Introduction:

The Andrew County Extension Council and Staff would like to present their vision of long range plans for University Outreach and Extension educational goals to the people of the county. The Andrew County University Outreach and Extension Center is the front door to the four campuses of the University of Missouri System and Lincoln University. University Outreach and Extension maintains a cooperative partnership between federal, state, and local governments that provides access to the research based information that is needed to provide high quality educational programs on issues of highest priority to meet the needs of county citizens. The Andrew County Extension Council is established by a state statute and in cooperation with University Outreach and Extension and USDA-CSREES develops and implements extension programs that meet the needs and expectations of local citizens.

Rational for the Program Plan

This plan began with three deliberative group sessions involving 59 citizens from throughout the county. In those sessions the people identified the future issues they believed to be of highest concern to the majority of citizens of the county. The priorities emerging from that process, along with an analysis of the major socio-economic trends in the county, and an assessment of the current outreach and extension programs being offered in the county provided the basis for the final plan. The plan was jointly developed and written by the county extension council and extension staff.

Andrew county citizens envision a future that includes a vibrant rural economy based on agriculture, small business, and commuter living. Such a future has an economic base that provides for employment opportunities and incomes above the poverty level for the citizens. Extension programs should be designed to help farms and small businesses in this county compete along with achieving a safe and clean environment for individuals and families, plus develop the most important commodity, our families and children.

The 1996 population of Andrew County was 15,270. The county population has grown about four percent over the past six years and we expect it to continue to grow because of our proximity of St. Joseph. Though predominately white, Andrew County has seen growth in other ethnic groups. There were 76 African-Americans and 54 Indian/Eskimo individuals reported in the last census. There were 5466 households in the county in 1990 with about 58% of these being located in the rural areas.

In 1996 agriculture accounted for over 48 million dollars in cash sales. The total personal income for 1996 was reported to be over 282 million dollars with transfer payments and retirement making up about 16 percent of the total one of the lower counties in Northwest Missouri.

Unemployment is currently at a low of 3.5 percent. Small businesses make up almost 93 percent of the establishments and have grown by over 17 percent in the last 5 years, higher than the state average. Keeping and improving employment opportunities, especially to provide opportunities as a means to keep their children closer to home was a significant issue with the citizens group meetings. The per capita income in 1996 was $18,500 and grew at a slower percentage than the state of Missouri.

In 1992, 62 percent of the 830 farms in the county had gross sales of less than $50,000 with 13 percent having sales of more than $100,000. Nearly 35 percent of the farm operators in the county have full-time off-farm jobs. With the close proximity to St. Joseph many workers are moving to Andrew County, buying and living on small farms. Almost 65% of the population are commuting to work out of county.

The 1996 population estimates reports 12% of children live in single parent households, but there has been an improvement in the number of births to females under 18 years of age. Median household income is over $30,000 with 65% of the women with children under 6 years of age working outside the home. About 12% of the population are classified below income poverty but this figure is slightly higher for families with children. Only about 35% of the childcare needs are being met by licensed facilities. There has been an improvement in juvenile law violations. The high school drop out rate has increased slightly but was only 2.8% in 1996.

Andrew County Program Priorities Include:

Based on the priorities expressed by the deliberative groups after a review of the socio-economic trends in the county, and an evaluation of the current extension educational programs, the County Extension Council chose to focus the majority of our future extension programs in five major program themes. 1) Strengthening family structure; 2) education and youth development; 3) agricultural profitability; 4) creating job opportunities; and 5) environmental education.

Program Theme #1: Strengthening the Family Health, Stability and Structure.

As elsewhere the family structure is rapidly changing in Andrew County with more children living in single parent families and more women with school age children working outside the home. The stress of balancing work and family responsibilities continues. The instability of the basic family unit has profound effects on the economical well being of the household members as well as the community. It is estimated that only about 35% of the childcare needs are presently being met by licensed day care facilities. Many of the new jobs in the county are service types and are relatively lower paid which adds to the stress and lack of coping with daily living.

Focus Area A : University Outreach and Extension will provide individual and families assistance in meeting the challenges of the changing family structure, including the increase in unwed pregnancies and stress of limited incomes with management and parenting skills. Individuals and families will demonstrate behavior change in successfully managing and balancing both family and work responsibilities.

Measurable Objectives:

1. Individuals will be exposed to the wide array of resources available to them in the area of managing family and work responsibilities.
2. Individuals and families will demonstrate behavior change with increased harmony and continuity in the family structures.
3. At least thirty families will learn positive parenting techniques for appropriate guidance and training of children.
4. The mailing list of the Person to Person and First $tart newsletter will be expanded by 10% for the benefit of more families
5. The creative, "Learning for Living" workshops held twice each year in cooperation with the Andrew County Ministerial Alliance will be continued and promoted to increase participation by 20 percent.
6. Families will be trained to recognize the healthy function of families and especially to recognize the dangerous symptoms of stress.
7. Parents will be trained to understand and recognize the difference between discipline and punishment.
8. Citizen students will learn to recognize stress signals that can affect them.
9. Parents will identify to changes family members can make to deal with stress.
10. Parents will learn to identify ages and stages of developmentally appropriate child rearing.
11. Programs will be given to support the senior citizens, including knowledge of the aging process, care giver support and dementia awareness.
12. Programs will be undertaken to assist families in dealing with stress and learning to cope with the changing family structures.

Baseline Data: Currently in the county, 12.1 % of the children are living in single parent families. There are 47.9% of the parents paying child care support into the system. Figures now shows there are 231 children in licensed child care facilities within the county.

Indicators:

• The decrease in absenteeism in the workplace and the cases of substance and child abuse in the home will be determined.
• Individuals will exhibit a reduction in depression rates.
• Family members will have a clear idea of each other’s roles and learn to support the welfare of each family member.
• Parents will expect appropriate responsibilities from all family members while encouraging independence and autonomy.
• Parents will develop more active communication within the family.
• Students will identify activities that reduce and methods to avoid unnecessary stress.

Measurable Objectives:

1. Thirty citizen students who indicate on exit surveys the new practices they are implementing in their daily routines.
2. Programs will be held emphasizing the importance of planning for the cost of raising a child and the need to save for the high cost of education, including college.
3. The Women's Financial Information Program will be held as a 7-week seminar for 30 women in the county.
4. Financial management workshops will be held to reach 40 families involving pre-retirement planning, evaluating insurance, savings, risk management and the costs of health care.
5. Workshops on teaching financial record keeping and management by utilizing the Quicken software will be presented to 30 students.
6. Programs for first time home buyers on home ownership making them aware of programs and methods of financing.
7. Family members will include tax management as an investment strategy

Baseline Data: For the 13% of the population with limited income, many of these being single mothers, household budgeting is a great need for financial well being.

Indicators:

• Attendance at the events and programs.
• The tracking of income and spending habits for a time period.
• The student’s utilization of spending, savings, investment and estate plans developed.
• Tracking of debt loads of participants.
• The utilization of family accounting systems used by the attendees.

Measurable Objectives:

1. Thirty citizens will gain knowledge and awareness of health related support services and groups.
2. Thirty citizens will take the responsibility to discipline themselves to reduce the dependency on abusive substances or compulsive behaviors.
3. Twenty individuals and families will participate in physical activity in compliance with CDC (Center for Disease Control) guidelines.
4. Individuals will adopt eating behaviors that promote health and wellness.
5. Many citizens will develop and practice a diet that meets the United States Department of Agriculture (USDA) dietary guidelines for Americans while meeting the National Research Council (NRC) requirements for each nutrient.
6. Citizens will adopt and implement Food Safety Inspection Service (FSIS) approved practices for safe handling and storage of food products.
7. Citizens will adopt safe and healthful practices at home and on the job.
8. Students will enroll in and graduated from workshops and seminars being presented.
9. By measuring the increased number of requests and workload in the office

Baseline Data: A little over 15% of the population in the county are 65 years of age or over. With the high cost of medical treatment and a gradually graying community, maintaining holistic health habits gradually becomes of greater importance.

Indicators:

• By reviewing activity logs and/or journals.
• By reviewing student information requested learner feedback on nutrition skills, (i.e. label reading, food guide pyramid, hand washing) and pre-and post tests.
• By having students do food recalls/journals.
• By reviewing information requested and determining the incidences of food borne illness.
• Percentage of students that indicate that they have adopted practices or procedures in an exit survey.

PROGRAM THEME #2: Strengthening and Developing the Life Skills of Families and Youth of Andrew County. Extension youth programs have a major challenge involving county youth with the continued slow erosion of adult volunteers, probably due in part to the work pressure for parents and the competition of increased school activities. This all adds to the increased problems of finding volunteers for youth development and education leadership roles in the community. Youth and leaders will learn specific basic skills and will integrate the necessary basic skills to assume and prepare themselves for leadership roles in the community.

Focus Area A: The development and leadership training of our youth and adult leaders.

Measurable Objectives:

1. Youth and their adult leaders will learn to interact properly in all social and professional situations.
2. Youth and their leaders will know how to seek and accept leadership positions in the community
3. Youth and leaders will develop a sense of personal leadership competence.
4. Youth and leaders will develop a sense of security in their role as community leaders.
5. Youth will develop skills in building consensus and resolving conflict.
6. Youth will learn the importance of ethics in group leadership and competitive events.

Indicators:

• More youth will be involved in community leadership roles - both traditional and non-traditional roles.
• Youth and leaders will apply and be accepted in leadership roles.
• Youth and leaders display confidence in leadership roles.
• Youth will demonstrate good communication in their organizations, with advisors and within their organizations resulting in fewer misunderstandings.
• Youth will participate in character education activities.

Measurable Objectives:

1. The youth of the county will develop professional, personal and social skills.
2. The youth of the county will develop a set of salable skills, such as critical thinking and decision making skills. Youth of the county will develop a set of responsible work ethics.
3. Youth will develop responsible financial management skills.
4. School enrichment programs such as Home Alone, Talking with TJ, Embryology, Yeasty Beastie, Household Hazardous Waste, Composting with Worms, Food Pyramid, Food Safety Express and others have been a large part of the Andrew County Youth activities. This program will be increased by 15% in the next 4 years. These programs teach teamwork, conflict resolution, environmental conservation, food safety and other life skills
5. The 4-H fairs, achievement days, project training, judging workshops, camps and educational trips will be continued as created by public demand.

Indicators:

• Fifty youth will demonstrate decision-making skills
• Fifty youth of the county will demonstrate a value of responsible work ethnic.
• Fifty youth of the county will learn financial responsibility though many 4-H projects and economical application.

Measurable Objectives:

1. Youth of Andrew County will adopt positive character traits that build positive relationships.
2. Individuals and/or families will express positive character traits that build family and community relations
3. Those individuals and/or families that express positive characters will become role models to benefit their peers.

Indicators:

• Visual signs that are displayed that healthy individuals and/or families can become responsible and productive citizens.
• Families and youth will demonstrate positive and acceptable character traits.
• Success will be determined if healthy families are shown to be role models for others within the community

Program Theme #3: Maintain and improve the Profitability and Competitiveness of the Agriculture Base of the County. Production agriculture is still perceived in Andrew County to be a vital part of the county's basic income that also supports a number of vital jobs in both supply and the marketing services. Farming is considered to be the major occupation of over 56% of the agriculture producers. While the rest consist of part time farmers they are vital to the overall economy and contribute to an accumulation of their net worth. Due to the close proximity of the St. Joseph market there is opportunity for more direct marketing creating added value to agriculture products.

Crops make up about 64% of the agriculture income with livestock contributing the balance of the $48 million generated just on the production side. Andrew County is somewhat unique in that they have a slightly higher percentage (16%) of young farmers when compared to the state average. The county has a larger percent of the population listing farming as their major occupation than does the Northwest region of the state of Missouri. With the competitiveness nature and rapid changes taking place within the industry, it is imperative that producers constantly be informed to take advantage of new technology and marketing so they do not fall behind producers from other regions of the United States.

Agriculture producers, agri-businesses and communities in Northwest Missouri will attain and sustain a viable agriculture business. Agriculture producers will implement environmentally sound practices to improve the profitability of their businesses. Agriculture producers and agri-businesses will become aware of the opportunities to increase profitability and the sustainability of their businesses

Baseline: Approximately 76% of the present farms need to increase gross sales to remain as a viable economical business and support the families.

 Measurable Objectives:

1. Maintain and increase by 10% the number of producers involved in MIR and other financial record keeping systems. This creates and improves the creditability of information by managers to instill the acceptance of change by producers not presently enrolled.
2. Provide instruction and training in the appropriate level of both farm accounting and business analysis procedure for at least 10 farmers each year helping them to become lower cost producers.
3. Improve farm income of producers by increasing marketing skills, tax management and the use of retained ownership to improve gross sales and income. This will include a complete program including awareness phase and follow up meetings to reinforce the concept to 50 new producers.
4. Ten producers will develop an integrated business plan.
5. Ten producers will develop an integrated financing plan.
6. Ten producers annually will improve their farm record keeping systems.
7. Farm businesses will analysis and identify market options.
8. Twenty-five producers annually will learn to compare economic impacts of production systems.

 Indicators:

• Farmers and agri-businesses will remain in their operations and improve their farm incomes.
• New agri-businesses will be developed in the area.
• Survey results of producers.
• The number of requests for information or technical assistance
• The number of business plans developed.
• Requests for information about economic comparisons of various agriculture enterprises.
• Completion of comparative business analysis.

1. Producers will adopt and implement environmentally sound production practices to improve the profitability of their diversified agricultural enterprises.
2. Ten percent of the agriculture producers will adopt production strategies through integrated information systems.
3. Producers will implement economically sound production practices.
4. Producers will abide by the appropriate government regulations.
5. Twenty percent of the producers will obtain knowledge of new production technologies.
6. Producers and agri-businesses will learn the knowledge of enterprise diversification and economic feasibility.
7. They will develop knowledge of value-added and sustainability of farming enterprises.
8. Twenty producers will obtain knowledge of the new environmental regulations annually.
9. Managers will learn about new government policies.
10. Producers and firms will learn about their markets and infrastructure needs.
11. Producers will develop and understand and how to more efficiently use their available resources.
12. Identify long and short term environmental effects of different production technologies.
13. Compare the economic impacts of production systems that are available to them.
14. Regional specialists will maintain relationships and work through county, regional and state commodity and producer groups. These often are the county leaders and decision -makers that have creditability with producers and add to the multiplier effects of adoption.
15. Producers will be taught how to maintain and improve the soil base and water quality of the county. This involves promotion and utilization of better conservation tillage practices in crops involving the proper use of conservation tillage equipment.
16. Staff will make concentrated efforts to reduce water contamination by promoting legal and proper livestock waste management systems. The county public needs a constant reminder that producers are active environmentalists who continue to produce both a safe and wholesome food products. This is especially true in Andrew County where have over 35% on the non-farming public living in the rural area.
17. Specialist will provide continued training in flower, garden and lawn care to the large and growing suburban population that are moving into the county.

Baseline Data: Approximately 76% of the agriculture producers need to increase gross sales to become economical viable units that will support their individual families.

Indicators:

• The number of individuals that have a list of resources and have established a network. System.
• The number of firms that have introduced a product to the market and has a positive cash flow.

Measurable Objectives:

1. Staff will assist in the development of information and resource material that will aid local community leaders in identifying positive regional and state resources available to assist local communities in the recruitment efforts. Potential problem issues will also be recognized for review.
2. Local staff will coordinate with community leaders to develop resources, tools, and procedures for recruitment.

Baseline Data: Over 93% of the present county firms employ less than 20 employees,or are small companies. Most of the opportunities to increase jobs in the county lies in this size of employers and probably must come from within the county.

Indicators:

• The number of firms and individuals that participate in the process.
• The completion of community goals and the actions initiated.
• A survey of the results of activities initiated.

Measurable Objectives:

1. County citizens and communities will allocate public resources based on their most logical needs with an awareness of the environmental, economical and human needs.
2. The citizens will investigate alternative resources including human, financial and the environment concerns.
3. Citizens will participate in the development of local, state and federal regulations which enhances the environment but preserves the individual and property rights that results in viable and profitable businesses.

Indicators:

• The types of and amount of technical assistance requested.
• Number of citizens helping to identify and preserve local resources.
• The request for involvement and assistance of government agencies and other organizations.
• It is judged that the county resources remain stable.

Approved by the Andrew County Extension Council on June 24, 1999

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Introduction

The Atchison County University Outreach and Extension Center provides a doorway for Missourians to the four campuses of the University of Missouri and Lincoln University. The knowledge and resources of these institutions are made available thru the provisions of the Land Grant University System established throughout the nation by the United States Congress in the middle and late 1800's. Through a unique partnership of federal, state, and local governing bodies, University Extension and Outreach provide access to the research based resources needed to provide high quality educational programs on priority issues identified by the citizens of Missouri. The Atchison County Extension Council is the official governing body that partners with University Outreach and Extension and USDA in developing, implementing, and evaluating extension educational programs in Atchison County.

Rationale for the Program Plan

While the Atchison County Extension Council began talking about developing this plan in the summer of 1998, the first major effort was a deliberative group session held in November of 1998. An open invitation was given to the public to attend this session, and special invitations were sent to about 100 people. Twenty-nine people attended and participated in this meeting. Those persons attending identified several priority concerns that they felt were of interest to the majority of the citizens in the county. The priorities identified, along with an analysis of the socioeconomic trends in the county, provided a basis for this plan. The plan was developed by the extension staff, and will be reviewed, modified if needed, and approved by the extension council.

General Baseline Data

Atchison County is a rural county, with a declining population and with the major economic base being agricultural income. The population peaked soon after the turn of the century at a little more than 17,000 residents. In 1970 the population stood at 9,740, but by 1997, it had declined to 7,137. Ethnic statistics show that 97.6% were white; 1.1% were African American; and 1.3% were from other ethnic backgrounds. The age breakdown of the population shows that 33% were 24 years old and younger; 45% were from 25 to 64 years old; and 21% were 65 and older.

In 1996, the total personal income was about $176,000,000, with 85% of this coming from agriculture. Of all the personal income for citizens of the county, 57% was from net earnings; 20% from transfer of payments; and 23% from dividends, rent and interest. In 1996, per capita income was $20,735.

In 1997, there were 471 farms in the county, down from 622 in 1987. The average size of the farms was 625 acres, up from 517 acres during the same ten-year period. The average cash receipt per farm in 1997 was $132,798. Eighty-nine percent of these receipts came from crops' sales, and 11% from livestock. In 1997, twenty-one percent of the farm operators worked 200 days or more off the farm. This is up from 13% in 1987.

Unemployment in 1995 was at a very low level--2.3%. There were 1459 people employed in the county with an annual payroll of $19,004,000.00. There was a total of 250 businesses in the county. Of this number, 236 were classified as small with less than 20 employees, thirteen were medium sized with 20 to 99 employees, and one was large with more than 100 employees.

Atchison County Program Priorities

Based in the priorities expressed by the people who participated in the deliberative group, an analysis of the socioeconomic trends, and a review of current extension educational programs, we have chosen to focus on five major program themes. While other subjects will be addressed as needed and unforseen needs will undoubtedly occur, during the 2000 to 2003 period the major extension educational emphasis will be directed toward the following program themes: family strengths; youth development; viable and profitable agricultural businesses; sound resource management; and developing viable communities.

Program Theme # 1 Family Strengths Even though Atchison County has the third highest per capita's income in Northwest Region, $20,735 (1996), there are still a significant portion of children living in poverty or receiving public assistance. Approximately 20% of the school aged children in were living in poverty (1993); 21.7% (1996) were receiving food stamps; and 29.1%(1996) were enrolled in Medicaid. In 1990 61.8% of the families had household incomes below $25,000. Over one-fifth of Atchison County population is over 65. There is a need for coordination of programming efforts for the elderly. Strengthing the family unit will benefit the community.

1. Educational programming focusing on the aging process as a normal and natural part of the life cycle.

Objectives:

1. Citizens will understand the normal process of aging
2. Generations will recognize the possibilities of intergenerational learning

Indicators:

• Citizens will know the difference between normal age-related changes and Alzheimer's Disease.
• Youth will be involved in knowledge and skill exchange experience.

2. "Building Better Child Care for Missouri" training will be offered for provided in Atchison County.

Objectives:

1. Local childcare providers will be identified and enroll and complete training.
2. Individuals interested in starting childcare facilities will enroll and complete training.
3. There will be an increase in the number of quality childcare facilities available.

Indicators:

• The number enrolled and completing training.
• The number of new licensed childcare facilities in the County.

3. Financial management programming such as; "Family financial Management Using Quicken as a Tool" and Money Action Plan" will be offered for residents in the county.

Objectives:

1. Families and individuals will learn decision-making skills needed to improve and enhance lifestyles when making financial management decisions.
2. Families will learn financial management terms and processes and understand the need for a spending plan.
3. Families will set and write short and long term goals.
4. Families will utilize tools for tracking and managing spending.

Indicators:

• Number enrolled in classes or requesting information related to financial management.

4. Individuals and families will engage in activities that will lead to optimal lifelong health and wellness. Citizens will practice holistic approach to safe and healthy behaviors.

Objectives:

1. Citizens will adopt and implement Food Safety Inspection Service (FSIS) approved practices for safe handling and storage of food products.
2. Citizens will develop and practice a diet that meets the USDA dietary guidelines for Americans while meeting the NRC requirements for each nutrient.
3. Consumers will make decisions about selecting, preparing and storing foods according to USDA guidelines.
4. Adopt eating behaviors that promotes health and wellness.
5. Citizens will gain knowledge and awareness of health related support services and groups.
6. Citizens will adopt safe and healthful practices at home and on the job.

Indicators:

• Number enrolled in programs or requesting information.

Program Theme # 2 Youth Development Cooperation and communication between community agencies and organizations are vital to development of programming that support positive healthy youth. Atchison County would like for the youth in the county to stay and be contributing members of the community. One third of the population in Atchison County is 24 years of age or younger. Training and development of youth skills is necessary if they are to be contributing members of the community.

1. Cooperation and communication between community agencies and organizations:

Objectives:

1. Bring together power structure of the community to address problems jointly.
2. Involve youth and families in organizations and structures that promote healthier youth.

