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IntroductionandChargetotheCommitteeThepurposeofthisreviewistoconductacomprehensiveanalysisofallaspectsoftheUniversityofKentuckyCooperativeExtensionService(“Extension”).Specifically,thereviewwillexamine:

1. Organization-HowExtensionisstructured,includinghowitisstaffedbothadministrativelyandatthecountylevel;

2. FinancialAccountability-HowExtensionhandlesfiscalmanagementofbothstateandcountyfunds;

3. Programming-HowExtensionestablishesprogrammaticprioritiesanddeliversitsprogramming;and

4. Marketing/ExternalRelations-HowExtensiondefinesitsreturnoninvestmentandcommunicatesitssuccessestoitsstakeholders.

5. Communication-Howweeffectivelydisseminateinformationthroughouttheorganization,e.g.programming,compliance,diversity,businesspractices,etc.

Overarchingquestionstobeconsideredinaddressingthetopicsabove:

• IfwestartedExtensiontoday,howwoulditlook?Whatwouldyoudowithablankslate?

• Howdowetailorprogrammingforthehighestimpactonthecommunitiesweserve?

• Howdowepromote/rewardinnovationwithinExtension?• DoesExtensionusetechnologyeffectively?• WhoshouldExtensionbecollaboratingwith?• Doesthecurrentorganizationalstructurepromote:

o Optimumprogrammingalignedwithcountypriorities?o Acultureofethicsandaccountabilitythroughouttheorganization?o Transparentcommunicationthroughouttheorganization?

StakeholderGroupstobeinterviewedand/orsurveyed:

1. Otherstatesthathavereorganized2. JudgeExecutives3. Clientele

a. CommodityLeadership(e.g.Livestock,Crops,Forestry)b. KentuckyFarmBureauc. AgencyPartners(NRCS,FSA,RuralDevelopment)d. ExtensionHomemakerse. 4-HFoundationf. StateExtensionAdvisoryCouncils

4. KentuckyStateUniversity5. AgentAssociations

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6. Currentmiddlemanagement,programleaders,administration(ExtensionandCollege)7. Countysupportstaffrepresentation(ChiEpsilonSigma)8. AgCommunications/IT9. ExtensionPersonnel,andProgramandStaffDevelopmentoffice10. OfficeofDiversity

SupportDocuments

1. CAFEStrategicPlan2. Re-EnvisioningReport3. CreatingOurFutureReport4. 2012ExtensionFieldProgramsSelfStudy5. LegislativeDocuments

o MorrillActo SmithLevero RelevantKRSstatutes(KRS164.600to164.675)

OversightCommittee

TimWest(Chair)RogerRennekampFrankieGouldDrewGrahamQuentinTyler

Subcommittees

Programming

§ QuentinTyler,Chair,CAFEAssistantDeanforDiversity§ AllisonDavis,ExecutiveDirector,CEDIK§ JenniferHunter,CAFEAssociateProfessor,FamilyScience§ RogerThomas,formerExecutiveDirector,Governor’sOfficeofAgPolicy§ NickCarter,FayetteCo.ANR§ ThaysFlores,EstillCo.FCS§ LeeAnnMcCuiston,ToddCo.4-H

Organization

§ RogerRennekamp,Chair,AssociateDeanandDirector,OhioStateExtension§ RobinShepard,Chair,ExecutiveDirector,NorthCentralExtensionDirectors§ GreggHadley,ANR/CDProgramLeader,KansasState§ RichardCoffey,CAFEChair,AnimalandFoodScience§ SteveIsaacs,CAFEProfessor,AgEconomics

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§ LauraStephenson,FCSProgramLeader,UniversityofTennessee§ MaryMcCarty,MenifeeCo.ANR/4-H§ GaeBroadwater,KentuckyStateUniversity

FinancialAccountability

§ WhitneyStith,CPA,NorthernKentuckyandAgHESAlumni§ SteveKleiber,VirginiaTech,DirectorofFinance,CALS§ AnneCook,Mississippi,AssistantDirector,FinancialServices§ ChrisShotwell,CAFEBusinessOffice§ StephenSizemore,CAFEBusinessOffice§ AngieMartin,UKVicePresidentforFinancialPlanning§ JerryBrown,BooneCo.ExtensionCountyManager

MarketingandExternalRelations

§ DrewGraham,Chair,CAFESeniorAssistantDean,DirectorofGovernmentRelations§ WarrenBeeler,Governor’sOfficeofAgPolicy§ PaulHornback,Chair,SenateAgricultureCommittee§ TomMcKee,Chair,HouseAgricultureCommittee§ AlexBarnett,Judge-Executive,HarrisonCounty§ LauraKnoth,ExecutiveDirector,KentuckyCornGrower’sAssociation§ DaveMaples,ExecutiveDirector,KentuckyCattleman’sAssociation§ MarkHaney,President,KentuckyFarmBureau§ BobbyForee,CARETdelegate

Communication

§ FrankieGould,Chair,DirectorofCommunications,LSUAgCenter§ FaithPeppers,DirectorofPublicAffairs,UGA§ JoannaColes,WarrenCo.ANR§ DaynaParrett,HardinCo.FCS§ HaleyPierce,JeffersonCo.Communications

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ExtensionReviewExecutiveSummaryTheUniversityofKentuckyCooperativeExtensionService(“CES”)isaleaderininnovativeserviceinvolvingawidevarietyofpartnerswithinUKandbeyond.Thispartnershipisanchoredbyastrongrelationshipwith1890land-grantKentuckyStateUniversity.ThissystemservesthepeopleoftheCommonwealthbymaintainingaphysicalpresenceinall120countiesanddeliveringinnovativeprogramsdesignedtoaddressneedsrelatedtoagriculture,naturalresources,youthdevelopment,familyandconsumersciences,andeconomicdevelopment.Itdoesthisbyengagingconstituentsandcommunityleaderstoensurethatprogrammaticprioritiesalignwithcommunityneeds.CESspecialistsandagentsseektocollaboratewithpartnerstobringappropriateexpertise,andteamworkisafeatureofalmostallprograms.ThesecollaborationsensurethatCESmaximizesthevalueandimpactofitsprogramsbybringingadditionalresourcestothetableandincorporatingtheexpertiseofitsmanypartners.CESfosterscreativityanddiscoverybybeinginclusiveandopen-mindedtonewideasanddevelopinginnovativeandmulti-disciplinarysolutionstocomplexproblems.Throughthiswork,CEScontinuestogrowandservethecitizensofKentuckyimprovinglives,strengtheningcommunitiesandcreatingasustainablefutureforgenerationstocome.InNovember2016,ProvostTimTracychargedtheCollegeofAgriculture,FoodandEnvironment(“CAFE”)withconductingacomprehensivereviewoftheCooperativeExtensionService(“CES”).Thereviewfollowsarecurringbudgetcutof$2.6millionbudgetfromCESfieldprogramsandcoincidedwiththecompletionofanauditofCEScountyoperationsbyUK’sInternalAuditDivision.Thisreviewaddressesthefinancialaccountabilityissuesidentifiedbytheauditandexaminestheimpactofthebudgetcutonprogramming,organizationalstructure,government/stakeholderrelationsandcommunications.Thisisasummaryofthereviewteam’srecommendations.Organization

• Theroleofdistrictdirectormustbeclarifiedtofocustheireffortonmentoring,program

supportanddevelopment,evaluationandaccountability,andpersonnelmanagement.Fiscalresponsibilitiesshouldlargelybereassignedtothenewlycreatedfinancialoversightteam,althoughdistrictdirectorsshouldcontinuetobepartofthechecksandbalancesforoverallaccountability.

• ThereisneedforatleastonestatewidepositionwithextensiontofocusonHumanResourcesandadistrictliaisonshouldbeconsideredtoassistdistrictdirectorsinmentoringandprogramdevelopmentmatters.Thesepositionswouldnothavepersonnelresponsibilities.

• Countymanagersshouldbeutilizedinlargercountiestoprovidementoringandguidanceinprogrammingeffortsforagentsandprogramassistants.Theywouldbeexpectedtomanagefacilitiesandassistdistrictboardsandcountyjudgeexecutiveswithbudgetdevelopment.SharingwithanothercountyordeployingtheCountyManageracrossamulti-countygroupmaybeoptionsforsmallercounties.

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• CAFEshouldnamea“leadagent”incountiesthatdonothaveacountymanagersandshouldbepartofthedistrictdirector’smanagementteam.Caseshouldbetakentospecificallydefinetheleadagent’srole.

o Leadagentsarepeerleaders,insomeinstancesmentors,inthelocal/countyoffice.

o ThoseagentsprovideapointofcontactfortheDistrictDirectorand/orStateFiscalStaff.

o LeadAgentsmightbemoreanalogoustoteamleaders.o Asapointofcontactfortheofficetheyensurethatroutineadministrative

functionshave,orareoccurring,butarenotinoversightrolesforotheragents.• TheCollegeadministrationshouldlookcloselyatthenumberofDistrictDirector

positions.Someflexibilityorre-alignmentmaybenecessaryonceleadagentsand/orcountymanagerpositionsareidentifiedthroughoutthestate.StrategicdeploymentofcurrentandadditionalDistrictDirectorsshouldberevisitedastheroll-outofaccountabilitymeasuresoccurs.

