Item No. 1 of 1

INVESTIGATOR: Tackie, N. O.; Findlay, H. J.; Doamekpor, P. K.; Menefee, A. S.

PERFORMING INSTITUTION:
TUSKEGEE UNIVERSITY
TUSKEGEE, ALABAMA 36088

VALUE-ADDED LEADERSHIP FOR STRENGTHENING EXTENSION PERSONNEL AND CITIZENS

NON-TECHNICAL SUMMARY: Rural counties are faced with distinctive challenges that may require a unique combination of leadership skills to add value to the community. Tuskegee University lacks adequate human and non-human resources to effectively deliver leadership training to citizens in the 12 Black Belt Counties it primarily serves. Currently, there are only a small number of Tuskegee University Extension specialists who are trained in community leadership development and in how to update and deliver value-added leadership curriculums. In fact, none of the Extension agents and paraprofessionals is trained in community leadership development. This paucity of skill in leadership development demonstrates a compelling need to seek resources to expand the capacity of these personnel to deliver quality leadership training. If the capacity of these Extension staffs is enhanced, they will develop the skills needed to assist the citizenry in transforming their communities. To deliver activities, the project leaders will use train-the-trainer approach (that is, training Extension personnel); participatory approach (that is, involving community stakeholders in designing of teaching curriculum and using that curriculum to teach target audiences); and volunteerism approach (that is, recruiting interested community stakeholders to teach other community residents). The impact of the project falls in three categories: short-term, medium-term, and long-term. Examples of short-term impacts are the awareness created and knowledge gained in leadership. Examples of medium-term impacts are strengthening of Extension personnel capacity to deliver leadership programs, strengthening Extension leadership curriculums, and better prepared community leaders. Examples of long-term impacts are increase in the number of trained Extension personnel in leadership development, more effective Extension leadership curriculum developed, more positive attitude to volunteer work, increase in participation in community activities, and a healthier and more productive community.

OBJECTIVES: The goal of the project is to increase the capacity of Tuskegee University Cooperative Extension Program (TUCEP) to deliver curriculum-based leadership development training to citizens in rural Alabama counties. Specific objectives are to: (1) increase the capacity of TUCEP personnel to effectively deliver leadership development training programs; (2) enhance the leadership skills of community stakeholders, including emerging leaders and appointed and elected officials, and (3) promote leadership and volunteerism as a means of advancing the communities. Expected outputs include innovative teaching methods, curriculum, instructional manuals, videos and DVDs, bulletins and pamphlets, newsletters and publications on dedicated web pages and in journals and newspapers.

APPROACH: The project will be implemented using a multidisciplinary approach by a team of Extension specialists, college professors, and community stakeholders. The project will use leadership development as a conduit to solve community issues. The general methodology to be used is the participatory approach. Specifically, unique attributes of the project are training Extension personnel in leadership development and using them as linchpins to train community residents or target audiences in the Black Belt; the inclusion of volunteerism has hitherto not been associated with leadership training in the Black Belt; Extension field staffs and citizens will have the opportunity to determine training needs specific to their community, regarding leadership development. The project will use pre-test and post-test surveys to collect data for the project. The post-test results will be compared with the pre-test results to ascertain any changes in terms of leadership knowledge, skills, and attitudes toward solving community problems, and the number of volunteers working in the community. The data will be analyzed using SPSS software, and statistical techniques such as percentages, frequencies, correlations, and regression analysis will be used to evaluate and interpret data. Additionally, qualitative data will be analyzed and interpreted using NVIVO as well as by observational means. The project will use a set of inputs and activities as efforts to cause changes in knowledge, actions, or conditions. The inputs include research-based participatory training approach, curriculum materials, staff, committed partners, funding, time, and equipment and other logistics. The activities include recruiting participants, conducting listening sessions, conducting workshops, developing and updating curriculum-based needs of community, developing innovative teaching and delivery methods and materials, and evaluating effectiveness of training. Outputs will be evaluated by observational means and actual counting. For instance, in the latter case, if workshops are conducted the number of times held and the number of participants will be counted. Similarly, the number of publications, such as brochures, pamphlets, and journal articles will be counted.

PROGRESS: 2012/09 TO 2016/12
Target Audience:Target Audience 1. Extension personnel and other professionals 2. Elected and appointed leaders 3. Adult community residents Changes/Problems:-Since the central website is undergoing changes, materials (e.g., publications and video) will be posted on the website in the future, middle or late 2017. -Also, intend to implement continuation plans, and continue to publish on subject What opportunities for training and professional development has the project provided?TUSKEGEE UNIVERSITY FINAL REPORT Conferences/Professional Development The project directors and project coordinator attended conferences/professional training such as the Learning Resources Network Annual Conference, ACLN conferences, and American Association of University Administrators Leadership Seminar. AUBURN UNIVERSITY FINAL REPORT Conferences/Professional Development The project director conducted several ACLN conferences, where he presented some of the things he learned experientially. He also learned some things on various aspects of leadership from several conference presenters and participants. How have the results been disseminated to communities of interest?TUSKEGEE UNIVERSITY FINAL REPORT Dissemination The results have been disseminated through workshops, seminars, roundtables, conferences, publications (e.g., journal articles, thesis, curricular, and fact sheets). AUBURN UNIVERSITY FINAL REPORT Dissemination The results have been disseminated through workshops and conferences. What do you plan to do during the next reporting period to accomplish the goals? Nothing Reported