Indicators:

• Regular participation of community decision makers in activities for and with youth.
• Youth involvement in the community.

2. Training for youth to integrate the necessary basic skills to assume leadership roles in the community.

Objectives:

1. Youth will learn specific basic skills to prepare for leadership roles.
2. Youth will develop or improve critical thinking skills.
3. Youth will learn the importance of and develop good communication skills.
4. Youth will learn to interact properly in all social and professional situations.

Indicators:

• Youth will conduct their organizational meetings effectively without conflict.
• Youth will demonstrate critical thinking skills in wise decisions affecting their organizations.
• Youth will participate in character education activities.

3. Youth will be prepared to become productive members of the labor force.

Objectives:

1. Youth will learn to develop job entry skills, such as a resume, interview skills.
2. Youth will develop professions, personal, and social skills.
3. Youth will develop a responsible work ethic.
4. Youth will develop responsible financial management skills.
5. Youth will explore interest in future job/careers.
6. Youth will develop salable skills, such as critical thinking and decision making skills.

Indicators:

• Youth will write a resume and complete a mock interview for a job.
• Youth will be able to prepare budget/spending plans, based on typical annual salary of a selected job/career.
• Youth will participate in job shadowing experiences, and write a report on their experiences.

Program Theme #3 Viable and Profitable Agricultural Businesses. With a major portion of the economic base in Atchison County being directly related to agriculture, the economic condition of this sector greatly influences the total economic climate of the county. Atchison County seeks to have educational programs available to producers and agribusiness’s to help them make informed and sound decisions in managing their agricultural enterprises. The foundation of these programs would be based on research data and proven cultural practices that are applicable to Atchison County and the surrounding region.

Baseline Data:

Total farm receipts in 1997 for Atchison County were $62,548,000. Of this amount, 89% came from the sale of crops--primarily corn and soybeans. Eleven percent came from livestock and livestock products. The major opportunity to affect agricultural profitability would seem to be in the area of crop production. But there is also a considerable potential to increase the profitability of the livestock portion of the business. This could occur by increasing the efficiency of the existing livestock enterprises, and by increasing the proportion of the livestock sector to market some of the grain produced. In 1997, twenty-one percent of the farm operators worked off the farm for 200 days per year or more. Alternative enterprises and value added types of activities could also be other options

1. Beef Performance Testing Program. This is a scientifically based program proven to identify animals within a herd that are genetically superior in terms of quality and efficiency when compared with the entire herd population.

Objectives:

1. Have 75% of the seed stock producers in the county participate in the On-The -Farm-Performance-Testing Program, and/or in a sire evaluation testing station.
2. Provide opportunities for commercial beef producers in the county to utilize the results from this program in selecting and securing quality breeding stock.

Indicators:

• Number of purebred Seedstock producers enrolled in the program.
• Number of commercial producers utilizing this method to identify and select superior animals for there herd replacement.

2. Show-Me-Select Replacement Heifer Program. This program is designed to adopt new technology in the selection of replacement heifers for the beef herds throughout the state.

Objectives:

1. Increase the number of producers adopting the Show-Me-Select Replacement Heifer program in Atchison County by 10% each year.
2. Establish a readily accessible source for producers to secure these heifers for use in their herds.

Indicators:

• Number of cooperators
• Numbers of available sources.

3. Efficient Utilization of Forages in Beef Production. This is a program designed to increase forage quality and to improve the nutritional efficiency in beef production.

Objectives:

1. Increase the knowledge of producers concerning the new species of forages adapted to this region.

Indicators:

• Number of producers adopting rotational grazing
• Number of producers attending tours, meetings etc.
• Acres of new types of forages seeded.

4. Youth/Livestock Educational Programs. Specialized programs for 4-H and FFA livestock project members involved in county, district and state fairs.

Objectives:

1. Increase the knowledge and skills of youth in animal husbandry.
2. Increase awareness of production economics and quality meat production techniques through gain contests and carcass evaluation at the livestock shows and fairs.

Indicators:

• Youth involvement in projects, shows and fairs.
• Community support for livestock programs in Atchison County and for the youth livestock shows and sales.

5. Educational programs for crop producers and input suppliers that will help these businesses be competitive and remain economically viable now and in the future.

Objectives:

1. To increase the knowledge level of producers and suppliers on economically proven and environmentally sound agronomic practices for Atchison County and the surrounding region.
2. Evaluate various agronomic practices under Northwest Missouri conditions to help producers to wisely adopt those that are applicable to them and their respective operations.

Learning experiences and activities.

1. One of the major emphases in this program will be the continuation of the applied research and demonstration work being conducted at the Graves Memorial Field. Included in the activities and learning experiences will be: actually conducting and evaluating the various studies; tours and field days; publication and distribution of the field study results; use of data in various meetings and conferences in the region; and using the data as applicable in individual consultations throughout the year.

Indicators:

• Attendance, evaluations and feedback from persons attending field days, meetings, conferences, etc.
• Support from producers and industry for this program.

6. Educational programs for rural families that will help them assess the possibilities for increased income through value added activities in marketing their products.

1. To increase the knowledge level of producers about the potential for value added products. This would include marketing possibilities, added costs, added risks, and potential for increased net income.

Indicators:

1. Interest shown and the actual number of requests for value added assistance.
2. Actual number of value added businesses that become operational.

Program Theme #4 Sound Resource Management. Few if any of our resources are infinite in supply . It therefore is wise for individuals, communities and counties to look at the resources available to them, and to plan to use them prudently, and where possible, plan for conservation and renewal of resources when practical. Training and assisting individuals and groups in developing an inventory of available resources, and collectively planning to manage them in a sound manner is an important educational need.

1. Individuals and community groups will analyze the available resource base and will help decide how to use them effectively.

Objectives:

1. Communities will develop an inventory of existing resources to include:

Natural: soil, water, plant, and animal
Human: demographics, air, plant, water
Agencies: technical, regulatory, and educational
Capital: public, and private

2. Communities will use the resource inventories to guide decisions on wise resource use.
3. Individuals will pursue sound land use activities.

Indicators:

• Completed natural resource inventory
• Completed asset map
• List of additional resources needed
• Decisions to reallocate resources

Program Theme #5 Developing Viable Communities. Many factors are combined to help communities to be viable and prosperous. Healthy, viable communities don?t just happen. In today?s competitive arena, the citizens and leaders of the community must have well-founded plans for their communities if they are to prosper in the future. Realistic assessments of the assets, needs, potential, and desires of the community must be made if a viable community is to result.

Objectives:

1. Develop information and resource material that will aid local community leaders in their understanding of the local economy.
2. Identify organizations and agencies who have been or are involved and interested in the community?s business and industry recruitment efforts.
3. Identify regional and state resources available to assist communities in their business recruitment efforts.

Indicators:

• Assessment results
• Educational and informational material developed
• Acquisition of regional and state assistance.

Introduction

The Caldwell County University Outreach and Extension center is a unique partnership between federal, state, and local governments that provides access to the research based resources needed to provide high quality educational programs on issues of highest priority to meet the needs of the citizens of Missouri. The Caldwell County Extension Council, as established by state statute, is a partner with University Outreach and Extension and USDA-CSREES in the development, implementation and evaluation of extension educational programs.

Rationale for the Program Plan

This plan began with deliberative group sessions attended by 55 citizens from the county. In those sessions the people identified the future outcomes they believed to be of highest concern to the majority of citizens in the county. The priorities emerging from that process, along with our analysis of the major social and economic trends in the county, along with an assessment of the current outreach and extension programs being offered in the county provided the basis for the final plan. The plan was jointly developed and written by the county extension council and extension staff.

Caldwell County citizens envision a future that includes a vibrant rural economy based on agriculture, small business, and tourism. Such a future has an economic base that provides for employment opportunities and incomes above the poverty level for all our citizens. Our extension programs are designed to help farms, other small businesses and individuals in this county compete in the global economy, achieve a safe and supportive environment for individuals and Families, while developing effective and responsive community leadership.

The population of Caldwell County in the year 2000 is estimated to be in excess of 9,000, an increase of over 7 percent in the past ten years. This is due to an influx of families moving into the county and commuting to jobs outside of this county. This growth is due in part to two state prisons located near just outside of Caldwell County, near Cameron According to the 1992 census data, there are 8380 persons living in the county and the median age is 37.5. There are some 2,873 under age 20, 4250, 20 to 64 and 1743 65 and older. There are 3,203 households and married couples occupy 89.1 percent of these.

The median family income was $23,637 and 1487 individuals (18.2 percent) of the population was below the poverty level. There were 688 (8.4 percent) below 50 percent of what is considered the poverty level. Slightly under 25 percent of the population (over age 25) had less than a high school education, almost half (48 %) had a high school diploma or equivalent and 9.1 percent had some sort of degree beyond high school.

The typical family lived in their own single family home, constructed before 1939.

Our economic base is made up mostly of agriculture with gross farm income over 25 million dollars in 1997. Also small and medium size businesses and government and other services are an important part of the economic base.

In 1997, there were 845 farms in the county and 742 of these reported gross sales of less than $50,000 and only 80 reported having sales of more than $100,000. Nearly 45 percent of the farm operators in the county have full-time off-farm jobs.

Caldwell County Program Priorities Include:

Based on the priorities expressed by the deliberative groups a review of the socio-economic trends in the county, and an evaluation of the current extension educational programs, the County Extension Council chose to focus our future extension programs in four major program themes. Children, youth and families; agricultural profitability and economic competitiveness; environmental issues; and community viability.

Program Theme # 1 Children, Youth and Families

Extension youth programs have a major challenge involving county youth with the continued slow erosion of adult volunteers, probably due in part to the work pressure for parents and the competition of increased school activities. This all adds to the increased problems of finding volunteers for youth development and education leadership roles in the community. Youth and leaders will learn specific basic skills and will integrate the necessary basic skills to assume and prepare themselves for leadership roles leadership roles in the community.

Focus Area A: University Outreach and Extension will provide individual and families assistance in meeting the challenges of the changing family structure, including the increase in unwed pregnancies and stress of limited incomes with management and parenting skills. Individuals and families will demonstrate behavior change in successfully managing and balancing both family and work responsibilities.

Measurable Objectives:

1. Individuals will be exposed to the wide array of resources available to them in the area of managing family and work responsibilities.
2. Individuals and families will demonstrate behavior change with increased harmony and continuity in the family structures.
3. At least twenty families will learn positive parenting techniques for appropriate guidance and training of children.
4. The mailing list of the Person to Person and First $tart newsletter will be expanded by 10% for the benefit of more families
5. Families will be trained to recognize the healthy function of families and especially to recognize the dangerous symptoms of stress.
6. Citizen students will learn to recognize stress signals that can affect them.
7. Parents will identify to changes family members can make to deal with stress.
8. Parents will learn to identify ages and stages of developmentally appropriate child rearing.
9. Programs will be given to support the senior citizens, including knowledge of the aging process, care giver support and dementia awareness.
10. Programs will be undertaken to assist families in dealing with stress and learning to cope with the changing family structures.

Indicators:

• The decrease in absenteeism in the workplace and the cases of substance and child abuse in the home will be determined.
• Individuals will exhibit a reduction in depression rates.
• Family members will have a clear idea of each other’s roles and learn to support the welfare of each family member.
• Parents will expect appropriate responsibilities from all family members while encouraging independence and autonomy.
• Parents will develop more active communication within the family.
• Students will identify activities that reduce and methods to avoid unnecessary stress.

Focus Area B: Family members will become more aware of the acquire skills needed to utilize and implement financial decisions and wise use of credit. They will make sound financial management decisions which will improve their quality of life.

Measurable Objectives:

1. Thirty citizen students who indicate on exit surveys the new practices they are implementing in their daily routines.
2. Programs will be held emphasizing the importance of planning for the cost of raising a child and the need to save for the high cost of education, including college.
3. The Women's Financial Information Program will be held as a 7-week seminar for 15 women in the county.
4. Financial management workshops will be held to reach 20 families involving pre-retirement planning, evaluating insurance, savings, risk management and the costs of health care.
5. Workshops on teaching financial record keeping and management by utilizing the Quicken software will be presented to 20 students.
6. Programs for first time homebuyers on home ownership making them aware of programs and methods of financing.
7. Family members will include tax management as an investment strategy

Baseline Data: For those of the population with limited income, many of these being single mothers, household budgeting is a great need for financial well being.

Indicators:

• Attendance at the events and programs.
• The tracking of income and spending habits for a time period.
• The student’s utilization of spending, savings, investment and estate plans developed.
• Tracking of debt loads of participants.
• The utilization of family accounting systems used by the attendees.

Focus Area C: Individuals will develop optimal lifelong health and wellness habits by practicing holistic approaches to safe and healthy behaviors:

Measurable Objectives:

1. Thirty citizens will gain knowledge and awareness of health related support services and groups.
2. Thirty citizens will take the responsibility to learn and apply self-discipline to reduce the dependency on abusive substances or compulsive behaviors.
3. Twenty individuals and families will participate in physical activity in compliance with CDC (Center for Disease Control) guidelines.
4. Individuals will adopt eating behaviors that promote health and wellness.
5. Many citizens will develop and practice a diet that meets the United States Department of Agriculture (USDA) dietary guidelines for Americans while meeting the National Research Council (NRC) requirements for each nutrient.
6. Citizens will adopt and implement Food Safety Inspection Service (FSIS) approved practices for safe handling and storage of food products.
7. Citizens will adopt safe and healthful practices at home and on the job.
8. Total number of students that enroll and graduated in the workshops and seminars.
9. The percentage of students that indicate that they have adopted practices or procedures will be determined in an exit survey.
10. By measuring the increased number of requests and workload in the office

Baseline Data: Over 20% of the population in the county are 65 years of age or over. With the high cost of medical treatment and a gradually graying community, maintaining desirable health habits gradually becomes of greater importance.

Indicators:

• By reviewing activity logs and/or journals.
• By reviewing student information requested learner feedback on nutrition skills, (i.e. label reading, food guide pyramid, hand washing) and pre-and post tests.
• By having students do food recalls/journals.
• By reviewing information requested and determining the incidences of food borne illness.

Focus Area C: The development and leadership training of our youth and adult leaders.

Measurable Objectives:

1. Youth and their adult leaders will learn to interact properly in all social and professional situations.
2. Youth and their leaders will know how to seek and accept leadership positions in the community
3. Youth and leaders will develop a sense of personal leadership competence.
4. Youth and leaders will develop a sense of security in their role as community leaders.
5. Youth will develop skills in building consensus and resolving conflict.
6. Youth will learn the importance of ethics in-group leadership and in competitive events.

Indicators:

• More youth will be involved in community leadership roles - both traditional and non-traditional roles.
• Youth and leaders will apply and be accepted in leadership roles.
• Youth and leaders display confidence in leadership roles.
• Youth will demonstrate good communication in their organizations, with advisors and within their organizations resulting in few misunderstandings.
• Youth will participate in character education activities.

Focus area D: Youth will become productive members of the community and workforce. There is a need to help the youth in career selection in relation for today's job market. Too many youth are pursuing careers with limited and outdated opportunities while other employment positions remain vacant

Measurable Objectives:

1. The youth of the county will develop professional, personal and social skills.
2. The youth of the county will develop a set of salable skills; such as critical thinking and decision making skills.
3. Youth of the county will develop a set of responsible work ethics.
4. Youth will develop responsible financial management skills.
5. School enrichment programs such as Home Alone, Talking with TJ, Embryology, Yeasty Beastie, Household Hazardous Waste, Composing with Worms, Food Pyramid, Food Safety Express and others have been a large part of the Andrew County Youth activities. This program will be increased by 15% in the next 4 years. These programs teach teamwork, conflict resolution, environmental conservation, food safety and other life skills.
6. The 4-H fairs, achievement days, project training, judging workshops, camps and educational trips will be continued as created by public demand.

Indicators:

• Fifty youth will demonstrate decision-making skills.
• Fifty youth of the county will demonstrate a value of responsible work ethic
•  Fifty youth of the county will learn financial responsibility though many 4-H projects and economical application.

Focus Area E: Instill in the youth and families of the county positive character traits such as trustworthiness, respect of others, responsibility for themselves and good citizenship to others.

Measurable Objectives:

1. Youth of Caldwell County will adapt positive character traits that build positive relationship
2. Individuals and/or families will express positive character traits that build family and community relations
3. Those individuals and/or families that express positive characters will become role models to benefit their peers.

Indicators:

• Visual signs that are displayed that healthy individuals and/or families can become responsible and productive citizens.
• Families and youth will demonstrate positive and acceptable character traits.
• Success will be determined if healthy families are shown to be role models for others within the community.

 Measurable Objectives:

1. Potential business will be offered help in developing business, financial, and marketing plans plus assistance in developing a potential customer base.
2. Extension staff will develop an advisory committee made up of county leaders for the purpose of offering a leadership development short course (EXCEL) to businesses and their employees.

Baseline Data: Retail and service industries make up 38% of the employment. These jobs are usually considered to represent lower paying incomes.

Indicators:

• The number of individuals that have a list of resources and have established a network System.
• The number of firms that have introduced a product to the market and has a positive cash flow.

Focus Area B: Local staff will coordinate with civic and county groups to identify business opportunities and needs for the purpose of business recruitment.

Measurable Objectives:

1. Staff will assist in the development of information and resource material that will aid local community leaders in identifying positive regional and state resources available to assist local communities in the recruitment efforts. Potential problem issues will also be recognized for review.
2. Local staff will coordinate with community leaders to develop resources, tools, and procedures for recruitment.

Baseline Data: Over 93% of the present county firms employ less than 20 employees, or are small companies. Most of the opportunities to increase jobs in the county lies in this size of employees and probably must come from within the county.

Indicators:

• The number of firms and individuals that participate in the process.
• The completion of community goals and the actions initiated.
• A survey of the results of activities initiated.

Focus Area C: Production agriculture is still a vital part of Caldwell County's basic income and also supports a number of vital jobs in both supply and the marketing services. Farming is considered to be the major occupation of over 43 % of the agriculture producers. While the rest consist of part time farmers they are vital to the overall economy and contribute to an accumulation of their net worth

Crops make up about 52% of the agriculture income with livestock contributing the balance of the $25.5 million generated just on the production side. With the competitiveness nature and rapid changes taking place within the industry, it is imperative that producers constantly be informed to take advantage of new technology and marketing so they do not fall behind producers from other regions of the United States.

Agriculture producers, agri-businesses and communities in Northwest Missouri will attain and sustain a viable agriculture business. Agriculture producers will implement environmentally sound practices to improve the profitability of their businesses. Agriculture producers and agri-businesses will become aware of the opportunities to increase profitability and the sustainability of their businesses

Producers need to acquire and control their capital along with sound business management skills to be low cost operators and improve family living. This includes knowledge of marketing and adding values to products for maximum efficiency and income.

Measurable Objectives:

1. Maintain and increase by 10% the number of producers involved in MIR and other financial record keeping systems. This creates and improves the creditability of information by managers to instill the acceptance of change by producers not presently enrolled.
2. Provide instruction and training in the appropriate level of both farm accounting and business analysis procedure for at least 10 farmers each year helping them to become lower cost producers.
3. Improve farm income of producers by increasing marketing skills, tax management and the use of retained ownership to improve gross sales and income. This will include a complete program including awareness phase and follow up meetings to reinforce the concept to 50 new producers.
4. Ten producers will develop an integrated business plan.
5. Ten producers will develop an integrated financing plan.
6. Ten producers annually will improve their farm record keeping systems.
7. Farm businesses will analysis and Identify market options.
8. Twenty-five producers annually will learn to compare economic impacts of production systems.

Indicators:

• Farmers and agri-businesses will remain in their operations and improve their farm incomes.
• New agri-businesses will be developed in the area.
• Survey results of producers.
• The number of requests for information or technical assistance
• The number of business plans developed.
• Requests for information about economic comparisons of various agriculture enterprises.
• Completion of comparative business analysis.

Focus Area D: Producers need to recognize and accept new technology and management production decisions to increase the agriculture income base of the county while there is still an economical advantage to them.

Measurable Objectives:

1. Producers will adopt and implement environmentally sound production practices to improve the profitability of their diversified agricultural enterprises.
2. Ten percent of the agriculture producers will adopt production strategies through integrated information systems.
3. Producers will implement economically sound production practices.
4. Producers will abide by the appropriate government regulations.
5. Twenty percent of the producers will obtain knowledge of new production technologies.
6. Producers and agri-businesses will learn the knowledge of enterprise diversification and economic feasibility.
7. They will develop knowledge of value-added and sustainability of farming enterprises.
8. Twenty producers will obtain knowledge of the new environmental regulations annually.
9. Managers will learn about new government policies.
10. Producers and firms will learn about their markets and infrastructure needs.
11. Producers will develop and understand and how to more efficiently use their available resources.
12. Identify long and short term environmental effects of different production technologies.
13. Compare the economic impacts of production systems that are available to them.
14. Regional specialists will maintain relationships and work through county, regional and state commodity and producer groups. These often are the county leaders and decision -makers that have creditability with producers and add to the multiplier effects of adoption.
15. Producers will be taught how to maintain and improve the soil base and water quality of the county. This involves promotion and utilization of better conservation tillage practices in crops involving the proper use of conservation tillage equipment.
16. Staff will make concentrated efforts to reduce water contamination by promoting legal and proper livestock waste management systems. The county public needs a constant reminder that producers are active environmentalists who continue to produce both a safe and wholesome food products.
17. Specialist will provide continued training in flower, garden and lawn care to the large and growing suburban population that are moving into the county.

Indicators:

• Regional specialists will utilize at least four tours, field days, workshops or demonstration plots each year to teach new skills or production technology to 100 county producers.
• Specialists will create an awareness of activities, flow of new and current information to crop and livestock producers. This will be done through individual consultation, radio, newspapers, TV and monthly newsletters to maintain the information in a timely manner.
• Farmers and agri-businesses will remain in their operations and increase gross sales.
• New agri-businesses will be developed in the area.
• Survey the results of producers.
• Agriculture enterprises diversify and become more profitable. Economic statistics of the county sales of the farm commodities.
• Questionnaire on application of regulations.
• Requests for information or technical assistance.
• Use of available resources.
• Learner feedback.

