MG SPROUTS was developed as a "project-in-a-box" program, a self-contained educational programming tool for Extension agents working with master gardener Extension volunteers (MGEVs). The program design incorporates programmatic materials and project management materials and follows best management practices for volunteer management. MG…

Using a stratified random sample and real-time virtual focus group sessions, we evaluated the regional administrative model, addressing personnel supervision, program direction, financial management, and administrative leadership. We concluded that the regional administrative model remains a highly charged topic, there is no common understanding…

A new set of leadership skills is required for Extension administrators for the 21st century. Past models and theories are reviewed and discussed. The old "power" model of leadership is no longer relevant. A relatively new model called "Servant Leadership" is reviewed and explained. Seven key practices of servant leadership are outlined, and the…

Evaluation of public service programming is becoming increasingly important with current funding realities. The taxonomy of evaluation competencies compiled by Ghere et al. (2006) provided the starting place for Taxonomy for Assessing Evaluation Competencies in Extension. The Michigan State University Extension case study described here presents a…

The study reported here identified continuing education and training needs of aquaculture Extension agents, specialists, and program administrators in 10 competency areas relating to the need for continuing education or training. Fourteen resources on the AquaNIC Web site were also evaluated, as was the efficacy of the AQUA-EXT listserv. Data were…

Describes results of a study focused on the role and relationship of 4-H agents working with program management volunteers in clubs, communities, and counties. Factors found to be instrumental in the expanded involvement of key volunteers include agent self-confidence, belief in volunteerism, strong support system, and careful volunteer selection.…

A new management approach role model differentiating the management responsibilities and tasks of 4-H professionals and paraprofessionals is presented. (EM)

From his extension experience in Wayne County, Michigan, the third most populous county in the nation, the author offers some principles to consider in enhancing staff and program effectiveness: resource assessment, staff utilization, program funding, time management, and program visibility. (MF)

Presents a process for defining roles of extension 4-H youth program staff--professionals, paraprofessionals, and volunteers. Adapted from the Need Overlap Analysis in the Helping Process (NOAH II), the process is intended to enhance program management by improving the effectiveness of paraprofessionals and thus other staff. (MF)