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H .“', \ I ”Y ' ‘ '. r 1 I .1 I \ This is to certify that the thesis entitled Extension Program “ anning: Organization and Lrocess it presented. bg Bohn Edvard Musgrave ‘ has been accepted towards fulfillment of the requirements for 32.8. 11::tension degree in .1 ' ra %/ /// Major professor / . Date March 15, 1954 ‘__J_..-A ~----A.-.A _ . . n-*”--wm'—~ V_ 3W ’2 ‘3 1992 Inc; ‘2 "f ’73 "JAN 3 s 1923 .5" NOV 2 9 2003 ; 312003 EXTEASION PROSRAA PLAEEING: OKGRNIZnTION AND PKOCESS By Bohn Edward husgrave Submitted to the School of Graduate Studies of Michigan State College of Agriculture and Applied Science in partial fulfillment of the requirements for the degree of MASTER OF SCIENCE School of Agriculture 19Sh waa‘lfi I‘I"?" ‘,{"‘ ":- 1 ‘~ .‘1 xviritdiahwu-.‘n.l Throug llout this study the advice an: assistance of Dr. John T. Stone has oeen most helpful. Because of his interest in extension workers and his desire to help solve some of their basic problems, this investigation was undertaken. The writer is also gree atlv in oeoted to Dr. Paul I. hiller unt‘zer whose guidance ard supervision the astu udy was pursued. his vision and sound philOSOphy have seen an inspir ti ion as well as a challenge. Lppreciation is expressed to Dr. J. L. hatthews, for valuable suggestions as well as materials which were proviced; also to hr. T. G. Stewart and other extension workers from various states for their timely assistance. The policy of nichigan State College relative to sanbatical leave has made it possible for the writer to complete this work. Encourage- ment received from Dr. D. d. Varner, hessrs. A. A. Berg, B. D. Kuhn, A. A. Griffith, and others on the stafi of the Cooperative Extension Service of llCnlbun Sta te College is gratefully-acknowledged. us‘,¢~—_- {3:12-13 33 TLLLE OF CONTENTS CHLPTER PAGd I O IIWhODUCTIOL‘j OOOOOOOOOOOOOOOOO O ........... O O O O O ...... O O O O O O l A. Importance of Program Planning...................... 3 B. Definitions of Program Planning..... ................ 10 C. Definitions of organization and process ........ ..... 16 II. PhOBLEM LND EQTHQD ................ . ................. . ..... 2D A. Organization of Planning ............................ 2' B. Process Types in PrOgram Planning ..... . ...... . ...... 25 C. Purpose of the Study .............. ...... ........... . 30 D. Description of Mecosta County.... ....... . ........... 3O E..method Employed .......................... . ........ .. 37 III. CLASSIFICATION or PnOthM PLANNING‘TKPES..... ......... .... b5 A. Program Planning Types... ...................... ..... 5 B. Program Planning Lctivities for 1953........ ...... .. L9 C. Organization of Planning GroupS..... ...... .......... 52 D. Planning Selected Activities and Projects ....... .... 62 E. Summary .......... . ....... . ........ . ............ ..... 75 IV. COMPABITIVE ANALYSIS OF PROGhAM PLANNING TYPES............ 79 A. Program Planning: The hecosta County Definition.... 79 B. Total Time Involved.......... ...... ...... ...... ..... 82 C. Interlocking Structure of Groups....... ..... ........ 93 D. Progran Flaming PrOfileS. O 0.. I O O I O O O O O O O O O O O O O I O O O O 96 E. surmna‘r'yOOO. ......... O ........... .00. ...... O ......... 116 V. SUMMLRY AND IMPLICLTIONS....................... ....... .... 115 BIBLIOMPHY... ..... 00.00.0000... 0000000000000 O ....... .00... ..... 137 IPPEquCEs. .................... . ................................. 1&1 XI. XII. Organizational Structure of Rural Mecosta.County.......... Program Planning Activities for l953...................... Program Planning Units and Time hequired in Planning a PESture Improve1nent ProgamooooOo000.000.000.0000000000000 Program Planning Units and Time Required in Planning a countbr‘firass Ins‘bit‘uteo0.000.000.0000oooooooooooooooooooo. PrOgram Planning Units and Time Required in Planning a Brofler Day...OIOOOOOOCOOOOOOOOOOOO.OOOOOOOOOOOOOOOOO0.... Time Reguired in Planning Other EventS.................... Total Time Spent in Program Planning inlflecosta County for the Year 1953 Total Time Spent in Program Planning in Mecosta County in 1953 bbr suojeCtIJie‘tter ‘I'reESIOOOOCOOOOOOOOOO00.000.00.000. Total Time Spent by agricultural Lgent With Extension Stafi" b3? SUbjeC-t Fiat-tern J.ree'SO..OOOOOOOOOOOOOOOOOOOOOOOCO Total Time Spent on Program Planning with Individuals by subjeCtlJietter 'rfl’I‘rea“S...0.0.0.0...0000000.0.00.000000000000 Total Time Spent in Program Planning with Groups by SliojeCtLIJ-‘atter lxreas.00....OOOOOOOOOOOOOOOOOOOO0.000000... Total Time Spent in Program Planning with Specialists by subjeC-tbiatter I‘reasOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO.... Interlocking Structure of Organizations as Represented on tkle county IagiCIll-tural Com-lcil...OOOOOOOOOOOOOOOOOOOOOOOO PAdE 36 8-14 (‘7') \J'I 87 69 92 9h lO. 11. 12. 13. 1h. LIST CF FIGUAES Location of hecosta County in the State of Kichigan....... Townships in.hecosta County............................... ExtenSiOni'tdvisOry‘ Board-0......Io.000.000.000.000000000000 Organizational structure of county agricultural council and prOjeCt Committeesoooooooo.o.00.0.0000.00.000.00000000 Planning the county agricultural extension program........ Organization--process profiles of planning a pasture improvement program....................................... Organization-~process profile of planning a county grass inStituteCC.........C...’................O...’............ Organization--process profile of planning a broiler day... Stages and steps in group planning by the County {gri- Clfl’tural CO‘mCil.OOIOOOOOOOOCOOOOOOOOOOOOOOOOOO0.00.0.0... O“ -\l 99 Stages and steps involved in individual planning.......... 108 Stages and steps involved in planning with Specialists.... 1 Stages and steps involved in local staff planning......... 1 Organization--process profile of planning a tractor school 1 Organization-—process profile of planning a cherry growers meeting and demonstration................................. l Organization--process profile of planning a dairy tour.... 1 Organizations and groups represented on the county agri- cultural council.......................................... 1 ll 1 15 51 5'2 53 :1 Lu CHAPTER I INTRODUCTION Many problems are encountered in the deveIOpment of programs by the Cooperative Extension Service. Since most of the work in deveIOping these prOgrams occurs on a county or local level, it is at these points that considerable attention is focused. Problems appear with varying degrees of intensity as the COOperative Extension Service involves the United States Department of Agriculture, the Land Grant Colleges, and reSpective county governing bodies. This is a study of one of these major problems in this broad area. More Specifically, the purpose is two-fold: first, to develOp profiles of organization in program planning; second, to deveIOp and classify pro- files of process in this field of planning procedure. Reference has been made throughout to organization or structure and to process. Organization, as held here, relates to a group of persons, arranged in relationships, one to the other, which bear on a common purpose. Process means the ordering of events, i.e., forms of social relationship, as they apply to the culmination of a given end. Process gives consideration to the changing aspects of social phenomena- The task of the county extension agent is to plan and carry out an effective educational program. Such a program when fully developed, should be functional and adaptive to the needs of the people. This re- quires both thought and effort directed toward definite objectives. The extension worker has the task of bringing about a satisfactory balance between.meeting emergencies, maintaining an efficient office for the furnishing of reliable information on a variety of subjects, organizing and maintaining Special services, and coordinating and making more effective the many varied educational projects which pass through his office. On the other hand, the extension worker, with the help of local peOple, determines the most significant problems; seeks effective solu- tions, and the ways and means of carrying them out. This process involves people. It frequently presupposes that local leaders, members of organ- "\ ized councils, boards, and committees will be coordinatedéfor the relevant purposes. Just how to penetrate this maze of details and demands, and to organize programs and procedures that will produce the most satisfying results are matters‘with which the average county extension agent would like assistance. With this perspective, certain phases of this broad problem have been investigated.1 In discussing this question, h. Baird and A. W} Willis state their views as follows: Program planning is looked upon as a.means of determining, developing and executing programs. It is continuous. The local people, professional workers and scientists pool their knowledge and judgments in achieving permanent social and economic improve- ments. It is based on the past and present conditions in com- munities where the peeple live. tF. B. Morris, Planning County Lgricultural Extension Programs, Extension Service Circular 260, United States Department of agriculture, Washington, D. C., 1937, pp. 1-2. The task of determining with farm peOple and college specialists just what are the most significant problems, and of finding practical and economic solutions is one of the most difficult and most important jobs confronted by exten- sion workers.2 J. L. Matthews has contributed many ideas on the subject of develOp- ing extension programs at the local level. In a recent publication he points out that one of the effective ways of motivating peOple, so that they will desire to take part in extension activities is to have them participate in program planning. It is one of the best ways of interesting peOple in what is being offered through this educational medium. It therefore means that program develOpment is an important part of the extension teaching job.3 A. Importance of Program Planning Program planning is so much a part of the work of extension agents that its importance can hardly be overestimated. There exists both an Opportunity and a reSponsibility in this field of deveIOpment. Although much has been written on the various aSpects of this problem, application is still difficult for many workers in the field. Much of the extension worker's time is spent in planning various aspects of the total program. There is always the question of whether - 2M. Baird and A. w. willie, Agricultural and Family Life Planning, COOperative Extension Service, College of agriculture, Laramie, Nyoming, Outline No. 1, l9h9, p. 1. 3J. L. Matthews, How 1.0.9. Deve10p 3 Proggam, Extension Service Circular ho. 887, United States Department of Agriculture, washington, D. C., 1952, p. l. this time is well spent. Local peOple also contribute both time and effort. Many play clearly defined roles in the program building activities. It might be timely, first of all, to review the purposes of the extension progran, as they relate to program planning. h. C. Ramsower has stated: It is not what extension work does for peOple but what it does to them that counts. The ultimate objective of extension teaching is to promote the physical, mental, spiritual, and social growth of the individual farmer, his wife and his children. According to our present point of view, this can best be done by assisting them in analyzing their own problems, in finding solutions for them, and in bringing about active participation in formulating and carrying out the plans necessary to put those solutions into effect.4 Another author, h. C. sarritt, arrived at a similar definition: The fundamental purpose of any educational enterprise is to teach persons how to think, and not what to think. It is the function of the Extension Service to teach peOple to determine accurately their own needs and the solution of their own problems, to help them acquire knowledge and to inSpire them to action. But it must be their own action out of their own knowledge and convictions.5 Objectives and goals:6 From the early beginning of the Extension Service, programs have been develOped to meet the needs, and desires of farm «Lg G. Stewart, Organization and DevelOpment pf Extension Programs, Summer School Outline, Extension Service, Colorado A a M College, Fort Collins, 1952. 5n. c. Barritt, ibid. 6A. H. Walker, 0. Roberson, T. H. Summers, n. J. Brush, S. w. howard, C. C. Noyes, L. M. Daughtery, R. C. Geiberger, and A. D..Morley, Using .Extension Specialists lg County Program Planning, Committee Report, Regional Extension.Summer School, Colorado Agricultural and Mechanical College, Fort Collins, Colorado, 1952, pp. l-h. A Special committee studying this question at the Colorado Summer School peeple. tnless local people have a definite part in the planning process, there is less assurance that these needs will be fulfilled. Some of these needs may involve the actual problem of earning a living; of having enough food to eat; or of providing suitable housing. It may be a question of home or community improvement. One thing that should be realized is that the needs and desires are real and are prob- lems to be solved.7 In discussing "Goals of Extension'work", Farrell, when.president of Kansas State College, mentioned five objectives that he considers to be of major importance in extension work. These are listed as follows: first, to deveIOp a better understanding and appreciation of rural values; second, to promote an understanding of rural problems; third, to develop functional methods of solving rural problems; fourth, to make rural life more satisfying and beautiful; and fifth, to promote a better integration of problems of rural life with other general activities and interests of peOple.8 Footnote 6 continued -- mentioned above, listed the following four ob- jectives of extension work as worthy of note. "First, to contribute to the individual deveIOpment and the collective welfare of people; second, to help people make adjustments in the home and on the farm or ranch, to meet changing economic, social conditions and technological develop- ments; third, to aid in the efficient production, preservation, and distribution of food and fiber; fourth, to aid in maintaining the increas- ing and productive capacity of the nation's soils and assist in the wise use of natural resources." 7H. C. Ramsower, Extension Problems 13 the Post Ker Period, United States Department of Agriculture, Washington, D. 0., 1955, p. l. 8L. D. Kelsey and C. C. Hearne, Cooperative Extension'Work, Comstock Publishing Associates, Ithaca, New York, l9h9, p. 35; Having stated a few generally accepted goals and Objectives of the extension program, attention should now be focused on the theme of this report, namely, program planning. Perhaps one of the reasons why some workers dislike this phase of their over-all activities has been that it is not clearly understood or its importance not fully realized. In dealing with this situation, the joint committee of the United States Department of Agriculture and the association of Land Grant Colleges and Universities, believed in the importance of planning by local peOple. Their report indicates that because of the wide variance in situations facing rural peOple, continuous planning is both necessary and desirable. Furthermore, the Extension Service has recognized both the prOpriety of, and necessity for, the cooperation of peOple themselves in determining problem emphasis in extension programs. The extent to which this has been done varies greatly between states and differs much from county to county within a given state.9 In discussing this question, D. Ensminger in reporting on the central states program planning workshOp, stated: The one consistent thread running through the workshOp is that the success of extension's total educational effort is, more than any other thing, dependent upon program planning. (Program determined, program executed, and prOgram evaluated.) In my discussion with extension workers around the country, I find ready agreement that program planning as a concept is absent in extension thinking. As I see it, the concern is a tendency on the part of administrators, supervisors, Specialists and county workers to look on program planning as the most 9J. A. Hannah, P. V. Cardon, E. S. Brunner, W, C. Coffey, H. L. Donovan, J. R. Hutcheson, D. Meeker, w; A. Minor, H. R. husk, and T. E. Wilson, Joint Committee Egport 23 Extension Programs, Policies and Goals, United States Department of Agriculture, Washington, D. 0., 19113: p. be. basic extension method, for if prOperly applied it encompasses all educational methods into an integrated, forward—looking and balanced program.13 Prggram planning a.method in education: If the statement that "prOgram planning should be looked upon as a method in extension education, rather than an additional job to do," is important, and is accepted by the extension worker, it is quite likely that this particular feature of his work will take on added interest. Kolb and Brunner look upon program planning not only as desirable, but also as absolutely necessary: The naive assumption that any group of persons will fall in with a plan about which they have not been consulted and which has not taken the social Situation into account has been proven false so often in history that its survival is one of the world's mysteries.u The acceptance of any program, however good, cannot be taken for granted. To do so often leads to the failure of many worth-while projects. F. C. Jans, in analyzing this question, states: If the social sciences have anything at all to teach they certainly have proved that pOpular acceptance of a program is in direct ratio to the degree that local representatives have participated in the conception and formulation of the program, and that progress comes faster when those who are supposed to be helped have something to say about the program from the beginning.12 10D. Ensinger, Report pf the Central States Agricultural Extension Pro- gram Planning Workshop, University of Minnesota bulletin, St. Paul, lflfi,p.SL 11J. H. Kolb and E. deS. Brunner, g Study 9g Rural Society, houghton jMifflin 00., New York, l9h0, pp. h-S. 12F. C. Jans, Extension.LookS §t_Program Plannipg, Extension Service Circular No. h78, United States Department of Agriculture,‘Washington, D. c., 1952, p. 10. In the Extension Service program planning workShOp, held at the University of Minnesota, this same idea was expressed. It was pointed out repeatedly that the responsibility that peOple feel toward carrying out a prOgram is directly related to the part they have in determining it. Also, peOple like to feel that the final program is their reSponsi- bility.13 Leadership deyglgpment: In presenting the problem thus far, the emphasis has been placed on the importance of the program itself and how it can best be deveIOped. There is also the question of the effect on the peOple themselves. Local leaders and others who participate on a com— munity or county level receive benefits which make them of great value to the whole extension effort. The joint committee on extension programs, policies and goals, of the United States Department of Agriculture and the association of Land Grant Colleges and Universities, has this to add: Perhaps the greatest achievement of the Extension Service has been its contribution to the deveIOpment of leadership capacity in rural peOple themselves. PeOple must act, accept reSponsibility and provide leadership essential to successful group activity . In short, whereas extension has done much for people, it is what extension has helped peeple to do for themselves that achieves the greatest results.14 13C. Kirchner and committee, Central States Agricultural Extension Program Planning Workshop, Extension Service, University of Minnesota, St.Pau1, 19w, p. 57. 14J. A. Hannah, P. v. Garcon, E. s. Brunner, w. c. Coffey, H. L. Donovan, J. R. Hutcheson, D. Meeker, W. A. Minor, H. P. husk, and T. E. Wilson, 22- cit., pp. h-S. Taking part in program planning activities tends to increase the knowledge and Skills of peOple generally.15 It gives direction to their energies and desires to be of service. It tends to the stimulation of action and the general support for prOgramS of rural welfare. It broadens the base for determining many local policies, for making de— cisions, and for carrying them out. Leaders tend to deveIOp more confi— dence in themselves and they learn how to discover facts and to assemble them. They not only accept responsibility themselves, but learn how to get others to do likewise.16 The importance of program planninglv might be concluded with these two paragraphs from the joint committee report, previously referred to: 16J. L. Matthews, National Inventory of Extension Methods of Proggam Determination., Extension Service Circular No. D77, United States Depart- ment of Agriculture, 1952, p. 1: "County extension programs are the basis for extension work and are the means by which the Extension Service seeks to accomplish its purposes. Results in extension are dependent upon the quality of the program and the quality is influenced by the methods used in deveIOping the program." 16r. G. Stewart, The Organization and Procedures for Planning and Carry- __g Out Agricultural Programs in Colorado, Extension Service Circular 2253, Colorado Agricultural and Mechanical College, Ft. Collins, 1950, pp. l-l9. 1’s. Baxter and R. Cassidy, Group Experiences the Democratic way. Harper Bros. Publishers, New York l9h3. pp. 7-8. In discussing this subject, these authors have this to say: Leader- ship in a democratic group demands that the person in that capacity at any given time knows better than anyone else the best ways for that group to move toward its goal. This does not mean that the members of the group do not know what the general direction of the group enterprise Should be, but they have entrusted leadership to the person best qualified to give it particular direction. Upon the leader falls the responsibility of knowing both the individuals in the group and the problems with which they are concerned. The leader usually knows more about, and gives more attention to the goals to be achieved than he does to what happens to individuals in the process. The process of leadership is one of inter-action between the one lead- ing and those led. Each is affected by the other. To lead individuals into ever expanding and stimulating experiences, the leader must know his gTOUP. 