Focus Area E: Producers and local businesses in the county will benefit economically from the development of profitable value added programs including identity preserved commodities and marketing products further up the food chain.

Measurable Objectives:

1. Producers will become more knowledgeable on methods of adding value to their products, which will enhance net income.
2. Increased recognition and adoption of value added farm products and the knowledge by producers when cooperative marketing will enhance their individual profits.

Baseline: The use of contract farming or alliances has met with a lot of resistance by independent operators but may need to be considered in the future.

Indicators:

• Value added technologies and marketing identity preserved commodities would be utilized and developed by producers.
• The number of producers that develop networks and production marketing groups.
• The number that attends value added workshops and conferences.
• The Number of markets defined and developed.
• The number of alliances, networks and marketing cooperatives that are identified and developed.

PROGRAM THEME #3: To create community awareness of the need to maintain and improve the environment for the benefit of all the citizens of the county.

Focus Area A: The community will maintain and enhance the productivity of the county without depletion of the natural resources. The communities and individuals will utilize current applied research related to the environment including best management practices for soil, water, plants, animals and humans.

 Measurable Objectives:

1. County citizens and communities will allocate public resources based on their most logical needs with an awareness of the environmental, economical and human needs.
2. The citizens will investigate alternative resources including human, financial and the environment concerns.
3. Citizens will participate in the development of local, state and federal regulations which enhances the environment but preserves the individual and property rights that results in viable and profitable businesses.

Baseline data:

There was concern on the part of several individuals in the deliberative groups that the priorities of the rural non-farm and the rural farm maybe different. It was a concern that the non-farm group, that make up about 14% of the counties population, had too little knowledge of the importance of utilizing sprays and chemicals to remain profitable and view farmers as destructive to the environment. It was expressed that there needed to be more and better communication between these groups

Indicators:

• The types of and amount of technical assistance requested.
• Number of citizens helping to identify and preserve local resources.
• The request for involvement and assistance of government agencies and other organizations.
• It is judged that the county resources remain stable.

Focus Area B: Those who use pesticides will become aware of the need to protect both themselves and others as well as the environment from harmful effects of miss-used pesticides.

Measurable Objectives:

1. Pesticide Applicator License training for new licenses and renewals will continue to be offered on an as-need basis.

Indicators:

• License renewal lists provided by the Missouri Department of agriculture.
• Requests for new licenses.

Focus Area C: There is a need to use resources in a wise and orderly manner to preserve the resource base.

Measurable Objectives:

1. Farmers and others will learn to managing livestock wastes, farm chemicals and fertilizers to reduce environmental impact.

Indicators:

• 10 producers use global positioning technology to monitor yields, fertility requirements and weed pressures within field grids.
• Conduct a household hazardous waste disposal program in Caldwell County.

Measurable Objectives:

1. Reduced soil erosion will improve water quality in Caldwell County.

Indicators:

• Number of cost-share practices implemented through the Caldwell County Soil and Water Conservation District.
• Number of acres treated and tons of soil saved by these practices.

Measurable Objectives:

1. Water quality issues will be addressed as needed.

Indicators:

• Requests for information regarding sewage systems, drinking water testing and treatment, surface application of animal waste, pond management for recreation and livestock water and other water quality related issues.

Program Theme # 4: Community Viability Caldwell County residents have a desire to make Caldwell County a better place to live work and play. There is a need to develop additional leadership to encourage the wise use of available resources, (including providing suitable employment for our youth) and to encourage development of services to achieve this goal.

Focus Area A: EXCEL: Experience in Community Enterprise and Leadership. Community leadership is perhaps the single most critical need in rural Missouri. EXCEL has been proven to be capable of producing a group of informed and effective new leaders, ready to analyze and respond to the challenges facing their communities. The idea is to develop the means for meaningful community action partly by enhancing the individual skills of local citizens. EXCEL is designed to include a broad spectrum of community members representing the entire community and all its diversity. Participants are by selection with each community choosing its own criteria. A local committee will develop the program special to Caldwell County that will meet the leadership needs. This committee will plan content, raise funds, recruit and select participants.

1. An EXCEL program will be established, delivered and evaluated for at least 15 participants.
2. Participants will report increased leadership roles within the community.
3. . A sustainable plan will be in place to support the program.

• Participant pre-program survey of community knowledge and involvement will serve as baseline data. A follow-up survey with participants will be used to determine community impact. Indicators of progress include:
• Participant satisfaction with program curriculum and instruction.
• Longitudinal follow up to identify later community involvement.
• Local initiatives supported by participants.

Focus Area B: Long Term Economic Development. There is a need for long term economic development in Caldwell County. A Reap grant has been secured, economic development office opened and a foundation formed.

1. Citizens will become aware of the opportunities available to them through the economic development office and the Caldwell County Foundation.

• Number of participants in EXCEL program.
• Number of grants and scholarships dispersed to Caldwell County residents through foundation.

Focus Area C: Building Social Capital. The fabric that allows all communities to function their best is the way the local citizens relate to each other and work together. This relationship is often called social capital. This cooperative ability is what makes people and organizations effective.

Measurable Objectives:

1. Local resources will be developed and the ability to use those resources will be enhanced.
2. Opportunities for community interaction will be increased.

• New coalitions and active collaborations will be created.
• Issues will be framed in the most effective manner.
• Board trains will be conducted to enable boards to be more effective
• Organizations will have annual plans including fund raising.

Local Governance. Local governments, both at the city and county levels, are confronted with issues that they are not equipped to deal effectively. Outreach and Extension is uniquely positioned to help these bodies of government make the best use of the resources thy have

1. Local governments will make better long term plans to meet infrastructure needs.
2. More proactive strategies will be used in planning and zoning issues.
3. Citizens will be more aware, informed, and engaged in the process of local government.
4. Local governments will make better decisions concerning the wise use and conservation of resources.
5. Local governments will be more aware of effective ways to deal with conflict and resolve complex issues.
6. Local governments will be aware of migration inflows as well as outflows and how they effect local resources.

• Local governments will develop the information, organization and public support to implement sound management
• Planning and zoning will become a tool to impact growth.
• Local issues will be better received and supported.
• Local government will have recycling efforts and will work with local business and industry to be more environmentally friendly.
• Issues will be framed in a manner that leads to solutions.

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Introduction

The Clinton County University Outreach and Extension Center is part of the outreach arm of the four campuses of the University of Missouri, Lincoln University, and their resources. University Extension’s unique partnership with federal, state, and local governments helps to provide quality educational programs on issues which meet the needs of the citizens of Clinton County and the State of Missouri. The Clinton County University Outreach and Extension Council, as established by state statute, is a partner with University Outreach and Extension and USDA-CSREES in the development, implementation, and evaluation of educational programs.

The objective of the program plan is to give direction to the educational programs of the Clinton County University Outreach and Extension Council going into the first years of the 21^st century. The plan began with five deliberative group sessions that provided input from a cross section of the citizens of Clinton County. Identified during these deliberative groups were the needs and the direction that our communities and county should have to reach their potential during the beginning of the 21^st century. Focus was given on the capacities that exist or can be created to attain our vision of the future.

Rationale for the Program Plan

This plan began with five deliberative group sessions involving 37 citizens from various locations throughout the county. In those sessions the people identified the future outcomes they believed to be of the highest concern to the majority of citizens in the county. The priorities emerging from that process, along with our analysis of the major socio-economic trends in the county, and an assessment of the current outreach and extension programs being offered in the county provided the basis for the final plan. The plan was jointly developed and written by the county extension council and extension staff.

Clinton County citizens envision a future that includes a vibrant rural economy based on agriculture and small business, both new and existing. Such a future has an economic base that provides for employment opportunities and incomes above the poverty level for all our citizens. Outreach & Extension programs are designed to help farms, firms and individuals in this county compete in the global economy, achieve a safe and supportive environment for individuals and families, develop effective and responsive community leadership and to work with children, youth and families in our neighborhoods and communities to develop their strengths and abilities.

The 1997 population of Clinton County was 18,620. Over the last seven years the population has increased almost twelve percent. With aggressive efforts by the Cities of Cameron, Lathrop, Plattsburg and Gower and Clinton County to attract new business and industry as well as to foster the growth of existing businesses, the hope is the population will sustain an orderly growth in the future. Though predominantly white, Clinton County has seen growth in the percentage of other ethnic groups. In 1996 there were 183 Hispanics, 426 African-Americans, 77 American Indians and 31 Asian/Pacific Islanders living in Clinton County. In 1990 there were 6,123 households in the county. The majority of the population lives in the rural areas of the county. 77% of the population lives in the rural county areas.

Our economic base is made up of agriculture with $33,641,000 in cash receipts. Transfer payments account for over 37 million dollars annually. The total business payroll for 1995 was reported to be over 48 million dollars. Total personal income in 1990 was reported to be 255 million dollars.

Unemployment is currently at a low of 4.1 percent as of January 1999. This compares with an unemployment rate of 5.5 percent for 1995. Indications at present are that unemployment rates in Clinton County will hold steady or continue to decrease. While there has been a decrease of 33.3% in the number of large employers in Clinton County, the number of midsize businesses has increased by 45.5% and the number of small businesses has increased by 13.5%. The per capita income in 1996 was $20,373.

While farms have been decreasing in number the average acreage per farm has increased. The average sales per farm have also increased by 17.5%. 566 of the 714 farms in Clinton County sell $50,000 or less in agricultural products per year. Eighty-six farms had sales of more than $100,000. 41% of the farmers in 1992 worked 200 days or more off of the farm. Only 8% of the population in Clinton County are directly related to farming.

Single-parent households with children under the age of 18 were at 13.1% in 1990. Women in the work force with their youngest child under the age of 6 are 62.6%. In 1993 15% of the school-aged children were in poverty. About 30% of the childcare needs are being met by licensed facilities. Median household income in 1996 was $34,394. The high school drop out rate for Clinton County was 3.4% in 1996.

Clinton County Program Priorities

Based on the priorities expressed by the five deliberative groups, after a review of the socio-economic trends in the county and an evaluation of the current extension educational programs, the Clinton County Extension Council chose to focus the majority of our future extension programs with four major themes: 1) Children, youth and family development; 2) environmental education and natural resources; 3) community viability; 4) economic competitiveness. The program priorities listed by the council are: 1) Family and Youth development; 2) Land use planning, planned population growth and Zoning; 3) Marketing of agricultural products and risk management; 4) Business retention.

Theme #1: Children, Youth and Family Development

Priority #1: Youth development. This includes youth education, leadership opportunities and development, youth employment, community involvement, work ethic, life skills, responsibility and youth retention in our communities.

Priority 1: Stronger families. This includes parenting skills, early childhood development, senior housing, employer provided day care, general day care needs and working with financial resources.

Theme #2: Environmental Education and Natural Resource Management

Priority #2: Environmental and natural resource issues. This includes land use, recycling, soil erosion, water quality, waste management, planning and education.

Theme #3: Community Viability

Priority #2: Community planning, responsibility and leadership. This includes volunteerism, technology, civic pride, responsibility, library education and access, vacant lots and farm issues around this priority.

Theme #4: Economic Competitiveness

Priority #3: Marketing and producing agricultural products. This includes marketing options for agricultural products, value-added agriculture, awareness of farm issues, production practices and other management practices.

Priority #4: Business retention. This includes small businesses, agri-businesses, home based businesses, work force preparedness and job skills.

 Program Theme #1: Children, Youth and Family Development (Priority #1)

Statement of Need

Positive youth development does not occur solely within the family. It takes a whole community working together to give young people the best environment and the best opportunities for growing into adulthood. A national committee of 4-H youth development faculty has identified 8 critical elements of positive youth development programs after reviewing research literature. These elements include:

	A positive relationship with a caring adult [outside the immediate family]
	A safe environment, both physical and emotional
	An opportunity to develop mastery and competence
	The opportunity for self-determination
	The opportunity to value and practice service to others
	An inclusive environment
	Engagement in learning
	The opportunity to see oneself as an active participant in the future.

Educational programming designed to foster positive youth development should include some or all of these elements. Programs that strengthen families and communities and equip youth for leadership, provide character education, teach life-skills and preparation for the workforce help meet these requirements. Working in collaboration with public and private sector organizations to provide the necessary community assets needed by youth will require careful thought. Providing available research and knowledge from the land-grant university system during this process will be an important contribution of University Outreach and Extension.

Focus Area A: Volunteer Leadership Development

Leadership development and community leadership programs are keys to training local citizens for expanded leadership roles. Leadership development is a long-term process of training, implementation and change that will affect the sustainability of a community. A high percentage or single-parent families and/or working parents requires new strategies for reaching out to families and youth that have not traditionally been served. Recruitment, training, supervision, retention and recognition of volunteers are essential to support positive youth development programs.

Leadership development for both youth and adult volunteers will focus on interaction skills for professional and social settings, consensus building and conflict resolution, and the importance of ethics in group leadership and competitive events and team building. Other emphasis will be directed toward decision-making/judgement, time management, planning and organizing, confidence building and flexibility.

Measurable Objectives:

• 10% of volunteers working with youth programs will participate in leadership development programs [offered in variety of formats].
• 10% of those participants will report increased knowledge of leadership skills.
• 10% of youth will participate in youth leadership programs.
• 10% of youth participants will report increased knowledge about leadership skills.

Baseline Data:

A national survey conducted in 1997 revealed youth in grades 6-12 who volunteer an hour per week are less likely to engage in risk behaviors. The study was reported by the National 4-H Council and was based on information from 47,000 youth. Improved decision making skills may be reflected in the first decline in years in the initiation of sexual activity by youth ages 15-19. This report appeared in 1995. However, Missouri’s Youth Risk Behaviors Survey indicates Missouri’s youth are more likely than others in the nation to engage in other risk behaviors such as tobacco use, drinking and driving and failure to use seat belts. This information indicates a need for increased volunteer leadership development programs through local youth organizations (1998 Kids Count Executive Summary)

Indicators:

• Youth and adult volunteers will participate in character education activities [participation records]
• More youth and adult volunteers will become involved in community leadership roles [both traditional and non-traditional roles]
• Program participants will complete evaluations to measure increased knowledge of leadership skills

Focus Area B: Character Education

Search Institute has identified forty developmental assets that youth should possess in order to reduce their participation in risky behaviors. The more of these assets a youth possesses, the more likely he/she will be to grow up engaging in positive behaviors. Several of these identified assets are included in the 4-H character education lessons, including, caring, honesty, responsibility, service to others, respect for self and others. By providing youth with character education activities, we will not only enhance their character, but will also build assets that can protect them from risky behavior.

Measurable Objectives:

• 10% of school-age youth enrolled in extension youth development activities will take part in character education activities.
• Of those youth participating 40% will indicate an increase in ethical decision-making skills.
• 50% of families enrolled in extension youth development programs will be exposed to methods for developing character in their families.

Baseline data:

A 1997 Newsweek Poll, "What Matters Most" polled 506 parents of children ages 0-3 years and asked them about their most important goal as a parent. The most common response, given by 48% of the parents, was making sure their child grows up to be a moral person.

In 1998 the Josephson Institute of Ethics conducted a survey which revealed nearly half of all high school students reported they had stolen something while 92% of the teens admitted to lying. Only 69 percent of the high school students say they are satisfied with the ethics and character of their generation. During the last two or three decades two youth behavior trends have been prevalent: a rise in destructive behavior, and a rise in self-destructive behavior (Wynne & Hess, "Trends in American Youth Character Development", 1987).

Indicators:

• Blue Ribbon enrollment data will be used to analyze the total number of youth who participate in character education activities.
• Attitude surveys will be administered before and after these activities to determine increase in ethical decision making.
• Documentation will be kept regarding the number of families provided with the information.

Focus Area C: Coalitions to Support Youth

The 40 assets communities need to provide in order to rear healthy, productive youth were identified by the Search Institute. The systems approach to positive youth development indicates the more organizations and agencies that work together or in parallel to provide youth support, the more protective factors a community can provide its youth. The African proverb, "It takes a village to raise a child", is borne out in research.

Working as a member of a community organization or coalition to affect greater support and services for youth and their families is an important step for youth and family professionals.

Measurable Objectives:

• Extension staff will participate in and support the community coalitions, such as Caring Communities, Self-Sufficiency Teams, or Human Resource Councils, CHART, Community 2000.
• Extension staff will provide research-based information as needed to these groups in order to develop leadership, evaluate activities/programs, assist with asset mapping/needs assessment or provide program and problem-solving resources.

Baseline data:

Human Service Councils and/or Self-Sufficiency Teams operate in most NW Missouri counties. A few communities have Community 2000 organizations, and one has a Caring Communities program along with St. Joseph Youth Alliance. While there are varying degrees of extension staff involvement in these organizations, it is important to be actively involved in these groups to maximize our impact on total youth and family development.

Indicators:

• Extension staff will participate and accept leadership roles in these organizations as work schedules permit.
• Resources provided to these organizations will be evaluated as an integral part of the delivery.

Life Skill Development

The 4-H club programs, some school enrichment and after school programs focus on providing youth with positive assets such as: planning and decision-making skills, a positive view of personal future, and a sense of purpose. Conflict resolution, resistance skills, cultural competence, positive self-esteem, safety and career exploration skills are included as well.

Measurable Objectives

• 5% of the county’s youth will participate in skill development programs
• 50% of the participants will indicate and increased knowledge of the skills taught.

Baseline Data:

According to the Search Institute’s recent research article, a major reason our society is faced with youth crises, from violence, to pregnancy, to school dropouts, is society no longer provides them with the developmental assets they need to grow up healthy. This depletion of assets occurs in small towns as well as in larger communities. We will have little success in reversing this trend unless we rebuild the foundation. Until we start helping youth develop and expand their repertoire of assets, we will continue to see troubled youth. We must invest early and often so young people will have the resources they need to cope with the ups and down of growing up. (Search Institute, 1994, "Building Assets Works!)

Indicators:

Blue Ribbon data will be used to analyze the total number of youth who successfully participated in skill development programs. Evaluations will be done at the conclusion of each session to measure increased knowledge in skills taught and the number of participants who show increased knowledge.

Youth programs that focus specifically on family involvement, life skills and asset building, character education, citizenship, environmental stewardship, financial decision-making, conflict resolution, healthy habits and increased enjoyment of science include:

• 4-H residential and day camps
• 4-H contest and exhibit Days
• 4-H club programs [both traditional and non-traditional delivery modes]
• 4-H state-wide contests, workshops and leadership events
• 4-H school enrichment and after school programs
• 4-H community service programs

Focus Area D: Youth Workforce Preparation

Youth moving from school to the world of work are faced with an ever-changing job market. Emerging technology or demand for increasing technological skills will affect many of the entry-level jobs.

More than 30% of both rural and urban high school juniors and seniors worked part time in 1993-94 (Missouri School Improvement Program). As an introduction to the world of work, youth who work part time during high school may find the experience beneficial or detrimental, depending on several factors.

Only those who saw their part time jobs as relevant to their future career goals benefited from their part time work. Students who worked more than 30 hours per week were more likely to suffer academically and to engage in higher risk behaviors. In addition health behaviors worsened. Students working 20 hours per week or less did not suffer the same affects. (A national study conducted by Bachman and Schulenberg at the Institute for Social Research at the University of Michigan, Ann Arbor, 1985-89)

Faced with important career path decisions, and part time work not always being the best option, programming related to career exploration and preparation could be helpful to youth of the county. Collaboration with existing programs [such as school to work programs in some school districts] would be important.

Measurable Objectives:

• 10% of teens involved in youth development programs will learn to access career options information.
• 10% of the teens involved in youth development programs will participate in workshops or other activities designed to improve resume writing and interviewing skills.
• 10% of the teens will learn good financial management and decision-making skills needed in post high school study/training and beginning employment.

Baseline data:

More than 30% of high school juniors and seniors in both rural and urban communities worked part time in 1993-94. (Missouri School Improvement Program) This indicates the transition from school to work begins before high school graduation for nearly 1/3 of youth. Not all school districts have school to work programs, and only a portion of the students participates in these programs where available.

Indicators:

• 80% of the teens involved in workforce preparation activities will successfully access career option information pertinent to their interests [self-reporting at completion of activities].
• 50% of teens participating in resume writing and interviewing activities will demonstrate improved skills [portfolio evaluation].
• 70% of teens participating in financial management & decision-making skills activities will show increased knowledge [pre-test vs. post-test]

Priority #1: Stronger Families

The family dynamics are rapidly changing in Clinton County with more children living in single parent families and more women with school age children working outside the home. The stress of balancing work and family responsibilities continues. The instability of the basic family unit has profound effects on the economical well being of the household members as well as the community. It is estimated that only about 30% of the childcare needs are presently being met by licensed day care facilities. Many of the new jobs in the county are service types and are relatively lower paid which adds to the stress and lack of coping with daily living. Even though the unemployment rate continues to fall (being at one of the lowest levels historically), the percentage of free and reduced lunches provided to Clinton County school age children continues to rise.

Focus Area A: Family and Parenting Skills

University Outreach and Extension will provide individual and family assistance in meeting the challenges and opportunities of the changing family structure including the aging process as a normal and natural part of the life cycle. Parenting techniques and resources, child guidance and discipline, childcare options, and general resources available to the individual and the family will be dealt with. Individuals and families will demonstrate behavior change in successfully managing and balancing both family and work responsibilities.

Measurable Objectives:

• Individuals will be exposed to the wide array of resources available to them in the area of managing family and work responsibilities.
• Individuals and families will demonstrate behavior change with increased harmony and continuity in the family structures.
• At least 100 families will learn positive parenting techniques for appropriate guidance and discipline of children including the ages and stages of child development by providing workshops and other appropriate curriculum materials.
• Individuals, parents and families will receive training related to stress in the family and the workplaces as well as self esteem issues that affect daily life.
• Programs will be given to support the senior citizens, including knowledge of the aging process, care giver support and dementia awareness.
• Childcare providers will receive training on appropriate guidance and discipline techniques within the childcare setting.
• Collaboration and networking among social service agencies and clientele will be used to extend the knowledge and resources of the University.
• The community will continue to value leadership development for both adults and youth, by providing leadership development opportunities.

