general continue to

grow. Information from this project will be continued to be disseminated at meetings and in

https://pueblopulp.com/colorados-chile-economy/


Page | 72

media reports. The information will subsequently be used by growers, consumers, and by the

emerging business ventures utilizing peppers in processing.

The information derived from Objective 3 will be presented at the upcoming Colorado Fruit and

Vegetable Growers Conference in February 2020. At the event and via individual grower

contacts, we will continue to demonstrate our new packaging technology to increase shelf life

and marketability of Colorado specialty peppers.

Additional Colorado-specific varieties will continue to be developed by the CSU breeding

program. Those varieties will need to be characterized to help further distinguish Colorado

peppers from other types. As new cultivars are released, we will determine the pungency and

nutritional data.

We will continue to work with growers, the Pueblo Chamber of Commerce, City of Pueblo, Pueblo

County, and the Pueblo Food Project (https://www.chieftain.com/news/20190415/can-food-

and-farms-be-pueblos-new-strength) to facilitate the marketing and growth of pepper

production. Collectively, there has been a concerted effort by the aforementioned entities to

build on the increasing popularity of the Pueblo Chile brand and to stimulate new products and

business ventures. We plan to provide research and outreach support for these efforts.

BENEFICIARIES



OUTCOME MEASURE(S)

Outcome 5: Enhance the competitiveness of specialty crops through more sustainable, diverse, and resilient specialty crop systems.


# Outcome and

Indicator Quantifiable Results

1 Number of new or

improved

innovation models

(biological,

economic, business,

management, etc.),

technologies,

networks, products,

processes, etc.

developed for

specialty crop

Information derived from both the pungency nutritional analysis is

being used in approximately 10-15 distinct marketing activities for

growers, restaurants, and developers of new and existing processed

items. Marketing activities included the informational postcards and

posters, press releases, and social media postings.

https://www.chieftain.com/news/20190415/can-food-and-farms-be-pueblos-new-strength

https://www.chieftain.com/news/20190415/can-food-and-farms-be-pueblos-new-strength

Page | 73

entities including

producers,

processors,

distributors, etc. –

(3)

2 Number of

innovations

adopted (3)

At least 2 innovations are currently being adopted and another

innovation has the potential to be adopted in the future. Both the

pungency and nutritional information are currently being used in

marketing endeavors and as part of the marketing materials for

processed items. Data collected from the packaging component

(Objective 3) was not yet been disseminated to growers but will be in

2020.

3 Number of specialty

crop

growers/producers

that have increased

revenue expressed

in dollars (9)

There are no current acreage and valuation statistics recorded for a

minor crop like peppers in Colorado. In addition, individual farmers

are reluctant to divulge economic and acreage information publically.

Therefore, documenting increases revenue by sales after adopting or

changing practices is difficult to capture. Nonetheless, the economic

impact of this project can, in part, be reflected in a couple of ways;

first, the increasing popularity of the Pueblo Chiles and Frijole

Festival. The Festival event now attracts 150,000 people annually to

Pueblo and generates $3.5 to 4 million for the city and growers.

Secondly, the overall economic impact of the chile crop to Pueblo

County was estimated at $8.5 million

https://www.youtube.com/watch?v=yOxiSW7lGHc). That number is

projected to grow annually.

Additional popular media reports have indicated significant increases

in the economic impact of pepper production in recent years.

(https://pueblopulp.com/colorados-chile-economy/ and

https://www.npr.org/sections/thesalt/2018/10/03/653672186/the-

chile-rivalry-heats-up-between-new-mexicos-hatch-and-colorados-

pueblo)

Overall, at least 25 growers have been able to use the pungency and

nutritional data to increase marketing activity and sales. Also, an

estimated 10-15 restaurants and secondary pepper processors have

used the information.

8 Number of

growers/producers

that gained

knowledge about

science-based tools

through outreach

Over 25 individual farms in southern Colorado have been gained

knowledge from this project via the Pueblo Chile Grower Meetings and

individual contacts. An additional 75 growers received this

information at the annual Colorado Fruit and Vegetable Growers

Meeting. Since some of the growers received the information at both

https://www.youtube.com/watch?v=yOxiSW7lGHc


https://www.npr.org/sections/thesalt/2018/10/03/653672186/the-chile-rivalry-heats-up-between-new-mexicos-hatch-and-colorados-pueblo



Page | 74

and education

programs (64)

events, it is estimated that 90 Colorado growers received this

information in total.

DATA COLLECTION

For Objectives 1-3, we used two production seasons to collect field-grown peppers for testing and

chemical analysis. Data from Objectives 1-3 were collected and analyzed using standard field and

laboratory methods and appropriate statistical methods were used. The information collected

was disseminated to growers, economic developers, and processors for further use.

In addition to the analytical data collected from two years of pepper testing, information was

derived from a grower survey (see Additional Information). Growers were given a written survey

at the annual meeting of the Pueblo Chile Growers Association in 2018 and via individual contact

throughout the 2018 season. Information was collected from a total of 25 individual farms located

primarily in Pueblo County and other parts of the Arkansas Valley, Colorado. As noted, the

extended survey period was needed to collect a more comprehensive data set. Data was collected

by Dr. Mike Bartolo, Vegetable Crops Specialist at Colorado State University’s Arkansas Valley

Research Center. Again, because of the difficulty on gathering grower information, only a single

more comprehensive survey was undertaken rather than two.

In the survey, Question 9 addressed Objectives 1 and 2. Post-harvest handling practices were

address in questions 1,3,5,6, and 10. Overall, the survey helped us better understand the current

status of grower knowledge and potential barriers to the expansion of current production and

marketing efforts. Overall, the information we obtained will help direct future research and

outreach activities.

See “Additional Information Section” for tabulated survey results


EXPENDITURES



Personnel $39,100.00 $41,609.85

Travel 2,749.00 0.00

Supplies 4,500.00 4,731.80

Total Federal Costs 46,349.00 $46,341.65


n/a

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Heat Index Promotional Poster and Handout (Pueblo Chamber of Commerce)

Peer reviewed publication

Capsaicinoids, Polyphenols and Antioxidant Activities of Capsicum annuum: Comparative Study of the Effect of Ripening Stage and Cooking Methods.

Mansor Hamed, Diganta Kalita , Michael E. Bartolo and Sastry S. Jayanty.

Antioxidants 2019, 8(9), 364; https://doi.org/10.3390/antiox8090364

Poster: Estimation of Capsaicinoids and Other Nutritionally Important Compounds in Colorado Grown Pepper Cultivars.* American Chemical Society, 2017. The poster was also exhibited at the 2018 Colorado Fruit and Vegetable Growers Association Meeting.

https://doi.org/10.3390/antiox8090364

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Manuscript In Press: Developed packaging methods to the extend shelf life of Colored Sweet Peppers.