IMPACT: 2012/09 TO 2016/12
What was accomplished under these goals? Specific objectives were to (1) increase the capacity of Tuskegee University Cooperative Extension Program personnel to effectively deliver leadership development training programs; (2) enhance the leadership skills of community stakeholders, including emerging leaders and appointed and elected officials, and (3) promote leadership and volunteerism as a means of advancing the communities; (4) Ancillary objective: student engagement and research. The appertaining objectives were accomplished; the details are provided below, and also, in previous years' reports. TUSKEGEE UNIVERSITY FINAL REPORT Objective 1 Year 1, September 1, 2012 - August 31, 2013, and Year 2, September 1, 2013 - August 31, 2014: Leadership Institutes were held to train Extension and other professional personnel. Objective 2 Year 1, September 1, 2012 - August 31, 2013, and Year 2, September 1, 2013 - August 31, 2014: Leadership for Economic Development workshops were held in Clayton, Barbour County, and Epes, Sumter County, for community residents. The workshops comprised: fundamentals of leadership, leadership for advancing organizations, visioning and strategic planning, grant writing basics, developing 501 (c) (3) organizations, and volunteerism and leadership basics. Also, there was a Clayton, Barbour County follow-up (6-month) workshop. Objectives 2and 3 Year 3, September 1, 2014 - August 31, 2015: The County Leadership Series workshops were held at Tuskegee University for 10 months. In addition, the Volunteer Summit was held at Tuskegee University, and also, there was a Clayton, Barbour County follow-up (12-month) workshop. Objectives 2, 3, and Ancillary, 4 Year 4, September 1, 2015 - December 31, 2016: Several activities were accomplished: County Leadership Refresher Seminar at Tuskegee University; County Leadership Series Follow-up Seminar at Tuskegee University; Leadership for Economic Development at Eutaw, Greene County; Leadership Award at Tuskegee University; Leadership Circle I at Tuskegee University; Leadership Circle II at Tuskegee University; Leadership Research: professional publications and thesis. Results In total 728 contacts were made as follows: Year 1: 69 contacts (Extension personnel/professionals and community residents); Year 2: 252 contacts (Extension personnel/professionals and community residents); Year 3: 221 contacts (Extension personnel/professionals; elected, appointed and emerging leaders, and community residents); Year 4: 186 contacts (Extension personnel/professionals; elected, appointed and emerging leaders, and community residents). Seven hundred twenty-eight (728) gained knowledge and skills in various aspects of leadership and community development. It is expected that, at least, 60% (or 437 contacts) will continue using the knowledge and skills that they acquired in one way or another to improve their communities. AUBURN UNIVERSITY FINAL REPORT Objective 1 Year 1-Year 4, September 2012 - December 31, 2016: N/A Objective 2 Year 1, September 1, 2012 - August 31, 2013: The Spring Alabama Community Leadership Network (ACLN) Conference was held at Opelika, Lee County. The Conference seeks to develop and improve leadership development programs and community initiatives. Year 2, September 1, 2013 - August 31, 2014: Leadership development workshops were held in several counties (Sumter, Bullock, Dallas, Perry, Hale, Marengo, Montgomery, and Macon). The workshops comprised: team building, civic engagement, grant writing basics, and computer skills. Also, the Fall ACLN Conference was held at Auburn University. Year 3, September 1, 2014 - August 31, 2015: Leadership development workshops were held in several counties (Sumter, Bullock, Marengo, and Montgomery). The workshops comprised: team building, civic engagement, grant writing basics, and computer skills. In addition, the Fall ACLN Conference was held at Auburn University. Year 4, September 1, 2015 - December 31, 2016: Several leadership development workshops were held. Topics included: impact of leadership, mapping the community's unique assets, alliance/team building, goal setting, ethics, community engagement, and outdoor recreation. Objective 3 Year 1-Year 4, September 2012 - December 31, 2016: N/A Results In total 1,122 contacts were made as follows: Year 1: 0 contacts; Year 2: 262 contacts (Extension personnel/professionals, community and business leaders, and community residents); Year 3: 738 contacts (Extension personnel/professionals, community and business leaders, community residents, and persons attending ACLN Conferences); Year 4: 122 contacts (Extension personnel/professionals, and community residents). One Thousand, one hundred twenty-two (1,122) gained knowledge and skills in various aspects of leadership by attending ACLN conferences and/or participating in different workshops. It is anticipated that, at least, 60% (or 673 contacts) will continue using the knowledge that they gained to contribute to community progress.

PUBLICATIONS (not previously reported): 2012/09 TO 2016/12
1. Type: Journal Articles Status: Published Year Published: 2017 Citation: Tackie, D.N.O., H.J. Findlay, Fa-Ako J. Kpomblekou, P.K. Doamekpor, G.J. Johnson, G.X. Hunter, L. Hunt-Haralson, and L. Haygood, Jr. (2017). ?An Analysis of the Relationship between Socioeconomic Factors and Leadership Styles in Selected Counties of the Alabama Black Belt.? Journal of Economics and Sustainable Development 7 (24): 100-112.
2. Type: Journal Articles Status: Published Year Published: 2016 Citation: Tackie, D.N.O., B.J. Perry, H.J. Findlay, P.K. Doamekpor, G.J. Johnson, G.X. Hunter, L. Hunt-Haralson, and L. Haygood, Jr. (2016). ?An Analysis of the Relationship between Leadership Styles and Community Development in Selected Counties of the Alabama Black Belt.? Journal of Economics and Sustainable Development 7 (22): 229-242.
3. Type: Journal Articles Status: Published Year Published: 2014 Citation: Tackie, N.O., H.J. Findlay, and P.K. Doamekpor. (2014). ?Community Collaborations.? International Innovation 164: 66-68.
4. Type: Theses/Dissertations Status: Accepted Year Published: 2016 Citation: Perry, B.J. (2016). Leadership Styles and their Impacts on Community Development in Selected Alabama Black Belt Counties, Master?s Thesis, Tuskegee University, Tuskegee, AL
5. Type: Other Status: Published Year Published: 2016 Citation: Tackie, D.N.O, H.J. Findlay, and P.K. Doamekpor. (2016). Value-Added Leadership for Strengthening Extension Personnel and Citizens. Publication No. TUCED 0616-02, Cooperative Extension Program and George Washington Carver Agricultural Experiment Station, Tuskegee University, Tuskegee, AL.
6. Type: Other Status: Published Year Published: 2016 Citation: Tackie, D.N.O, H.J. Findlay, and P.K. Doamekpor. (2016). Leadership for Economic Development Made Simple: The Series. Publication No. TUCED 0516-01, Cooperative Extension Program and George Washington Carver Agricultural Experiment Station, Tuskegee University, Tuskegee, AL.
7. Type: Other Status: Published Year Published: 2015 Citation: Findlay, H.J., N.O. Tackie, P.K. Doamekpor, and Leslie M. Clark. (2015). County Leadership Series Detailed Curriculum. Publication No. TUCED 0815-02, Cooperative Extension Program and George Washington Carver Agricultural Experiment Station, Tuskegee University, Tuskegee, AL.
8. Type: Other Status: Published Year Published: 2015 Citation: Findlay, H.J. N.O. Tackie, and P.K. Doamekpor. (2015). Leadership for Economic Development Curriculum (6-Session Model). Publication No. TUCED 0215-01, Cooperative Extension Program and George Washington Carver Agricultural Experiment Station, Tuskegee University, Tuskegee, AL.
9. Type: Other Status: Published Year Published: 2015 Citation: Findlay, H.J., N.O. Tackie, and P.K. Doamekpor. (2015). Leadership for Economic Development Curriculum (6-Session Model), Instructor?s Guide. Publication No. TUCED 0215-02, Cooperative Extension Program and George Washington Carver Agricultural Experiment Station, Tuskegee University, Tuskegee, AL.