Baseline Data:

Currently in Clinton County, 22% of the children are living in single parent households. There are 42.7% of the parents paying child care support into the system. Figures show there are 1,237 children in licensed childcare facilities within the county. 22% of the school-aged children are living in poverty. Women working with their youngest child under the age of six account for 62.6% of that population. Currently much collaboration exists within Clinton County, a prime example is the St. Joseph Youth Alliance which University Outreach and Extension initiated.

Indicators:

• Family members will have a clear understanding of each others roles and learn to support and strengthen one another.
• Individuals will exhibit an understanding of the causes of stress and practical ways to deal with it in their lives.
• Parents will encourage appropriate behavior from family members.
• Parents will gain a greater understanding of appropriate guidance and discipline and be able to utilize several of the learned methods within their own home.
• Childcare providers will be able to use guidance and discipline techniques in creating a more desirable atmosphere within their daycare, and in providing more appropriate behavior of the children.
• Parents and childcare providers will understand the ages and stages of normal child development.
• Methods of collaboration and networking will be continued and enhanced among appropriate agencies and individuals.
• Continuance of the St. Joseph Youth Academy.

Focus Area B: Family Financial Skills

Family members will become more aware of the acquired skills needed to utilize and implement financial decisions and wise use of credit. They will make sound financial management decisions which improve their quality of life.

Measurable Objectives:

• Citizens will indicate on surveys new practices they are implementing in their daily routines.
• Programs will be held emphasizing the importance of planning for the cost of raising a child and the need to save for the high cost of education, including college.
• The Women’s Financial Information Program will be held as a 7-week seminar for women in the county.
• Financial management workshops will be held to reach families involving pre-retirement planning, evaluating insurance, savings, risk management and the costs of health care.
• Workshops on teaching financial record keeping and management by utilizing the Quicken software will be presented.
• Programs for first time homebuyers on home ownership making them aware of programs and methods of financing.
• Family members will include tax management as an investment strategy.

Baseline Data:

For the 15.7% of the population with limited income, many of these are single mothers, household budgeting is a great need for financial well being.

Indicators:

• Attendance at workshops and programs.
• The tracking of income and spending habits for a specified time period for participants.
• Tracking of debt loads of participants.
• The utilization of family accounting systems used by the attendees.
• The utilization of spending, savings, investment and estate plans that have been developed.

Focus Area C: Health and Wellness

Individuals will develop optimal lifelong health and wellness habits by practicing holistic approaches to safe and healthy behaviors.

Measurable Objectives:

• Members of the community will gain knowledge and awareness of health related support services and groups.
• Members of the community will be trained about abusive substances and their addictive properties.
• Individuals will be trained in appropriate eating behaviors that promote health and wellness.
• Numbers that enroll or participate in seminars or workshops related to health and wellness topics.
• Individuals and families will gain an understanding of what types of physical activities are in compliance with the Center for Disease Control’s (CDC) guidelines.
• Individuals will learn to regularly implement prevention and early intervention strategies that promote a healthy lifestyle.
• Individuals will gain knowledge and awareness of health related support services and groups
• Individuals will adopt safe and healthful practices at home and on the job.
• Individuals will develop and practice a diet that meets appropriate dietary guidelines set by the United States Department of Agriculture (USDA).

Baseline Data:

The percentage of students enrolled in free/reduced lunches is 39.5%. More than 16.5% of the population is over 65 years of age. Over 22% of the school aged children live in poverty. In 1996, 206 children were born to teenagers between the ages of 15 and 19 in Clinton County. These and other factors indicate the need for nutrition, health and wellness training.

Indicators:

• Review of student information, participant feedback on nutrition skills (i.e. label reading, food guide pyramid, hand washing), pre- and post tests.
• Reviewing activity logs and/or journals of participants.
• Participation in early intervention/screening opportunities.
• Incidences of food borne illness, student absenteeism, low bacteria count on Food4Kids interactive web site.
• Interview participants.
• Utilization of Community Connection Web-based database.

Program Theme #2: Environmental Education and Natural Resources (Priority #2)

Priority #2: Environmental and Natural Resource Issues

Clinton County has a wealth of natural resources including water, soil, air, plants, animals and humans. Citizens of the county want to manage these resources in order to preserve them for future generations. Citizens identified many needs in this area. They can be categorized into the major areas of Environmental Education and Land Use & Growth Management.

Focus Area A: Environmental Education

Both Youth and Adult educational opportunities must be provided to help individuals understand the importance of their role in natural resource protection and management. Environmental issues provide an excellent basis for involving youth and adults in local environmental management and policy development.

Measurable Objectives:

• Special learning experiences will be designed to assist 100 children in improving their knowledge, and understanding their personal responsibility in promoting management and protection of natural resources and watersheds.
• 100 individuals will increase their knowledge of the water cycle, hydrology, and the interrelationship between humans and the environment.
• 20 teachers will enroll in a credit course which introduces curricula that emphasizes classroom application and student understanding of natural resource systems, their use, protection and management.
• 10 owners of private lakes and ponds will learn recommended management methods of controlling aquatic plant growth and increasing pond health and bio-diversity.

Baseline Data:

Youth programs and volunteer programs multiply the effectiveness of the educational delivery system. Since water is a part of everyone’s life, citizens' from all sectors of society have a role to play. Research on educational approaches to behavior change has shown that people will adopt new behaviors when given a chance to practice new skills and to receive recognition for the positive impact of their contributions. Programs that involve youth and adult volunteers, contribute to an increase in community partnerships and networks to develop solutions to particular concerns identified through the programs and in response to increased citizen awareness of local issues. The result will be more citizen involvement, wider dispersal of information, and more rational analysis of environmental decisions in the community.

Indicators:

• In-school student educational activities will result in an increase in student knowledge as indicated in standardized student testing. (such as MAP scores)
• Elementary teachers will incorporate environmental education as a part of cross curriculum teaching activities.
• Individuals will be able to describe features of a watershed.
• Individuals will understand the relationship between surface water, ground water, and the hydrologic cycle.
• The knowledge of citizen concerned about environmental issues will increase.

Focus Area B: Land Use and Resource Planning.

Planned growth is a major concern of Clinton County residents. Communities, towns and the county will have the opportunity to bring about community betterment through leadership training and cooperation between local and county issues. Assistance will be provided to local and county officials on critical issues as planning and zoning, development of housing and community betterment.

Land Use and Resource Planning. Working with local government and citizen groups, regional extension staff will assist in the development of long-term land use planning for Clinton County.

Measurable Objectives:

• Make available information to local land use planners to assist them in making correct decisions for Clinton County.
• Work with local groups on planning and zoning issues.

Indicators and Baseline Data:

Clinton County is experiencing rapid population growth due to migration from the Kansas City, St. Joseph and Cameron areas. With many of the surrounding counties having some form of planning and zoning, Clinton County is potentially exposed to undesirable growth and development. Long term growth that maintains the environment and desired standard of living will indicate that the objectives have had a positive impact.

Focus Area C: Land Use and Growth Management

Protection of local watersheds and aquifers often requires community-based actions. Decisions about land use, waste water management alternatives for areas without public sewers, storm water controls, and the protection and restoration of riparian zones are just some of the concerns which must be addressed. Educational programs must include new tools and techniques to strengthen awareness of the water quality impacts of current and proposed land use activities by both community decision makers and individual property owners.

Measurable Objectives:

• Conduct a Realtor’s workshop to inform 20 realtors of the need for environmental assessment of existing building sites and future development sites.
• Erosion control methods at building sites will be adopted by 5 contractors.
• The importance of increased use of green spaces in planning new developments and enhancement of current parks, and public use areas in order to reduce runoff and increase wildlife habitat, will be provided to 20 individuals.
• 5 developers will learn how to evaluate potential sites as to soil type and also include green spaces and common use areas in their design of new developments in an effort to better manage runoff and pollution.

Baseline Data:

Increasing acres of agriculture land are being consumed by urban growth. In some cases, environmentally sensitive rural areas are being developed as the demand for small acreage to construct housing increases. Both rural and urban erosion problems can pollute streams and cause health and safety problems. Realtors and land owners need to be aware of environmental issues to be considered including erosion, ground water, and proper design and management of septic systems and absorption fields.

Indicators:

• Urban growth will be better managed.
• Environmentally sensitive areas will be protected.
• Realtors will conduct environmental evaluations of potential development sites.
• Contractors will construct appropriate erosion controls.
• Developers will incorporate soil type information as an evaluation tool when determining the appropriateness of land for potential building sites.
• Loss of topsoil from erosion will be reduced.

Program Theme #3: Community Viability (Priority #2).

Priority #2: Community Planning and Population Growth, Responsibility and Leadership

Focus Area A: Related Community Services and Facilities

Growth occurs within the very fabric of a community. It impacts the schools, roads, water needs, police protection, and quality of life for the entire community. Some growth may be considered an answer to existing community needs. The same or other growth may also be considered as placing additional burdens on existing community services and facilities. Clinton County residents expressed concern about overall growth management, infrastructure and transportation.

Measurable Objectives:

• At least fifty residents will report a significant increase in their understanding of the impact different development decisions would have on community services and facilities in their area.
• Of these, at least fifteen will report having taken some action to become involved in development decisions in their area.
• Cooperating with other agencies, gaps in community service needs will be identified.

Baseline Data:

• Clinton County is experiencing significant growth of expensive housing developments into the rural areas. This growth is consuming a large amount of land in the rural areas.
• Participant pre-program survey of community knowledge and involvement will serve as baseline data. A follow-up survey with participants will be used to determine how the community and the participants benefited from the program.

Indicators:

• Participant level of understanding before and after the program.
• Longitudinal follow-up to identify actions taken by participants to influence local development decisions.
• Development changes that can be attributed, in whole or in part, to this program will be noted.

Focus Area B: Youth & Community Leadership

Youth and Community Involvement Activities and events, which engage youth and adults in meaningful ways, can be envisioned as a base upon which strong communities can be built. Community volunteers, board members and government officials can benefit from opportunities to help them enhance their leadership and decision making skills.

A sense of community and understanding of how the interacting systems function are essential for residents to be motivated to get involved as volunteers, board members, or participate in civic efforts.

School related groups, civic and quasi-governmental groups or clubs all require volunteers who know how to access information and resources, as well as have a working knowledge of contemporary public policies and issues.

In order to continue broadening the leadership base, young people must be included as a vital part of the community. The views and creativity of youth have many times been withheld from a community because youth are often seen only in terms of their lack of maturity and life experiences. Youth must be looked to for their real potentials rather than their perceived weaknesses. Rather than viewing youth on the basis of their problems we must help then find ways to become constructive community members. Given the opportunity, youth can always make meaningful contributions to the well being and development of the community in which they live. Projects must occur which connect youth to the community. These programs will serve to increase self-esteem and a level of competency while improving the community as a whole. Extension Staff at the state, regional and local levels will partner with other agencies in order to plan and carry out successful programs based on community needs.

Measurable Objectives:

• Provide training for council members.
• In cooperation with regional community development specialists, offer a regional government official’s training seminar.
• Contribute to a regional Community Development newsletter highlighting topics of interest to communities.
• Youth participation in community service and citizenship programs will increase by 10%.
• 20% of participants will report increased knowledge of local, state and federal government.

Baseline Data:

Public governmental boards normally require volunteers who, though they receive little or no pay, are expected to know complex laws. Because they are volunteers, they need training to understand what is important to do correctly in order to avoid conflict and possible lawsuits. As an example, Missouri’s Sunshine Law is a very comprehensive law and most board members do not take the time to read it when they are on a government board. Extension can provide programs to assist these boards and local government.

Data will be obtained through the State 4-H Office, county Blue Ribbon Enrollment System, local schools and other agencies. The Search Institute has identified 44 developmental assets a community should provide to shelter youth development. Also, the report of the UOE 1998 deliberative group sessions will be used.

Indicators:

• 10 local board members and governmental officials will indicate the information was useful to them
• A regional newsletter for community officials will be developed and produced quarterly
• Program evaluations will be completed at the end of every session to assess the level of acquired knowledge in the area of local, state, and federal government.
• Surveys of community leaders will assess youth involvement in community service activities.
• Compare current year data with previous year community service data to show trend.
• School and community partnerships will develop
• Citizens will know how to access local governments, their jurisdictions and procedure to effect action
• Local, grass roots organizations will function independently for community improvements and broad-based citizen involvement

Focus Area C: Community Technology Enhancement

New and advanced technology is becoming more important for communities and businesses to stay competitive. As businesses become more computer dependent, it is even more critical that our citizens have these skills. Extension, along with other organizations, will provide assistance and programs to help keep Clinton County residents up to date.

Measurable Objectives:

• Clinton County will complete the Community Connection online community resource directory project with 15 organizations providing information to this. Citizens will have better up-to-date information because of it.
• 20 county citizens will attend Internet Masters training held in our area. They will provide a minimum of 100 hours of volunteer service to our community in training and assisting others on the use of the Internet.

Baseline Data:

The Community Connections project has garnered interest in our county. Internet Masters has not been held in our county yet. A session was scheduled but was canceled due to lack of enough registrations, however we continue to receive several requests to do this program here.

Indicators:

• Follow-up, user-logs, and observation from places where the public computer terminals are located to see the amount of use they receive. Increased community involvement and questions to public officials.
• Number of organizations utilizing the Community Connections project in the county and how often they update it.
• Number of persons attending and becoming Master Internet members and by tracking the number of volunteer hours they perform.

Program Theme #4: Economic Competitiveness (Priority #3 & #4)

Priority #3 Maintaining Agricultural Financial Sustainability

Clinton County has a major agricultural base, over 700 farms that primarily depend on sales of agricultural products for their income. The agricultural income for the county amounts to over 33 million dollars. While only 8% of the population is employed on farms they provide a substantial number of jobs and the impact of a profitable agricultural base is tremendous for the businesses located in Clinton County. With the increase in population there has been an influx of people who want to produce some form of agricultural product. There is a need for information and educational programs to relate to these "new" farmers. Extension specialists will continue to conduct workshops and educational programs on agricultural sustainability and viability.

Focus Area A: Marketing Agricultural Products

To maintain their financial stability and sustainability, producers and agri-businesses must seek out or create different markets for their products. These markets may already exist or they may need to be created.

Measurable Objectives:

• 25 Clinton County producers will learn the various marketing options available for marketing their production.
• 25 producers will learn profitable production practices.
• 100 producers will attend field days and demonstration activities and learn environmentally sound management practices.
• 20 "new" producers will learn goal setting, resource management strategies, marketing and production strategies for their farms.
• 25 producers will learn the costs and risks associated with marketing their production.
• 50 producers will learn and understand the food system and where they fit into the food system.

Baseline Data:

Agricultural producers in Clinton County have major markets within easy, short travel distances. These markets often offer premiums in price for timely delivery or delivery of a specific commodity or type of commodity. Producers need the knowledge to find these markets and take advantage of them. Livestock producers in Clinton County have several marketing options available to them ranging from the normal marketing channels to using the futures market to selling direct to the consumer however they need to know that these markets exist.

Indicators:

• Use of marketing plans
• Requests for marketing information
• Establishment of new marketing alternatives
• Requests for market research
• Attendance at meetings, tours and field days
• Requests for technical assistance

Focus Area B: Agricultural Production Skills

To remain competitive and in business, agricultural producers will need to remain current on their production knowledge. This will include knowledge of the applicable environmental regulations and best management practices. To remain competitive in a global economy producers need to know not only how to produce but they need to know what types of products the world wants and needs.

Measurable Objectives:

• 100 producers will learn of new production technologies available to them.
• 100 producers will learn about environmental regulations affecting them and their operations.
• 100 producers will make comparisons of new production practices to their present production practices in their operations.
• 25 producers will adapt production strategies through the use of integrated information systems.

Baseline Data:

With two impaired watersheds in the county, producers must maintain a knowledge and vigilance of their use of best management practices, chemical use, cultural practices, fertility management and variety selection to maintain their financial security. These watersheds encompass most of the county and the environmental impacts of their practices and decisions will impact not only the water quality but also possibly the use of certain chemicals they deem necessary for sound agricultural production.

Indicators:

• Attendance at meetings and tours and field days.
• Requests for information
• Newsletter subscriptions
• Requests for technical assistance
• Changes in the utilization of production tools and resources.

Focus Area C: Financial Sustainability in Agriculture

In order for agricultural producers to remain in business they have to develop knowledge of business practices, setting realistic goals and change their thinking patterns to begin looking at their operations in a business manner. If producers continue to treat their operations as a way of life then they are making and establishing different goals.

Measurable Objectives:

• 25 producers will analyze their operations
• 50 producers will set attainable, realistic financial goals for their operations
• 100 producers will evaluate the enterprise mix in their operations
• Producers will become knowledgeable about economic and business principles
• Producers will develop business plans for their operations.
• 25 producers will learn about keeping adequate records to include computerized as well as organized paper records.

Baseline Data:

Of the 714 farms in the county only 148 have sales over $50,000 and of these 86 have sales of over $100,000. Futuristic agriculture feels that to remain competitive, farms must have sales of over $250,000. In order to raise sales to these levels producers will have to look at their operations in a business manner.

Indicators:

• Number of record books sold.
• Requests for information on business planning and plan development
• Requests for information on business practices
• Requests for technical assistance with business analysis
• Requests for assistance in developing business plans

Priority Area #3 Horticulture:

A significant portion of income generated in counties of northwest Missouri is associated with forage crops and fruit and vegetable production. The soils and climate of the region are suitable for increased production of vegetables and fruit, especially for people with a small acreage. They could generate a large portion of their family income from vegetable and fruit production, especially if new and adequate markets are available. Educational programs to be offered include:

Focus Area A: Master Gardener Program.

The Master Gardener program provides 30 hours of intensive instruction in horticulture. Participants provide a minimum of 30 hours of community service after class instruction. These hours could be used for educational programs to home gardeners and answering horticultural calls. The Master Gardener program will help develop commercial gardens for small farmers. The Master Gardener program will be offered in several counties in the northwest region in the next four years.

Measurable Objectives:

• A Master Gardener program will be organized or continued in Andrew, Buchanan, Clinton, Nodaway, Grundy, and Livingston counties.
• Annually, 50 new Master Gardeners will complete the train-the-trainers course.
• Twenty percent of the present Master Gardeners will achieve Advanced Gardener status.
• Eighty percent of callers to the Master Gardener hotline will utilize one or more recommendations.

Baseline Data:

Master Gardener programs have been presented in the region during the previous 5 years. During that time 210 clients have completed the basic training course in the region.

Indicators:

• Number of Master Gardeners that complete the basic training course.
• Number of Master Gardeners that complete Advanced Master Gardening training.
• Number of clients that implement recommendations.

Focus Area B: Farm Market Organization.

The anticipated increase in vegetable and fruit production by area growers with a small acreage will require more marketing opportunities for the crops grown. Additional farmers markets in the region will provide outlets for producers to sell their items. Producers will receive retail prices at farmers markets and thus realize greater profits.

Measurable Objectives:

• Farmers Markets will be established in 3 locations in the region without a market.
• Establish an advisory board, market by-laws and select a site for each market.
• Provide information for growers in the selected locations for the markets. Guide sheets and other gardening information will be available for clients.
• A vegetable field day for growers will be organized It will illustrate growing techniques used for different crops and soil types.
• Yearly variety trials at St. Joseph will provide data on new vegetable varieties.
• A yearly regional vegetable conference will provide information for growers in a four-state area.
• Seminars to provide information on value-added products will be organized at various sites in the region. Two seminars will be presented at selected sites in the region.

Baseline Data:

There are presently eight Farmers Markets in the northwest region. They provide fresh fruit and vegetables for patrons in St. Joseph, Chillicothe, Trenton,

Bethany, Princeton, and Hamilton. Vendor and patron participation continues to increase every year at these Farmers Markets.

Indicators:

• Number of Farm Markets established.
• Number of Boards of directors and by-laws established.
• Number of guide sheets and leaflets distributed.
• Number of farmers adopting new varieties or techniques in fruit and vegetable production.
• Number of patrons and vendors attending regional conferences and field days.

Focus Area C: Turf Management Program.

Increased numbers in housing developments, business complexes, and recreation areas in the region will require more information about lawn upkeep. Educational programs concerning lawn care will be offered at selected sites in the region. New lawn care businesses will also need advice on record keeping and other aspects of business management. State specialists in turf management and other sources will be utilized to keep golf course superintendents, groundskeepers, and other professionals up-to-date on lawn care. These professionals represent a large portion of the economy involving lawn care in the region. The lawn care economy continues to expand as the population of the region increases.

Measurable Objectives:

• Lawn care seminars will be offered at 2 sites in the region yearly. Current information on varieties of grass, fertilization, pests, and mowing will be available. Regional small business personnel will provide information for people starting a lawn-care business.
• 25 participants each year will report increased knowledge in educational areas offered in the program.
• 25 participants each year will report adoption of one or more financial practices recommended in the program.

Baseline Data:

The lawn care program has never been offered in this region before. There are now 20 lawn care services in St. Joseph with many others in towns in other counties in the region. New businesses are appearing every year as lawn care demands increase. These businesses will need current information on new varieties, chemicals, pests, lawn upkeep, and business plans.

Indicators:

• Number of new businesses established yearly.
• Numbers of guide sheets and other leaflets distributed.
• Business plans developed as a result of training.
• Sales generated in the first year of business.
• Taxes paid by new business startups.
• Number of new jobs created by clientele.

Priority # 4 Business Retention

Business retention and expansion includes all efforts to encourage the survival and growth of a community’s existing businesses. Examples of the hundreds of possibilities include:

	Providing technical training for new employees.
	Providing management seminars for employers.
	Helping firms identify local sources of input supplies and materials.
	Encouraging better/labor management relations.
	Reducing the cost and upgrading the quality of local government services.
	Establishing better school workplace relations and fit.
	Retaining youth in the community.
	Helping local business attract/obtain more business (customers).

