Logic Model Overview:

Seth's Plan

Situation:

From Agricultural Resources:
Dairy/Livestock/Equine Programming

The New Hampshire livestock industry is diverse and scattered throughout the state. The state's livestock industry is important to maintaining open space and the rural setting enjoyed by its residents. Each aspect of the industry is important in maintaining the overall infrastructure needed for animal production.

The livestock industry has changed over the years and so has how it makes use of Extension. Many of the things traditionally assumed by Extension have been taken over by agribusinesses such as: forage testing, ration balancing, production testing, etc. Now more than ever the livestock industry is looking to Extension as a source of non-biased, researched-based information to make informed decisions. They are looking for help in holistic management, business management, facilitating family communication, and the practical application of current research findings.

Dairy
There are currently 140 commercial dairy cattle farms and seven licensed goat dairies in New Hampshire. New Hampshire's dairy industry is primarily located along the Connecticut River Valley on the western side of the state and the Merrimack River Valley in the central region.

The trend appears to continue towards fewer and larger farms, but New Hampshire's geography doesn't lend itself to the development of the large 1,000-cow mega farms of the west. There are not large, contiguous parcels of land available to support these numbers of animals or the disposal of their manure. New Hampshire dairy farmers are staying competitive by being efficient and starting creative enterprises. These include:
manufacturing of value-added dairy products, organic dairy production, utilizing forest resources, raising heifers on a contract basis, selling compost, and doing custom work among other alternatives.

Sheep
The 2004 Agricultural Statistical Report shows that there are 380 sheep operations in New Hampshire with a total of about 7,600 head of sheep and lambs. These are mostly part-time operations that raise breeding stock or cater to an ethnic meat market. Wool prices have been depressed and many producers convert their wool into value-added products such as yarn.

Beef
There's about 8,000 head of beef cattle in New Hampshire on 600 farms. These are primarily part-time operations raising breeding stock, show animals or animals for meat. The lack of slaughter facilities limits the growth of the industry and many operations do direct freezer beef sales to local customers.

Swine
The total inventory of breeding and market hogs is about 3,600 head on 220 operations. A lot of the pork is raised for home consumption or local freezer trade. Every spring there is a shortage of feeder pigs, but the lack of a fall feeder pig market limits the number of sows raised to meet the demand.

Equine
A 2002-2003 survey of the New Hampshire equine industry (41% response rate) showed a total of 7,888 horses owned, however extrapolating the numbers state wide may show a number in excess of 38,000 equines. The equine industry spends in excess of $100 million per year on operating expenditures. This industry consists predominantly of individual horse owners as well as a growing number of commercial stables that board, offer riding lessons and train horses. The equine industry is a large consumer of hay that supports haying enterprises which maintain open space.

Farm Management

Over 3,100 agricultural firms in New Hampshire generate nearly $750 million in annual product value and manage approximately 445,000 acres in farm land. New Hampshire's agricultural industry is principally comprised of small family farms offering a diverse selection of crop, livestock and specialty products. These family businesses are an integral part of the local community maintaining a working landscape and providing citizens with superior products as well as connections to farming and "rural" New Hampshire.

About half of State's farmers consider farming their principal occupation. For these and many of the part-time farms, the family relies on agricultural activities to provide money for an adequate standard of living. New Hampshire's farms need to be profitable if they are to continue to exist.

Farm management efforts enhance farm profitability by providing programs in agricultural finance, record keeping, enterprise analysis, business and estate planning, direct marketing and merchandising, and risk management. Each of these program areas address the unique needs of farmers to keep their operations viable.

Ornamental Horticulture

Ornamental horticulture contributes to the economy and environmental quality of the state, where quality of life is of utmost importance to residents and tourists. Horticulture keeps 21,000 acres in agriculture, over 14,000 of which is open space, helping to preserve the state's rural character. The ornamental horticulture industry includes at least 935 businesses in New Hampshire that generate $438 million or more annually in sales and services, according to a recent New England survey. Greenhouse and nursery crops are the fastest growing component of agriculture in this state, having increased by 87% between 1992 and 1997 (USDA Agricultural Census, 1997). Over half the firms identified landscape and tree services as an important part of their business. Over 80% of the income comes from sales and services within the state, making horticulture an integral and important part of the state's economy.

In addition, turf grass provides recreational areas and playing fields which serve as functional community centers and enhance community pride. Golf course turf also provides significant economic income in the state.

New products, technologies, and growing systems are continually needed in order to sustain the growth and profitability of the industry.  Management of nutrients, water, and pests are key components to profitability; as plant size, quality, and time to saleable product are dependent on appropriate nutrition, irrigation and pest control. Because of high capital operating costs, as well as increasing competition, quantifying the fixed and variable costs of production is also key to ensuring profitability.