Media links pertaining to information derived from project:

https://gazette.com/life/colorado-springs-chili-roasters-working-their-magic-scorching-pueblo-green/article_859b1818-aadd-11e8-9391-7f4338eaf54b.html

https://theknow.denverpost.com/2019/09/18/hatch-chile-pueblo-chile-difference/224403/

https://www.lajuntatribunedemocrat.com/news/20170123/researcher-devotes-25-years-to-developing-pueblo-chile-variety

https://www.chieftain.com/news/20190710/some-like-it-hot-twitter-ablaze-over-pueblo-chile-feud

https://durangoherald.com/articles/181802

https://www.localdvm.com/hidden-history/hispanic-heritage-month/the-pueblo-chile-a-unique-source-of-heat/

https://gazette.com/life/is-pueblo-chile-tastier-than-hatch-this-colorado-farmer-says/article_ab4bc49c-a554-11e8-af73-539d1e858afb.html

https://www.chieftain.com/5cf97bb4-acba-11e8-ad28-2b53e2fea64f.html

https://gazette.com/life/colorado-green-chile-makes-a-tasty-sauce/article_804eb2c8-d3e7-11e9-9785-034c47f3fba8.html

https://www.fox21news.com/news/local/the-history-of-how-the-pueblo-chile-was-discovered

https://303magazine.com/2017/09/green-chile/

https://longmontobserver.org/lifestyle/well-seasoned-chile-peppers/


https://www.denverpost.com/2019/09/18/pueblo-chile-colorado/

Colorado Pepper –Containing Processed Products

https://www.waltersbeer.com/our-menu

https://www.mussofarmschileroom.com/

http://haciendamaize.com/maize/

https://www.bingoburger.com/

https://pueblochamber.org/puebloslopper/

http://www.seabelsonline.com/index.php/products/culinary-delights/pueblo-salsa



https://theknow.denverpost.com/2019/09/18/hatch-chile-pueblo-chile-difference/224403/





https://durangoherald.com/articles/181802





https://www.chieftain.com/5cf97bb4-acba-11e8-ad28-2b53e2fea64f.html



https://www.fox21news.com/news/local/the-history-of-how-the-pueblo-chile-was-discovered

https://303magazine.com/2017/09/green-chile/

https://longmontobserver.org/lifestyle/well-seasoned-chile-peppers/


https://www.denverpost.com/2019/09/18/pueblo-chile-colorado/

https://www.waltersbeer.com/our-menu

https://www.mussofarmschileroom.com/

http://haciendamaize.com/maize/

https://www.bingoburger.com/

https://pueblochamber.org/puebloslopper/

http://www.seabelsonline.com/index.php/products/culinary-delights/pueblo-salsa

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7. Google Trends Data for “Pueblo Chile” over the past 5 years.

8. Colorado Pepper Growers Survey – Results

Information was gathered by a survey taken at the Pueblo Chile Growers Association meeting on January 26, 2018 in Pueblo. Other grower inputs were captured by personal interviews and farm visits over the course of 2018. Data was collected by Dr. Mike Bartolo, Vegetable Crops Specialist at CSU-AVRC. In some cases there were multiple participants from the same farm. Efforts were made to consolidate the responses to individual farms. Twenty five growers were represented overall. This survey did not capture growers outside of the Arkansas Valley

1. Of the peppers you sell, what percentage are….? * Sold Fresh – no processing 55 % Roasted on farm 30 % Processed further (canned, dried, frozen, salsas, etc..) 5% Other(describe) @ farmers Market /Chile Festival 10%

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* extrapolated/estimated from interviews and written surveys 2. What forms of marketing materials are you using for your products? (check all that apply) # of marks Social Media (Facebook, Twitter, act…) 8 Farm Website 5 Newspaper ads 9 Radio ads 1 Department of Ag or other Public Materials 5 Product Labeling (sacks, boxes, or other labels) 11 Other(describe) road signs 4 3. What methods do you use to extend the post-harvest quality (shelf life) of fresh peppers? (check all that apply) Waxing - Other Chemical Treatments - Washing and Disinfecting 15 Cold Storage -Cooler 23 Not much at all 2 Other(describe) plastic bags 2 4. If you do use a cooler (cold storage) for pepper storage, do you know….. Cooler Storage Temp About 35-40 oF ~50% Cooler Relative Humidity Unknown % How would I know. I have a hard enough time just keeping the #### thing running. Unknown * extrapolated/estimated from interviews and written surveys

5. On average, how long do you keep your peppers in the cooler?___1-5__ days

6. What is the longest you were able to keep your peppers (still marketable) in the cooler? ____21_____ days

7. Of the peppers you grow or sell, what percentage are….?* Pueblo Chile 35% Anaheim Types 35% Jalapenos and other hot types 15% Sweets (bells, Italian, act) 5% Other - 10% TOTAL 100% * extrapolated/estimated from interviews and written surveys 8. What pest issues are a problem for you? (check all that apply) Phytophthora Wilt 3 Bacterial Leaf Spot 4 Weeds 22 Insects 15 Other Diseases Unknown, Weather 5 My number ONE pest issue is weeds- 100%

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Labor for weed control 9. What nutritional and health characteristics of peppers are you aware of? (check all that apply) Vitamin A content 1 Vitamin C content 15 Potassium content 0 Beta-Carotene content 0 Fiber Content 0 Capsaicin content (HEAT) 25 Peppers help control cholesterol levels 0 Pepper help control weight loss 0 Capsaicin has anti-cancer properties 3 Other (describe) 10. What forms of packaging do you use to get your peppers to market? (check all that apply) Burlap Bag 12 Nylon (cabbage sacks) bags 22 Plastic Bags (any type other type, large or small) 22 Waxed boxes 7 Unwaxed boxes 11 Plastic boxes or crates 2 Large wooden bin 0 Large plastic bins 3 Other (describe) 11. Are you planning to change the way you package your peppers next season? YES__4__ NO_20__ 12. What marketing methods do you use (check all that apply) Wholesale 18 Retail 20 You-Pick 11 On farm – direct to consumer 11 Off-farm – Farmers Market or Road-Side Stand 9 Wholesale to grocery store -FRESH 3 Wholesale to grocery store -PROCESSED 2 Sales to Restaurants 6 Other (describe)

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PROJECT INFORMATION

Project Title Developing Marketing Opportunities, Labor Recruitment and Food Safety

Training Resources for Colorado’s Fruit and Vegetable Growers

Recipient

Organization Name:

Colorado Fruit and Vegetable Growers Association

Period of

Performance:

Start Date: 1/10/2017 End Date: 9/15/2019


Name: Adrian Card Phone: 303-678-6383 Email: [email protected]


PROJECT BACKGROUND

CFVGA was founded on the premise of addressing core issues that affect growers of all scales around the state. Three of those core issues (business development, labor, and food safety) will be addressed in this project. First, marketing opportunities are a significant limiting factor to the expansion of the fruit and vegetable industry in Colorado. The state’s fruit and vegetable growers have voiced their desire for more promotion of Colorado produce to consumers and wholesale buyers. Growers have also shown great interest in improving transactional opportunities in direct and wholesale markets. In addition to marketing, Colorado growers of all scales, struggle with finding and recruiting local labor. To date, there has not been a concerted effort by growers to address the local labor shortfalls. And finally, new food safety regulations present significant challenges to Colorado’s diverse grower population. A massive educational void exists as growers of all sizes attempt to plan and implement new food safety practices.


