Duration: 10/01/2027 to 09/30/2032

Administrative Advisor(s):

NIFA Reps:

Non-Technical Summary

Agricultural research at land-grant universities drives innovation. For more than two decades, NRSP1 has supported land-grant universities and their partners by providing the systems and resources needed to manage and communicate multistate research activities.

A key component of NRSP1 is the National Information Management and Support System (NIMSS), a web-based platform that manages multistate activities from proposal development through project completion. NIMSS provides a centralized location for proposal submission and review, participant management, meeting coordination, and annual reporting. The system serves researchers, administrators, Extension professionals, federal partners, and other stakeholders nationwide while also being open and accessible to the public.

NRSP1 also supports the Multistate Research Fund Impacts (MRF Impacts) program to showcase the accomplishments and benefits of Hatch Multistate projects. Through professional communications strategies and products, impact reporting training, and other coordination and engagement efforts, MRF Impacts turns research activities and findings into clear, accessible materials that demonstrate how collaborative research addresses high-priority, real-world challenges. These communications efforts help key stakeholders, such as funding agencies, advocacy groups, research partners, and decision-makers, and secondary audiences, such as producers, the media, and the general public, understand the difference research makes on agriculture, natural resources, the economy, and communities nationwide. Greater awareness of these impacts helps generate appreciation and support for research projects and the institutions involved.

Together, NIMSS and MRF Impacts help ensure that multistate research is both effectively coordinated and broadly understood.

Statement of Issues and Justification

NRSP1 and the National Information Management Support System (NIMSS) 

History

NRSP1 is a long-term, 1862 Land-grant State Agricultural Experiment Station (SAES) national research support project (NRSP) that has existed for over two decades, supporting our regional and national Hatch Multistate research projects and Extension-integrated activities (hereafter referred to broadly as 'multistate activities'). NIMSS facilitates multistate project management, from proposal conception to project termination.

Following the initial three-year (FFY2014 to 2017) NIMSS redesign period, agInnovation renewed its contract with Clemson University Learning Institute in 2017 and again in 2022. These five-year duration renewals have allowed for continuation of critical multistate research support services, improved system efficiency, continued security enhancement, daily data back-ups, and continued correction of legacy system data integrity. In addition, the Clemson team was able to work closely with the US Department of Agriculture (USDA) - National Institute of Food and Agriculture (NIFA) to allow for improved data integration and sharing initially with REEport and most recently, the NIFA Reporting System (NRS). 

NIMSS serves agInnovation as a web-based application allowing: (1) online submission of proposals, peer reviews and progress reports, (2) management of participants, (3) scheduling of annual project meetings, (4) current and past project proposals, and (5) ready access to this information. An automated e-mail notification function prompts users when action is needed and sends out notifications for meetings and report deadlines, along with instructions for completing required tasks. Researchers, Extension educators, stakeholders, and other cooperators can review and keyword search NIMSS for relevant and timely information related to multistate research projects. In addition, the public has access to research project outlines and impacts without needing to apply for an account. NIMSS developers and the regional NIMSS system administrators (RSAs) work continuously together with stakeholders to identify and develop new features to improve system efficiency and value.

NIMSS is developed using the Laravel framework and maintained by the Clemson development team. The system is currently stable, but web applications do not exist in a completely static environment.  New Laravel releases include fixed support windows for bug fixes and security patches, this along with lower level dependencies also carry end of life schedules.  For a system to remain online, secure and auditable across a five year project cycle it cannot be treated as complete or finished software.  Allowing a project to drift past its components support windows converts routing, budgeted maintenance into a forced rewrite.  The 2014 migration that generated the current NIMSS system followed a security breach, so the most efficient way to avoid repeating this history is to keep the platform on a supported and continuously updates foundation.  We propose a sustained modernization of the NIMSS application onto the current Laravel long-term support release, paired with utilizing Livewire for the user interface.

Front-End Consolidation with Livewire

The parts of the NIMSS system that are interaction heavy are the multi-section project outlines, proposal and progress report submission, peer review, participant management, and meeting scheduling which rely on a page-reload workflow supported by JavaScript accumulated over a decade of incremental development. This pattern is expensive to maintain, validation and business rules are duplicated between the browser and the server and each new feature makes the gap wider forcing the development team to understand more features and code before making a change. 

Livewire allows the development team to build a reactive interface in PHP and Blade and pushes all validation and business logic to the server, making it the sole authority.  The practical justifications for this are:

1. Single-Stack maintainability.  A single language development stack allows for any developer on the team to work across the full request path, which will reduce both onboarding time and any risk associated with a single staff departure on the project.
2. Smaller security footprint. Consolidating to server rendered components avoids the creation and security requirements of the current internal API layer that solely lives to support the JavaScript client.
3. Accessibility and 508 compliance. Server-rendered, semantic markup is much easier to test and keep in compliance that a dynamically rendered client-side interface. 
4. Livewire components are testable in using the same tools as the rest of the application, which will allow for expanding regression coverage and directly supports the QA/QC functions described in this proposal.

Artificial Intelligence Applications

NIMSS holds several decades of structured, narrative data that can only be reached through a keyword search.  Recent advances in large language models make it practical to extract a substantially larger value from that archival data without the need for additional staffing.  We propose to integrate AI capabilities directly into the application in several areas:

1. Search and Project Discovery. Using generated vector embeddings for project narratives and other large text sections, stored alongside existing relational datasets, allows for a conceptual search rather than literal keyword matching.  A user looking for related work questions would more easily be able to locate relevant projects across all regions regardless of the terminology used by the original author.
2. Authoring and completeness assistance. Model-assisted checks at the time of submission could identify missing or underdeveloped submissions, flag objectives that are not measurable, and search for overlap between other active or recently terminated projects.  This helps to shift burden away from reviewers and allows them to focus on more substantive project review.
3. Automated tagging of projects based on the agInnovation/USDA science priority areas can improve internal reporting and strengthen data alignment with the NIFA reporting system.
4. Data Integrity remediation. Inherited data from pre 2015 continues to require cleanup.  Model-assisted resolutions can make that remediation manageable at a scale manual checking would not allow given existing constraints.