10 The search must be intensified for more effective ways of stimulating the urges of rural peOple to seek and find solutions to their problems, rather than ways of handing them measured doses of information to satisfy immediate demands. The object of our work is the deveIOpment of peOple them- selves to the end that they, through their own initiative may effectively identify and solve the various problems directly affecting their welfare.18 B. Definitions of Program Planning Definitions of program planning are many and varied. However, most of them embody much the same ideas, although expressed in somewhat different words. 0. B. Jesness has this to say on the subject: Program planning needs to be envisioned as a long time educational process, of peOple looking at facts and Situations, thinking about them, discussing, arguing, and developing in- dividual, community and other lines of action to effect improve- ments. It needs patience, Open-mindedness and vision if it is to serve the real purpose.19 Sometimes definitions in themselves have little meaning. However, in this case, the expressions used by various authors, many of whom are extension workers, gives much of the phiIOSOphy and the objectives of program develOpment. Program building is not a ritual we go through for its own sake. Nobody is Satisfied to be forever planning and talking and never actually getting to do the job. we have said that the process is continuous. Therefore the role of each 18J. A. Hannah, P. V. Cardon, E. S. Brunner, W. C. Coffey, H. L. Donovan, J. R. Hutcheson, D. Meeker, W} 1. Minor, H. P. husk, and T. E. Wilson, gp. cit., p. 68. 19f. G. Stewart, The Orggnization and Procedures for Planning and Cargy- in Out Aggicultural PrOgrams 32 Colorado, Extension Service Circular ‘25-?3, Colorado Agricultural and Mechanical College, Fort Collins, 1950, p. h. 11 person should be definite enough so that each can do his or her part and then be through for a while. Thus, when con- ditions change, new interest will be found. Much depends on.making a distinction between that which is a long-time phase of the prOgram and that which is changing and demands immediate attention. Lobody wants to thresh over old straw.20 K. Knaus in discussing planning at an Extension summer session in ‘Wisconsin, states the following: So many Speeches have been.made about planning and so much crusading has been done in the name of planning that sometimes we may be prone to forget that it is not an end in itself. Planning is nothing more than an incidental phase in the accomplishment of work or the attainment of an ob- jective. I have a feeling that sometimes we think of it as something aside from our ordinary day to day job. Planning, broadly speaking, is actually the daily think- ing and action of each of us as we go about our work. Any person who consciously organizes his own work or directs the efforts of others in carrying on work, unconsciously engages in planning. Planning is no more than the gathering and analysis of pertinent information and the drawing of conclusions there- from as to what a future course of action.may be. In discussing this subject as it is carried out in the state of Texas, W} N. Williamson reports: County extension.program building is the functional process of developing a program. This is a recognized educational process through which peOple, with the help of county extension agents, discover and analyze their own problems, determine solu- tions and decide on objectives. Major emphasis is placed on the long-time aspect of a county farm and home prOgram and partici- pation of peOple concerned with its develOpment.22 20L. D. Kelsey and C. C. Hearne, Cooperative Extension work, Comstock Publishing Associates, Ithaca, New York, 1939, p. 155. 21K. Knaus, Notebook in Program DevelOpment, Extension Service Circular 855, United Sta.tes Departmento of Agriculture, Washington, D. C., l9hb, p. S. 22W. .‘Williamson, County Extension Program Buildi_g in Texas, . Extension Service, Texas A and M College, College Station, 1990, p. 3. 12 Since the enactment of the Smith-Lever law in l9lh, many terms or labels have been applied to program making efforts.23 Extension pro- gram planning had been commonly used. Others include rural policy making 0) rural prOgram planning, land use planning, and agricultural program planning. Likewise the term planning has been used in such a broad sense by so many groups and individuals that care must be exercised to get a common understanding. The same might be said of the overworked word "program".24 Definitive factors: Program planning includes many factors in dealing with people. The fact that teaching is involved in the process makes it especially important. On the basis of known research and experience it has been found that the participation of the people is desirable. It is through this participation in the planning that they become interested in assuming more reSponsibility. Certain factors contribute 23K. Knaus, Notebook in Program Development, Extension Service Circular 855, United States Department of Agriculture,‘Washington, D. C., l9ht, p. 6. In discussing this subject at greater length, Knaus brings out the following conclusions: "As guides in our planning work, there are a few principles that should be kept in mind. First, program planning is a continuous process; second, prOgram planning is a teaching process; third, establishing definite objectives is an essential part of the planning process; fourth, good prOgrams will be based on and grow out of basic information, recognized problems and felt needs of local peOple; fifth, prOper program planning procedures lead peeple to see beyond present felt needs to basic underlying problems; sixth, good progran planning deveIOps leadership; seventh, a welleplanned program will con- tain procedures for evaluation; and eighth, the function of the extension staffs in program planning is to provide democratic leadership." 24F. C. Jans, Extension Looks at Prggram Planning, Extension Service Circular No. h76, bnited States Department of Lgriculture, washington, D. C., 1952, p. l. 13 to the increasing of interest in this work.25 Some of these are listed. (a) Obtaining information, local surveys, and neighbor- hood observations, (o) thinking, analyzing, deciding the rela- tive importance of various problems, (c) deciding on problems first and activities second, (d) acquiring new skills and attitudes. The Extension Service can furnish information of the kind and type more useful. Its Specialists will develop methods which set the stage for learning and leadership training.26 Program building is continuous. It is never finished, but something on which continual work must be carried out. Situations are ever chang- ing, through social and economic trends, or because of actions of the peOple themselves. Problems themselves change, emphasis changes, and certain phases of the program may be completed. This is desirable, since peOple like the satisfaction that comes from accomplishment. Because of this, they attack new and bigger problems with increased effort. Program planning also involves coordination. The efforts of in- terested leaders are brought tOgether. Groups and agencies consider and use the same resources and seek solutions to similar problems. The leadership receives a better understanding of the important problems 25K. Knaus, Notebook ig.Pr0gram Development, Extension Service Circular 655, United States Department of Agriculture, washington, D. C., l9h8, p. S. Knaus goes on further to state that two types of planning might be con- sidered: (One) prOgram planning which is the preparation of the program designed to help solve the problems of farm peOple and thus justify the existence of our services; (two) administrative planning which will have to do largely with your own actions and those of your co-workers and leaders as you carry into effect the program developed to carry out the objectives of extension work. 26L. D. Kelsey and C. C. Hearne, Cooperative Extension.work, Comstock Publishing Associates, Ithaca, New York, 1959, p. 13o. 1b facing local peOple. In addition, the planning activity deals with major problems with which peOple are concerned, and is not limited to certain subject matter lines and activities. In his work on prOgram planning in extension, F. C. Jans points out further that: PrOgram planning is progressive. As experience and com- petence in dealing with problems are achieved, rural people develop a greater confidence in themselves. Experience in many counties shows an early tendency to deal with minor problems, followed later by a growing interest in deeper, more fundamental questions. The planning effort may be said to be an Extension Service responsibility to train peOple in the counties to develOp and examine information from which clear statements of major problems and recommended solutions may be made. PrOgram planning is a continuing educational process. Planning is not the end but really the beginning of greater service to rural peOple. It maps out the road ahead and points the way. It creates interest. At regular intervals the planning groups review progress, and as the situation warrants they made additional recommendationsfit'7 Another statement advanced by D. Ensminger in his program planning workshOp report, points out this fact: 27F. C. Jans, Extension Looks at_Pr0gram Planning, Extension Service Circular No. A76, United States Department of agriculture, Washington, D. C., 1952, p. 3. In addition, see the following: T. G. Stewart, The Organization and Procedures for Planning and Carrying Out Agricultural Programs in Colorado, Extension Service Circular 2253, Colorado Agricultural and hechanical College, Ft. Collins, 1950, pp. 3-h. In discussing this problem further, Stewart points out that "agricultural planning is simply a careful study of the facts, experiences, ideas and opinions relating to a problem and the pooling of judgnents as to their best solution. But planning must not stop here. Agricultural planning is of little value unless it includes procedures for reaching interested individuals and organizations so that they might solve the problem by individual or collective action;" Anonymous Report, The ThirtyeThird Annual Extension Conference, Colorado Agricultural and Mechanical College, Ft. Collins, Colorado, l9h7, pp. l-2. This report lists the following program planning characteristics: (One) it is based on the needs of the people; (two) it is comprehensive in sc0pe° (three) it is flexible; (four) it is an educational process; (five) it starts where peOple are; (six) it reguires capable local leader- ship; (seven) it makes use of technical and research information; (eight) it seeks maximum local participation in the effort to help peOple help themselves. 15 Effective program planning provides for two-way channels of communication. In addition to getting the technical know- ledge down to the peOple, here is an equally important func- tion to perform in taking the problems and concerns of the peOple up the channels to the research laboratories and ad- ministrative people for consideration in policy determination. A program for continuous appraisal should pay close attention to the evaluation of this two-way process.28 It has been pointed out that one basic objective of extension education is the deveIOpment of rural people themselves. Program plan- ning aids in reaching that objective. It involves the working out in broad outline the things that need to be done, and the method for doing them to accomplish the purpose.29 In summarizing some of the principles of pregram planning, L. R. Simone makes this statement: PrOgram planning is a continuous educational process that calls for continuous observation by committeemen, their real participation in planning, and their active assistance in carry- ing out the programs.30 28D. Ensinger, Report on the Central States Agricultural Extension Pro- gram Planning'workshop, University of.hinnesota, St. Paul, l9h9, pp. 55-56. 29J. T. Stone, Program Planning Information.Leaflet, Extension Service Publication, Michigan State College, East Lansing, hichigan, p. 1; also, see L. D. Kelsey and C. C. Hearne, COOperative Extension Work, Comstock Publishing Associates, Ithaca, New York, 1939, p. 1&3. These authors further elaborate on this point as follows: IFrom the purely administra- tive point of view, the purpose is to get a functioning program. From the teaching point of view, the purpose is to provide Opportunity for the maximum number of leaders to grow and develOp in their ability to analyze situations, clarify problems, define objectives, decide upon solutions, and help make plans of work. As time permits, these peOple may be expected to evaluate the effectiveness of the work and make sug- gestions for changes." 39L. R. Simons, g Primer for Agricultural Program Planning, Extension Circular, New York State College of Agriculture, Cornell University, Ithaca, New York, 1952, p. 3. 15 C. Definitions of Organization and Process Organization: In the develOpment and execution of extension programs, organization is important. An organization grows from the desires and ambitions of the individual. The various members may represent many segments of society and have divergent views. However, as the organiza- tion deveIOps, the individual members begin to think and act more in terms of the group, and what it can accomplish. In his definition of formal organization, C. I. Barnard states that this is a fundamental essence of organization, and further elaborates as follows: It is the central hypothesis of this book that the most useful concept for the analysis of experience of COOperative systems is embodied in the definition of a formal organization as a systen of consciously coordinated activities or forces of two or more persons. The most usual conception of an organization is that of a group of persons, some or all of whose activities are coordinated. The concept of the group as the dominant characteristic is cer- tainly frequent in literature of sociology, anthrOpology, and social psychology.31 Organizations in COOperative Extension work come into being or are established with a definite purpose in mind. This has been discussed at length in previous pages. An organization comes into being when there are persons able to communicate with each other who are willing to contrib- ute action to accomplish a common purpose. The elements of an organization are therefore: first, communication; second, willingness to serve; and third, common purpose. However, these elements hinge on the effectiveness or efficiency of the organization and the longer life, the more necessary both are. Actually, the vitality of organizations lies in the will- ingness of individuals to contribute, but this willingness 316. I. Barnard, The Functions of the Executive, Harvard University Press, Cambridge, Massachusetts, 1951, pp. 65-bl. 17 requires the belief that the purpose can be carried out, a faith that diminishes to the vanishing point as it appears that the purpose is not being attained. Hence, when effectiveness ceases, willingness to contribute disappears. The continuance of willingness also depends upon the satis— factions that are secured by individual contributors in the process of carrying out the purpose. If the satisfactions exceed the sacrifices, willingness persists and the condi- tion is one of efficiency of organization.35 In every type of organization, the question of status and roles is important. K. Davis discusses these concepts in his book, Human Society. A few excerpts from his work are herewith given: The essence of any social situation lies in the mutual expectation of the participants. These expectations rest to a great extent on the norms applicable to the situation. Each party's action on the basis of the definition of the situation has the effect of testing the validity of his own anticipations as well as the anticipations of his co-actors. Theexpectations involved in a situation are based in part on the norms applying to that situation. A person enters a situation with an identity already established. His identity refers to his position or status, within the structure applicable to the given situation. How an individual actually performs in a given position, as distinct from how he is supposed to perform, we call his role. The role, then, is the manner in which a person actually carries out the requirements of his position.33 Process: By process, is meant the ordering of events, that is the forms of social relationships, as they apply to the culmination of a given end. It is a systematic series of actions directed to some end. Process is an accent on change and in the scheme or organization and development, change is eSpecially important. 33C. I. Barnard, The Functions of the Executive, Harvard University Press, Cambridge, Massachusetts, 1951, p. 62. 33K. Davis, Human Society, The MacMillan Company, Lew York, 19h9, pp . 83-86. 18 In considering the planning of county extension pregrams, many factors are important. Extension work is primarily educational, deal- ing with both adults and youth. Education is a social process involving a change in the behavior of peeple and is a route by which peOple learn. In extension, the educational method is largely one by participation of people in the problem solving process.34 This also applies in the field of community planning where definite goals are to be achieved. Regardless of the community or the type of program being considered there are some basic considerations which apply. In a recent publication in which he is discussing community health organization, P. A. Miller has stated several basic principles as he sees them: Community action toward a goal may first of all, be viewed as a sequence of happenings. The mobilization of community resources proceeds by stages, through time, to either success or failure. This sequence of events or happenings must be classified in any thorough community investigation. The present study makes such a classification, with four stages of commun- ity action deemed essential. The first is “prior community situation" dealing with the early and often.particular circumstances of community need. The second stage is the "initiation of action". It is concerned with individual or groups initiation. A third stage is the "organization of Sponsorship". A fourth stage is that of ”community organization.methods“ or techniques by which resources are mobilized, such as the use of communication media and other types of appeals made to the community. These four stages are segments along the time schedule of community action.36 The motivation of peOple that they may desire to participate in ex- tension activities is important. PrOgram planning is effective in this 34L. D. Kelsey and C. C. Hearne, Cooperativg Extension Wbrk, Comstock Publishing Associates, Ithaca, New York, 19h9, p. 1-137. 35?. A. Miller, Community Health Action, Michigan State College Press, East Lansing, dichigan, 1953, p. 13. l9 regard and is one way of interesting peOple in what is being presented. It means that prOgram deve10pment is an important feature of extension teaching. E. S. Bogardus in writing on this subject, makes these statements regarding process: Social thinkers have long been probing for the ultimate in social life. They have been delving into the meanings of the life that is going on around them. It was natural that someone should sooner or later lead the way in this search for the basic concept in human society. Perhaps this concept is social process. It is referred to by Albin H. Small, a pioneer in American sociology as "the ongoing in the social process". This content grew out of the different types of interests. An interest is defined as an unsatisfied capacity, and unrealized condition. .Consequently, the whole individual or social process consists in developing, adjusting, and satisfying interests. Park and Burgess in their "Introduction 32 the Science of Sociology" conceive of a single social process, namely social interaction, which includes, first, competition and conflict, and then as may be the case, accommodation and assimilation. Competition.may be viewed as a process, basic to the more distinctly sociological ones of conflict and accommodation.36 J. L. Matthews brings out additional ideas on this question: PrOgrams are developed by the local peOple and the county staff working tOgether. Therefore, extension prOgrams can only be develOped in the counties, and decisions about content of the program should be made by local peOple. Participation in program develOpment in organized groups is an effective means of teaching peeple how to work together to deal with their own problems. For this reason, program development is one of the best ways to give people experience in solving their own problems.37 36E. S. Bogardus, The Development of Social Thought, Longmans, Green and Company, New York, 1950, p. A30. :J. L. Matthews, How to Develop_ a Program , Extension Service Circular .887, United States Department of Agriculture, Washington, D. C., 1952, p. l. 2O Throughout the history of the COOperative Extension Service, planning has been recognized as an important method of education. Note the following statement by C. W. Warburton: Planning has been a part of extension work from the begin- ning. ‘When extension work started, the planning was mostly or entirely done by department or college workers, with little or no participation on the part of rural peOple. The plan con- ” sisted.merely of determining what information was available in the department or the college which should be applied to meeting local problems and arranging for demonstrations to be conducted by farmers or farm women with the purpose of assisting rural peOple to apply this information to the solution of their own problems. Gradually there came to be more and more participation on the part of the people themselves in the develOpment of extension plans and programs for the year‘s work. The transition from a super-imposed program to one in which the rural people partici- pate fully, was naturally a slow one.38 In making this study the writer feels that it is important to under- stand something of this early history of extension work. It is likewise important to know the various methods employed in the program development process. J. T. Stone has outlined in brief form some of the early philosophy 9 , 3 Actually, and history of the extension movement, in the United States. the COOperative Extension movement may be characterized by three phases, each exhibiting a differing major type of process. In the early days, extension programs were largely predetermined. Farmers received what was offered by the pioneer agents. Farm problems 380. Wfl'Warburton, Extension Planning, Extension Service Circular, United States Department of Agriculture, Washington, D. C., h92-37, 1937, p. l. 39J. T. Stone, Organization, DevelOpment, Policies, Extension Service Circular 6h2h, Michigan State College, sast Lansing, Michigan, 1951. 