PROGRESS: 2015/09/01 TO 2016/08/31
Target Audience:Target Audience 1. Extension personnel and other professionals 2. Elected and appointed leaders 3. Adult community residents Changes/Problems: Nothing Reported What opportunities for training and professional development has the project provided?TUSKEGEE UNIVERSITY STATUS REPORT Conferences/Professional Development Wednesday-Saturday, November 16-19, 2016, one of the Co-Project Directors attended the Learning Resources Network Annual Conference in Baltimore, MD, to share ideas on leadership and community development. How have the results been disseminated to communities of interest?TUSKEGEE UNIVERSITY STATUS REPORT Dissemination Conducting the seminars, workshops, and roundtables was a way of disseminating ideas. In addition, the publications referred to above were means of disseminating material or information on leadership. AUBURN UNIVERSITY PROGRESS REPORT Dissemination was through the various workshops What do you plan to do during the next reporting period to accomplish the goals?TUSKEGEE UNIVERSITY STATUS REPORT Implement continuation plans AUBURN UNIVERSITY PROGRESS REPORT Here also, implement continuation plans

IMPACT: 2015/09/01 TO 2016/08/31
What was accomplished under these goals? TUSKEGEE UNIVERSITY STATUS REPORT (A) Trainings/Workshops (1) General Summary One hundred eighty-six (186) contacts were made. For County Leadership Refresher Seminar, the contacts were 16; for County Leadership Series Follow-up Seminar, the contacts were 9; for Leadership for Economic Development workshops, the contacts were 96; for Leadership Circles, the contacts were 65. (2) Breakdown County Leadership Refresher Seminar (i) On Friday, November 20, 2015 Seminar was held. Participants presented on at least one of five areas of community development. Sixteen (16) contacts were made. There was evaluation done using the Likert-scale (1-4, respectively, representing strongly disagree to strongly agree). For the overall organization and information learned, the mean score was 3.9. County Leadership Series Follow-up Seminar (i) On Friday, April 22, 2016 Seminar was held. Participants presented on how they have used leadership skills in community development focusing on at least one of eight areas that they were trained in the previous year, 2014-2015. Nine (9) contacts were made. Leadership for Economic Development, Eutaw, Greene County (i) On Wednesday, May 4, 2016 the Leadership for Economic Development Workshops began. The first workshop focused on fundamentals of leadership. Before the workshop started there was a pre-test conducted to test the knowledge base of the participants. Twenty-four (24) contacts were made. (ii) On Wednesday, May 11, 2016 the Workshops focused on leadership for advancing organizations/communities. Fifteen (15) contacts were made. (iii) On Wednesday, May 18, 2016 the Workshops focused on visioning and strategic planning. Fifteen (15) contacts were made. (iv) On Wednesday, May 25, 2016 the Workshops focused on grant writing. Fifteen (15) contacts were made. (v) On Wednesday, June 1, 2016 the Workshops focused on 501 (c) (3) organizations. Thirteen (13) contacts were made. (vi) On Wednesday, June 8, 2016 the Workshops focused on volunteerism and leadership, and leadership and work ethic. After the session, a post-test was conducted to test the knowledge of participants. This was also the last and graduation day; each participant who attended at least 4 out of 6 workshops was given a certificate. Fourteen (14) contacts were made. Leadership Circle I Roundtables, Tuskegee University, Tuskegee, Macon County (i) On Monday, September 12, 2016 the first set of Leadership Circle Roundtables began. The Leadership Circle roundtables were designed to exchange ideas on effective leadership. The first roundtable discussion focused on Economic Development. Eight (8) contacts were made. (ii) On Monday, September 19, 2016 the roundtable discussion focused on Education. Nine (9) contacts were made. (iii) On Monday, September 26, 2016 the roundtable discussion focused on Health. Six (6) contacts were made. (iv) On Monday, October 3, 2016 the roundtable discussion focused on Youth. Seven (7) contacts were made. (v) On Monday, October 10, 2016 the roundtable discussion focused on Law Enforcement. Five (5) contacts were made. (vi) On Monday, October 17, 2016 the roundtable discussion focused on Local Government. Eight (8) contacts were made. Leadership Circle II Roundtable, Tuskegee University, Tuskegee, Macon County (i) On Wednesday, November 30, 2016 the second Leadership Circle Roundtable was held at Tuskegee University, Tuskegee, Macon County. Several topics were discussed, including quality of life issues, strategic community development, revenue collection, and vision of a leader on community development. Twenty-two (22) contacts were made. (B) Survey, Research, and Other Publications Survey for elected county and city leaders continued and came to an end, after two more surveys on October 13, 2015 and February 12, 2016; ten (10) contacts were made. As a result of the survey, there were 2 peer-reviwed publications and 1 student thesis. In addition, another graduate student assisted with the development of the two jpournal publications, and the first one graduated amd left. There were two other general publications (factsheet and bulletins) (C) Leadership Awards Program, On Friday, June 24, 2016, Tuskegee University. 3. Results: (So what?) (a) What was learned? Short term impact(s) -One hundred eighty-six (186) contacts gained knowledge and skills in ways of enhancing leadership and community development. An analysis of the pre- and post-test surveys of the leadership for economic development workshops showed a highly statistically significant (at the 1% level) change in knowledge and skills regarding leadership and community development. Two (2) students gained knowledge and skills in leadership, community development as well as research. (b) What changes in behavior or practices were noticed? Medium Term Impact(s) -It is anticipated that at least 75% of 186 contacts (i.e., 140 contacts) will utilize information (knowledge and skills) acquired through participation in seminars, workshops, and roundtables. Also, a nine-month post-evaluation was done for those who participated in the County Leadership Series; the 9 participants, who responded, were getting more involved in community activities. (c) What ultimate change or changes were made in the conditions? Long term impact(s) -It is expected that, in the long-run, at least 60% of 186 contacts (i.e., 112 contacts) who participated in seminars, workshops, and roundtables will utilize information to the extent that it will cause them to be more and permanently involved community activities and move their communities forward. Graduate Students will utilize skills in research and knowledge gained on issues of leadership and community development; a long-term benefit. AUBURN UNIVERISERTY PROGRESS REPORT Workshops (A) General Summary One hundred twenty-two (122) contacts participated in workshops: basic leadership: 42 (community residents) and Changing the Way you think about Success: 80 (Extension agents and community residents); latter set workshops was conducted in Lowndes County. A week before the workshops in Lowndes County began an assessment was done on several aspects of leadership and success. (B) Breakdown Basic Leadership Workshop One (1) workshop was held in the Spring of 2015. The focus of the workshop was on grant writing. Forty-two (42) contacts were made Changing The Way You Think About Success (May -June 2016) Session 1-Tuesday May 17; topic was: "The Impact of Leadership." Ten (10) contacts were made. Session 2-Tuesday May 24; topic was: "Mapping The Community's Unique Assets." Ten (10) contacts were made. Session 3-Tuesday May 31; topic was: "Alliance/Team Building." Ten (10) contacts were made. Session 4-Tuesday June 7; topic was: "Goal Setting/Decision Making." Ten (10) contacts were made. Session 5-Tuesday June 14; topic was: "The Courage To Be Ethical." Ten (10) contacts were made. Session 6-Tuesday June 20; topic was: "Community Engagement Strategies." Ten (10) contacts were made. Sessions 7-June 28; topic was: "Outdoor Recreation: A New Economic Development Opportunity." Ten (10) contacts were made. Sessions 8- June 28; topic was "Show Yourself the Money." Ten (10) contacts were made. 3. Results: (So what?) (a) What was learned? Short term impact(s) -One hundred forty-two (122) contacts gained knowledge and skills in ways of on various aspects of leadership. (b) What changes in behavior or practices were noticed? Medium Term Impact(s) -It is anticipated that at least 75% of 122 contacts (i.e., 92 contacts) will utilize information (knowledge and skills) acquired through participation in workshop and conferences. (c) What ultimate change or changes were made in the conditions? Long term impact(s) -It is expected that, in the long-run, at least 60% of 122 contacts (i.e., 73 contacts) who participated in workshop and conferences will utilize information that will ultimately lead to progress in their communities.