• Countiesshouldbeencouragedtowriteintegratedplansofworkthatincorporateindividualagentworkplansineachcounty.Theseplansshouldbebiennialorlongerindurationandshouldalsocallattentiontocrossprogramareaneedsandintegratedagentapproachestoproblem-solving.

• Campus-baseddepartmentsshouldreachouttodistrictsandtolistentoideasaboutwherefutureexpertiseisneededoncampus.

• Fieldagentsshouldbetrainedonhowtoworkeffectivelywithleadersofcountydistrictboards,extensioncouncilsandprogramcouncilstofosteracultureofmutualrespectandcollaboration.

• Districtdirectorsshouldbecomemoreengagedinsupportingcountiesinthedevelopmentofmeaningfulprogramplans.

• ThereshouldbeenhancedcollaborationbetweenUniversityofKentuckyandKentuckyStateUniversitytoalignawaythatmaximizesefficienciesandimpact.

• Attentionshouldbegiventoimplementingchangeinthesystem.ItisimportanttohaveastrategyforeachrecommendationanditisimperativethattheCEShaveaplanthathelpsemployeesunderstandanddealwiththechangesthatoccurintheirjobs,withtheircolleaguesandinstakeholderrelations.

SeeOrganizationCommitteeReportattachedasExhibitAFinancialaccountability

• FinancialmanagementwillbeconsolidatedwithCAFEoverallbusinessoperationsandwillceaserunningaseparatefinancialoperation

• CAFEwillbuildadedicatedfinancialteamwithinExtensiontoprovideenhancedfiscaloversightforcountyoperations.

• CAFEwilldefinesetofjobresponsibilitiesforfieldagentsservingascountyfiscalcoordinatorsandprovidecomprehensivetrainingwithrespecttothoseresponsibilities.Agentsservingasfiscalcoordinatorsshouldreceivecompensationforservinginthat

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roleandshouldbeevaluatedontheirperformanceofthosedutiesaspartoftheirannualperformanceevaluation.

• CAFEwilldevelopfinancialreportstobeprovidedtocountyleadershiptoassisttheminmonitoringtheirbudgetsandmakingstrategicfinancialdecisionsregardingthefundsusedtosupportcountyoperationsandprogramming.

• CAFEwillidentifyopportunitiestobringmoreconsistencytohowthe120countiesmanagetheirfiscalaffairs,includingmandatingauniformaccountingsystemtobeusedinall120countiesandretainingasingleauditingfirmtoperformtheauditsrequiredbyKRS65A.030(2)(b).

• CAFEwilldevelopaprocessfordisclosureoffinancialintereststobeusedtoidentifyandmanagepotentialconflictsofinterest.

SeeSummaryofCollegeResponsetoAuditattachedasExhibitBProgramming

• CAFEshouldconductcommunityneedsassessmentsandtrainingswithExtensionfor

the2018fiscalyear.• TheneedsassessmentshouldbedesignedbyaStateSteeringCommitteethatwill

includethestateprogramleaderforeachoftherespectiveareasofFCS,ANR,CEDIKand4H(oradesigneeappointedbytheprogramleader)andaminimumoftwoagentsperprogramarea.TheSteeringCommitteewillalsoberesponsibleforcreatinganimplementationplantoconducttheneedsassessmentpro0cessinall120counties.

• Onceneedsareprioritized,theExtensionServicewillidentifyexistingcollegeanduniversityresourcesavailableforprogrammingaswellashighlightingthegapsbetweenneedsandresources.TheCAFEshouldexploreopportunitiesforcampus-widepartnerships,fundingandsupportacrosstheuniversityforCES.Needsassessmentsshouldbedoneineachcountyevery5-7years.

• Followingtheneedsassessment,countyextensioncouncilswillbeprovided6-8jobdescriptionsandwillrecommendinorderofpreferencethepositionsthatbestaddresstheneedsintheircommunity.Thejobdescriptionswillnotbedetermineduntiltheassessmentsareunderwayandcommunityneedsbegintoemerge.Itisexpectedthatfieldagentswillneedtobemoregeneralists,allowingforCEStoaddressemergingneeds.

• Countiesshouldhavetheoptionofmaintainingorincreasingthenumberofagents,utilizingdistrictboardfunding.Additionalhiresshouldreflectemergingorhighpriorityneeds/audiencesandcountypopulation.CountiesoptingtohireadditionalagentsondistrictboardfundsmustalsocontributefundingtotheCAFEtocoverthecostofprovidingadministrativesupportforthoseadditionalemployees.

• Basedonavailablebudget,anumberoffieldspecialistsbehiredandplacedthroughoutthestatetofillinthegapsbetweencountystaffandlocalandregionalneedsaftercountiesselecttheiragentpositions.Thepositionswillprovidedirectsupporttocounties.

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SeeProgrammingCommitteeReportattachedasExhibitCMarketing/Externalrelations

• CESshoulddevelopstrategiesforengagingwithlegislatorsandotherleadersfrom

urbanareastoimproveawarenessofCESandwhatprogramsitcanofferinurbancommunities.

• FieldagentsshouldbetrainedbyextensionadministrationandCAFEgovernmentrelationsontheimportanceofandproperwaystobuildrelationshipswithelectedofficialsincludingcountyjudgeexecutives,fiscalcourtsandstatelegislators.

• CAFEneedstoeducatethefiscalcourtsonhowfundingisappropriatedbytheCAFEbacktothecounties,withaviewtowardsimprovedfiscalmanagement.

• CAFE,workingthroughCESleadership,shouldhaveformalvisitswithcountyleadershiponascheduledbasis,withthegoalofvisitingeachcountyatleastoncewithinathree-yearperiod.

• CAFEandCESadministrationshouldseekopportunitiestotakepartinannualmeetingsofjudgeexecutivesandmagistrates.Judgeexecutivesandmagistratesshouldbeinvitedtoextensionactivitiesandbegivenopportunitiestoparticipateasappropriate.

• CAFEandCESadministratorsshouldcontinuetoengageexternalpartnersandcommoditygroupstoensuretheirneedsarebeingmet.

• Countyextensionemployeesworkingthefrontdeskshouldbegiventraininginaddressingtheneedsofcitizensvisitingthelocaloffices.

SeeMarketing/ExternalRelationsCommitteeReportattachedasExhibitDCommunications

• CAFEshouldaddanextensionmarketingpositiontoincludeinternalcommunication

responsibilitieswithAgriculturalCommunicationswithadottedlinereporttoExtensionadministration.

• CAFEshouldestablishareacommunicators(3)whenfundsbecomeavailabletoworkwithdistrictdirectorsandcountiesonsuccessstories/impactstatements,howtoworkwithmediaandappropriateuseofsocialmedia.Thesecommunicatorsshouldassistwithtrainingonthesetopicsandserveasaconduittocentralcommunications.

• CESadministratorsshoulddevelopbetterstandardsforextensionnumberedpublicationsprocess.

• CESadministratorsshoulddevelopmonthlyoratleastquarterlyemailprogram/extensionupdate.

• CESadministratorsshouldsetupacommunicationsadvisorycommitteemadeupofacrosssectionoffaculty,agentsandstaff.Thiscommitteeshouldmeetatleasttwiceayear.

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• CAFEshouldrequirealumni,studentsuccessandextensionmaterialstoundergosamereviewandeditingprocessesasothercollegeundergothroughAgriculturalCommunicationstoensureappropriateediting,designandcompliancewithbrandingguidelines.

SeeCommunicationsCommitteeReportattachedasExhibitE

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ExhibitAJuly7,2017TO: TimWest,DirectorofOperations,AssociateGeneralCounsel,UniversityofKentuckyFR: MembersoftheSubcommitteeonOrganization

–ReviewofUniversityofKentuckyCooperativeExtensionServiceCo-Chair:RogerRennekamp–Director,TheOhioStateUniversity

Co-Chair:RobinShepard–ExecutiveDirector,NorthCentralCooperativeExtensionAssociation(NCCEA)

GreggHadley–KansasStateUniversityRichardCoffey–CAFEChair,AnimalandFoodScienceSteveIsaacs–CAFEProfessorofAgEconomicsLauraStephenson–AssistantDean,FCSProgramLeader,UniversityofTennesseeMaryMcCarty–MenifeeCounty(ANR/4H)GaeBroadwater–KentuckyStateUniversity

SUBJ: ReportFromTheSubcommitteeonOrganizationThefollowingrecommendationscomefromtheSubcommitteeonOrganization.A. TheRoleofDistrictDirectors

• ThereisneedtoclarifytheresponsibilitiesofDistrictDirectorswiththegoalofenhancingtheirroleinmentoring,programsupportanddevelopment,evaluationandaccountability,andpersonnel(HR)management.