21 were apparent and programs were Specific and easy to prepare. Boll weevils destroyed the cotton, smut reduced oat yields and sour soil caused failure of clover and alfalfa. Hogs died from cholera. The solu- tions were definite and easy to apply. The teaching method used was the demonstration and thousands of farmers could readily see the results. Consequently, many improved farm production practices were adOpted. The second phase was somewhat different. County extension organi- zations develOped and were widely used as agencies through which agri- cultural information could be extended to farmers. In addition, these farmers themselves began to suggest problems as a basis for further research. They were soon made a.party to the planning and programs began to be self determined. However, after a number of years, certain weaknesses of the plan became apparent. County programs often grew to be long lists of miscellaneous projects, organized to meet the requests from each community. Such programs called for more activity than the local extension agent could carry out. Con- sequently his efforts were Spread too thin and much time was Spent on problems not of vital importance. Farm leadership had not as yet deveIOped to a point where it was of real assistance. IS an outgrowth of this, a third phase developed. Farm management, economic facts and social trends were introduced in the program planning procedure. This gaye impetus to the gathering and assembling of facts upon which to build programs. An effort was made to find the larger farm problems and develOp plans of work covering a longer period. Countywide commodity committee planning grew, in an attempt to get away from the overcrowded extension program consisting of so many activities. 22 Land use planning committees came into being and rural policy became important. Also, at this stage, many emergency programs came into prominence which tended to complicate planning at the county level. Experience has shown that the old type of program, dealing largely with problems of production, no longer fills the needs.40 In the process of planning, it is desirable to start where the peOple are; to study local situations and from that point determine the basic problems. This is inherent in the definition of program planning as previously stated. Local peOple like to share in the develOpment of the program. There are certain elements with which program planning deals that could be considered at this point. First, there is an analysis of the facts in the situation, with problems determined, and based on local needs. It is advisable that the program have permanence and flexibility, as well as balance. There should also be a definite plan of work. Program building is a continuous process involving teaching and coordination. It also provides for the evaluation of results.41 In developing the program, the local Sponsoring organization or com- mittee undertakes a thorough analysis of the problems of the county as they relate to agriculture and rural peOple. It undertakes surveys to develop factual information as a basis for sound local planning. Wide- Spread discussion of problems reguiring group action is fostered, 40L. D. Kelsey and C. C. Hearne, Cogperatiye Extension work, Comstock Publishing Associates, Ithaca, New York, l9h9, pp. 125-128. 41E. H. Volkart, Social Behavior and Personality, Social Science Research Council, New York, 1951, pp. l-bl. 23 with the group assuming the leadership essential for best results.42 42C. Kirchner, Central States Agricultural Extension Program Planning Worksho Extension Service, University of.hinnesota, St. P aUl, l9h9, 55-60. Pp- CHAPTER. II PROBLEM AND METHOD The problem for this study is sixfold. Four of the component parts deal with organization in program planning as reviewed earlier in this thesis. These are: first, differing patterns of organization profiles; second, composition of program planning; third, the interrelationships of prOgram planning structures, and fourth, a measure of the total time involved. The other two questions deal with process. These are: first, differ- ing profiles of process; and second, stages in prOgram planning according to organizational type. A. Organization of Planning Organization is one of the key points in the question of building an effective extension program at the county level.1 The type of organi- zation that is established determines to a large extent the effectiveness of the work that is done. An effective planning group is not static, but changes its composition and procedure to meet the new challenges that are presented. HR. 5. Brown, Important Stgps and Procedures in County Agricultural Pro- gram Development, Extension Service Circular, University of Georgia, 1952. For those who specifically wish to go further into the procedure of actual program development, this publication is recommended. In an effort to bring out the ideas of various administrators and others concerned, many of the writings have been reviewed. There seems to be some difference of Opinion regarding the basic points of organi- zation. According to F. C. Jans, three basic types of county planning organizations are found in extension work in the United States. These are: (l), the specialized commodity committees; (2) the councils for agriculture, home economics and h-H Cluo work; and (3) the over-all county planning committees or boards.2 On this same subject, Kelsey and Hearne have asomewhat different viewpoint. Two types of organized groups are desirable in counties. The first is the legal county extension organization which is reSponsible for finances and execution of the program and to which all matters must be submitted for approval. The second consists of all the advisory, planning, and Operational com- mittees which build the program and plans, make recommendations, and follow these through the year. This type may be subcom- mittees of the first group or may be separate committees. There should be, in many cases, interlocking membership to pro- vide for coordination.3 Another type of organization is suggested by F. B. Morris: ReCOgnition of the ideal county extension organization, which begins back in the community or township, deveIOp county- wide project or types of farming committees, provides a county executive committee that meets once a month to make policies, handle emergencies, and follow the program through the year with the county agent and with affiliated state and national committees which function educationally.4 3F. C. Jans, Extension Looks gt Program Plannipg, Extension Service Cir- cular N0. h78, United States Department of Agriculture, washington, D. C., 1952, p. 3. IL. D. Kelsey and C. C. Hearne, Cooperative Extension'Work, Comstock Publishing Associates, Ithaca, new York, 19u9, p. lh2. 4F. B. horris, Planning;County Agricultural Extension Proggams, Extension Service Circular 250, United States Department of Agriculture, Washington, D. C., April, 1937, p. 10. 26 Iiost county extension staffs perform some planning under various phases of the following types of organization: county councils or boards made up of representatives or organized farm groups; councils for h-H Club work and home demonstration work; agriculturpl committees from county boards of supervisors; county councils, made up of repre- sentation entirely; and some have a combination of these various types.5 In regard to who should plan agricultural programs,6 there are some characteristics which mig 3ht be discussed at this point: first, he Should be a successful farm Operator; second, he should have the reSpect of his neighbors; third, have a sincere desire to help others succeed; fourth, exhibit qualities of leadership; fifth, be a good mem- ber of the team; sixth, free to think, Speak, and act impartially; seventh, be a community builder; eighth, understand town-county relation- ships; ninth, be informed on state and national policies affecting 7 agriculture. F. Suggitt, Planning and Programmin J, Circular, Extension Service, Michigan State College, 1950, p. 10. 6C. Kirchner, Central States Aggicultural Extension Program Plannin hOrkSho , Extension Service, University of.hinnesota, St. Paul, l9u9, p. 35- 3%. .Another type Of organization was suggested at this workshop: The groups discussed the formation of the following committees relative to planning the county prOgram: first, fact finding committee to gather and assemble background material and present this to the prOgram planning committee; second, county program planning committee, elected or appointed to meet about once a year to discuss the broad county extension program; third, detail committee, appointed by Special interest groups; fourth, special committees, to coordinate extension program with those of the other agencies; fifth, advisory committee, small group that meets regularly, composed of competent leaders, including representatives of county govern- ment. 7T. G. Stewart, The Organization and Procedures for Planning and Carryigg Out Agricultural Programs in Colorado, Extension Service Circular 2253, Colorado Agricultural and.hechanical College, Ft. Collins, 1950, p. 5. 27 L. E. Hoffman, in one of his publications, discussed the subject of organization at the county level. He pointed out that certain factors determine the degree of success of such an organization. These are stated briefly herewith: first, it should be organized for a definite purpose; second, it should determine its own program; third, it should develop its own leadership; fourth, the group should decide its own type of organization and Operating procedure; fifth, it should make decisions and follow through.8 E. J. Niederfrank has presented his experience and conclusions on this subject of organization in a recent publication.9 Likewise, T. G. Stewart10 and J. T. Stonell have both written on the subject of extension organization and related problems of the ex- tension worker. From a study of this problem, some deductions may be made as to organizational procedure. The question as to what type or types may be best for different situations may be partially answered. 8L. E. Hoffman, Problems and Situations Facing Extension, Extension Cir- cular, Agricultural Extension Service, Purdue University, 1953, p. 5. 9E. J. Niederfrank, Main Ti as E: County Extension Organization, Extension Service Circular . , United States Department of Lgriculture, l9h8, p. 1-30. 13T. G. Stewart, Rural Leaders, Extension Service Circular, Colorado .Agricultural and.Hechanical College, Ft. Collins, l9h2, pp. l-hé. llJ. T. Stone, HOW'County Agricultural Agents Teach, Extension Service Circular, Michigan State College, East Lansing, 1952, pp. l-3l. 28 B. Process Types in Program Planning Closely associated with the question discussed in the previous section is that of process types in prOgram planning. Since part of the material involves organization as well as process, it has been discussed previously. Specific matters Of process types will be considered in a future chapter. As an introduction to a study of type, F. B. Morris lists some objectives which.might be considered. First, program planning with farmers is one of the best, but most difficult methods Of teaching. It requires time, patience, and skill. Second, large numbers of farmers should be given Opportunity to participate. Third, participation by committeemen should be such as to develOp their year-round interest in planning their own programs to the extent that they will Observe results of their program, appraise their judgments, gather local data and actively serve during a stated period for which they are chosen. Participation by committeemen should be such as to bring them an understanding Of their task and of the county organi- zation as a.permanent adult educational institution in which they are true partners with the State College and the United States Department of Agriculture.12 The workshOps, which have Spent considerable time in discussing this problem, make these comments: Program planning procedures: first, the determination of basic problems, and major objectives; second, the develOp- ment of procedures; third, the training of staff and leaders in the techniques and procedures of prOgram planning; fourth, the review and approval of recommended plans and prOgrams; fifth, the integration and coordination of plans and programs; sixth, the publication of the programs; seventh, the considerar tion of the most effective methods and techniques to be used in executing the program, including the selecting and training 1?F. B. Morris, Planning County.hgricultural Extension Programs, Extension Service Circular 250, United States Department of Agriculture, Washington, D. C., 1937, p. 10. 29 of leaders; eighth, the evaluation of programs and results accomplished; ninth, the determination of adjustments and changes needed in prOgrams to take care of Special problems and emergencies as they arise; tenth, the fostering of co- operation.among various agencies and organizations in the development and execution of the program.13 In attempting to decide organization and process for the planning of extension programs, many Of the Objectives, procedures and criticisms listed previously have been studied and considered. It often appears that prOgram planning has been tOO formally organized. This has been mentioned in previous sections of this paper. It is further stated that it is possible to become more concerned with the method than with the result. Program planning, in most instances, involves peOple at the county level, and takes into consideration definite and Specific problems which have an ultimate solution. Furthermore, if it is effective, it will tend to be continuous. In this study, it is assumed thao in program planning there is a definite association between the develOpment and the execution of exten- sion programs. Some Of the questions prOposed may have been studied by other persons and may have been answered under varying circumstances and conditions. However, this investigator wishes to study the problem as it pertains to a particular county during a full year's work. laknonymous Report, What the'WOrkshops Say About Extension Program Planning, Extension Service Circular 919, United States Department of Agriculture, washington, D. C., l9h8, pp. 2-3. 30 C. Purpose of the Study is previously stated, this study has a broad twofold purpose; to develop profiles Of (1) organization and (2) process, in program planning in hecosta County, Michigan. A further division indicates the following points to be considered in dealing with the problem: 1. Organization or the structure of planning: (a) Differing patterns or profiles of organization. (b) Composition of program planning. (0) Interrelatedness of prOgram planning structures to the total population of hecosta County. (d) A measure and analysis Of the time a county agricultural agent Spent in program planning. 2. Process: (a) Differing process profiles. (b) Stages in prOgram planning according to organizational type. \ D. Description Of Mecosta.County Location and Size. The area under investigation.is Mecosta.County, located in the west central part Of the state Of Michigan. For the exact location, the reader is referred to Figure 1. According to the 1950 census, there were 1,672 farms, comprising sixty-five per cent of the land area in the county. The total area of the county is 260,320 acres. Population. The total pOpulation of Mecosta.County was 16,902, of which h,987 were in the rural districts. The people are Of pioneer American stock of several different origins, including English, German, Canadian, Danish, and Swedish. Most of the sixteen townships are well pOpulated. mama” mmmc - I“ 5-... K ' 12:? F' ~ - ‘ ' )l | ‘ Q i %( I 4*: 1«‘-' aunt. arsesa mm ALPINA [N'— Mrmv ‘5. (”mm on wr'o 05am ucam No new Lo 0 ati on of an m poscou. 06mm :osca Mecosta “‘ M— m: mou cum mu Amuc “O C Cunt}, "030" MY , mama JSADZLLA mun/o 1n the State ,. "',. ruscou sumac of mamauu cumr SAGIMW - . . Km . __ Michigan cunt: am: am an lam cuurou 3mm. "mm mum Mt may urou mum mer’u Flgur e l . u . arm» «(non wasumwv mm: h snow» mum mason: mun: mono: :3- ”C a. y. . . . 32 Agricultural characteristics. A general type of agriculture is carried on, with dairying as the principal farm enterprise. Cash crops include potatoes, snap beans, field beans, pickles, and sugar beets. Feed crOps grown are corn, oats, wheat, and alfalfa. Poultry has increased in importance. Beef cattle, sheep, and swine are also produced on many farms. The total value of crOps produced is in excess of $h,000,000 annually, with the major part of this derived from the dairy enterprise. The soils for the most part, are sandy and sandy loam, with a lesser quantity of silt and clay. A large percentage of these soils are acid in reaction and low in phOSphorus and potash. Special features. Good markets are located within the county or near at hand. Railroads serving the county are the Pennsylvania and the Baltimore and Ohio. In addition to the trunk line highways: US-lBl; H-66,'M-20, the area is well covered with a network of county roads. Trade centers include Remus, Barryton, Big Rapids, hecosta, Stanwood, Morley, Paris, and Rodney. In Figure 2 the reader will see a map of Mecosta County which contains some of the information which has been dis- cussed. Organizational_p§ttern. A description of the rural organizational develOpment in Mecosta County is presented, in order to indicate the available leadership as well as the structure through which some Of the extension programs are carried to the local peOple. Generally Speaking, the county is well organized for all types Of activities, including those of an educational, economic, and social nature. 33 7 I :4 1 n . . . M w . _ u m . fin W. . . h D . M K m in ..r ntITTT. R g 0 . . m . .1 F . m u w . m o . rllx'||lLOOI—Vll"llv-.l-n”.luv’OI’YIOIHUI llllllllll .a . . IIIL ” ....t. a A u m "m 1 m . . .M . a m _ m . m _ m m H _ . non . t _ . . . B . vv II I ooooooo I1vuouvlo... m8 . m. . _ P, . .m . . . . m illTI D _ . “m . T . m T M . S d 5 W .P U 0 F MG anti " A m . m (I) "w . w u D .. . . may . ~r"".'.' " " "' "". .' 'l 4. i m T .2 1 . om . amt-.1 vol; . u n... . m0. . A . A m V/n G n T . . no . I W . G . B . m . . . . . . . . . L; - - . . Figure 2. Townships in Mecosta County 3h A brief description of the organizations listed is hereby given, in order to give the reader a picture of the over-all structure and the relationship to extension in the county. Some of these are directly related to the county extension program. The.Extension Advisory Board, the Agricultural Council, h-d Council and Home Demonstration Council all serve in an advisory capacity. The County Board of Supervisors, being the local Sponsoring group, contributes funds for the support of the extension office. home demonstration groups, h-fi clubs, farm account COOperators are all directly Sponsored extension groups. Others, such as the Dairy herd Improvement Association, and Lrtifi- cial Breeders Associations, were organized by extension but now function under their own board of directors. Extension still serves in an advisory capacity to them. The Soil Conservation District, was organized by the extension agent who is secretary to the board Of directors. Although they function independently of extension, very close COOperation is mainr tained. Local extension agents also work closely with the Youth Camp Committee, and County Fair Board. all of the local extension agents are members of the former, while the agricultural and h-H agents serve on the Fair Board. Commodity groups include the sugar beet growers, cherry growers and breed organizations. The agent attends annual meetings and assists in the planning of their programs. There are cooperative creameries at Big Rapids, and at Remus. COOperative elevators Operate at Stanwood, Barryton, and Big.Rapids. The agricultural agent works closely with these and is invited to attend their annual meetings. Three electric COOpera- tives also have large memberships in the rural areas of Mecosta County. 35 A good working relationship is maintained with the four vocational agricultural instructors and the Big Rapids Veterans Institute. General farm organizations consist of the Farm Bureau, Junior Farm Bureau, Grange, and Farmers' Union. The Farm Bureau is the largest, with 712 members in 20 community groups. This organization is represented in all areas of the county, with members in all ofiflmzsixteen townships. There are five Granges, two Junior Farm Bureau groups, and two local Farmers' Union groups. The extension agents have a policy of attending meetings of any of these groups when invited to do so and schedules permit. More frequent invitations are received from the Farm Bureau and the Grange. These organizations of county and local nature are important in the lives of the peOple, with meetings, for the most part, being well attended. Every possible Opportunity is taken to work with these groups, their leaders, and members in the planning and developing of the extension pro- gram. hany of these organizations are represented on the Advisory Councils and Advisory Board, as will be discussed later. The agricultural agent prepares a monthly news letter which is mailed to all of the one hundred sixty eight leaders in these various groups. This letter contains information, dates, and other facts pertaining to coming events which are a part of the extension program. I list of the organizations just described is given in Table I. In addition to the names of the organizations, other information listed includes the number of members, nwmbers of units, and the town- ships represented by each of the organizations. Till) LE I OHGLNIZLTIONAL STnUCTURE OE HURLL HLCOSTA COUNTY number Groups Name of or or Townships Organization Members Units Represented Extension Advisory Board 12 l 16 Agricultural advisory Council 16 1 16 h~h Club Council 18 l 16 home Demonstration Council 12 1 16 County Farm Bureau 712 20 16 Junior Farm Bureau 50 2 2 Granges 325 S 8 Farmer's Union 75 2 6 Board of Supervisors 21 l 16 Cooperative Creameries h75 2 l6 Cooperative Marketing Associations 621 3 16 Electric Cooperatives 1,h85 3 16 Soil Conservation District 325 35 16 County Fair Board 23 1 16 Dairy Herd Improvements Association 60 l 16 Artificial BreedersI Lssociations hOO b 16 Cherry Growers' Association 30 l 3 Departments of Vocational Agriculture 190 h 16 Veterans' Institute 100 l 16 h-H Clubs 695 b5 16 Home Demonstration Groups 325 23 16 Youth Camp Committee 20 l 16 Farm Locount COOperators 11 l 8 Breed Organizations 20 2 8 Sugar Beet Growers' Association 2b 1 S 37 E. Method Employed This study represents program planning activity by the county agri- cultural agent in I-Iecosta County, for the year of 195 3. Since planning of all types was included, it was necessary to prepare certain forms, to facilitate the collection and analysis of the data. Material presented by J. L. Matthews on the subject of program plan- ning profiles, was reviewed at length before attempting this part of the study.14 M. L. Collins used a somewhat different approach in outlining this problem.15 d. L. Matthews in his outline for case studies, used other forms than those develOped by the writer.16 For those who wish to read further on other methods, the publication of R. W. Roskelley is also suggested.1 In some states, the type of extension council or program planning group for counties is established by law. L. Leff has outlined the 14J. L. Matthews, Instructions for Making_§.Program Planning Profile, .Extension Service Circular C39, United States Department of Agriculture, 1952, Also, see J. L. Matthews, Information beaded to Set a Bench.Mark in County_Extension Program Building, Extension Service Circular 9h2, United States Department of Agriculture, 1952. MT. L. Collins, Fundamental Concepts Underlying Program Planning, Exten- Service Leaflet 17h6, United States Department of 1griculture,19h5. 