1. My Vision for a Comprehensive Agriculture Extension Program in Maryland
Darren Jarboe, PhD, MBA

2. Introduction Maryland and Iowa farms and ag. production
University of Maryland Extension (UME) Strategic Plan
Current UME Agriculture programming
Vision for the UME Agriculture Program
My knowledge and experience
Summary
Photo: Iowa State Univ.

3. Farms Maryland Iowa Avg. farmer age: 59 19,050 farmers Over 97% white
Average farm: 165 ac.
Total farmland: 2 million ac.
Average farm expenses: $158,312
Average farm net income: $38,920
Avg. farmer age: 57
87,500 farms
Over 99% white
Average farm: 351 ac.
Total farmland: 30.5 million ac. (85%)
Average farm expenses: $267,517
Average farm net income: $110,329
Source: USDA NASS

4. Agricultural Production
Maryland
Iowa
436,000 ac. of corn
476,000 ac. of soybeans
210,000 ac. wheat
64 million broilers
2.4 million layers
708,000 pullets
195,000 cattle
13.1 million ac. of corn
9.8 million ac. of soybeans
20 million hogs (32%)
52 million layers
12 million pullets
4.4 million turkey
3.9 million cattle
43 ethanol plants, 4 billion gal./yr.
Source: USDA NASS

5. UME Strategic Plan – Identity
Land-grant Mission: Engage in discussion and action to recognize tradition and innovation within the land grant mission.
Prioritization: Orient the organization toward relevance, efficiency, and effectiveness as a basis for program development and delivery.
Ongoing Evaluation: Develop, implement, and support regular and ongoing evaluation of program outcomes and impacts.
Source: Univ. of Maryland

6. UME Strategic Plan – Innovation
Nimble Organization: Position the organization to respond quickly and appropriately to emerging issues and needs.
Partnerships and Funding: Develop and strengthen partnerships and funding streams.
Creating Culture: Create and support a culture of innovation and calculated risk- taking.
Disruptive change
Source: Univ. of Maryland

7. UME Strategic Plan – Infrastructure
Alignment for Effectiveness: Examine organizational structures and practices to increase effectiveness.
Training and Development: Invest in training, development, and mentoring for all UME faculty and staff.
Facility and Technology Renewal: Update facilities and technology to best serve constituents, facilitate faculty and staff work, and encourage innovation.
Source: Univ. of Maryland

8. UME Strategic Plan – Marketing & Visibility
Strategy: Develop, implement, and support a comprehensive marketing and visibility strategy.
Capacity and Access: Build people’s ability to market the organization and ensure access to marketing tools.
We Are All UME: Create and sponsor a culture of consistently high quality customer service.
Ensure access to new delivery systems.
Source: Univ. of Maryland

9. Current UME Programming
Crop Production
Winter Agronomy Days
Winter Vegetable Meetings
Pesticide Safety
Winter agronomy days focused on corn, soybeans and wheat (~640 producers annually, ~900,000 acres, ~$12,000 increase in net profit)
Winter Vegetable Meetings provide updates on products, research results and regulatory certifications to increase farm vitality through increased yields and profits.
For over 25 years, the University of Maryland Extension has conducted Pesticide Private Applicator Education, increasing farm productivity, applying safety measures, decreasing environmental impacts and meeting regulatory requirements.
Source: Univ. of Maryland
Photo: Iowa State Univ.

10. Current UME Programming
Crop Production
Nutrient Management
Precision Ag Day
Vegetable IPM
Landscape and Nursery IPM
Nutrient Management Education: over 10 years old, provide university research to Maryland farmers and landowners, assist in complying with state regulations through workshops, recertification classes and publications.
Precision Ag Equipment Day (annual event) to discuss the most recent precision Ag techniques and technology. Each year approximately 300 participants are in attendance from Maryland, Delaware and Virginia.
UME Vegetable Integrated Pest Management (IPM) Program works with commercial vegetable producers to enhance production and profitability while reducing the use of high-risk pesticides. 1. Reduced growers use of high risk pesticides, 2.Increased vegetable yield and quality and 3.Helped growers’ bottomline.
IPM management of native and invasive pests, adoption of ecologically sustainable, pollinator-friendly pest management practices
Source: Univ. of Maryland
Photo: Iowa State Univ.

11. Current UME Programming
Livestock
Poultry Management
Equine
2015 Eastern Shore Agriculture Needs Assessment for ag production
Poultry – New Grower Training: Teach new and existing poultry growers about the many aspects of poultry production basic farm management, site management and maintenance, manure and mortality handling, vegetative environmental buffers (VEB), nutrient management and financial recordkeeping, CAFOs, comprehensive nutrient management plans (CNMP), and what to expect during an EPA inspection.
Source: Univ. of Maryland
Photo: Iowa State Univ.

