DOCUMENT RESUME

ED 060 419 AC 012 384

AUTHOR Tribble, Marie; And OthersTITLE Program Building Handbook for the Texas Agricultural

Extension Service.INSTITUTION Texas A and M Univ., College Station. Texas

Agricultural Experiment Station.REPORT NO D-690PUB DATE fJun 71]NOTE 34p.

EDRS PRICE MF-$0.65 HC-$3.29DESCRIPTORS *County Programs; *Educational Programs; *Extension

Agents; Guidelines; Professional Personnel; ProgramGuides; *Program Planning; Resource Guides; RuralExtension; *University Extension

IDENTIFIERS *Texas

ABSTRACTGuidelines and procedures which Texas Agricultural

Extension service personnel may use in working with local people inplanning and carrying out county programs are provided in thishandbook. The program building process is based on the ohilosoohvthat people have both the desire and ability to plan and carry outeducational programs. The handbook Introduction provides discussionsof the purpose of the handbook, definition of terms, a chart showingthe program building process, and the scope of county programs.Following sections present discussions of The County Program BuildingOrganization; The Process of Planning the County Program; The WrittenCounty Program; Leadership of the County Program BuildingOrganization in Carrying Out the County Program; and the CountyExtension Agent's Annual Plan of Work. An appendix presents StandingRules for County Program Building Committees. (DB)

U.S. DEPARTMENT OF HEALTH.EDUCATION & WELFAREOFFICE OF EDUCATION

THIS DOCUMENT HAS BEEN REPRO-DUCED EXACTLY AS RECEIVED FROMTHE PERSON OR ORGANIZATION ORIGINATING IT. POINTS OF VIEW OR OPINIONS STATED DO NOT NECESSARILYREPRESENT OFFICIAL OFFICE OF EDUCATION POSITION OR POLICY.

For the Texas Agricultural Extension Service

TEXAS ABM UNIVERSITYTEXAS AGRICULTURAL EXTENSION SERVICEJ. E. Hutchison, Director, College Station, Texas

D-690

ForewordThe program building process, as described in this handbook, provides the

Cooperative Extension Service the most dynamic approach to voluntary educa-tional programs of any technique since Dr. Seaman A. Knapp introduced thedemonstration method of teaching. Program building not only involves local lead-ers but also enlarges the l=dership capabilities of those who are involved. It drawson the creativity of local people as they work together to design programs whichapply the findings of research from both the physical and social scienc= in bring-ing about the solution of significant problems and attainment of objectives such asincreasing net incomes, improving communities, and achieving higher levels offamily living. The program building process provides a framework through whichpeople can objectively identify potentials and problems. Because it relates so di-rectly to individual wants and needs, the process is a strong motivational experienceand elicits commitment to the adopted plan of action.

This handbook establishes guidelines and procedures by which Extension per-sonnel may discharge their educational responsibilities in the development of countyprograms It is based on the experience, research and study of the total Extensionstaff during the past 20 years. This experience has proved conclusively that themost effective county programs are those which have been developed through theprogram building process.

Extension personnel will find this handbook a useful and dependable referenceand guide.

DirectorTexas Agricultural Eriension Service

PROGRAM BUILDING HANDBOOKFor the Texas Agricultural Extension Service

AuthorsMarie TrilIble, Burl B. Richardson, 0. B. Clifton

Extension Program Specialists

ContentsLNTRODUCTION 3

33

Theac"4"ProginimaciHil'ncibBuerisc:ng Process (chart) 5The Scope of County Programs 6

THE COUNTY PROGRAM BUILDING ORGANIZATION 6Qualifications of Members 7Officers 7Executive Committee 7Subcommittees 7

mmitteestenVtions,

CoOrp "nizational Structure and Membership

Duties of Sre Parts of the Organization 13Advisory, Technical and Cooperative Support 15

THE PROCESS OF PLANNING THE COUNTY PROGRAM 18Studyingthe County Mt:nation 21Determining Problems and Areas of Program Emphasis 18Establishing Long-range Objectives 22Establishing Priorities and Plans for Progr= Execration 22Providing for Evaluation and Revision of the Program 23

THE WRITTEN COUNTY PROGRAM 24Introduction 24County Situation 24Areas of Program Emphasis and Major Problems 25Long-range Objectives, Priorities and Plans for Program Execution 25Provision for Evaluation and Revision 25Appendix 25

LEADERSHIP OF THE COUNTY PROGRAM BUILDINGORGANIZATION IN CARRYING OUT THE

COUNTY PROGRAM 26The County Program Bu Erring Committee or Executive Committee 26Subcommittees 28

COUNTY EXTENSION AGENT'S ANNUAL PLAN OF WORK 29APPENDIX 30

Standing Rules for County Program Building Cciminittees 30

AcknowledgmentsThe development of the earlier eclition of this handbook was the result of

sitmificant contnimtions of persons with broad experience and sound judgment.Each category of Extension personnel, inciturmg the Administrative Staff, districtagents, specialists and county staffs, was involved in making decisions relative toits content Members of the Division of Research and Training Extension ServiceUSDA, under the leadership of Dr. J. L. Matthews, deserve special recognition fortheir assistance.

The original manuscript was authored by Bonnie Cox, Extension OrganizationSpecialist, now retired; Larry L. Burleson, former Extension Organization Special-ist; Clatter= G. Williams, former Extension Program Specialis4 and 0. B. aifton,Extension Program Specialist.

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Introduction

This publication replaces all previous editions ofprogram building handbooks released by the TexasAgricultural Extension Service. The first handbookwas produced as mimeographed material in 1949.B-223 Building The County Program was prthlishedin 1954. County Program Building Handbook forTexas Agricultural Extension Workers was publishedin 1956. This was revised in 1958 and served as theofficial program building handbook until 1963.

D-690 Program Building Handbook for the TexasAgricultural Extension Service was published inMarch 1965, cuhninating two years of field testingand revision of earlier drafts. lt served as the of-ficial guide and reference for program building workin Texas until June 1971 when it was again revisedto incorporate additional information obtained fromrwearch aud experience.

Purpose of Handbook

This handbook servw as a guide for the person-nel of the Texas Agricultural Extension Service,working with local people hi pinning and carryingout county programs. It will also serve to

Develop a bet.= underanding of the programbuildmg process

Define responsibffities of Extension personnel

Illustrate relationships of local organimations,agencies and groups to the county program buildingcommittee and to the county program

Suantst a procedure for unTaing all availableresoom- kr work on important problems

Apply previous experience and research in pro-gram development to future Extension work

Help in training personnel, particularly new em-ployees of the Texas Agricultzind Extension Service.

The program buildmg process is based on thephilosophy that people have both the desire and theabffity to plan and cam out educational programsthat enable than to provide for themselves higherlevels of living and enrichment of their lives. Thedegree to which this is accomplished depends ontheir having an opportunity to apply their knowl-edge, experience and imagination to the solution ofmutual problems. This handbook suggests a soundand privaical approach for providmg such an oppor-timity.

Definition of Terms

Program balding is a continuous process by whichrepresentative county leaders, working with countyExtension agents, other local agencim and resourcepersons, study the county situation, identify majorproblems and omortunities, establish objectives andplan and carry out a program of exlmation and ac-tion designed to hap the people reach their objec-tives.

The county program balding committee, hereaftersometimes referred to as the committee, is an or-ganized group of voluntary leaders broadly repre-sentative of the social and economic structure of acounty. This committee serves as a channel forbringing problems of the people to the attention oflocal groups and agencies concerned and for takingneeded information to the people. Representationon the committee should be both geographical andorganizational to insure active participation from allareas of interest over the county. The number ofmembers will vary from county to comity, but themembership should be broad enough to represent themajor segments of the population and the interestsof the people.

The executive connnittee is a small body com-posed of the officers and certain designated mmibersof the organization. Membership of the executivecommittee, its authority and method of appointmentshould be defined in the standing mles.

A steering committee is a small group of localleaders who guide the creation or formation of thecounty program building committee.

A study group is a special committee appointedto collect study and interpret background informa-tion in analyzing the situation for a specific area ofconcern. It reports its findings to the county pro-gram building committee which in turn uses theinformation in making program decisions. The mem-bership may come from the program building com-mittee, subcommittees and resource people.

A special committee is appointed for a specificpurpose and exists imfi.1 its work is accomplished,unless discharged sooner.