Justification

This proposal does not contain discretionary enhancements.  Continued framework upgrades are a baseline condition for keeping this system secure and supportable.  Consolidating the user interface layer using Livewire reduces long-term cost for every new feature developed in the system.  Applied AI can increase the return on accumulated data for system users to continue to provide innovative research opportunities.  All of these together extend the working life of the NIMSS system and protect the investment that has already been made.

NRSP1 and the Multistate Research Fund Impacts Program (MRF Impacts)

The Need

Although Hatch Multistate project participants submit reports of their activities and accomplishments to NIMSS, these reports are technical documents, and NIMSS reaches a mostly internal audience. Sharing the impacts of Hatch Multistate projects beyond NIMSS is key to maintaining or increasing awareness of and support for the Hatch Multistate Research Fund. Research partners, evaluators, decision-makers, and other stakeholders want to understand return on investment and regularly seek documentation of the difference research has made or could make. Communicating impact also helps other audiences, including producers and the general public, understand how publicly funded research projects benefit them. Clear documentation and engaging communication are especially necessary in times of widespread misinformation, dwindling public trust in institutions and research, and limited federal agricultural R&D funding (1, 2). Integrating impact reporting and communication into research programs not only provides accountability, but also creates positive exposure for research efforts, strengthens the reputations of the institutions involved, and generates interest and support (3, 4).

Effective communication is an ever-evolving process with many players and moving parts. A professional communicator and communications strategy are needed to develop a cohesive “brand” and messaging for the Hatch Multistate Research Fund, create engaging materials, coordinate with regional and national initiatives, and reach target audiences. Since 2012, NRSP1 has supported the Multistate Research Fund Impacts Program (MRF Impacts), which employs a Program Coordinator to communicate the impacts of Hatch Multistate projects and enhance the visibility of participating agInnovation research stations and land-grant universities (LGUs). MRF Impacts is the only communications program dedicated exclusively to Hatch Multistate projects. This focus allows for greater depth of knowledge and more intentional, targeted content that showcases the unique value and successes of the Hatch Multistate projects. 

Evidence of Past and Ongoing Success

Impact Statements and Other Communications Efforts

During the previous project periods, the Program Coordinator regularly engaged with the broader LGU system as part of the APLU Board on Agriculture Assembly (BAA) Communications and Marketing Committee, during NIFA’s LGU Communicator Town Halls, and at national-level professional meetings (e.g., agInnovation meetings, APLU Summer Leadership Meeting, National Extension and Research Officers Conference, Association of Communication Excellence Annual Conference). Connections and insights allowed MRF Impacts to align communications efforts with the agInnovation Grand Challenges and Call to Action, USDA research priorities, APLU initiatives, and other national-level efforts. Coordination and alignment enhanced the utility and extended the reach of MRF Impacts materials, bringing greater visibility to Hatch Multistate projects and the institutions that are involved.

MRF Impacts’ primary communications product has been the Impact Statement, a one- to two-page infographic summary of a project’s research activities and impacts and how the multistate framework facilitated those efforts and outcomes. The MRF Impacts Program Coordinator has written, designed, and distributed over 250 Impact Statements since 2012.

Impact Statements are housed on the MRF Impacts website (mrfimpacts.org) as both a web version and downloadable PDF. In addition, Impact Statements are uploaded to the NIMSS database and the National Land-grant Impacts Database (NIDB; landgrantimpacts.org). NIMSS serves a mostly administrative, archival purpose. Impact Statements submitted to the NIDB are available publicly and are often included in the NIDB Communications Team’s educational materials, which are distributed at national conferences and used by representatives of APLU Council for Agricultural Research, Extension, and Teaching during meetings with elected officials. Since the launch of the agInnovation rebrand in 2023, the agInnovation website has linked to Impact Statements on the home page.

Impact Statements are distributed directly to project participants, communicators at participating institutions, agInnovation directors, NIFA, and the APLU Office of Food, Agriculture and Natural Resources Programs (FANR). These direct recipients regularly express appreciation for Impact Statements and use them in publications, press releases, speeches, presentations, and more. In these ways, Impact Statements are shared with leaders, decision-makers, elected officials, trade/industry associations, producers, the media, and the general public. For example, NIFA’s Director of Communications has used numerous Impact Statements to develop talking points for the NIFA Director and the USDA Secretary and Undersecretary. At least 20 different project Impact Statements were shared on the NIFA Impacts webpage between January 1, 2022 and June 30, 2026 (e.g., Land-grant Scientists’ Work Safeguards Livestock). These posts received 42,523 views and often ranked among the top most-visited Impact pages. MRF Impacts content on the NIFA Impacts page had a high engagement rate, which indicates visitors spent time on those pages and made a high number of clicks to view links, sign up for mailing lists, download materials, etc. The Impact Statements posted to the NIFA Impacts page were also shared via the NIFA Update newsletter (e.g., Researchers Honored for Advancing Poultry Health and Food Safety). NIFA Update reaches over 100,000 subscribers. Impact Statements featured in the NIFA Update between January 1, 2022 and June 30, 2026 received over 2,000 clicks to read more. In recent years, APLU FANR has used Impact Statements as press releases (e.g. Researchers Studying Avian Disease Resistance and Immunity Win National Award for Outstanding Collaboration and Impact), on websites (e.g., “Multistate Research Addresses Avian Influenza” on Ag Is America’s Avian Influenza page), and in publications (e.g., the Board on Agriculture Assembly’s “Leveraging Discovery, Education, and Engagement for Climate-Smart Solutions). FANR also excerpts or links to Impact Statements in monthly communications toolkits (e.g., “Improving Soil Surveys” featured in the July 2026 toolkit), tying Hatch Multistate projects to timely topics and national initiatives. These toolkits currenlty reach 382 subscribers and receive additional views on the Ag Is America website (agisamerica.org); over the last year, Ag Is America toolkits received over 3,200 views by over 1,400 users. Participating institutions also use Impact Statements, often as jumping off points, adapting them to highlight their researchers’ contributions to the project (e.g., UNL researchers contribute to national award-winning project on corn pest management; WSU’s Lav Khot, colleagues receive multi-state award for ag drone research, extension; NCERA-101 receives 2024 National Excellence in Multistate Research Award; Iowa State researchers investigate ways to support changing wine industry in Iowa and the Midwest). Repurposing Impact Statements like this is an efficient way to amplify both the participating institutions and the Hatch Multistate project.