16J. L. Matthews, Meeting finalysis Form, Extension Service Leaflet, 573, United States Department of Igriculture, 1952; see also, L. Matthews, Planning Group Ittendance Record, Extension Service Leaflet 9h1, United States Department of.1griculture, 11952; in addition, see the following, «I. L. 'Matthews, Explanation and Instructions for Outline for County Case Studies oijethods of Proggam DeveIOpment, Extension Service Circular 7581, United States Department of Agriculture, 1952. 17R. W'. Roskelley, Notebook on.£gricultura1 Planning, Extension Service jBulletin D992, Colorado Jgricultural and.hechanica1 College, Ft. Collins, 1919. 38 procedure followed in Kansas.18 In their case, the planning is carried out largely on a project committee basis. The committees reflect the main problems of the county, such as dairying, weed control, and other subjects. In analyzing the situation which exists in Montana, T. B. holker lists four types of planning committees: (1) county committees only; (2) county committees and temporary community committee; (3) county committees with permanent community committee; (h) county committee with elected community and elected representative on the county board. Regardless of which type is used, stress is given the fact that the committee should be recognized as the agricultural planning committee for the county. Their names should be published, thus making the com— mittee a recognized responsible organization.19 In New York state a detailed description is given by L. R. Simons on the subject of agricultural program planning. This author feels that the organization that provides for the most effective program planning is one that actively involves the participation of the executive committee, commodity committees, and community committees in both the planning and execution of the program. Also in that state, it is further reported that commodity committees have proven to be very effective in the development of realistic and sound extension programs. Within the extension organization, these laL. Neff, Prograthaking, Extension Service Outline, Kansas State College, Manhattan, 1953, p. l. 9 1 T. B. Holker, Working with Planning Groups, Extension Service Publi- cation.A-3, Montana State College, bozeman, l9h9, pp. 5-6. 39 commodity committees are responsible to the County Executive Committee. The job of a commodity committee extends throughout the year, to plan, to organize and to carry out the program. Where this is done, agri- cultural leadership deveIOps, and programs become more beneficial.20 In discussing the planning procedure in Kansas at greater length, E. H. Teagarden states the following: Experience has taught extension workers that a group of persons with a common interest will make more progress on any study of the situation, the problems and their solutions, than a committee with a variety of interests. For this reason, it is recommended that each county extension council establish a reasonable number of project committees, each of whom will give attention to certain segments of the extension program. Each member of the county extension council should be on one of the project committees. In addition to the council mem- bers, other persons in the county who are in a position to contribute to the study of the situation should be made members of one of the committees.21 H. L. Hildwein discusses this problem in addition to other related aSpects of program planning. For those who wish to read further, this . 22 reference 18 recommended. Recording forms. Throughout the entire period of this investigation, complete data were kept on every type of planning activity. As the study progressed, additional forms and charts were develOped to make the 20L. R. Simons, £_Primer for Agricultural PrOgram Planning, Extension Service Leaflet, New York State College of Agriculture, Cornell Uni- versity, Ithaca, 1952, pp. 5-11. 21E. H. Teagarden, Handbook for County Agricultural Extension Councils, .Extension Service Bulletin, Kansas State College, Manhattan, 1951, p. 1h. 22H. L. Hildwein, New Mexico Prngam Planning Guide, Extension Service IBulletin, New Mexico College of Agriculture and Mechanic Arts, State College, 1952, pp. l-h7. to results as comprehensive as possible. These are discussed in the following paragraphs. In order to facilitate the keeping of daily records, both in the ’3 field and the office, a Special form was used. Each day, all work done in the field of planning was listed, including names of groups and individuals contacted, date, time Spent, activities being planned, and stage of development. it the end of each week, the information listed was transferred to the various forms, according to the type of planning a involved. Since much of the planning was done by projects or events, a special pplanning folder was used to make such work more effective.% A detailed record of the planning activity in connection with this was listed. This included the name of the event, date, time, place, Specialists assisting, publicity, and other planning and arrangements to be carried out. By the use of this method, it was possible to summarize the whole planning process in connection with these activities and events. As stated previously, it was evident that various types of planning were being done in connection with the agricultural extension progran in.Mecosta County. For the purpose of this study they were classed into four basic divisions: (1) groups, (2) individuals, (3) Specialists, and (b) local extension staff. The methods of collecting data varied somewhat for each type. They are discussed separately. .P or . I See appendix a for samples of the forms used. hl In order to study groups in the development of programs three aSpects were considered essential, so far as necessary information was concerned. Such data as the name of the groups, number of members, date of meeting, time Spent, pregrams considered, objectives, stage of planning, and who were responsible for carrying out the program were deemed necessary. A form was prepared for this purpose by the writer.¥' Two additional questions regarding group planning were also con- sidered. Since the writer was concerned with the develOpment of an effective county program, it was deemed advisable to attempt to measure this in some way in the group planning process. Consequently, two forms were develOped, one for the group as a whole, the other for the chairman.% The form used for the groups had ten points listed. These were (1) prepared agenda, (2) initiating activity, (3) participation in group discussion,(h) seeking information, (5) seeking Opinions, (6) co- ordinating, (7) assuming reSponsibility, (8) independence of outside leadership, (9) definite assignments made, and (10) definite plan of action. Quality designations of poor, average, good, and excellent were listed. By checking each of these as they applied it was pOSSiDle to obtain a profile of group behavior and reSponse. In all, charts of this type were completed for 33 meetings of various groups at which extension planning was done. The forms used for the group chairmanfi also had ten items which included (1) prepared agenda, (2) keeps grOUp on subject, (3) attempt *See appendix A for forms used. 112 to have all participate, (h) encouraging to members of the group, (5) uses time to obtain group discussion, (6) sufficient knowledge of the facts, (7) suggests new methods of approach, (t) feeling of re- sponsibility to the group, (9) directs group toward suggested goals, and (10) makes definite assignments to group members. The same four classifications were used, as just discussed for groups, and a similar procedure used in filling out the chart. At each meeting, or immediately following, the investigator com- pleted these three forms, made necessary comments, and filed them for future reference. It might also be stated that neither the group nor the group chairman knew that this investigation was being made. In connection with group planning the writer was also interested in the interlocking structure of the groups themselves. The structure, within the planning groups, was studied and the results shown. Also profiles of structure were develOped and studied. Planning with individuals may seem to be of minor importance. However, it became evident early in the study that a considerable amount of time was being Spent with this type of work. Much of the time spent 'was a continuation of the work started by various planning groups. In listing the data relative to this type of planning activity, another analysis form was developed.* On.this, the following was given: (1) activity being planned, (2) individuals contacted, (3) date, (L) time spent, and (5) general remarks. Information relative to the activities 'being planned was also listed. The data necessary for the filling out *fi ‘0 - see appendix A for forms used. of this form were taken from the daily work sheet previously described. The next phase of the problem involved the specialists. This type of planning procedure entered into the picture very definitely. This was eSpecially true of the project activity type of work, with which all extension agents are familiar. In recording the data the investigator desired information that might be used for two definite purposes. One of these was to determine how the Specialists fit into the general planning procedure in this particular county. A second purpose was to determine how much time was Spent, and the type of work planned. The form used listed informa- tion as follows: (I) name of department, (2) name of Specialist, (3) program considered, (h) date, (5) time Spent, and (6) general remarks.* A fourth general classification of planning involved staff planning by the extension agent, working by himself or with other members of the county extension staff. Information listed was as follows: (1) staff members present, (2) date, (3) programs considered, (h) time Spent, (S) objectives and stage of development in the planning process. The necessary information was taken from the daily records and transferred to the Special form used in this section.** From the information obtained, it was possible to study the various phases of planning involved. This will be discussed at greater length in other sections of this thesis. Another feature of planning was the time involved. In this con- nection, the investigator kept records of all time Spent in the various a .. . . See appenfllx.A for forms used. **See appendix.A for Special forms used. an aSpects of planning. This was shown in total as well as in relation to the various subject matter classifications. The four types of plan- ning described have been studied and Shown by charts and tables. In short, everything that has taken place during the entire year in the nature of program planning of any type has been included in this study. Every effort has been made to have the data complete in all reSpects. The writer has set forth in this chapter the various aSpects of the problem as selected for this study. .hethods used in collecting the necessary data have been discussed in detail. The period covers the entire year of 1953, in.Hecosta County, Michigan, where the writer is employed as County Agricultural agent. CHAPT ER IIl CHAPTSR III CLéSleICLTION OF PROGRAM PLANNING TYPJS ‘he data secured on the subject of prOgram planning in agricultural extension work in hecosta County, Michigan, were secured and tabulated as discussed in the previous chapter.- The next question confronting the investigator was to determine how these data should be classified for a comprehensive understanding of the problem involved. It appeared that there were at least four separate and distinct points around which the data.might be organized for further consideration. These have been discussed in detail, using apprOpriate tables and charts. A. PrOgram Planning Types Program planning as carried out in Mecosta County may or may not conform to any set pattern as used elsewhere. Since there had never been a precedent set or any definite plan developed, the methods described here were evolved by a plan of gradual change from one method to another. Four years ago with the establishment of the present [gricultural Council, the general plan now in effect was adOpted and has been in use since. Since change is the essence of any progress that is made, it is not contemplated that a fixed pattern can be adOpted and adhered to for a long period of years. .however, some general deductions may be made. be After one year's study of all planning as develOped by the investi- gator, it was possible to make some classification as to type. As the study progressed, it was apparent that there were certain natural divisions into which most of the work could be grouped. As a.matter of convenience in dealing with this subject, four broad divisions were made as follows: (I) planning with groups, (2) planning with individuals, (3) planning with Specialists, and (h) planning with local staff. These have been referred to previously as types. In addi- tion, other classifications will also be made. A brief explanation is offered in referring to these four classes. Groups have included those with which any planning activity con- nected with the COOperative extension program was carried out. Individuals are those within the county with whom the agent develOped some phase of planning on an individual basis. Part of this may be a carry—over from some previously held group planning meeting. Qhuch of it, however, is with new peOple entirely. Specialists are from Michigan State College, who have been involved in the making of plans for various projects, meet- ings, tours, and other types of extension activity in.Mecosta.County. Planning with the local staff included that phase of planning in which the agent worked alone or with other members of the county extension staff. Elsewhere in this report a description is given of the writer's interpretation of program planning. It is discussed more fully in that section relating to the time Spent in planning. h? Types of group planning: To many, program planning involves working with a group in some phase of prOgram develOpment. Although this is only one part of the picture, it is important and is a key to the prob- lem on a county or community level. A good organizational structure is considered essential. Using it to the fullest extent is of equal value. In studying the data on groups, the writer has made five classifi- cations, based on those who contributed to the planning. These were called group types and are described in the paragraphs which follow. The first type is that of the over-all councils and boards. These are county-wide in nature and may be either administrative or advisory or both. The determining factor was how they functioned in connection with the planning of the county extension prOgram. Included in this category were the County Extension Advisory Board, the County Agricultural Council, the County h-H Club Council, the County Home Demonstration Council, and the County Board of Supervisors, which included the Agri- cultural Committee. These groups were the important ones so far as de- termining policy, instituting programs, discussing methods, deciding on the over-all objectives, and formulating general plans for the county extension progran. Next there are the governing boards of organizations. These are usually county-wide in nature and.might be divided into two general classes: (a) those quite closely associated with extension in.Mecosta county and (b) those not directly associated with extension. The writer realizes that this would vary from county to county and from state to state. h8- Those organizations working closely with extension included the Dairy Herd Improvement Association, the jrtificial Breeders Association, the directors of the County Youth Camp and the Board of Directors of the Soil Conservation District. All of these were organized by extension, although they now have their own boards of directors and operate inde- pendently. however, the agent is invited to take a direct part in the planning for all of their activities. He is secretary of the Soil Con- servation District board of directors and attends meetings once a.month. Being on the executive board for the Youth Camp Committee those meetings are also attended. The three of these groups directly associated with agriculture are important in planning much of the extension program in both dairy and soils. Some of their board members serve on the Agricultural Council and on various project committees. The second classification included those organizations not closely related with extension, but who invited the agent to attend their meet- ings. These included such groups as the boards of directors of the County Farm Bureau and of the County Fair. The agent is a member of the latter board and attends most of the meetings. The Farm Bureau Board has invited the agent to meet with them on numerous occasions at which time mutual programs were discussed. One from this group is a member of the Agricultural Council, and as such maintains close COOperation with the organization which he represents. Thirdly, there are commodity ggoups. These groups were either county-wide or local in nature. Most of them were not formally organized, h9 although they do meet occasionally during the year. All of them are represented on the Agricultural Council. They represent a distinctly different type from those listed in the previous classification. Examples are the cherry growers, broiler producers, beef producers, and sugar beet growers. Fourthly, there are a variety of project committees. These were either county-wide or local in nature. They were appointed either by the Agricultural Council or the agent in COOperation with the Council. They assisted in planning and develOping Specific projects relating to their particular interest. Examples found were the pasture improvement committee and the grass day committee. Finally, there are COOperative activities with other agencies. These were usually county-wide in nature. They included a type of plan- ning which affected several agencies or departments, and differed from the other types. An example was the County mobilization Committee, which was a group composed of representatives of all of the agricultural agencies in the county. They met regularly for discussing and planning activities of mutual interest. B. Program Planning Activities for 1953 In the previous section, the writer classified program planning activities into these four main divisions according to those participating: (1) groups, (2) individuals, (3) Specialists, and (h) local extension staff. The groups were then divided into five general types according to their function and relationship to extension work in hecosta County. 50 Another classification was made which approached the proolem from a different point of view. It attempts to give the reader a compre- hensive picture of the entire area of activities which were develOped, all of which required planning in some degree. It was found advisable to divide these activities into ten classes. This was done in accordance with the nature of the program being planned, as well as the subject matter presented and the type of organization involved. This was not a grouping according to types as was done in the previous section. Instead, the writer attempted to portray the de- tailed nature of the work involved in planning a year's extension progran. In Table II the writer has indicated those who contributed to the planning of each of the items as listed. TheSe data were taken from the records kept as previously described and is complete for the year 1953. Number of participants. In most of the literature dealing with the subject of planning extension programs, the principal consideration given is group participation. However, all planning is not developed in groups, as the writer has indicated in Table II and discussed in previous sections of this report. In classifying and studying the data it was found that local individuals played a very important part. This was particularly noted by the writer as the investigation progressed during the year. This was true not only from the standpoint of numbers involved and time Spent with individuals, but also from the results obtained. In planning many of the details involved in county extension prOgrams, it can frequently be best accomplished by working directly with individuals. )— i“ Recreation Schools Camping Program Scholarships V .13.. ‘2‘ '7‘ '1' .’7 >f a.“ \ 7 '- 4. ”LI:— u .... Ali—h -u‘.‘ _‘.-- 4 \.A .. J -|- I ..' .L— _ -'- ,2' /) “"”‘”"““*' '*“"“‘““"”‘—"““*‘”‘*'“5”":;:::TT::::;;::;;;;::;:;.;::‘t:;f:::ttizii::i:"f ”m ....-- fl -- ; _;_ .. g, n . - .~ 5”.Mlm“'7T” 4'” -7c , : .-c-« 'm*wv ? , iature o- flthlfiw .ctiVitg uro13~ lien-.; ,-ls , _ relis-a altehci-. 3 R; Li K. J. 7... '1 I: 4 4- J- —' - _L . .' Lllzxjflli-S! re ulVb‘ a. ExtenSio: LQVISCT: soars x ~— ~ A b Agricultural LQVISOFj yeuncxi x x x x H _' F17-.,—. K‘- a—— q 1] 1' L C . Li’s; blue} \JULJJAMM- 1- '- '. ‘. ‘ '- ,— _ _. . ,.. ’f 'v ., ‘ . .' —l 1 - ""' _ t d. :«nae iknton51auail011Lnauncll- .1 .. x f" ' "‘ 3 'L‘ ’L‘ ’ v ‘7‘ "j, (A::"" r *3 '7’“: D r'\"/ C “3 R‘.’ V‘ ' ‘7 a. .-Tf'l bOhuanbSG (in . OI -dev3veifijfio2 a 1L * _. exten81on nu. a :i I: , I I“ / r . v‘ “" 6 r ,' "I: ‘.\7‘ " ' r}:- E. relief seterminaUon w- .. ~ {‘7' \‘ “.\-»Q i f“ " 4 . LIL.) V'Efiililg-a‘ ’ OCI‘ m h ’ ‘ ‘ 1 - ‘ “\q. " ‘f-s . ’ I A ~ ‘fil' - ~. C: . bOlL \Jcnt. “PLD‘UK‘A’lh'D L‘JE’IV .1 EL. 4~ 1 ;.‘ " - qr. . 