PUBLICATIONS: 2015/09/01 TO 2016/08/31
1. Type: Journal Articles Status: Published Year Published: 2017 Citation: Tackie, D.N.O., H.J. Findlay, Fa-Ako J. Kpomblekou, P.K. Doamekpor, G.J. Johnson, G.X. Hunter, L. Hunt-Haralson, and L. Haygood, Jr. (2017). ?An Analysis of the Relationship between Socioeconomic Factors and Leadership Styles in Selected Counties of the Alabama Black Belt.? Journal of Economics and Sustainable Development 7 (24): 100-112.
2. Type: Theses/Dissertations Status: Accepted Year Published: 2016 Citation: Perry, B.J. (2016). Leadership Styles and their Impacts on Community Development in Selected Alabama Black Belt Counties, Master?s Thesis, Tuskegee University, Tuskegee, AL
3. Type: Other Status: Published Year Published: 2016 Citation: Tackie, D.N.O., H.J. Findlay, and P.K. Doamekpor. (2016). Value-Added Leadership for Strengthening Extension Personnel and Citizens. Publication No. TUCED-0616-02, Cooperative Extension Program and George Washington Carver Agricultural Experiment Station, Tuskegee University, Tuskegee, AL.
4. Type: Other Status: Published Year Published: 2016 Citation: Tackie, D.N.O., H.J. Findlay, and P.K. Doamekpor. (2016). Leadership for Economic Development Made Simple: The Series. Publication No. TUCED-0516-01, Cooperative Extension Program and George Washington Carver Agricultural Experiment Station, Tuskegee University, Tuskegee, AL
5. Type: Journal Articles Status: Published Year Published: 2016 Citation: Tackie, D.N.O., B.J. Perry, H.J. Findlay, P.K. Doamekpor, G.J. Johnson, G.X. Hunter, L. Hunt-Haralson, and L. Haygood, Jr. (2016). ?An Analysis of the Relationship between Leadership Styles and Community Development in Selected Counties of the Alabama Black Belt.? Journal of Economics and Sustainable Development 7 (22): 229-242.

PROGRESS: 2014/09/01 TO 2015/08/31
Target Audience:1. Extension personnel and other prifessionals 2. Elected and appointed leaders 3. Adult community residents Changes/Problems:TUSKEGEE UNIVERSITY STATUS REPORT Changes/Problems We have had to reduce target number for the Volunteer Summit because of too many scheduling conflicts on the part of potential participants. AUBURN UNIVERSITY PROGRESS REPORT Changes/Problems N/A What opportunities for training and professional development has the project provided?TUSKEGEE UNIVERSITY STATUS REPORT Conferences/Professional Development (1) Fall 2014 Tuesday-Wednesday, October 7-8, 2014, one of the Co-Project Directors and project coordinator attended the ACLN 2014 Conference in Auburn, AL. The theme of the conference was: "Leaders Get in the Game!" (2) Spring 2015 The project coordinator attended the Alabama Community Leadership Network (ACLN) 2015 Spring Conference, Wednesday May 6, 2015. (3) Summer 2015 Tuesday-Wednesday, June 12-13, 2015, one of the Co-Project Directors attended the American Association of University Administrators Leadership Seminar in Clearwater, Florida. The title of his presentation was: "Fatal Leadership in a Time of Unprecedented Challenges and Uncertainties" AUBURN UNIVERSITY PROGRESS REPORT Conferences/Professional Development Alabama Community Leadership Network Fall Conference held in Auburn, Alabama (Lee County); 250 participants in attendance. How have the results been disseminated to communities of interest?TUSKEGEE UNIVERSITY STATUS REPORT Dissemination The article alluded to above, Community Collaborations, which appeared in International Innovation, was a way of disseminating ideas, findings, and approaches used in the project to the global community. International Innovation is an open access journal. Conducting the workshops was a way of disseminating ideas. In addition, the curricula alluded to above were mechanisms of disseminating material or information on leadership. AUBURN UNIVERSITY PROGRESS REPORT Dissemination Dissemination was through the above workshops and Conference. What do you plan to do during the next reporting period to accomplish the goals?TUSKEGEE UNIVERSITY STATUS REPORT Future Plans The following are planned for the future: 1. Continuation of Workshops 2. Complete thesis/research project 3. Add other products AUBURN UNIVERSITY PROGRESS REPORT Future Plans Plans are to: 1. Continue to conduct workshops 2. Focus on online modules as a way of providing additional assistance and making information more assessable

