Other Models

Groups reflected upon a set of questions as they developed these models. They took the best of everything they had heard from four state models and from discussions about operational themes and generated these hybrid models.

Group #1

County

Ideal number of members:

. Council: 15-30 members. 
. Committees and subcommittees: 5-10 per group
The council would be a mix of the following:
. Program area leaders
. County government leaders
. Collaborative agency heads
. Business leaders
. Non-users of extension programs
. Faith community leaders
Members would be recruited for these special skills:
. Being a recognized leader among peers
. Effective communicator
. Involved in numerous other civic and professional groups 
. Connected to leaders who raise funds 
. Organizer of people and activities
. High energy, enthusiasm, and motivation
District
Ideal number of members:
. One per county - chair of the county advisory council
The council would be:
. Less programmatic than county
. Representative of people who represent the whole extension program
Members would be recruited for these special skills:
. Being a recognized leader among peers
. Effective communicator
. Involved in numerous other civic and professional groups 
. Connected to leaders who raise funds 
. Organizer of people and activities
. High energy, enthusiasm, and motivation
State
Ideal number of members:
. 2 per district 
. Members at large
The council would be made up of:
. Presidents of extension volunteer groups
. Representative from state legislature
. Industry/ business
. Emerging issue leaders
. Movers and shakers
Members would be recruited for these special skills:
. Visionary-can look at total extension system and its needs
. Advocate for extension statewide
Group #2

County
Ideal number of members:

. Uneven number
. Reflects the population
The council would be made up of:
. People representing issues
. Users and non-users 
. Geographic representatives of the community
. Elected officials
. Recognized leaders of commodity groups (agriculture, youth, families)
. Other agency heads
. Multicultural diversity
. Business leaders
. County Director
Members would be recruited for these special skills or qualities:
. Interest in improving community
. Willing and able to participate
. Media skills
. Subject-matter knowledge
. Commitment
. Connectivity
. Resources
District
Ideal number of members:
. One per county-chair of the county advisory council
The council membership would be the same as county council membership with additions for the following:
. Diversity
. Equal representation
. Program-area representation
. Involvement from district level
. Subject-matter issue groups
. Emphasis on connectivity
Members would be recruited for these special skills or qualities:
. Same as county council
State
Ideal number of members: 
. A given number per district or area
The make up of the council would be:
. Same as county with representatives from state agencies, such as federal prison
Members would be recruited for these special skills or qualities:
. Same as county and district but with power


Model for Excellence: Summary #10

Assumption is that the process begins at the grassroots level of community and county.

State-level advisory leaders would have the following roles:

. Program development roles
. Analyze issues from parishes/ counties
. Recommend priority for statewide focus or emphasis
. Consolidate isolated or less frequently reported issues to "umbrella" areas of focus
. Advocacy roles
. Make personal contacts to legislators (state and federal)
. Other roles
. Recognize county level groups and leaders
District-level leaders would have the following roles:
. Program development roles
. Prioritize district-wide or multi-county issues
. Plan/implement/evaluate these programs
. Advocacy roles
. Coordinate how-to training for county advisory leaders
. Other roles
. Help other advisory councils
. Model success and expertise
County-level leaders would have the following roles:
. Program development roles
. Identify issues
. Prioritize response to issues
. Communicate forward issues to staff and other levels
. Plan/ implement/ evaluate relevant program responses
. Marketing of programs
. Advocacy roles
. Use collaborative efforts to promote programs
. Advocate for funding and resources for Cooperative Extension
. Recommend continuing or ending programs
. Other roles
. Extension staff hiring - interview process
. Mentoring; community orientation
Model for Excellence: Summary #11

All planning should begin from county level.

State-level leaders would have the following roles:

. Program development roles
. Macro programming
. Analyze what programs should be dropped or edited
. State/ national/ global
. Advocacy roles
. Take extension issues to legislators and other leaders
. Advocate for extension appropriations and budget 
. Other roles
. Influence change in administration
. Promote and acknowledge accomplishments
District-level leaders would have the following roles:
. Program development roles
. Seek area or regional consensus
. Hold area field days to highlight exemplary programs
. Share regional program ideas
. Advocacy roles
. Seek support for regional needs that do not necessarily apply to state needs
. Other roles
. Combining resources
County-level leaders would have the following roles:
. Program development roles
. Needs assessment
. Planning and implementation
. Delivery strategies
. Advocacy roles
. Keep local leaders invited and informed
. Public relations marketing image
. Other roles
. Informing
. Involvement with other local agencies
From Strengthening Extension Advisory Leadership in the Southern Region, a Southern Region Extension Advisory Leadership Conference held in Charlotte, N.C., May 3-5, 2001