Subcormnittees, usually standing committees, arecreated by the program building committee, eitherdirectly or through the executive committee. Theyare mtabrished to deal with broad problems or majorinterests of the county or the area.

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A written county peogram is a record of the long-range plans made by the program building commit-tee. based on its analysis of the county situation. Itpoints up opportunities and the major problemsidentified by the committee with appropriate objec-tives and priorities for carrying out the plans.

Background information is information which re-veals situations and conditions affecting the welfareof people. It may be used to identify conditions andtrends over several decades and is useful in identify-ing opportunities and problems relating to the social.economic, educational and physical characteristicsof a county.

A problem is an identified, felt need. In programbuilding, it is any condidon or specific situationwhere the people, after careful study, determine thatsome acSon or change is needed to bring about animprovement

A target audience is an identifiable clientele groupdesignated to receive priority in an educational pro-gram directed toward meeting needs and interestsshared by members of this group.

A long-range objective is a statement which indi-cates the action or changes that specific individualsor groups of people need to make to improve thecondifions contrrouting to a major problem which isnot likely to be solved in a short period of time.

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An annual plan of work is a written plan of actionthat tells who, when, where, how and what will bedone about a problem. It is a blueprint for movingtoward stated program objectives.

An annual goal indicates the change that a spe-cific audience is expexled to make as a result of oneyear's educational and other efforts. Annual goalsshould be set as increments leading toward the ac-complishment of each long-rangt objective that thecounty program building committee and the sub-committees select for emphasis in a given year.

Evaluation is the appraisal or estimate of thevalue or quality of something. As used in this hand-book, evaluation refers to the continuous process ofappraising the quality of the program building or-ganization, the planning process, the written countyprogram, the annual plans of work, the teaching andaction, and the ultimate attainment of the long-rangeobjectives.

Standing ndes are rules by which the organizationabides and which are adopted by the membershipfor its own guidance. The number and character ofstanding rules will vary, but the for:owing subjectsusually are included: name, purpcte, membership,officers, terms of office, meetings, finances, execu-tive committee, subcommittees, voting body, quorumand amendments.

04..co

GS

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THE PROGRAM BUILDING PROCESS

1.Organize and maintain the countyprogram building committee and

subcommittees

6.Evaluate results, report

accomplishments and revisethe program as needed

2.Plan the

long-rangecounty

Program

ft.ouCarry t the plans

through teachingand

other action

3.Record the plans

in a writtenProgram

4.Make

annualplans

THE COUNTY SITUATION

Local, area, state, nationaland global conditions

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7

Thc Scope of County Programs

Since counties differ in many respects, the scopeor breadth of program concern will vary amongcounties. Metropolitan counties are usually indus-trial and highly organized for the development ofbusiness and industry. Many rural counties need toexplore new opportunities for economic progress inbusiness and industry. A great many countitz needmore cooperation in planning for the solution ofproblems that are of mutual concern to both urbanand rural areas. Therefore, the county programshould be concerned with the development of allopportunities to achieve the potential of both thehuman and the physical resources of the county.Such a program will be broader than agricultureand home economics. Where there are problems thataffect several counties, committees may seek waysof developing joint program efforts to alleviate theproblem.

Extension Service personnel usually will not beresponsible for implementation of every facet of thecounty program, but will be directly involved withthe following areas of program emphasis:

Efficiency in agricultural production

Efficiency in marketing, distribution and utili-zation of aFicultural products

Conservation, development and use of naturalresources

Management on the farm and in the homeFamily livingYouth developmentLeadership developmentCommunity improvement and resource devel-

opmentPublic affairs education.

The County Program BuildingOrganization

Since cooperation and local support are =sandalfor a successful program building operation. it is-ariportant that the purposes and functions of theprogram building orgartization be explored thorough-ly with commissioners courts, chambers of commerceleaders, development foundations and similar organi-zation& The coordination of efforts and unity ofpurpose achieved in this way will provide opportuni-ties for all local organizations to make their maxi-mum contribution toward reaching mutual objectives.The work of the committee should not duplicate theefforts of any organization presently functioning inthe county; however, there are many times when ajoint approach will be advantageous. It is essentialthat this bc understood by all who assist in the com-mittee organization.

The work of a program building committee differsfrom dud of many other kinds of committees be-cause it begins with only a general agreement onfunctions and responsibilities. Other committees'assignments are specific and limited in save andconvey something about the work load involved andthe amount of time members will be expected toSive-

The continuous nature of the program buldingcommittee makes it important for a defmite tenure

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of committee membership. Otherwise, it will be dif-ficult to attract many busy individuals needed onthe committee.

The committee, initially, must defme its own gen-eral and specific purposes within a wide range ofpossible scope and responsibility. This requirementcalls for corresponding abilities that inight not be soimportant in other committees with more limitedfunctions.

In many counties where agents have been con-fronted with the need for org 'ang a programbuilding committee, they have begun with a tem-porary steering committee.

This group should be formed after the Extensionagents have counseled with key leaclecs, heads oflocal organizations and U.S. Department of Agricul-ture (USDA) agency representatives in the county.Identification and inventory of all relevant groupsand interests is preliminary to deciding what par-ticular interests or groups should be included in thecommittee's expanding membership. Those asked toserve on the steering committee should be given athorough explanation of the program building pro-cess, the purpose and functions of the commitaxand the desired qualifications of committee mem-bers; otherwise, they will not be able to impart an

understanding to other organizations and prospectivemembers. On completing its workk, the steering com-mittee is either dissolved or absorbed into the mem-bership of the program building committee.

After the program building committee has func-tioned long enough so that the members know howthey want the organization to operate, it will adoptstanding rules which vell outline the structure ofthe tvganization. These will also prescribe themethod for selecting members and the tenure ofmembership. (See Appendix for example.)

Qualifications of MembersThe essential qualifications of an effective pro-

gram building committee member are of two kinds.First, a committee member should have those quali-ties which enable a person to function well as amember of a working group, plus the demonstratedability to think objectively about the interests not

%resented on the committee as well as those whichare represented. Such people serve as a means ofincorporating wisdom and experience of others withexperiences and desires him their own. Among theother important qualifications are the followinv

Has demonstrated leadership qualities in hisor her community

Has demonstrated ability to work harmoniouslywIth othersave in some community improve-ment effort such as school board, &amber of com-merce, church, etc.

Holds a respected position in the areaHas capacity to influence constructive public

opinion in the area

Willing to devote a reasonable amount of timeand effort to the committee's work for the specifiedterm of office

Committed to the purposes of the programbuilding committee

Selected or recommended for membership bylocal people who have knowledge and understandingof the purposes of program building

Represents an interested group of people in thearell

Accepts membership after knowing the pur-poses of program building and functions of the com-mittee.

The second kind of qualifications are those relat-ing to the member's role in his community_ Someindividuals have established themselves as leaders in

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thinking and in getting action on concerns of thepeople and problems of the area. These same peoplelikely will also be leaders in a particular group orcommunity. In organizing the program buildingcommittee, the following should be considered forrepresentation:

Farmers and ranchersHomemakersYouthMerchantsAgribusiness personsIndustrialistsEducators)(mistersCommunity organizationsSoil conservation districtsASCS county committeesFHA county committeesWomen's organizationsChambers of commerceIndustrial foundationsOccupational and professional groupsBankersCivic leadersMedical professionHealth and welfare workersCommissioners courtsFarm and commodity organizationsOty governmentsavic groupsOthers as neededUSDA agency personnel in the county should not

be members of the program building committee.They should, however, mist the committee in anadv:sory or resource capacity.

OfficersThe county program building COMMitteC should

elect a chairman, vice chairman. secretary and otherofficers needed to achieve its purpose.

Executive CommitteeThe officers and other members, as determined

by the organizational structure and designated inthe standing rules, make up the membership of theexecutive committee.

SubcommitteesThe number of subcommittees and the nature of

their assignments will be governed by the scope of

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the county program. By virtue of their being "apart of" or a subdivision of the program buildingcommittee, they should not supplant the authorityor the functions of the program building committee.Subcommittees are usually referred to by such termsas "beef cattle committee," "committee on aging.""family living committee," "4-H committee" orsome other name indicating their area of responsi-bility. The number and kind of subcommittees need-ed should be determined only after a thorough studyof the county situation.