OBJECTIVES


1 Increase sales of Colorado fruit and vegetables through radio and events targeted to Colorado consumers, retailers and wholesale buyers

x

2 Increase direct market and wholesale market channel opportunities through grower and buyer networking

x

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3 Increase the local labor supply for Colorado fruit and vegetable growers through radio-based recruitment campaigns and labor conference

x

4 Increase adoption of scalable food safety practices through educational outreach activities

x

ACCOMPLISHMENTS


Indicator

1 Exhibited Produce Marketing Association Fresh Summit 2017 and 2018

Objective 1 – Increase sales of Colorado fruit and vegetables through radio and events targeted to Colorado consumers, retailers and wholesale buyers: through engagement with 20 buyers each year at PMA as part of the Colorado Pavilion at this 20,000+ international two-day produce trade show, CFVGA seeded new grower and buyer relationships.

2 Delivered 2017 Mock Produce Safety Audit in Montrose and 2018 in Denver

Objective 4 – Increase adoption of scalable food safety practices through educational outreach activities: CFVGA hosted a produce safety mock audit in 2017 at a farm in Montrose for 13 growers and professionals at an urban farm greenhouse in 2018 for 10 growers and professionals.

3 Delivered a Preventative Controls Qualified Individual training Feb 2017

Objective 4 – Increase adoption of scalable food safety practices through educational outreach activities: 10 attended this training in Colorado collaboration with Western Growers from California

4 Developed CFVGA website job postings and corresponding radio as May – July 2017

Objective 3 – Increase the local labor supply for Colorado fruit and vegetable growers through radio-based recruitment campaigns and a labor conference: CFVGA solicited growers to post job advertisements on the CFVGA website and developed a recruitment ad for workers in Spanish that was aired on Latino radio stations in Colorado for 10 weeks

5 Developed radio ads promoting Colorado produce for 2017 Denver Broncos radio network

Objective 1 – Increase sales of Colorado fruit and vegetables through radio and events targeted to Colorado consumers, retailers and wholesale buyers: through seasonally appropriate radio ads that tracked on the Colorado produce harvest availability calendar, CFVGA ran 16 ads pre, during and post-game for the Denver Broncos KOA radio network for the pre and regular season.

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Indicator 6 Convened and tours produce buyers in 2017

to Western Colorado Objective 1 – Increase sales of Colorado fruit and vegetables through radio and events targeted to Colorado consumers, retailers and wholesale buyers: Collaborated with Colorado Dept of Agriculture to bring 5 Denver area buyers to Western Colorado to meet with 5 produce growers.

7 Delivered 2017, 2018 and 2019 CFVGA Annual Conferences

Objective 2 - Increase direct market and wholesale market channel opportunities through grower and buyer networking: the grower buyer networking session at each CFVGA annual conference provided a fertile platform for growers to meet with wholesale buyers (22 in 2017, 26 in 2018, and 19 in 2019). These conferences also help to fulfill Outcome 4 and of note in 2019 began featuring 2.5 hours of sessions for reports from prior Colorado SCBGP recipients.

8 Delivered 2017 Recall Readiness and Crisis Communications workshop and developed videos of training

Objective 4 – Increase adoption of scalable food safety practices through educational outreach activities: this day long workshop for 26 prepared growers for a produce food borne illness recall event. CFVGA hosted. The training was video recorded and a post-event participant video was created to highlight the impression of live participants immediately after the training. Both videos are on the CFVGA website.

9 Contributed speakers to 2018 and 2019 W Colo Hort Society Annual Conferences

Objective 4 – Increase adoption of scalable food safety practices through educational outreach activities: WCHS touched on this through fruit quality control practices that would prevent peach spoilage and help mitigate food borne illness.

10 Launched and Continued Instagram Produce Promo campaigns in 2018 and 2019

Objective 1 – Increase sales of Colorado fruit and vegetables through radio and events targeted to Colorado consumers, retailers and wholesale buyers: CFVGA launched an Instagram account, cross posting to Facebook, promoting Colorado produce in 2018 and continued in 2019. Instagram campaign goal was promotion to Millennials and after launch year of 2018 there were 284 followers (>46% Millennials), 25,257 impressions, 14 commercial buyers. The 2019 campaign resulted in 624 follower

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Indicator (45% Millennials), 53,000 impressions to date, and an increased average reach of post from 195 in 2018 to 263 in 2019.

11 Delivered 2018 CFVGA Produce Labor Conference

Objective 3 – Increase the local labor supply for Colorado fruit and vegetable growers through radio-based recruitment campaigns and a labor conference: On Dec 5, 2018 CFVGA delivered a labor conference for 90 exploring the situation of domestic and international labor recruitment and retention and innovative ideas and technologies to meet the labor demands of produce growers in Colorado. 100% showed knowledge gained, 57-83% indicated they would use this knowledge, 72% found new solutions/resources that may advance labor interests and the same percentage will explore or implement these new solutions/resources.

12 Exhibited at 2019 West Coast Produce Expo Objective 1 – Increase sales of Colorado fruit and vegetables through radio and events targeted to Colorado consumers, retailers and wholesale buyers: CFVGA engaged with 25 produce buyers and shared Colorado produce harvest availability calendars with buyers, planting seeds for new grower/buyer relationships

13 Exhibited at 2019 Slow Food Nations Objective 1 – Increase sales of Colorado fruit and vegetables through radio and events targeted to Colorado consumers, retailers and wholesale buyers: this event in Denver attracted 20,000 interested in local food and farm to table supply chains and the CFVGA booth provided samples and harvest availability calendars to 1810 people

14 Developed Colorado Reader Produce edition in 2019

Objective 1 – Increase sales of Colorado fruit and vegetables through radio and events targeted to Colorado consumers, retailers and wholesale buyers: CFVGA supported and contributed to the development of print and electronic educational materials distributed to 60,000 elementary age students in 1,794 classrooms in Colorado

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1 We examined the perceived benefit to produce growers from a produce promotional event with chefs in Colorado and determined that exploring markets for produce seconds could create more tangible impacts for growers.

The deliverable in the project was changed to quantify short term impact of a tour with buyers to Western Colorado grower farms through indicators such as cases of produce sold, transactional conversations started, etc.

2 We were surprised by the low number (4) of CFVGA produce grower members submitting job postings for that section of the CFVGA website in 2017. Radio ads on Latino radio stations pointed possible farm workers to these ads shown in English and Spanish. Page views during the radio ad period showed 115 views.