Focus Area A: Business Retention and Creation

Business retention and creation in Clinton County will increase through the opportunity for local, state and federal government contracts. Additionally, counseling and education made available to local business owners will increase their competitiveness and retention.

Measurable Objectives:

• Conduct 8 initial counseling sessions to potential business clients and sixteen follow up counseling sessions to continuing clients
• Generate $100,000 in government contract awards to small business clients (other than small disadvantage or women owned businesses)
• Generate $100,000 in government contracts awards to small disadvantaged or women owned businesses

Baseline Data:

The Department of Defense (DOD) Procurement Technical Assistance (PTA) programs was created by an act of Congress in 1884. In October of 1992, the Curators of the University of Missouri received the grant to host the Missouri Procurement Assistance Centers (MO PAC). The network consists of three service centers and four satellite offices. Since the beginning of the program in 1993, MO PAC has assisted many Missouri businesses in receiving over 1000 contracts totaling over $175 million. MO PAC is housed within University Outreach and extension through the University of Missouri System. MO PAC’s mission is to help businesses obtain and perform federal, state and local government contracts.

• The number of new clients
• The number of continuing clients
• Dollar amount of awards
• Number of disadvantaged and women owned business clients
• Number of continuing disadvantage and women owned business clients.

Focus Area B: Home Based Businesses

Home-based businesses are essentially an untapped market when it comes to economic opportunities. Home-based businesses add value to a community in so many ways. Alvin Toffler (author, The Third Wave) boldly states "the most striking change in the Third Wave civilization will probably be the shift of work from both office and factory back into the home. If as few as 10 to 20 percent of the work force as presently defined were to make this historical transfer over the next 20 to 30 years, our entire economy, our cities, our ecology, our family structure, our values and even our politics would be altered almost beyond recognition." With this in mind, the Home Business Alliance (HBA) was established in September 1998. HBA is an association created for home-based businesses and those interested in starting a home-based business in Northwest Missouri. HBA’s mission is to foster professional growth of home business owners; and is to increase the community’s awareness of the value of home-based businesses through learning and support activities.

Measurable Objectives:

• Membership goal 50
• 12 educational offerings per year
• Annual business conference and vendor fair.

Baseline Data:

This new program started in September 1998. There is no baseline data available.

Indicators:

• Number of members
• Educational offerings
• Attendance at business conference
• Attendance at educational offerings
• Satisfaction survey results.

Priority # 4 Business Retention and Job Education:

Clinton County’s current low employment rate of % is indicative of the nation’s low unemployment rate. Since there is a low unemployment rate, jobs are plentiful and the movement between jobs is relatively easy; hence, there is a pressing need for job skill training and improving work force preparedness. Likewise, if there is a poor fit between an employee and a job, it could cause dissatisfaction on the job for the employee, employer and customer.

Focus Area A: Job Skills

A job skills program will provide job skills to individuals and businesses in Clinton County. This program will provide training in strategic resume writing, preparing for an interview, and measuring customer satisfaction. The target audience will be youth, welfare to work, farm families and employed workers and women returning to the workforce.

Measurable Objectives:

• Makes available information on educational / training programs to 100 people a year.
• Offer job skill training programs to 50 people a year.
• Offer the training programs six times a year.

Baseline Data:

Through an interactive process, Pathfinders Marketing Services and the Strategic Planning Committee of the Missouri Small Business Development Centers arrived at a series of questionnaires that would provide an assessment of programs needs of Missouri businesses. The survey design was to determine those areas in which the members of a particular industry would most likely support programs provided by SBDC around the state. The results of the statewide survey revealed that a high priority issue across all industries is employee training and development.

• Follow up survey results: will measure how many individuals made a career change, obtained additional education or training, or found new or different employment. Participants will complete evaluations immediately following the program and at six and twelve month intervals.
• Skill measurement survey: taken before and after the training.
• Programs offered and attendance: track the number of times programs are offered and the number of attendees.

Focus Area B: Smart Program

Strategic Management Assessment Review Tool (SMART) is a tool provided to mid and small size businesses in enabling them to understand the criteria for performance excellence. It will also provide detailed information about customer and employee satisfaction.

Measurable Objectives:

• Conduct two SMART assessments per year in the region.
• Provide follow up assistance upon request.

The Strategic Management Assessment Review Tool (SMART) was developed through a joint effort of the Missouri Small Business Development Centers and the University Outreach and Extension. SMART founded on world class principles for performance excellence in business. SMART takes a holistic view of a company’s operations to identify strengths and opportunities for improvement. It closely emulates the Malcolm Balrige National Quality Award criteria for performance excellence. "Small and large companies that closely follow the Balrige criteria out perform average businesses by about a five to one margin." SMART evolved over a period of three years to its present form. To date, there have been 48 SMART assessments conducted statewide but none in Northwest Missouri.

Indicators:

• Number of SMART assessments.
• SMART Customer satisfaction survey results.
• Follow up assistance requests.

Priority # 6 Business Retention and Expansion:

Business retention and expansion includes all efforts to encourage the survival and growth of a community’s existing businesses. Examples of the hundreds of possibilities include:

	Providing technical training for new employees.
	Providing management seminars for employers.
	Helping firms identify local sources of input supplies and materials.
	Encouraging better/labor management relations.
	Reducing the cost and upgrading the quality of local government services.
	Establishing better school workplace relations and fit.
	Retaining youth in the community.
	Helping local business attract/obtain more business (customers).

Focus Area A: Business Retention

Business retention and creation in Clinton County will increase through the opportunity for local, state and federal government contracts. Additionally, counseling and education made available to local business owners will increase their competitiveness and retention.

Measurable Objectives:

• Conduct 8 initial counseling sessions to potential business clients and sixteen follow up counseling sessions to continuing clients
• Generate $100,000 in government contract awards to small business clients (other than small disadvantage or women owned businesses)
• Generate $100,000 in government contracts awards to small disadvantaged or women owned businesses

Baseline Data:

The Department of Defense (DOD) Procurement Technical Assistance (PTA) programs was created by an act of Congress in 1884. In October of 1992, the Curators of the University of Missouri received the grant to host the Missouri Procurement Assistance Centers (MO PAC). The network consists of three service centers and four satellite offices. Since the beginning of the program in 1993, MO PAC has assisted many Missouri businesses in receiving over 1000 contracts totaling over $175 million. MO PAC is housed within University Outreach and extension through the University of Missouri System. MO PAC’s mission is to help businesses obtain and perform federal, state and local government contracts.

Indicators:

• The number of new clients
• The number of continuing clients
• Dollar amount of awards
• Number of disadvantaged and women owned business clients
• Number of continuing disadvantage and women owned business clients.

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INTRODUCTION

The Daviess County Outreach and Extension Center provides opportunity for all citizens to have local access to the resources of the University of Missouri and Lincoln University. University Outreach and Extension provides research based information with support from the federal, state and county governments to meet high priority needs of the people. Educational programs are planned, conducted and evaluated under the direction of the Daviess County Extension Council.

RATIONALE FOR THE PROGRAM PLAN

Every four years the Daviess County Extension Council is asked to identify needs and issues to be addressed in the next four-year plan of work. This began last year with a deliberative group session on November 5, 1998 involving thirty-four people of various age, sex, handicapped, occupations from across the county. The group was subdivided into eight groups that discussed: Community Viability; Economic Competitiveness; Children, Youth and Family Development; and Environ-mental Education and Natural Resource Management. University Extension Staff assisted with the group process by pro-viding census data, trends and socio-economic data in helping the participants identify issues and concerns in the county.

The Daviess County Extension Council has reviewed the program priorities identified from the deliberative group meeting, Extension staff mind-mapping objectives, and county program review. The Council proposes the following four-year plan of work.

PROGRAM THEME #1: AGRICULTURE PROFITABILITY AND VIABILITY

Agricultural production is a major part of the Daviess County economy. The 1997 Census of Agriculture indicates sales of agricultural products totaling over $57 million, a substantial increase from $32 million in 1992. Upon closer inspection, this gain appears to be primarily in the swine segment, and is concentrated in a very small number of very large operations. The presence of several large corporate swine facilities has changed the nature of the county somewhat, and has provided several farm-related jobs. The number of farms with sales under $5000 and the number of farms with sales over $100,000 are increasing. Numbers in all categories in between are decreasing. There are many smaller operations where one or more family members are employed full-time away from the farm. Less than half of those reporting consider farming their primary occupation; 38% work off the farm more that 200 days per year. Another unique feature of Daviess County agriculture is a sizeable Amish community near Jamesport. The different segments of the agricultural production community often have radically different needs. County residents are concerned about production information, marketing of agricultural products, and financial sustainability.

AGRICULTURAL PRODUCTION SKILLS

1. Increasing Livestock Production: Grassland is a major resource in Daviess County. About one third of the agricultural land in the county is used for pasture and hay, and cows outnumber humans by a four to one ratio. Improved utilization of the grassland resource is very important to the viability and sustainability of agriculture in the county.

Measurable Objectives:

1. Ten cattle producers per year will be given information on forage management.
2. Five producers will attend a grazing school, and three will install a management intensive rotational grazing program.
3. Two producers will participate in the Show-Me Select heifer program.
4. Five producers each year will attend forage field days at Thompson Farm at Spickard or at the Forage Systems Research Center at Linneus.
5. E. Ten producers per year will submit soil samples from pastures.

2. Increasing Crop Production: Traditional row crops are grown on about 135,000 acres of Daviess County land, nearly half of the total agricultural land. An additional 54,500 acres is enrolled in the CRP program. Major educational, research, and demonstration efforts need to continue for these enterprises.

Measurable Objectives:

1. Twenty crop producers per year will be given information on crop variety selection, fertility, and pest and disease management.
2. Ten Daviess county producers will attend Hundley-Whaley field day each year.
3. Thirty crop producers per year will submit soil tests for analysis

3. Agricultural Marketing:. Much of the agricultural production in Daviess County is in the form of traditional commodity products, with little value-added processing. Examples of opportunities that may exist for producers to increase income are retained ownership of beef calves, growing alternative or specialty crops, cooperating to form production, marketing or purchasing cooperatives, or gaining skills with marketing alternatives other than local cash markets. There are many other marketing options as well. Additional emphasis on production and financial record keeping systems will enhance producer=s abilities to make appropriate business decisions.

Measurable Objectives

1. A commodity marketing program will be established, delivered and evaluated for at least 10 participants.
2. Computerized agricultural projection and financial record keeping programs will be demonstrated to at least 10 participants.
3. The formation of marketing and or purchasing cooperatives will be assessed.
4. Information on alternative marketing programs for beef cattle and alternative and specialty crops will be provided through news releases, newsletters and meetings.

 Indicators and Baseline Data:

• A pre-program survey will determine knowledge of alternative marketing strategies.
• A follow-up survey will determine the impact of the program on the finances of the farming operation.
• The possibility of marketing clubs will be explored within the group.
• A follow-up survey to determine if computers are being used to make production and business decisions.
• Personal consultations and interpretation of production and financial information.
• The number of producers that attend an informational meeting.
• Formation of marketing and or purchasing cooperatives.
• Financial impact of these arrangements for cooperating producers.
• Producer requests for further information in these areas.
• Contact with producers involved with alternative marketing or production alliances or systems.

PROGRAM THEME: #2: ENVIRONMENTAL QUALITY AND STEWARDSHIP

Soil erosion and impaired water quality due to agricultural runoff are major concerns in Daviess County. Surface reservoirs which serve as public drinking water supplies are of particular concern. The city of Jamesport has had recurring problems with atrazine contamination. The city of Hamilton has a stream intake in Daviess County, and has also had intermittent problems. Many county residents use private wells for drinking water, few of which meet acceptable standards. In addition, there are many abandoned wells which contribute to ground water contamination and are a safety hazard. Daviess County includes several large confinement livestock operations. County residents are concerned about the long-term environmental effects of these systems. Proper handling, disposal, and recycling of solid waste is also a concern. The following programs are planned to address these needs and concerns.

PUBLIC ISSUES:

1. Public Drinking Water Supplies: Municipalities and water districts are facing increasingly strict regulations which may be difficult to meet. For those using surface reservoirs, a comprehensive watershed management plan can help reduce the pollutants in the raw water and reduce the amount of treatment needed for the finished water.

Measurable Objectives:

1. The Jamesport community will develop and implement a watershed management plan to reduce levels of atrazine and other agricultural pollutants in the reservoir.
2. All corn producers in the Jamesport watershed will use reduced rates of atrazine, use alternative herbicides, or plant alternative crops.
3. The city of Jamesport will continue monitoring of raw and treated water in excess of DNR requirements and use this information in making treatment decisions.
4. Agricultural landowners in the watershed above Hamilton's Marrowbone Creek intake point will be made aware of potential problems and will receive information on best management practices to reduce runoff of pesticides and nutrients.

2. Natural Resource Conservation: Soil erosion continues to be a cause of decreased productivity and water pollution. Stream corridor management is also an important water quality issue. UOE staff work closely with other agencies including USDA-NRCS, Daviess County Soil and Water Conservation District, and Missouri Department of Conservation to provide educational and technical assistance to private landowners and the general public. Most of Daviess County is included in a priority agra for The Environmental Quality Incentive Program through USDA. A small area is included in the Sugar Creek AGNPS Special Area Land Treatment project, which is designed to protect the habitat of the Topeka shiner, an endangered species.

Measurable Objectives:

1. Ten landowners per year will implement resource management plans through the EQIP program with assistance from appropriate agencies.
2. Fifty landowners per year will implement soil conservation practices through the SWCD state cost-share program.
3. Five landowners per year in the Sugar Creek watershed will implement conservation practices beneficial to the habitat of the Topeka shiner.

3. Solid Waste Disposal and Recycling: Daviess County residents identified the lack of a recycling program as a major need in the community. On-farm dumping is still common in some areas, and illegal roadside dumping is a problem.

Measurable Objectives:

1. A community group will be formed to explore the possibility of operating a collection station for recycling of common household waste.
2. A collection day for hazardous household waste will be held every two years in cooperation with the solid waste district.
3. Information will be provided to five clients per year regarding waste disposal.

AGRICULTURAL ISSUES

4. Ag Chemical and Pesticide Management: Safe and effective use of agricultural pesticides without adverse environmental effects is highly important in the agricultural community. UOE has ongoing programs in pesticide use and management, as well as research data to assist farmers with their pesticide selection decisions.

Measurable Objectives:

1. Five producers per year will complete Pesticide Applicator Training to become licensed as private applicators by Missouri Department of Agriculture. Twenty producers per year will renew their existing licenses.
2. Ten producers per year in sensitive watersheds will receive additional information on best management practices to reduce runoff of agricultural pesticides.
3. A collection day will be held every two years to allow producers to safely dispose of unused pesticides and other hazardous waste.

5. Soil Fertility Management: Over-application of soil nutrients can result in excessive nutrient load in rivers and lakes, besides being costly to the farm operator. Under-application can cause low productivity, and can contribute to soil erosion due to poor ground cover. UOE offers ongoing programs in soil testing and interpretation, and provides research-based information on soil fertility recommendations.

Measurable Objectives:

1. Fifty producers per year will submit soil samples for analysis.
2. Twenty producers per year will receive technical assistance in the interpretation and application of soil test results.
3. Five producers per year will receive additional assistance and information on the use of animal manure in a soil fertility program.
4. One producer per year will receive assistance on more intensive soil testing as a part of a precision agriculture program.

6. Animal Waste Management: Daviess County is the site of several large corporate hog facilities which produce a large amount of effluent. Several independent farmers also have lagoon systems in association with swine or dairy operations. It is important that this effluent be handled properly to avoid damage to the environment. Land application of the effluent can be a safe and beneficial method of disposal, while improving soil fertility.

Measurable Objectives:

One new animal waste facility per year will be installed in accordance with all state and federal regulations.

B. Three producers per year will receive information and assistance in the development of a manure nutrient management plan for environmentally safe land application.

C. Information will be provided to the public through newsletters and articles regarding the environmental safety and effects of land application of effluent.

FARM AND HOME ISSUES

7. Private Water Supplies: Many rural Daviess County residents rely on private wells for household water. Many of these wells have excessive levels of bacteria and/or nitrates. There are many abandoned wells in the county. These wells are often open conduits for pollution to enter the ground water, in addition to being hazards to safety.

Measurable Objectives:

1. Ten clients per year will be provided with information on testing of well water and interpretation of test reports. Clients will be referred to the Department of Health for additional information and testing.
2. Five clients per year will be given information and recommendations on management, treatment, and protection of existing wellheads.
3. Three clients per year will be provided with information on drilling new wells.
4. One demonstration of approved methods of closing abandoned wells will be conducted each year. Five clients per year will be provided with information and recommendations on closing abandoned wells.

8. On-site Home Sewage Systems: Most rural Daviess County residences have on-site septic systems. Very few of these meet current state standards. Substandard systems can be a hazard to the environment and to human health.

Measurable Objectives:

1. Five clients per year will be provided with information on current standards for new on-site sewage system installation.
2. Five clients per year will be provided with information on upgrading existing systems to meet current standards.

9. Farmstead environmental hazards: Other related issues common in Daviess County include underground fuel storage tanks, on-farm pesticide storage, and hazardous household waste.

Measurable Objectives:

1. Farm*A*Syst or Home*A*Syst packets will be provided to and completed by five rural landowners per year to assess environmental hazards around farmsteads.
2. Clients will be referred to DNR Technical Assistance Program for help in resolving environmental hazards.

PROGRAM THEME # 3: FAMILY STRENGTHS

The Daviess County median household income was $19,413 in 1980 and had dropped to $18,351 by 1990. In the same period of time the median family income dropped from $23,688 to $22,652 with a per capita income of $10,239 in 1980 to $9008 in 1990. This means that 17.9% of the persons living in Daviess County are living below poverty with 20% of the population 65 years and over.

In 1996 there were 2,134 youth and they made up 27.4% of the population. 25.1% (1993) of the school age children live in poverty. 23.8% of all children are receiving food stamps and 30% are enrolled in the Medicaid program.

There is a need for programming efforts for youth and the elderly.

1. Educational programming focusing on the aging process as a normal and natural part of the life cycle.

Measurable Objectives:

1. Citizens will understand the normal process of aging
2. Generations will recognize the possibilities of intergenerational learning

Indicators:

• Citizens will know the difference between normal age-related changes and Alzheimer's Disease.
• Youth will be involved in knowledge and skill exchange experience.

2. Building Strong Families curricula will be implemented.

Measurable Objectives:

1. Families will identify personal and family strengths.
2. Families will set goals for development of these strengths.
3. Families will identify barriers to communication and learn ways to overcome them.
4. Family members will learn to recognize stress signals.
5. Family members will learn how to build a climate for healthy self-esteem.

Indicators:

• Families will enroll and complete some of the Building Strong Families thirteen segments.

3. "Building Better Child Care for Missouri" training

Measurable Objectives:

1. Local child care providers will be identified and enroll and complete training.
2. Individuals interested in starting child care facilities will enroll and complete training.
3. There will be an increase in the number of quality child care facilities available.
4. Provide programs that encourage after school & summer child care.

Indicators:

• The number enrolled and completing training.
• The number of new licensed child care facilities in the County.

4. Financial management programming such as; "Family Financial Management Using Quicken as a Tool"and "Money Action Plan" will be offered for residents in the county.

Measurable Objectives:

1. Families and individuals will learn decision making skills needed to improve and enhance lifestyles when making financial management decisions.
2. Families will learn financial management terms and processes and understand the need for a spending plan.
3. Families will set and write short and long term goals.
4. Families will utilize tools for tracking and managing spending.

Indicators:

• Number enrolled in classes or requesting information related to financial management.

5. Individuals and families will engage in activities that will lead to optimal lifelong health and wellness. Citizens will practice a comprehensive approach to safe and healthy behaviors.

Measurable Objectives:

1. Citizens will adopt and implement Food Safety Inspection Service (FSIS) approved practices for safe handling and storage of food products.
2. Citizens will develop and practice a diet that meets the USDA dietary guidelines for Americans while meeting the NRC requirements for each nutrient.
3. Consumers will make decisions about selecting, preparing and storing foods according to USDA guidelines.
4. Adopt eating behaviors that promotes health and wellness.
5. Citizens will gain knowledge and awareness of health related support services and groups.
6. Citizens will adopt safe and healthful practices at home and on the job.

Indicators:

• Number enrolled in programs or requesting information.

6. Safe and Affordable Housing:. The lack of safe, decent and affordable housing , both to buy and rent, has been cited as a weak link in the economy of north Missouri. Many houses have deteriorated and new construction has not kept pace with needs.

Measurable Objective:

• A "Home Ownership Made Easier": series will be used to help people buy their own home.
• The Home Works Program will be presented to help people better take care of all property.

Indicators and baseline data:

• Ten individuals will go through the HOME program.
• Ten home owners will go through a home maintenance program.

PROGRAM THEME #4: POSITIVE YOUTH DEVELOPMENT

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DeKalb  (word document)

Introduction

The DeKalb County University Outreach and Extension Center is the back door to the four campuses of the University of Missouri System and Lincoln University. The center maintains a unique partnership among federal, state, and local governments that provides access to the research based resources needed to provide high quality educational programs on issues of highest priority to meet the needs of the citizens of Missouri. The DeKalb County Extension Council, as established by state statute, is a partner with University of Missouri Outreach and Extension and USDA-CSREES in the development, implementation and evaluation of extension educational programs.

Rationale for the Program Plan

This plan began with seven deliberative group sessions involving 62 citizens from the county. In those sessions the people identified the future outcomes they believed to be of highest concern to the majority of citizens in the county. The priorities emerging from that process, along with our analysis of the major socio-economic trends in the county, and an assessment of the current outreach and extension programs being offered in the county provided the basis for the final plan.

The plan was jointly developed and written by the county extension council and extension staff. DeKalb County citizens envision a future that includes a rural economy based on agriculture, small business, and tourism. Such a future has an economic base that provides for employment opportunities and incomes above the poverty level for all our citizens.

Our extension programs are designed to help farms, other small businesses and individuals in this county compete in the global economy, achieve a safe and supportive environment for individuals families, while developing effective and responsive community leadership.