Members of subcommittees should be selected torepresent and reflect the concerns and interests re-lated to the subcommittee's assignment. The criteriafor selecting individual members are essentially thesame as those listed under "membership" on page

7. The chairman of each subcommittee should be amember of the county program building committee.Dependent upon the committee's organizationalstructure, they may also be members of the executivecommittee.

Special CommitteesSpecial committees are a part of the program

building organization. Their assignments are specificand usually of short duration. Membership maycome frora the program building committee, sub-comnaittrvs and from among the people. Chairmenare appointed by the program building committeechairman. Special committees should be promptlydissolved after completing their assignment

Functions, Organizational Structure and Membershipof the County Program BuiMing Committee

While its major functions are to plan, implementand evaluate a county program, the committee mustalso perform several specific tasks. The most irnpor-tant task is to provide coordiration and leadershipto the total county program. This may be accom-plishod through either of two approaches: theprogram building committee itself may assume this

10

responsibility, or it may be the delegated responsi-bility of the executive committee. The approachchosen by the committee 1.-aders and the Extensionagents, based upon their knowledge of the countysituation, determines the ultimate organizationalstructure of the committee. Guidelines for each ap-proach are outlined below.

Guidelines When PROGRAM BUILDING COMMITTEE CoordinatesAnd Provides Leadership To The County Program

Functions of the County ProgramBuilding Committee

The following tasks, some of which require coa-ti/MOUS attention, are essential to the success of thecommittee:

Analyze the county situation to identify signifi-cant facts, changes and trends. Attention should begiven to local, area, state, national and global con-ditions that concern the county

Identify new opportunities, problems and in-terests of the people

Establish long-range objectives which willbring about the desired changes

Study area, state and national programs forwhich Extension is responsible and help determinehow time may be implemented most effectively

Determine priorities for carrying out the pro-gram and develop alternatives for reaching each ob-jective

Develop a long-range county program, anddelegate the job of writing it to well-qualified in-dividuals

Interpret the program to the people of thecounty

Help people of the county understand the na-ture and scope of the educational responsibility ofthe Extension Service as a public supported agencyto serve all segments of society

Establish and maintain cooperative relation-ships with existing groups and organizations in thecounty

Assume an active role for carrying out somephases of the program that are of county-wide in-terest and which require county-wide leadership

Establish or dissolve subcommittees on thebasis of need

Make assignments to appropriate subcommit-tees and coordinate their work in support of mutualobjectives

Provide opportunities and the incentive for

local groups, organizations and agencies to work to-gether in implementing the program

Review its own work and that of its subcom-mittees; evaluate accomplishments; revise the planswhen and where needed

Make a periodic self-evaluation of its ownorganization and structure in accord with the chang-ing county situation and the functions of the group.

Membership of the County ProgramBuilding Committee

The committee may be comprised of 30 to 45people. This includes the officers, the subcommitteechairmen and other leaders needed to provide repre-sentation of various economic, social and geographicinterests and relevant organizations in the county.

Meetings of the County ProgramBuilding Committee

The program building committee should meet of-ten enough to accomplish its work This will requiretwo or more meetings each year.

Funciions of the Executive CommitteeThe executive committee's authority should be

spelled out in the standing rules. Under this ap-proach the committee serves as an advisory body tothe total program building organization and con-ducts business in the interim between scheduled pro-gram building committee meetings. The executivecommittee may also

Meet at the call of the chairman to advise,approve and expedite the plans and activities per-taining to program building in the county

Assist the chairman in making plans for com-mittee meetings

Recommend membership replacements

Review the reports and recommendations ofsubcommittas and study groups and assist in pre-

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paring these reports and recommendations for dis-cussion with the program building committee

Make plans to implement decisions of the pro-gram building committee

Study area, state and national programs forwhich Extension is responsible and help determinehow these may be implemented most effectively

Coordinate the action of subcommitteesRecommend that subcommittees be established

or dissolved on the basis of need

Assume leadership for program evaluation.

Membelship of Executive CommitteeUnder this approach the executive committee

would have about five to seven members includingthe officers and two or more members-at-large.

Meetings of the Executive CommitteeThe executive committee should meet upon the

call of the chairman to assist in making major de-cisions required to carry out its functions.

ORGANIZATIONAL STRUCTURE WHEN COUNTY PROGRAMBUILDING COMMITTEE COORDINATES AND PROVIDES

LEADERSHIP TO THE COUNTY PROGRAM

Small executivecommittee

usually 5-7 people

0000/1 NSubcommittees as needed

10

Coanty Program Building Committee(Usually comprised of 3045 people who in-dude subcommittee chairmen and otherleaders to provide representation of variouseconomic, social and geographic areas ofinterest and relevant organizations in thecounty.)

Guidelines When EXECUTIVE COMMITTEE Coordinates AndProvides Leadership To The County Program

Functions of the Executivt CommitteeUnder this approach. leadership for the overall

program building operation rests with the executivecommittee. The tasks below, some of which requirecontinuous attention, are essential to the success ofthe committee.

Maintain an organization of subcommittees tobe responsible for major program areas

Help agents identify and obtain qualified per-sons so that existing subcommittees will have thebest qualified people serving as members at alltimes

Establish a new subcommittee when needed.and assist agents in identifying and enlisting quali-fied committee members (Establishment of a newsubcommittee may result from needs recognizedwithin the county or from program responsibilitiesdesignated for Extension at the national or statelevel)

Work cooperatively with subcommittees to ac-complish the following:

Analyze the county situation by identifyingsignificant facts, changes and trends

Identify new opportunities. problems and in-terests of the people

Establish long-range objectives to bring aboutthe desired changes

Develop priorities to help concentrate effortson important problems in various program areas

Study area, state and national programs forwhich Extension is responsible and determine howthese may be implemented most successfully in thecounty

Review periodically the county situation toidentify new oppormnities, problems and interests ofthe people. When a new need is recognized. delegatethe responsibility to the appropriate subcommittee orother group or establish a new subcommittee

Assist in identifying and enlisting well-qualifiedexecutive committee members and resource peopleas needed

Develop standing rules to govern the mainte-

nance and operation of the program building organi-zation

Work cooperatively with county Extensionagents to

Maintain an up-to-date long-range countyprogram

Distribute the program to appropriate indi-viduals and groups

Interpret the program to the people of thecounty

Help people of the county understand thenature and scope of Extension's educational re-sponsibility, as a public supported agency, to serveall segments of society

Keep informed on the work of tbo -various srib-committees so that coordination of e:ffort is facali-Wed and assistance provided when needed

Make necessary preparations to insure the suc-cess of each meeting of the county program buildingcommittee

Establish and maintain cooperative relation-ships with other goups and organizations in thecounty

Review its own work and that of the subcom-mittees, evaluate accomplishments and take the leadin revising plans when and where needed

Make a periodic evaluation of its own struc-ture and functions in relation to the situation pre-vailing in the county.

Membership of the Executive CommitteeUnder this approach the executive committee is

usually comprised of 12 to 20 members, includingthe officers, subcommittee chairmen and other keyleaders.

Meetings of the Executive CommitteeThe executive committee should meet as often as

needed to carry out its responsibilities. It is antici-pated that this would require a minimum of threeor four meetings per year.

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Functions of the County ProgramBuilcrmg Committee

When a county determines that the executive com-mittee is the group to provide coordination andleadership, the program building committee assumesthe following functions:

Communicating plans and accomplishments ofthe various subcommittees

Helping all members understand the countyprogram and the program building organization ofwhich they are a part

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Providing recognition, inspiration and motiva-don for program building committee members.

Membership of the County ProgramBuilding Committee

The committee is comprised of the executive com-mittee and the combined membership of all subcom-mittees.

Meetings of the County ProgramBuilding Committee

The committee should meet at least once eachyear to help carry out the committee's functions.

ORGANIZATIONAL STRUCTURE WHEN EXECUTIVE COMMITTEECOORDINATES AND PROVIDES LEADERSHIP TO THE COUNTY PROGRAM

Executive Committee 12 to20 people, induding officers,subcommittee chairmen, anda few other key leaders.

I \0000Subcommittees as needed

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County, Program BuildingCommitteeComprised of executive com-mittee and combined member-ship of all subcommittees.