Pitching to media has not been a focus of MRF Impacts; however, media outlets are still seeing, receiving, and using MRF Impacts content. This happens when NIFA or researchers or communicators at participating institutions issue a press release or pitch a story that includes MRF Impacts content. In addition, MRF Impacts content is picked up by media outlets when they see it posted to platforms like NIFA Impacts, Ag Is America, social media, etc. During the previous project period, MRF Impact content was featured in national trade/industry publications (e.g., Beef Magazine, Food Safety Magazine, The Poultry Site, Vertical Farm Daily, Produce Grower, Potato News Today) and local news outlets (e.g., Arkansas Democrat Gazette and The Oklahoman). These features would likely not have happened without the work of the Program Coordinator who generated the original text or shared project information with the authors.

Through these various modes and nodes of distribution, Impact Statements reach key stakeholders as well as secondary beneficiaries such as producers and the general public who are impacted by the research activities, outputs, and impacts of the Hatch Multistate projects. 

Impact communication is not a one size fits all process. To supplement Impact Statements, the Program Coordinator uses a variety of other communications tools, processes, and products. 

During the previous project period, numerous infographics were created to share research impacts from multiple projects addressing the same theme. These infographics have been particularly useful for NIFA and APLU because they connect Hatch Multistate projects to ongoing initiatives, events, and timely topics. These infographics also performed well on social media. 

Since December 2020, the Program Coordinator has sent a quarterly newsletter, which shares the latest Impact Statements and other program materials and information. The newsletter has not been a point of emphasis in previous project cycles as it is just one of many ways Impact Statements are distributed; however, due to feedback from colleagues and stakeholders, MRF Impacts renewed focus on the newsletter in July 2026. Already, improvements have significantly reduced bounce rate, made content more accessible, and grown subscribers 10%, suggesting the newsletter will be a useful tool for expanding reach going forward.

In January 2024, the Program Coordinator began issuing monthly toolkits, which connect Hatch Multistate projects to timely topics, events, and national initiatives. Each toolkit includes messaging and links to prepared documents and infographics and sample social media posts. These toolkits make it easier for others to share MRF Impacts materials and promote Hatch Multistate research projects. Toolkits are sent directly to agInnovation directors, LGU communicators, NIFA, APLU, and others who subscribe to the toolkit email list. The Toolkits page (mrfimpacts.org/toolkits) is the second most-clicked page on the MRF Impacts website despite having been added relatively recently in 2024, suggesting stakeholders are interested in and using the toolkits. 

The MRF Impacts website (mrfimpacts.org) has become a desired and useful resource. It is essential tool for coveying brand identify and sharing Impact Statements and other program materials in a professional, visually appealing, public-friendly format. During the previous project period, the Program Coordinator improved SEO and accessibility, made Impact Statements and other materials easier to find and use, and provided clearer messaging about the unique role and value of the Hatch Multistate Research Fund. Clearer links between the MRF Impacts website, NIMSS, and agInnovation further enhanced visibility and functionality. The MRF Impacts website had 16,267 unique visitors who logged 21,760 sessions between January 1, 2022, and September 5, 2026. Average session duration was over five minutes, suggesting that visitors were reading through page content. Traffic was driven primarily by direct URL followed by organic Google searches, social media links, and referrals from links on other websites (e.g., agInnovation.info), which suggests other communication strategies and product placements were effectively driving audiences to the website. Website performance in 2025 was the best on record, and website users and sessions in 2026 are on course to surpass 2025 performance.

Social media continues to be an important space for reaching audiences. The Program Coordinator manages, posts content to, and engages with followers on X, Facebook, and LinkedIn (@MRFImpacts). Posts share Impact Statements, supplemental information, and infographics and use mentions and tags to reach key audiences. Participating institutions and researchers, regional agInnovation associations, NIFA, and APLU frequently re-post this content, significantly increasing reach and engagement (e.g., reactions, comments, link clicks). Through this web of interactions, MRF Impacts posts have reached secondary beneficiaries, such as students, producers, industry associations, non-profits, and members of the general public. Although total reach and engagement have fluctuated from year to year, given shifts in audience preferences and changes in platform management and algorithms, MRF Impact social media has continued to meet expectations. Between January 1, 2022 and June 30, 2026, posts on the @MRFImpacts social media channels made 336,637 total impressions (or views) and 7,750 total engagements (reactions, comments, replies, shares, link clicks). In addition, stakeholders regularly post MRF Impacts content directly to their social media channels. For example, between January 1 2023 and June 30, 2026, NIFA made 557 posts on their social media channels using MRF Impacts content, generating a combined 319,895 impressions and over 6,890 engagements. APLU FANR also posted MRF Impacts content directly to their social media channels, generating 21,774 impressions and 431 engagements. 

Impact Reporting Training

Impact reporting is required for Hatch Multistate projects and many other types of grants. Researchers, administrators, and others regularly seek out training and guidance that helps them understand these requirements and develop strong reports.

Since 2013, MRF Impacts has met this demand by delivering in-person and virtual Impact Writing Workshops to Hatch Multistate project teams, faculty and administrators at LGUs, NIFA staff, national conference attendees, and NIDB inputters. Demand remains high as indicated by visits to the Impact Writing Resources page (mrfimpacts.org/impact-writing-resources) on the MRF Impacts website, clicks to download training materials, and workshop applications and requests. Moving most workshops to virtual spaces has allowed the Program Coordinator to serve more groups each year. The Program Coordinator has delivered 25 Impact Writing Workshops since January 1, 2022. Participants consistently report satisfaction with presenter knowledge and delivery and indicate improvement in targeted knowledge and skills. Observation suggests report quality in NIMSS and other reporting portals is improving. Without reports from researchers documenting their work and its impacts, it would be more difficult and time-consuming for communicators to identify and develop engaging stories. Furthermore, when scientists have a better understanding of how to measure and report impact, they can also develop stronger research proposals and conduct research that maximizes stakeholder and public impact. 

Going Forward

MRF Impacts has consistently met or exceeded past objectives, and demand for MRF Impacts expertise and materials remains high. The previous NRSP1 project period saw steady evolution of MRF Impacts, including refined materials and more efficient processes. The program adapted to changes in leadership at the federal level and new national-level priorities and initiatives, including the agInnovation rebrand.

