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RESEARCH
Goal 1
Research – Increase research focus, productivity, and value
Program Objective
To examine theories, test models, and integrate best practices within the research priority areas of the department and those of our stakeholder groups and collaborating partners
Benchmarks
Investments in funded research, quantity of collaborative and/or multi-disciplinary research, number of staff studies, quantity and value of communicated knowledge (journal articles, conference papers and presentations, posters, demonstrations, portfolios, reports and publications), graduate student research productivity, graduate student placement, and acknowledgement of value by stakeholders
Keywords
agricultural communications and journalism, agricultural education, agricultural leadership and development, agricultural science, contextual applications, delivery strategies, evaluation, instructional design, international agricultural development, knowledge base, learning and cognition, needs assessment, organizational development
Strategy 1
Communicate systematic planning efforts across the field of study focusing on research priorities and individual academic areas.
Measure
2010-2015: creation of a database-driven departmental web interface to communicate our mission, stakeholders, priorities, and research problem areas
Oversight
IT specialist, graduate faculty members, graduate students
Strategy 2
Seek and secure funds to advance focused research priority areas
Measure
2010-2015: communicate funding sources and due dates; number of submitted proposals and funded projects; 20% increase in proposal submissions over the five- year rolling average, 2004-2009
Oversight
PI’s and administrative personnel on grants, contracts and staff studies
Strategy 3
Collaborate with agencies, organizations, and individuals to enhance and extend focused additive research efforts for stakeholders
Measure
2010- 2015: web-based database; increase collaborative projects by 20% over the five-year rolling average, 2004-2009
Oversight
IT specialist, graduate faculty members
Strategy 4
Report impacts of research among agencies, organizations, stakeholder groups and individuals
Measure
2010- 2015: web-based database; post measures of impact as return on investment; increase research outputs by 10% over the five-year rolling average, 2004-2009
Oversight
IT specialist, graduate faculty members
Goal 2
Research - Transforming ALEC Research Knowledge Base for a Changing World
Program Objective: To examine the knowledge base against dynamic global environments to better create, design, and deliver systems for life-long learning for today’s target audiences, including state, national and international programs at the elementary, middle school, high school, post-secondary, collegiate, and industry settings
Benchmark: 2009 competencies and knowledge objects in present curricula and degree plans; new findings that identify high priority knowledge essential for ALEC graduate success; follow-up assessment of all graduates
Keywords: accreditation; agricultural communications; agricultural teacher education; Agriculture and Life Sciences; AgriLife Extension; AgriLife Research; higher agricultural education; international agricultural and extension education; knowledge base; leadership education
Strategy 1
Engage in persistent strategic planning to reinvent learning and teaching for today’s target audiences
Measure
2009-2013: minutes of workgroup discussions; stakeholder opinions; descriptive research tools; working drafts of curriculum frameworks;
Oversight
Chair of individual work groups
Strategy 2
Align undergraduate degree plans to prepare style='practitioners with diverse experience for careers that apply style='science, technology, leadership, education, communications, and human performance systems in style=' the global context of food, natural resources, and environment
Measure
2009-2013: minutes of workgroup discussions; stakeholder opinions; descriptive research tools; working drafts of curriculum frameworks; evaluation of integration of style='science, technology, leadership, education, communications, and human performance systems within style=' the field of study
Oversight
Chair of each undergraduate degree emphasis area: AGSC, ALED; AGCJ; USAL-LED
Strategy 3
Align master’s degree plans to prepare specialists to integrate style='science, technology, leadership, education, communications, and human performance systems style=' in the global context of food, natural resources, and environment
Measure
2009-2013: minutes of graduate faculty discussions; stakeholder research; descriptive research tools; working drafts of curriculum frameworks; evaluation of integration of style='science, technology, leadership, education, communications, and human performance systems within style=' the field of study
Oversight
Associate department head for research and graduate study; Chair of each graduate degree emphasis area: AGSC, ALED; AGCJ; DE; IAGD
Strategy 4
Align doctoral degree plans to prepare social scientists to examine theories, test models, and integrate best practices within high priority research initiatives style=' in the global context of food, natural resources, and environment.