Executive Committee

Evaluating the Effectivenessof the Organization

An important function of the county programbuilding committee, either directly or through theexecutive committee, is to evaluate its own effec-tiveness as a grs:u that is capable and equipped toperform the other listed functions. In making itsself-evaluation, attention should be given to the fol-lowing:

The number of members on the committee andsubcommittees is important It is generally agreedby researchers of group dynamics that a committeewith fewer than five members tends to lose the ad-vantages of group work. Therefore, each unit of theprogram buildmg organization expected to work asa group should have five members or more. How-ever, when the number exceeds 25 persons in asingle working body, the group loses effectiveness.

Interests represented on the committee is an-other factor to consider in evaluating the organiza-tion. After the different groups or interests are identi-fied, a decision must be made on the minimumnumber required to fairly represent and accuratelyreflect the concnns and points of view of the con-stituent groups and interests.

The quarity of the committee or its subcommit-tees depends not only on the number of people butalso on the competencies and attitudes of the in&-viduals who compose it. Representativeness meanshaving insight into the problems of the people or aparticular segment of them. It means knowing atany particular time what they are thinking, theirproblems, their wants and their needs. This kind ofrepresentativeness does not necessarily imply a geo-graphical or organizational affiliation. Rather, it sug-gests an ability to perceive, understand and thinkabout the concerns and interests of constituents inmuch the same way as the constituents that themember represents. It includes the capacity to an-alyze and arrive at solutions that are sound, practicaland acceptable to the people. Few have these capa-caties in full measure; others have the latent po-tential which they will develop if even the oppor-tunity. A common mistake is to look for this kindof person only among those already in positions ofprominence and responsibility.

Changing conditions in the county which affectthe social and economic situation may be cause forchanging the composition of the program buildingcommittee.

Duties of Specific Partsof the Organization

The overall effectiveness of the program buildingorganization will be no better than the performanceof its various pans. Each committee should establishits own operational procedures and eventually adoptthem as standing rules. Certain functions, duties andqualifications associated with r. particular offix orsubdivision of the committee are listed below:

I. The chairman of the committee should be ac-tion oriented with a drive for accomplishment. Heshould understand, believe in and practice the pro-gram building process in performing his duties. Asthe chief executive officer, he must proville effectiveleadership and constantly strive to build harmoniousand productive relationships within the organiza-tion. He should also be willing to study and learnthe business of the committee and effective proced-ures for carrying out the chairman's job. He shouldbe able to preside at meetings and lead discussions.The manner in which the chairman presides shouldcreate a climate that (a) encourages participation,(b) allows all ideas or contautions to emerge, (c)keeps the general and specific purposes of the ses-sion before the group and (d) contributes to deter-mining and attaining the committee's IN.,nposes.

The chairman's responsibilities are vaded and ac-tually shift as commiaee work progresses. The Ex-tension agents are important consultants to thechairman and should provide him the assistance andresources needed to carry out his responsibilities.The duties of the chairman include the following:

Helps select replacement members of the com-mittee

Assists in developing standing rules

Secs that the nominating committee understandsduties and qualifications of offices for which it isto submit nominations

Appoints subcommittee chairmen and assists inselection of members

Makes a general work schedule for the com-mittee after consulting with th ... members and theExtension agents

Calls meetings of the committee and the execu-tive committee and sees that each member is noti-fied

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reveal other important groups or individuals who,because of their training, experience, position andinfluence, can make valuable contributions as re-source people to the committee and the subcommit-tees. An inventory of organizations will also equipthe program building committee to involve appro-priate groups in the plann;ag or implementation ofsome particular phase of the county program.

Natural Resources. A great many counties haveone or more natural resources which may offer anopportunity for economic development. The impactof urbanization may create demand for agriculturaland rural lands to be diverted to new uses. An in-ventory of both public and private lands (whethercultivated, pastures, ranges, timber or idle) wouldbe useful information. Water resourceseither sur-face, underground or coastaloffer many opportuni-ties for the development of agriculture, industry orrecreation areas. Although most known deposits ofoil and gas are developed soon after their discovery,there may be other underground minerals such asclay, sand or gravel that could provide raw materialsto support some local industry. Attention should begiven to the wildlife and timber resources of thecounty.

Agriculture. The agricultural situation needs to bestudied from the standpoint of local, area, state, w-tional and international conditions. Useful informa-tion includes land use patterns, trends in the numberand size of farm and ranch units, levels of produc-tion, marketing practices and facilities, the nature ofcapital investments in agriculture, the degree ofmechani7ntion and the labor situation. The analysisof the agricultural situation should help the oommit-tee answer these questions about the agriculturaleconomy:

What is the relative position of agriculture tothe total economy of the county?

Has the position of agriculture changed in thepast 5, 10, 20 or more years? If so, how?

What are the trends of the different agriculturalenterprises in the county?

What are the factors which contibute to thepresent trends in agriculture?

What is the future of agriculture in the county?

A study of the area may point up the need forthe county to join with adjacent cour:ies in someprograms that offer mutual opportunides. The studyshould include an examhiation of the populationg.owth patterns and trends, particularly as they af-fect rural areas and agricultural lands. Attention alsoneeds to be given to the various agricultural pro-

20

grams administered by the USDA agencies in thecounty. If the study is thifough, it will point up theopportun'ries for improving agriculture as well asidentify the problems and limitations affecting farm-ers and ranchers.

Commerce and Indust 7y. A review of the commer-cial and industrial enterprises in the county is an-other means of identifying new opportunities. Localchambers of commerce or industrial developmentgroups, where they exist, should give leadership tothis phase of the study. Many rural counties do nothave these organizations; others have the chambersbut do not employ a professional manager. In suchinstances, a special committee appointed by the pro-gram building committee could ascertain the busi-ness and industry situation in the county.

Local Government. The extent to which publicservices meet the needs of local citizeLs is of in-terest to the leadership in any county. Informationin this area would be especially useful in developingedumtional programs to inform the people aboutthe judicial systems; the legal subdivisions of gov-ernment and how each is constituted; building codesand zoning regulations; taxation information; oppor-tunities for improving law enforcement; sewage dis-posal; water systems; civil defense; fire protection;or other public services.

Sources of Background InformationThe Texas Agricultural Extension Service has de-

veloped a set of outlines and forms which suggestthe kinds of inofrmation useful in analyzing thecounty situation. When these are used by countygroups they should be supplemented and revised tomeet the needs of the county.

The folic,ing are some general sources of usefulinformation:

Committee members and other local peoplePublished statistical data, such as United States

Census Reports on population, housing, agricultureand business; Texas Almanac; local marketing as-sociations; county records; Texas Employment Com-mission labor reports; Sales Management Magazine'sSurvey of Buying Power; Bureau of Business Re-search, University of Texas; Consumer and Market-ing Service; Statistical Reporting Servic Agricul-tural Stabilization and Conservation Service; TexasDepartment of Health and Public Welfare; localchambers of commerce; and others

Reports and records of program building sub-committees

Local surveys and area studies encompassingthe county

Resource people, including Extension special-ists and USDA agency personnel

Community, business, professional, civic, com-modity and general farm organizations

Publications from the Extension Service, Ex-periment Station, USDA agencies and others.

Procedures for Collecting andAnalyzing Background Information

The program building committee, either directlyor through the executive committee, should agree onprocedures by which all members of the county pro-gram building committee and the subcommittees willbe involved in collecting and analyzing backgroundinformation. This is usually accomplished by sub-committees assuming the responsibility in their areaof assignment and by the appointment of studygroups to collect and analyze backffound informa-tion in areas of concern for which there is not an ap-propriate subcommittee.

Subcommittees. Subcommittees have been highlysuccessful in collecting and analyzing background in-formation in their area of concern. Each subconmit-tee should seek the assistance of special resourcepeople who can provide needed information and as-sist in its analysis. USDA agency personnel and otherprofessional persons are typical of those who canmake this kind of contribution. Since the subcom-mittee's assignment is to collect and analyze back-ground information, it should seriously study itsassignment and develop a working procedure. Gen-erally, the group should follow the procedure outlinedbelow, but actually the steps are not sequential; mostof them will be occurring throughout the study.