1 a Q. JJ. i'. .L. ..JUC-ux A ' ‘ "n 1’] ‘ ' c. A, s. n. #0 c.s x c. Che ry urowcrs -SSIL. h . I I23 . County :1 air ;:-3oa:'<..:. J; A J _:| r‘. . .- v” 1‘ _x ‘-._, A, . ; ,- ... ,‘ ,. 3. J. . vi) Lint)! l.‘ Etl’lh )3 lift. c-LI .'..)UC‘vfk- -'. -. -- r. 7.. a— ‘ :"1 r ,. " -..... ' ,:. .‘.. ,—. ___ :5. . .LUU. CIT 'c: can.) LIOihul- u use A A 1"._ . _~ _, _. 0_ (1 -"\U f' ’, *L‘.\,"- K? j, . 3: f'CJU‘EJUL u Chili/1.1-1! has») I; L} P\Ct1w-r.’j_ l~ 3“ ’D,’\" .3 ‘rllbv ‘5' ‘ ‘ “'l} ‘i' "I j” "- (u . \ IL]- 1.; ‘LAHlJ‘L U \f\_.:fi' vi} U \JU- l. ' . .X. .‘- .‘L. -.. - 2- - ". . " 1 m _ O . " EDI“ .C T3 lit": 2400‘: L'Ouu'i . 2. .9‘ -.- . l 1 ..,. .'-—1,, - . , C . “Twila? .23 oOh‘lui to; z. .2: -- h. Other gene? Groups 80 .‘C . i—. o (JOISJHVLL-WJ )3 i: b. “OulLlZEElOD Committee y ‘1 I C ‘JOC . ’ 1'1“}- i115 blf‘lxchul u.) q: 9, hnnual meetings ,- - .1-: -T a - a 5-»- .- - . -..” bi. .LClcil arr—leaders ‘ 7»- -’. f: i; -" ~ .\ - ‘ -7 I‘x " ' 3‘ A "." 7‘ U . D1138? JG‘J-‘U ‘JI'UI’IKJL'S j’u C K". ~ ...” O . "E‘\ I c. Seil‘sonservation JlSt. x x d. D. n. l. -. x x x L ’= .- 4-. .. v?‘ —: '4‘: F -- - e. County rair Board x x L? "\ _L_ _, ‘_,l _ ‘ ‘ \ ‘ r - ~ I. bounur.%flm.bureau x x b.Tmms I" "peon :E} ~(1r ’13-, r".-A I ~ ~'_ 0 . .'..) v.1. . ULLLLCCI S .‘C A X X. “ r": ,. f '1 _ b. Cherry erowers x x . I": ,. . :1 r1 ‘ c. leeChers‘ Cons. Class x ‘x '1 _‘ R _ _' d. Soil Conservation x x x ‘”‘- '~ r “'1 - -- 4. e. Pasture ImprOVemenu x x x v I" a 1 .‘ airy 2: 3: .x c g. and uucgin: ' :c r 1" 33"" "‘WP‘FI' ‘w‘p‘ ’1‘ - ‘. . dfnl LACIJGEDVJ‘HUHV 2‘). :y: '{\ .. ul— - - {. UGmODStféulOuS - . , - £3: " a. Sea. sees x x ‘1 " " J" 1r- " I . \ b. LivestCCA bcading y Y ._ .1 (“ifi‘W o C.,}. .,I (it 1,) A 'K 1 . . a. C . DI“. lo {H.618 I (4'3 frjnlfl; y -: Oy) 1‘ h (D D - . u;- -. Q . .L (311ch .L I‘llfllué‘3 3* I'll ‘ " ‘ o - ‘1 V" ‘ '1'- -- \z . J- .Liwllij) 1., 3‘.- (:I' H‘ .. _ ‘_ O o. P‘ogec meetings - .4 w k1» ' a 0. dairy Ndcllty x x x 1- , —.‘ -, "i . — r a e . animal wise use _ I. q + f" '1 .“\ ‘1’ \l -‘. 1L _‘_ C . irac uul oCnOo X —.- ., - J). I. "' , . .. —~ .a d. Dreiler Day . x U }}~ is. ":- .‘.r f; (‘1 1 o “" 4‘- e . 20-0?) Vllffl C T ‘C‘ r "- (.'. {\T?’\ ‘n l ' ' ”‘3 .L.’ . 1“ 4.10 .L . been re mu 5 rice tings v K. .A. ...” . ..._ , k , 1 __ . ‘ . .4). g. better milking Clinic x y V v ‘. . . _.. 1 3:. . - T 4" 43. h . narny 8rd economlcs “K; v .- ' 'K‘ '7' .1— ' .L ‘ 4“ 4".\. :r: 1. dress institute v x .0. 4‘1 :2." .‘.. .: 1 - . "f -L - ~ 4- J . erIJS TIOECDJIE K V V >-- I. -’ JL 1) N“ 1' ‘ _£_ /\ _ _ _ J. o . . .‘L. k. Insect scitrol meeblhfls x w n ) .‘\’. ..,. 4‘. ‘1; .1“; ( AL, 3— | ‘ 4 .... I 7— Q A 9 . Ubncf‘ 1-013;. vitics r: ’1“ " .— - -'- 3. .~ -... "X .- . O . J... 10.38 P]— din UJ—il“) ri‘of;iq£1h "rr "r _ ..-. , \ , '1 ’t)‘ .43». "v“ I I - -’. ‘ an _. h _: .45.. o. rarm accoun4 Project w T) ,. t “A 3 ‘1‘] 7" JV ~ t -.- .. - 4;. 3'“. c.rcs uic.hqxovumen ktbgraa x - W . a . 2n . . -- A A x o. 0011 Testing ~ X. K v m. . l — Jx. ‘ e. Insect Control v “L a m - . .. ~- x T H‘Frn :-'u “I (in - 0 TNT» l; - .1. . .'.. <1 I ...) 1.....241’1g0 ”or“ 1‘ -... T3. . ..' ,_. 'T"., . X g...y buying PrOgran ,r v I 1'17, ' w. .- ':. .. ~ 4“ .2 n. CniCken narbeque x V L , T. .‘ . '1" ~ 4:. 1. magic Program x i , 4 x y ~r —; r 'r , . ” ‘ -- -’- j. lJ Programs x “‘7‘ "r ",_ .. w": J .3 ' .L.... J; ‘ 1. news ruolic1ty “ l Countr Fair X ‘ J " ‘ X a; ‘ ' F‘ — '. T "' - 1C . )l-ll Clue work " 1 . -‘ .1. : .. a. headers' meetings y ‘ Ack' “ t ”""S . X x D . l—u llGVbInen LJO‘O/Q X . dm'. r. C t .'- A “b: X C. uu ging on est v ‘ h l 1" 1," 'v- .‘. . l , ' -’.; "... d. Summer h-n Program X “x" J 1, s ”x w .A. .1: e. Leadersnip bcnools v \f L 'r...J During the time of this study, the investigator worked with 237 different peOple in some aSpect of program planning. Of this number, 8b were members of various planning groups as previously described. On an individual basis apart from group activity, 165 local peOple were involved. When duplications were removed, the total number from these two classifications was 200. Added to this were 37 Specialists and other college personnel who participated during the year. PrOgram planning, in Mecosta County during 1953, covered a wide area, when all aspects were considered. As shown in Table II, this included (I) administrative groups and those which are advisory or policy forming, (2) governing boards of organizations, (3) project committees, (h) other agency groups, (5) annual meetings of many types, (6) tours, (7) demonstrations, (8) project meetings, (9) other activities and pro- grams, and (10) h-H Club work. In this section, the writer has reviewed rather briefly the nature of the work involved and has classified those who contributed to the planning in each case. C. Organization of Planning Groups Effective group planning can be one of the essentials of a success- ful county extension program. It may also be the keystone to effectively planning and develOping the type of program that the peeple want and need. Program_planning structure: The over-all organization for extension planning in Mecosta County is the County Extension Advisory Board. This 53 consists of twelve members. Four are elected from each of the three councils; (l) agricultural, (2) L-H Club, and (3) home demonstration. These are elected for three year terms, and are so arranged that only one third are to be elected each year. This is done at the Spring meeting of the councils which is held in.harch. hembers assume office at the following meeting of the board. The Advisory Board elects officers, consisting of president, vice-president, and secretary- treasurer. By general agreement, one of these officers comes from each of the three councils represented. heetings are held at the county extension office four times each year, in January, April, July, and October. The Advisory Board concerns itself largely with matters of policy, finance, and general broad objectives. It is particularly interested in develOping new programs that will be adaptable to the entire farm family. Another area of interest is that of reaching local communities or parts of the county in which extension work as now carried on is rather limited. However, since this investigation concerns itself largely with the agricultural phase of extension work, most of the pre- sentation is confined to that field. In Figure 3, the writer has attempted to diagram the existing re- lationship between the advisory board, the three councils, and the county extension staff. The arrows indicate that there is a two way communication in all instances. Sh pmmom hpomwbeq defiQOexm .m magmaa 1‘ ‘11.} 1. Ill!“ ‘1 l‘flll I‘ll! 1 itll‘ Lita-1|; its? ..Ic llflllli 14 “muonsmx «av D.m < o m w m o w H > o_< z o H w z m a N m 4114?? a, .i w ., a a 5H0 Ew mumps»: : _ n a : numbed: : Hfioasoo v Hwoqsoo , I: nowpaw+mcoama ; HeuspHscanw< kuuuoo maom _ mug anww< *— Hawapaeoawme \ pcmmd hpqsoo cowwmnpmcoson 050m 55 County agricultural council: The first agricultural council in Mecosta County was organized over twenty-five years ago. In earlier days, this group was designated by the agent and consisted of some of the most influential peOple in the county, who were interested in ex- tension work. Some were from the farms and some were local businessmen, mostly from small towns. 'fhe council was concerned more with questions of finance than with programs. From that beginning, various types of councils were developed and used with varying degrees of success through the years. However, they were effective to a degree and served a purpose. With a broader extension program being developed, it was felt that a council should be more reSponsive to the wants of the local people and should be elected by representative groups and organizations. In 1950, the present council was organized. In doing this, the agent con- tacted the various agricultural groups and explained the purpose of the council and how it was to be constituted. Each of these groups was asked to elect or appoint one of their members to represent them on the council. Eany of these selectinns were made at the time that the groups were holding their annual meetings. The organizations that elected representatives to the Lgricultural Council included the Grange, Farm Bureau, Farmers' Union, beef producers, poultry raisers, cherry growers, Dairy Herd Improvement Association, Artificial Breeders Association, potato growers, pickle growers, Cooperative Creameries, milk producers, Soil Conservation District Board ’té of Directors, County Board of Supervisors, and sugar beet growers. The Lgricultural Council is comprised of sixteen members, elected for three years. In the beginning, part of these were elected for one year, part for two and part for three in order to get the membership on a staggered basis, so that one third of the group would be elected each year. This election takes place during the winter months when the organizations are holding annual meetings. In the case of some commodity groups that are not formally organized, the election takes place at the time the agent is meeting with them in one of the regularly held edu- cation meetings. New members assume their place at the March meeting of the council, at which time officers are elected. These consist of president, vice president, the secretary-treasurer. The council meets regularly four times each year; March, June, September, and.December. It might be added that the council membership represents farm interests. although the agent works with other groups that are more or less associated with agriculture, it was felt that a planning council should consist of those directly concerned; that is the farmers themselves. Project committees were appointed by the chairman, assisted by the agent.'These are standing committees, consisting of the following: (1) dairy and pasture, (2) beef cattle, (3) poultry, (h) fruit, (5) crOps and soils, (6) Igricultural economics, and (7) Special. This latter will be named as the occasion may arise. The committee structure is flexible enough to permit any necessary changes or modification. All committee members are also members of the council. *See appendix B for chart illustrating the composition of the agri- cultural council. 57 In orcanizing and developing programs for Specific activities, committee membership may be expanded to include other individuals from areas concerned with the program in question. In many instances, these additional members may represent other groups interested in the problem under consideration. Figure h illustrates the organizational structure of the Agricul- tural Council and the various project committees. The relationship of the county agricultural agent is also indicated. Planning procedure: Program planning is thought of as a continuous educational process for determining, develOping, and executing prOgrams. It involves local peOple, who have a definite part in the entire pro- cedure. Consequently, programs tend to be carried out that more nearly meet their needs, and desires, since the individual has a definite re- Sponsibility in their formulation. The Agricultural Council, representing the various farm interests and groups, is the key planning group. Their method of Operation will now be outlined. Previous to each meeting an agenda is prepared by the agent and the chairman, stating the broad pattern for the questions to be discussed. Usual business procedures are followed. All meetings begin at 8:00 p.m. in the summer and at 1:30 p.m. in the winter and end at 10:30 p.m. and h:00 p.m. reSpectively. Following each meeting, coffee and light refreshments are served. It is a usual occurrence for members to continue the discussion, informally, for an hour or more while they i are having lunch. “See appendix B for a typical agenda of the agricultural council. 58 .momppflssoo pomnopd paw HfioQSOQ Hmhdpfldoflawm hpnsoo mo agaposmpm Hmcowpmuflcmmmo .4 mmswflm ~ denim _ —‘ 9.?)me 1* (J unwaozoom tony _ raga _ 4 _ 5a _ cauado Room _ _1 a £80 panacea a ban - a a mmmurnr.7:200 *1 _ .1LF E '1 Fzmo< 465.35.... 39354 >F2300 1% A 1 a _ 59 The chairman conducts all meetings, and occupies a key role as discussion leader. The agent presents various phases of the prOgram, assisted by the members. Chairmen of the various committees may report. In fact, it is common procedure for all council members to report on some activity either past or present or future, on which they have been working. Figure 5 attempts to illustrate the over-all planning of the agri- cultural extension program in.Mecosta County. Planning usually begins with the Agricultural Council. Most of the activities to be develOped during the year are first discussed and considered at the September meet- ing. Ideas are presented by the agent, some of which may have originated with the Specialists or College Ldministration. During this phase, most of the planning is on a rather broad basis, Since there is a wide variety of subjects considered. With the ideas discussed at the council meeting in mind, the agent attends the planning and scheduling conference held on a district level, either in September or October. After hearing the Specialists present the various programs of their reSpective departments, the agent is in a position to make definite schedules for meetings, tours, and other pro- grams, which are in accord with the desires of the council. Those events which are to be held before the next council meeting are planned and carried out accordingly. The next meeting of the council is held in December. At that time, activities which were carried out since the previous meeting of the group are reviewed, by the agent or by some of the council members them- selves. A report is also given by the agent regarding the scheduling .smmmopm commemexo Hmpdpfldoflmwm finance map wcflnqmam .m ondmfim & 333085 canvaseao# 1puw< omoaaco nadzufi>aucH 11. fi _ 2.3 .303 ouutoasm Id NHSMHO I flifi Hd “0 Rum». H. ..o 0:» . a “um m4 mmuaaHzxoo .\ an em III Ivan coo \ ‘ J . - cocououcoo ucom< azuw< xcmcomm ..uwd a dogoo i .Am< chmzmaxm madddUonom hvcsoo .um< handoo . haasoo q ‘ | u- I. I I. I I '- || I'. l. ‘ 1- ' - - I I l show coamcouxm 5 coda.wa.a:aae¢ c1 conference. Various projects, meetings, tours, and demonstrations are discussed. Plans are made accordingly, and assignments given to the various members and committees, by the chairman. This has been dis- cussed more in detail in considering the planning of specific projects. At the March and June meetings, a Similar procedure is followed. The agent attempts to anticipate future events and activities several months in advance, in order that preliminary discussion can be held and planning started accordingly. Detailed planning at each meeting is held to one or two events or projects, since it may take considerable time. Other phases are dealt with rather briefly, always keeping in mind the over-all objectives and goals. For a discussion of Specific projects, college Specialists and administrators are frequently invited to attend council meetings. Examples of subjects discussed by Specialists have been (I) the pasture improvement program, (2) grass day, (3) dairy program, (h) grass institute, (S) farm management, and (6) organizational procedure. This has served the purpose of keeping the council members better informed on many sub— jects and has given them a greater feeling of confidence in their particu- lar tasks. The planning chart in Figure 5 also indicates how others enter the planning structure. At the fall meeting of the Board of Supervisors, the agent discusses the work of the council and the program as being planned and developed. The ideas of this group, eSpecially of its Agricultural Committee, are considered in future planning, since they 62 are the official sponsoring agency on a county basis, and contribute materially to the extension office. Other agencies, organizations, and individuals also become a part of the planning structure, largely through committees which are appointed in connection with certain functions and activities. This will have been discussed previously at council meeting , in order that they will not feel they are being by-passed in preference to other groups. The writer feels that it is important to have the Agricultural Council the sponsoring group for general programs. In Specific instances, after the program has been considered, it may be delegated to some other group, such as the Dairy herd Improvement Association, the Soil Conservation District Board, or to some committee. To the reader, this procedure may sound more complicated than it really is. The principal point to keep in mind is that there is a direct channel of communication from the agent, through the Agricultural Council to the committees and the several organizations and groups and then to the farmers themselves. This can work both ways. If so a pro- gram can be built and carried out in which the peOple are interested and one in which there can be wide participation. D. Planning Selected fctivities and Projects The writer has found considerable difference in the complexity of planning Specific projects and events, some being relatively simple and requiring few steps in the development stages. In other cases, it has been advisable to use committees, individual peOple, or other organiza- tions. In some instances, events are planned and carried out within a 63 matter of days, while with other programs the planning process may extend over a period of months. Three project activities develOped during the time of this study were selected for detailed analysis. These were (I) the pasture im- provement program, (2) a county-wide grass institute, and (3) a broiler day. In this section, an attempt has been made to describe in detail for the reader all of the steps involved in.planning these programs. The pasture program is an example of continuous develOpment over a period of several months, in which many peOple COOperated and had Specific assignments. In the case of the grass institute, a more typical method of planning was used. Many of the events which are carried out by an extension agent would be handled in this way. The broiler day was an activity developed on a community basis, in which a local com- mittee assumed much of the reSponsibility. Planning a pasture improvement program. The pasture improvement progran carried out during 1953 may be used to illustrate a planning procedure of a more complex nature. The program began when Leyton Nelson, farm CrOps specialist from hichigan State College, discussed pasture programs used in other counties with the agricultural agent during the early part of January, 1953. At a meeting held a few days later, the agent pre- sented the idea to the County Lgricultural Council. They immediately became interested and decided to make a pasture improvement prOgram the major project to be undertaken during 1953, with details to be worked out later. Following this, the agent met with Leyton Nelson, J. A. Porter, and A. j. Griffith, from the Extension Department of Hichigan State College. Methods used in other counties were discussed and tentative plans, which.might be acceptable, were outlined. At the fiarch meeting of the Agricultural Council, much time was spent in considering the type of program that would be most effective and at the same time would appeal to the local farmers. It was decided that interested farmers would be given an Opportunity to enroll, in order that a definite list of COOperators would be available. Committees were then appointed by the chairman, assisted by the agricultural agent. These committees consisted of finance, with four members, awards, with three members, judging, with three members, and tours with three members. On Lpril 13th, a meeting was held to which were invited the members of Agricultural Council, the agricultural and veterans' instructors, the Soil Conservation District Directors, the soil conservationist, and the testers and directors of the Dairy Herd Improvement Association. This procedure had been discussed at the preceding council meeting. The group that attended were designated as the pasture improvement com- mittee, with Sixteen members. It was also suggested, by one of the Dairy herd Improvement Lssociation members that the four previously appointed committees be enlarged to include some of the other groups. Consequently, two were added to the awards committee, two to the tours committee, and three to the judging committee. This general committee meeting was also attended by Leyton helson, farm crOps specialist from hichigan State College, who helped the group develOp further plans for a sound program. :25 After the presentation of many ideas, the committee began develop- ing a plan which included: first, the securing of participants; second, making visits to all COOperating farmers; third, carrying out regular publicity each week in the newSpapers and over the radio; fourth, mail- ing out freguent circular letters to all COOperatorS; fifth, selecting chairmen and group leaders for each township; sixth, holding a county judging demonstration; seventh, farmer judging of all farms COOperating; eighth, selecting winners in each group; ninth, county judging committees to select the six best pastures from among the group winners; and tenth, holding a pasture tour, selecting the farms to be visited from among the six tOp placings. One of the first committees to function was the finance committee. After Contacting all of the banks, elevators, machinery dealers, and dairy plants, eleven reSponded with contributions totaling @175.00, to be used to defray the anticipated costs of the program. During the latter part of Lpril, the agent sent circular letters to all farmers, explaining the features of the pasture improvement work. One hundred eighty reSponded on cards enclosed for that purpose. This constituted the list of COOperators. During May, June, July, and August, regular pasture news letters were sent to these COOperators. Both in the newSpaper and on the radio, information was presented each week, undarthe heading "pastures pay." At their June meeting, the Agricultural Council assisted the agent in selecting one or more in each township to serve as group leaders dur- ing the judging procedure. The cooperators in each township were con- sidered in a separate group. 