The 1997 population of DeKalb County was over 11,000. The county population has grown over eighteen percent in the past seven years due to the population growth of Cameron, which is located in DeKalb and Clinton counties. This growth is due in part to two state prisons located in DeKalb County. In DeKalb county, the largest age group is 20 – 39 and the median age is 33.6 years of age. The typical family is a married couple with no children. The highest level of education for the majority of the county population is a high school diploma. Half of the population lives in rural areas and ½ live in corporate towns. Our economic base is made up of agriculture with gross farm income over $35,000 in 1992. Also small and medium size businesses, government and other services are an important part of the economic base.

DeKalb County Program Priorities

This plan is based on the priorities expressed by the 62 citizens who participated in the deliberative groups. The deliberative group sessions determined the following program priorities:

1. Improve the tourism and recreational industry with new businesses, established to improve the job market.
2. Adult education in the area to improve their quality of life which include a need for a YMCA or community center in the area with more public entertainment for people of all ages.
3. Better access to quality health care.

We have chosen to focus the time and resources of our extension program on three major program themes: developing viable communities, agricultural profitability, and family and youth development. However, as other issues emerge, these too will be addressed through educational programs.

PROGRAM THEME #1. Developing Viable Communities. DeKalb County has experienced a rapid growth increase during the last 5 years. Resources of all communities have stretched to the limit.

1. Community Development. Community members will be actively involved in the development of resources that address human capital, social capital, nature resource utilization, and serving infrastructure. New Businesses are established in the community. Individuals and families will have optimal lifelong health and wellness.

Measurable Objectives

1. Identify recruit, train and involve and retain leaders at the local level.
2. Recruit businesses to locate in the community.
3. Citizens will adopt eating and living behaviors that promote health and wellness.

Indicators:

• Formation of a coalition to address human potential. Local leaders develop more leaders. New persons taking on new leadership roles.
• New Business formed in the county.
• Information requested, incidences of food borne illness; student absenteeism reduced.

PROGRAM THEME #2. Agriculture Profitability. DeKalb County citizens are concerned about maintaining the current agri-business infrastructure, providing more marketing options for agricultural products, and adding value to agriculture products. Citizens are also interested in providing educational opportunities related to watershed management to maintain our environment, and would like to see efforts related to woodland regeneration and timber stand management.

1. Dairy Grazing and Convention Farm Management. The 12 county area east of DeKalb County has the greatest increase of dairy farms in Missouri. The dairy industry in Missouri is a significant industry to the economy. Its increase will result in a positive economic impact on the area. Dairy producers can improve their overall profitability by producing higher quality forages to utilize as feed, which will assist producers in improving per cow production. Currently the state of Missouri stands at 40^th in the nation in this category, despite being 13^th in cow numbers and 16^th in milk production. Producers can also improve profitability by keeping better production and financial records. Management Intensive Rotational Grazing Program is a system for increasing; quality forage production, carrying capacity, utilization efficiency and profitability of forage based livestock production in the area. The system involves fertility, economics, rotational grazing, watering systems, nutrition, fencing, and idea exchanges. In-depth grazing schools and supporting educational materials and technical assistance are key program delivery methods.

Measurable Objectives:

1. Provide opportunities for producers to attend grazing schools in the local area.
2. Fifty percent of the producers attending grazing schools will adopt one or more practices discussed at the schools.
3. Ten percent of the producers attending the grazing schools will adopt a more intensive rotational grazing system
4. Five producers in the two-region area will adopt a business management records system. (Quick Books)
5. Twenty-five producers will adopt new management practices (grazing) resulting in increased milk production and profitability.
6. The number of producers using DHIA records will increase by ten.

Indicators:

• Number of producers attending grazing schools.
• Number of producers adopting one or more new grazing practices.
• Number of persons increasing knowledge after attending a grazing school.
• Number of persons adopting an intensive rotational grazing system.
• Number of producers enrolled in DHIA records.
• Number of producers adopting business management records systems.
• Number of producers increasing per cow profitability.

2. Increase Agricultural Financial Lenders Knowledge of the Aspects of Dairy Enterprises. Ag Lenders need to increase their understanding of financial requirements of a dairy operation.

Measurable Objectives:

1. Increase the number of loans made to dairy producers by 5% per year.
2. Identify lenders interested in making dairy loans and create a certifying process.

Baseline:

Dairy producers living within the region and those moving into the area have a considerably difficulty procuring a financial source for operating capital. Some of this will be corrected when the infrastructure is built up. Until then, some innovative lenders need to be found to fill this void in this agricultural area. Lenders are typical conservative in their lending practices and the dairy enterprise is an unknown enterprises in this region for the most part.

Indicators

• 10% increase in the number of dairy loans made.
• 10% increase in financial institutions willingly to make dairy loans.
• 1 or more Seminar(s) established to explain and certify 10 lenders as certified dairy lending institutions.

3. NW Missouri. Milking Equipment Improvement Program. The NW Region has a limited number of milking equipment supply companies compared to other areas of the state and region. With the number of air conditioning and electrical companies in the area, this area would take very little training to learn to work on dairy equipment. This would reduce the problem of waiting for repair service and improve the quality of service

1. Companies in the region would provide dairy equipment repair the same day as called.
2. Provide a list to dairy producers of the equipment repair service companies, how to reach them and what are the service that is provided.
3. There will be available a service package that will provide the same day service.

• 35 producers will have a service package that provides the same day service.
• 10 producers say they are having fewer problems getting equipment fixed.
• 2 businesses providing the milking equipment repair service and advertise as such.

4. Improve Dairy Infrastructure in NW Missouri.

1. Increase access to local support by using direct communications with companies and agencies that will offer assistance and provide information necessary in making a decision.
2. Set up the dairy development groups in different areas to "localize" the effort of the group.

• Two dairy development groups will be established and function in NW and NE Regions.
• Staff will assist business and companies in staying organized.

5. Maintaining a Viable Agricultural Business

People in agriculture will understand the needs of the food system and the tools they can use to move into that system effectively and profitably. Maintaining agricultural competitiveness, niche marketing and value-added products are 3 areas that the deliberative group session determined should be in the program. Producers and small communities in Northwest Missouri will benefit economically from the development of profitable Value Added programs.

1. Producers will learn about different marketing alternatives.
2. Producers will learn about the costs and risks associated with marketing their production.
3. Producers will learn of the risks associated with their position in the food system.
4. Increased adoption of profitable identity preserved products, cooperatively marketed by producers in NW Missouri.
5. Producers will identify, produce and market identity preserved products.
6. Increase the knowledge of producers on how adding value to products will improve net income.

Baseline:

The identify preserved committee group has started because of the need of a group to provide information to individuals and groups. With the changes in the national and global market, transgenic crops and the method of marketing crops, agriculture is changing and will continue to change.

Indicators

• Bring information to individuals and groups from the Identify Preserved Agriculture committee.
• Producers will learn about different marketing alternatives
• Producers will learn about the costs and risks associated with marketing their production.
• Increase the knowledge of producers on how adding value to products will improve net income.
• Producers will identify, produce and market identity preserved products.
• Increased adoption of profitable identity preserved products, cooperatively marketed by producers in NW Missouri.

6. General Ag, Farm Management, Engineering, and Horticulture are consultations that utilize the resources of the University. It helps agriculture producers and citizens of our community deal with their specific problem. A producer, business, or homeowner identifies the problems. The individuals make a request for help by calling or making a personal visit to the extension office. These problems can vary tremendously and can pertain to a number of topics.

Measurable Objective:

1. Serve the needs of agriculture producers and citizens by solving their specific problems relating to: insect ID and control, plant disease ID and control, weed ID and control.
2. Teaching farmers and other adults education classes about computers on the farm, farm records, farm leases, and taxes,
3. Provide information to assist with problem solving on farms and , marketing produce.
4. Provide information to urban homeowners with answer to questions concerning gardening, fruit production, tree pruning, lawn care, fertility improvement, and pond problems.
5. Provide technique answers to engineering troubleshooting, building plans, farm safety, forestry and other questions as presented.

Baseline:

• The number of agriculture producers and citizens using information provided by University of Missouri Outreach and Extension in DeKalb County relating to the listed topics.

PROGRAM THEME #3.Family and Youth Development. Data from Kids Count 98, population census, needs assessment surveys, and the casework levels of several social service agencies in the county points to several areas of major concern regarding youth and families in DeKalb County. Citizens in the county are concerned about improving parenting skills, early childhood education, women abuse education, after school programs and a mentoring network and support system for children. Research has consistently shown that positive youth development is optimized through experiences that involve the young person with parents, school, peers and community consistently over a long period of time. The 4-H Club model dates back to the turn of the 20^th century. This program offers young people ages 5 through 18 precisely such an opportunity to learn a) practical and life skills, b) effective communication and leadership, c) team building and community service and d) positive self-concept and strong character. By using new strategies and approaches to make the "4-H experience" available to the changing needs and time constraints of contemporary families, 4-H Clubs will become a stronger component of a community’s youth resources. The educational programs and associated events and activities designed to strengthen families include the following

1. Character in Youth Development - Currently there is limited University Outreach and Extension staff and resources to address this issue. The success of these programs will depend on the staff and resources made available to plan and implement the programs.

Measurable Objectives:

1. Those individuals and/or families that express positive characters show (by being role models) to others the benefits.
2. Individuals and /or families express positive character traits that build positive relations.
3. Adapted the positive character traits that build positive relationship
4. Developing healthy families by having a positive relationship with others individuals and/or families

Baseline:

Kids count ?98, needs assessment data, and case work loads of social service agencies all substantiate the need for increased parenting skills. This issue has been one of the needs identified statewide in 90 of 114 counties.

Indicators:

• Success will be determined if healthy families are shown to be developed.
• Families demonstrate positive character traits.
• Positive characters traits are being internalized in the individuals and/or families.

2. Building Strong Families – Stronger families will be developed by identifying strengths, communicating, managing stress, parenting and building self-esteem.

Measurable Objectives

1. Within families and between families communication is the key to learning, managing stress and building self-esteem.
2. To recognize functions of families
3. To identify personal and family strengths.
4. To set goals for strength development.

Baseline Data:

The success of building strong families workshops previously offered, plus the number of requests for this information indicates an on-going need for this activity.

Indicators:

• Members have a clear idea of day-to-day roles.
• Members support each other’s well.
• Members make use of available help.

3. Balancing Work & Family. There is a strong need with both parent-working families there is less time for family to spend together doing healthy activities. There is a need to develop skills to work with time management to help bring this about.

Measurable Objectives:

1. Individuals and families will increase their adoption of resources available.
2. Individuals and families will demonstrate that they are using available resources.
3. Individuals and families will demonstrate change behavior unsuccessfully managing family and work responsibilities.

Baseline

Kids count '98, needs assessment data, and case work loads of social service agencies all substantiate the need for increased parenting skills. This issue has been one of the needs identified statewide in 90 of 114 counties.

Indicators:

• Decrease number of latch key kids.
• Decreased cases of substance abuse at home and on the job.
• Increase in work productivity.

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Introduction

The Gentry County University Outreach and Extension Center is the front door to the four campuses of the University of Missouri System and Lincoln University. University Outreach and Extension maintains a unique partnership among federal, state, and local governments that provides access to the research based resources needed to provide high quality educational programs on issues of highest priority to meet the needs of the citizens of Missouri. The Gentry County Extension Council, as established by state statute, is a partner with University Outreach and Extension and USDA-CSREES in the development, implementation and evaluation of extension educational programs.

Rationale for the Program Plan

The planning process began with two deliberative group sessions involving 56 citizens from the county, which were held in November 1998. In those sessions the people identified the future outcomes they believed to be of highest concern to the majority of citizens in the county. The priorities emerging from that process, along with our analysis of the major socio-economic trends in the county, and an assessment of the current outreach and extension programs being offered in the county provided the basis for the final plan. The plan was jointly developed and written by the county extension council and extension staff.

Major Socio-economic Trends

Gentry County is a rural community located in northwest Missouri, near the state line with Iowa. The county is centrally located between three metropolitan areas, i.e., Kansas City, Missouri (100 miles south) Des Moines, Iowa (110 miles north) and Omaha, Nebraska (135 miles northeast). The county contains three economic/trade center communities. Albany, the county seat, is located in the east central part of the county and it had a population of 1,878 in 1996. Stanberry, with a population of 1,369, is located in the west central part of the county. King City, located in the southwest corner of the county--near the county line with De Kalb County, had a population of 927 in 1996. Albany and King City experienced a decline in population between 1990 and 1996, -4.1 and -6.0 percent, respectively. During this time period, Stanberry's population grew by 4.5 percent.

Similar to the other counties in the northwest region of Missouri, the long-term pattern of population decline is a fundamental trend effecting the county. Between 1900 and 1990, Gentry County's population dropped from 20,554 to 6,848, a decline of 66.7 percent. In the early 1990s, this trend continued as the population dropped 2.7 percent between 1990 and 1993. Since 1993, however, a significant turnaround has occurred, as Gentry County population began to grow (3.3 percent increase from 1993 to 1996). Although a natural decline in population continues (deaths exceeding births), a significant stream of migrants to the county has generated this recent population increase. Since the 1940s, a primary cause of the loss of population was the re-structuring of agriculture and the corresponding loss of farms and farm population. For example, between 1980 to 1990 the farm population in the county declined by 36.5 percent.

The county's population contains very little racial diversity, as 99.5 percent of the population is white (1996). Nearly one out of four residents (22.9%) is 65 years old or older.

Changing household composition, i.e., the decline in the stereotypical family unit (married couple with children) and the corresponding rise in the single person household, is evident in Gentry County. According to the 1990 Census, families represented 69.9 percent of the households in Gentry County. Almost 40 percent of the families had 2 plus workers in the household. While married couples accounted for 62.8 percent of the households, only 26.7 percent of the households were married couples with children. Persons living alone represented 28.7 percent of the total households in the county.

Women entering the paid workforce is another important trend in the U.S., Missouri, and Gentry County. In 1990, women made up 43.2 percent of the labor force in Gentry County. Seven out of ten women 16 to 65 years of age were in the workforce. Furthermore, 2/3rds of the women with children were in the workforce.

Educational attainment in Gentry County is rising. In 1980, 59.6 percent of the persons 25 years old and older had 12 years or more formal education. In 1990, this value had climbed to 71.0 percent. However, the county's educational attainment levels remain lower than the state average.

Low income and poverty are factors in Gentry County. Household income in the county is significantly below the state average. In 1990, 17.7 percent of the households in Missouri had an income of less than $10,000. In contrast, 26.5 percent of the households in Gentry County had an income of less than $10,000. Furthermore, nearly 2/3rds of the households in county had an income less than $25,000, again a much higher rate than the state average (47.4%). In Missouri, 13.3 percent of population was below the poverty level. In Gentry County the poverty level was 18.9 percent.

Commuting patterns (to and from employment) are evident in Gentry County. One out of every five employed Gentry County resident (19.7%) commuted outside the county for employment in 1990. At the same time, 12.9 percent of the people working in the county lived in another county.

According to data from the Bureau of Economic Analysis, Gentry County has experienced significant economic change in the 1990s. Total employment in the county grew faster than the state average between 1990 and 1996 (Gentry County 14.7%, Missouri 9.6%). Although proprietors' employment dropped (farm -1.8%, non-farm -8.6%), wage and salaried employment grew by a startling 28.1 percent in Gentry County. The county's wage and salaried employment growth was nearly three times the state average (9.7%). In contrast to the decline in manufacturing employment in the state (-3.45), Gentry County's manufacturing employment grew by 164.6 percent. Agriculture (farming) remains a critical component of the Gentry County economy. In 1996, farming represented 18.3 percent of the county's total employment. The county's concentration in farming is much higher than the state average, i.e., 3.2 percent of total employment.

The Bureau of Economic Analysis data shows that Gentry County has experienced a significant growth in personal income in the 1990s. Between 1990 and 1996 Gentry County personal income grew by 47.0 percent. The growth in personal income in the state during this time period was 36.1 percent. Significant improvement in farm income was a leading factor in the county's growth in personal income. In 1996, farm earnings accounted for 31.2 percent of total industry earnings in the county. Given the older age composition of the population, transfer payments (retirement payments, dividends, interest, etc.) represented an important part of personal income. In 1996, transfer payments accounted for more than 1/4th of total personal income in the county (26.5%). Even with the tremendous gains in personal income, Gentry County's per capita income in 1996 ($19,051) was still below the state average ($22,984).

Agricultural census data reveal important changes are occurring in the state and in Gentry County. Between 1987 and 1992, the state continued to experience a decline in the number of farms, an increase in the average size farm (acres), the increasing presence of large farms, a high proportion of older farm operators (age 65 years and older), and the continued importance of off farm employment for farm operators. These elements were also present in the data for Gentry County.

The 1997 Agricultural Census reported some startling changes in these long-term trends. According to the OSEDA Trendletter, "Probably for the first time in this century the number Missouri farms increased from 98,082 to 98,860 between 1992 and 1997. . .[T]he number of full-time commercial farms remained about the same, while the number the number of small, part-time time farms increased by eight percent. The greatest decline occurred among farms with sales of more than $50,000 but less than $100,000. Because increasing numbers of urban people and some of those who move to Missouri to retire are moving to live on small part-time farms, the greatest growth in farm numbers has occurred in those counties that are within reasonable proximity to sources of employment."

Between 1987 and 1992, the number of farms in Gentry County dropped from 691 to 624. In 1997, the number of farms in the county had climbed back to 667. The increase came from small, part-time farms, which rose from 75 in 1992 to 220 in 1997 (farms with gross sales of less than $2,500). With this growth in small farms, the average size farm, in acres, became smaller. The fact that only 292 of the 667 farm operators considered farming as their principal occupation is further evidence of the growth in part-time farms. The trends of increased importance of off-farm employment and the increasing age of farm operators continued between 1992 and 1997. Farm operators working 200 days or more off farm increased from 225 to 280 during this time frame. The average age of farm operators increased from 53.7 years old in 1992 to 55.8 years old in 1997.

Regardless of the rise in small, part-time farms, agriculture, especially livestock production, is big business in Gentry County. In 1997, among the 114 counties in Missouri, Gentry County ranked 34th in terms of the value of agricultural products sold. The county ranked 21st in overall livestock sales, and 5th in the sale of hogs and pigs.

Labor statistics from the Missouri Department of Labor and Industrial Relations indicates that Gentry County's unemployment rate has run significantly lower than the state average during the 1990s. For example, in 1997 the state's annual average unemployment rate was 4.2 percent and Gentry County's rate was 2.6 percent.

According to the KIDS COUNT in Missouri 1997 Data Book, Gentry County is an excellent place for children, ranking as the 6th best county in the state. The county ranked number one in terms of infant mortality and probably cause child abuse. The county also ranked extremely well in terms of low birth weight infants (3rd), annual high school dropouts (8th), and out-of-home placement entries (11th). However, the county did have problems with births to teens, ranking 95th and its rate of violent deaths of teens was the worst in the state. As might be expected given the county's lower income, its rate of students enrolled in free/reduced lunch also exceeded the state rate.

Gentry County Program Priorities

Based on the priorities expressed by the 56 citizens who participated in the deliberative groups, an analysis of the socio-economic trends in the county, and a review of our current extension educational programs, we have chosen to focus the time and resources of our extension program on three major program themes: youth development, developing healthy individuals and families, and enhancing economic competitiveness. Youth development programming will seek to foster the development of coalitions to support youth, facilitate workforce preparation, and enhance youth activities (4-H and school enrichment). Involvement and support of senior residents is an important element of the developing healthy individuals and families programming theme. Economic competitiveness programming will seek to support and expand the county's economy and enhance community sustainability. Research and educational resources to strengthen agricultural profitability and foster sound resource management are major components of this programming theme.

PROGRAM THEME:  1.  YOUTH DEVELOPMENT

As the KIDS COUNT data documents, Gentry County has a supportive environment for children. From the deliberative group sessions it was clear that county residents are determined to maintain and improve on youth development opportunities and resources.

Focus Area 1. 4-H and Youth. Young people need activities that they can be involved in that promote family interaction, teach life skills and that are fun. These are the basic ideals that 4-H was founded upon. Without these opportunities, youth often turn their energy to non-productive activities that can lead to problems. The Extension Center will continue to serve as the central location for 4-H resources, project literature, scholarship applications, information, etc. 4-H educational programs to be offered include the following:

1. Traditional 4-H Club Work is the backbone of a successful county 4-H program. By club participation, youth learn leadership, communication, and problem solving skills. Project work is essential in the 4-H youth development process. Through these activities, youth learn new skills and develop a sense of pride in themselves and the work that they have done. Capable, well-trained leaders are the keys to good 4-H club work. Leaders should be trained and continually assisted to ensure a positive 4-H experience for all those involved.

Measurable Objectives:

1. Increase 4-H enrollment by 5% each year.
2. Achievement days, fairs, shows, and activities will have 50% of 4-H enrollment participate.
3. Club officer training will be offered and at least 50% of the officers will attend.
4. 4-H members will be encouraged to take advantage of trips, workshops, scholarships, etc. with a 1% increase in those participating annually. All 4-H volunteers will be offered training to gain competency in leading the 4-H program.

Baseline: Currently, there are three 4-H clubs in Gentry County. Each club has an organizational leader and several project leaders that assist.

Indicators:

• Number of 4-H members enrolled.
• Number of 4-H members participating in 4-H events and activities.
• Number of 4-H volunteers.

2. School Enrichment is designed to enhance the learning opportunities for children in the public school system. This is accomplished by providing resource materials for teachers or by actually presenting materials to the students. Many projects introduce kids to nature or agricultural concepts.

Measurable Objectives:

1. Increase by 10 % the enrollment of school enrichment programs in all schools in Gentry County.
2. Programs to be offered should include embryology, food safety, bread making, nutrition, environmental education, conflict management, being in charge, safety, and health.

Baseline: Currently, all three school systems in Gentry County utilize 4-H School Enrichment programs. These programs have a good reputation and are well received by area teachers.