• ThecurrentjobresponsibilitiesforaDistrictDirectorcanbeoverwhelmingintheamountofworkandthewide-rangeoftaskstheybecomeinvolvedwith(e.g.,thegeneralareasofworkspanfiscal,personnel,stakeholderrelations,andprogramming).TheSubcommitteehelddiscussionswithcurrentandpastDistrictDirectorswhichindicatedaneedtoclarifyresponsibilitiesandfunctions.Betterdescribingtheirroleshouldenhanceorganizationaleffectiveness,improvelocalanddistrictaccountability,andalsoreducetheworkloadontheindividualsinthosepositions.o Fiscal:Thisareaofresponsibilitycouldbedramaticallyreducedasanew(state-

wide)modelisimplementedwhichwillincluderegionalpositionsstaffedbytheOfficeofFinancialOperationsandAnalysis.Thegoalofnewfinancialstaffpositions(withintheOfficeofFiscalOperationsandAnalysis)shouldbetohandlemostofthefiscalaccountabilityandmentorshipwithincountiesduringtheannualbudgetingprocessandon-goingtrackingofexpenditures.However,itseemsunrealistictoremovetheDistrictDirectorfromallfinancialmattersandquestionsbecausetheywillcontinueintheconsultationandmentoringofagents,andsupportinggoodaccountabilitypractices.DistrictDirectorsshouldremainpartofthe“checksand

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balances”foroverallaccountability,andtheyshouldworkasateamwiththenewpositionsassignedtotheOfficeofFinancialOperationsandAnalysis.

o Personnel:Thereisneedforatleastonestate-widepositionwithinCooperativeExtensiontofocusonHumanResources(HR).SuchapositionwouldbetosupportDistrictDirectorsinpersonnelmatters.Currently,supportstaffwithintheCollegeofAgricultureperformthisfunction.TheSubcommitteefeelsmoreattentionisneededtoassistDistrictDirectorsinagentperformanceissues(e.g.,thosespecificrequirementsofCooperativeExtensionemployees).ThiswouldprovideHRexpertisetomultiplelevelsandtypesofpersonnelmanagementsituations(e.g.,exempt,non-exempt,contractlabor,studentinterns,countysupportstaff,etc.).Additionalstaffingwouldallowforamoreproactiveapproachestoaddressingissuesbeforetheybecomeproblems.

o Agentmentoringandsupportingprogramming:AstheroleoftheDistrictDirectorisrealigneditisrecommendedthataDistrictLiaisonbeconsideredtoassistinmentoringandprogramdevelopmentmatters.(NOTE:IncreasingthenumberofDistrictDirectorsand/oraddingAssistantDistrictDirectorswereconsideredbytheSubcommitteebutarenotrecommended.)However,aDistrictLiaisonpositioncouldbeapartialappointmentthatutilizesexperiencedagents,perhaps1-2perdistrict(orpossiblyoneforeachprogramareawithinadistrict)dependingontheneed,andstaffingnumbersinaDistrict.Thesepositionsworldfocusonprogramdevelopmentandmentoringnewfaculty.Theywouldnothavepersonnel(HR)responsibilitiesforaccountabilityanddisciplinarymatters.TheseDistrictLiaisonspositionsalsoofferopportunitiesforleadershipand/oradvancementtoagentswhoarelookingtotakeonmoreresponsibility.

B. CountyLeadershipModels

• CountyManagers:Thesepositionsofferaneffectivemanagementstructureforlargercounties.CountyManagerscanprovidementoringandguidanceinprogrammingeffortsofagentsandprogramassistantswithinthecounty.Theywouldalsohavesomepersonnel(HR)responsibilities,however,HRroleswouldneedtobeclarifiedinconsultationwiththeDistrictDirector.Thesepositionscouldfunctionan“assistant”DistrictDirector,onlytheirfocuswouldbeonaspecificcounty.TheywouldbeaccountabletoboththeCountyandtotheDistrictDirector,andfiscalmatterswouldrequiredirectcoordinationwiththeOfficeofFinancialOperationsandAnalysis.Theleveloffiscaloversightwouldultimatelyneedtoreflectanyincreasesinregionalstaffing-supportbytheOfficeFiscalOperationsandAnalysis.o ThegoalistoshiftworkloadfromDistrictDirectorstoCountyManagersinlarge

counties.o CountyManagerswouldalsohavesomedutiesofworkingwiththeDistrictBoard

andcountyjudgesonbudgetdevelopment.Thesepositionsarealsomorelikelyhaveresponsibilitiesformanagingcountyfacilities(infrastructure).

o CountyManagersmustfunctionasateamwiththeDistrictDirector,anddistrictfiscalofficers.

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o CountyManagersare“managers,”andthereforeshouldhavelimitedtonoprogrammingresponsibility.

o ThesizeofthecountywouldbethedeterminingfactorinthedeploymentofCountyManagers.Forexample,CountyManagersaremostusefulinlargercounties(Tier1)withgreaterthan$800,000ofyearlytaxincome.

• LeadAgents:Bolsterand/orenhancetheroleandidentificationofleadagentsinacounty.Thisisespeciallyimportantforsmallandmediumsizecounties(e.g.,thosecountieswhodonothaveaCountyManager).o Thedesignationofleadagentswithinacountyhasbeenverybeneficialinthe

past.However,leadagentsneedabetterunderstandingoftheresponsibilitiesthatcomewiththerole.

o Further,clarityandstatewideuniformityisrecommended.o LeadCountyAgentsshouldbepartoftheDistrictDirector’smanagement

team.However,roleclarityandcoachingbytheDistrictDirectorwouldbenecessarytoensurethatLeadAgentsunderstandwhenissuesareelevatedtotheDistrictDirector,andwhenissuesremainintheirpurview.On-goingtraininginbothmanagementandleadershipforLeadAgentsisalsoneeded.

• CountyFacilitators:Thesepositionsarenotconsideredaneffectivemodelbecausetheydonothaveenoughauthoritytoclarifytheirrolewithineitherlocalagentleadership,norinhowtheyassistinreducingtheworkloadofDistrictDirectors.ByclarifyingtherolesofaLeadCountyAgent,theCountyFacilitatormodelmaynotbenecessary(e.g.,thesepositionsmayevenaddconfusionduetohavingtoomanyadministrativelayers.)

C. ConceptsforEnhancingProgramPrioritySharing

• Countiesshouldbeencouragedtowriteintegratedplansthatincorporateindividualagentworkplans(e.g.,programareafocus)ineachcounty.Itisnotedthatsomealreadydothis,however,moreuniformityisencouraged.Suchintegratedcountyplansmaybebiennialorlongerinduration.Theseplansshouldalsocallattentiontocross-programareaneedsandintegratedagentapproachestoproblemsolving.

• Countylevelprioritiesareattimesdisconnectedfromstatespecialistsupport.Moreshouldbedonetoenhanceintegrationofcampusexpertisewithincommunity-basedprogramming.Allstateshavethisconsternationbetweencountyneedsandthestaffingpatternsofcampusdepartments.However,aschangesarebeinginstitutedinKentuckytherewillbenewopportunitiesforcampus-baseddepartmentstofindwaysofreachingouttodistricts,andtolistentoideasaboutwherefutureexpertiseisneededoncampus.Furthermore,thereistheexpectationthatstatespecialistsshouldlinklocalneedstothe“bigpicture”ofstatewideneeds,andhelpanticipatetrendsbybeingproactivetocommunity-basedproblemsolving.

D. EnhancingtheRoleandFunctionoftheExtensionBoard,CountyCouncilsandProgram

Councils• Councilsandcommitteesareimportantmechanismsforgatheringconstituentfeedback

regardinglocalprogramdirection.Theyalsoplayakeyroleinmobilizingresourcesin

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supportofExtension.However,withoutcentralizedsupportforthecreationandmanagementofsuchentities,issuesaroundtheirrolesandresponsibilitiesoftenarise.o Extensionagentsneedongoingtraininginhowtoworkeffectivelywiththeleaders

ofthesegroupsandhowtoeffectivelymanagedialogueinwaysthatfosteracultureofmutualrespect.Suchtrainingshouldalsoreflectintroductory-to-advancelevelsofskilldevelopment,therebyallowingforcontinuedgrowthinabilityandconfidencethatisneededtoworkinthedynamicareaofcivicengagement.TheSubcommitteeseesastrongneedtoincreasetheemphasisonagenttrainingthatallowsmoreeffectiveadvisorycouncilsandcommittees.

o AspartofclarifyingtheroleofLeadAgentsinacounty,itisimportanttoassignresponsibilityforsupportingtheCountyCouncils(e.g.,thismaybetheroleoftheLeadAgentinacounty).

o WithDistrictBoards,theDistrictDirectormayalsoneedadditionalsupportwithtrainingonprocessandcivicengagement.