In the proposed project period, MRF Impacts will continue core operations and tried-and-true activities and will continue to track progress and refine goals, strategies, and tactics to adapt to changing audience preferences, emerging stakeholder needs, and evolving best practices. Proposed continued work and new efforts are detailed below with specific objectives and expected outputs and outcomes listed in the corresponding sections of this proposal.

Renewal of NRSP1 will allow MRF Impacts to continue to support the assembly, storage, and distribution of information and materials about Hatch Multistate research projects. These projects address all of the agInnovation Grand Challenges and USDA priorities. Continued support will allow MRF Impacts to retain and build on strong relationships and long-term strategies, which help position the program within the LGU and federal funding ecosystem and stand out in the broader information landscape.  

Effectively document and communicate impacts

To understand stakeholder needs, the MRF Impacts Program Coordinator will continue to correspond regularly with Hatch Multistate project participants, agInnovation directors, and leaders and communicators at NIFA, APLU, and LGUs; attend national conferences and meetings (e.g, the APLU Summer Leadership Meeting, National Extension and Research Officers Conference, Association of Communication Excellence Annual Conference, agInnovation Annual Meeting); and serve on committees (e.g., the APLU Communications and Marketing Committee).

By initiating more forward-thinking coordination with agInnovation, NIFA, APLU, and LGUs, MRF Impacts will be able to identify opportunities to leverage existing MRF Impacts materials and/or synchronize development and distribution of new materials that are more aligned with national interests. Upfront coordination will also reduce duplication of efforts and streamline processes. Specific proposals include contributing content to the APLU capacity grant campaign, producing content in support of the agInnovation Call to Action, and aligning content with new USDA priorities. Aligned materials will help position the MRF as a keystone of the LGU system and federal funding landscape. In the proposed project period, two anniversaries--the 140th anniversary of the Hatch Act in 2027 and the 30th anniversary of the Hatch Multistate Research Fund in 2028--will present opportunities for MRF Impacts to play a bigger role in national-level initiatives. Coordination will be key to amplifying stories that celebrate the unique value of Hatch Multistate projects. 

MRF Impacts will continue to generate high-quality Impact Statements and other materials about Hatch Multistate projects, including the annual Excellence in Multistate Research Award winner. In addition to Impact Statements, the Program Coordinator will continue to produce infographics, slide series, and other communications products that show how Hatch Multistate projects are connected to timely themes and regional or national initiatives and priorities. Proposed new materials include videos, such as Researcher Spotlights, to better reach and engage audiences. In response to stakeholder and audience feedback, the Program Coordinator will refine content and design across all materials. Specific refinements will include deepening and reinforcing brand identity and messaging, further simplifying technical language, optimizing for search engines and AI, and incorporating “call out boxes” to highlight key data, impacts, and/or quotes from project participants or project stakeholders. 

MRF Impacts will continue to use various modes of distribution to reach key stakeholders and target audiences. 

The Program Coordinator will continue to feature Impact Statements on the MRF Impacts website and upload them to NIMSS and the NIDB in a timely manner.

The Program Coordinator will continue to share the latest Impact Statements via a quarterly newsletter. In addition, monthly toolkits will be sent to newsletter subscribers, providing readymade materials, links, and messaging that tie Hatch Multistate projects to timely topics and national initiatives. These toolkits will make it more obvious why and how stakeholders should engage with MRF Impacts materials. In the proposed project period, work will be undertaken to increase the number of newsletter subscribers and improve the open rate and click by optimizing newsletter design and timing. 

The Program Coordinator will continue to work with project participants to ensure Impact Statements are accurate and comprehensive portrayals of their projects. Finalized Impact Statements will be shared directly with project participants. In the proposed project period, the Program Coordinator will explore better ways to guide project participant use of Impact Statements, such as sharing them with department leadership, printing for conferences, or posting to their social media channels.

The Program Coordinator will continue to share Impact Statements directly with university communicators and coordinate placement in university publications and platforms. During the proposed project period, the Program Coordinator will revitalize connections with regional communicator consortia and individual communicators at LGUs to facilitate upfront coordination and planned, intentional (as opposed to ad hoc) content sharing. In addition, the Program Coordinator will develop a new template to enable a participating institution to highlight their contributions to a Hatch Multistate project. If it is easier for LGUs to connect MRF Impacts content to their own institutional goals and branding, they will be more likely to share MRF Impacts content, expanding reach and visibility, particularly among students and communities. When participating LGUs amplify MRF Impacts content, they help show how Hatch Multistate projects are having on-the-ground, local impacts.

The Program Coordinator will continue to work with leaders and communicators at NIFA to ensure that MRF Impacts content aligns with USDA priorities and is regularly featured in federal level communications materials, such as the NIFA Update newsletter, NIFA Impacts webpage, and NIFA social media channels, which reach a wide audience.

The Program Coordinator will continue to work with APLU BAA and FANR to feature Hatch Multistate projects in publications, toolkits, and social media. In particular, proposed new work includes contributing content about Hatch Multistate projects to the APLU capacity funding initiative.

By increasing emphasis on news releases and media pitching, the Program Coordinator will ensure that Hatch Multistate projects are featured in trade publications that reach industry stakeholders, including producers. The Program Coordinator also proposes to work with select LGU communicators each year to pitch stories about Hatch Multistate projects to local media outlets so that research stories reach the communities they impact.

The MRF Impacts website (mrfimpacts.org) will continue to be an important platform for sharing program information, Impact Statements, and other materials. The Program Coordinator will make sure the website remains appealing and functional. Specific proposed improvements include optimizing content and layout for SEO, AI, and analytics.

The MRF Impacts communications strategy will continue to include social media. The Program Coordinator will manage, create content for, and engage with followers on @MRFimpacts on X, Facebook, and LinkedIn. Posts will connect Hatch Multistate projects to ongoing conversations, trends, and timely topics. Each post will include a link to a project Impact Statement or page on the MRF Impacts website, directing audiences to learn more about the project/program. When appropriate, posts will tag participating institutions and partners to further extend the visibility of and engagement with the content. The Program Coordinator will continue to work closely with communicators at participating LGUs, NIFA, and APLU to synchronize social media for particular campaigns and projects (e.g., the annual Excellence in Multistate Research Award winner). Proposed new social media efforts include sharing more video content to better align with audience preferences and algorithms. The Program Coordinator will continue to keep track of social media trends and learn about new tools and adapt content so it performs better and meets audiences where they are. 