66 On August hth, the group leaders were called together at the Glenn tailler farm for a pasture judging demonstration. J. A. Porter and Ifiilton Erdman, Specialists from Michigan State College, assisted. Two hours were Spent by the group in going over the farm and actually scoring the pasture, under the supervision of Mr. Porter. Following this, list of COOperators,and score cards, were given to each group chairman or leader. These groups were subsequently called together in their own localities and the judging carried out, under the direction of the group leader. As a group, they visited each of their farms and judged the pasture program, using the score card. The name of the cooperator whose pasture program scored the highest from each group was sent to the ex- tension office before Lugust 15th. The county judging committee visited all group winners and from the list, selecting the six best. From this the tours committee decided on the four best locations, as stOps for the tour, which was held on August 28th, with ISO attending. Special certificates were presented to all county and group winners. During the time intervening between.hay and the date of the final tour, the agent contacted forty different individuals regarding various plans to be made and develOped. This included follow—up calls on the various committees, the group chairmen, deciding judging activities, and checking the tour stOps. This type of follow-up is essential to many extension activities, eSpecially those as detailed as the pasture progran. In Figure 6, the writer attempted to illustrate graphically, the steps involved in planning and developing the pasture program. Table III indicates that the agent Spent a total of hh hours of time in the development of this program. 67 .swnmopd pamsm>0hmsfl baseman w mcwchad mo moaflmonm mmmoopdnlaowkuficmmpo .0 mmsmfim 11 .11. nwuaaaaooam nowucow< m5 naduoaooo «noun mace 9.290 uuomd shoaoeo - . .m' , wCHMSUQm um< vuafldauoam mmapwHpomdmmm one moan: macaw no coapmuflcmwao ozp mopmofich.4 m ‘l ‘x % um um N N N an N N K N N x NTR x x x x x x x x w mamzomo meOHm memospopm xaag memospoam Moon mammflmx hhwaaom mamSopd opmpom whomfl>ammsm mo pamom Goes: .maoaamm pamom moapm>ammmoo Hfiom mpmzoao pmmm Hmwsm Soapmfloomma .mamzoam haamno aopmammooo .pooq Ehmm mpopompwa mo venom m>flpmpmmooo omppflssoo damo :pdow Hausdoo mu: deflpmfloommq pcmEm>onQEH who; Ahflmm mmcmao venom mamm mqoepmNfiCmmao pmmam popwammooo soapm>ammcoo Hwom mdoepwfloommq mafipmmam HmHOHMHpaa mmflamemmao o>flpwammooo wcflpmxamg m>praonoo ammhdm Eamm O K H mafiimwmafloamkw a madam no names .3 0:20 o to in p uncapmuflcmwno AHOZDOU qqfiDaADOHqu M92300 any 20 QHBzmmflfi%flm m¢ nZOHfiamHzawa &O Bxbeoazem UZHmoquHBZH HHHN fidflflpcfl op mews mpcmacmflqu a .m whamaa mama wCOHmHomp mhmgpo paw «macaw map an mpmfldmflomdm coxmp COHpom Coca «pammm Eopm .QOflmm50mflc Logpmdm pamSOm wofl>pq unflpmma amasmmm panama macaw ho pm Hausdoo pmflamflomdm .pcomm an he com 9535 copcmmmpd Jmpmoam wcflccflmon COHpSmem mflzmpowcomm cowpmflpflcH 100 In the process of group planning there are certain roles_played. During the procedure of formulating programs each person in the group is important and has a function. The key person is the chairman, who may have been elected to this position because of his status within the group. He may or may not be experienced in the matter of leading a group in the discussion of specific problems. The chairman performs many roles. he attempts to develop ideas from the members, and in some instances initiate action himself. his position is that of leading and guiding, but not dictating. He tends to stimulate all to do their best thinking and communicating and tries to organize the ideas expressed. An attempt is mace by the chairman to have all members participate. He should keep them on the subject under consideration. It is also desirable that the chairman have sufficient knowledge of the facts, or seek to gain advice from others who do have. Above all, he needs a feeling of responsibility to the group. His role also includes that of arbitrator or harmonizer. He attempts at all times to keep peace and harmony within the group without being too abrupt or arbitrary with the other members. Many times he should compromise issues. It may be necessary to seek out facts and keep the group prOperly oriented. Opinions are sought from others and problems prOposed. Questions are asked and in the end it may be necessary for him to prOpose the action required. He directs the group toward the desired goals and makes definite assignments to group members and committees. 101 These are some of the roles which are expected of the chairman of the groups being described. It is not expected that they would all be present in the same individual who might be the leader of one of the planning groups. however, having these roles in mind the agent is in a better position to be of help to both the chairman and the group members. In the process of leadership development, progress can be made. Leadership is always important, but eSpecially so when the leader is in charge of a planning group. In this type of group, the members themselves also have their individual roles. They are expected to take part in the discussion, to initiate activity, and to assume group reSponsibility. In time they will grow in their ability to prOpose and analyze problems and to pass judgment on possible solutions. It is expected that the individual members will develop a year-round interest in the matter of develOping extension programs on a group basis. Because they have a definite part in the determination and development it is more logical that they have an interest in carrying out the prOgram as it is planned. In the analysis of the profiles of planning group meetings there were certain observations. Some of the groups did a better and more effective job than others. The better groups stood highest in such factors as (1) setting up an agenda for the meeting; (2) keeping on the subject; (3) participating in group discussion; (h) initiating activity; (5) assuming reSponsibility; (a) definite plan of action, and (7) definite assignments made. 102 The next person to be discussed in this phase of group planning is the county extension agent. he too has some definite roles to perform. In this case a leading one is that of an organizer. In the first place, he sees that the planning group or groups are prOperly established on a functioning basis. As may be necessary he suggests additional organi— zations and committees that are needed, and will see that they are established. Also, in this capacity, his efforts tend toward an organi- zation of the extension program itself. Although this will be discussed more in detail under staff planning, it does have a place in working with the planning group. Another important role is that of leadership develOpment. A real Opportunity is presented in working with the igricultural Councils and other groups for this to take place. Since program planning is a teaching process in extension, the agent assumes the role of teacher. Is such, the principal objective is to help peOple help themselves; to help train them in the art of problem solving; to teach them to think for themselves and to arrive at sound conclusions. The agent's role with the group is also that of an expert. In this capacity he furnishes the necessary facts and figures that may help the group in analyzing their problems. he supplies full background material of the county in order that the members may be better informed, and able to see the entire picture. He may also be a salesman of information and ideas. hew practices and methods are discussed. he enters into the discussion, but does not monOpolize it. The agent should be well acquainted with the members of 103 the group, their personalities and potentialities. These personal factors may often influence the course of the discussion.1 The agent works with the chairman previous to the meeting in the preparation of an agenda for the meeting. he makes sure that good physical facilities for meetings are provided, and that the time for meetings is convenient for the members. He helps the group establish the habit of starting on schedule, conducting the meeting in a.business like manner and closing on thme. This is a procedure that can be worked out with the chairman, and is important. The agent keeps in mind, that the principal purpose of the planning is to develOp a program that meets the needs and wishes of the peOple based on the underlying problems. However, he should not lose sight of the fact that the whole procedure involved is one of teaching and developing leadership. Because of this, full advantage should be taken of the Opportunities presented. Because the process becomes rather involved, in planning with groups, certain.problems are encountered. Nevertheless, these need not be discouraging, because all of them can be overcome. Perhaps the largest problem has to do with the agent himself in the several roles which he has to play. Many times he is tempted to assume the function of group leader when it appears that proceedings have reached a.stand- still. Or again he may be inclined to feel that he could explain facts quicker and more clearly than those who have had less experience. 1J. T. Stone, How County hgricultural agents Teach. COOperative Exten- sion Service Bulletin, Michigan State College, mast Lansing, hichigan. 1952, p. 2-6. 10h Frequently, there is a tendency for the agent to do too much of the talking, and thus retard the initiative of the group members. Lnother problem is that of leadership training, eSpecially with the chairman. The agent can often see the things that would make the meetings more effective, if carried Out differently. If this refers to the chairman, it can be a delicate situation and one in which much tact should be used. Frequently such.matters can be discussed privately with some of the other members who can be of help. Often they will take it upon themselves to assist in solving the particular difficulty. Another problem with a group is participation. There are some who are slow and inclined to sit back and take no part. The assigning of short reports on activities which have been held, and which the person in question attended, will help in giving such a.member more confidence. Another device which is frequently used is to have the chairman call on each member for a brief report at the beginning of the meeting. This helps to encourage further participation in the discussion. The question of evaluation is also important in the Opinion of the writer. Measuring the effectiveness of programs themselves, and of the planning in particular is something that needs further study. Self analysis by the group members can be carried out to a certain extent and is a good beginning for an attack in this problem. The question of seeing the whole picture is important. 'With plan- ning groups, it is a problem for them to understand the over-all broad objective of extension, and to understand all of the implications in— volved. This is a matter which the agent should constantly keep in mind in working with these groups. 105 Another problem with some groups is a feeling of frustration. This can be overcome partly by seeing that the program as develOped is definite, that as time goes on at least part of it is completed, and that the members have hac a definite part in carrying it out. Folks like the satisfaction associated with accomplishment. It is important with the planning groups that this desire be fulfilled. In this connection, it is advisable that the planning sessions be carried on in a business like manner, and that they be concluded in a reasonable length of time. Following this, the serving of light re- freshments as a.matter of regular procedure can do much to foster a feeling of fellowship among the group members. It might appear to the reader that the number and complexity of these problems is such as to cause discouragement from the start. however, all of them are not encountered with each group. There may also be other problems that have not been mentioned. The solving of problems is one of the major factors in the develOpment of peOple and for that reason the writer feels that the total benefits received compen- sate for the effort expended. Planning with individuals. The same general definition for program planning as given in the previous section applies in part to all of the four types. In this case the planning is being carried out with individu- als, but is still a part of the over-all planning procedure. It is a part of the continuous teaching process in which peOple participate, and thereby may possibly become interested in assuming additional re- sponsibility. This phase of planning involves projects and activities 106 of both a county-wide or community-wide nature in which individuals have a definite part, as separate from the group procedure. Program planning is one of the effective ways of motivating peeple to want to take further part in extension activities. Therefore, it might well be used to the fullest extent and with as many peOple as possible. Certain stages and steps are also involved in this type of planning. Initiation of activity may begin with the individual farmer, with the agent, the Specialist or the planning group. ther preliminary discussion, usually with the group, there is a necessity for follow-up work on an individual basis in order to make more detailed plans. Consequently, farm calls are made. An example is the planning of a dairy tour. The idea may have originated in the council, where it was discussed, and then referred to a dairy committee. From this point the agent has many contacts to make in order to plan all the details. Following this, or in some instances it may replace the farm call, a conference is held in the extension office with the person or persons involved. The purpose of the conference is to complete any plans that are necessary, and at the same time work out with the individual, the part that he is expected to perform. From that point on a follow-up letter may be sufficient. In a few cases, last minute calls may be necessary, just prior to the time scheduled for the particular event. All of the steps do not necessarily involve the same individual all the way through. In many instances, only one of the steps would be necessary, in others it might require all of them. It is a question of how involved the procedure is and how important a part the individuals are taking in it. Figure 10 serves to illustrate the various steps and stages previously referred to in this section. The roles played by the various individuals enter into this type of planning also. The role of the extension agent is somewhat different in this case, than with the group. however, he is still the organizer in the develOpment of the program. Likewise, he is involved in the training f leaders, either for the present or future. here however, the role of the teacher is more prominent. Dealing in subject matter, ' he may be attempting to interest peOple in new ideas or practices. This may be accomplished by any of the methods discussed, which include farm visits, office calls, telephone calls, or personal letters. In the planning and arranging specific events, the agent is securing the cooperation of peeple who will take part. This is some of the most effective work carried out, as it gives the agent the Opportunity of evaluating the performance of possible leaders for the future. Regarding the individual, his role is somewhat that of the learner, although not in the schoolroom sense. he is learning new practices, new techniques, an‘ above all he is learning something about the nature and development of extension work. he is getting an insight into how pro— grams are built and how they are carried out. he may or may not be a member of any of the groups previously described. If he is, he is re- ceiving a douole exposure. The individual may also be classed as a COOperator and in that role heijsworking with many others, individually and collectively and develOping programs to meet the needs of the peOple. 108 #30 Umflphwo Ewamoam panama .wcflqemad Hmsefi>flecfl ca eo>ao>CH mdmpm o D OH madbflm Ahmmmeome dame pogooe we pson mcosdmaop so Hmsefl>flecfl spa: an flame detacaaom pmppma Hmeommmm occmpmcho eofimmo cam mommpm pemwm an Hams seam macaw maficctag map so pmflamfloodm esp «pcomm esp .Haaeasaeea was an Umpcomopm hpw>flpoq MQHCCHmmm soap50mxm . dflzmpomQOQm soapmeaea 109 One of the important problems to consider, is that this type of planning, although worth-while, does require considerable time on the part of the agent. He needs to guard against becoming involved with too many projects and activities that require an extensive amount of individual follow-up. The investigator feels that the amount of this type of planning as carried out during 1953 in.hecosta county probably is about as extensive as it should be. Iowever, because of the possibilities of leadership develOpment as well as the fact that partici- pation in extension activities has increased, the writer feels that a proportionate amount of time still should be devoted to this type of work. This would be on a basis as discussed in a.previous part of this chapter. Planning with Specialists: Planning activity with specialists has its own place or definition. The policy of working with extension specialists in program planning on the county basis is not new. however, the practice is used more in some areas than in others. A coordinated approach pro- motes cooperative planning by farmers, county extension agents, and specialists. This involves the assembling, organizing, and interpreting of facts as a.basis for planning. Thus, an Opportunity is provided to diagnose and interpret situations and to recognize significant farm prob- lems. Attempting to work out satisfactory solutions to these presents the real challenge. Certain steps and stgges are also encountered in this type of plan- ning. In the case of the specialist, the steps involved are much simplified. Activities may be initiated by any Of those involved in llO extension pregrams, such as the agent, the Specialist, an individual, or one Of the planning groups. “The next step is usually a conference between the agent and the specialist on the merits of the particular activity under consideration. Details that may be involved are also discussed. Before any definite decision is made the program is usually dis- cussed with the agricultural council, which discussion may or may not be attended by the Specialist. In cases in which the project is rather complicated, it is advisable to have the Specialist present. Following this, a short conference is again held between the agent and the Special— ist. This ma" be just a few minutes Spent together following the council {‘- meetine or it ma‘ be a tele hone conversation. Later after more 3 p 3 0) definite plans are completed, the agent writes to the specialist, giving him the local details involved. The prOgram is then ready to be carried out. In Figure ll, the writer has attempted to diagram the various steps and stages involved in planning extension programs in which specialists participate. One of the roles of the specialist is to provide effective educa— tional leadership in a subject matter field. he aids the agent in solving problems in ways that are scientific as well as economical and practical. Most of his work in the county is carried on through the extension agents. However, it is occasionally advisable to have the Specialist work directly with the planning group. This has one desirable effect in that it in- creases the confidence of the members through a better understanding of lll .mpmfiamflomdm spas wsfincmad CH pm>ao>cfl mdmpm use mommpm Qsoam maficsfimmm . fl 8&3 mac: pmfiawflomgm Amsflpmma mcflccwam Hfloudoo new: 990 zoaaom away :pflz mcfipmms Hflwpmp :fl scammzomfib mcfiqcmam no pmfi pmflnhmo pmflamflomdm pmfiamfiommw mcHCCmHL pamppm pmfldmfiommm paw wcmmm nHmHommm no pamMm an CBAmOAm Op pmppmq :pflz mosmpmmcoo awe pmflamwomdm cmozpmp mmoCmpmmcoo popcmmmpm mpfl>flpoq pgmm: _ . COfiQSOoxm” dflzmnomQOQm . coapmflpHcH the problem involved. It also makes the group feel that they are some- what important, otherwise the agent would not have made the effort to secure outside talent to meet with them for a mutual discussion of solving their problems. The planning group members are thus kept better informed than anyone else in the county on many Specific problems. Furthermore, the Specialist being somewhat removed from the local scene, is in a.position to view the situation more objectively than those who are closely associated with it. In this respect, he can be of material assistance in helping to see and define local problems, and to offer possible solutions. Throughout the year, the various specialists are thought of as con- sultants, supplying advice and information on a multitude of questions submitted by the agent. The Specialist is also an organizer of inform- ation. he gathers it from various sources that are available to him, analyzes it, and finally classifies it for the various agents to use. This helps to provide the agent with the necessary background for plan- ning many functions without further aid from the college Specialist. Another place in which the specialists can play an important role is in evaluating the accomplishments of the program in terms of the objectives. The county extension agent, because of his familiarity with local conditions, can supply the Specialist with local data and back- ground information that will be helpful in making a determination of needs for particular types of work. The agent serves as an intermediary between the specialist and the local peOple in the planning programs. Is such, he makes certain that prOposals and suggestions of the Specialist 113 are adaptable to the county situation, before they are included in an extension program. Since problems are also present in this type of planning, some of them are discussed here. It may be true that the agent has not made the best use of specialists in the planning of the county program. Special- ists have been most willing to assist in counties whenever called upon in this capacity. The problem is, how to use them most effectively. Certain Specialists can be utilized more than others, depending on the type of projects or programs being planned. The writer feels that in the case of the major farm enterprises in the county, Specialists are of much value in the determination of programs. This is also true of many of the over-all type of agricultural planning activity including farm management, agricultural policy, and marketing. In some instances it is desirable to have the Specialists meet directly with the advisory board or council. In this regard, the time element is an essential consideration. host Specialists have a very complete schedule, eSpecially during the winter months, and it is at this time that a.major part of the planning activity in the county is carried on, with the College Administration or Specialists. Some of the decisions are made and plans develOped by the local staff without further consultation. In other instances the suggested programs are presented to the council, board, or other planning group concerned. If approved by them, further planning is done at additional staff meetings, or by the agent concerned. If a specialist is needed, this may call for a conference with him. In some cases, this can be accomplished by telephone or letter. llh The agent then plans the necessary contacts with individuals, committees, or other organizations that may be interested. The next step is the planning for the type of publicity that can be used to in- sure the success of the program. Last minute details may require further confirmation. 