Measure
2009-2013: minutes of graduate faculty discussions; stakeholder research; descriptive research tools; working drafts of curriculum frameworks; evaluation of integration of style='science, technology, leadership, education, communications, and human performance systems style='within the field of study
Oversight
Associate department head for research and graduate study; Chair of each graduate degree emphasis area: AGSC, ALED; AGCJ; DE; IAGD
Strategy 5
Publish an annual “State of the Transformation” to document the transformation process
Measure
2009-2013: white paper by each departmental workgroup describing a SWOT analysis of progress in the transformation of ALEC research for a changing world.
Oversight
Individual work groups; Assoc. Department Heads and Department Head
SCHOLARSHIP ENGAGEMENT
Goal 3
Scholarly Engagement - To enhance interactions, collaborations, and capacity building of the Department of Agricultural Leadership, Education, and Communications with the public and clientele beyond traditional teaching, research, and service expected of faculty members: scholarly engagement occurs outside the Texas A&M University academy.
Scholarly engagement arises from service to and with our clientele and the public; this engagement results in discovery, integration, translation, and application of knowledge; the results must be documented, communicated, and validated by peers in order to meet the definition of scholarly engagement.
Program Objective
ALEC’s plan for scholarly engagement is consistent with and supportive of the Report of the Scholarly Engagement Roadmap Committee (available at http://provost.tamu.edu/documents/EngagementRoadmapReport2009May22.pdf). ALEC embraces the Committee distinctions between service, engagement, and scholarly engagement. Service occurs in the Texas A&M University academy and engagement occurs outside the academe. Key areas served by faculty include Pre Kindergarten though community college/vocational school students and teachers, governments and non governmental organizations, non-profit organizations, international development agencies, rural and community development organizations, Extension professionals, and clientele both domestically and internationally.
Strategy 1
Convene a departmental committee to document scholarly engagement activities of teaching and research faculty and extension specialists.
Measure
Detailed annual report documenting scholarly engagement activities.
Oversight
Head, faculty, and scholarly engagement committee
Strategy 2
Based on the information collected, develop a web presence and print media to communicate scholarly engagement activities of the faculty.
Measure
On an annual basis, up to date web pages and print materials
Oversight
Scholarly engagement committee and microcomputer/LAN Administrator
Strategy 3
Faculty members should document their involvement in scholarly engagement and communicate such yearly.
Measure
This effort should result in at least one scholarly output annually.
Oversight
Head
TEACHING
Goal 4
Teaching - Attract and retain students with high potential who represent diverse backgrounds and experiences
Program Objective
Adjust student numbers to a level that can be managed by current faculty
- ALED: adjust to 500 student majors (2009-617)
- AGSC: adjust to 200 student majors (2009-121)
- AGCJ: adjust to 200 student majors (2009-121)
- USAL-LED: adjust to 300 student majors (2009-111)
- Graduate Masters: 100 students (2009-84)
- Graduate Doctoral: 50 students (2009-43)
Strategy 1
Recruit majors for AGSC, AGCJ, and University Studies degree in Leadership and Master’s and Doctoral students
Measure
Continue recruiting until goals are reached by seeking internal/external transfers, guest lecturing in introductory courses, providing accurate information on the website, and through representation at conferences and conventions.