Printed materials will be distributed as needed or requested and as the budget allows. 

Effective documentation will be indicated by the number of Impact Statements produced, distributed, and uploaded. Effective communication will be indicated by increased reach and engagement, which will suggest that MRF Impacts content is being seen and used and understood and, in turn, building greater awareness of the importance and value of Hatch Multistate projects. The Program Coordinator will continue to generate a quarterly report that includes analytics from the MRF Impacts website and social media channels. Key metrics will include website traffic and behavior (e.g., number of site sessions, number of unique visitors, average length of visit, most frequented pages, etc.) and social media reach and engagement (e.g., users reached, impressions, likes, shares, link clicks, etc.). To show a more complete picture of the reach and utility of MRF Impacts materials, reports will include anecdotal feedback and quantitative analytics from NIFA, APLU, agInnovation, and others who used MRF Impacts content on their platforms. In the proposed project period, the Program Coordinator will explore new processes for tracking how project participants use their Impact Statements and for reporting back to project participants how MRF Impacts and stakeholders used their Impact Statements. 

Improve capacity to report impacts

MRF Impacts will continue to provide virtual Impact Writing Workshops to Hatch Multistate project teams to efficiently and cost-effectively meet demand. agInnovation’s regional associations will help solicit requests for workshops and nominate groups to receive workshops each year. The Program Coordinator will continue to coordinate with agInnovation, NIFA, APLU, and LGUs to deliver impact training to research and Extension faculty, NIDB inputters, and others. Select in-person workshops will be delivered to larger, national audiences. 

During the proposed project period, the Program Coordinator will finalize new training materials, such as a recorded tutorial and step-by-step worksheets, to expand access to training for those that are unable to attend workshops and provide reinforcement for those who do. These training materials could also be used by project advisors, LGU administrators, and others to train their groups. Providing materials for trainers will significantly increase capacity to meet demand for impact reporting training and make impact reporting training more consistent across projects and institutions. This combination of targeted in-person workshops, virtual training, and readymade training materials will provide the tools and knowledge researchers and others need to craft better reports and impact statements that can be parlayed into communication materials.

Workshop success will be indicated by anecdotal feedback and evaluation forms, which will track knowledge and skills learned and tools and practices adopted. Number of views and downloads as well as anecdotal feedback will indicate the utility or training materials. Training success will also be indicated by observations of improved quality of reports submitted to NIMSS and other reporting systems.

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Collectively, NIMSS and MRF Impacts provide enhanced compliance, accountability, and visibility for the Hatch Multistate research program. The success of prior NRSP1 projects and their continuous adaptation of new technologies and approaches reinforce their value.

Prerequisite Criteria

How is the NRSP consistent with the mission?

NRSP1 truly exemplifies what it means to be a Capacity/Core 'National Research Support Project.' The NIMSS database portion allows us to fully manage and vet multistate activities through rigorous oversight and review, from inception to termination. Working in tandem, the MRF Impacts program transforms the project data collected in NIMSS into engaging impact stories designed for non-academic audiences. The Impacts program provides an effective platform through which our stories are shared with the USDA and other stakeholders.

How does the NRSP pertain to a national issue?

Through its dual purpose, NIMSS and MRF Impacts, NRSP1 enables agInnovation to effectively identify, review and, implement multistate research activities addressing regional and national priorities. Collected data is used to develop impactful stories that demonstrate the value of Hatch multistate research, for the USDA and other stakeholders. This directly supports continued public investment in the Hatch and Hatch Multistate funds. 

Rationale

Priority Established by agInnovation

NRSP1 supports all agInnovation national priority areas by streamlining activity management and oversight and amplifying the documented impacts of Hatch Multistate-funded activities through NIMSS and MRF Impacts, respectively.

Relevance to Stakeholders

NIMSS: NIMSS provides the essential operational infrastructure to manage the full lifecycle of Hatch-supported multistate research, from proposal inception to project termination. As a secure, web-based application, NIMSS optimizes administrative efficiency by centralizing online proposal submissions, peer reviews, meeting authorizations, and progress reports, while allowing open access to all of these resources. The platform acts as a vital nexus for a broad coalition of stakeholders, including agricultural researchers across land-grant and non land-grant institutions, 1862 and 1890 agricultural research directors/staff, Cooperative Extension, regional association offices, land-grant communicators, USDA agencies and other federal partners, and industry and international collaborators.

MRF Impacts: Working hand-in-hand with NIMSS, the MRF Impacts component of NRSP1 amplifies the visibility of land-grant institutions and champions the successes of their collaborative work. By translating technical milestones into attractive, digestible Impact Statements and other communications products, the MRF Impacts Program Coordinator disseminates these success stories widely to federal and national partners, university leadership, and public audiences. Furthermore, MRF Impacts drives valuable capacity building by offering impact reporting training to Hatch Multistate committees and AES research teams. This initiative provides a profound professional development benefit, empowering researchers to articulate their work effectively and reinforce the societal impact and net-positive return on investment in agricultural research.

Implementation

Objectives

1. Maintain and enhance the effectiveness, functionality, and utilization of NIMSS.
   
2. Effectively document and communicate the impacts of Hatch Multistate research to key stakeholders and target audiences
   
3. Improve the capacity of Hatch Multistate project participants and others to report their impacts
   

Projected Outcomes

Management, Budget and Business Plan

NRSP1 Management

A NRSP1 Management Committee exists with representation from each regional association, SAES director’s office staff from across regions, NIFA, and four Administrative Advisors (regional representation) serve as stakeholder representatives from agInnovation charged to continuously provide oversight to and evaluate the effectiveness of NIMSS and multistate research and Extension impacts communication efforts. The representatives are responsible for collecting information from the institutions in their respective regions to provide recommendations to improve NIMSS (function and content) and information on the multistate research and Extension impact communications efforts and programs in meeting their needs and objectives.

The NRSP1 Management Committee is also responsible for conducting the annual performance review of the agInnovation Multistate Research Impacts Program Coordinator and providing it to the Coordinator’s host institution in the required manner.