IMPACT: 2014/09/01 TO 2015/08/31
What was accomplished under these goals? TUSKEGEE UNIVERSITY STATUS REPORT (A) Trainings/Workshops (1) General Summary Two hundred twenty-one (221 contacts) were made. For County Leadership Series, the contacts were 175; for Volunteer Leadership Summit, the contacts were 38; for Leadership for Economic Development Workshop Series Follow-up for Barbour County, the contacts were 8. (2) Breakdown County Leadership Series (i) On Friday-Saturday, September 19-20, 2014 the County Leadership Series began for appointed, elected and emerging leaders as well as community residents. The series continued until June 2015. The Series focused on several aspects of leadership and economic development. -A total of twenty-nine (29) contacts were made. There was evaluation done each day using the Likert-scale (1-4, respectively, representing strongly disagree to strongly agree). For the overall organization and information learned for the two days, the mean score was 3.7. Note: Identical Likert-scale was used for other classes, except Friday, 4/17/15. (iii) On Friday, October 17, 2014 the Series focused on Economic Development. Fifteen (15) contacts were made. For the overall organization and information learned, the mean score was 3.7. (iv) On Friday, November 21, 2014 the Series focused on Education. Fifteen (15) contacts were made. For the overall organization and information learned, the mean score was 3.9. (v) On Friday, December 19, 2014 the Series focused on local government. Fourteen (14) contacts were made. For the overall organization and information learned, the mean score was 3.9. (v) On Friday, January 16, 2015 the Series focused on Youth. Sixteen (16) contacts were made. For the overall organization and information learned, the mean score was 3.9. (vi) On Saturday, February 21, 2015 the Series focused on Health and Human Services. Fifteen (15) contacts were made. For the overall organization and information learned, the mean score was 4.0. (vii) On Friday, March 20, 2015 the Series focused on the Judiciary and Law Enforcement. Sixteen (16) contacts were made. For the overall organization and information learned, the mean score was 3.8. (viii) On Friday, April 17, 2015 the Series Class went on a field trip to the Serenbe Community, Chattahoochee Hills, GA. The Serenbe Community practices sustainable living. Twelve (11) contacts were made. All comments were positive. (ix) On Friday, May 15, 2015 the Series focused on Quality of Life. Twelve (12) contacts were made. For the overall organization and information learned, the mean score was 3.7. (x) On Friday, June 19, 2015 the Series focused on presentations of class project for 4 groups. They had to present a report/plan on how they would improve a community of their choice. Fifteen (15) contacts were made. (xi) On Saturday, June 20, 2015 the Series concluded with a graduation ceremony. The keynote speaker emphasized 4 key points: identify and set your goals; aim high; keep a positive attitude; and do not quit. Sixteen (16) contacts were made. Volunteer Leadership Summit (i) On Friday, October 31, 2014 the Volunteer Leadership Summit was held. Officials from the United Way, Red Cross, and Clergy presented. Thirty-eight (38) contacts were made. For the overall organization and information learned, the mean score was 3.8. Follow-ups Clayton, Barbour County (i) On Monday, February 9, 2015, the second follow-up (one year) meeting/workshop on Leadership for Economic Development Workshop Series was conducted with the New Community Outreach Center. The meeting/workshop discussed possible sources of funding (foundation; local; state; federal) and next steps. Eight (8) contacts were made. (B) Graduate Student and Research A graduate student enrolled in fall (August) 2014. The student has made progress on her thesis, titled: "Leadership Styles and their Impacts on Community Development in Selected Alabama Black Belt Counties." Data are being collected. Results: (So what?) (a) What was learned? Short term impact(s) -Two hundred twenty-one (221 contacts) gained knowledge and skills in leadership development stemming from various workshops (county leadership series, volunteer summit, and follow-up session). (b) What changes in behavior or practices were noticed? Medium term impact(s) -It is anticipated that at least 75% of 221 contacts (i.e., 166 contacts) will utilize information (knowledge and skills) acquired through participation in workshops to change way of doing things. (c) What ultimate change or changes were made in the conditions? Long term impact(s) -It is expected that, in the long-run, at least 60% of 221 contacts (i.e., 133 contacts) who participated in workshops will change utilize information to the extent that it will cause permanent changes in condition such as better prepared leaders to move their communities forward. AUBURN UNIVERSITY PROGRESS REPORT Summary There were several workshops and a conference for community residents, agency employees, city and governmental leaders. Seven hundred and thirty-eight (738) contacts were made; 448 for workshops and 250 for the conference. Workshops Oct. 7-8, 2014: Alabama Community Leadership Network Fall Conference held in Auburn, Alabama (Lee County). 250 in attendance from across Alabama. Oct.9, 2014: Grant Writing Workshop for Alabama Department of Public Health Staff - governmental leaders (Montgomery County), 18 participants). Oct. 15, 2014: Leadership/Teambuilding Workshop for community members, City Leaders, and Business Leaders (Marengo County), 10 participants. Nov. 13, 2014: Grant Writing Workshop for Alabama Department of Public Health Staff- Governmental Leaders (Montgomery County), 40 participants. March 17, 2015: Grant Writing and Fundraising Workshop in partnership with the City of Montgomery Chamber of Commerce Youth Initiative - Extension & Community Leaders (Montgomery County), 60 participants. April 9, 2015: Leadership and Teambuilding workshop as part of the Alabama Public Health Association Conference - Governmental Leaders in Montgomery, AL (Montgomery County), 150 participants. April 16, 2015: Cyber Security training in Linden, AL (Marengo County), 20 participants from the small business and local government communities. April 21, 2015: Leadership and Team Building Workshop in partnership with the City of Montgomery Chamber of Commerce Youth Initiative - Extension and Community Leaders (Montgomery County), 20 participants. May 6, 2015: Alabama Community Leadership Network Spring Conference in Opelika, AL. 80 participants from across Alabama. May 28, 2015: Co-sponsored the Leadership and Entrepreneurship Conference in Outdoor Recreation held in Livingston, Al (Sumter County), 90 participants from multiple Alabama Blackbelt Counties. Results: (So what?) (a) What was learned? Short-term impact(s) The workshops and conferences impacted 738 community members in multiple Alabama Black Belt Counties. They increased their knowledge/awareness/skills regarding the subject that was presented. (b) Change in behavior? Medium-term impact(s) In either a follow-up phone call or email 20 participants stated they utilized information (knowledge/skill) from the workshops to assist in a local community project (grant writing, fund raising, engagement, etc.) or in a local team/group/organizational setting (leadership). (c) Change in condition? Long-term impact(s) The actual change in condition is unknown at this time. However, it appears (general observation) that local leaders have become more engaged with local issues/concerns and have been assisted by Extension personnel that have utilized tools/information provided to them via the workshops.

