Extension Update: February 2005 Archives

The 4-H Youth Development program of UNH Cooperative Extension supports development of important life skills. Emphasis over the past five years focused on fostering skills in setting goals and making decisions, communicating effectively and accepting differences in others.

Although today’s youth access 4-H through a variety of different programs, including camps and after-school programs, the classic 4-H Club remains a strong influence on young people. In the classic 4-H Club program, a variety of components contribute to the development of these skills, including volunteer training, club leadership, communication events, animal shows, recordkeeping, competitive events, community service and other educational activities.

Results of a recent study of New Hampshire 4-H club members, ages 12 and over, provide evidence of the positive impact of 4-H clubs. In this study, approximately 100 4-H youth and their parents from five counties responded to written surveys. Volunteer leaders and judges at county-wide events also took part in the study. More than half of all respondents believe participation in 4-H helped youth increase their skills in setting and reaching goals.

In an age of easy access to information, the ability to gather useful and reliable data is critical. Over two-thirds of parents and half the 4-H members believe their 4-H Club experiences increased their skill in gathering and organizing information for clearly presenting thoughts and making effective presentations. A majority of parents and youth also believe 4-H provides opportunities to gain confidence speaking in front of others, and persuading others with the creative use of words and actions.

With increasing diversity in our nation and communities, youth benefit from learning positive interpersonal skills. At least a third of 4-H members and their parents found the 4-H Club a place where youth can make new friends who are a positive influence on them. Through the 4-H Club experience, youth also learn how to solve conflicts in ways that aren’t hurtful to others. 4-H helps them practice being respectful of others, regardless of their differences.

At the Farm and Forest annual awards breakfast held February 5 at the Center of New Hampshire, the NH Sheep and Wool Growers Association recognized Bruce Clement for 33 years of outstanding service to the New England sheep industry.

Since joining UNH Cooperative Extension in November, 1971 as Cheshire County's Agricultural Agent, Bruce has been a vital and positive force in the continuing education of shepherds throughout the Northeast. He played an integral part in introducing many new educational programs including the annual Lambing Clinic, Shearing Schools, Lamb Grading Workshops and Getting Started With Sheep courses. Most importantly, he was one of the original organizers of the very successful NH Sheep and Wool Festival now in its 29th year. Bruce also ran the "New England Sheep Project" from 1980-1985, which had a profound affect on many commercial sheep produces in the tri-state area.

Because of these educational accomplishments, the Sheep & Wool Association created the NHSWGA Bruce Clement Secondary Education Scholarship Trust to help youth who wish to explore future studies in ovine management. The Trust funded it with proceeds from the New Hamsphire festival Bruce started.

Students and shepherds with a special interest in ovine studies can contact NHSWGA President Ken Frizell, Nip & Tuck Farm, 295 Ingalls Road, Jaffrey, NH 03452 for a scholarship application.

In the photo, taken at the breakfast, are from the left, Jim Mason, Bruce Clement, David Kennard and Ken Frizell.

Last month, Dr. Vanessa Druskat, Associate Professor with WSBE, led an inservice for our staff on team effectiveness. This was a follow-up to the workshop she held for us last fall. Resources including her PowerPoint presentations, academic papers, a team assessment tool and book notes are now posted on the Team Effectiveness section of our web site. Contact Nancy Franz if you'd like to borrow the video of Dr. Druskat's presentation.

A list of teams that serve our entire organization is now posted on our intranet under New Staff Orientation. The work of these administrative and programmatic groups is greatly appreciated. Forward any list changes to Nancy Franz.

The Leadership Team has approved an update to the UNH Cooperative Extension Criteria and Procedures for Filling Staff Positions.

While the changes are minor, I felt it necessary to include language more reflective of the current financial situation affecting UNH Cooperative Extension. Please note the organizational criteria for staffing still remains the ultimate responsibility of the Program Leaders. However, there are many instances where county and state staff have had the general responsibility for hiring certain status and non-status temporary employees. This is more common in areas such as college work study, 4-H Camp, temporary county personnel, and staff hired through grants.

Should you have any questions regarding these procedures, please contact your program leader for clarification.

The Extension Leadership Team met in January to discuss constraints in generating revenue, the morale of the staff regarding revenue and programming expectations, staff workloads and the need to cultivate an upbeat entrepreneurial culture. A key area of discussion related to revenue generation.

The current UNH Cooperative Extension Strategic Plan calls for an increase in staff responsibility for seeking competitive public funding, grants, contracts and other new sources of funding that support our mission. While this recommendation is generally understood by staff, confusion still exists regarding specifics and how each staff member will be personally impacted. To provide greater clarification, the Leadership Team developed the following policies and recommendations to guide staff on these issues.

Communication and an Entrepreneurial Culture
We will foster a spirit of entrepreneurial leadership at all levels of the organization. Good communication is the key to success. If we want to promote an entrepreneurial culture we must provide staff with the tools and climate for success. CE administration and program leaders will strive to remove barriers in order to ensure our program and financial success. Communication is a two-way street. Staff and program administration should continually strive to work together as a team and communicate openly in order to successfully implement the mission of UNH Cooperative Extension.