E. Training,ProfessionalDevelopmentandSupport

• Severalyearsago,Extensionsservicesacrossthenationinvestedsignificantresourcesonconductingtrainingondevelopingprogramlogicmodels.ThesetrainingsresultedintransformationalchangeinhowExtensionapproachesprogramplanning.Frequentlyhowever,programplanningfocusesmoreongettingaplanonpaperratherthattheprocesstoproducetheplan.Ifresponsibilityforfiscalaffairsisremovedfromtheirportfolioofresponsibilities,itispossiblethatDistrictDirectorscouldbecomemoreengagedinsupportingcountiesinthedevelopmentofmeaningfulprogramplans.

• TheSubcommitteerecognizestheincreasedneedsforstaffdevelopmentandtraining.WhilethecurrentProgramandStaffDevelopmentUnitissupportingfacultyandstaff,theneedsaregreaterthanthecurrentstaffingintheunitcanmeet.TheSubcommitteeencouragesconsiderationforadditionalstatewidestaff,particularlyinareasof:(1)programevaluationandimpactassessment;and(2)stakeholderandExtensionCounciltrainingoncivicengagementprinciples.

F. EnhancingtheCollaborationBetweenUniversityofKentuckyandKentuckyState

University• ScarceresourcesmakeitmoreimportantthaneverfortheUniversityofKentuckyand

KentuckyStateUniversitytoworktogethertoensurethatExtensionprogramsofthetwoinstitutionsaligninawaythatmaximizesefficienciesandimpact.Thetwoinstitutionsshouldexploreareaswhere:(a)theycanappropriatelydifferentiaterolesandresponsibilitiesthattheyfulfillindependently;and(b)theybothcontributeresourcestomutuallyagreeduponprojectsthattheyjointlyundertake.Itisimportantthatthetwouniversitiescontinuetoconsultwitheachotheronissuesofmutualconcern.Areaforcollaborationinclude:o Planforprogramdevelopment,implementation,andreportingthatarecoordinated

andbalancedbasedonneedsandavailableresourcesofbothinstitutionsandreflectstheirrespectivemissions.

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o Reneweffortstobroadenthediversityofcouncilmembershipsinawaythatreflectsthemultipleconstituenciesofthelocalcommunities.

o Expandopportunitiestocoordinatestaffdevelopmentwithemphasisononboardingfornewcounty-basedstaff,programevaluationandimpactassessment,issue-basedprogramming,andworkingwithstakeholdersandadvisorygroups.

o ExpandcollaborationbetweenspecialistsatKSUandUKfordevelopingresources,agenttraining,publications,andgrants,inadditiontothepotentialforsharedpositions

G. AddressingInstitutionalChange

• AstheworkoftheSubcommitteeisaggregatedwithinabroaderstatewideframeworkforrecommendations,attentionshouldbegiventoimplementing“change”inKentucky’sCooperativeExtensionSystem.ImplementingchangeinKentuckyCooperativeExtensionrequiresaculturalre-orientationforfacultyandstaff.Attentionneedstobegiventomaintainingandnurturingtrustwithinourorganization.

• IntheprocessofitsdiscussionstheSubcommitteeobservedmanyinstancesofstressanduncertaintyinfaculty,agentsandstaff.Ifthosefeelings(somerealandsomebasedonmisperceptions)areleftunattendedtheywillerodeorganizationaltrust–makingmanyrecommendationsdifficultorevenimpossibletoimplement.

• Itisimportanttohaveastrategyforeachrecommendation,anditisimperativethatCooperativeExtensionhaveaplanthathelpsitsemployeesunderstandanddealwiththedramaticchangesthatoccurintheirjobs,withtheircolleagues,andinstakeholderrelations.

Addendum

• Inresponsetothefeedbackgatheredduringthestatewidelisten9ingsessions,membersoftheSubcommitteeonOrganizationmetviaconferencecallonNovember16,2017andagreedonthefollowingsecondaryrecommendationsthatpertaintotheroleofleadagents.

o Theroleoftheleadagentisnotenvisionedasthatofaboss,supervisororevenwhathaspreviouslybeendescribedasacountyfacilitator.Intheroll-outandlisteningsessions,theleadagentconceptmayhavebeenmisinterpretedashavingmuchmoresupervisoryrolethannecessary(atleastasintendedbythisSubcommittee).TheOrganizationSubcommitteeconsidersleadagentsaspeerleaders,insomeinstancesmentors,inthelocal/countyoffice.ThoseagentsprovideapointofcontactfortheDistrictDirectorand/orStateFiscalStaff.LeadAgentsmightbemoreanalogoustoteamleaders.Asapointofcontactfortheofficetheyensurethatroutineadministrativefunctionshave,orareoccurring,butarenotinoversightrolesforotheragents.

§ (NOTE:StateExtensionleadersshouldclarifythescopeofsuch“routinefunctions”tofocusonlowerleveltasksthatensurebasicfairness,transparencyandthatapositiveteamenvironmentexitsinacounty.TheOrganizationSubcommitteedoesnotfeelthatleadagentsshouldbegivendirectsupervisoryresponsibilitiesoverotheragents.Furthermore,leadagentsarenotdesignatedinthatroleforlife,andthereforethecountyshouldsuccessionplanninginplace

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tomentorothersinthecountyofficetoshareownershipforsome“routinefunctions.”)

o Insmall,limitedresourcecountieswithlowstaffnumbersthereareotheroptionsforidentifyingleadagentsand/orensuringthoseroutineadministrativefunctionsarecarriedout.SharingwithanothercountyordeployingtheCountyManageracrossamulti-countygroupmaybeoptions.(NOTE:TheSubcommitteerecognizestheremaybefiscalandpoliticalimplicationsforcross-countyworkthatmakethischallenging.)TheSubcommitteeencouragesflexibilityinassessinganyalternativestosinglecounty-basedleadagentmodels.However,wecautionthatstructuralsolutionsmaynotaddressunderlyingpersonnelissues.

o WeencourageExtensionandUniversityadministrationtolookcloselyatthenumberofDistrictDirectorpositions.WedonotrecommendsignificantincreasesinthenumberofDistrictDirectors,however,someflexibilityorre-alignmentmaybenecessaryonceleadagentsandcountymanagerpositionsareidentifiedthroughoutthestate.StrategicdeploymentofcurrentandadditionalDistrictDirectorsshouldberevisitedastheroll-outofaccountabilitymeasuresoccur(e.g.,aslocationsareidentified,andthenumberofleadagentsandcountymanagersaredetermined).

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ExhibitB

1. CreatededicatedfinancialstructurewithinCEStoprovideenhancedfiscaloversightforcountyoperations.

Historically,CEShasnothadanemployeeexclusivelydedicatedtooversightandmanagementofExtension’sfinancialaffairs.Theresponsibilityforfiscaloversightwassharedbynumerousindividualsand,assuch,waslackinginconsistencyandstrategicleadership.Fiscalproblemswereaddressedinareactivemannerandrarelyresultedinnecessaryorganizationalchanges.OnJanuary1,2017,theDeanoftheCAFEcreatedanewpositioncalledExtensionDirectorofFinancialOperations(“EDFO”).ThispositionhasassumedleadershipofallaspectsofCESfinancialoperationsandhasbeenchargedwithdevelopingafinancialteam(the“EDFOTeam”)toserveCES,improvingCESbusinessprocessesandestablishingmorerobustandeffectivefiscaloversightofCESoperations.TheEDFOwillreporttotheCAFECFO,codifyingdirectfinancialoversightofCESbyCAFEAdministration.TheEDFOTeamshouldbecomprisedofatleastonebusinessanalystandatleastthreeregionalfiscalcomplianceofficerswhowilloverseethefiscalaffairsintheirdistrictsandprovidesupporttocountyleadershipandfieldpersonnel.TheEDFO,businessanalystandregionalcomplianceofficersshouldutilizeCESDistrictDirectorsupportstafftoassistintheoversightofcountybusinessproceduresandserveasaliaisontothecountyfiscalcoordinators.Collectively,theEDFOTeamshouldberesponsiblefor:

• ProvidingaresourceforallfinancialandbusinessmanagementmentoringtoensurepolicesarefollowedandthatbothUKandlocalfundsareusedeffectivelyandappropriately;

• ProvidingpayrollmanagementandrelatedreportsensuringallHRpoliciesandproceduresarefollowed;