PUBLICATIONS: 2014/09/01 TO 2015/08/31
1. Type: Journal Articles Status: Published Year Published: 2014 Citation: Tackie, N.O., H.J. Findlay, and P.K. Doamekpor. (2014). ?Community Collaborations.? International Innovation 164: 66-68 [Revised, November 2014]; Original International Innovation 150: 32-34].
2. Type: Other Status: Published Year Published: 2015 Citation: Findlay, H.J. N.O. Tackie, and P.K. Doamekpor. (2015). Leadership for Economic Development Curriculum (6-Session Model). Publication No. TUCED-0215-01, Cooperative Extension Program and George Washington Carver Agricultural Experiment Station, Tuskegee University, Tuskegee, AL.
3. Type: Other Status: Published Year Published: 2015 Citation: Findlay, H.J. N.O. Tackie, P.K. Doamekpor, and L.M. Clark. (2015). County Leadership Series Detailed Curriculum. Publication No. TUCED-0815-02, Cooperative Extension Program and George Washington Carver Agricultural Experiment Station, Tuskegee University, Tuskegee, AL.

PROGRESS: 2013/09/01 TO 2014/08/31
Target Audience: 1. Extension personnel 2. Adult community residents Changes/Problems: TUSKEGEE UNIVERSITY STATUS REPORT Changes/Problems We have had to blend the Leadership Development Institute and the Quarterly Conference for Extension Personnel to increase participation in the Leadership Development Institute. Also, implementation has not been on schedule because of the slow start that we had, as well as scheduling conflicts. AUBURN UNIVERSITY PROGRESS REPORT Changes/Problems Nothing major, except: slow responses from County Extension Coordinators and other community leaders to surveys (in some cases), and scheduling issues with some of the workshops. What opportunities for training and professional development has the project provided? TUSKEGEE UNIVERSITY STATUS REPORT N/A AUBURN UNIVERSITY PROGRESS REPORT Professional Development 4/8/15- 4/9/15: Leadership workshop(s) at Alabama Department of Public Health Public Health Association Conference in Montgomery, AL. 5/17/15-5/20/15: Tentative Presentation (workshop and/or poster) of the Value-Added Leadership for Strengthening Extension Personnel and Citizens at National Association of Community Development Extension Professionals (NACDEP) Conference in Little Rock, AR. How have the results been disseminated to communities of interest? TUSKEGEE UNIVERSITY STATUS REPORT The article alluded to above, which appeared in International Innovation, was a way of disseminating ideas, findings, and approaches used in the project to the global community. International Innovation is an open access journal. AUBURN UNIVERSITY PROGRESS REPORT Through the National Association of Community Development Extension Professionals (NACDEP) Conference alluded to above. What do you plan to do during the next reporting period to accomplish the goals? TUSKEGEE UNIVERSITY STATUS REPORT Future Plans The following are planned for the future: 1. Leadership for Economic Development Workshops: 2014-2015 2. County Leadership Series: 2014-2015 3. Volunteer Leadership Summit: October 2014 AUBURN UNIVERSITY PROGRESS REPORT Future Plans In addition to the above future plans in blue, Auburn University Economic & Community Development Institute (ECDI) plans to continue conducting workshops in the Black Belt Counties it is working in, and plans to make contact in the other counties to schedule workshops. ECDI plans to stay in contact with the County Extension Coordinators in the Black Belt in order to meet any community and professional development needs that may arise. In addition, it will partner with the Auburn University Department of Outreach to conduct Microsoft Office Workshops in Bullock, Macon, and other Black Belt Counties that may be interested in such workshops. There is also an interest in working with 4-H youth to conduct workshops on civic engagement, strategic planning, and asset mapping for their upcoming 4-H leadership projects. Workshops will be offered in the 9 Black Belt Counties in the following subject areas: Grant Writing; Team Building; Leadership Development; Civic Engagement; Fundraising; Computer; Nonprofit Management; Facilitation; and Board Management. Plans are underway to conduct regional workshops in Non-profit Management in partnership with the Auburn University Public Administration/Political Science Department and the Alabama Association of Non-profits. The regional workshops will be conducted in Marengo and Dallas counties. The workshops will be open to individuals or groups in the Black Belt who are interested in non-profit management and development.