Oversight
Each Learning Community
Strategy 2
Adjust numbers in ALED to reach target of 500
Measure
Ensure high quality through GPA, essay, and other indicators of quality and interest in the major
Oversight
ALED Learning Community
Strategy 3
Recruit high quality students that illustrate goal of meeting Texas demography
Measure
Select Aggie Reps who represent Texas population; recruit students involved in 4H and FFA; recruit graduate students through professional conference activities as well as communicating with peer institutions; continue recruitment via programs like Big City, Big Country and other avenues for reaching diverse, high quality students; develop recruitment materials, such as major pagers, that reflect high quality and diverse students
Oversight
Selected faculty, AGJC Learning Community, and Ag Comm
Strategy 4
Increase teaching faculty representing a diverse population reflective of the general population
Measure
Ensure that all new positions are advertised and recruited in such a way as to attract top quality applicants who reflect diversity
Oversight
Head and Chairs of Search Committees
Strategy 5
Provide high quality advising for students at all levels in all programs
Measure
Ensure advisors are adequately and properly trained; adjust advising load based on student numbers in degree programs so that the maximum ratio is 200 students/FTE advisor; increase advisors in ALED/USAL-LED to reflect a ratio is 200 students/FTE advisor
Oversight
Head, Associate Heads, and Workgroup Leaders
Strategy 6
Develop and integrate active research (scholarship) programs based on student recruitment/retention (advising) issues
Measure
Workgroup or faculty initiated research programs focused on student recruitment and retention issues, that are externally funded, provide graduate teaching assistantships, contribute to the body of knowledge, and validate ALEC as the world leader in agricultural leadership, education, and communications are needed in all programmatic areas
Oversight
All Faculty
Goal 5
Teaching - Improve teaching effectiveness and learning excellence in graduate programs
Program Objective
Enhance ALEC graduate degree programs
Strategy 1
Identify Core courses in the graduate curriculum
Measure
Include identification and description of core courses in graduate faculty handbook
Oversight
Graduate Curriculum Committee
Strategy 2
Clarify criteria for graduate admission
Measure
Include graduate admission criteria in graduate faculty handbook
Oversight
Graduate Admissions Criteria Committee
Strategy 3
Continue Joint Doc@Distance Cohorts
Measure
Cohort III has 17 remaining students, Cohort IV has 12 students admitted and 11 beginning in Fall 2009; secure funding and recruit/hire one new faculty member; restructure fee structure to cover the major cost of O&M of the program
Oversight
Doc@Distance faculty
Strategy 4
Offer graduate certificates in Leadership and E Learning
Measure
Continue offering certificates; recruit students from other departments for certificate programs as appropriate
Oversight
Graduate faculty
Strategy 5
Begin developing an interdisciplinary graduate program with an emphasis in Youth Leadership
Measure
Submit certificate paperwork for interdisciplinary program with RPTS and Extension; recruit students and offer program as appropriate
Oversight
Faculty interested in graduate level extension education
Strategy 6: Develop technology-assisted courses for graduate programs at a distance and increase ALEC graduate WSCH as funding allows
Measure
Expand to courses offerings online as funding and time allow; create equivalency course list with Texas Tech courses for Joint EdD
Oversight
Graduate faculty
Strategy 7
Improve curriculum, course offerings, and rotation of courses to meet student needs
Measure
The graduate faculty should meet periodically to discuss courses, propose new courses, and course rotations; course rotations should be posted two years in advance if possible
Oversight
Associate Head for Grad Programs and Graduate Program Coordinator
Strategy 8
Continue extension education courses to enhance teaching methodology of future Texas Agrilife Extension faculty; develop new course in Extension History/ Philosophy of Ed
Measure
Offer extension education courses as appropriate based on faculty, funding, and student interest.