Membership

• NRSP1 Chair: The NIMSS lead RSA (regional system administrator) serves as NRSP1 chair. Term is indefinite, provided the lead RSA wishes to continue in the role and is approved by the NRSP1 membership.
• Administrative Advisors (AAs): One from each of the 1862 regions (NC, NE, S, and W,) and the 1890s. The position of lead AA will be revisited with each 5-year cycle and rotate as needed.
  • One of the AAs must be the director at the host institution of the agInnovation Multistate Research Impacts Program Coordinator or an individual appointed by said director.
  • One of the AAs must be the director from the institution hosting the NIMSS development team, if NIMSS remains with a Land-grant University, or an individual appointed by said director.
  • Executive Directors (EDs) may serve as AAs, if appointed by their regional directors.
• Executive Directors from ARD, NC, NE, S, and W
• Assistant Directors/Coordinators from NC, NE, S, and W (one of which serves as NIMSS lead and NRSP1 chair).
• NIMSS User Representatives:
  • At least two NIMSS users with Station Director responsibilities from two separate 1862 regions and represent the interests of NIMSS users.
  • User representatives serve no terms and may be reappointed indefinitely by their regional associations for as long as they wish to serve.
• Non-voting representatives from the following organizations:
  • NIFA PARS Director
  • NIFA Communications Director
  • agInnovation Multistate Research Impacts Program Coordinator
  • Director or appointee of the director at the host institution of the Multistate Research Impacts Program Coordinator

Roles and Responsibilities of NRSP1 Members

• NRSP1 Chair: Sets meetings and agendas, leads meeting discussion, serves as the technical lead for the preparation of the NRSP1 renewal proposal, and other activities that emerge and the committee feels appropriate for the chair role.
• Administrative Advisors (AAs): Facilitate NRSP1 proposal renewal and midterm review processes, identify peer reviewers, and conduct the annual performance review of the agInnovation Multistate Research Impacts Program Coordinator with input from the other NRSP1 members. The AA housed within the impact writer’s host region is responsible for submitting the impact writer’s performance reviews as dictated by the policies of that institution.
• Executive Directors from ARD, NC, NE, S, and W: Provide general high-level leadership and oversight to NRSP1, identify regional directors to serve as NRSP1 AAs or serve as regional AAs themselves if their regional associations approve, assist the NRSP1 management committee with NRSP1 reviews and other activities, as needed.
• Assistant Directors/Coordinators from NC, NE, S, and W: Serve as regional NIMSS RSAs to provide regional administration of NIMSS, regular interfacing with the NIMSS technical team, NIMSS testing as needed, and all other aspects of support to NIMSS and NIMSS users.
• NIMSS User Representatives: Provide NIMSS user-level feedback to NRSP1, participate in NIMSS testing and NRSP1 reviews, share updates from NRSP1 to their regional associations, administrative officers, and other regional NIMSS users with help from the regional Assistant Directors/Coordinators and EDs.
• Non-voting representatives from the following organizations: Provide regular programmatic updates and recommendations to NRSP1 membership. The agInnovation Multistate Research Impacts Program Coordinator is expected to provide quarterly updates to NRSP1.

Organization and Function

NIMSS (Objective 1)

As we proceed into the next five-year cycle for NRSP1, the NIMSS RSAs (Regional System Administrators), currently Christina Hamilton (agInnovation North Central; agNC), David Leibovitz (agInnovation Northeast), Cindy Morley (agInnovation South), and Jennifer Horton (agInnovation-West) will continue to solicit system enhancements from our stakeholders, some of whom include federal and state partners, producers, commodity groups, foundations, and foreign scientists. These RSAs will work closely with the Clemson University Learning Institute developers via email and regular calls to implement these improvements, making NIMSS workflows more efficient, secure, and effective for as many users as possible, basing project and proposal functions consistently on the national agInnovation Guidelines for Multistate Activities. User requests for system improvements continue to include a NIMSS Change Request form, a document sent out to the requester to gather information on whether the requested change will benefit multiple users or stations, ensuring that Clemson developers’ time is used effectively and efficiently.

Separately, Clemson University Learning Institute will continue to regularly administer and develop NIMSS at the system level. First, the developers will consistently monitor the NIMSS server to ensure that the applications running NIMSS are kept up-to-date and work well together, allowing the system to operate at peak efficiency and avoid slow page loading. Second, security systems, access, and error logs are continually monitored, and new software installed as it becomes available. Because the NIMSS application has been online for many years, it is subject to hundreds of attempted attacks every day, which renders regular assessment of risks and updates to security systems’ software critical to prevent another breach. Review of error logs helps correct bugs introduced into the system as applications and code are updated. Coupled with security improvements, developers periodically check the accuracy of server and data file locations, while also performing regular backups of NIMSS’ data and code in multiple locations. In the unlikely event of a system crash, NIMSS users can be confident that no data or work will be lost. In addition, modern database administration (DBA) services are employed and updated as new database search techniques are developed, keeping access to NIMSS’ data efficient and system resources low.

Moreover, while most of the legacy NIMSS data issues were corrected during the initial NRSP1 iteration, developers continue to monitor and correct errors. Finally, our Clemson developers routinely review and update NIMSS’ code to maintain system efficiency. These changes are documented, and records maintained for the life of the project. All codebase versions are stored in a Git repository, which is a versioning storage system that allows easy access to previous code.

The updated NIMSS budget will also allow developers to continually improve user interfaces as technology advances, to provide a more professional and aesthetically pleasing system. Part of this process includes updating the system to provide more responsive layouts, so that users can effectively use the NIMSS system from any device available, including mobile interfaces. Finally, developers will continue to improve the application program interface (API) to allow for better data transactions (where possible) with NIFA’s Reporting System (NRS). API improvements allow for better and more data transfer across systems, thus reducing or eliminating staff workload required to share reporting data from SAES offices to NIFA partners.

The annual budget ranges from $169,500 in FY2028 to $201,172 in FY2032 to reflect cost increases in technology, salary, and fringe rates. As a point of reference, the FY2027 budget for NIMSS was $155,941.

To accomplish system administration and development, the NRSP1 budget for NIMSS would accommodate a part of the salary and fringe of multiple technical professionals who would be responsible for maintaining, updating, and developing new features as needed or requested for their programmatic areas. Technical professionals are needed for UI (User Interface)/ Front End Development and Administration, Application Development and Administration, Database Administration, System Administration and Security, QA/QC, and Project Management. For those interested, specific job duties and justifications for these positions are found below. Within the software development community, the term ‘development’ is commonly used to reflect the on-going and dynamic nature of a continually changing environment.