Focus attention on the known problems andconcerns that exist in the subcommittee's area ofstudy and collect related information. This kind ofa beginning will lead the group to collect other in-formation as it sees the need for it

Look for important facts, conditions, majorchanges or significant trends that need to be con-sidered by the subcommittee and brought to the at-tention of the program building committee

Determine what factors are influencing :Jr caus-ing these conditions, trends or changes

Constantly seek additional information that mayshed light on the true situation in the county

Identify other problems and opportunities whichwere not recognized in the beginning, and developrelated information

Compile a written statement of the findingswhich will point up new opportunities or majorproblems that need attention in the county program.This statement may be developed at intervals duringthe period in which the subcommitee is making itsstudy. It is perhaps one of the most important tasksof the group; therefore, it is desirable for each sub-committee to have at least one member with writingability

Recommend long-range objectives directed to-wards taking advantage of the opportunities andsolving the problems that were identified in the study

Present the report, with an appropriate oral ex-planation, to the county program building committee.This report may be one final report or it may bemade at intervals, depending on the procedure estab-lished by the program building committee.

Study Groups. Information of a general natureabout the county is pertinent to the decisions madeabout the long-range county program. This kind ofinformation usually is not collected and analyzed bysubcommittees because they direct their efforts to-ward the program area for which they are assigned.Study groups are usually appointed or inclividualassignments made for collekling such information.When this approach is used, each member of theprogram building committee who is not a memberof a subcommittee should be assigned to a studygroup so that all will participate. The mnnber ofstudy groups will vary from one county to another,but among those that may be needed are one forcommerce and industry, one for the history of thecounty and one for population and labor force char-acteristics. Others may be needed to study areas ofconcern not covered by existing subcommittees. Eachstudy group should seek the assistance of resourcepeople who can provide needed information and as-sist in its analysis. A study group will need to gothrough the steps previously suggested unda- thesubcommittee heacrmg. After a study group has com-pleted its assignment, it should be dissolved. Al-though the basic study is conducted throughsubcommittees and study groups, the program build-ing committee has the job of coordinating the studyand further analyzing the findings.

Determining Problems andAreas of Program Emphasis

The primary purpose of a study is to identify op-portunities for the social and economic developmentof a county. During the course of study, major prob-lems will become apparent to the program buildingcommittee and others involved in the study. A prob-

23

21

lem may be defined as any condition or specificsituation that the people, after careful study, deter-mine some action or change is needed to bring aboutan improvement. As the program building committeereviews subcommittee or study group reports, it Willneed to list the problems which =nage in the pro-cess. In counties where the facts point to extremelyurgent situations or deep concerns, it is highly prob-able that two or more groups will identify some ofthe same major problems. It is this kind of evidencethat is useful to the committee as it decides on theproblem areas to receive high priority in the pro-grin=

In deciding on the broad areas of program empha-sis and problems to receive attention in the countyprogram, the committee should examine each prob-lem in light of these questions:

What is the situation that needs to be im-proved? Who are the people (one or more groups)affected?

Are those who are affected by the problem in-terested in doing something about it? If not, why?

Is it practical at this time to do something aboutit?

Are the needed resources available?

Establishing Long-RangeObjectives

After the problems, needs and interests of thepeople are identified, committees are in a position toagree on objectives to include in the program. People,both individually and in groups, respond best tospecific objectives they believe achievable. Such ob-jectives are essential if educational programs are tomotivate people to action. An objective should de-fine what a particular group of people expects to ac-complish in relation to a specific problem or need.Objectives should begin by clearly identifying thetarget audience; then a positive statement of whatthey are to accomplish should follow. Such objec-tives will senre a threefold purpose: they will (1) bea guide for planning educational and action pro-grams, (2) give direction to those responsil3le forcarrying out the plans and (3) provide the basisfor measming program accomplishments.

Some problems are so broad that they may requiremore than one objective, simply because clifferentgroups of people may be affected by the problem indifferent ways. Therefore, solving a problem may re-quire a variety of actions by different groups and in-

22

dividuals. The objectives will be more meaningful ifexpressed in such a way that they will identify aspecific group of people with the problem on whichthe objective is based.

After objectives are agreed on, the committeeshould study them and list possible alternatives forreaching each objective. The listing of such alterna-tives is nothing more than suggesting some possiblesolutions to the problem. If this is done for eachobjective, the committee will be prepared to estab-lish realistic priorities for implementing the program.

Establishing Priorities andPlans for Program Execution

Priorities and specific suggestions for program im-plementation are essential for good planning. Suchpriorities are actually the decisions the committeemakes about the order and 'agency with which var-ious problems and objectives are to receive attention.It makes these decisions after considering all thepossible alternatives for activating the program.Agreements are reached about the roles that sub-committee% local - organizations and agencies willhave in working toward certain objectives. In reach-ing such agreements, the committee must recognizethat a definite sequence of events may be necessaryfor the attainment of a given objective. In determin-ing priorities the committee and subcommitteesshould

Point up any specific objective which deservestop priority and the immecliate attention of one ormore subcommittees or other groups

Identify objectives to receive high priority with-in each program area.

In determining how the program will be imple-mented, the progam building committee should en-list the support of agencies and local groups thathave the needed resources to work with the com-mittee to plan and conduct action programs for eachobjective. In this respect the committee may

Select appropriate objectives for which it willassume responsibility for initiating an action pro-gram

Assign specific objectives or phases of the pro-gram to subcommittees for more detailed planningand action

Appoint additional subcommittees if and whenneeded

Enlist the active support of other groups, USDAagencies and other resource people in ail:lying outplans for which they have special competencies.

Providing for Evaluation andRevision of the Program

The final step in planning a long-range countyprogram is that of providing for evaluation and re-vision of the program. As the committee becomesinvolved in carrying out the program, progress willbe made, conditions will change and, possibly, de-ficiencies in the plans will be recognized. Usefulevaluation of a county program is dependent on theappraisal of each related m=ting, demonstration andother activity or event. Therefore, each subcommit-tee and other group involved in program implemen-tation should be encouraged to evaluate continuouslyand report on its own work. With the informationgained through this evaluation at the teaching level,the committee will be in a position to measure theaccomplishments made in reaching long-range objec-tives over a period of time. Such evaluation shouldbe used as a basis for making needed revisions inthe written program. In deciding what will be doneabout evaluation and revision, the following sugges-tions may be helpful.

EvaluationContinuous evaluation is essential if the program

is to be kept up to date. Evaluation cannot be anafterthought It must be planned in advance. Thefollowing should be considered:

Evaluate the planning activities. The value of thecounty program will depend on the amount andquality of work that has gone into the planningprocess.

Evaluate results. The ultimate measure of successof the county program is determined by the degreeto which each long-range objective is reached. Sincethe objectives are directed toward solving the prob-

lems identified by the people, this kind of evaluationof accomplishments must begin with the actual edu-cational activities conducted in the county. It shoulddetermine the degree to which the various demon-strations and activities which were planned at thebeginning of the year were actually carried out. Itshould also reflect the degree to which the targetaudience made the desired changes.

Evaluate teaching methods. This evaluation shoulddetermine the degree to which each demonstrationor activity actually told the intended story. Was itwell planned? Was failure experienced? If so, whatare the explanations for the failures? It should revealtow well the demonstrations or activities created in-terest and "captured the imagination" of the targetaudience or motivated them to action. It should mea-sure the participation in each activity. This gives anexposure index although it does not necessarily indi-cate the specific learning that took place.

Review of FindingsAt a meeting each year, the program building

committee should review results and changes in thecounty situation. Subcommittees should be given anopportunity to report their activities and make sug-gestions for needed program adjustments. Sharingthis knowledge of progress and results will strengthenand stimulate the work of the program builcrmg com-mittee.

Program RevisionsRevisions of the program should be made at any

time such need is recognized. However, the countyprogram builcrmg committee should meet annuallyto review the county program and make needed re-visions in objectives and priorities and supplementthe program as needed. This will be useful to agentsand subcommittees as they develop annual plans.

23

The Written County Program

When the county program building committee hascompleted the planning process described on pages18-23, the county program should be written. The re-sulting program should be the "master plan" andpoint the direction of the educational program overa period of several years. It is not expected thatExtension personnel involve themselves in imple-menting every facet of the long-range county pro-gram. The Extension Service will be concerned pri-marily with the educational phases of the countyprogram for which it has resources and staff compe-tencies. (See page 6)

The following outline should be useful to agentsand others who help write the county program. Theoutline is flexible and the content under each sectionwill vary from county to county. Six major sectionsare suggested:

Introduction

County situation

Areas of program emphasis and major problems

Long-range objectives, priorities and plans forprogram execution

Provision for evaluation and revision

Appendix.

In assembling the program, a table of contentsshowing page numbers should be included under thefront cover. If statements of acknowledgment areincluded, they should also be placed at the front ofthe program.