Oversight
Graduate faculty
Strategy 9
Develop and teach international agricultural development courses; develop the international agricultural development graduate research area; advise students interested in international agricultural development; continue to internationalize and globalize the curriculum
Measure
Continue to partner with the Borlaug Institute; develop additional graduate courses in international agriculture; reinstate ALEC 647 Field Study
Oversight
Head, Associate Head for Graduate Programs, and faculty interested in international Agriculture
Strategy 10
Increase number of faculty participating in teaching professional development activities
Measure
Currently less than 30% participate; increase to 50% attending at least 2 activities, including Peer Review of Teaching
Oversight
Head and Associate Heads
Strategy 11
Develop and integrate active research (scholarship) programs based on graduate teaching effectiveness and learning excellence
Measure
Workgroup or faculty initiated research programs focused on graduate teaching effectiveness and learning excellence, that are externally funded, provide graduate research assistantships, contribute to the body of knowledge, and validate ALEC as the world leader in graduate education are needed in all programmatic areas
Oversight
All Faculty
Goal 6
Teaching - Improve teaching effectiveness and learning excellence in undergraduate programs
Program Objective
Enhance flexibility of courses; ensure students are engaged in quality programs
Strategy 1
Increase ALEC Graduate Assistantship funding to enhance undergraduate and graduate education
Measure
Roughly 60% of the ALEC GAs salary budget comes from “hard funds,” (funds dedicated to GA Salaries), while 40% comes from fees (IEEF, Grad. Enhancement, etc.); by 2015: Secure additional funds dedicated to GA salaries to increase the proportion of “hard” graduate assistantship funding to 80%; this will free up fee-based funds to enhance the quality of the educational experience for current students
Oversight
Associate Heads and Head
Strategy 2
Increase number of faculty participating in teaching professional development activities
Measure
Currently less than 30% participate; increase to 50% attending at least 2 activities, including Peer Review of Teaching
Oversight
Department Head and Associate Heads
Strategy 3
Improve curriculum, course offerings, and rotation of courses to meet student needs
Measure
Each workgroup should meet periodically, to discuss courses, propose new courses, course rotations, and core competencies of programs; course rotations should be posted two years in advance if possible
Oversight
Workgroup Leaders
Strategy 4
Protect faculty load of assistant professors
Measure
Maximum course load should follow university guidelines to ensure proper balance between teaching and research
Oversight
Department Head
Strategy 5
Enhance internships, clinical experiences, study abroad, and professional preparation programs
Measure
Develop cooperative relationships for quality new and diverse internships; foster existing relationships
Oversight
ALED, AGSC and AGCJ USAL-LED Learning Communities
Strategy 6
Increase participation in undergraduate research projects
Measure
Encourage student and faculty participation in undergraduate research projects as appropriate
Oversight
All Faculty
Strategy 7
Develop and integrate active research (scholarship) programs based on undergraduate teaching effectiveness and learning excellence
Measure
Workgroup or faculty initiated research programs focused on undergraduate teaching effectiveness and learning excellence, that are externally funded, provide graduate teaching assistantships, contribute to the body of knowledge, and validate ALEC as the world leader in undergraduate education are needed in all programmatic areas
Oversight
All Faculty
ORGANIZATIONAL DEVELOPMENT
The Strategic Plan for the Organizational Development Unit reflects the vision and mission for the unit as it supports Texas AgriLife Extension Service and the Department of Agricultural Leadership, Education, and Communications in the areas of teaching, research, extension, and service. Imbedded in scholarly work are strong commitments to the preparation of students to become future employees, the development of new Extension employees, and continued support for those professionals currently employed by AgriLife Extension. Innovation, cutting-edge educational techniques, excellence, customer service, and the sharing of our work are our core values.
Employee Development
Imperative
AgriLife Extension will provide employees with relevant employee development to enhance their ability to provide quality, relevant outreach, and education programs and services to the citizens of Texas.
Goal 1
Employee Development - AgriLife Extension will provide a work environment along with resources that will promote new employee satisfaction, effectiveness and retention.
Strategy
AgriLife Extension will implement a coordinated strategy to onboard new employees.
Measure A
Organizational Development will work in partnership with administration and mid-management in resource development for new employees.
Oversight L. Lockett, R. Luckey
Measure B
AgriLife Extension will conduct face-to-face trainings (Extension Foundations) bi-annually for new Agents, Specialists and Support Staff to attend within their first eight months of employment.
Oversight L. Lockett, R. Luckey
Measure C : AgriLife Extension will conduct two face-to-face trainings (Program Excellence Academy) with advanced subject matter for new County Extension Agents who have previously attended Extension Foundations.
Oversight: J. Ripley
Goal 2
Employee Development - AgriLife Extension will provide a work environment along with resources that will promote tenured employee satisfaction, effectiveness and retention.
Strategy
AgriLife Extension will implement a purposeful strategy for tenured employee development.