IMPACT: 2013/09/01 TO 2014/08/31
What was accomplished under these goals? TUSKEGEE UNIVERSITY STATUS REPORT (A) Trainings/Workshops (1) General Summary Two hundred-fifty two (252 contacts) consisting of Extension personnel (146 contacts) and rural community residents (106 contacts) participated in various workshops, including one follow-up session on value-added leadership. (2) Breakdown Extension Personnel/Professional (I) On Monday-Tuesday, October 21-22, 2013 the Second Leadership Institute was held for Extension personnel (Specialists, Agents and other staff). -For the two days, a total of fifty-one (51) contacts were made. An evaluation was done each day. At least 86% of participants indicated very high (strongly agree or agree) views on statements regarding training on both days. (II) On Tuesday-Wednesday, April 15-16, 2014 the Third Leadership Institute was held for Extension personnel (Specialists, Agents and other staff). -For the two days, a total of ninety-five (95) contacts were made. Clayton, Barbour County (i) On Monday, September 9, 2013 the Leadership Workshop focused on leadership for advancing organizations/communities. Nine (9) contacts were made. (ii) On Monday, October 7, 2013 the Leadership Workshop focused on community strategic planning. Eleven (11) contacts were made. (iii) On Monday, November 4, 2013 the Leadership Workshop focused on developing 501 (c) (3) organizations. Eleven (11) contacts were made. (iv) On Monday, December 2, 2013 the Leadership Workshop focused on volunteerism and leadership basics. Eleven (11) contacts were made. There was a post-test conducted. Certificates were given to participants at the end of the training sessions. (v) On Monday, June 9, 2014 there was a 6-month follow-up workshop and assessment on the Leadership Workshop Series. The participants had planned to organize as a group, called the New Community Outreach Center, to deal with several community challenges: youth programs, drug counseling, and elderly assistance, particularly transportation. Nine (9) contacts were made. Epes, Sumter County (i) On Thursday, October 17, 2013 the Leadership Workshop focused on fundamentals of leadership. Twelve (12) contacts were made. (ii) On Thursday, November 21, 2013 the Leadership Workshop focused on leadership for advancing organizations. An assessment was conducted at the end of the training sessions. Eight (8) contacts were made. (iii) On Thursday, January 16, 2014 the Leadership Workshop focused on strategic planning. Four (4) contacts were made. (iv) On Thursday, February 27, 2014 the Leadership Workshop focused on grant writing basics. Eleven (11) contacts were made. (v) On Thursday, March 20, 2014 the Leadership Workshop focused on developing 501 (c) (3) organizations. Ten (10) contacts were made. (vi) On Thursday, April 17, 2014 the Leadership Workshop focused on volunteerism: the basics. Ten (10) contacts were made. Nine (9) participants were given certificates of participation and completion at the end of the training sessions. There was a post-evaluation conducted to ascertain the participants' perceptions on the leadership workshops. 3. Results: (So what?) (a) What was learned? Short term impact(s) -Two hundred fifty-two (252 contacts) gained knowledge and skills in leadership development stemming from various workshops. -The difference between the pre-test and post-test results for Clayton was highly significant (p = 0.000). This implies that the knowledge level, skills and abilities of participants improved after the training. -Epes Post-Evaluation Results: The ratings for the workshops were high (at least 50% very positive rating) and well-received. In fact, the participants want the workshops to be offered again and in different parts of the county. (b) What changes in behavior or practices were noticed? Medium Term Impact(s) -It is anticipated that at least 75% of 252 contacts (i.e., 189 contacts) will utilize information (knowledge and skills) acquired through participation in workshops. -Clayton Follow-up Assessment Results: The follow-up survey completed by 8 attendees revealed the following on one thing they are doing differently because of the workshops: all of indicated getting more involved in their community. -Following the workshops in Epes, 3 participants developed mini-proposals for youth projects. They, respectively, received $1,500; $2,500; and $2,000, funded by the Comprehensive Entrepreneurship Extension Team Project. (c) What ultimate change or changes were made in the conditions? Long term impact(s) -It is expected that, in the long-run, at least 60% of 252 contacts (i.e., 151 contacts) who participated in workshops will utilize information and/or change behavior to the extent that it will cause permanent changes in behavior and outcomes in their communities. AUBURN UNIVERSITY PROGRESS REPORT Current Progress Summary Based on the current development needs in the 12 Black Belt Counties we have conducted 14 workshops and sessions: 9 educational workshops and 5 informational sessions, and made 332 contacts (139 for educational workshops and 193 for informational sessions) in 9 counties, primarily in the following areas: Grant Writing; Team Building; Leadership Development; Civic Engagement; Fundraising; and Computer (Microsoft Office). The educational workshops were tailored as follows: 1. 45 minutes to 2 hour training/workshop presentations: The main points on the topic from the presenter. 2. 12 question evaluation on the presentations: Meant to insure that the attendees both retained and understood the topic. This was also meant to aide in improving the overall content and program. 3. Group exercise/practicum: Allowed the attendees to apply the information obtained. Note: County extension coordinators assisted in the implementation Workshop Progress Per County Sumter County Sixty-seven (67) contacts were made regarding educational workshops and informational sessions Bullock County Seventy-four (74) contacts were made regarding educational workshops and informational sessions Dallas County Sixty-seven (67) contacts were made regarding educational workshops and informational sessions Perry County Twenty (20) contacts were made regarding educational workshops and informational sessions Hale County Twelve (12) contacts were made regarding educational workshops and informational sessions Marengo County Ten (10) contacts were made regarding educational workshops and informational sessions Montgomery County Sixty (60) contacts were made regarding educational workshops and informational sessions Macon County Sixteen (16) contacts were made regarding educational workshops and informational sessions Lowndes County Six (6) contacts were made regarding educational workshops and informational sessions Results What was learned? Short-term The evaluations on the workshops and presenters averaged 4.5 [based on the highest score of 5] on the various questions/indices. Because of the workshops, the participants gained knowledge and skills. What changes in behavior or practices were noticed? Medium-term Several of the participants have begun to applying the skills taught in the workshops in their communities and have requested further training. What ultimate change or changes were made in the conditions? Long term-impact Not yet available

PUBLICATIONS: 2013/09/01 TO 2014/08/31
Type: Other Status: Published Year Published: 2014 Citation: Tackie, N.O., H.J. Findlay, and P.K. Doamekpor. (2014). ?Community Collaborations.? International Innovation 150: 32-34. Note: A few mistakes were made in this article so the publisher, Research Media Limited, U.K., agreed to publish a revised version in November 2014. This will be mentioned in the Year 3 Report.