The following gives an explanation of what in-formation should be included under each section.

IntroductionThe introduction should give the reader a clear

description of the program building committee andthe work that has been done in planning the countyprogram. This description should include the foliow-

L Statement explairing how and when the countyprogram building committee was organized; also, anaccount of any subsequent reorganization or expan-sion of the committee

2. List of officers and other members of the execu-tive committee

24

3. List of all members, showing where they liveand the basis for their membership on the commit-tee. For instance, some members will represent or-ganizations in the county; others will represent com-modity or special interest groups; some will representcommunities or other geographic areas; and othersmay be leaders with influence among several groupsand organizations

4. List of subcommittees with a statement aboutthe responsibility of each subcommittee. Also, a listof the members of each subcommittee and an indi-cation of the interest or occupation and place ofresidence for each member

5. List giving each USDA agency and its repre-sentative and other resource people who assisted theprogram building committee in planning the pro-gram

6. List of county Extension agents who a ssistedthe program building committee in planning theprogram

7. Statement that indicates the procedure followedby the program building committee in planning thelong-range county program. This would include anexplanation of the process through which back-ground information was collected and analyzed

8. Any other information that will give the readera better understanding of the program building or-ganization and the county program.

County SituationThis section of the county program should present

a clear concise description of the county situation.The major points listed on pages 18-20 provide agood outline for organizing the information to beincluded in the county situation section. Major itemsof information which the program building commit-tee considered as a basis for making program de-cisions or which will be useful in carrying out theprogram should be identified. Other information maybe included to present a true picture of the countysituation. The need to cover significant and relevantinformation while at the same time keeping it briefpresents the writer with a challenge to combine andsummarize information without omitting essentialfacts. Also, because of the necxssary length of thissection, it is important that the information be pre-sented in an interesting, easy-to-read form. A variety

of tables, charts, maps, pictures and graphs helps tosummarize information, make comparisons, bringout changes and trends and make projections.

Areas of Program Emphasisand Major Problems

This section should name the program areas toreceive emphasis and point up some of the moreimportant problems, opportunities or needs for eacharea. The problems, needs or opportunities listed ordiscussed for a given program area should be plainlyidentified with the program area. (See discussion onpages 21 and 22.)

In listing the problems or developing problemstatements for each program area, sufficient statis-tics and other facts should be included to indicatethe magnitude of each problem and to identify thepeople affected. These statements should incorporaterelevant information included in the county situa-tion section.

Long-Range Objectives,Priorifies and Plans for

Program ExecufionThis section should contain a list of the long-

range objectives for each program area agreed onby the program building committee. It should alsoindicate priorities for each program area and theplans that were made for carrying out the program.

This should be done in a clear, concise manner. Foreach objective in the program, the subcommitteesand other groups having major roles in reaching theobjective should be indicated. (See discussion onPage V-)

Provision for Evaluationand Revision

This section should reveal what will be done aboutevaluating accomplishments and revising the pro-gram. It will, in effect, be a statement of the pro-gram building committee's intentions with regard toevaluation and revision. It should describe, in asmuch detail as practical, when and how the programis to be evaluated and how needed revisions are tobe made. (Sec page 23 for ideas useful in writingthis section.)

AppendixMaterials which add to the value of the program

but which may not logically be included in eitherof the other sections should be placed in the appen-dix. This should include information about the fed-eral, state and local agencies and organizations thatare available to help carry out the county programand a list of references used in obtaining data. Itmay also include the program building committee'sstanding rules or bylaws and any other items thecommittee wishes to include.

25

Leadership Of The CountyProgram Building Organization InCarrying Out The County Program

The program building organimtion has the respon-sibility for working with the Extension agents tocarry out the county program. To meet this respon-sibility, it should involve as many people as possiblein working toward the program objectives. To ac-complish this, each part of the organization has animportant role.

The County ProgramBuilding Committee orExecutive Committee

The county program building committee, eitherdirectly or through the executive committee, is re-sponsible for coordinating and giving leadership forcarrying out the county program. The committeeshould interpret the program to the people, stimulateaction and make systematic evaluation of the prog-ress. Each of these points is discussed in the follow-ing paragraphs.

Interpreting the Program to the PeopleIf people are to be involved in the program, they

must be familiar with its purposes and objectives.Therefore, the committee should develop and followa plan for creating public awareness of the program-Such an effort will do much to increase the ultimateprogram accomplishments. In plamiing for programinterpretation, the committee should consider whowill assume responsibility for interpretation, peopleto be reached, kind of interpretation to be given andmethods to be used.

ResponsilaTity for Intespretation

The committee should provide the leadership forinterpreting the program to the people. As soon asthe written program is completed and adopted bythe committee, it should be reproduced for widedistribution. It is advisable for the committee tohave one or more meetings to review the programand plan for presenting and interpreting it to indi-viduals and groups. The Extension agents can makea valuable contribution in developing these plans.

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Individual committee menthe= who are to per-form specific jobs in interpreting the program to thepublic should be prepared for this work by theexecutive committee and the Extension agents.

People To Be ReachedAlthough the general public needs to be informed

about the county program, it is especially importantto reach all individuals and groups whose support isneeded and who are to become involved in somephase of the program. Subcommittees, through theirrepresentative on the program building committee,should be kept informed at all times about the pro-gram- Other groups to be reached include repmenta-tives of press, radio and television serving the county.commissioners court, city governing bodies, membersof Congress and the State Legislature who representthe county, representatives of USDA agencies, gen-eral farm organizations, commodity groups, servicedubs, home demonstration and other women's dubs,community organizations, youth groups, chambers acommerce, parent-teacher associations and othersthat may have a special interest in the program.

land of InterpretationDifferent groups will be interested in the program

in different ways, but all groups and organizationsshould understand the general purpose of the countyprogram, how it was developed and by whom. Thereshould be a summary analysis of the county situa-tion, pointing out opportunities for progress andproblems that must be overcome. The long-rangeobjectives should be reviewed and an explanationmade as to why each objective was included. Indiscussing the program with various groups, an at-tempt should be made to point out the ;mplicationsof specific objectives to certain groups with appro-priate suggestions as to how these groups mightsupport the program.

Methods To Be Used

One method of interprethig the program is throughdistribution of the written county program. A spe-cial effort should be made to place a copy in the

hands of those who arc in positions of leadership.This would include the individuals and beads oforganizations named above. As each of these leadersis given a copy of the program, some member of thecommittee should review it and make needed inter-pretation.

A second method of interpreting the program isfor members of the committee to meet with eachorganization that has purposes related to those ofthe program building committee. At these meetingsthe committee member could discuss the county pro-gram as suggested under the heading. "Kind of In-terpretation" on page 26. This method would reachthe majority of the people who belong to organiza-tions in the county. Every available channel of masscommuolv don. such as press, radio and television,can help i...terpret the program to the general public.Exhibits, posters, circular letters or other appropriatemeans are also helpfuL

Stimulating Action on theWritten County Program

Program implementation is the responsibility ofthe program building committee, either directly orthrough the executive committee. Although manyother groups should be involved, this overall respon-sibility should be assumed by the committee itself.The committee should develop an action plan forimplementing the county program and contact theappropriate groups and individuals that can takeaction. This can be accomplished by the following:

Liaison and clear communim.tion between theprogram building committee, all subcommittees, or-ganizations and groups represented on the committee

Conferences between leaders of the committeeand officers of local groups to identify ways thesegroups can be involved

The committee's taking the initiative to see thatagency represmtatives and other resource people aregiven an opportunity to help develop detailed plansfor reaching objectives which require their participa-tion and support

The committee's giving assistance and supportto local organizations and groups who conttilmte toachieving the program objectives.

Recognizing organizations, agencies and othergroups which have made accomplishments in sup-port of program objectives.

The committee should assume responsibility foractually carrying out certain phases of the program.It may choose to work on one or more objectives

of general interest and importance in the county andfor which no other group or agency is organized todo the job. For example, the committee might as-sume responsibility for leadership development ac-tivities. community improvement programs or othersof this type.

Systematic Evaluation of theProgram Building Committee's Work

The program building committee, either directlyor through the executive committee, should providethe leadership for evaluation of program action. Thisevaluation needs to be continuous and should beginas soon as action has begun on any part of theprogram.

