Notes

Outline

REST Team Report A study conducted by the North Carolina Association of Cooperative Extension Specialists

Purpose To develop a clear understanding of the roles and expectations of NC Extension Specialists. To describe benchmark behaviors that lead to professional excellence and will enhance the ability of the NC-CES.

Study Team Members Karen DeBord Tom Hoban Stephen Lilley Jan Spears Julia Storm Bernadette Watts

Data collection Existing Documents NCACES Panel Discussion New worker orientation discussion about expectations E-Survey

Common key issues arising out of dicsussions Competing roles for specialist time The wide variety of demands on specialist time Approaches to Extension work differ among departments Diversity of faculty appointments Variety of ways specialists are recruited and oriented to Extension

Key themes noted in panels Incentives and disincentives of specialist work Conflicting perceptions and orientations Field vs state expectations, relationships Obstacles, challenges

Quotes from the panels? Orientation “Specialists should continue to visit counties for their orientation, however, agents should also spend a day with a specialist. “ “A mentor should be assigned to new specialists and agents.” “ A core level of competencies for agents should be developed, since agents have multiple responsibilities.”

And... Role clarity “...specialist and agent responsibilities are not nearly as distinct as we usually define them.” “ We need a better understanding of each other’s roles. “ “Specialists should be allowed time to be proactive in developing cutting edge programs. “Hand-holding” of agents needs to be eliminated.” " Specialists have a “glamour” job and is in a sought after position."

Communication channels between agents and spec. ...“develop  a listening team to provide specialists with information on local needs.” “ CEMPs are a place for agents and specialists to interact.” “ Agents need to know what specialists expect of them.” “The strongest attributes of specialists are: responding in a timely manner, personal touches, willingness to stay beyond 5 p.m.

On personal evaluation From a department head:  “the amount and sources of feedback are incredible to the department.  A district director said, “Agents should have a limited role in specialist evaluation; it should be informal.” A County Director said, “Care should be exercised in using agent feedback because specialists are out in front with emerging issues and agents may not be comfortable or happy being led into new territory.” A District Secretary agreed with two agents saying, “ Our input/feedback on goes through the DD.”

Results of the E-survey Demographics: 39% full prof. 24% assoc.prof. 23% non-tenure track specialists 11% asst. prof. 3% other 17% also currently serving as administrators Years of service: Range of 3 months to 29 years of service at NC State with a mean of 13.08 years

Results: How is your time spent 69% Extension functions 13% Research functions 5% Undergraduate Teaching/advising 5% Dept. service 4% Administrative 3% Graduate advising/teaching

Results: Primary Work 44% primarily work with Extension Agents 17%  business or industry clientele 13% state agencies 10% associations and organizations 5% Federal agencies

Incentives to doing Extension work The ability to help people improve their well-being (x=2.58) A chance to work on important problems (x=2.56) Personal satisfaction (x=2.56) It is expected as part of my job (x=2.42) An opportunity to learn about new issues or techniques (x=2.22)

Disincentives to Extension work Having too many responsibilities (x=2.30) Funding not available (x=1.90) Too much time and effort involved (x=1.88) Inadequate recognition in salary adjustment (x=1.85) Lack of monetary and non-monetary recognition (x=1.82).

How to evaluate Extension Faculty work Documentation that efforts focus on important needs (x=2.52) Evidence of changes in peoples’ knowledge or skills (x=2.41) Assessment by clientele or outside groups (x=2.34) Evidence of changes in people’s behavior (x=2.29) Collaborative programs with extension agents (x=2.24) Assessments by peers in the department (x=2.20).

Not as important in evaluating specialist work International activities (x=1.55) Number of refereed publications (x=1.75).

To achieve excellence in Extension programming. Interpret research findings to (x=2.66) Develop extension educational materials (x=2.66), Interpret trends and anticipating consequences (x=2.60) Provide program area leadership (x=2.55) Develop and deliver in-service training for agents (x=2.51).

Not AS important in Extension excellence Teaching undergraduate programs (x=1.58) Attending annual extension conference (x=1.58) Spending time on CEMP-related programs (x=1.85)

Recommendations

Expectations Expectations for Extension work should be consistently conveyed Tell the Extension faculty appointment percentages - (on a website)

Relationships Need for role clarity Consistent messages about roles in orientation Consistent recruitment messages Agent-specialist team needed to design intra- communication enhancement systems (use technology)

Excellence in Extension Work Use the existing job description Recognize solid evaluation solid program evaluation specialist research interpretations that lead to program innovations development of extension materials that meet needs based on agent feedback trend interpretation that leads to excellence in program directions state leadership within & outside of Extension

Specific REST Team recommendations An agent-specialist team appointed (working with IT) to develop smart communications systems for ag-sp comm. Recruitment Products detailing the position expectations of Extension Specialists a brochure interactive website videotape for graduate students prospects

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