Revenue Generation
Through increased resource development and recent budget adjustments, UNH Cooperative Extension has done well compared to many states nationwide. An ECOP report currently being discussed by the state directors regarding “managing a changing portfolio,” emphasizes meeting the needs of our constituents as funding models and delivery methods continue to change. It's important to know these issues are not unique to New Hampshire. A diversified revenue portfolio including fee for service is being discussed at the national level as well. That said, our current staff revenue generation expectations are critical to the sustainability of our organization and all staff are expected to share in some part of this responsibility. Our challenge is to be clear regarding expectations and to promote an entrepreneurial culture with an approach by administration and program leadership that emphasizes the removal of barriers and restraints as we work to effectively and efficiently implement our organizational mission. Please refer to this link for "Updated Responses about Revenue Generation Expectations".

Program Area Revenue Targets
The decision regarding how the 20% specialist and 25% program leader targets are to be met will be handled by each program area. Program Leaders in concert with staff will be responsible for developing financial plans based on program need and staff capacity. In the process of meeting program area financial targets, it’s possible that not every member of the staff will necessarily be involved in generating revenue but all staff will be expected to support in some way a part of the revenue generation goal. As part of the performance management process, Program Leaders will work with staff to clarify revenue generation expectations. The objective is to foster positive staff involvement in this process of performance goal setting. Every effort will be made to maintain the current staff percent time. In the event a program area is not successful in meeting revenue targets, strategies will be determined by the Program Leader and addressed as part of the ongoing performance management process.

Revenue Generation Incentives
Our goal at all times is to foster an environment for success as we work to generate new revenue for the organization. Program Leaders will work with staff in the development of reasonable, achievable and relevant plans which will continue to meet the mission of CE. In this effort, staff who are particularly successful in generating external support for CE may be rewarded with additional incentives such as bonuses, needed equipment and/or support such as work study students.

Staff Workloads
Program Leaders will review staff workloads and will determine appropriate involvement in interdisciplinary, multi-county, organizational committee work and revenue generation. Interdisciplinary does not mean every discipline needs to be involved in each of these program efforts. There needs to be a natural fit and enthusiasm for the topic by the individuals on the team for the group to be effective. Each staff person's interdisciplinary efforts will be designed in concert with the Program Leader and will be reflected in the individual's annual performance management plan. In addition, as part of the performance management process, Program Leaders will work with staff in identifying and discontinuing non-value functions to help staff be more successful.

Don't hesitate to contact me or your Program Leader if you have any questions.

Just a reminder that we have not been in the federal Penalty Mail system since September 30, 2003. In its place, we instituted a commercial mail system in each county. On campus we continue to use assigned mail codes through UNH Mail Services. Neither campus nor county offices should use the old G268 bulk mail permit. Most counties established their own bulk permit codes with their local post offices and campus staff use those designated by the University.

In addition to the above, we are no longer required to assign signature authority nor include signatures such as the old penalty mail franking slips with our educational materials. We do, however, still need to follow federal financial guidelines as we would for any program or material we make available to the public. A question and answer section regarding penalty and official Cooperative Extension mail is located on our website. If you have any additional questions, please contact Sharon Blake.

A renewed effort to conserve open space lands in Rockingham County for future generations began a few years ago when the County Advisory Council and county officials supported a new Extension educator position. Phil Auger filled that position, working with land conservation partners, communities and private landowners, sharing his expertise to meet major environmental and economic problems facing the area today – loss of open space and protection of water resources.

Research shows people prioritize water as a critical reason to purchase and protect land. Those polled see it as “very important” to buy land to protect lakes, rivers, streams and watersheds, the quality of the water they drink, and improve water quality in lakes, streams and rivers. Land conservation provides a long-term approach in the protection of many threatened natural resources, including water resources.

The Land and Water Educator offers direct support to virtually all conservation organizations, with particular emphasis on small regional groups. Phil’s objectives include creating awareness of the need for protection of lands for drinking water, working forests, agricultural lands and lands that define “quality of life” for New Hampshire residents, helping communities and regional land conservation organizations identify, develop skills, implement practices and ultimately conserve key parcels and natural resource features, and develop a strong core of private non-profit organizations and private consulting firms that carry out land conservation work.

Phil’s accomplishments include:
• “Does Open Space Pay” programs and other work within communities demonstrated the economic link between open space losses and escalating property taxes. As a result, New Hampshire communities allocated $20 million in 2002, $30 million in 2003 and $36 million in 2004 for land conservation – over $100 million in four years.
• Presentations on the economics of open space remain in demand statewide. This year’s presentations included the Rochester City Council, local cable television, and communities in the Green Mountain Conservation Group region.
• The work of Phil and other educators sparked a major cultural change in how municipalities interact. Where Extension staff encourage a watershed approach rather than only working within political boundaries, multi-community conservation groups formed for land conservation purposes.

Cheshire County legislators, commissioners and department heads participated in the seventh “County Conversation” January 24 at the Keene State College Camp on Wilson Pond in Swanzey. The “Conversation” provided an opportunity for UNH President Ann Weaver Hart to learn more about how UNH can collaborate more effectively with New Hampshire’s individual counties and to discover what emerging trends and issues specifically face Cheshire County.

The Monday program, which drew about 50 people, included remarks from UNH President Ann Weaver Hart and a discussion designed to generate ideas for further collaborations between UNH and Cheshire County. Attendees included Cooperative Extension Advisory Council members, educators, legislators, county commissioners, and community members. The legislative turnout included 15 legislators, or 63 percent of the delegation, seven of whom are new legislators. Cheshire staff shared their programming efforts in a roundtable discussion earlier in the day with President Hart.

The next "County Conversation" is scheduled in Sullivan County April 11.