• ProvidingfinancialandbusinessmanagementtrainingreflectingUKbusinessproceduresandGAAPtoCESemployeesinall120CEScountyoffices;

• Providingcontinuousimprovementactivitiesforallprocessesandservicesprovidedbyseekinginnovativeandmoreefficientwaysforconductingbusiness;

• Conductingscheduledfinancialreviewsinall120CEScountyofficesonarecurringandrotatingbasis;

• ConductingspotcomplianceauditsintheCEScountyofficesasnecessary;• Reviewingtravelvouchersandprovidingothertransactionalsupporttoall120

CEScountyoffices;• AlongwiththeDistrictDirectors,coordinatingfiscaloversightwiththeExtension

DistrictBoardsandothercounty-basedleadershiptoensurethattheyarepartnersinfiscalcompliance,including,butnotlimitedto:o providingperiodicfinancialreportstotheEDBsonatleastaquarterlybasis;o providingrelevanttrainingtoEDBtreasurers;

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o monitoringtheauditprocessrequiredbyKRS65A.030(2)(b)andensuringthatthereisappropriatefollow-upwithrespecttoanyidentifieddeficiencies;

o MonitoringthatallfinancialreportsarereviewedandsubmittedtotheDepartmentofLocalGovernmentasrequired;and

• ProvidingguidancetotheDean,DirectorofExtensionandCFOregardingfiscalpoliciestoensuremaximumefficiency,effectivenessandproperallocationofallCESfiscal,human,andphysicalresources.

2. Createadefinedsetofjobresponsibilitiesforfieldagentsservingascountyfiscalcoordinators.

Currently,certaincountyfiscaloversightresponsibilitiesareassignedtoafieldagentservingasthecountyfiscalcoordinator.ThatroleismeanttobealiaisonbetweenthelocalcountyleadershipandtheCESadministration.However,atthepresenttime,thatroleislooselydefinedandthereisnotconsistencystatewideinhowthatfunctionishandled.TheEDFOshouldalsodevelopauniformsetofdutiesforcountyfiscalcoordinatorsandprovidecomprehensivetrainingwithrespecttothoseresponsibilities.Agentsservingasfiscalcoordinatorsshouldreceiveastipendorsomeotherformofcompensationforservinginthatroleand,theyshouldbeevaluatedontheirperformanceofthosedutiesaspartoftheirannualperformanceevaluation.Fiscalcoordinatorsshouldserveadefinedtermandtheireligibilitytocontinueinthatroleshouldbedependentonsatisfactoryperformanceofthoseduties.

3. Developandprovidefinancialreportstocountyleadershiptoassisttheminmonitoringtheirbudgetsandmakingstrategicfinancialdecisionsregardingthefundsusedtosupportcountyoperationsandprogramming.

Currently,CESadministrationdoesnotprovidecountyleadershipwithmuchinthewayofbudgetaryreportsthatdemonstrate,inrealtime,howthecountyisspendingitsmoney.UndertheleadershipoftheEDFO,CESadministrationshoulddevelopasystemofmonthlyorquarterlyfinancialreportingthatprovidescountyleaderswithacomprehensivesnapshotoftheaccountsusedtosupportoperations,whichwillallowthemtobecomemoreeffectiveintheiroversightofthosefunds.Thesereportsshouldbetailoredtotheneedsofthecountyleadershipandprovidethemwithinformationnecessarytomakestrategicbudgetarydecisionwithrespecttoprogramandoperationalfunds.

4. UndertheLeadershipoftheEDFO,lookforopportunitiestobringmoreconsistencytohowthe120countiesmanagetheirfunds.

InitsrecentauditofCES,theUniversityofKentucky’sinternalauditdivisionfoundCESoperationstobe“disjointed”inmanyways,withalackofconsistencyinhowcertainfunctionswerehandledatthecountylevel.TheEDFOshouldlookforallopportunitiestobringmoreuniformitytothefiscalmanagementofcountyfunds.

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Forexample,thereisnouniformsystemofaccountinginplacethatisutilizedinthecounties.Eachcountyhasitsownsystemofmanagingthevariousaccountsthatareusedforoperatingexpensesandforprogrammaticsupport.Thislackofconsistencymakesfiscaloversightmoredifficultandprovidesopportunitiesformalfeasanceormismanagement.UndertheguidanceoftheEDFO,CESadministrationshouldidentifyanaccountingsystemthatcanbeusedinall120countiesandmandatethatitbeimplementedstatewide.Similarly,thereisnouniformsystemforperformingtheauditsrequiredbyKRS65A.030(2)(b).Thatstatuterequireseachcountytohaveaperiodicauditthataddressesdefinedcriteria.Currently,eachcountyhiresitsownauditortoperformthoseauditswhich,again,resultsinalackofconsistencyacrossthestate.UndertheguidanceoftheEDFO,CESadministrationshouldexplorethefeasibilityofhiringasingleauditingfirmthatcanprovideservicetoall120counties.Thiswillbringaconsistencyintheauditreportsandperhapsprovideanopportunityforpreferentialpricingbasedonthevolumeofbusiness.

5. Createaformfordisclosureoffinancialintereststobeusedtoidentifyandmanagepotentialconflictsofinterest.

InitsrecentauditofCES,theUniversityofKentucky’sinternalauditdivisionfoundthatCESemployeesownedoroperatedbusinesseswhichcouldcreateconflictsofinterestwiththeirCESresponsibilities.ThosebusinessinterestswerenotbeingdisclosedasrequiredbyUniversityregulationsand,assuch,therewasnomeaningfulmanagementofthepotentialconflictsofinterest.CESAdministrationshouldprovidecomprehensivetrainingregardingallaspectsofconflictsofinterestissuesaspartofitsnewemployeeorientationprogram.Attheconclusionoforientation,newemployeeswillberequiredtosigntheCAFEEthicsManual,whichaddresses,amongotherthings,conflictsofinterest.ConsistentwithUKpoliciesandprocedures,CESemployeeswillberequiredtodisclosepersonalbusinessventuresatthattimeandannuallyatthetimeoftheirperformanceevaluations.RecordsofthesedisclosureswillbemaintainedbyDistrictDirectorsforallemployeesintheirdistrict.TotheextentthatoutsidebusinessventurescreateapotentialoractualconflictofinterestforCESemployees,theCAFEDirectorofOperationsshouldworkwiththeUniversitylegalofficeandtheEthicsCommitteetoaddressthoseconflicts.

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ExhibitCRecommendationfromExtensionReviewProgrammingCommitteeIffundingdictatesthattheUniversitysupportforagentsisbaseduponadifferentmodelthentheprogrammingcommitteerecommendsthefollowingoccurtoensuretheoptimalbreadthanddepthofprogrammingisavailable.1)ThisapproachwillformalizeaStateSteeringCommitteethatwouldbechargedwithguidingtheCooperativeExtensionServiceCountyNeedsAssessmentProcessintheareasoftrainings,implementation,facilitation/prioritysetting,andcommunication.AdiverseanduniquelyskilledteamwillbeidentifiedtoserveastheStateSteeringCommitteefortheCountyExtensionReviewCountyNeedsAssessment.TheteamwillincludethestateprogramleaderforeachoftherespectiveareasofFCS,ANR,CEDIKand4Horadesigneeappointedbytheprogramleader.Inaddition,theteamwillconsistofaminimumoftwoagentsperprogramarea.Further,theStateSteeringcommitteewillidentifythecomponentsofthelocalsteeringcommitteesuchassurveyquestions,focusgroupprotocol,communityforums,andsourcesofsecondarydatatobeusedtoidentifyneedsofeachparticularcounty.Inaddition,theStateSteeringCommitteewillidentifyconstituentsthatmustbeincludedindatagatheringanddeterminealistofentitiesthatshouldberepresentedonthelocalsteeringcommittee(education,healthcare,bank,healthdepartment,publichousing,farmer,smallbusinessowner,etc.)Further,theStateSteeringCommitteewillguidetherespectivecountylocalsteeringcommitteesinaprocessthatwillsolicitinputfromdifferentaudiences,exploresecondarydata,utilizeexistinglocalandregionalneedsassessments,countyPlansofWorkandhighlightexistingnon-CESresourcesandprogramming.TheStateSteeringCommitteewillconducttrainingswithagentstodiscussadisseminationstrategyandthecreationoflocalsteeringteamstoassistwithdatacollectionandprioritizingofneedsalongwithtraininginsecondarydatacollectionandinterpretation.AsaresultoftherespectiveCountyNeedsAssessments,needswillbeprioritizedbasedonscope,magnitudeoftheissueaswellasiftheaudienceislow-income/disadvantaged,andaccessibility.Prioritizedneedswillalsobeusedtoassistinthecreationofnewprograms,refinementofexistingprograms,provisionofexistingservicestobothtraditionalandnewaudiences,identifyingnewpartnersandpreparingforjobdescriptionsforfuturehires.PrioritizedneedswillalsobeusedbyProgramLeadersandStateSpecialiststoassistinthedevelopmentofnewprogramsandrefinementofexistingprogramsthatcanbedisseminatedstatewide.Implementationstrategieswillbeselectedandmeasurableoutcomeswillbedetermined.StateSteeringCommitteewillalsoberesponsibleforidentifyingexistingCAFEandnon-CAFEresourcesincollegesacrosscampusavailableforprogrammingaswellashighlightingthegapsbetweenneedsandresources.Additionally,thetopidentifiedneedsthatCAFEdoesnothavethecapacitytoaddresswillbeopenedupcampuswide,leadingtoincreasedpartnerships,funding,andsupportacrosstheuniversityforCooperativeExtensionService.An