Fruit and Vegetable Production

The commercial vegetable industry in New Hampshire is made up of about 313 farms with approximately 3,400 acres of mixed vegetables. The top grossing vegetable commodities are sweet corn, pumpkins, and tomatoes, with many others grown in smaller amounts. The NH commercial small fruit industry is made up of about 203 growers that harvest approximately 543 acres of small fruit. The top grossing small fruit commodities are strawberries, blueberries (highbush and lowbush), and raspberries. The NH commercial tree fruit industry comprises approximately 204 growers that farm approximately 2,650 acres of orchards. The majority of these are apple orchards, but peaches and pears are produced in small amounts. The farm gate value of all commercial vegetable, small fruits, and tree fruits in NH is approximately $23 million dollars. Roughly 95% of the total sales are through pick-your-own, roadside stands and farmers' markets, thus direct marketing is a major focus of educational efforts.

Both ecological and economic sustainability are needed to ensure long-term viability of New Hampshire farms. A short growing season, along with high labor costs and land values make fruit and vegetable production far more costly in NH than in other parts of the U.S. and world. Further, an extremely variable and humid climate means that disease and insect pests are a constant threat to the profitability of NH farms. To compete with west coast and international food producers, NH vegetable and fruit growers must produce unique and high-value products. Consumer awareness of the value of local agriculture and fresh locally grown fruits and vegetables will ensure that a market for high-quality NH produce exists.

To attain ecological and economic sustainability, NH fruit and vegetable growers must 1) make judicious use of farm inputs, 2) minimize crop production costs, 3) maintain high crop quality and yields, and 4) have reliable and consistent markets for their products. UNHCE will provide research-based information on technologies, production practices, and pest management strategies that will increase profitability and minimize ecological impact of fruit and vegetable production. UNHCE will undertake collaborative applied research to develop the needed information where it does not already exist.

Home Horticulture

New Hampshire's population now exceeds 1,288,000. Each year UNHCE receives thousands of requests from New Hampshire citizens for education on a wide range of topics including home gardening, wildlife, water quality, household pests, backyard livestock, food preparation and food safety, urban forestry and many other topics. UNHCE has developed a variety of methods to simultaneously meet this need and reduce the burden on staff.  Utilizing over 500 Master Gardeners (who volunteered 11,000 hours in 100 communities last year) UNHCE expanded its impact by responding to over 10,000 phone inquiries, conducting more than 50 workshops in schools and communities and working on a diverse range projects that resulted in aesthetic, environmental and economic benefits for both NH citizens and volunteers. Each contact with the general public, homeowners, gardeners and municipalities provides the opportunity to teach people how to make changes to their surroundings that optimize the safe use of their properties while protecting the environment.

Grass Farming & Forage Crop Production

Forage crops, including hay, pastures, and silage corn, account for over 100,000 acres statewide and are valued at approximately $28 million. These crops support a $116 million animal industry, since most of New Hampshire's dairy, livestock, and equine operations rely heavily on forage crops. Cattle, sheep, and horses have the ability to utilize forages efficiently; producers work towards harvesting quality forages that can support animal production while minimizing the need to purchase off-farm feed which can significantly enhance farm profitability.

Because of the acreage involved, forage crop production has the potential to affect soil and water quality in the state. By focusing educational programming on optimizing the use of on-farm and imported nutrients and taking an integrated approach to pest management, we hope to minimize or eliminate detrimental effects on environmental quality. In addition, production and use of high-quality perennial forages in a livestock system has the potential to garner new markets for the producer who wishes to engage that market segment looking for grass-based meats, milk and poultry products.

Promoting Local Agriculture

Direct marketing to consumers in NH has increased significantly, as evidenced by the rise in the total number of farmers' markets which now stands at 55 up from fewer than 30 five years ago. In addition Rockingham County now ranks 34th in the country in direct purchase of food items by consumers and Hillsborough County ranks 37th. Needs assessments have identified that NH producers seek to build their skills in direct marketing and seek to augment their farm profitability through the sale of their products and services directly to consumers.  Two additional factors dictate an increase in programming in this area: 1) the loss of wholesale markets for specialty crops as evidenced by the loss of the wholesale apple market and the impact this had on NH apple growers; 2) the rise in the "so called lifestyle farmers" who have chosen farming as a second occupation yet often have little farming background. These constituents need to earn a premium price with limited production and need assistance with marketing plans.

From Administrative Time:
Staff need a place to plan for and document administrative time.
From Individual Staff Professional Development Plans:

From Program Development & Evaluation:

In 2001 the University of New Hampshire Cooperative Extension set a goal to increase measurement and documentation of programmatic outcomes. A small group of staff brainstormed and implemented actions to affect this organizational change. Five years later most of the team members have changed and a position has been created for an Extension Specialist in Program Development and Evaluation. The goals have the organization have not altered drastically. Staff member surveys and facilitated discussions indicate the need for a greater understanding of basic program development and evaluation, but also more support and time to evaluate the programs we offer. Further, staff and stake holders have made it clear that the burden of reporting should be minimized for staff. Solid program planning and evaluation is essential to continue our funding and too make programmatic decisions that are supported by data.