We did not stop the radio campaign in 2017 in hopes of benefitting the growers that did submit ads. This labor project team seriously considered the viability of this effort for 2018 decided to reallocate funds to the 2018 Instagram Campaign and to the 2019 Western Colorado Horticulture Society Conference for speakers.

3 The CFVGA Food Safety committee examined the potential for a more in depth grower workshop, adding a recall readiness component, and determined that was a viable addition to the project. We also desired durable online products for growers who could not attend to learn this content independently. Additionally the FS committee determined that other private entities were fulfilling the demand for Preventative Controls trainings and those funds were marked for reallocation pending program administrator approval.

Project dollars were reallocated for a Nov 14, 2017 training to include crisis communications, legal and insurance preparedness.

4 2018 Preventative controls training was delayed due to timing of available presenters and planning horizon needed to meet grower availability.

Planned for February 19, 2019, and was cancelled last minute due to a key presenter unable to attend.

5 2018 Preventative controls training supplies cost picked up by collaborator.

Funds were reallocated to speaker travel and to the 2018 CFVGA labor conference

6 Mock audits videography was not viable. CFVGA concluded that given the cost and quality needed, the loss of understanding through a video experience versus live experience, and complexity of managing this project activity, resources were better utilized elsewhere.

Video funds were reallocated to the 2018 Instagram campaign and a portion to 2018 CFVGA conference speakers. CFVGA explored mock audit opportunities for 2019 with remaining funds.

7 Funds remained from reimbursements to 2017 CPS research symposium in Denver.

Funds were reallocated to the 2018 CFVGA labor conference.

8 Fewer produce buyers attended 2019 annual conference than in prior years

CFVGA implemented a 2019 phone survey of buyers to determine the best time of the week and day for this grower/buyer networking session at the annual conference

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# Challenge or Development Corrective Action or Project Change 9 Our tactic for recruiting sales data from

growers left gaps in the data set with some not reporting

We turned to ERS data as a proxy to show sales changes during the project period

10 Unable to definitively increase local labor supply for growers

In October 2019 we surveyed Dec 2018 labor conference participants to understand if our efforts to expand networks with labor service providers resulted in an increase of domestic farm workers. While one respondent (n = 29) indicated supply had increased, the remainder of respondents indicated they were unsure or that it remained the same. One indicated it decreased. Given this we cannot show success with this objective.

LESSONS LEARNED

A significant amount of our work is based on the capacity of collaborators to help deliver outputs. We would improve our capacity to deliver outcomes if we could better ensure collaborators are committed to their element of the project. However, some of this is out of our control based on issues and other priorities that collaborators face. Managing contractors for the video and radio elements of our project took more time than anticipated and we would be better prepared to execute by allowing more time in workflow. This project contained many different activities/outputs and was at times more challenging to manage than we would have preferred. It was, to a degree, several different projects put into one proposal. Going forward we will think more strategically and narrow our activities/outputs to a more manageable amount and increase our ability to generate anticipated outcomes. We need a better anonymous sales data reporting system for cooperating growers related to outcome 1 for promotional activities. We envision is as a two-part system with a Google form requesting reporting anonymously and then a follow up Doodle poll asking them to enter their name and verifying that they did report. That way we can follow up with those lagging in reporting annual sales data. We’ll also use ERS data in future promotion projects to add another broader data set to measure how we affected produce sales in Colorado. Finally, as noted previously, we were unable to demonstrate an increased supply of local workers for Colorado produce farms. Given the nationwide challenges with this issue this comes as no great surprise, but it shows clearly that we must reconsider strategies to affect supply of domestic workers. This project team is in ongoing conversations with Colorado Department of Labor and Employment to explore improved utilization of the Ag Recruitment System to meet this goal and is building a statewide survey to characterize the situation of agricultural labor in Colorado by sector through a parallel project. We are optimistic that better use of the ARS and clearer understanding of the local resource gaps for domestic farm workers can help us better direct efforts and resources in the future. There are no easy answers and we continue to focus on this crucial issue for Colorado produce growers.

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CFVGA continues to explore more cost-effective ways to develop and deliver the CFVGA annual conference as a vehicle for grower education and grower/buyer networking while keeping growers’ costs low to maximize grower registration and attendance. Growers clearly want a two-day conference and this adds on additional lodging costs for them. Our efforts to offset or reduce conference production costs include increasing non-Federal external funding, possibly relocating to a regional fairgrounds facility and reducing catering and venue-based AV services. We will continue this place-based learning through subsequent annual conferences with anticipated reduced SCBGP award 2020-2021. CFVGA is committed to producing annual conferences as a means to enhance the competitiveness of specialty crops in Colorado and is deeply appreciative of SCBGP support. Our efforts into produce food safety will continue through a NIFA Food Safety Outreach Program Award 2019-2022 for regionally based food safety education and through an anticipated next round of SCBGP award to create traceability curriculum for growers. As a result of this past project we have strengthened our professional network and increased capacity to deliver excellence in food safety programming. We have built excellent capacity in produce promotion through this awarded project to continue social media campaigns, buyer tours, produce expos and grower/buyer networking sessions and will further this work through an anticipated SCBGP award for 2020-2021. In particular, our efficiency and quality in social media has increased as a result of this past project and requires less external dollars to execute. Solutions to recruitment and retention of qualified farm workers continues to be a challenge, however we will persist in our efforts to tackle this crucial farm viability issue for Colorado produce growers by hosting a labor conference fall of 2020 as part of an anticipated SCBGP award. Our ability to execute a 2018 labor conference funded in part by this award led to deeper understanding and relationships with Colorado Department of Labor and Employment and will foster solutions-minded programming into 2020 and beyond. We will share key project outcomes at the 2020 CFVGA annual conference.

BENEFICIARIES

Number of project beneficiaries 559


OUTCOME MEASURE(S)

Select the Outcome Measure(s) that were approved for your project.

Outcome 1: Enhance the competitiveness of specialty crops through increased sales Outcome 3: Enhance the competitiveness of specialty crops through increased access Outcome 4: Enhance the competitiveness of specialty crops though greater capacity of

sustainable practices of specialty crop production resulting in increased yield, reduced inputs, increased efficiency, increased economic return, and/or conservation of resources

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Outcome 6: Enhance the competitiveness of specialty crops through increasing the number of viable technologies to improve food safety

Outcome 7: Enhance the competitiveness of specialty crops through increased understanding of the ecology of threats to food safety from microbial and chemical sources



1 Outcome 1 Farms tracking sales for CFVGA will show that total sales increased from $27,595,200 to $30,354,720 and by 10%, as a result of marketing and/or promotion activities.