Please note that for NIMSS RSAs and the Clemson development team, the work remains mostly the same. They will continue to upgrade the system into the newer versions of the Laravel Framework and begin to incorporate AI / Semantic search into the system throughout the project, as described above in the NIMSS Issues and Justifications and below in Additional NIMSS Development Projects/Concepts Proposed for FY23 to FY27.

Year-to-Year Cost Increases

To account for the inevitable expense increases from year-to-year, projections for technology were increased by 4.5% per year to cover any potential increases in server costs which are typical when upgrading servers for application maintenance. An increase of 4.5% was factored into all personnel categories to cover cost of living adjustments for development staff over the term of the project.

User Interface/Front End Development and Administration

User Interface (U/I)/Front End Development is the process of designing and developing interfaces that an end user interacts with when they are using the NIMSS system. It is necessary to invest time in User Interface/Front End development not just during the initial development phase, but also regularly in the maintenance phase of the development cycle since web applications do not live in a static environment. Users must access web-based applications through a web browser. There is currently no standard that all web browsers must adhere to and, as such, bugs are introduced from the user/client side on a continual basis. The project’s UI/Front End Developer is responsible for staying informed of the changing web environment and works to ensure that all users can access and interact with the NIMSS system with minimal front-end issues.

Application Development and Administration

Application development, in the case of NIMSS, is the process of developing code utilizing the Laravel framework to gather information collected by the UI/Front End Developers that interfaces and manipulates/stores that information in databases designed and maintained by a data base administrator (DBA). These persons are also responsible for creating and maintaining system features as well as adapting the current system to work with new technologies that are currently available as well as to proactively redevelop sections in the NIMSS system to take advantage of these new technologies.

Database Administration

Database administration refers to the tasks in NIMSS that are centered on saving and retrieving information from our relational databases. Server environments must periodically be updated to avoid falling too far behind modern technology and the services provided by a DBA helps to mitigate these issues and ensure that resources that are allocated to the database are being used effective and efficiently. Data backups and recovery are also critically important for system reliability. Both making sure that data is stored in multiple locations and that data stores contain valid and recoverable data are aspects of what must be done to ensure work is not lost due to hardware or software issues. Another critical task for a DBA is database security. Databases are often targets for hackers and must be reasonably protected. In all cases, security measures must be managed proactively to minimize the risks of system access from unwanted agents, who are constantly changing their approaches and finding new exploits to gain access to systems. Database administrators will regularly track system access logs to look for possible injections into the database as well as to review possible slow queries.

System Administration and Security

Much of what is accomplished by system administration is similar to database security in technique and purpose. The main difference between these two areas is that system administration refers to securing the server, whether physical or virtual, from unwanted access. This is done by keeping track of trends in security and intrusion techniques and patching them as soon as is possible.

QA/QC

This refers to quality control and assurance of the NIMSS product. It is a best practice to employ a non-developer to review and test the system and write test cases for automated testing. It is this person’s responsibility to make every effort to eliminate bugs or other issues from the system before it is made available to our end users. This person also coordinates larger alpha and beta testing groups and serves as a bridge between the various developers and the stakeholders.

Project Management

A person is assigned to coordinate the resources available in order to execute the project. This person would review newly developed code to make sure it meets the standards set forth by the initial development. They monitor the timeline of the project to make sure all areas of development and administration are working together effectively. They oversee documentation of the project and provide reports to stakeholders and partners to ensure all parties are satisfied with the process. The NIMSS technology costs in the budget would cover the server expenses, ownership of the domain name, hosting, SSL (secure sockets layer; a technology that maintains system security by encrypting the connection between the user and the NIMSS site), email systems server, and all data backups.

Additional NIMSS Development Projects/Concepts Proposed for FY23 to FY27

• Dashboard Redesign: The action items on the dashboard provide quick access to views of the system that require attention. However, the user has no indication if any action is needed until they click the action item. Instead of listing links, each action item could be contained in a clickable widget. The widgets could provide a minimal view of the information for each item. If the user clicks on a widget, then the full page for that action item would load. 
• Project Breadcrumbs: The project management interface contains several nested sections. When within multiple levels deep in the interface, it is not clear where a user is in relation to the home page for the project. Depending on the actions of a user, using the web browser’s back button might not perform as intended. As a user navigates into project sections, a “breadcrumb” trail of links could be shown at the top of the interface indicating how they got there. Also, it could be used to quickly navigate to previous sections more accurately.
• AI Integration: Clemson University’s development team will work closely with RSAs to design and build AI-assisted features that help to reduce administrative burden on users.  Examples of these features could include:  checking proposals against SAES guidelines to highlight areas of weakness or missing data, semantic search to help find projects with related work or find potential collaborators, drafting of summaries of accomplishments, and automated data quality checking to support NRS integration.  AI tools will be limited to advisory roles, and all review and approval decisions will remain the task of users and administrators.  Project data will be protected under the Clemson and USDA data security and AI use policies.
• Agile Development: As technology changes and new software packages become available over the course of this project, the Clemson development team will work directly with NIMSS RSAs to design, develop, test, and deploy new features. It is impossible to project specific projects in advance of core technology changes, however, regular meetings between Clemson and NIMSS staff allow for collaboration which will help Clemson development staff understand pain points in the system and aid in the evolution of the NIMSS system.

Overall, we envision NIMSS continuing to serve as an effective communication tool for sharing research data and easing the burden of multistate project management for many more years. An effective and secure database will ease the application of new discoveries and technology transfer supporting and advancing agricultural research. Continual process and development improvements, as described above, are critical as a best practice to maintain an effective national system.

Table 1. NRSP1 Objective 1: NIMSS System Administration and Development Budget FY28-32.

Note: In the event of a reduction in the NIFA Hatch funding line, the NRSP1 budget lines that fund the NIMSS contract with Clemson University Learning Institute are not subject to reduction and will not be included in any overall reduction calculation.

MRF Impacts (Objective 2, Objective 3)

MRF Impacts is managed by the Program Coordinator under the guidance of the NRSP1 Management Committee. Funding for MRF Impacts will be transferred by NIFA to Colorado State University (CSU) AES for distribution in their annual Hatch allocation. The total proposed budget for MRF Impacts ranges from $117,369 in FY2028 to $143,924 in FY2032 (Table 3). As a point of reference, the FY2027 budget for MRF Impacts was $110,361. During the previous project period, MRF Impacts successfully operated within budget. The proposed budget will support one full-time Program Coordinator and the travel, materials, and technology needed to meet objectives successfully and efficiently.