12. Current UME Programming
Farm Management
Women in Agriculture
Grain Marketing
Ag Marketing Program
Entrepreneurial Coaching
Food For Profit
MD Rural Enterprise Center
MD LEAD Program
Women in Ag: Engages, educates and empowers women on common issues in risk management. Writing an estate plan, compiling farm financial statements, creating a business plan, checking credit reports, marketing products and understanding regulatory information. 500 women participants.
Grain Marketing – Winning the Game
Ag Marketing – professional assistance for farm, food and forestry enterprises through marketing and business development plans
20 coaches trained with UME coaches in each of the clusters, 52 entrepreneurs coached in 2015; 252 coached since 2010
Food for Profit and food Risk Management: 4 Workshops in 2015, 60 participants
Maryland Rural Enterprise Development Center provides an innovative, 24-7 launch pad that provides producers with a wide-variety of web-based University, community, and professional resources for developing profitable, sustainable businesses.
Maryland LEAD: members can count on a hands-on, active experience. Enrich and encourage development of leaders who have a practical knowledge of Maryland agriculture as well as the world at-large.
Source: Univ. of Maryland
Photo: Iowa State Univ.

13. Vision for UME Ag. Program
The University of Maryland Extension Agriculture Program will deliver science-based, innovative solutions to stakeholders through accessible channels and provide a collaborative environment for a diversity of faculty and staff teams to perform at their best.

14. Planning Process Review and understand UME strategic plan
Identify current and potential resources available: people, facilities, network, etc.
Work with faculty and staff to engage current and potential stakeholders to learn about needs and resources

15. Planning Process
Explore national and international landscape to identify opportunities
Collaborate to maintain and identify leadership areas for UME Agriculture Program at regional, national, and international levels
When change is needed, guide the program through redirection of resources and training existing people to fill new roles

16. Implementation of Vision
Maintain traditional programming and assess for adjustments
Develop an internal grant program to pilot innovative ideas
High risk, high return (quantitative and qualitative)
UME review committee

17. Implementation of Vision
Ramp up efforts to assist entrepreneurs
Local foods processing
Agricultural processing
Industries serving production agriculture
Collaborate with other UME program areas to increase impact
STEM programs for children
University of Maryland STEM student recruitment
Co-promote programs and capabilities

18. Key Factors Recruit and retain high-quality faculty and staff
Create a welcoming, energetic, collaborative environment
Identify and support professional development that empowers employees
It is all about people
Photo: Iowa State Univ.

19. Expand Resources Traditional sources
Contracts and grants
Fees
Donations
Develop and grow partnerships with stakeholders
Meet with current and potential stakeholders to understand needs and available resources
Identify new programming opportunities
Ensure linkage to strategic plan
Photo: Iowa State Univ.

20. Knowledge and Experience
Agriculture
Farm and agribusiness management
Seed production and agronomy
Photo: Iowa State Univ.

21. Knowledge and Experience
Engineering and technology
Rural community water quality
Farm machinery
Distance education
Food, feed, and biorenewables manufacturing
Photos: Iowa State Univ.

22. Knowledge and Experience
Developed research and outreach programs
Iowa Grain Quality Initiative
Iowa Alliance for Cooperative Business Development
Center for Crops Utilization Research
National Science Foundation Center for Bioplastics and Biocomposites (CB2)
Client and stakeholder services in a university environment

23. Knowledge and Experience
Business
Cooperatives
Locally-grown food markets
Agricultural and industrial systems
Emerging/emergency issues
Drought
Genetically modified crops
StarLink corn

24. Knowledge and Experience
Entrepreneurship
Technology development, evaluation, and commercialization
Review business plans for Practical Farmers of Iowa (new farmers, local foods)
Served on VentureNet Iowa panels
Principal in wastewater treatment startup
Work with ISU Ag. Entrepreneurship Initiative
Photo: Iowa State Univ.

25. Knowledge and Experience
University administration
Managed statewide programs
All programs outward facing
Producers
Companies
General public
Built strong relationships with faculty and staff to develop and grow programs
Led and conducted extramurally funded research and outreach programs
Experience with NDAs, MTAs, service and facility agreements, and contracts and grants

26. Summary
Success in extension programs at multiple levels (create vision, develop strategies, execute plans, and report results)
Effective fundraiser through building sustainable partnerships, identifying strategic opportunities, and administering contracts and grants
Recognized collaborator who assists colleagues in their work, particularly with industry partnerships and grant writing

27. Summary
Strong promotor of best communication practices through transparency and open discussions
Willingness to embrace new environments and situations to be productive for the organization
Leader in entrepreneurship and technology commercialization among faculty and professional staff as demonstrated by my executive position with a startup company and active participation in evaluation of technology companies.

28. Thank you!