The self-reported farm sales data set was incomplete and therefore not reliable for our reporting purposes. ERS data for vegetables, melons, fruit and nuts for Colorado shows a 10.57% increase in vegetables and melon sales in 2017 compared to 2016 sales and a 22.22% decrease in fruit and nut sales in 2017 compared to 2016 sales for an overall produce increase of 7.24% in 2017 compared to 2016. Compared to 2017 sales, 2018 sales of vegetables and melons decreased 7.85% and increased 33.67% for fruits and nuts for a total produce decrease of 4.09%. In the project period of sales data available 2016-2018, fruit and melons increased by 1.88% ($4,515,000), fruit and nuts by 3.96% ($1,072,000) for a produce total of 2.09% increase ($5,587,000).

2 Outcome 3, Indicator 1a Of the 25 wholesale buyers reached annually, 20 report annually an intention to access specialty crops

For the yearly grower/buyer networking sessions at CFVGA annual conferences, produce expos, and 2017 buyer tour, buyers attending (reached) and number who responded to the survey (x/z) are as follows by year: 2017 (70/43), 2018 (71/40), 2019 (44/19). 100% of buyers who responded to the survey showed an intention to access Colorado produce.

3 Outcome 4, Indicator 2a Twenty growers indicate intent to adopt or adoption of recommended practices that create increased yields, reduced inputs, increased efficiency, increased economic return, and/or conservation of resources.

As a result of educational sessions at CFVGA annual conferences, number of growers responding and percent range by session indicating intent to adopt practices (x/z) is as follows by conference year: 2017 (26/60-100%), 2018 (19/33-100%), 2019 (41/33-100%) Total growers in attendance for each conference and total attendees (x/z) for each

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year: 2017 = 80/281; 2018* = 76/278; 2019* = 77/305 *two day conferences and showing total attendees for one or both days

4 Outcome 6, Indicator 3 Fifty individuals will learn about prevention, detection, control, and intervention food safety practices and 45 will increase their food safety skills and knowledge.

Based on the 26 attendees at the 2017 Recall Readiness and Crisis Communications training, 10 attending the Preventative Control Qualified Individual (PCQI) training in 2017, 6 attending the 2017 CPS Symposium, 10 attending 2017 Mock Audit, 13 attending 2018 Mock Audit, 122 responding from food safety sessions at CFVGA 2017, 2018 and 2019 annual conferences, 187 both learned about prevention, detection, control, and intervention food safety practices and increased their food safety skills and knowledge.

Outcome 7, Indicators 1, 3 and 4 This project will have educational programs that:

- Increase understanding of fecal indicators and pathogens

- Increase understanding of the roles of human, plants and animals as vectors

- Increase understanding of preharvest and postharvest process impacts on microbial and chemical threats

Based on the 6 attending the 2017 CPS Symposium, 10 attending the 2017 PCQI training, 10 attending 2017 Mock Audit, 13 attending 2018 Mock Audit, 122 responding from food safety sessions at CFVGA 2017, 2018 and 2019 annual conferences, 161 increased their understanding of fecal indicators and pathogens, the roles of humans, plants and animals as vectors, and preharvest and postharvest process impacts on microbial threats.

DATA COLLECTION

Pre- and post-event online evaluations were conducted at educational sessions to evaluate knowledge gained and intent to apply knowledge gained. Review of survey summaries allows a count of respondents showing knowledge gained and intent to apply knowledge gained. Produce buyers were also surveyed with online evaluations to understand their intention to access Colorado produce. Review of survey summaries allows a count of respondents showing intent to access Colorado produce. ERS data was analyzed to understand sales increases year over year. https://data.ers.usda.gov/reports.aspx?ID=17832#Pc978480f8b114239ba5282c35e39a3da_2_17iT0R0x6


https://data.ers.usda.gov/reports.aspx?ID=17832#Pc978480f8b114239ba5282c35e39a3da_2_17iT0R0x6

https://data.ers.usda.gov/reports.aspx?ID=17832#Pc978480f8b114239ba5282c35e39a3da_2_17iT0R0x6

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EXPENDITURES



Travel $14,250.00 $17,622.59 Supplies 3,000.00 0.00 Contractual 25,120.00 45,517.07 Other 30,530.00 11,360.00

Total Federal Costs 72,900.00 $74,499.66*

*Funding was increased due to available funds not utilized by other Colorado SCBGP projects.


Source/Nature (i.e., registration fees)

Amount Approved in Budget Actual Amount Earned

1. CFVGA 2017 annual conference registration fees $14,000.00 $25,231.00 2. Mock audit 2017 120.00 3. Recall Readiness workshop 2017 0 2,824.00 4. Mock audit 2018 0 120.00 5. CFVGA 2018 annual conference registration fees 14,000.00 26,619.00 6. CFVGA 2018 Produce Labor conference 0 3,320.00 7. CFVGA 2019 annual conference registration fees 0 33,413.00

Total Program Income Earned $28,000 $91,647

Use of Program Income

Program income in all cases paid for the operating costs of all project activities listed as cost recovery. This income provided cost support for supplies, meals and other items not reimbursable in this grant project and furthered attendees’ learning experience by providing necessary supplies for the event and allowing them to stay at the event for meals and network with others.

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PROJECT TITLE

Colorado Pavilion at the 2017 PMA Fresh Summit

PROJECT IMPACT AND FINDINGS

The Colorado Department of Agriculture (CDA) partnered with nine Colorado produce associations,

growers and handlers to exhibit at the Produce Marketing Association’s (PMA) Fresh Summit Expo

in New Orleans, Louisiana, October 19-20, 2017. The Colorado Pavilion at PMA, the largest produce

expo in the United States, increased exposure and sales potential of Colorado specialty crops and

companies. CDA assisted nine Colorado companies and associations in gaining a national and

international buying audience through attendance at Fresh Summit Expo, increasing awareness of

Colorado as a reliable supplier of fruits and vegetables.

BENEFICIARIES

Number of project beneficiaries: 1,361


QUARTER ONE: THROUGH MARCH 31, 2017

As we had developed a new booth design for the Colorado Pavilion in 2016, it was decided to continue

to use that design for the 2017 booth. The new design had been well-received and functioned well.

QUARTER TWO: THROUGH JUNE 30, 2017

Begin recruitment of producers for exhibiting at the trade show and begin work with contractor to

build out display. Promote show to obtain “New to Show” scholarship recipient. CDA project manager

and international staff used industry contacts (email and phone lists) to market participation and

promote the PMA Fresh Summit Expo at specialty crop conventions and meetings, and with personal

contacts. All of the businesses that were interested in participating were able to obtain booth space.

It was again difficult to recruit companies for the “New to Market” space in the booth. Even with CDA

covering most of the cost for attendance, it is still expensive for companies that have not been in the

market before.

The Marketing Specialist worked with design contractor Stand-Out Services Inc. (the show contractor

who supplies the materials for the Pavilion and constructs the Pavilion) to modify the structure used

last year for a smaller footprint this year.

QUARTER THREE: THROUGH SEPTEMBER 30, 2017

The project manager coordinated all companies’ and associations’ information being entered into

show directory, and coordinated registering attendees and getting admission badges to them.