Program Coordinator

The proposed budget includes salary and fringe for a full-time Program Coordinator. Salary for the Program Coordinator is set to meet market standards for positions with similar responsibilities and levels of education and experience. Annual salary increases of 5% are built into the budget. It is important to note the bulk of this built-in increase is intended to account for cost-of-living adjustments. During the previous project period, the average annual inflation rate was 4% according to data published by the U.S. Labor Department’s Bureau of Labor Statistics (source).  Any remainder in the annual salary increase not accounted for by inflation will be considered a merit raise to incentivize and compensate the Program Coordinator for the added value that experience and continued commitment bring to the program. Fringe is budgeted according to CSU’s FY27 rate of 32.1% and predictions for annual increases of one percentage point, resulting in rates ranging from 33.1% in FY28 to 37.1% FY32.

The proposed salary reflects the range of responsibilities and level of experience required of the Program Coordinator. The Program Coordinator provides overall strategic vision for MRF Impacts, including coordination of activities with agInnovation, NIFA, APLU, project scientists, and LGU communicators. The Program Coordinator is responsible for writing, designing, and disseminating Impact Statements and other materials; maintaining mrfimpacts.org; creating and managing social media; and developing and conducting Impact Writing Workshops. The Program Coordinator also attends to administrative tasks such as budgeting, purchasing, and reporting.

Operating Expenses

Operating Expenses include computer hardware and software and printing/copying of materials. The proposed budget for hardware and software includes annual subscriptions to essential software and services (e.g., Adobe Creative Cloud, Wix, domain names, iStock, Buffer, and Zoom) and anticipates replacing the Program Coordinator’s laptop due to wear and tear and insufficient technical specifications for necessary software programs. The budget also includes funds for technology and/or software that may help record impact training or conduct virtual Impact Writing Workshops in an efficient and engaging way. 

Under special circumstances (e.g., conferences, visits to legislator/representative offices), printed materials may be needed to support the MRF Impacts communications strategy. Creation of printed material will be done in consultation with the NRSP1 Management Committee, agInnovation, NIFA, and APLU so that these products are available when most beneficial to overall national efforts and priorities. Handouts and promotional materials may also be printed to support in-person Impact Writing Workshops.

Travel

The proposed travel budget supports attendance of meetings and conferences (e.g., Association for Communications Excellence conference, Ag Media Summit, agInnovation Fall Meeting, APLU Summer Leadership Meeting, National Extension and Research Administrative Officers Conference, NIDB Communications Team), which are critical for engagement and alignment with partners and stakeholders as well as professional development. Though most Impact Writing Workshops will be conducted virtually, the proposed travel budget accommodates one trip per year so that the Program Coordinator can provide in-person impact training to larger, national audiences. Compared to the previous project period, the proposed travel budget has been increased $2,000 per year to accommodate increased travel expected of the Program Coordinator and higher travel costs.

Table 2. NRSP1 Objective 2: MRF Impacts Budget FY28-32

Table 3. Cumulative NRSP1 Five-Year Project Budget FY28-32.

Integration

NRSP1 was developed to facilitate the management and communication of the impacts of integrated research and Extension activities supported by the Hatch Multistate Research Fund. It supports all 1862 and many 1890 Experiment Station and Cooperative Extension participants. The program can also accommodate integrated education activities as the need arises.

Outreach, Communications and Assessment

NIMSS (Objective 1)

Regional NIMSS RSAs will be primarily responsible for communicating critical NIMSS updates and information to directors, users, program managers, NIFA staff, and other stakeholders. Outreach efforts will include regional email communications, virtual training opportunities, and in-person presentations approximately biennially at the National Extension and Research Administrative Officers Conference (NERAOC). Updates will also be shared with the national agInnovation directors’ groups through written briefs, virtual presentations, and in-person engagements, subject to scheduling and travel availability.

The Program Coordinator will serve as the primary contact and source of information for the MRF Impacts component of NRSP1. The Program Coordinator will provide quarterly and annual reports to the NRSP1 Management Committee and NIMSS. These reports will include the quantity of Impact Statements created and the quantity of Impact Writing Workshops as well as website and social media analytics for MRF Impacts platforms and select partner platforms (e.g., NIFA, APLU, agInnovation). Regularly, the Program Coordinator will collect anecdotal feedback on the quality and utility of Impact Statements from researchers, university communicators, NIFA, and APLU. Google Alerts and other monitoring services may be used to track placements of MRF Impacts materials on news outlets and other websites. In addition to anecdotal feedback, post-workshop surveys will be conducted to assess the success of Impact Writing Workshops. The NRSP1 Management Committee will be responsible for collecting information from institutions in their respective regions to reflect the effectiveness of MRF Impacts in meeting their needs and objectives.

Projected Participation

Literature Cited

1. National Academies of Sciences, Engineering, and Medicine. (2025). Fulfilling the Public Mission of the Land-Grant System: Building Platforms for Collaboration and Impact. Washington, DC: The National Academies Press. https://doi.org/10.17226/29092.
2. Nelson, K. P., & Fuglie, K. (2022, June 6). Investment in U.S. Public Agricultural Research and Development Has Fallen by a Third Over Past Two Decades, Lags Major Trade Competitors. Amber Waves. https://www.ers.usda.gov/amber-waves/2022/june/investment-in-u-s-public-agricultural-research-and-development-has-fallen-by-a-third-over-past-two-decades-lags-major-trade-competitors  
3. Brenan, M. (2023, July 11). Americans' Confidence in Higher Education Down Sharply. Gallup News. https://news.gallup.com/poll/508352/americans-confidence-higher-education-down-sharply.aspx
4. Forbes Communications Council. (2024, August 16). 13 Reasons Why Comms Pros Play A Key Role In Biz Strategy Development. Forbes. https://www.forbes.com/councils/forbescommunicationscouncil/2024/08/16/13-reasons-why-comms-pros-play-a-key-role-in-biz-strategy-development/  

Attachments

Land Grant Participating States/Institutions

Non Land Grant Participating States/Institutions