The committee should determine bow well thecounty program is understood and supported by thepeople. Evaluation of this kind should follow thecommittee's work of interpreting the program to thepeople of the county. In this respect the committeewill need to determine these factors:

The degree to which all interested groups wereactually contacted

The reactions of vatious groups toward thecounty program.

The committee should evaluate its own leadershipin gelling the program implemented. In making thiskind of evaluation it will need to determine the fol-lowing;

If copies or summaries of the county programwere provided for appropriate groups and individuals

If the committee gave appropriate assistance tosubcommittees or other groups that assumed respon-sibilities for implementing the program

The extent that agencies, organizations andgroups have been involved

How well subcommittees and other groups ac-cepted and met their program responsibilities

How successful the committee itself has beenin carrying out those phases of the program forwhich it was responsible.

SubcommitteesThe devee of success in achieving program ob-

jectives, in a large measure, depends on the sub-committees' accepting and meeting their responsi-bilities in carrying out the program. Close liaisonand two-way conummication should be maintained

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between the subcommittees and other parts of theprogram building organization at all times. This willenable the subcommittees to develop detailed plansfor implementing programs to reach objectives forwhich they have a responsibility.

Thc various subject-matter guides that arc avail-able from Extension Service specialists will be valu-able to subcommittees as they plan and carry ontheir work.

As indicated below, subcommittees are responsiblefor planning, putting their plans into action, evalu-ating results and reporting accomplishments.

Planning For Program ActionSubcommittees should perform a number of plan-

ning functions. These include the following:

Review the county program to become familiarwith the major problems and the long-range objec-tives with which they are concerned

Identify any problems and objectives on whicha subcommittee may need to work jointly with othercommittees or groups in the county

Study each major problem on which the sub-committee will work and gather additional back-ground information if it is needed to provide a bet-ter understanding of all aspects of the problem

Give close attention to the priorities that havebeen set by the county program building committeeand which affect the work of the subcommittee

Identify all available resources that can makea co&ribution to the effectiveness of the program

Establish annual goals and develop a plan ofaction to reach the goals. These plans will be usefulto the Extension Service and other agencies as theymake their own annual plans of work (Refer to TheCounty Extension Agents' Annual Plan of Work onPage 29-)

Give the county program building committeeor executive committee an opportunity to suggestappropriate coordination mith other subcommittees.

Carrying Out the Action PlansSubcommittees that set goals and make plans of

acon to reach these goals have both a responsibilityand an opportunity for helping implement the plansthey make. Most major activities are planned priorto the beginning of a new year's work. For suchearly planning to be developed into an actim pro-gram the subcommittee should do the following:

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Make additional plans prior to each event.Agreement should be reached about specific jobs tobe done and the committee members responsible forcach job

Obtain the assistance of needed resource peopleand involve appropriate action groups

Follow through on the detailed plans. Thismeans that certain members may be responsible forarranging the meeting place or other physical facili-ties: otherb may be in charge of attendance andregistration; others may make the contacts to ar-range needed fmancial sponsorship: another maypreside during the meeting: and perhaps still otherswill be carrying out other equally important respon-sibilities.

The subcommittee that recognizes its opportunitiesand follows through by putting plans into actionmakes a significant contribution to the success ofthe county program.

Evaluating and Reporting AccomplishmentsEach subcommittee should continuously examine

its work in an effort to fmd ways to increase effec-tiveness. This evaluation should consider these fac-tors:

The subcommittee as an organization. Are themembers individually accepting responsibilities andworking together as a group? Is the subcommitteeseeking and getting cooperation and support fromother organizations and resource people? Is it co-ordinating its work with the county program build-ing committee, other subcommittees and other or-g4.-tizations that have mutual interests?

Adequacy of subcommittee planning. Plansshould be re-examined at intervals. If ways ofstrengthening plans are found, the plans should berevised accordingly.

The way the subcommittee is working in imple-menting its plans. Are all committee members ac-tively participating? Are all available resources beingutilized? Are a variety of techniques being used incarrying out the plans? Answers to these questionswill give the subcommittee information as a basisfor making necessary changes.

Accomplishments from the sub:ommittee'swork. This is the end product toward which all plan-ning has been directed. Accomplishmems can bestbe measured in terms of who was reached and thedegree to which desired changes were made. Com-parison of these results with the annual goal willindicate how successful the work has been.

Program accomplishments should be reportedfrequently and systematically through a variety ofmedia. Progress reports through the local press.

radio, television and other means will help the peoplelearn of results. In turn, this will help bring aboutadditional participation and support of the work.

The County Extension Agent'sAnnual Plan Of Work

The Extension Service, like any other agency orgroup concerned with the county program, shouldmake plans for carrying out its prozram responsi-bilities. The annual plan of work prepared by countyExtension agents serves that purpose. This plan ofwork spells out rft-ponsibilities and tasks of Exten-sion agents. most of which are directly relathx1 to thecounty program. Other tasks not directly related tothe program are aho included.

Although annual plans of work are made by theagents. the actual planning on which they are basedinvolves the program building committee, appro-priate subcommittees, specialists and other resourcepeople and groups that will have a part in carryingout the plans.

If the plan is to serve its purpose as a guide toaction it must be developed in aS much detail aS ispractical. A good annual plan of work will

Establish annual goals based on the objectivesdesignated for Extension work during the comingyear

Identify the specific people tc be reachedDefme the subject matter to be covered

State the methods to be used and eventsplanned for reaching each target audience

Designate who will do the teaching or be re-sponsible for each event

Show, insofar as possible, when and where eachactivity or event will take place

State what part of the work is to be evaluatedand describe the evaluation methods.

Well made plans which include the details pre-viously suggested will serve several purposes:

I. Members of the county Extension staff will beable to do a better job of coordinating their ownactivities and efforts. They will be guided by asingle plan which takes into consideration the talentsand abilities of each agent.

2. The annual plan of work will help agents de-velop a calendar of events to guide their activitiesfrom day to day.

3. The annual plan of work helps maintain con-tinuity of Extension work in the county when achange of agents ocaus.

4. It will help district agents schedule specialiststo assist in carrying out the plans. Valid plans wriprovide a basis for coordinating the several special-ists requested for a single co-zaty. as well as for jointplanning for two or more counties.

5. County plans of work guide specialists in de-veloping specific subject matter, training materials,teaching aids and other resources needed to supportcounty programs.

6. Fmally, the annual plan of work provides Ex-tension agents an opportunity year by year to reviewthe objectives in the county program, evaluate prog-ress, establish new goals and make new plans forreaching them.

The value of this handbook depends on its being a useful guide and a dependable reference for Exten-sion personnel as they work with program building committees in the development of county program= Therecormnendations contained hercin are based on sound principles developed through research, experience endthe combined knowledge of all who have ha d a part in planning, writing and revising the handbook Addi-tional research in program building and ezperience of agents and committees wr71 offer opporminities forrevising or supplementing the handbook in the future. Suggestions from those who use this information aresolicited by the authom.

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Appendix

Standing Rules for County Program Building Committees

The purpose of this appendix is to help countyprogram building committees formulate and writetheir standing rules. It is important that committeemembers undastand the purposes and plans of theprogram building committee before they begin writ-int; standing rules. No organization should "borrow"standing rules from another and expect them to beuseful under a different set of conditions.

Members of the committee need to agree on therules by which they will operate. The rules shouldbe written specifically for the committee in a simple.understandable form. It is recommended that thecommittee operate for a period of time before mak-ing a final agreement on the rules. Experience indealing with sitnations as they arise will enable thecommittee to arrive at the best rules under whichit can achieve the purposes of the organization.

In the beginning, the committee may make tempo-rary provisions for its operating procedures. Theseprovisions should be reoorded in the ofr=io minutes.When the standing re.... aro finally written, consid-eration should be given to the provisional rules.

The task of drafting dr: stanirmg rules should beassigned to one person or a small committee ofmembers who understand program building. A con-sultant, such as a local attorney or a well-versedparliamentarian, may be asked to assist the com-mittee. Sufficient time should be allowed for thegroup to weigh each issue and to make a thoroughstudy. When the proposed rules are presented fordiscussion by the program building committee, acopy should be provided eath member.

The number and character of the standing ruleswill vary, but the subjects listed below are usuallyincluded:

1. Name2. Purpose3. Membership4. Officers5. Executive committee6. Subcommittees7. MeetingsS. Fmances

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9. Voting body10- Quorum11. Amendments

The following examples may be helpful to com-mittees as they write their standing rules. Alterna-tive examples are given for membership, executivecommittee and meetings to indicate how these ar-ticks may be handled when the executive committeeprovides coordination and overall leadership.L Name

The name of this organization is theCounty Program Building Committee.