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CDA had the opportunity for discounted advertising in a publication that is distributed to all

attendees at the Fresh Summit, and developed a one-page display ad and three news/editorial pieces

for Produce Show Daily.

The project manager coordinated with all exhibitors to ensure that they were able to register, obtain

badges for their personnel and use personalized photos and logos in their section of the pavilion, as

well as any special electrical or display needs. CDA worked with Stand-Out Services (show facilitator

for PMA) to ensure that the Pavilion would be constructed in a timely manner and would be ready to

go for the show.

By September 2017, the CDA confirmed all exhibitors including: Colorado Potato Administrative

Committee, Aspen Produce, Bing Beverage, Colorado Fruit and Vegetable Growers Association, Canon

Potato, Rivertrail Foods, KC Trading, MV Logistics and the Colorado Mushroom Farm, and kept them

up to date on PMA show deadlines, badge information, etc. Each of these exhibitors maintained their

own exhibit space during the show, and are dedicated Colorado companies that participate actively

to meet PMA deadlines, purchase and coordinate shipping and travel plans, and aid in customer

service to attendees at the show.

CDA international staff engaged an international contractor who coordinated visits with buyers from

Mexico who would be attending the show, and set up appointments for the buyers to meet with

Colorado companies.

QUARTER FOUR: THROUGH DECEMBER 1, 2017

Project manager coordinated final preparations with the exhibit company Stand-Out. CDA staff

Glenda Mostek arrived early and supervised the show set up and assisted Colorado exhibitors in set

up as they could, including trouble shooting product arrivals and any additional needs that were

discovered such as electricity. CDA staff met with exhibitors before the show opened to brief them

and cover logistics, and checked in periodically with exhibitors during the show to see if they had any

needs. CDA staff were present for the tear down of exhibits.

In November 2016, each Exhibitor was sent a survey from Survey Monkey (an online survey

company), where they were asked questions about the level of customer service provided by the CDA,

how well they liked the design of the Pavilion, number of new and current contacts made and if there

was an increase in qualified buyers made during the Expo, as well as what their sales were for the

show, to meet the SCBGP marketing objective.

OBJECTIVES


Yes No*

1 Objective 1: Gain a national and international buying audience for

Colorado specialty crop companies, growers and associations. X

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ACCOMPLISHMENTS

Accomplishment/Impact Relevance to Objective, Outcome, and/or

Indicator

Successfully coordinated Colorado Pavilion at

PMA Fresh Summit, exposing nine Colorado

companies to a national and international

market.

Outcome 1: Enhance the competitiveness of

specialty crops through increased sales

(required for marketing projects)

Indicator: Increase sales for Colorado

participants through PMA Fresh Summit

(Specialty Crop Trade Show). Baseline sales

figures will be established in 2017, the first

year under new SCBGP outcome/indicator

guidelines.

CHALLENGES

Challenge Corrective Actions

Because of logistical difficulties with

contractors, the pavilion was not set up by

5:00 p.m. the night before the show opened,

and was still being finished as the show

opened. The contractor did work overtime to

get the booth set up as soon as possible.

Sometimes a truck is late and your floor

doesn’t arrive, which delays the set-up of the

whole pavilion. For next year, we are

considering putting a clause in our contract

which will penalize contractors for work not

completed by 5:00 p.m. the day before the

show opens.

LESSONS LEARNED

While it is impossible to consider all of the logistical considerations that can go wrong, having

deadlines in place in your contract can be of benefit to all parties involved.


Colorado has been approved to continue this project in 2018 under the SCBGP. Our outcome

information should be helpful in recruiting additional companies to be a part of this event. Other

states have asked us to share our project plans for this project, as they can see it brings visibility to

the specialty crop producers of the state.

OUTCOME(S) AND INDICATOR(S)/SUB-INDICATOR(S)

OUTCOME MEASURE(S)

Outcome 1: Enhance the competitiveness of specialty crops through increased sales

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Outcome 1: Enhance the competitiveness of specialty crops through increased sales (required for

marketing projects)

Indicator: Sales increased from $81 million to $83 million and by 2.46 percent, as result of this

activity.

DATA COLLECTION

Each exhibitor was sent a survey, and they were requested to disclose their sales amounts for the

show.

CONTACT PERSON

Contact Person for the Project Glenda Mostek

Telephone Number 303-869-9173

Email Address [email protected]

FEDERAL PROJECT EXPENDITURES TO DATE

EXPENDITURES

*“Other” category below is net of booth rental fees shown in Program Income.



Personnel

Fringe Benefits

Travel $7,808.72 $8,925.09

Equipment

Supplies

Contractual $7,500 $7,229.14

Other $79,100 *$79,671.40


This project ran over budget but there are sufficient funds in the Grant Administration budget to

cover the excess costs.

PROGRAM INCOME

mailto:[email protected]

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Source/Nature

(i.e., registration fees)

Amount Approved in

Budget Actual Amount Earned

Booth registration fees from exhibitors $33,300 $32,350.00

Total Program Income Earned $33,300 $32,350.00

Program income was used to offset rental of the space in the exhibit hall.

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Ad published in Produce Show Daily

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2017 Colorado Pavilion at PMA

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PROJECT INFORMATION

Project Title Managing Potato Soil Health Through Crop Rotation Length and

Diversity for Increased Economic Gain in Colorado Recipient Organization Name:

Colorado Potato Administrative Committee

Period of Performance: Start Date:

2/1/2017 End Date:

9/29/2019


Name: Courtney Jahn & Jane Stewart Phone: 970-491-6741, 970-491-8770 Email: [email protected], [email protected]


PROJECT BACKGROUND

Colorado’s San Luis Valley is the second largest fresh potato growing region in the United States. Potato production over the last 10 years has ranged from approximately 20.3-23.6 million hundredweight with an estimated value of 143.5-290.1 million dollars per year. Colorado produces over 70 different varieties of potatoes (including russets, yellows, fingerlings, reds and many specialty varieties). Colorado potatoes meet the highest standards for food safety and taste due to a good growing environment but also in large part to the commitment from San Luis Valley growers and the Colorado Potato Administrative Committee (CPAC) with strict guidelines for potato quality, water sustainability, and progressive production practices. Despite these strict guidelines and progressive practices, one of the major constraints limiting Colorado potato yield and quality is increasing soil-borne plant pathogens. Crop rotation options in the San Luis valley are limited because of the high altitude (7600 ft. in base elevation) of the region, and economic considerations of the crops suitable for production at high altitude. A major concern in potato production is the sustainability of farming systems using short-term rotations that result is a less than optimum crop rotation system for most potato growers.