Indicators:

• Number of teachers that utilize 4-H School Enrichment Programs.
• Number of students exposed to 4-H School Enrichment Programs.

3. Life skills' training is an area that can be expanded upon by 4-H. We have the resources and staff to reach young people and provide them with special skills training that they may not be receiving.

Measurable Objectives:

1. Baby sitting clinics will be conducted with 25 youth attending.
2. 80% of those attending will utilize childcare skills learned in the clinic.
3. 10% of those attending will be able to utilize childcare skills learned to help gain summer time and part time employment.

Baseline: Currently, more and more families are forced into situations where both parents have to work to make ends meet. Also, there tend to be a growing number of single parent families. Often times, older siblings are left in charge of the household without the proper training.

Indicators:

• Number of youth that attend the baby-sitting clinic.
• Number of youth that utilize skills learned at the clinic.

Focus Area 2. Coalitions to Support Youth. There are many community organizations, agencies, institutions, and activities that touch the life of youth in the county. Communication and collaboration among these organizations could significantly enhance the potential for positive youth development.

Measurable Objectives:

1. Conduct a needs assessment.
2. Conduct a resource or asset mapping.
3. Develop and implement a cooperative plan to utilize available resources to address the needs of the county youth.
4. Involve youth and families in organizations and structures that promote healthier youth.

Baseline/Indicators:

• Reduced at-risk behavior.
• Youth involvement in the community.
• Regular participation of community decision makers.
• Identified needs & resources.
• Plan developed & implemented.
• People openly share information & resources.
• People embrace collaborative ownership.

Focus Area 3. Workforce Preparation. Economic conditions and employment opportunities have improved significantly in Gentry County in the 1990s. The school systems in the county are recognized for their educational excellence. Residents would like to link their schools and businesses together to help prepare the county's youth for the workforce opportunities that exist locally. These efforts will enhance the youth's job skills and create a quality workforce for local businesses.

Measurable Objectives:

Baseline/Indicators:

Interaction of educators and business and industry leaders.

Youth will be able to write an effective resume.

Youth's participation in a mock job interview session.

Youth will demonstrate decision-making skills.

Youth will demonstrate an understanding of the value of a responsible work ethic.

Youth's ability to prepare a budget/spending plan based on typical annual salary of a selected job/career.

Youth's participation in job shadowing experiences.

PROGRAM THEME:  II.   DEVELOPING HEALTHY INDIVDIUALS AND FAMILIESP

As elsewhere the family structure is rapidly changing in Gentry County with more children living in single parent families, more women with school age children working outside the home, and a rising number of senior residents, many of who live alone. The stress of balancing work and family responsibilities continues. The stability of the basic family unit has profound effects on the economical well being of the household members as well as the community.

Focus Area 1. Health. Individual behavior and family lifestyles can have a significant impact on the safety, health, and wellness of the family. Optimal lifelong health and wellness can be achieved through practicing a holistic approach to safe and healthy behaviors.

1. Food safety and nutrition.

1. Citizens will adopt and implement Food Safety Inspection Service (FSIS) approved practices for safe handling and storage of food products.
2. Citizens will develop and practice a diet that meets the United States Department of Agriculture (USDA) dietary guidelines for Americans while meeting the National Research Council (NRC) requirements for each nutrient.
3. Consumers will make decisions about selecting, preparing and storing foods according to USDA guidelines.
4. Adopt eating behaviors that promote health and wellness.

1. Individuals and families will participate in physical activity in compliance with CDC’s (Center for Disease Control) guidelines.
2. Citizens will demonstrate the responsibility to discipline themselves to reduce the dependency on abusive substances or compulsive behaviors.
3. Citizens will learn and implement regularly various screening techniques for early interventions of health problems and preservation of health.
4. Citizens will gain knowledge and awareness of health related support services and groups.
5. Citizens will adopt safe and healthful practices at home and on the job.

• Information requested; incidences of food borne illness; student absenteeism reduction, low bacteria count on Food4Kids interactive web site.
• Food recalls/journals
• Information requested; learner feedback on nutrition skills (i.e. label reading, food guide pyramid, hand washing); pre-and post tests.
• Information requested.

• Activity logs/journals.
• Information requested.
• Information requested; participation in early intervention/screening.
• Information requested; Utilization of Community Connection Web-based database.
• Information requested; interviews.

Focus Area 2. Dependent Care. The care and welfare of children and senior citizens are important aspects regarding the quality of life available in a community. The participants of the deliberative group sessions rated access to stable, affordable, qualified, and safe dependent care as a community priority.

• Assess the supply and demand for dependent care services.
• Identify key people or agencies to collaborate with regarding needs for dependent care services.

• Completed inventory and community profile of services providers.
• Documentation of quantities demanded and the supply of services.
• Existence and activity of collaborative group.
• Number of licensed providers.
• KIDS COUNT and similar statistics.
• Decrease in the rate of abuse.
• Consumer dissatisfaction/complaints about available services.
• Deficiencies/gaps in dependent care.

Focus Area 3. Aging. The aging of the county population and its corresponding high proportion of senior residents provide significant opportunities and challenges for the community. Senior citizens represent a tremendous resource for the community, but they also have special needs that the community must understand and strive to provide.

1. Individuals will have access to the resources necessary to enable them to be productive family and community members.
2. Citizens will understand the normal process of aging.
3. Generations will recognize and utilize the possibilities of intergenerational learning.

• Decrease in depression rate among older adults.
• Decrease in substance abuse rate among older adults.
• Awareness of the difference between normal age-related changes and Alzheimer's Disease.
• Requests for resources and programs.
• Youth and elderly sharing knowledge and skills.

PROGRAM THEME:   III.   ENHANCING ECONOMIC COMPETITIVENESS

As the socio-economic data indicate, the 1990s have been a period of economic growth in Gentry County. This growth reflects the commitment and effort of county residents to create and promote economic opportunities that foster a viable and sustainable community. Participants of the deliberative group sessions ranked actions to enhance economic competitiveness as a top priority. Economic development action strategies discussed included: attraction and development of new businesses, retention and expansion of existing businesses, developing and enhancing value added production, and sound resource management. Agriculture, as the leading export activity, is the cornerstone of the Gentry County economy. Research and educational programs to enhance agricultural production and assist farm operations have been, and will remain a critical function of local Outreach and Extension programming.

Focus Area 1. Agricultural Profitability. Gentry is a very diverse and balanced agricultural County with 59% of farm cash receipts received from livestock sales and 49% from crops for a total of $49,589,000. Primary row crops grown include corn and soybeans with wheat and sorghum acreage also planted. Producers will continue to seek advice on new and improved varieties that are suited for the area and on pest and weed control strategies. Genetically engineered varieties hold great potential for value added crop production and increased yields. Research will need to be conducted to see how well these varieties are suited for Northwest Missouri. Gentry County ranks fifth in the State in total swine numbers. This is mainly due to large confinement swine facilities in the area.

Record low swine prices coupled with previous years in which producers were barely able to break even have pressured many out of the market. If this trend continues, there will be a very limited number of small family operations left. Those that do remain will likely handle larger numbers and will be more intensively managed than swine farms of the past. The option of contract finishing was not well received five years ago. However, some producers are now signing up and building new facilities.

Beef cattle production in Gentry County centers on cow-calf production. Pasture management and forage production are important topics. There is great opportunity to increase the profitability of these beef operations through educational programs related to forage systems management, selection of breeding stock, replacement heifer development and improved calf marketing.

All persons involved in agriculture will continually have to improve their business and management skills. Developing and expanding value added agricultural commodities was of high importance to those who participated in deliberative group session. Producer cooperatives, alliances and contracting are all current and popular issues that will affect agricultural marketing in the future. Extension has the opportunity to assist in the decision making, education, design and development of these new marketing structures.

1. Hundley Whaley Farm Annual Tour is a field day conducted annually that allows Northwest Missouri crop producers a hands on look at how different varieties perform and yield in our area of the State. Hopefully, the construction of a new Learning Discovery Center on the farm will increase the number and effectiveness of classroom educational activities that can be conducted.

Measurable Objectives:

1. 1. Attendance of 1000 producers at the Hundley Whaley Field Day.
2. 2. Seventy percent of the producers that attend the field day will utilize varieties or practices discussed at the field day.

Baseline: Currently, attendance at the Hundley Whaley Field Day has been around 1000 producers. Expansion to include nontraditional audiences could be an excellent opportunity to promote a positive image for agriculture.

Indicators:

• Number of producers who attend the field day.
• Number of producers who adopt practices or utilize tested varieties.
• Educational activities held at the Learning Discovery Center.
• Number of nontraditional visitors to the Hundley Whaley Farm.

2. On Farm Performance Testing has and will continue to be of importance to purebred seedstock producers. Increased emphasis on genetics, carcass traits and performance will make progeny testing increasingly important in the years to come. Seedstock producers who do not utilize testing methods will find it increasingly difficult to merchandise bulls.

Measurable Objectives:

1. Increase the number of seedstock producers utilizing on farm performance testing by 5% per year.
2. Increase the number of Gentry County bulls consigned to the Northwest Missouri Beef Improvement Association Sale by 5 head per year.

• Number of producers enrolled in on farm performance testing.
• Number of bulls sold by Gentry County breeders.

3. Cattlemen's Tour is a 30-year tradition in Gentry County. Tour participants attend selected beef industry establishments in the Midwest and surrounding areas.

Measurable Objectives:

1. Twenty-five area beef producers will attend the tour.
2. Eighty percent of the producers who attend will adopt a practice observed on the tour.

• Number of producers who participate in the tour.
• Number of producers who adopt practices observed on the tour.

4. Show-Me-Select Heifer Program is designed to educate and assist producers in the selection and management of replacement heifers that will lead to greater cow-calf herd productivity and profitability. The Show-Me-Select Heifer program is designed to reach those objectives through intensive producer workshops, on farm demonstrations, evaluation of sales and follow up evaluation. A team approach of involving producers, regional specialists and state specialists will implement the program.

Measurable Objectives:

1. Increase the number of producers adopting Show-Me-Select management practices by 5% per year.
2. Increase the number of heifers involved in the program by 100 heifers annually.

• Number of producers enrolled in the program.
• Number of heifers enrolled in the program.
• Economic assessment of the program based on surveys of participating producers.

5. Premier Feeder Beef Marketing is a new program that is in the developmental stages at the University of Missouri. This program involves the formation of a feeder cattle cooperative by producers with small cowherds (less than 50 head). This allows smaller producers to take advantage of selling larger lots and hopefully increases returns to the operation. This program will be targeted for initiation in the Year 2001.

Measurable Objectives:

1. A premier feeder beef-marketing group will be established in Gentry County.
2. Producer participation will grow by 5% per year.

• Number of producers who join the premier feeder cattle-marketing group.
• Number of feeder cattle that are sold through the premier feeder cattle-marketing group.
• Economic assessment of the program based on surveys of participating farmers.

6. Four State Beef Seminar and Annual Beef Breeders Seminar are educational programs that have been offered to Gentry County cattlemen for the past several years. Emphasis has and will continue to be placed on cutting edge technology and information that can impact the bottom line for area producers. Seminars are evaluated by those in attendance to determine impact and to receive suggestions for future sessions.

Measurable Objectives:

1. Attendance of 80 area cattlemen at the Four State Beef Seminar.
2. Attendance of 100 area cattlemen at the Beef Breeders Seminar.
3. Fifty percent of producers that attend will implement a practice discussed at the meetings.

• Number of producers that attend the seminars.
• Number of producers who adopt practices discussed at seminars.

7. Marketing Agricultural Products is a critical skill for the management of a viable agricultural business. Producers must understand the needs of the food system and the tools they can use to move into that system effectively and profitably.

Measurable Objectives:

1. Producers will learn about different marketing alternatives.
2. Producers will learn about the costs and risks associated with marketing their production.
3. Producers will learn of the risks associated with their position in the food system.
4. Producers will understand consumer-oriented markets and produce products to meet the demand.
5. Citizens will learn how their food is produced & distributed.
6. Ag producers will understand the food system, where they are in the food system, and be able to determine where they want to be in the food system in the future.

• Increase in production of specialized products.
• Use of community involvement in alliances & networks.
• Establishment of new marketing alternatives.
• Increase in sales of new products introduced into the market.
• Increase in number of Farmer’s Markets.
• Results of taste panels.
• Increased use of business and financial plans.
• Ag enterprises will diversify.
• Increased use of marketing plans.
• Requests for information from consumers & producers.
• Evaluation of educational programs.

8. Agricultural Production Skills must be continually updated to utilize new technologies and practices that can increase efficiency and promote the sustainability of resources. Successful managers are those who can acquire, adapt, and implement new procedures that enhance their production processes.

Measurable Objectives:

1. Producers will become aware of the opportunities new technologies provide.
2. Agricultural producers will learn about and adopt the appropriate government regulations.
3. Agricultural producers will compare their present practices with new practices in their own operations.
4. Agricultural producers will increase their knowledge of production practices.
5. Agricultural producers will adopt production strategies through integrated information systems.

• Community support through providing the necessary resources.
• Data on changes in the utilization of production tools and resources.
• Requests for information or technical assistance.
• Requests for information.
• Attendance of meetings and tours being held.
• Requests for newsletters.
• Mass media releases used by the media.

9. Financial Sustainability in Agriculture can be achieved through the utilization of appropriate business practices. Short and long-term business planning provide the blueprint to sound investment management and optimum resource utilization.

Measurable Objectives:

1. Producers & ag businesses will assess their current business situation.
2. Producers & ag businesses will analyze strengths & weaknesses of their businesses.
3. Producers & ag businesses will evaluate the enterprise mix in their operations.
4. Producers & ag businesses will become aware of economic principles and their use.
5. Producers & ag businesses will develop business plans.
6. Producers & ag businesses will implement business practices to achieve financial sustainability.
7. Producers & ag businesses will implement business plans.
8. Producers & ag businesses will re-evaluate and adjust their business plans and enterprises mixes to achieve financial stability.

• Requests for information on business plans.
• Requests for information & assistance with business analysis.
• Number of record books sold.
• Requests for assistance in developing business plans.
• Requests for information on business practices.
• Producers & ag businesses seeking information on alternative enterprises.
• Reduction of failed ag businesses and farms.
• Number of requests for assistance in rewriting business plans.

Focus Area 2. Sound Resource Management is the foundation of a sustainable community. Such communities actively seek and utilize current research related to environmental concerns and best management practices for soil, water, air, plant, animal, and human resources. Implementation of these practices will facilitate the community's efforts to maintain and enhance productivity and viability while minimizing the depletion of local resources.

1. Community will take inventory of existing resources:
   -Natural: soil, water, air, plant, and animal.
   -Human: demographics, education, and skills.
   -Agency: technical, regulatory, and educational.
   -Capital: public and private.
2. Communities will use resource inventories to guide decision-making.
3. Communities will evaluate strengths of existing resources, and additional resource needs.
4. Individuals will pursue sound land-use activities.
5. Identify government regulations, which preserve or enhance environment.
6. Identify new, current, or revised regulations and practices to implement (i.e. planning and zoning).
7. Community investigates alternative resources.
8. Community develops internal resources:
   -Human/Leadership/Partnerships
   -Financial
   -Environmental
9. Implementation of sound environmental policies.
10. Ability to recognize issues and commit resources to solutions.
11. Development of supportive state and local policies.
12. The community will allocate public resources based on community needs with awareness of environmental, financial, and human issues.
13. Individuals will consider community needs in decisions regarding use of private resources.

• Completed asset map.
• Completed natural resource inventory.
• Activities pursued match resources available.
• Decisions made to reallocate resources.
• Alternative resources and additional resource needs discussed; partnerships formed to pursue additional resources.
• List of additional resources needed.
• Request for technical assistance.
• Types of information requested.
• Use of feasibility studies.
• Managed growth.Development of working partnerships.
• New financial resources available for community needs.
• Citizens take lead in developing resources.
• Citizens help to identify and create local resources.
• Requests for involvement/assistance of agencies and organizations.
• New alliances and organizations emerge to pursue best management practices.
• High employment rate.
• Resource base is stable.
• Resources become more readily available.
• Environment is stable.
• Citizens become informed and involved in decision making and implementation, and become leaders.

Focus Area 3. Community Economic Development is an organized group effort by local citizens to create an environment that sustains and enhances the local economy. Typically, these efforts are initiated through the interest, involvement and actions of community leaders. Therefore, leadership development is often a critical component for successful development initiatives. Participants of the deliberative group session identified the desire to develop and implement educational resources and programs that will foster economic development. Three primary strategies, business assistance/development, retention and expansion of existing businesses, and leadership development, were identified as important programming areas.

1. Business and Industry Extension Program. Over 90 percent of the businesses in Gentry County have less than 20 employees. University Outreach and Extension’s business and industry program is designed to help people who wish to start a new business or improve existing small businesses through direct interaction, mutually beneficial partnerships and innovation to transfer skills, knowledge and services that improve management performance. Training and educational counseling activities related to "Starting a New Business" will be conducted specifically for small businesses.

Measurable Objectives:

1. University Outreach and Extension will provide high-quality, effective and responsive assistance to at least 10 of the county’s small businesses each year and assist at least 10 people who wish to start new businesses.

Baseline/Indicators:

Through a clientele survey with small business owners and managers who participate in the business and industry programs, information will be gathered that captures the change among clientele in the following area:

• Number of new business formations.
• Number of individuals choosing not to enter new businesses based on counseling and training information.
• Business plans developed as a result of counseling and training intervention.
• Amount of new clientele business loans secured.
• Sales generated in first year of business.
• Taxes paid by new business startups.
• Number of new jobs created by clientele.

2. Retention and Expansion of Existing Businesses. A comprehensive approach to community economic development is a critical factor for long-term success. An important component of such an approach is to conduct an organized effort to support local existing businesses. Failing to do so, the community will not only overlook a tremendous source of job creation (40-80% of net jobs created annually in the United States), it will also be generally less successful in its efforts to recruit new businesses. A formal Business Retention and Expansion (BR&E) visitation program will provide a process for the organizational development, planning, and implementation of efforts to encourage the survival and growth of the county’s existing businesses.

Measurable Objectives:

1. Improve public relations with existing firms.
2. Help firm solve internal operating problems.
3. Help firms become more economically competitive.
4. Develop action-based strategic plans for community economic development.
5. Build community capacity for community economic development.

Baseline/Indicators:

• Number of existing firms participating in the program.
• Change in the number of persons employed by businesses participating in the program.
• Change in assessed valuation of commercial property in the community.
• Change in the level of citizen participation in local community/economic development activities.
• Change in community utilization of state/federal programs to assist community/economic development.

3. Community Leadership. EXCEL: Experience in Community Enterprise and Leadership. Community leadership is a shared responsibility. EXCEL will develop a critical mass of active, informed leaders who can effectively address community issues. The focus is community action rather than individual development, although the latter inevitably will occur as well. EXCEL is designed to include a broad spectrum of community members representing all segments of the community, including age and socio-economic differences. Both emerging and existing leaders have been targeted, depending on the needs of the individual community. Participation is by application, with each community determining its own selection criteria. EXCEL will be our county’s customized approach to building our communities by increasing effective local leadership. It will work with a committee of local citizens, working with University professionals, to create the basic program design and content, establish a budget and raise funds, arrange activities and recruit and select participants.

Measurable Objectives:

1. The establishment of an EXCEL local planning and implementation committee.
2. An EXCEL program designed, developed, delivered and evaluated within the county for a minimum of 20 participants.
3. Participants will report increased leadership roles within the community and an increase in personal satisfaction with leadership roles.
4. A sustainable financial plan to support the program will be put in place.

Baseline/Indicators:

Participant pre-program survey of community knowledge and involvement will serve as baseline data. A follow -up survey with participants will be used to determine how the community and the participants benefited from the program. Indicators or benchmarks of progress include:

• Participant satisfaction with program curriculum and instruction.
• Longitudinal follow up to identify community involvement on part of participants.
• Community based initiatives supported by EXCEL "graduates."

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Grundy  (word document)

The citizens of Grundy County envision a future that includes an agricultural based economy working smarter and enjoying the benefits of enlightened leadership, strong sense of community, safe and decent housing and solid support for education. Our Extension programs are designed to help farms, small business and individuals compete in the global economy, have healthy families and develop effective and progressive leadership.

The population of Grundy County is at present 10,159, which is down 67 from 1997. The population is almost entirely white but recently there has been a great influx of Hispanics coming to work in the hog industry. It is hard to get an accurate measure of the numbers living in the county (the best estimate is about 75 currently) but it is starting to have a significant impact on services and educational needs. Specific programs including Spanish speaking features will need to be provided in the near future.

The state of children in Grundy County is of concern. There are 2,447 children in Grundy County and 23.7% live in poverty. Rural children often are living without health insurance. Teens are always prone to risky behavior. Nationally 72% of deaths among teenagers can be linked to risky behavior and north Missouri is no exception to this trend. Missouri teens carry guns, drink and drive and go without seatbelts at higher rates than the national average. Juvenile law violations have increased over the last few years.

Grundy County is an agricultural county. The market value of all farm products sold in 1997 was $28,852,000 with 73% coming from crops and 27% from livestock. There are 667 farms in the county with 71% producing less than $25,000 in sales. This is an indicator that many farms have to be supported by off farm income. Statistics show that more than 50% of farmers in the county are currently working off the farm for more than 200 days per year.

Unemployment is at a very low level of 3.7% in Grundy County. Underemployment is a much bigger issue. The largest employers are Trenton Home Foods (500) and Modine (250). The average income in the county is $19,230 with 12.8% of the population commuting to another county to work. About 45% of the women are in the work force.

Grundy County Program Priorities

After looking at the priorities expressed by the 35 citizens who participated in the deliberative sessions, an analysis of the socio-economic trends of the county, and a review of the current Extension programming available in the county, we have chosen to focus our time and resources on six major program themes: community leadership development and community building, healthy families, youth development programs, business development, agricultural profitability and environmental stewardship.