'With this planning, the Specific prOgram can be carried to a conclusion, or undertaken on a long time basis, whichever the case may be. Specific reference is made to Figure 12, for a further clarifica- tion of these steps which have been presented. In this type of planning the {Eli of the agent is largely that of an organizer, not only of peOple but also of a program. It is his duty to bring about the COOperation of all the peOple involved, including other members of the local staff. he is also a consultant and salesman of facts and ideas. The role of teacher is again indicated, inasmuch as prOgram planning itself is a teaching process. The agent and others on the staff also have the responsibility of recruiting and training leaders. The agent is a coordinator and in this capacity furnishes balance and unity to the program. he should know the facts about his county and understand something about the state, national, and international conditions and trends and their possible effects on the county, and the economic and social life of the peOple. Groups and individuals should be given an Opportunity to participate. With the foregoing ideas in mind he can establish program building as a continuous procedure. It is difficult to point out specific problems in this type of work. The agent and staff should realize the value of planning the extension llS .mcflccmag MMmpm HmbOH :H be>ao>ca macaw paw mwmwpm .NH mam; pm>ao>cfl soap mQOHPmNHmemo umcamflcfiabm mpmppmfi nmcpo no pm>ao>cw Hausdoo mmmaaoo no amasopflo mmeppflasoo ma 020 MH mampm Hmhdpado pmflamflomdm «pmdmdmZoc to mac: pmfldmfioodm COHmccPXm Iflamm 3pm: ”1.6550 #90 bchmad .oflbmp mom Ibfi>flpcfl op op chpma nuance GOHmmSomflp mmmpm Hmooa «pammm hp pmfinpmo ddnzoaaow pmcqmad dsazoaaom no cpflz apes mamad bum pcmmm kc UmpCmmmMQ Empmocm mpscHE pmmq kpfiofiacsm mamad pqmmq mocmnmmcoo mocmpmmcoo pamma coapwnmpflmcoo macoam padwom mc.:cHMmm coflpdomxm . dflcmnomQOQm _ COprHpHcH program on a COOperative basis with local peOple. They should try to understand, and study the process concerned so that it may become a part of their daily work as extension agents. Local peeple are interested in doing things that are of benefit in determining and solving their problems. The task of the extension agent is to recruit these peOple, give them prOper training and leadership in order that they may effectively contribute to this process. E. Summary To the reader, the foregoing discussion of profiles may appear to make program planning seem disorganized and develOped as four separate functions. By means of diagrams as well as discussions on the four types considered, the writer has attempted to justify his original classifi- cation, and to explain the procedures necessary in each case for purposes of analysis. However, it does not signify that there are four separate entities in the actual planning process, and that each phase is carried on inde- pendently of the others. Rather, there is a.combination in most instances, of all four types, as programs are being develOped. Each has a function or a definite part in the over-all process, and when blended tOgether make for coordination and unity. In the previous sections of this thesis, the writer has described in detail both the over-all planning process, and the planning of three Specific projects. In each of these instances the procedure as carried 117 out indicates that all four types of planning are included and they Operate concurrently . It follows, that the nature of the prOgram involved largely de- termines the type of planning. If it is a question of determining the over-all extension prOgram, discussing policies, and establishing ob— jectives and goals, it will fall into the category of group planning. Detailed work that accompanies the project type of activity is largely with individuals. Specialists enter the picture at many points as has been discussed, and planning with them is important and distinct. Finally, the agent and staff 0 ganize and weld the program together. Ls it is finally evolved and carried out it should be a unified progran; a sound approach at helping to determine and seek solutions to the basic problems of the peOple in the county. CHAPTER V CHAPThn V Sbfihhhi AND IhPLICLTIONS Extension prOgram planning is the process of determining, develOp- ing, and executing programs. It is a continuous process, whereby farm people, with the guidance and leadership of extension personnel, attempt to determine, analyze and solve local problems. In this, there are three considerations: what needs to be done, when it should be done, and how it should be done. While the method of approach in program planning, as well as the procedure for carrying it out, may vary, the basic princi- ples remain the same. The important thing is that through this edu- cational process, a sound and workable program may be develOped. In this chapter the writer will attempt to bring together some of the implications arising as a.consequence of this study. These implica- tions grow partly from the findings of the investigation, partly from the experiences and judgments of the writer, and to some extent, from the literature reviewed. heference will be made to specific sections of the thesis in order to clarify certain points, and to give the reader a better picture of some of the results of the study. A. The Agricultural Ldvisory Council Organization is the key word in prOgram planning. In.hecosta county the key organization is the lgricultural Advisory Council. This group has been willing to assume reSponsibility and leadership in the develOp- ment and execution of extension programs, and the experience with it assists in deriving some conclusions. The planning group or council may best be organized for a definite purpose. The members should understand this purpose. With the assist- ance of the extension agent, such a group may determine its own program and develOp its own leadership. The membership of the council should be definite, and elected by representative organizations and groups as determined in the county. A feeling of reSponsibility to the peOple who elected them must be instilled in the members. Ls the organization prOgresses, the members may also develop a feeling of reSponsibility toward each other and to the group as a whole. Confidence in themselves and in the extension program tends to develop and increase by partici- pation in planning. In Chapter Three, the writer pointed out that the County Agricultural Council is composed of sixteen men, elected to represent the various farm groups and interests. The organizational structure was shown by means of charts. These further illustrate the fact that the committees function- ing in the council are a definite part of it. In this same chapter it was shown as a result of the study that the council assumes a key role in the planning and develOping of the entire extension program. Other planning functions more or less center around the council. Profile charts illustrating the planning of Specific events also point out this same fact. Factors were found which were indicative of any measure of success achieved by the council. These included: (1) program determination 120 from the beginning; (2) a definite role in carrying out programs, (3) reSponsibility for interests which members introduce, (h) definite agenda for meetings, (5) regular time and place for meetings, (6) feel- ing of group unity and fellowship, (7) willingness to accept assignments, (t) a feeling that the council is the people's progran, (9) the develOp- ing and execution of the program is one continuous planning process, and (10) an attempt is mate to base the program on needs. It was also found that the chairman was a key figure in the council and contributed much to its success. he not only has important roles as the chairman, but can develop a positive attitude on the part of other members toward the function of the council. These are only some of the contributing factors which might be pointed out in this rather brief summary. B. Other Organizations Effective planning reguires organization. This refers Specifically to the one or more organizations themselves that are in a key position in program development. An effective group, such as a County agricultural Council that is willing to assume reSponsibility and leadership may best be a primary consideration. With this as the starting point, other necessary groups and committees that may be required should be so organized as to be an integral part. One of these may be the COOperative Extention advisory Board. This has been previously described as the over-all plan- ning group for the extension programs of all agents in the county. However, the type of organization is but part of the story. There still remains the procedu-es in effectively employing the organization. 121 If programs are to be accepted, local people must be permitted to participate. Various writers in dealing with this subject have pointed out that the pOpular acceptance of a program is in direct ratio to the degree that local peOple have participated in initial formulation and develOpment. PeOple do not fall in line with plans about which they have not been consulted and which have not taken the local situation into account. They will assume reSponsibility only as they see the final program as being theirs. This results from a definite part in its determination from the beginnin. o. In Chapter Three, the writer classified the various organizations which contributed to some phase of planning in five different types: (1) over-all councils and boards, (2) governing boards of organizations, (3) commodity groups, (h) project committees, and (5) other agencies. It was further pointed out that the degree of participation varies from one of these to another depending on their relative position so far as extension is concerned. In this same chapter, a summary was made of the planning activities by groups. The total list of these included eighteen different organiza- tions and committees with which the agent COOperated in develOping pro- grams. Insofar as the various activities in which these groups partici- pated, 57 activities are included. Profile charts of Special events and projects shown in this same chapter also indicate that committees and organizations of various types played an important role. In Chapter Four the develOpment of group profiles would indicate that there are certain steps and stages involved. For the sake of simplifi- cation these were classified into three stages and six separate steps. 122 C. Time in Planning The planning of pregrams requires time. If there is to be maximum participation the peOple taking part must be sure they desire to perform the tasks being considered. From the extension agent's standpoint, effective planning will prob- ably not be done if the time element is not considered and allowance made accordingly. It does not follow, however, that in the long run, less extension work will be done because more consideration is given to the planning phase. In fact, the reverse may usually be true. It will result in better organization and in a more effective use of the agent's time. because more peOple "re taking an active part in carrying out Specific jobs, the resulting output should be even greater. The determination of the time Spent in planning was one of the major problems in this study. The findings are discussed at length in Chapter Four. Some of those more Significant findings will be pointed out here. In the first place, it was found that a total of L16 hours or 52 working days were Spent in some phase of planning as defined at the beginning of Chapter Four. This represented 18 per cent of the agent's total working time for the year. ‘When this was classified according to type, the data indicated that 160 hours or 38 per cent of the planning time was Spent by the agent in staff planning; another 119 hours or 29 per cent was Spent in individual planning; 87 hours or 21 per cent with groups, and 50 hours or 12 per cent with specialists. The time Spent in each of these four types was further broken down into eleven subject matter areas for further study. 123 The reader is referred to the various tables for an analysis of this as it is rather detailed. ‘The writer attempted at all times to be very careful to include only that part of the work which is referred to as planning as described previously. Time Spent according to the types and subject matter areas listed would vary some from year to year depending on where the emphasis was placed. Certain Specific projects such as pasture improvement, soil improvement and several activities in dairy and poultry received major consideration so far as time is concerned. Administrative functions and publicity also made large demands on the agent's time in program planning. D. Program Based on Reeds Program planning is based on the felt needs and desires of peOple. It is essential that this key point be understood, if a full appreciation of the value of this phase of extension work is to be realized. The building of county programs is a recognized educational process through which local people, with the help of county extension agents, discover and analyze their own problems, determine solutions, and decide on Ob- jectives. It starts where peOple are and gives them an Opportunity to participate all the way, in the process of determining, developing, and executing the extension program. When extension work had its beginning, nearly fifty years ago, this was one of the basic principles on which it was founded. The program of improvement was based on the needs of the peOple which it aims to benefit, 12b and from these needs attack the basic problems. This principle is just as true today. The next question which naturally presents itself is, how can these needs be determined. hany parts of extension programs in counties have failed because they were based on what the agent thought the peOple needed, rather than what they themselves actually wanted. This is a basic premise. In the Opinion of the writer it is one of the underlying reasons for the placing of so much emphasis on Advisory Councils and Boards in the counties. If the Situations are studied by groups, and problems determined by them, they will be in line with local needs. This is eSpecially true if periodic evaluation is made. New methods of attack may be develOped if it is seen that the desired results are not being achieved. All of this is a group process, develOped and carried out under the leadership of the extension agent. Because of the fact that the needs of the peOple are constantly changing it is necessary to be continually alert and abreast of present situations. hew methods for implementing prOgramS have been develOped and old methods have been improved upon. The agent can determine, with the local peOple, how these methods can best be employed. All of this is a part of the process of building and carrying out a county extension program which the peOple will accept as being their own. Procedures used by the agent and the planning groups was discussed in detail in Chapters Three and Four. By relying on group process for a determination of need, the writer feels that there is more likelihood of success. The fact that the rgricultural Council did attempt to evaluate the prOgram on this basis points out their awareness of the problem. E. Program Planning Types One of the observations made early in this investigation was that program planning as carried out, naturally classified itself into four separate and distinct types. These were: (1) planning with groups; (2) planning with individuals; (3) planning with Specialists; and (L) planning with local staff. These were described in detail in Chapter Three. It was further observed that groups could be classed under five divisions or group types: (1) over-all councils and boards; (2) govern- ing boards of organizations; (3) commodity groups; (h) project committees; and (5) other agencies. The writer does not wish to imply that this list is all inclusive. However, in hecosta.County there seemed to be a.more or less natural grouping, based on the function of the groups and their relationship to the extension program. It was further pointed out in this same chapter that each of the four types originally referred to made a distinct contribution to the over-all extension program. This can be traced through the various stages described in both Chapters Three and Four. Profile studies of these four types also point out certain Simi- larities. For instance, the various steps in planning can be grouped into three stages: (1) initiation; (2) Sponsorship; and (3) execution. The steps involved, the roles played, and the problems encountered are all somewhat different for each type, thereby emphasizing distinct dif— ferences. A detailed description of this is given in the closing section of Chapter Four. 126 F. Interlocking Group Structure An analysis of the data for this study was indicative of a certain relationship of groups. It is referred to as an interlocking structure, and was evidenced by the membership of the igricultural Council and the organizations to which they belono. Twenty-three different organiza- tions and groups were involved. The tables developed in Chapter Four indicated that there were cer- tain patterns of relationships so far as the council members and the organizations were concerned. Eleven of the sixteen council members were most involved, having a combined organization membership of seventy-five. Also, five of the organizations listed had a.combined council membership of forty. The significance of this so far as program planning is concerned is that a method is available for reaching a large number of farmers di— rectly through these leaders in their organizations. The ideas of groups, individuals, and committees may be combined. For the most part they are working with the same resources and seeking solutions to similar problems. In this reSpect it Should be possible to bring about better coordination and a better balanced prOgram. G. Individual Participation Much of the literature dealing with the subject of program planning centers on the group as being the only consideration. however, the writer has found in this study that very effective planning was carried out with 127 individuals. In fact 165 different persons participated in the plan- ning of various phases of the extension prOgram on an individual basis. This is exclusive of those involved in groups. Program planning is a teaching process. Since extension itself is an educational prOgram, any feature of the work that furthers this de- velopment is important. Taking part in planning and carrying out programs is one of the effective ways of motivating pe0p1e so that they will wish to take further part in extension activities. Participating in the de- termination and analysis of their problems, and in finding solutions to them is in itself important in promoting the growth of the individual. This is one of the over-all objectives. It has been pointed out by many authorities that it is not what extension does for pe0p1e, but what it does to them that really counts. From the time standpoint, it was pointed out in Chapter Four that the agent Spent 11? hours or 29 per cent of the planning time with individuals as such in the field of program develOpment. This is Sig- nificant. Another point brought out in Chapter Three is in regard to the total number of pe0p1e involved. It is probably worth repeating here. During the year involved in this study, the agent worked with 237 different pe0p1e in some aspect of program planning. Of this number, 8h were members of various planning groups as previously described. On an individual basis apart from group activity, 165 were involved. When dUplications were removed, the total number of different local persons was ZOO. jdded to this were 37 Specialists and other college personnel. 126 In referring to the individual it might be further stated that in the Opinion of the writer, some of the best planning is carried out on that basis. In fact certain phrses can most effectively be accomplish- ed by working directly in that manner. T d. The Problem Approach The approach to analyzing the situation can well be in terms of problems. These are determined, by the agent working with the planning groups. In some cases, college Specialists may also participate. Once the Situation is carefully studied and the proolems determined, the next step is deciding on.methods to use in solving these problems. This is where Specific projects enter the picture. The carrying on of one or more well organized activities may be the action that would be most beneficial in attacking a Specific problem. Programs can become a.collection of projects without any prede- termined problems that may be involved. In such cases these projects may or may not be applicable to the situation. Projects might be thought of as one of the available methods or tools used in the solution of basic problems, and not as ends in themselves. In discussing the planning procedures with groups, the writer point- ed out on numerous occasions that the determination of problems was one of the major steps involved. Various aSpects of this question was pre- sented at length in both Chapters Three and Four. 129 I. Flexibility in PrOgrams most extension agents have experienced the fact that unforeseen circumstances are continually arising. These affect the manner in which county programs are carried out. To be of a functional nature, therefore, an extension program should be flexible to the extent that any activity of an emergency nature may be included. allowance can also be made for he addition of new develOpments as they take place, which may be of importance in the countv. Long time objectives and goals are fundamental in the develOpment of an extension program. however, more immediate results are also neces- sary in order to maintain the interest of local leaders as well as pe0p1e in general. For that reason, many Short time goals will be established, which can be achieved within the year. The feeling of satisfaction that is gained through accomplishment is essential to the agent as well as to the local pe0p1e who are participating. The day by day work which occurs in county extension offices Should also be taken into account. Serving as a consultant to pe0p1e who visit the office or call by telephone requires considerable time. So does the making of farm calls for the purpose of supplying Specific information on a multitude of questions and in helping to solve individual problems. There are also many tasks of a more or less routine nature that can occupy considerable time. All of these circumstances should be considered when developing a program, if it is to be carried out as planned. The writer feels that this can best be done by maxing the planning process continuous, as 130 previously discussed. In his Opinion it is extremely difficult to write out a detailed program a year in advance and be able to carry it out in its entirity. There are too many Situations develOp which are unpredictable. It causes a feeling of uncertainty if a large part of the program as planned is left undone because of the pressure of new things to be carried out. However, this does not mean that the county extension prOgram cannot . be planned. The basic problems can be outlined and methods to be followed decided upon. The features which have been determined by the council and agent to be the major activities for the year can be definite, and such planning carried out as may be necessary. The balance of the pro- gram can best be developed during the year. Each meeting of the council and the other planning groups can be used to make rather definite plans and decide on how they are to be put into effect. Other types of plan- ning, as previously outlined in detail, can be woven into the picture as required for most effective results. The writer feels that with this type of procedure, program planning is not an extra job to do, but rather is one of the methods for carrying out a more effective program; one which is flexible enough to meet all of the foregoing conditions outlined. In the final analysis, the im- portant thing to consider is not the program as planned on paper, but the one which is actually aevelOped and carried out. They can be the same, or they can be vastly different. 