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enhancedmarketingplatform/informationalwillbedevelopedtoinformprospectivecampuspartnersonthemission,vision,androleofCooperativeExtensionServiceinourlocalcommunitiesandinvitecollegestocoverthegapsidentifiedbythecommunityneedsassessment.Itisimportantthatthismarketingpiecetargetindividualswithinauniversitysetting.2)AttheendofeachCountyNeedsAssessment,theCECwillbeprovidedjobdescriptions(countyagents)bythelocalsteeringcommitteethatwillbestaddresstheneedsintheircommunity.Thesejobdescriptionsmightincludebutnotlimitedtohealthandnutrition,familyliving,productionagriculture,agriculturalmarketing,4-HandYouthDevelopment,economicandcommunitydevelopment,leadershipdevelopment,localfoodsystems/smallfarms,urbanagriculture,etc.Toensureclarityandunderstandingthroughouttheselectionofthecountypositions,agents,districtdirectors,StateandLocalSteeringCommittees,andUKCESAdministrationwillserveasaresourceinthedecisionmakingprocessuponrequestfromtheCEC.Itisimportantthatthereisconsensusamongthecounty,theresultsofthecountyneedsassessment,andtheUniversityofKentuckyinselectingthecountypositions.WedoexpectthattheexistingagentswillbeopentoexpandingtheircurrentpositiondescriptionsallowingCooperativeExtensionServicetoaddressemergingneeds.AssumethatNEPandEFNEPwillremainatthesamelevelandthestructurewillnotchange.3)AftertheCountyNeedsAssessmentsandselectionofagentpositions,countiesstillhavetheoptionofmaintainingorincreasingthenumberofagents,utilizingdistrictboardfunding.Anyadditionalhires(countyagents)shouldreflectemergingorhighpriorityneeds/audiencesandcountypopulation.Inaddition,areasonablecontributionmustalsobemadetoprovideadditionaladministrativesupport,i.e.someonewhoworkswiththeDistrictDirectors.These“AssistantDistrictDirectors”couldfocusonagentmentoring,countycross-programmaticinitiatives,and/orevaluationsupport.Forlargeoffices(>sixagents),theadditionaladministrativecontributionscouldbeusedtohireacountymanager,butthiscountymanagerwouldserveasanadministratornotassomeonewhodeliversprograms.Countiescouldalsobeallowedtopartneroragentsharewithcontiguouscountiesiftheywouldliketohireanadditionalagenttoworkintwocounties.4)Basedontheavailablebudget,anumberofFieldAssociateswillbehiredandplacedthroughoutthestate.FieldAssociatesaresubjectmatterexperts,similartostatespecialistsattheMSorPhDlevel.However,theFieldAssociateswouldworkinconjunctionwiththestatespecialiststodevelopanddeliverprogramminginareasofvacancybutalsoinareastoaddvalueintheirsubjectmatterexpertise.Further,theywillbehiredonthegapsbetweencountystaffandlocalandregionalneeds,aftercountiesselecttheiragentpositions.Additionally,theFieldAssociatepositionscanandwillprovidedirectsupporttothecounties.Thepositionshouldincreaseresponsetimetoemerginglocalandregionalneeds,whilealsomeetingthesubjectmatterknowledgegapsidentifiedbytheCountyNeedAssessments.TheseFieldAssociatescouldcoverareasincludingtheprogramslistedin#2aboveaswellaslivestockproductionand/ormarketing,urbanextension,financialliteracy,youthdevelopment,substanceabusepreventionandrecovery,education,etc.Again,thesepositionswillnotbe

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createduntilcountypositionsaredetermined.TheseFieldAssociateswouldprovidedirectprogrammingtocommunitiesaswellastrainingforagents.TheseFieldAssociateswouldberegionalandideallywouldprovidemeaningfulcontributionforagentevaluationsregardingprogramming.TheseFieldAssociateswouldbehiredbyanacademicdepartmentorExtensionprogrambutwouldbehousedintheregionthattheyserve.HavingmoreFieldAssociatesworkingincommunitieswillleadtoamorenimble,responsive,andinnovativeExtensionsystem.WeexpecttheretobeimprovedcollaborativeandsynergisticbehaviorbetweenAssociatesandagentsthatmightleadtonewresearch,educationalprogramming,andexternalfunding.5)Thisprocesswouldallowthecountiestohaveenoughtimetogettheirbudgetsinorderiftheywantedtomaintaincurrentstaffpatterns.ChangestothestaffingmodelarenotlikelytooccurformostcountiesuntilFY2019aftertheCountyneedsassessmentprocessiscomplete.Wewillreachthisplanthroughretirementsandresignationsbutagentsshouldbepreparedtobeflexible.Thingstoconsider:

• In2015,thereare21countieswithapopulationunder10,000people.USCensuspredictsthatin2025therewillbe23countieswithpopulationunder10,000people.In2030,thatnumberincreasesto29counties.IsCESgoingtoprovidetwoagentstocountieswithfewerthan10,000individuals,particularlyifthesmallercountiesareclusteredtogether(fourMississippiRiverCounties,(Nicholas,Robertson,Bracken),asexamples)?

• JeffersonCounty:GiventhelargestshareofKentuckypopulationlivesinJeffersonCounty,andthereisnocountytax,the2-agentmodel(traditionalagent)mightnotbesufficient.Infact,itmightbeworthwhiletofundaFacultyDirectorwhocouldbechargedwithattractingexternalfunds.However,giventhewidearrayofresourcesintheCounty,itisimperativethatCESfindsitsnicheandgoesallinononeortwoinitiativesanddoesnottrytobeeverythingtoeveryone.

• CECtaskforcedocumentshouldberevisited.ThereneedstobeamoredefinedandaccountablerolefortheCECtoenablethisprocesstoworkfairlyandefficiently.

Pros:

• Stillasignificantcountypresence• Respondingtolocalneeds(moregrassrootsthanbefore)• Accesstomoreprogramming• FieldAssociatescanprovideexpertprogrammingandsupport• Reachingnewaudiences

Cons:

• Changeisdifficult.Therewillbealearningcurve.Communicationisessentialtoasmoothtransition.

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• AudiencesmayhavetosharesomeExtensionresourceswithnewlyidentifiedhigh-priorityneedsandprograms.

• Somecountieswillstickwithtwoagents,whichwillmeanthereisasmallerCESpresence.MustensurethatExtensionSpecialistsandfutureFieldAssociatesandareresponsive.

• Inequitabledistributionofresources.UKmustcontinuetosupportcountieswithbothlargeandsmallpopulations.

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ExhibitDGOVERNMENT/EXTERNALRELATIONSThecommitteeonGovernment/ExternalRelationshavefoundoverthecourseofthepastseveralmonthsthatCooperativeExtensionhasanoverallverypositiveandbeneficialimpactonlocalcommunitiesthroughouttheCommonwealthofKentucky.Therearesomeareasofconcernpointedoutinthefollowingobservations.TheChair,DeanandDirectorofOperationsforthecollegehadopportunitiestomeetwithseverallegislatorsduringthereviewperiod.Kentuckylegislatorswhoknowtheirlocalextensionagentstendtohaveahighopinionofthemandtheservicetheyprovide.Legislatorswhorepresentruralareasofthestateseemtograsptheimportanceoftheprogramsofferedthroughextensionandtheinformation,educationandactivitiesprovidedthroughthemforadultsandyouthwithinthecommunities.Urbanlegislatorsdonotseemtobeaswellinformed.Itisourrecommendationthatextensionpersonnelinurbanareasestablishprioritiestovisitwithurbanpolicymakersandeducatethemonwhatextensionoffersandwhatitcanmeantotheirdistrict.Wealsorecommendthataneffortismadebyallagentstomeetandbuildrelationshipswiththeirrespectivelegislators.Inmanycasesitseemsonlyoneagenthasthatrelationship.TrainingandsupportshouldbegivenbyExtensionAdministrationandCollegeGovernmentRelationsontheimportanceofandproperwaystobuildrelationshipswithelectedofficials.ThiswouldbearecommendationforCountyJudgeExecutivesandfiscalcourtsaswell.Legislatorsunderstandtheneedforaccountabilityandtransparencyinrelationtoextensionfinancesandsupportourrestructuringfinancialandstaffingmodelsinthewakeofbudgetcutsandinternalauditrecommendations.TheChair,DeanandDirectorforCollegeOperationsalsohadopportunitiestovisitwithseveralcountyjudgeexecutivesduringthecourseofthereview.Thechairhasvisitedover45countiesduringthistime.Itisobvioustousthatcountyjudgeexecutivesareverysupportiveofcooperativeextension,itsprogramsandpersonnelwithintheirrespectivecounties.Mostareactivemembersoftheirdistrictboardsandattendmeetings.Ittheiropinionthatextensionofferscountyresidentsaccesstoinformationandprovidesprogramsnotprovidedelsewhereinthecommunities.CountieshaveshowntheircommitmenttoextensionbyestablishingalocaltaxingdistrictinsupportofextensioninalmostallKentucky’s120counties.Abetterjobneedstobedoneexplainingtofiscalcourtsonhowmoneyisappropriatedbythecollegebacktothecounties.Thiscanprobablybedoneasweadministeranewfinancialand