Purpose

The purpose of the County Pro-gram Building Committee is to involve the peopleof the county in the solution of problems that areimportant to them. Although the committee mayconcern itself with any problem that is important tothe people, the committee shall not duplicate theefforts of other organizations in the county. It shallbe the policy of the committee to cooperate withand assist other organizations where the committee'sassistance is needed and =quested.3. Membership

The membership of the County Pro-gram Building Committee shall consist of its officers.subcommittee chainnen and other individuals neededto provide representation of the important socialand economic interests that are relevant to the pur-poses of the committee, as well as major geographicareas of the county.

a. The number of members shall be determined bythe executive committee.

b. Term of office for each member shall be twoyears with half of the members' terms of office as-piring each year. The term of office shall begin onthe first day of the month following a member'sselection to office accept in the case of interim se-lections to fill vacancies. In such case, the new mem-ber shall serve the unexpired term of office beginingas soon as he is selected.

c. Members of the committee shall be appointedand their acceptance obtained by the executive com-mittee. Such selections shall be made prior to theannual meeting. In selecting program building com-mittee members to replace those whose terms haveexpired, the executive committee shall consider someof the out-going members for an additional term ofoffice so that not over one fourth of the total mem-bership will be new on the committee.

OR(when executive committee coordinates and provides

leadership for the county program)The membership of the County

Program Building Committee shall consist of itsofficers, executive committee and the total member-ship of all subcommittees.4. Officers

The officers of the committee shall be chairman,vice chairman and secretary-treasurer.

a. The duties of the officers shall be those pertain-ing to their offices and other duties assigned them bythe executive committee.

b. Officers shall be elected from the current mem-bership of the county program building committee.

C. Officers shall be elected on alternate years atthe county program building committee's annualmeeting.

d. Officers shall be elected for a 2-year term andshall take office immediately following their election.

e. No person shall be elected to the same officefor more than two consecutive terms.

f. At a meeting preceding the annual meeting atwhich officers are to be elected, the executive com-mittee shall select a nominating committee of threepersons. The nominating committee shall nominateone person for each of the offices of chairman, vicechairman and secretary-treasurer and one person foreach additional position on the executive committee.except those positions that are automatically filledby subcommittee chairmen. The nominating com-mittee shall ascertain that those placed in nomina-tion will serve if elected.

At the annual committee meeting at which officersare to be elected, the nominating committee shallsubmit its nominees for vote. Additional nomina-tions for each office may be made from the floor.

Officers and executive committee mmnbers shallbe elected by the membership by ballot. The personreceiving a majority of votes cast at the annualmeeting. at which a Quorum is present, shall beelected to each office.

When a vacancy in the chairmanship occurs, thevice chairman automatically assumes the position ofchairman. Other vacancies in office shall be filled

by the executive committee from the membership ofthe program building committee.

S. Executive CommitteeThe executive committee shall consist of five

members, three officers and two additional members.a. The two additional members of the committee

shall be elected at the same time and in the sameway the officers are elected. They shall take officeimmediately following their election.

b. Executive committee members shall serve a 2-year term- They shall not be elected to the sameposition on the committee for more than two con-secutive terms.

c. The officers of the county program buildingcommittee shall serve in the same positions on theexecutive committee.

el. The executive committee shall hold regularmeetings in January and September of each yearand at other times as determined by the chairman.The secretary shall notify members of the meetings.

e. A quorum shall consist of four members. Amajority vote of the membeis present at a meetingwhere a quorum is present shall be the act of thecommittee.

L The executive committee is empowered to act.as authorized in rules 3. 4, 5 and 6, to transactnecessary liminess between the meetings of thecounty program building committee and to act inemergencim that do not affect the policies of thecounty program building committee.

OR(when executive committee coordinates andprovides leadership for the county program)

The executive committee shall consist of a mini-mum of 12 members; three officers, the chairman ofeach subcommittee and at least four additionalmember..

a. Executive committee members who are not of-ficers or subcommittee chairmen shall be elected atthe same time and in the same way the officers areelected.

b. Term of office for executive committee mem-bers who do not also serve as officers or subcom-mittee chairman shall be two years.

c. Officers of the county program building com-mittee shall serve in the same positions on theexecutive committee.

d. Ail subcommittee chairmen shall serve as mem-bers of the executive committee during their tenureas subcommittee chairmen.

e. The executive committee shall hold regularmeetings in January. May and September of eachyear and at other times as determined by the chair-man. The secretary shall notify members of themeetings.

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f. A quorum shall consist of 50 percent of themembers. A majority vote of the members presentat a meeting where a quorum is pre:. -nt shall be theact of the committee.

g. The executive committee is empowered to act,as authorized in rules 3, 4, 5, 6, and 7. In additionthe executive committee shall carry out those func-tions it deems necessary to its responsibility for co-ordinating and providing over-all leadership forplanning, carrying out and evaluating the countyeducational program.

S. SubcommitteesThe executive committee shall determine the. T :-

committees of the County Progra...Building Committee. The executive committee maydissolve subcommittees and create new ones.

a. ChairmanThe chairman of each subcommit-tee shall be appointed by the chairman of the countyprogram building committee after he has been ap-proved by the ex=utive commit= The chairmanshall appoint the subcommittee chairman as soon aspractical after ho is elected. Upon appointment, thechairmen of the subcommittees shall become mem-bers of the county program building committee.

b. SecretaryThe subcommittee shall elect onemember as secretary.

c. Members of SubcommitteesMembers of sub-committees shall be appoinied by the chairman ofthe county program building committee after he hasconsulted with and had r=ommendations from thechairman of each subcommittee. The chairman shallappoint the subcommittee members as soon as prac-tical after he is elected.

d. Term of OfficeThe term of office of thechairmen and other members of subcommittees shallbe the same as that of the chairman of the countyprogram building committee.

e. MeetingsSubcommittee shall meet at suchtimes and places as determined by the subcommitteechairman.

f. ReportsReports of subcommittee plans shallbe made to the county committee. Each subcommit-tee shall make a summary report of its acuvities tothe county committee at its annual meeting. Thechairman shall make the report and submit a copyto the chairman of the county program buildingcommittee.

g. VacanciesA vacancy in the office of a sub-committee chairman shall be filled by an appointeeof the program building committee chairman subjectto the approval of the executive committee. Othervacancies in the subcommittee shall be filled by per-sors appointed by the chairman after he has con-sulted with the chairman of the subcommittee.

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7. MeetingsThe County Program Building

Committee shall hold regular meetings during Febru-ary and October, and at other times determined bythe chairman.

a. The February meeting shall be the annualmeeting when reports of accomplishments are made.On alternate years officers are to be elected.

b. The chairman shall designate the place andhour of each meeting.

c. The secretary shall send notice of each meet-ing to the members at least 1 week prior to themeeting date.

OR(when executive committee coordinates andprovides leadership for the county program)

The County Program BuildingComithttee shall meet during February of each yearand at other times determined by the executive com-mittee.

a. Th ." February meeting shall be the annual meet-ing when reports of accomplishments are made. Onalternate years, officers shall be elected.

b. The chairman shall designate the place andhour of each m=...Ing.

c. The secretary shall send notice of each meetingto the members at least 1 week prior to the meeting.

8. Financesa. No membership dues shall be required.b. The secretary-treasure shall receive, hold and

disburse all funds belonging to the CountyProgram Building Committee and make a full re-port as requested by the chairman..

c. All disbursements shall be made by checkssigned by both the committee chairman and thesecretary-treasurer.

cL At the end of the term of office, the secretary-treasurer shall turn over to the secretary-treasurer-elect all money, books and papers of the countycommittee in the custody of the secretary-treasurer.

9. Voting BodyThe voting body shall consist of the members as

defined in Rule 3.10. Quorum

A quorum shall consist of half of the membersof the committee.11. Amendments

These rales may be amended by a two-thirds ma-jority vote of the members present and constitutinga quorum at a meeting of the organization at whichthe proposed amendment is to be acted on. At leasttwo weeks before the meeting, the secretary shallsend a notice of the meeting and include a copy ofthe proposed amendment.

ERIC Clearinghouse

APR 9 1972

on Adult Education