PROGRESS: 2012/09/01 TO 2013/08/31
Target Audience: 1. Extension personnel 2. Adult community residents Changes/Problems: TUSKEGEE UNIVERSITY STATUS REPORT Changes/Problems Nothing major, except: technical and logistical delays; mainly USDA funding arriving late and hiring coordinator late AUBURN UNIVERSITY PROGRESS REPORT Changes/Problems Nothing major, except: technical and logistical delays; mainly funding arriving late, hiring coordinator late, and resignation of coordinator hired Note: The project was supposed to start September 1, 2012; however, due to the technical and logistical delays, it started in July 2013. Consequently, no activities were actually performed apart from trying to solve the technical and logistical challenges. What opportunities for training and professional development has the project provided? TUSKEGEE UNIVERSITY STATUS REPORT Conferences/Professional Development (1) General Summary A Co-Project Director and the project coordinator attended a national conference on leadership. (2) Breakdown Thursday-Sunday, June 27-29, 2013, one of the Co-Project directors and the project coordinator attended the Association of Leadership Programs 2013 Conference in Arlington, VA. The theme: “Innovation” centered on community leadership programs, personal development, community development, and servant leadership. The Co-Project Director presented on “Evidence-Based Leadership.” In addition, they attended other sessions to sharpen their skills on leadership development. AUBURN UNIVERSITY PROGRESS REPORT Professional Development (i.e., Conference Attended Related to Leadership) A Co-Project Director organized and participated in the Spring 2013 Alabama Community Leadership Network Conference Spring in Opelika, AL, April 5, 2013. This annual conference seeks to develop and improve leadership development programs and community initiatives. How have the results been disseminated to communities of interest? Nothing Reported What do you plan to do during the next reporting period to accomplish the goals? TUSKEGEE UNIVERSITY STATUS REPORT Future Plans The following are planned for the future: 1. Continue Leadership Development Workshop Series in Clayton, Barbour County 2. Conduct Leadership Development Institute II/Quarterly Conference: October 2013 3. Conduct Leadership Development Institute III/Quarterly Conference in 2014 4. Start Leadership Development Workshop Series in Epes, Sumter County: November 2013 5. Start Leadership Development Workshop Series in another County, yet to be determined AUBURN UNIVERSITY PROGRESS REPORT Future Plans 1. We intend to hire a new coordinator in September 2013 2. We will develop assessment instruments and test them in Fall 2013 3. We hope to do initial assessments in counties in January and February 2014 4. We hope to plan workshops in February and March 2014 5. Workshops will be conducted in Spring 2014 and beyond

IMPACT: 2012/09/01 TO 2013/08/31
What was accomplished under these goals? TUSKEGEE UNIVERSITY STATUS REPORT What has been done? (What educational activities, workshops, technical assistance demonstration, or regularly held activities have been carried out or conducted?) (A) Overall Summary The project was supposed to start September 1, 2012; however, due to technical and logistical delays, it started in March 27, 2013. Consequently, no activities were actually performed before this date apart from trying to solve the technical and logistical challenges. (B) Hiring of Project Coordinator (1) General Summary A project coordinator was hired in March, and the coordinator started work officially, March 27, 2013. (2) Breakdown The project coordinator is to coordinate the day-to-day activities of the value-added leadership program; participate in development of educational resources on value-added leadership; participate in recruiting and training Extension agents, paraprofessionals, community leaders, and volunteers on value-added leadership and related issues; coordinate various training workshops, conferences, and seminars; compile project reports on value-added leadership accurately and in a timely manner; participate in project evaluation activities; and participate in scheduled and unscheduled observation visits and respond positively to suggestions for improvement. (C) Trainings/Workshops (1) General Summary Sixty-nine (69 contacts) including Extension personnel (38 contacts) and rural community residents (31 contacts) participated in various workshops on value-added leadership. A total breakdown is provided in the Appendix. (2) Breakdown Extension Personnel/Professional I. On Monday-Tuesday, May 20-21, 2013, the First Leadership Institute was held for Extension personnel (Specialists, Agents and other staff). The Institute focused on several aspects of leadership. (i) On Monday, May 20, 2013, the Institute focused specifically on, (a) Core values that shape leaders, (b) Leadership traits and skills in successful leaders, (c) Personal leadership and ethics, and (d) Understanding dynamics of leadership. Twenty (20) contacts were made. (ii) On Tuesday, May 21, 2013, the Institute focused on specifically, (a) Leadership for organizational effectiveness, (b) Team building and managing conflict, and (c) Strategies for effective problem-solving. Fourteen (14) contacts were made. -For the two days, a total of thirty-four (34) contacts were made. In addition, there was a pre-test and post-test conducted to ascertain if there were any significant changes in knowledge level, skills and abilities of participants regarding leadership. The difference between the pre-test and post-test results was highly significant (p = 0.000). This implies that the knowledge level, skills and abilities of participants improved after the training. Added to this, certificates were given out to selected participants with 2 continuing education units (CEUs). (iii) On Wednesday, July 24, 2013 the follow-up to the First Leadership Institute was held in Selma, Dallas County. This follow-up was to give Extension personnel (Specialists, Agents and other staff) an opportunity to share (through presentations) what they learned at the first Institute. Unfortunately, due to scheduling conflicts, illnesses, and last-minute cancellations because of one reason or another, only four (4) contacts were made. Clayton, Barbour County (iv) On Monday, July 1, 2013 the Leadership Workshop Series began in Clayton, Barbour County. The target for this series is community adult residents. The first workshop focused on fundamentals of leadership (i.e., two main keys: Core values that shape leaders and Personal leadership and ethics). Sixteen (16) contacts were made. There was a pre-test conducted to ascertain the knowledge level, skills and abilities of participants regarding leadership. This was an interactive workshop with role playing and exercises as part of the workshop. (v) On Monday, August 5, 2013 the Leadership Workshop Series in Clayton, Barbour County continued. The second workshop focused on grant writing basics. Fifteen (15) contacts were made. This was an interactive workshop with role playing and exercises as part of the workshop. Results: (So what?) (a) What was learned? Short term impact(s) -Sixty-nine (69 contacts) gained knowledge and skills in leadership development stemming from various workshops. Note, also the immediate significant change in knowledge, skills and abilities in the pre- and post-test alluded to above. (b) What changes in behavior or practices were noticed? Medium Term Impact(s) -It is anticipated that at least 75% of 69 contacts (i.e., 52 contacts) will utilize information (knowledge and skills) acquired through participation in workshops. (c) What ultimate change or changes were made in the conditions? Long term impact(s) -It is expected that, in the long-run, at least 60% of 69 contacts (i.e., 41 contacts) who participated in workshops will change utilize information and/or change behavior to the extent that it will cause permanent changes in behavior and outcomes such as: (1) increased capacity of TUCEP’s specialists and field staffs to deliver curriculum-based educational materials to the targeted audiences; (2) better prepared leaders to move their communities forward; (3) more informed citizens about the issues in their communities; (4) enhanced skills in policy advocacy for improved community services; (5) a greater involvement in decision-making and civic engagement activities in the community. AUBURN UNIVERSITY PROGRESS REPORT Current Progress In July 2013, we developed a job description/announcement and interviewed potential applicants. We hired a coordinator in August 2013. However, due to the part-time work and salary, the individual resigned after finding a full-time job with benefits. She worked approximately one week. In addition, implementation of project was delayed.

PUBLICATIONS: 2012/09/01 TO 2013/08/31
No publications reported this period.