Effective control of soil-borne plant pathogens (plant parasitic nematodes, fungi, phytopathogenic bacteria) and weed pests is a serious challenge to potato growers. Continuous cropping of a susceptible host, or susceptible alternate hosts, can result in the build-up of specific plant pathogens resulting in a decline of crop yield and quality [1, 2]. Studies in potato cropping systems have shown that the rotation frequency and host range of the crops in the rotation influence potato soil-borne disease incidence and severity. Longer rotations (out of potato) tend to reduce soil inoculum levels and the crop directly preceding potato (and its ability to harbor potato pathogens) also affects the disease incidence of the succeeding potato crop. In the San Luis Valley, the most common practice is a two-year potato-barley rotation. Data from these short rotations supports that fungal and nematode pathogens increase under this cropping system and indicators of soil health (organic matter and microbial diversity) remain low. There is increased interest in extended three-year cropping system with the incorporation of a green manure cover crop.

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Building organic matter and soil fertility through the incorporation of certain cultural practices (e.g. green manures, companion crops) into rotation schemes offers multiple benefits for potato growers. The improved quality of soil can help reduce compaction and crusting, as well as increase drainage and increase water-holding capacity. The addition of organic materials to the soil is thought to decrease fertilizer cost as soil organic matter serves as a slow release reservoir for plant nutrients [3]. Further reduction in fertilizer costs and requirements may be made through companion cropping potatoes and legumes. Other benefits of companion cropping may include pest control, pollination services, providing habitat for beneficial insects, and to otherwise increase crop productivity. Incorporated plant residues can also maintain or improve soil organic matter levels which can increases beneficial soil microbial populations, leading to improved soil quality. Green manures have also been shown to have a suppressive activity to plant pathogens [2], including soil-borne fungi (black scurf, silver scurf, blackleg, among others), plant-parasitic nematodes (lesion, stubby root, and root knot nematodes), and viruses transmitted by plant parasitic nematodes (for example, corky ringspot virus transmitted by the stubby root nematode) [4-6]. Additionally, total marketable tuber yield and increased production of tubers greater than 8 ounces increased with the incorporation of green manure crops indicating the potential to generate additional income through longer, more diverse rotations [7, 8].

A multi-faceted approach to understanding factors that contribute to potato disease severity and pressure, soil fertility and quality, and economic gains under different cropping systems will be necessary to develop best management practice for improved potato soil health. The long-term goal of this proposal is to provide solutions for Colorado potato growers to build soil fertility and reduce disease loss caused by soil-borne pathogens. We understand that the SCBGP timeline is only 21 months, and therefore the scope of this work falls outside of that timeframe, however a third year is required to fully understand soil health and fertility with increased rotation length and diversity. We will seek additional funds to complete the work. The main objective of this proposal is to develop cultural management strategies for improved soil health and overall sustainable agricultural practices to be used in potato production systems. Our specific objectives are listed below.


OBJECTIVES


1

Objective 1: Determine microbial population dynamics in response to two- and three-year rotation schemes

a. Determine both pathogen and total soil microbial

population changes in response to rotational length and

cropping sequence

b. Determine nematode population changes in response to

rotational length and cropping sequence

X

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2 Objective 2: Determine the contribution of two- and three-year rotations,

green manures, and companion crops on soil fertility status

X

3

Objective 3: Determine the economic benefits to these cultural practices alone and in combination

a. Determine effects of cropping system on irrigation, input

costs, tuber number, size and quality.

X

4 Objective 4: Develop best management practices for potato growers based on the information learned.

X

*If no is selected for any of the listed objectives, you must expand upon this in the challenges and

lessons learned sections.

ACCOMPLISHMENTS


Indicator

1 Completed baseline soil health grower survey (Year 1)

Objective 1) Determine microbial population

dynamics in response to two- and three-year

rotation schemes

A). Determine both pathogen and total soil

microbial population changes in response to


B.) Determine nematode population changes

in response to rotational length and cropping

sequence

Objective 2) Determine the contribution of

two- and three-year rotations, green

manures, and companion crops on soil

fertility status.

2 Set up plots in San Luis Valley and collected soil samples for a baseline (Year 1)

Objective 2) Determine the contribution of two- and three-year rotations, green manures, and companion crops on soil fertility status

3 Baseline soil fertility tests completed (Year 1)



rotation schemes

B.) Determine nematode population changes in response to rotational length and cropping sequence

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Indicator 4 Isolated nematodes from soil and performed

nematode counts (Year 1) Objective 1) Determine microbial population


rotation schemes

A). Determine both pathogen and total soil





sequence


5 Extracted microbial DNA from soils and sent to University of Minnesota (UofMN) Sequencing center (Year 1 – baseline)



rotation schemes

A). Determine both pathogen and total soil microbial population changes in response to rotational length and cropping sequence

6 Nematode DNA extraction method developed (Year 1)



rotation schemes


7 Nematode sequencing method developed (UofMN) (Year 1)



rotation schemes


8 Plots planted in barley in spring (Year 1)

Barley-Potato or Barley-Potato/Companion

(Year 2 of 2-Year rotation) or Barley-Cover Crop (Year 2 of 3-Year rotation)



rotation schemes

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Indicator A.) Determine both pathogen and total soil





sequence


9 Collected soil samples (Years 1 and 2) Objective 1) Determine microbial population


rotation schemes

A.) Determine both pathogen and total soil




10 Isolated nematodes and performed nematode counts (Years 1 and 2)



rotation schemes


11 Extracted microbial DNA from soils and sent to UofMN Sequencing center (Years 1 and 2)



rotation schemes


12 Extracted nematode DNA and sent to UofMN Sequencing center (Years 1 and 2)



rotation schemes

A.) Determine both pathogen and total soil



Page | 102


Indicator B.) Determine nematode population changes in response to rotational length and cropping sequence

13 Identified Economic Cooperator – Year 1 data collection (Years 1 and 2)

Objective 3) Determine the economic benefits to these cultural practices alone and in combination

14 We have summarized results to determine trends in the data for the development of best management practices.

Objective 4) Develop best management practices for potato growers based on the information learned.



1 Second year microbial DNA would not yield good sequencing results.

We determined that there was some interaction between the DNA and residual sample stabilizer used to store soil samples. Samples were reprocessed to remove stabilizer and sent back for sequencing.

2 A second survey of enterprise budgets to compare the costs of rotational schemes.

Data collected included 1) pre-harvest operating costs (e.g. tillage, seed treatment and cutting, irrigation, labor, etc.), 2) harvest and storage costs, 3) property and ownership costs (e.g. overhead and real estate taxes), 4) and interest on operating costs. Another set of will be collected in 2020 so that enterprise budgets can be created to compare between Potato-Barley and Potato-Barley-Cover crop rotational schemes.