131 d. Continuous Planning Program planning can be continuous. It is never finished, but something on which work Should be continually carried out. Established goals are of both a long time and short time nature. Consequently, certain phases of the program are completed from time to time. Peeple like the satisfaction that results from accomplishment. Because of this, they will attack new and bigger problems with increased effort. The analysis of the data collected in this study points out the fact that planning has been continuous. This was discussed at length in Chapters Two, Three and Four. It was emphasized Specifically in those sections of Chapter Three in which.profiles of planning group activities, and of various projects and events were Shown. In the work of the Lgricultural Council continuity is most evident. hajor proolems are dete-uined well in advance, and the method to be uSed decided upon. however, activities and projects to be carried out are planned only a few weeks in advance, so far as details are concerned. At least once each year the entire program is reviewed in order that goals and objectives may be in accord with present develOpments and trends. In this way, planning is not thought of as a separate job to do but as a method of attempting to do more effective work. 3 K. Planning Specific Projects The writer has discussed at some length the planning procedure in- volved in three Specific projects. This is outlined in detail in Chapter Three, section D. From experience gained by following through these and 132 other programs which have been planned in detail, it is possible to see certain patterns of develOpment. If these are rec0gnized and simi- larities noted, it should be possible for the agent to accomplish two things. First, to decrease the time required for planning Specific activities, and second, to become effective. Using a pattern similar to that explained in Chapter Three should assist the agent in this regard. This divides activities in this manner: (1) administrative functions; (2) organizational activities; (3) project committees; (h) other agency groups; (5) annual meetings; (6) tours; (7) demonstrations; (8) subject matter meetings; (9) other activities; and (10) h-H club work. Once a System of planning is develOped it can be adapted to various situations. From this pattern any or all of the four types of planning as previously outlined can be used more effectively. L. Background Information Very little mention has been made in this thesis relative to the type of background information that those who are planning the prOgram might use. However, it has been discussed in an indirect way in regard to understanding the local situation. having an adequate knowledge of the facts that have any bearing on the extension program is important. In most cases it is usually possible to obtain this knowledge. Local pe0p1e can be of great assistance. In this connection, it is well to remember that a person's life is largely circumscribed by his immediate problems, and his interests are largely confined to his own locality where he feels sure of what he can do. For that reason, local material and local people might well be used as much as possible and the program developed in terms of what they can understand. The habits, cultures, and customs of pe0p1e should be kept in mind. In the develOpment of programs with the Jgricultural Council the writer has made an effort to provide background information for Mecosta County. Using this information the council is in a better position to understand the local Situation and to make a.more adequate determination of the basic problems. h. Leadership Development Extension program planning tends to aid in the discovery and the develOpment of leaders. Although the program in itself is important, the develOpment of local leadership is equally so. Taking part in pro- gram planning can increase the knowledge and skills of people generally. It lends direction to their energies and desires to be of service. It can broaden the base for determining many local policies, for making decisions and for carrying them out. These leaders tend to develOp more confidence in themselves. They learn how to discover facts and assemble them more realistically. PeOple can be stimulated to more effectively identify and solve the various problems directly affecting their welfare. They not only are willing to accept responsibilities themselves, but they learn how to get others to do likewise. is experience and competence in dealing with problems are achieved, there is a tendency to go from problems of a minor nature to those much deeper and more fundamental. 13h Self analysis is important. It means obtaining and looking at facts themselves and making their own comparisons and decisions. The reSponse should be better if the approach is made on this basis. PeOple can be brought to see their own needs and problems. Working out the solution will logically follow if local leadership is permitted to func- tion and prOper guidance is furnished. Practically every community has within itself the ability and leadership to discover and to bring about the solution to many of its problems. It is true that many of the Qualities of leadership may be more or less dormant in individuals in the community. The extension agent can help to find this leadership and develOp it. Serving on coun- cils or committees and carrying out assignments, all help to build confidence on the individual and in his ability to do things and to solve problems. In other words, it is a matter of teaching pe0p1e to help themselves. It has been pointed out from an analysis of this study that 200 different local individuals participated in extension planning in one phase or another. Of this number, 6h were members of various planning groups. In addition to this, work of various types was carried out through the numerous organizations listed. Involved in these were many additional people, some of them committeemen and officers of their local groups. Leadership is the activity of influencing pe0p1e to cooperate toward some goal which they find desirable. Organization is the social machinery through which the activities of cooperation toward a common goal are channeled, regulated, and executed. Neither leadership nor organization has meaning without the other. They are component parts to each other, and are both essential to an effective extension program. N. Evaluation of Results Pregram planning should provide for evaluation of results. This can be based on what was accomplished in terms of the objectives estab- lished; how well these were met; and the participation and interest of local pe0p1e in the program. hany other criteria could also be used. However, this is a separate subject and one requiring considerable study. Since it is somewhat apart from the basic problem involved in this thesis, it will not be discussed at any length. however, it can be stated that the agricultural council has attempted at various times to do some evaluation of its planning procedure. One of the basic con- siderations used was the amount of participation by the local peOple. The council members have also made their own individual analysis of the effectiveness of the group in their planning meetings. The writer definitely feels that this is an area requiring much additional study and investigation, and one which can be fruitful of tangible results . 0. Concluding Statement PrOgram planning can be one of substance as well as form, as it is not a ritual that is carried out for its own sake. Nobody wants to be 136 forever talking and planning and never actually participating in carry- ing out the program. Well written plans filed neatly away are of little value. Program planning is looked upon, by the writer, as a method in education rather than an additional job to do. It is nothing more than an incidental phase in the accomplishment of work or the attainment of an objective. It is made up of the thinking and action of pe0p1e as they go about their daily work. It can assume that place in the day to day work of the extension agent, if he feels that it is important in the carrying out of the program in the county. It is not something that is separate and distinct, but it is integrated directly with the "doing" phase of extension. One of the basic objectives in extension is that of helping people to help themselves. By application of science, both physical and social, to the many phases of farming, home making, family and community life the best Opportunity is afforded for reaching that objective. Programs should be within the limits of the resources available and in terms of the major needs of the county. however, it is advisable to think in terms of wider horizons than the local pe0p1e. The extension agent can be the leader through which the knowledge of these factors reaches the pe0p1e at large on the county level. This integration of all of the forces bearing on the local problems is one which might well be under- stood as the procedures in planning are being carried out. BIBLIOGEu'PhY BIBLIO "JP’IY A. Books Barnard, C. I., The Functions of the Lxecutive, harvard University Press, Cambridge, rassachusetts, 1951, 33h pages. Baxter, B. and Cassidy R., roup Experiences the Democratic Way, Harper and Bros. Publishers, new York, 19h3, 213 pages. Bogardus, E. S., The DevelOpment of Social Thought, Longmans, Green and Company,h ew York, 19% J, 590 pages. Davis, K., Human Society, The Macmillan Company, hew York, l9h9, 655 pages. Kelsey, L. D., and Hearne, C. C., Cooperative Extension'work, Comstock Publishing Associates, Ithaca, new York, l9h9, hZH pages. Kolb, J. H., and desBrunner, 3., AS Study of Rural Society, Boughton ...————-H—. _ 1 Hifflin Company, New York, 19:4 710 pages. Miller, P. A., Community health Action, Michigan State College Press, East Lansing, Michigan, 1953, 192 pages. Volkart, E. H., Social Behavior and Personality, Social Science Research Council, mew York, 1951, 3oo page B. Publications of State Lgricultural Extension Services and Colleges Inonymous Report, The ThirtyJThird Annual Extension Conference, Colorado Agricultural and Mechanical College, Ft. Collins, Colorado, l9h7, 68 pages. Baird, M. and'Willis, A. W.,.Agricultural and Family Life Planning, COOperative Extension Service, College of agriculture, Laramie, wyoming, Outline ho. 1,19L9,l9 pages. 13L Brown, W; 3., Important Steps and Procedures in County agricultural Program Develgpment, extension Service Circular, University of Georgia, 1952, 5 pages. Ensinger, D., Report of the Central States agricultural Extension Pro- gram Planning Workshop, University of Minnesota Bulletin, St. Paul, 19u9, L9 pagSS. Hildwein, H. L., Iew rexdco Program Planning Guide, Extension Service Bulletin,1fiew1-exico College of .griculture and Mechanic Lrts, State College, 1932, h? pages. Hoffman, L. E., Problems and Situations Facing Extension, Extension Circular, agricultural mvtension Service, Purdue University, 1953, 29 pages. Holker, T. B., Workipg With Planning Groups, Extension Service Publica- tion j-3,.hontana State College, Bozeman, 19h9, 8 pages. Kirchner, C. and committee, Central States Lgricultural Extension Pro— gram Planning Workshop, Extension Service, Lniversity of hinnesota, St. Paul, l9u9, E? pages. 'heff L. Program Making Extension Service Outline Kansas State College 9 3.1.1 u) ’ J) ranhatten, l9;3, p. l. Roskelley, R. W., Iotebook on Igricultural Planning Extension Service Bulletin h992, Colorado lgricultur: 1 and hechanical College, Ft. Collins, 19h9,2 20 pages. Simons, L. h. ,1. Primer for icricultura l PrO'ra m Plann ng, Extension Circular, Iew York State College of Jgriculture, Cornell University, Ithaca, New York, 1932, 11 pages. Stewart, T. G., Orcanization and Development of Extension Programs Summer School Outline, bxtension Service, Colorado n a h Collere, Fort Collins, 1952 Stewart, T. G., Rural Leaders, Extension Service Circular, Colorado Lgricultural and hechanical College, Fort Collins, l9h2, 20 pages. tewart, T. G. ,The Organization and Procedures for P1: nninc and Carrying Out Jgricultural Prozra1.s in Colorado, Extension Service Circular 2253, Colorado Agricultural and mechanical College, Ft. Collins, Colorado, 1950, 19 pages. \ -, -, . . Stone, J. T., how Coun,y_1gricultural agents leach, nxten31on SerV1ce Circular, hichigan State College, Bast Lansing, 1952, 31 pages. 139 Stone, d. T., Organization, Development, Policies, Extension Service Circular ouZu, hichigan State College, Last Lansing, hichigan, 1951, 19 pages. Stone, J. T. .Proiram Planninv Info"m Puollcacioi, 1Wichi a C~ 2 pages. 'tion Leaflet, Extension Service ge, Sast Lansing, Michigan, Suggitt, F.,P1annin~ ard Prozrzr ning, Circul r, Extension Department, 3 hichiganS mt Co ollege, 1990, 10 pages. Teagarden, C. H., Handsock for Counti “tricultural :xtensicn Councils, extension Service bulletin, Kansas State College, hanhattan, 1951, 31 pages. walker, A. H., hoberson, 0., Summers, T. a., brush, H. J., howard, 8.11., hoyes, C. C., Daughtery, L. m., Geiberger, n. C., and horle ey, A. D., Deing axten51onpgpeC1alists in County Program Planning, Committee Report, hegional thension Summer School, Colorado h:ricu1tural and hechanical College, Fort Collins, Colorado ,1952, hp pages. Williamson, W.1’., Countv Extension Program Suileirr in r‘lexa , Extension Service, Texas 1 a m College, College Station, #1990, 5 pages. C. Publications of the United States Department of Lgriculture Anonymous heport, Ihat the Horuzsho ps 5%1 about Extension fragram Plan— ning, Extension Service Circular ho. 919, United States Department of agriculture, Washington, D. C., 19h8, 23 pages. Collins, H. L., Fundamental Concepts Underlzing Program Planning, Extension Service Leaflet 17h5: United States Department of Agri- culture, 19h5. hannah, J L., Cardon, P. V., Brunner, E. 5., Coffey,'fl. C., Donovan, H. L., Hutcheson, J. R., Meeker, D., hinor,'w. 1., husk, d. R., and‘Wilson, T.L Joint Committee Report on Extension Programs, Policies ari Goals, United Sta es Deltartme nt of aggriculture, Nashington, D. C., 19u8, 72 page CS. Y" 911 Jan F. C.,L xt sio n Looks at Progra .1 Planning, Extension Service SCircularl no. L7G, nited States Deiartment 01 lgriculturr Washington, D. C.,U1952, 12 pages. Knaus K., hoteb ook in Program Developn;ent, Sxtension Service Circular 9 ...—......— ESS, United States Department 01 L:rriculture, ‘chn1n~ton D. C. 19UC, 52 pages. 1~ctthes s, J L., onlanation and Instructions for Cu tline £33 Count? ass Studies 3_ et mi~s g: Prorr m ‘vvllojn3nt extension Service C 1rcu1ar 5:1, Um ted States Department of ngriculture 1952, 5 pages. natthews, J, L., :;ow to Develon a Proxrem, Extension Se vice Circular .687, United State 5 ueIcrUmenu oi Lgriculture, 'Wa slingtin, 13.0., 19/2 ,9pcégeso natthews, J. L., Inforration Ne eied to Set a Bench hrrk Extension Pro rem buiL ing, Extension Serv' United States demorthcflu 01‘ Lgriculture, 1052 H O «D \o O k» P *‘S 1 O :,- E—‘H- ‘ f *1 \O I: l\> \o hatthews, d. L., Instructions for T'VWn “ ogr m Planning Profile, extension Service Circular 039, Unit d z'” " ' e Jgriculture, 1952, 2 pages. Matthews, J L., Meeting Ho 13f sis Form, Extension Service Leaflet 573, United States Departxme t of rriculture, 1952, 2 pages, hatthews, J. L., Lational Invento qr of ex t3nsion Iiethocs of Pro~r rem -. . . . _ -—-"E""-‘— Detennination, Sxt3n51on Ser ce Circular Do FH({ United Ste tes Department of Agriculture, 1952, 13 paces ktthews, J. L., Pler no QrouD ittendance Record, Extension Service HQ Lea1let 9ul, Un d States Depaxtment oi Lgriculture, 1952, 2 pages. Dorris, F. 8., Planning CountZ hgricultural Ex tension Procrams, Extension Service Circular 200, United St Ht 3 Department of xgri- culture, W'ashington, D. C., 1937, 31 pages. Hiederfrank, E. J., lain Tynes of Count: thension Or~anization, Extension Service Cir cular_ELo , Unitec States Department of Agri- culture, 19U8, 30 pages. hemsower, H. C., Extension Problems in the Post ar Period, United Sta.tes Department 01 Lgriculture,1ashington, D. C., l9h5. warburton, C. W}, Ext3nsion Planning, Extension Service Circular, United States Department of ngriculture, Jashington, D. C., 1937. LPP AL‘JDIJI A Week 9i 1L1]. A. Mi P. M. Ev’n’g /Ion. .1168. Ved. .hur. 1‘1. ‘at. VENI Front Cover of Special Flaming Folder "311011 was Developed 1112 'ate Time lace ecialists Assisting inning & Arrangements Publicity and Follow-up \Iewspapers Dates Radio Stations Dates Circular Letters Dates Personal Contacts Dates, Analysis Shoot EVENT 1&3 PLACE HELD DATE arrsynnrcs SPECIALISTS ASSISTING COMMITTEES OR INDIVIDUALS ASSISTING Was the event considered successful? Suggestions for improving similar events in the future: 1M; PLANE NG fiITH GROUPS Name of Group No. of Hembsr AA-.- A macM‘n-v-.—~ Date of Meeting Time Spent .‘- “a.“ ...-....ma—. ~‘--.- 0 ...-.0..- 0“. Members Attendin (3‘! u o - h“ —-—- A ....-. ~--- ”-’- ..-.—- -‘ Q -7 .4... ¢--- 0.“- ».- o .< a ‘ -‘-. ... .‘ ~-- p.- -’.-”Mt.“ prjegtiges‘ Stag§_gf_Deveionment__ relegation Programs Short long Initial Planning Planning ofItspon. Considered Time Time StagesLfibll_Akng Complete for Action -'.-*fi- ..-...“ w --1 -p--.—-.-—nco..*-_ fl‘ non--4-“ a.-- .-*o. - . -.-,- m --.--u — ~o-.-a—-o.o.- o —.-- - - - 0 .—~- -...“C p.) AL emarks: MEASURING THE EFFECTIVENESS OF GROUPS IN THE PLANNING PROCESS 1- Set up agenda 2- Participation in group discussion S-Initiating activity 4- Seeking information 5- Seeking opinions 6- Coordinating 7 - Assuming responsibility 8- Independent of outside leadership 9- Definite assignments made 10- Definite plan of action IDS llent MEASURING THE EFFECTIVENESS Name of Group 1- Set up agenda 2- Keeps group on subject 5- Attempt to have all participate 4- Encouraging to members of group 5- Uses time to obtain group discus- sion 6- Has sufficient knowledge of facts V— Suggests new methods of approach 8- Has a feeling of responsibility to the group 9- Directs group toward suggested goals 10- When possible, makes definite as- signments to group members OF GROUP CHAIRMEN Date of Meeting 1&6 Egpellent Poc;_ Average» Good E § § 9 1L7 PLANE NC WITH INDIVIDUALS Activity Being Planned;_m.__*._figm.‘gmg_L-’_“_”-.‘_m“_mgg-,__~_~fi-,‘,_. “H.“ .a. .. . ..-- .... ... q 0 .‘fi .. .- 0 M . n .a 9* . p o 01-- ..‘fi— - A- ~ -- n - ‘- oA-qh . .. Q ---a.—.....- .....-“ . c..._-.‘~I~.. .- Individuals Time Contacted Date Spent Remarks — ’- -.¢ o---. -c —. cc-mb ~’--_- - .-u.-—.-. —.-o ‘-~ ...-4. o -- 9 ’ ..--.. ”.‘L . ... _——---, - ‘Mm-'—-~’*-O----‘ . La. --m----—. ’ General Remarks: 1218- PLANNING WITH SPECIALISTS Department SPOCialiSt_ -.,. “-.- Programs Time Considered _“ Date Spent RemarksL General Remarks: 1149 PLANNING WITH LOCAL EXTENSION STAFF Members Present:‘__ __ Date: a at“ __A—__ A ...~ Objectives Stage of Developmgnt Programs Time Short 1 Long Initial Planning Com- Considered_ Spent Timehk Egg? Stages'fldfl ALgmgwplfgi ....___ od---- “-4 Remarks: fifPEl‘IFJIX B 150 hLCCSTL CCLLTY AGnICELTUniL COUNCIL leating - ‘ecember 7, 19:3 — bower's Restaurant - 1:30 p. m. DILLER hEdeNG Business to be Considered 1. Roll call 2. minutes of last meeting 3, Old business (a) announcement of committees (b) report on activities since last meeting 1. Ray Fuller - Advisory Board 2. Paul Schiffer - Soil Conservation Tour 3, William Baar - Dairy Tour h,'Wilbur Denslow - Pasture Program 5. Charles Rogers - D. H. I. A. Program 6 Iaiscellaneous - Bohn.nusgrave, igricultural agent A. New Business Discussion of coming programs, Bohnluusgrave Barnyard Economics - Remus - December 6. USDA Farm Program Meetings - December 9, Morley December 15, Big Rapids Annual Meeting - Soil Conservation District - January 20, Remus Barryton Broiler Day - February 17 Annual ABA Meetings - February 22 and 23 Better Milking Clinic — March 2, Barryton Annual DnIA fleeting - Narch 22 Cherry Growers - First part of April Additional Programs 5. Goals in Extension - A. L. Griffith, District Extension Supervisor The importance of Councils: Paul Miller - Extension Specialist - Rural Sociology 6. Plans for next meeting (a) Meet early in April (b) Committees - l-Ieetings 7, Adjournment heating adjourned at h:OO p. m. ijgpal Agenda of fgricultural Council heating 151 .Hoonom nopomap m MQflzcde mo mHflmoaQ wmeooadnucowpmwwcmmuo .3 2&3 touts muocanomx daemon ucom< . Hwocsoo +¢I . .am< . .um< SSE.“ 358 -\ l/l . handoo e... upcoEomqauhd .N I/ I b» o . [xi/i 332.5 53 a: a nooouwssoo I .nowpmnpmcosmp cam mcflpmms mpmzoam Sneeze m mcwscmfld mo memoam wwwooamuncowpwnwdmmho 152 .oonn< \\ 1.” uhozohu anyone a g m. aflocsoo ZOHH .hm< o