Measure
Organizational Development will work in partnership with administration and mid-management in resource development for tenured employees.
Oversight
L. Lockett, R. Luckey
Goal 3
Employee Development - AgriLife Extension will create a system where new employees can benefit from the experience and wisdom of tenured employees.
Strategy 1
Organizational Development will work in partnership with administration, county programs, and mid-management to develop, conduct, and evaluate an effective statewide mentor program.
Measure
Provide annual training for identified tenured employees in becoming new mentors within Extension.
Oversight
R. Luckey
Strategy 2
Organizational Development will work in partnership with administration, county programs, and mid-management to develop, conduct, and evaluate mentor update trainings for existing mentors bi-annually providing tips and techniques.
Measure A
Provide bi-annual mentoring update resources for existing mentors.
Oversight
R. Luckey
Measure B
Provide resources for preparing new employees to become effective mentees within the mentoring program.
Oversight
R. Luckey
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eLearning
Imperative
eLearning will be utilized as a common educational method for Extension clientele outreach and employee development.
Goal 1
eLearning - Extension will offer employee development courses online.
Strategy
Extension eLearning will contribute to the design and development of online employee development courses for Extension employees in Texas.
Measure
Contribute to the design and development of four or more online employee development courses a year.
Oversight
J. Jahedkar
Goal 2
eLearning - Extension employees in Texas and nationally will be aware of and educated about eLearning tools and technologies for the design, development, and delivery of online courses.
Strategy
Varying types of employee development opportunities will be offered to Extension employees in Texas and nationally.
Measure
Provide six or more employee-development opportunities a year on eLearning topics.
Oversight
J. Jahedkar
Goal 3
eLearning - Extension employees in Texas and nationally will participate in online employee development courses.
Strategy
Extension eLearning will offer assistance and provide mentoring to Extension employees in Texas and nationally to encourage participation in online employee development courses.
Measure
The number of registered users on the employee development site pdc.extension.org will grow. Benchmark 1400 users Sept 2009
Oversight
J. Jahedkar
Goal 4
eLearning - Outreach courses for Extension clientele will be offered online.
Strategy
Extension eLearning will contribute to the design and development of online outreach courses for Extension clientele in Texas
Measure
Contribute to the design and development of four or more online outreach courses a year.
Oversight
J. Jahedkar
Goal 5
eLearning - Extension clientele will participate in online outreach education.
Strategy
Support will be provided to Extension employees and clientele in Texas and nationally to encourage participation in online outreach courses.
Measure
The number of registered users on the outreach site campus.extension.org will grow. Benchmark 2700 users Sept 2009
Oversight
J. Jahedkar
Evaluation & Accountability
Imperative
AgriLife Extension will provide relevant and meaningful evidence as to the value of Extension to the citizens of Texas.
Goal 1
Evaluation & Accountability - AgriLife Extension will collect, process, summarize, and report customer satisfaction data associated with its educational programs as a matter of accountability and in pursuit of program excellent and continuing improvement.
Strategy
Organizational Development will create positive incentives for participation including use of scanning technology to facilitate data collection and processing, making a variety of scan form templates available, and providing faculty with relevant and accurate results in a timely manner. Tools will be provided to assist appropriate personnel in tracking and managing participation.
Measure A
AgriLife Extension will comply with state-mandated reporting of customer satisfaction data. As baseline measures, the percentage of required counties in compliance was 98% and 100% for FY08 and FY09 respectively.
Oversight
P. Pope
Measure B
AgriLife Extension will encourage and facilitate active participation of nonrequired counties in collecting and reporting of customer satisfaction data. As baseline measures, the percentage of non-required counties participating in customer satisfaction reporting was 38% and 48% for FY08 and FY09 respectively.
Oversight
P. Pope
Goal 2
Evaluation & Accountability - AgriLife Extension will increase the capacity of all employees to evaluate and report results associated with their educational programs.
Strategy
For all employees, Organizational Development will update, consolidate, and provide online access to training modules and other evaluation resources. For new employees, Organizational Development will provide introductory and advanced training on evaluation techniques and best practices via online training modules, Extension Foundations, and the Program Excellence Academy.