LESSONS LEARNED

A variety of lessons were learned through the completion of this work. We were concerned that we might see seasonality issues within our data as they were sampled in different seasons. This could be true for some traits; however, at least for nematode population data, we saw consistent population numbers in potato fields grown in previous quinoa or grazed-livestock fields. This is different from what we saw with nematode numbers from on-farm test sites, indicating that nematode populations are responding to rotational crops. Further, we do see differences among the microbial communities, but further analyses will determine how extensive these differences are. Determining the methods for nematode DNA extraction and sequencing took much longer than expected. Additionally, good sequencing facilities can have a long backlog and wait time for data can vary. This will continue to be a problem with other projects. Data from the baseline sample set looked good. We had problems with the sequencing data from the second sampling time point (post barley). We determined that it was due to interactions between the DNA stabilizer (RNAlater) and the ability to sequence the DNA was reduced when the samples stored in RNAlater were not kept on ice. This

Page | 103

has been fixed in subsequent sampling time points and we were able to centrifuge to remove the DNA from the stabilizer and this should fix our sequencing issues. We have just begun to scratch the surface on microbial population dynamics and by the end of this granting date have only determined that overall microbial communities do differ with different rotational cropping, but further analyses will enable us to determine if specific groups, fungi or bacteria, are changing more readily. We will begin to identify changes at the species level in the coming months and be able to have a better understanding after we collect the third year of data in the awarded renewal project. For Objective 3, we have learned that we need to schedule meeting times way in advance. We are reliant on an agricultural economist and do not have the skill set ourselves. During the first round of interviews with the growers, the agricultural economist met with the growers alone. It would be best if we also joined the interviews and participated in the discussion. This would help us ensure that that the meeting occurred on a timely schedule.


This project has a continuation FFY 2018 SCBGP that is funded through the USAD/CDA Specialty Crop Block Grant with matching funds from CPAC to collect Year 3 data. Data from this current and the upcoming project will be used to generate the final deliverables for this long-term project. We will determine the impacts of 2-year and 3-year rotations on microbial and nematode population dynamics, soil fertility and yields. These data will be used to develop best management practices for the San Luis Valley potato growers. Additionally, the three-year data set will provide the economic benefits of these cultural practices. A survey was conducted at the beginning of the study and will be conducted at the end of the study to compare what practice potato growers are currently using and how many would likely use the 3-year rotation based on the results of this study. This data will be collected through grower surveys generated by PIs Jahn and Stewart and will be disseminated to growers through CPAC and presentations at grower and annual meetings. Several manuscripts will be generated from this work as well.

BENEFICIARIES



OUTCOME MEASURE(S)

Outcome 5: Enhance the competitiveness of specialty crops through more sustainable, diverse, and resilient specialty crop systems



1 Outcome 5: Enhance the competitiveness of specialty crops through more sustainable, diverse, and resilient specialty crop systems. Indicator 1: Number of new or improved innovation models (biological, economic, business, management, etc.) technologies,

1. Crop rotation changes soil fertility. Diverse cropping systems (3 year rotation) can enhance soil fertility low fertile soils. Our results show that changing crop rotation can increase

Page | 104

networks, products, processes, distributors, etc.

micronutrients including iron manganese, copper, zinc and aluminum.

2. Our one new best management recommendation for growers with low fertility soils is to diversify crop rotation to reduce added nutrients needed.

3. We saw the greatest soil fertility improvement effects with growers with the least diverse cropping systems.

DATA COLLECTION

Soil samples were collected three times in the project period (April 2017, August 2017, August 2018). For each sample collection time, soil cores taken at each site were split into upper (0- 15 cm) and lower (15 – 30 cm) sections. Each section was homogenized and subsampled for DNA extraction, nematode isolation, and soil fertility characterization.

Grower surveys: A baseline grower survey was conducted prior to on-farm tests. Surveys were administered through “Survey Monkey” and asked growers basic questions like farm size and location as well as farm history and management. Growers were asked to rank pest severity for potato disease issues (fungal and bacterial), nematodes, viruses, insects, and weeds. Additionally, they were surveyed for current management tools that they use. This survey will be conducted again at the end of the FFY 2018 SCBGP in early 2020 to determine if data released from this project have changed grower behavior and adoption. Our first survey had 50 participants, so we expect this last survey will have a similar number of participants.

Microbial data: After sampling, microbial DNA was extracted and amplified with 16S and ITS primers to identify bacterial and fungal species present in the samples and amplified before sequencing at UofMN Sequencing Facility. To date these data have been analyzed with Mothur to determine site, soil depth, the influence of rotational crop and determine pathogen present/pressures. These data will be compared to the 3-year rotational scheme in the FFY 2018 SCBGP project to determine if rotational schemes alter soil fertility status.

Nematode data: Nematodes were separated from soil samples using Baermann funnels and nematode counts were taken. DNA was extracted from isolated nematodes and amplified before sequencing at U of MN Sequencing Facility. To date these data have been analyzed with Mothur to determine site, soil depth, the influence of rotational crop and determine pathogen present/pressures. These data will be compared to the 3-year rotational scheme in the FFY 2018 SCBGP project to determine if rotational schemes alter soil fertility status.

Soil fertility data & permanganate oxidizable carbon (POXC): A soil fertility analysis was performed on 42 different soil fertility parameters with a Haney Test. These tests give an overall assessment of soil health, can be used to track changes based on management decisions, and looks at available plant nutrients. Additionally, Solvita CO2 burst analysis is another way to look at microbial activity. Specific compounds related to carbon and nitrogen levels were determined. POXC was also determined as POXC has a greater sensitivity to changes in management and environmental variation (than POC, MBC, or soil organic carbon) and higher levels of reactive carbon improves water infiltration and reduces soil degradation. To date these data have been analyzed with ANOVA and PCA to determine site differences and influence of rotational crop. These data will be compared to the 3-year rotational scheme in the FFY 2018 SCBGP project to determine if rotational schemes alter soil fertility status.

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Potato yield data: In 2017, we evaluated the effect of preceding summer crop (barley) on the performance of the succeeding potato crop for the 2-year rotation. Potatoes were sampled (10ft sections dug with 3 reps) to determine tuber yield (size and quantity) and quality (internal and external defects). Samples were taken on two treatments within the 2-year rotation: Potatoes only and potatoes/companion crops. These data will be compared to the 3-year rotational scheme in the FFY 2018 SCBGP project to determine if rotational schemes alter potato yield and quality.

Economic data: Grower interviews were given in 2017 and 2018 to collect data to complete enterprise budgets for potato production in the San Luis Valley. Data collected included 1) pre-harvest operating costs (e.g. tillage, seed treatment and cutting, irrigation, labor, etc.), 2) harvest and storage costs, 3) property and ownership costs (e.g. overhead and real estate taxes), 4) and interest on operating costs. A third set of data will be collected in 2020 so that enterprise budgets can be created and compared between Potato-Barley and Potato-Barley-Cover crop rotational schemes.


EXPENDITURES



Personnel $70,113.00 $78,996.31 Fringe Benefits 10,198.00 1,284.69 Travel 5,235.00 5,265.00


ANNUAL PERFORMANCE REPORT - Colorado · 2020-02-11 · REPORT Report Type: Final Date Report is...

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