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staffingmodelasrequestedbyinternalaudit.JudgeExecutivesandfiscalcourtsalsounderstandtheneedfortransparencyandaccountabilityinregardtofinances.Itseemsjudgeexecutivesandfiscalcourtshavehadlittleinteractionwithextensionorcollegeadministrationinthepast.Werecommendaplanisdevelopedforarepresentativeofcollegeadministrationandextensionadministrationtovisitasetnumberofcountieseachyear,withgoalsofvisitingallwithinathreeyearperiod.ExtensionandcollegeadministrationshouldalsorequestopportunitiestotakepartinannualmeetingsofJudgeExecutivesandMagistrates.CollegeandextensionadministrationtookpartinapaneldiscussioninJuneattheJudgeExecutive/Magistratessummermeetingwhichprovedbeneficialtoboththecollegeandelectedofficials.JudgeExecutivesandfiscalcourtsshouldbeinvitedtoextensionactivitiesandbegivenopportunitiestoparticipatewhereappropriate.Almostallinteractionwithourexternalpartners/commodityorganizationswasverypositive.CountyofficesareseenasanessentialresourceforinformationsharingandmeetingsthroughoutKentucky.Manyagentsandspecialistsserveonexternalboardssuchas,FarmBureau,Cattlemen.CornGrowersetc..,Researchandinformationsupportedanddisseminatedbyagentsandspecialistareconsideredunbiasedandaccurate.AgentsandspecialistsarerelieduponduringtheKentuckyStateFair,NorthAmericanLivestockExpoandothervenuestoserveassuperintendentsandjudges.TheyworkverycloselywithDepartmentofAgricultureStaffattheseevents.AgentsalsoserveinmanycountiesasadministratorsforAgricultureDevelopmentfunds.AgentsalsoplayavitalroleasconsultantsinhelpingdisperseMasterSettlementfunds.Theyareusedasauditorsandconsultantsinenergyprograms,environmentalprogramsandareusedinanadvisorycapacityinmanyothers.Anadditionalrecommendationwouldbeforextensionpersonneltorefrainwhenpossiblefrombeingengagedinpartisanpoliticalactivity,especiallywhereseenascollegeinteraction.Wedothinkitisimportanttostayinformedandparticipateintheprocess.Itisalsoarecommendationthatcountyextensionemployeesworkingatthefrontdeskaregiventhetrainingtheyneedinaddressingtheneedsofcitizensvisitingthelocaloffices.Theyshouldknowwhotoreferindividualstoinreferencetotheirneedsintheabsenceoftheparticularagentwhowouldnormallyhandlearequest.Ourcommitteelooksforwardtomeetingagainafterallrecommendationsbyallcommitteeshavebeencompiledintoaworkingdocument.Recommendationsfromothercommittees,especiallythoseinrelationtostaffingandprogrammingwillbeofgreatimportancetoelectedofficialsandexternalpartners.Withover60%ofextensionbudgetscomingfromcountycommitmentitiscrucialthatwedowhatwecantokeepprogrammingandservicesstrong.

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ExhibitEUKExtensionCommunicationsCommitteeReviewTeamCommittee’sChargeCommunication:HowUKExtensioneffectivelydisseminatesinformationthroughouttheorganization,suchasprogramming,compliance,diversity,businesspractices.ResponsibilityaddedinAprilAddedthereviewoftheCAFÉCommunicationunitforeffectivenessofextensioncommunicationsservicesandmarketing.Members:FrankieGould,CommitteeChair,CommunicationsDirector,LSUAgCenterFaithPeppers,PublicAffairsDirector,UGACollegeofAgricultureHaleyPierce,ExtensionAssociateforStrategicCommunications,JeffersonCounty,UKExtensionDaynaParrett,FCSAgent,HardinCounty,UKExtensionJoanaColes,ExtensionAgent-ANR,WarrenCounty,UKExtensionStructureforcultivationofinformation–interviewquestions

1. Whatworkswell?2. Isthereagoodflowofcommunication?

a. Internally?b. Locally?c. Fromadministration?d. Externallytoclientele?

3. Whatneedtobebettercommunicated?4. Aretheregaps?5. Whatshouldyoustopdoing?6. Doesthereneedtobemoretraining?

a. Compliance?b. Diversity?c. Businesspractices?

7. Istheretransparentcommunicationthroughouttheorganization?8. Doescommunicationcausefacultyandstafftobeproactiveorreactive?9. Istechnologyusedeffectively?10. Howareprioritiescommunicated?Locallevelandup?Aretheydifferentby

district?InterviewAssignments

KenJones–Programming–HayleyGaryPalmer–ANR–JoannaAnnVail–FCS–Dayna

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MarkMains–4-H–Charleneoutgoing–HayleyJeffYoung–countycompliance–FrankieLauraSkillman–Communications-FaithJimmyHenning–FormerExtensionDirector-FaithandFrankieDeanCraft-DistrictBoardmemberinKnottCounty–Hayley

2DistrictDirectors-DaynaCAFÉ’Communications&MarketingExtensionMarketing–LauraSkillman,DirectorThefollowingtextisanoverviewoftheextensioncommunications/marketingeffortsasreportedbyMs.Skillman.Successstories/publicvaluepiecesdevelopedinprogramandstaffdevelopment.Theyarealsousedbycountiestobuildtheirannualreporttothepeople.

• 32publicvaluepiecesarecurrentlyontheExtensionwebsite.• 3aresenteachweekthroughExtensionsocialmediachannels.Theyarerepostedon

collegesocialmedia.• Extensionannualreport–postedonweb,YouTube,socialmedia.Printedcopiesare

handedoutattheKentuckyAssociationofCountiesandatdistrictforums.Eachcountyhascopiesofthebrochure,plusaposterisavailableonline.

Extensiongarneredmorethan$750,000inearned(free)mediain2016.Thisdoesnotcountagentcolumnsandmanylocalcountypaper/TV/radiospots.AgCom2016numbers:

• 107newsreleasesrelatedtoextensionhavebeenproduced.• 13extension-relatedstoriesinthelasttwoissuesofTheAgMagazine.That’s13outof

27articles.• 16newsvideos• 55educational/promotionalvideos• 52photoshoots• Updatedanddeployednewwebsitedesignsforall120countyoffices.• Morethan140Extensionpersonnelweretrainedonmarketingandlogousage.

Trainingsareofferedthroughouttheyearforannualconferences,departmentlevelmeetingsandspecificgroupswithfocusonmarketingaswellasarepartofagentcoretraining(foragents1yearorlessinthefield)

• 78agentexclusives(ghostwrittencolumns)• 31FromtheGroundUpradioprogramsforWUKYusingareahorticultureagents.