Measure A
Online Extension Evaluation Resource Center for revised training materials and other evaluation resources by December 31, 2010.
Oversight
P. Pope
Measure B
Each new employee will complete: pre-Foundations online training modules, Foundations, and two sessions of the Academy. Participants in the Academy will show a percent change on knowledge of at least 35% on evaluation topics.
Oversight
P. Pope
Measure C
Employees will utilize scanning technology, analysis software, Web-surveys, and other technologies/tools in evaluating output and outcome programs.
Oversight
P. Pope
Goal 3
Evaluation & Accountability - AgriLife Extension will conduct high quality, timely evaluation for selected projects.
Strategy
Organizational Development will design and implement major evaluation projects as opportunities arise—from defining study requirements through writing the final report—for both internal and external clients. Utilize best practices and technologies as appropriate and feasible. Seek subject matter and methodological expertise of other Extension faculty as needed.
Measure
Successful completion of major evaluation projects.
Oversight
P. Pope
Goal 4
Evaluation & Accountability - AgriLife Extension will meet required federal mandates for evidence of accountability.
Strategy
Organizational Development will work in partnership with administration and mid-management in the development of systems to ensure federal accountability requirements are met in a timely manner.
Measure A
Submit and have accepted the Federal Plan of Work to the National Institute of Food and Agriculture on an annual basis.
Oversight
S. Cummings
Measure B
Submit and have accepted the Federal Report of Accomplishments to the National Institute of Food and Agriculture on an annual basis.
Oversight
S. Cummings
Goal 5
Evaluation & Accountability - AgriLife Extension will meet required state mandates for evidence of accountability.
Strategy
Organizational Development will work in partnership with administration and mid-management in the development of systems to ensure that state accountability requirements are met in a timely manner.
Measure
Submit and have accepted the state LBB quarterly and annual performance measures to the Legislative Budget Board.
Oversight
S. Cummings
Goal 6
Evaluation & Accountability - AgriLife Extension will provide and maintain a system to collect and document accountability information.
Strategy
Organizational Development will work in partnership with administration, mid-management, specialists, and agents to collect and document accountability information.
Measure A
Implement ongoing reviews of information collection and documentation strategies to ensure effective and efficient operation of the system.
Oversight
S. Cummings
Measure B
Provide ongoing assistance through training, Help Desk support and other strategies in the operation of the system to all levels of agency personnel.
Oversight
S. Cummings
Program Development
Imperative
Education and training on the Program Development Process is paramount to the success of Extension professionals in delivering quality relevant educational programs to the clientele we serve.
Goal 1
Program Development - AgriLife Extension will increase the capacity of new employees to develop quality, relevant educational programs.
Strategy 1
Organizational Development will coordinate a Program Excellence Academy for all new employees to fully integrate the Extension Program Development Model into their local programs.
Measure
Each new employee will complete two sessions of the Academy, and will show a percent change on knowledge of selected topics of at least 35%.
Oversight
J. Ripley
Strategy 2
Texas AgriLife Extension will invest time and effort into employee development in an effort to improve teaching effectiveness.
Measure
Organization Development will provide resources and trainings for Extension employees to become more effective educators
Oversight
L. Lockett
Goal 2
Program Development - Create a heightened awareness of the program development process and an understanding of the model across all counties and units within Texas AgriLife Extension.
Strategy 1
Resources will be developed, publicized and distributed agency-wide to better equip faculty in the program development process.
Measure
Revised Program Development publication available to County Extension Agents by September 1, 2010. Publication will be reviewed and vetted with the county Leadership Advisory Board (LAB) and Program Area Committees (PAC) sounding boards prior to publication.
Oversight :
J. Ripley, M. Wright
Strategy 2
Organizational Development will increase communication with County Extension Agents, Specialists and Administrators regarding the program development process, and its implementation at the local level.