Program Theme # 1: Leadership and Community Building

1. EXCEL: Experience in Community Enterprise and Leadership. Community leadership is perhaps the single most critical need in rural Missouri. EXCEL has been proven to be capable of producing a group of informed and effective new leaders, ready to analyze and respond to the challenges facing their communities. The idea is to develop the means for meaningful community action partly by enhancing the individual skills of local citizens. EXCEL is designed to include a broad spectrum of community members representing the entire community and all its diversity. Participants are by selection with each community choosing its own criteria. A local committee will develop the program special to Grundy County that will meet the leadership needs. This committee will plan content, raise funds, recruit and select participants.

1. An EXCEL program will be established, delivered and evaluated for at least 15 participants.
2. Participants will report increased leadership roles within the community.
3. A sustainable plan will be in place to support the program.

• Participant satisfaction with program curriculum and instruction.
• Longitudinal follow-up to identify later community involvement.
• Local initiatives supported by participants.

2. Youth Leadership. Perhaps the most underutilized resource in our society today is the talent and abilities of our youth. Their energy, enthusiasm and sense of place are assets we cannot afford to lose. With leadership training young people can be encouraged and given the skills to have an impact on their communities.

Measurable Objectives:

1. A youth leadership program will be established and delivered.
2. Youth will be more effective in leadership and organizational roles.

• A participant pre-program survey of community knowledge will serve as baseline data. A follow up survey will be used to determine impact. Indicators will include:
• Participant satisfaction with program
• Youth involvement in community issues.

3. Building Social Capital. The fabric that allows all communities to function their best is the way the local citizens relate to each other and work together. This relationship is often called social capital. This cooperative ability is what makes people and organizations effective.

Measurable Objectives:

1. Local resources will be developed and the ability to use those resources will be enhanced.
2. Opportunities for community interaction will be increased.

• New coalitions and active collaborations will be created.
• Issues will be framed in the most effective manner.
• Board trains will be conducted to enable boards to be more effective.
• Organizations will have annual plans including fund raising.

4. Local Governance. Local governments, both at the city and county levels, are confronted with issues that they are not equipped to deal with effectively. Outreach and Extension is uniquely positioned to help these bodies of government make the best use of the resources they have. Six areas have been identified by the Community Development Governance subgroup. They are: planning and zoning, public finance, citizenship, environmental issues, relationships and migration patterns.

Measurable Objectives:

1. Local governments will make better long term plans to meet infrastructure needs.
2. More proactive strategies will be used in planning and zoning issues.
3. Citizens will be more aware, informed, and engaged in the process of local government.
4. Local governments will make better decisions concerning the wise use and conservation of resources.
5. Local governments will be more aware of effective ways to deal with conflict and resolve complex issues.
6. Local governments will be aware of migration inflows as well as outflows and how they effect local resources.

• Local governments will develop the information, organization and public support to implement sound management.
• Planning and zoning will become a tool to impact growth.
• Local issues will be better received and supported.
• Local government will have recycling efforts and will work with local business and industry to be more environmentally friendly.
• Issues will be framed in a manner that leads to solutions.

Program Theme # 2: Business Development

1. Business and Industry Extension Program. The majority of businesses in Grundy County employ a limited number of people and are classified as small businesses. University Outreach and Extension has training materials and programs to help people gain the skills they need to start a business and keep that business healthy and successful.

1. University Outreach and Extension will provide high-quality, effective assistance to at least five small businesses and assist at least five people that want to start a new business.

• Number of new business formations.
• Numbers of individuals starting a new business.
• Numbers of individuals not starting a new business after counseling.
• Business plans developed.
• Sales and taxes generated.
• Number of jobs created.

2. Retention and Expansion of Existing Business. A comprehensive approach to community economic development is essential for long term success. An important part of any such effort is an organized program to support local businesses. Research shows that 40-80% of all new jobs come from existing business. The effort to work with them also creates the business climate that allows an area to recruit and locate new business. A formal Business Retention and Expansion (BR&E) program will provide the organization and implementation of such an effort in Grundy County.

• Improve relations between community and local firms.
• Help solve problems local firms are having.
• Help firms become more competitive.
• Build community capacity for community economic development.

• Number of firms participating.
• Change in employment levels of participating firms.
• Change in assessed evaluation of commercial property in community.
• Change in level of citizen participation in local community economic development activities.

3. Home Based Business Development. Every year more and more Americans are working out of the home and with the technology available today this is a realistic source for creating income for rural Missourians. To be able to compete people need to be able to create a business plan and be able to handle the financial analysis required.

1. Ten people will be assisted in writing a business plan.
2. Ten people will be assisted in securing financing.
3. Ten people will be assisted in marketing their service or product.

• A. Individuals wanting to start a home based business have identified a product.
• B. Individuals have determined their own capacity to run a business.

4. Providing Better Day Care. The lack of decent, safe and affordable day care has been identified as a need in Grundy County. This lack of adequate people and facilities keeps capable people out of the work force and causes unnecessary strain on others. Enabling people to develop this line of business is an opportunity for Grundy County residents, which then in turn allows others to seek better employment.

1. A program will be developed and implemented to help individuals obtain the license to provide day care services.
2. Annual training will be provided for five individuals.

• Baseline economic data will be created from employment figures, KidsCount data, and public input.

5. Safe and Affordable Housing. The lack of safe, decent and affordable housing , both to buy and rent, has been cited as a weak link in the economy of north Missouri. The housing stock has deteriorated and new construction has not kept pace with need. Grundy County currently has low unemployment but cannot house all who want to live near their job.

1. A "Home Ownership Made Easier" series will be presented to help people buy their own home.
2. A HomeWorks home maintenance series will be presented to help people better take care of all property
3. An "Indoor Air Quality" program will be presented to help people improve their indoor environment.

• Ten people each year will go through the HOME program.
• Ten people each year will go through the HomeWorks home maintenance program.
• Ten people each year will go through the Indoor Air Quality program.

Program Theme # 3: Healthy Families.

1. To build strong families is one of our basic missions in Extension. Research and deliberation in Grundy County has shown clear needs regarding job preparation, parenting and sound financial planning. The stress of working long hours (especially by mothers) and balancing job and work is an area of new and special concern.

1. Programs will be developed to help individuals and families successfully balance family and work responsibilities.
2. Programs will be developed to help individuals and families demonstrate change behavior in successfully managing family and work responsibilities.
3. Programs will be developed to help identify strengths.
4. Programs will be developed to help communication between family members.
5. Programs will be developed to help manage stress.
6. Programs will be developed to help build self-esteem.
7. Programs will be developed to help individuals and families make sound financial management decisions which improve their quality of life.
8. Programs will be developed to help individuals and families have the skills needed for making sound financial management decisions.

• 10% decrease in the number of latch key kids.
• 10% fewer juvenile law violations.
• 10% decrease in the incidence of spouse/child abuse.
• 10% decrease of absenteeism in the workplace.
• 10% decrease in the number of worker compensation claims.
• Grundy County citizens have a clear idea of day-to-day roles.
• Grundy County citizens support each other’s welfare.
• Grundy County citizens make use of available help.
• Grundy County citizens report more active communication.
• Grundy County citizens will identify activities that reduce stress.
• Grundy County citizens will expect developmentally appropriate responsibilities & encourage independence and autonomy.
• Success will be determined if healthy families are shown to be developed.
• Grundy County citizens will use growth and retirement funds.
• Grundy County citizens will have reductions in tax burdens.
• Grundy County citizens will increase use of discretionary funds.
• Grundy County citizens will develop specified saving plans.
• Grundy County citizens will have utilization of spending plans.
• Grundy County citizens will have savings and investment plans.
• Grundy County citizens will have an estate plan in place.
• Grundy County citizens will have decreased credit card balances.
• Grundy County citizens will utilize an appropriate accounting system.
• Grundy County citizens will fill out the Decision Making Grid when making decisions.

Program Theme # 4: Youth Development

With the youth of Grundy County ranking among the highest in the state in terms of out of home placements and juvenile law violations, there is an opportunity for Extension to help develop capable leadership for tomorrow. The 4-H mission is to create environments where young people are valued and are contributing members of the community. The 4-H program provides a positive environment with activities and meaningful involvement in the community.

1. Life Skill Development. The 4-H club programs along with some school enrichment and after school programs focus on providing youth with positive assets such as: planning and decision-making skills, a positive view of personal future, and a sense of purpose. Conflict resolution, resistance skills, cultural competence, positive self-esteem, safety and career exploration skills are included as well.

1. 5% of the county’s youth will participate in skill development programs.
2. 50% of the participants will indicate an increased knowledge of the skills taught.

• More youth will participate in residential and day camps.
• More youth will participate in Career Day.
• More youth will participate in Achievement Day.
• More youth will participate in county fair events.
• More youth will participate in 4-H club programs (both traditional and non-traditional delivery modes).

2. Character Education. Search Institute has identified forty developmental assets that youth should possess in order to reduce their participation in risky behaviors. The more of these assets a youth possesses, the more likely he or she will be to grow up engaging in positive behaviors. Several of these identified assets are included in the 4-H character education lessons, including, caring, honesty, responsibility, service to others, respect for self and others. By providing youth with character education activities, we will not only enhance their character, but will also build assets that can protect them from risky behavior.

1. 10% of school-age youth enrolled in extension youth development activities will take part in character education activities.
2. 40% of youth participating will indicate an increase in ethical decision-making skills.
3. 50% of families enrolled in extension youth development programs will be exposed to methods for developing character in their families.

• More youth will participate in Character Counts program.
• Attitude surveys will be administered before and after these activities to determine increases in ethical decision making.

3. Collations to Support Youth. The 40 assets communities need to provide in order to raise healthy, productive youth were identified by the Search Institute. The systems approach to positive youth development indicates the more organizations and agencies that work together or in parallel to provide youth support, the more protective factors a community can provide its youth. The African proverb: "It takes a village to raise a child," is borne out in research.

Working as a member of a community organization or coalition to affect greater support and services for youth and their families is an important step for youth and family professionals.

1. Extension staff will participate in and support the community coalitions, such as Caring Communities, Self-Sufficiency Teams, or Human Resource Councils, CHART, and Community 2000.
2. Extension staff will provide research-based information as needed to these groups in order to develop leadership, evaluate activities/programs, assist with asset mapping/needs assessment or provide program and problem-solving resources.

• Extension staff will participate and accept leadership roles in these organizations as work schedule permits.
• Resources provided to these organizations will be evaluated as an integral part of the delivery.

4. Youth Workforce Preparation. Youth moving from school to the world of work are faced with an ever-changing job market. Emerging technology or demand for increasing technological skills will affect many of the entry-level jobs.

More than 30% of both rural and urban high school juniors and seniors worked part time in 1993-94 (Missouri School Improvement Program). As an introduction to the world of work, youth who work part time during high school may find the experience beneficial or detrimental, depending on several factors.

Only those who saw their part time jobs as relevant to their future career goals benefited from their part time work. Students who worked more than 30 hours per week were more likely to suffer academically and to engage in higher risk behaviors. In additional health behaviors worsened. Students working 20 hours per week or less did not suffer the same affects. (A national study conducted by Bachman and Schulenberg and the Institute for Social Research at the University of Michigan, Ann Arbor, 1985-89).

Faced with important career path decisions, and part time work not always being the best option, programming related to career exploration and preparation could be helpful to youth of the county. Collaboration with existing programs, (such as school to work programs in some school districts) would be important.

1. 10% of teens involved in youth development programs will learn to access career options information.
2. 10% of the teens involved in youth development programs will participate in workshops or other activities designed to improve resume writing and interviewing skills.
3. 10% of the teens will learn good financial management and decision-making skills needed in post high school study/training and beginning employment.

• 80% of the teens involved in workforce preparation activities will successfully access career option information pertinent to their interests (self-reporting at completion of activities).
• 50% of teens participating in resume writing and interviewing activities will demonstrate improved skills (portfolio evaluation).
• 70% of teens participating in financial management & decision-making skills activities will show increased knowledge (pre-test vs. post-test).

According to the 1997 Census of Agriculture, there are 667 farms in Grundy County, up 49 farms from 1992. Farms with sales under $10,000 numbered 369. Only 54 out of 667 farms had sales over $50,000 in 1997. Less than half of the farmers were full time operators with 367 operators working off-farm, 73% of these for over 200 days. These data indicate a large number of small farms that are supported by off-farm income. These small farm operators may or may not have the time, interest, capital, or management skills necessary to compete with full-time farmers. Grundy County faces the challenge of providing educational programs for these two distinct types of farm operators.

With the very dynamic agricultural world our citizens are living and working in today, major educational, research, and demonstration efforts need to remain to keep them in operation and make them competitive. In addition to our numerous on-going programs, the deliberative group sessions identified several areas to be addressed including:

1. Value Added Agriculture. Much of the agricultural production in Grundy County is in the form of traditional commodity products, with little value-added processing. Examples of opportunities that may exist for producers to increase income are retained ownership of beef calves, growing alternative or specialty crops, cooperating to form production, marketing or purchasing cooperatives, or gaining skills with marketing alternatives other than local cash markets. There are many other marketing options as well.

1. Producers in Grundy County will assess the possibilities of producing and marketing identity preserved products.
2. A commodity marketing program will be established, delivered and evaluated for at least 10 participants.
3. The formation of marketing and/or purchasing cooperatives will be assessed.
4. Information on alternative marketing programs for livestock and alternative and specialty crops will be provided through news releases, newsletters and meetings.
5. Grundy County producers will understand consumer-oriented markets and produce products to meet the demand.

Indicators and Baseline Data:

• A pre-program survey will determine knowledge of alternative marketing strategies.
• A  follow-up survey will determine the impact of the program on the finances of the farming operation.
• The possibility of marketing clubs will be explored within the group.
• Producers directly marketing their products.
• Producers using contracts to market their identity preserved products.
• Contact with producers involved with alternative marketing or production alliances or systems.
• Formation of marketing and/or purchasing cooperatives.

2. Viable Agricultural Business. As producers need to become increasingly competitive, additional emphasis on production and financial record keeping systems will enhance producer’s abilities to make appropriate business decisions. Improved utilization of the land resources is also very important to the viability and sustainability of agriculture in the county.

1. Agricultural producers and agribusinesses will develop and incorporate business plans into their operations.
2. Computerized agricultural production and financial record keeping programs will be demonstrated to at least 10 participants.
3. Producers will attend the annual field day at Hundley-Whaley to learn about various row crop variety trials.
4. Two new producers annually will attend a grazing school, and three will install a management intensive rotational grazing program.
5. Five producers each year will attend forage field days at Thompson Farm at Spickard or at the Forage Systems Research Center at Linneus.

• A follow-up survey to determine if computers are being used to make production and business decisions.
• Personal consultations and interpretation of production and financial information.
• Banker’s requests for well prepared financial statements.
• Participation in University of Missouri research activities.

Program Theme #6: Environmental Quality and Stewardship

Soil erosion and impaired water quality due to agricultural runoff are major concerns in Grundy County. County residents are concerned about the long-term environmental effects of these systems. The following programs are planned to address these needs and concerns.

1. Natural Resource Conservation. Soil erosion continues to be a cause of decreased productivity and water pollution. Stream corridor management is also an important water quality issue. UOE staff work closely with other agencies including USDA-NRCS, Grundy County Soil and Water Conservation District, and Missouri Department of Conservation to provide educational and technical assistance to private landowners and the general public. Much of Grundy County is included in an Environmental Quality Incentive Program through USDA.

Measurable Objectives:

1. Ten landowners per year will implement resource management plans through the EQIP program with assistance from appropriate agencies.

2. Fifty landowners per year will implement soil conservation practices through the SWCD state cost-share program.

Indicators and Baseline Data:

• Attendance at CRP field days.
• Data from NRCS indicating acres with changes in CRP management.
• Requests for information relating to forage management on CRP land.
• Requests for information concerning converting CRP land to crop production.
• Number of cost-share practices implemented through the Mercer County Soil and Water Conservation District.
• Number of acres treated and tons of soil saved by these practices.

2. Solid Waste Disposal and Recycling. Grundy County residents identified the lack of a recycling program as a major need in the community. On-farm dumping is still common in some areas, and illegal roadside dumping is a problem.

Measurable Objectives:

1. A community group will be formed to explore the possibility of operating a collection station for recycling of common household waste.
2. A collection day for hazardous household waste will be held every two years in cooperation with the solid waste district.

3. Information will be provided to five clients per year regarding waste disposal.

Indicators and Baseline Data:

• Conduct a household hazardous waste pick-up program in Grundy County.

3. Agricultural Chemical and Pesticide Management. Safe and effective use of agricultural pesticides without adverse environmental effects is highly important in the agricultural community. UOE has ongoing programs in pesticide use and management, as well as research data to assist farmers with their pesticide selection decisions.

Measurable Objectives:

1. Five producers per year will complete Pesticide Applicator Training to become licensed as private applicators by Missouri Department of Agriculture. Twenty producers per year will renew their existing licenses.
2. Ten producers per year in sensitive watersheds will receive additional information on best management practices to reduce runoff of agricultural pesticides.
3. A collection day will be held every two years to allow producers to safely dispose of unused pesticides and other hazardous waste.

Indicators and Baseline Data:

• License renewal lists provided by the Missouri Department of Agriculture.
• Request for new licenses

4. Soil Fertility Management. Over-application of soil nutrients can result in excessive nutrient load in rivers and lakes, besides being costly to the farm operator. Under-application can cause low productivity, and can contribute to soil erosion due to poor ground cover. UOE offers ongoing programs in soil testing and interpretation, and provides research-based information on soil fertility recommendations.

Measurable Objectives:

1. Fifty producers per year will submit soil samples for analysis.
2. Twenty producers per year will receive technical assistance in the interpretation and application of soil test results.
3. Five producers per year will receive additional assistance and information on the use of animal manure in a soil fertility program.
4. One producer per year will receive assistance on more intensive soil testing as a part of a precision agriculture program.

Indicators and Baseline Data:

• Ten producers using global positioning technology to monitor yield, fertility requirements and weed pressures within field grids.

5. On-site Home Sewage Systems. Most rural Grundy County residences have on-site septic systems. Very few of these meet current state standards. Substandard systems can be a hazard to the environment and to human health.

Measurable Objectives:

1. Five clients per year will be provided with information on current standards for new on-site sewage system installation.
2. Five clients per year will be provided with information on upgrading existing systems to meet current standards.

6. Farmstead environmental hazards. Other related issues common in Grundy County include underground fuel storage tanks, on-farm pesticide storage, and hazardous household waste.

Measurable Objectives:

1. Farm*A*Syst or Home*A*Syst packets will be provided to and completed by five rural landowners per year to assess environmental hazards around farmsteads.
2. Clients will be referred to DNR Technical Assistance Program for help in resolving environmental hazards.

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Harrison  (word document)

Introduction:

The Harrison County Extension Council and staff believe in planning and working together with you toward making Harrison county a better place to live. In order to accomplish this two planning meetings were held in the latter part of 1998 in which personal invitations as well as public invitations were used to help vision and determine priorities for programming for the year 2000 to 2003. The Harrison County Extension Center is your connection to the four campuses of the University of Missouri System and Lincoln University. University Outreach and Extension maintains a cooperative partnership along federal, state and local governments that provides research based information needed to provide high quality educational programs on issues of the highest priority to meet the needs of the citizens of Missouri. The Harrison County Extension Council, as established by state statute, is a partner with University Outreach and Extension and USDA-CSREES in the development, implementation and evaluation of extensional programs.

Rationale for the Program Plan

This plan began with two deliberative group sessions involving 43 citizens residing in Harrison County and represented a good cross section of the county. These individuals identified the major issues of concern to them. Using this information the county extension council grouped them into the top seven issues concerning Harrison County and reviewed current extension programs being conducted in the county. The plan is a joint product of the Harrison County Extension council and Extension staff.

The Harrison County population in 1996 was 8,317 persons, which is slightly down from 8,452 in 1990. Harrison County is predominately white with less than one percent minority population. Table 1 shows the number employed in Harrison County for each segment of business in 1996 from census data.

TABLE 1

Table 2 shows the number of full time and part-time farms in Harrison County in 1997.
TABLE 2

The farm data shows that the number of small farms (less than 180 acres) is increasing. While the number of medium sized farms (180-999 acres) decreased by 7.5% in that same five years. Those farms with larger than 1,000 acres decreased only slightly. The number of full time farm operators decreased by 15% in the last five years. This is the first time there are more part time farmers than full time farmers. Even more concerning is the fact that the number of farms selling hogs or pigs decreased by 65% in the last five years and visual observations shows that it is much worse than this in the last year with price of pork very low.

Harrison County had a medium income in 1995-96 of $22,186. According to the ratio of income to poverty level in 1989, 1,552 people were in poverty in the county, 2,664 were in the working poor category, and 4,033 people were living comfortably. Granted this data is old, but the per capita income (per person income) only changed from $13,722 in 1990 to $16,654 in 1995. The PCI index for Harrison County indicates that Harrison county is even poorer in 1995 compared to the state average than it was in 1990.

Children are our future. In 1993, Harrison County had greater than one in four were being raised (25.7%) in poverty, although the adult unemployment rate was 3.9% in 1994. In 1990, 13.1% were being raised in a single parent family. Juvenile law violations for kids age 10-17 increased 314% from 1992 to 1995 to a total of 10 violations per 100 kids. Also important is that in 1997 Harrison County had about eight births for every 100 girls between the ages of 15-19 , this rate is one of the highest in the state.

Harrison County Program Priorities

Based on the priorities expressed by the 43 citizens who participated in the deliberative group process, analysis of the social-economic trends of the county and a review of the current extension educational programs we have chosen to focus the time and resources of our extension program on seven major program themes: Economic Competitiveness, Alternate Crops and Niche Markets, Teaching Young People Responsibilities, Life Skills-Youth, Encouragement of Small Businesses, Leadership-Citizenship, Environment and Natural Resource Preservation.

PROGRAM TITLE: ECONOMIC COMPETITIVENESS

Program Theme: As described in the rational section, 50% of Harrison County residents are considered by the federal government to be in poverty or in the working poor categories. Harrison County residents want to increase the adults’ technical competency and create more jobs and higher paying jobs. Since farmers are in a global economy they have to have the expertise to stay in business and pay themselves a higher wage.