We have a long way to go to get out of our antiquated, exclusive environments. Professional development might not cut it and tough decisions need to be made - including what administrators truly do the best for our system.
Concerns about Extension
Good employees of content areas such as FCS nutrition, health, aging and resources, child development, Ag horticulture, insects, rocks, grasses, soil, and more are leaving the profession due to upper management locally and at the state level NOT taking action on the feedback they are getting. For example, exit interview information, employees begging for help with local incompetent directors, and local boards with conflict of interests. Employees that want to advance and value the mission and vision of Extension are leaving! Supervisors should have the professionalism and supervisory skills, knowledge, and experience! The system in [state deleted] needs to change. Local 'good ol boy' boards hiring people is ridiculous. Local boards of directors’ hire based on who they know, who gives them gossip about the candidates, and who is least expensive versus the quality of the candidates' education and experience. I appreciate the survey but offering professional development alone won't address the underlying issue of lack of organizational and personnel capacity. More structural changes need to be made. I value the Extension Foundation and it's a great resource but I think there are greater opportunities to be meeting the needs other than providing more professional development. What TA models are you basing your efforts on? How can you facilitate organizational, rather than individual, change? I believe our [institution deleted] leadership doesn't adequately recognize that our status as a 1994 LG institution is a fundamental part of our mission, and involves substantial responsibilities and obligations. We would benefit from training opportunities that inform and educate our leadership (and our entire faculty/staff) about our role as a 1994 Land-grants. This should include the history and purpose of all Land-grants types, as well as the social and political factors that led to the 1994 Land-grants.
Stuff needs to change. A hostile work environment internally does nothing of benefit for the people we serve.
Move to regional administrators rather than having supervision in local offices has been highly destructive to communicating needs and providing support for faculty.
Employee Recruitment
Self-assessment, lack of definition and appreciation for the extension professional (versus the local guy that “fits” the role”) are the key issues that extension faces. Extension is less attractive to highs quality professionals, and more attractive to “locals”. This July will be my 10 yr. anniversary with Extension and the conversation about how to communicate with the public has remained more or less the same: they don't get us! This observation goes both ways: the public feels this way about what we do because extension specialists communicate from their 'ivory tower'. Extension specialist don't feel heard because the public is non-responsive because THEY don't understand. Huge disconnect. Yes, there are lots of folks with PhD and other titles behind their name, the ability to make a human connection is missing. (Yes, I have letters behind my name too!) ... I am 'social' scientist. :D. We need staff that has both the intellectual knowledge AND the human touch. We need specialists that KNOW and CAN and Want to learn to manage people (not just research).
Professional Development Content – Agriculture
Mapping for future impacts for the service area; Working partnerships with Ag Producers on vision and identifying and acquiring needed support for new markets.
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