Measure A
Organizational Development will produce and distribute a Program Development Briefs newsletter on a quarterly basis to all Extension employees to include timely tips and topics related to program development and accountability.
Oversight
J. Ripley, M. Wright
Measure B
Website and Blog will be updated and maintained to include the most current information related to program development.
Oversight
J. Ripley, M. Wright
Goal 23
Program Development - AgriLife Extension will increase the capacity of employees to effectively interpret the results of evaluation efforts to market to stakeholders.
Strategy
Organizational Development will continue to provide training to County Extension Agents to increase the quality and effectiveness of outcome summaries to fully describe the local impact of programs.
Measure
A standardized outcome summary format will be developed and followed by County Extension Agents, creating a consistent look of outcome summaries across the State.
Oversight
J. Ripley, M. Wright
Volunteerism
Imperative
Managing volunteers is essential for the future growth and programmatic impact of the Texas AgriLife Extension Service. A volunteer system in the Texas AgriLife Extension Service that adheres to our grassroots mission will be implemented.
Goal 1
Volunteerism - Develop competencies of Extension faculty and provide incentives that allow for more effective volunteer management.
Strategy 1
Strengthen Texas AgriLife Extension Service's commitment and support for a volunteer-driven, Extension-supported delivery approach.
Measure A
Training for County Extension Agents on empowering volunteers and increasing Extension educational program delivery by volunteers.
Oversight
C. Dodd, L. Lockett
Measure B
Facilitate youth issue identification process among Youth Boards, and develop summary of youth issues being addressed in each region and the state.
Oversight
C. Dodd
Measure C
Develop online learning modules for County Extension Agents.
Oversight
C. Dodd, L. Lockett
Measure D
Provide training and resources on the fundamentals and basics of Program Area Committees and Leadership Advisory Boards.
Oversight
C. Dodd, L. Lockett
Measure E
Provide training directly to Extension volunteers to enhance volunteer impact.
Oversight
C. Dodd, L. Lockett
Measure F
Gather INVEST Steering Committee on bi-annual basis to provide guidance and direction for future volunteer efforts.
Oversight
C. Dodd, L. Lockett
Strategy 2
Advancing the field of youth development volunteerism through a Professional Development Plan for Extension personnel.
Measure A
A 4-H professional development opportunity (Youth Summit) will be conducted biennially for county Extension agents, program assistants, and special programs coordinators.
Oversight
C. Dodd
Strategy 3
Supporting volunteer development and training.
Measure A
Develop online trainings and resources for volunteers.
Oversight
C. Dodd, L. Lockett
Measure B
Host 4-H Volunteer Forum.
Oversight
C. Dodd
Goal 2
Volunteerism - Further develop the relationship volunteers have with paid staff in order to maximize Extension's ability to provide excellence in educational programs.
Strategy 1
Define the programmatic function of Extension volunteers.
Measure A
Annually monitor the number of Extension volunteers through the volunteer survey, providing values of volunteer time and interpretation data for use by County Extension Agents.
Oversight
C. Dodd, L. Lockett
Measure B
Train County Extension Agents on how to work more effectively with volunteers in urban settings (urban and urban initiative counties).
Oversight
C. Dodd, L. Lockett
Strategy 2
Develop a volunteer system that is more representative to address expectations, roles, and responsibilities of today’s citizens.
Measure A
Develop strategies for encouraging and enhancing diversity among volunteers.
Oversight
C. Dodd, L. Lockett
Measure B
Development/adoption of model for working with episodic (short-term) volunteers in order to expand volunteer opportunities.
Oversight
C. Dodd, L. Lockett
Strategy 3
Support the Youth Protection Standards Program to ensure a safe environment for youth.
Measure A
Transition 4-H volunteer enrollment and screening procedures to be facilitated online via 4-H CONNECT.
Oversight
C. Dodd, T. Lepley
Measure B
Annually review the Youth Protection Standards program, guidelines, and procedures.
Oversight
C. Dodd
Measure C
Provide training for new employees on volunteer qualifications and the screening process during New Employee Orientation.
Oversight
C. Dodd