Marketingwebsiteincludes:• 17customizablebannersareavailableforstateandcountyextensionpersonneltouse.• Templatesfornewslettersandalldailyofficetemplates• Instructionsforcountiesorderingofoutdoorsignsandworkingwithvendors

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• Outreachemailsubscriptionforextensionstafftocommunicatewithmarketing• Phototips• Brandguidesandquicktips• SocialmediatipsandtemplatesforFacebook,Twitter,Flickr,Instagram,Pinterestand

YouTube

FindingsfromInterviewQuestions Herearethebasicthreadsthatwereconveyedintheinterviews:

a. Wehavegoodflowofcommunicationusingtechnology:email,skypeforbusiness,zoom,butwhatwestillexcelatisfacetofacecommunication.

b. Regularstaffmeetingseveryothermonth--so6ayearallowsthesamemessagetobedeliveredtoalldistrictseventhoughtherelevancetoeachdistrictmightbedifferent

c. Weneedtoworkonmessageconsistencyfromadministrationandabettermechanismformessagedelivery.

d. AgentsandStaffliketheideasofamonthlynewsletter(latelyeveryothermonth)–fromtheExtensionDirector,thisistocommunicatewithall7districts–all120countiesaboutwhatishappeninginExtension

i. Reflectionsii. Personnelchangesiii. OrganizationUpdatesiv. Grantsv. Marketing

e. Communicationflowamongadministrationneedsimprovement.f. Agentandclientelecommunicationisgoodandstrongcountyprogramshave

beenakeytooursuccess.g. Agentsdoagoodjobofcommunicatingprogramareainformationwithclients,

butweneedtobereachingabroaderaudience.Someofthiscanbeachievedthroughsocialmedia.

h. Newspecialisthavetroublegettingnumberedpubsapprovedinatimelymannerandgiveupontheprocessduetotimelinessandfunctionality.

i. Goodflowofinformationfromthelocaloffice,especiallyinkeepingBoardandCouncilmembersawareofwhatisgoingon.

j. Needstobebettercommunicationsfromdepartmentstootherareasofextension.

k. Insteadofworkingwiththeprogramdirectors,everythingiscommunicateddirectlywiththeDDs,skippingtheprogramdirectors.

l. Weneedtolistentoourgrassrootsleadersmoreandpreachtothemless.Weneedtolistentotheirconcernsanddeliveraccordingly.Wealsoneedtocommunicateandempowerlocalleaderstoeffectivelycommunicateextensionsneedstostakeholders.

m. Needmoredigestiblecontentthatcanbesharedacrossthestate(goodstory,photo,notlengthy,linktotheresearch)andpossiblylocalized.

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Gaps?• Needmoretemplatesfordigitalnewsletters,presentationmaterials-

Powerpointtemplates.(AgComhasthesebutmaybecountystaffarenotmadeawareofwhatisavailable).

• Guidelinesforpublicationdevelopment,plagiarismissues• Socialmediaguidelinesandtraining–getinformationtotheclientele

faster• Toomanypeoplehiringtheirowndepartmentcommunicationpeople

withnolinebacktoLauraandCommunicationsandtheydon’tknowtheguidelinesorstrategicpriorities.

n. Weshouldstopbuildingwallsindividuallyandacrossprogramareas.Weneedtoworkmoreinateamfashionacrosstheboard.

o. Whereitispossible,bemoretransparentandhonestwithagentsexplainingdecisionsandpolicychanges,thiswillmakepeoplefeelinvested.

p. Weneedtodomore,especiallywithsocialmedia.q. Wehaveconductedalotoftraining,butkeepingagentsuptodateonbusiness

practices,diversityandcomplianceisagoodidea.r. Moretrainingonhowtocommunicateverbally.s. Howdowedoabetterjobofreachingmorediverseaudiences?t. Weneedmoretrainingasboardmembers.Morecomplianceandbusiness

training.Especiallyfornewboardmembersandwhentherearemajorchanges.

u. ethics–diversity–sexualharassment–needonlinecoursesv. Compliance?Yes–wehavedifficultywithcompliance–countiesareoften

autonomousw. Diversity?AllCivilrightsanddiversitytrainingisgivenevery4yearsx. Businesspractices?Ongoing–needconsistentBestbusinesspracticesy. Needmoretechnologytraining–wehave7districttechspaidforbyextension

butmanagedbyAgCommunicationsthereissomedisconnect.z. Needacommunications/publicaffairspersonintheExtensionDirector’sOffice

(thismaybethemarketingpersonrecommendedbyMs.Skillman)--Tohelpframemessaging--Communicationscurriculumfortraining

aa. NeedmoreimpactreportsthatshowthevalueoftheextensionworkincountiesanddistrictsThesesuccessstories/impactsareusedtotellextension’sstoryandtherubricstosupportthevalueandshouldbedistributedthroughsocialmedia.

Recommendations

• AddExtensionmarketingposition(Ms.Skillmanputtogetherthejoboutline)Realignexhibitpositiontobecomeextensionmarketingfocusedpositionlikelysummer2017.Addexhibitinstallation/contactwithvenuestostoressupervisorposition(alreadyassistswhenneededinunofficialcapacity).

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o WorkwithAgComdirectorandExtensionadmintodevelopmarketingstrategyinlinewithoverallcollegemarketingstrategyandmessaging.

o Developmarketing/promotionalmaterialsforextensiononstate,programandcountylevelincollaborationwithcollegemarketingmanager.

o Trainagents/supportstaffonuseofmarketingmaterials.o AssistProgramandStaffDevelopmentwithimpactstatementwritingtrainingso

theycanbemorefullyutilizedforvariousvenues.o Assistwithextensionsocialmediaandtraining

• Concernsabouttheresponsibilitiesforthemarketingposition.First,addsomeinternal

communicationresponsibilitytotheExtensionMarketingposition.Maybea70/30or60/40split?Thatwouldsolveboththemarketing,messagingandinternalcommunicationstrugglesthatDr.Henning,Dr.Youngandothersmentioned,whileonlyaddingoneposition.Sincemiddlemanagementseemstothebethefocusrightnow,apositionwithAgCommmunicationsthatcoveredbothsides(internalandexternal/marketing)andareporting/dottedlinetoDr.YoungortheExtensionDirectorwouldallowforthecreationofthepositionwithoutapullonresources.AndLaura'sdescriptionisalreadyaddinginsomeinternalcommunicationwiththetrainingpiece.Thispersoncouldeasilyhelptoframebroadermessagingwithinthedirector'sofficeandDDs.

• Whenfundsareavailable,establishareacommunicators(3)thatworkwithDDsandCountiestodevelopsuccess/impactstories,workwithmediaandtelltheUKextensionstorythroughsocialmedia.Thesecouldberepurposedagents.TheyalsoserveasaconduittotheCentralcommunicationsoffice.Thesepositionscanalsohelpwithagenttrainingrelatedtocommunicationsandtechnology.

• AsimportantascommunicationistothelongtermsuccessofKentuckyExtension,accountabilityseemstobethebiggerissueatthemoment.Sotheconcernisthatwhileacommunicationpositionisneededinthedirector'soffice,administrationwouldforgothatinfavorofhiringeithermoreDDs,assistantDDs,oraccountingspecialists,whichwouldmeanmorelapsesincommunication.TheideaissolidandaddinginalittlemoredetailtothatdescriptionandcreatingastrongtietoExtensionadministrationmakesitahugewin.

• Developmentofbetterstandardstotheextensionnumberedpublicationprocess.ThatshouldhelptocutdownonthetimetheysitwithAgComm.SomeofthepiecesobviouslyneededalotofworkandstrictstandardswouldhelptosolveproblemsbeforetheyeverlandatAgComm'sdoor.Checkingforplagiarismandpropercitingispartofthesestandards.

• Monthlyoratleastquarterly,emailprogram/extensionupdate.TheDean’snewmonthlycollegenewsletterisastepinapositivedirection,buthaveonespecifictoExtensionaswell.Onethattellsuswhatadministrationisworkingon,howwe’re

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keepingourelectedofficialsupdatedonastatelevel,whatwe’reworkingontoberelevant,whatnewcurriculumsarebeingconsidered,etc.DistrictDirectorscouldalsorepurposethecontentbyaddingDistrictspecificinformation.Theseshouldbeshortparagraphswithlinkstomoreinformationorthecompletestory/website.

o Suggestionsfortopics:§ Programupdates:

• ANR• FCS• 4-H• CRD

§ Governmentupdates§ Newprintedand/oronlinepublicationsorcurriculums§ RecentNews/video/radiostoriesorprograms§ Events–contact,links,phonenumbers§ Technologytips§ Staffingchanges§ Goalsoftheorganization§ Suggestedtacticstoreachgoals

• Setupacommunicationsadvisorycommitteemadeupofacrosssectionoffaculty,

agentsandstaff.Thiscommitteeshouldmeetatleasttwiceayear.TheywouldserveasaconduitforCampus,Districtandcountyemployees.Communicationswouldshareupdates,newdirections,trainings,etc.Committeememberswouldgivefeedbackonservicesandbringtothetablenewneedsorissues.Thecommitteememberswouldbeona2-3yearrotationforconsistencyandfreshideas.Themeetingswouldbedocumentedandpostedforotherstoview.Thecommitteewouldselectachairthatconductsthemeetings.Themeetingswouldnotbeconductedbycommunications.

• Otherpotentialchangesincommunicationsservices-Requirealumni,studentsuccessandextensionmaterialstoundergosameeditingprocessthatEquineandothercollegelevelmaterialsundergothroughAgComm.Keepscommunicationmaterialscentralizedandensuresappropriateediting/designandbrandingguidelines.