Further, our current reporting system doesn't provide a mechanism for meaningful impact reporting. A formal partnership has been formed with our neighboring states (Maine, Vermont, and Massachusetts) to develop a new, comprehensive electronic planning and reporting system that will be implemented in 2006. Staff training and support will be required so that the system will be used appropriately.

Stakeholder Input

From Agricultural Resources:

From Administrative Time:

From Individual Staff Professional Development Plans:

From Program Development & Evaluation:
Administration and staff have identified this as a need.  Staff have asked for a more realistic and streamlined manner to report plans and evaluation data. 

Assumptions

From Agricultural Resources:

The sustainability of agriculture in NH requires a holistic approach that interfaces production, human resource, economic, and environmental issues, and civic policies.  All must be addressed at some level.

County Extension Agricultural Educators will be conversant and responsible for conducing programs in all aspects of agriculture in their respective counties. They will be encouraged and supported to develop one or more specialty areas for state-wide programming, i.e. fruits & vegetables, agronomic crops, holistic farm management, nutrient management, greenhouse production.

Specialists will continue to provide leadership and support in their specialties to county staff. They will provide leadership to both "commodity" and "issue" programming teams.

From Administrative Time:

From Individual Staff Professional Development Plans:

From Program Development & Evaluation:

Future resources available to UNHCE will be based on our ability to measure and communicate programmatic impacts.

There will be political pressure to continue some programs regardless of evaluation data and we will rely more on competitive grant funding to provide innovative and relevant educational programming.

The multi state program planning and reporting system will provide outcome data that meets the needs of federal partners and stake holders.

Evaluation data will help staff improve existing programs and make decisions regarding the continuation of programs that yield little impact.

External Factors

From Agricultural Resources:
Funding sources are requesting or requiring the following: an articulated strategic plan/vision, documented impacts and achievements, an understanding of the interconnectedness of the elements in a long term program, and illustrations of grass roots participation in the development and implementation of Cooperative Extension programs.
From Administrative Time:

From Individual Staff Professional Development Plans:

From Program Development & Evaluation:

Federal partners and local stakeholders will continue to require Extension to report outcome data.

As a result of shrinking budgets, staff will have less time to devote to reporting requirements.

 

Evaluation Overview

Agricultural Resources:  I will evaluate the learning outcomes from my educational activites using pre-post tests, pre-post questionairres, and end of session questionairres.  I will evaluate action outcomes from my educational programs using end of session questionairres, phone surveys, direct obseervation methods on farms, oral interviews with farmers, and by engaging my county adivsary council members ot assit with phone surveys and interviews. 

Formative evaluation data will be collected using the same tools above and will focus on how to improve the program, reach new audiences, and provide improved outputs. 

From Administrative Time: No evaluation

From Individual Staff Professional Development Plans: No evaluation

From Program Development & Evaluation: I will work with PD&E Team to design and implement tools.

   Outputs

      Attend Staff Meetings    (Show details)

      Planning and Reporting    (Show details)

      EEC Work    (Show details)

      COA work    (Show details)

      Miscellaneous administrative work    (Show details)

      Advisory Council Meetings    (Show details)

   Inputs:

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   Outputs

      Pasture Walks    (Show details)

      Farm/Site Visits - includes kitchen table meetings and private consultations    (Show details)

      Publications & News:fact sheets, news releases, newsletters,web page,TV & Radio Spots    (Show details)

      Research - on farm and university-based    (Show details)

      

Misc Public Events:

• Agricultural festivals
• County Fairs
• Road Races
• Other public events

   (Show details)

      Twilight Meetings    (Show details)

      Phone Consultations    (Show details)

      Pesticide Applicator Training    (Show details)

      SARE Program - Farm tours, workshops, guest speakers, professional development activities    (Show details)

      Grants - Development and Administration    (Show details)

      

Educational Workshops

• Single & multi-day educational events such as grower schools, state-wide grazing events, etc.

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Conferences:

• Farm & Forest
• Producer Association Meetings

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   Inputs:

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   Outputs

      Professional development    (Show details)

      Unnamed output    (Show details)

   Inputs:

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   Outputs

      Provide in-service opportunities and training using the logic model to develop outcome-based programs, evaluation methods/tools, use of new on-line system, and writing impact statements.    (Show details)

      Web-based support for outcome-based program development, evaluation and reporting.    (Show details)

      One-on-one consultations with staff requiring assistance in outcome-based program development, evaluation tools, data analysis, using the on-line planning and reporting system; and writing impact reports.    (Show details)

      

Evaluation of various organizational policies and programs - report results to Extension Administration. (Graduate Assistant Funding, Interdisciplinary Team policies, County Conversations with President Hart)

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   Inputs:

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   Outputs

      Economic and Tourism Development Assistance: SNHC Team members provide technical and planning assistance to local economic development corporations, regional economic entities and tourism development groups to enhance their decision-making with regard to tourism and economic development plans, projects and activities.    (Show details)

   Inputs:

   (Show details)