Michigan State University Extension Michigan State University 4-H Field Staff Perceptions of Area of Expertise Teams Elizabeth Scott Doctoral Candidate in Agriculture and Extension Education Purpose and Objectives This research is a statewide study to assess MSUE 4-H field staff’s perceptions of MSU Extensions AOE Teams. The objectives of the study are: Identify what percent of 4-H field staff are members of AOE Teams and identify what teams they are on. Determine 4-H field staff’s awareness of and attitude toward joining MSU Extension’s AOE Teams Determine 4-H field staff’s perceptions of the impact of AOE Teams on 4-H programs. Determine if there are differences between participants and non participants. Methods The population for this study is comprised of Michigan Extension 4-H field staff (N=108) including both agents and program assistants. Since there are less than 300 in the population, a census was used. Names and addresses of 4-H field staff were collected from the staff directory and verified through the on-line staff list. Counties where no 4-H staff was listed were called for verification A survey was developed that asks questions in four areas. The areas are AOE Team participation on the part of the respondent, factors related to joining teams, the impact of AOE teams and demographic information. Respondents will be asked to rate their perceptions of factors affecting joining a team and perceptions of impact using a 1 to 5 Likert-type scale where 1= strongly agree, 2= disagree, 3= neutral, 4= agree and 5= strongly agree. They will also be given the opportunity to explain answers and to add additional comments. The instrument was examined for content validity by a panel of experts in Extension familiar with 4-H Youth programs and AOE teams. Changes were made to improve clarity and reduce ambiguity in certain questions. It was piloted with Extension field staff who are not programming in 4-H. The survey was found to have a Chronbach alpha scale reliability coefficient of The survey was mailed using Dillman’s (1978) total design method. A pre-post card was mailed to the respondents announcing that the survey was coming and asking for their assistance. On November 11, 2002 the surveys were mailed with a cover letter, a dollar bill as an incentive and a self addressed stamped return envelope. A commemorative stamp was used on the outside of the envelope and each letter was hand signed. One week following the mailing, a post card reminder was mailed and six weeks after the mailing a second mailing to non respondents contained a replacement survey. The survey had a response rate of 91%. Early and late respondents were compared and no significant difference was found. The results was analyzed using the Statistical Package for the Social Sciences (SPSS/PC+) (SPSS Inc., 1991). Descriptive analysis included; frequencies, means, standard deviations and cross tabulations for membership on an AOE, type of position (agent vs. program assistant), years of service and regional location. Dollar for incentive Commemorative stamp November 18, 2002Personal signature Introduction Michigan State University Extension AOE teams were formed as the result of external demands from stakeholders and internal recommendations of the 1992 Empowerment Committee of the MSU Council of Extension Agents. The first teams launched were field crops, dairy and livestock teams in In 1995 AOE’s were expanded to include teams for children youth and families, and natural resources and economic development. The organizational plan for Extension which included Area of Expertise Teams as a central delivery mode for programming and addressing the critical needs of clientele groups is based on the concept of self-directed work teams also known as real teams. A real team by definition is a small group of people with complimentary skills who are equally committed to a common purpose, goals and working approach for which they hold themselves mutually accountable (Katzenbach & Smith, 1993). Beef Christmas Trees (1) Community Development Consumer Horticulture Dairy Economic Development Equine (2) Family Resource Mgmt Farm Mgmt Field Crops Fisheries and Wildlife (1) Floriculture Food, Nut & Health Food Safety (1) Forage/Pasture/Grazing (1) Forestry Fruit Human Development (3) Land Use Leadership (2) Manure Ornamentals Poultry Sheep State & Local Gov. (1) Swine Tourism Vegetables (1) Volunteerism (17) Water Quality Woody Ornamentals Youth Development (13) Participation on AOE Teams by 4-H Field Staff QuestionMeanStandard Deviation AOT teams have had a positive impact on 4-H programs I am aware of what most AOE Teams are doing There is adequate communication from AOE Teams to county 4-H field staff AOE Teams are well respected by 4-H Clientele The AOE Team model has created a better working relationship between 4-H field staff and campus staff I regularly receive information from AOE Teams AOE Teams have affected my professional development My county 4-H program has changed as a result of AOE Teams QuestionsMeanStandard Deviation I wanted to join an AOE I feel like I have adequate support to belong to an AOE I feel like I am expected to belong to an AOE I felt pressured to join an AOE in the past I understand the process of joining an AOE I feel that I can join any AOE that interests me Joining an AOE is easy I have adequate time to participate in an AOE Results……….Results Results…..…..Results…..….Results……....Results Conclusions This study shows that the majority of MSU 4-H field staff think that they do not receive adequate communication from MSU Extension Area of Expertise Teams and they do not know what the majority of teams are doing. It also shows that more agent staff are members of AOE Teams than program assistant staff and that many program assistant staff do not believe they would be allowed to join an AOE Team. Based on the results of this study, MSUE needs to find a way to promote communication from AOE teams to field staff on a regular basis. Perhaps monthly fact sheets with the names of contact members of the teams and a quick update on what each team is working on or has available for field staff would be useful. The teams may also want to survey field staff to find out what their needs are for assistance in programming and also to find example of ways they have had impact so that they can share success stories. Further study is recommended on the relationship of 4-H Program Assistant staff to AOE teams and the role they may play on them. A great deal of dissatisfaction was expressed in written comments added on to the surveys by program assistants that indicated this group is on the whole disenfranchised from the organization. Further study may help administration understand the issues surrounding this so that a better working relationship can be found for 4-H program assistants. 43% of respondents belong to an AOE Team