An evaluation and accountability study of three selected extension 4-H staffing models

The purpose of the study was to systematically analyze three existing Cooperative Extension Service 4-H staffing models for costs associated with each of ten selected measures of program effectiveness. The study was designed to provide empirical information for the Cooperative Extension Service with regard to cost/effectiveness expected from applied 4-H staffing models.An important consideration in development of the study was the potential usefulness and direct application by Extension professionals. The study provided a pioneering step toward analyzing impact of existing 4-H staffing models for delivery of informal educational programs to youth.Documentation produced by the study offered new base line data and information to enhanceefforts by Extension professionals in obtaining financial support through quantitative evidence of program quality to be expected from selected categories of resource input. The study demonstrated feasible methods for assessing cost/ effectiveness of alternative 4-H staffing models.The population was defined as all 4-H administrative units in each of the three selected North Central Extension Region states of Iowa, Indiana and Ohio, in which the existing 4-H staffing model: (1) was characteristic of a prototype model selected for the respective state; (2) had been in operation two or more years; and (3) contained a majority of Extension professionals employed two or more years. The total sample consisted of 60 4-H administrative units with 20 administrative units randomly selected from each of the three states. Observations of the three models were limited to 4-H program years 1974, 1975, and 1976.Data for each model were obtained from six sources: (1) federal and state Extension Management Information System; (2) Yearly 4-H Summaries; (3) Extension business office records; (4) 1970 U.S. Census Reports; (5) State 4-H Departmental records; and (6) Survey instruments administered to Extension professionals in 60 4-} administrative units and to 1800 4-H members. A minimum of 30 4-H members were randomly selected from each of the 60 administrative units.Results showed the three models were clearly different in cost/effectiveness utilizing the following ten selected measures of program effectiveness. 1. percentage of eligible population enrolled in 4-H;2. percentage of re-enrollment of 4-H members; 3. percentage of 4-H members completed; 4. percentage of 4-H projects completed; 5. mean tenure of 4-H membership; 6. mean tenure of volunteer: 4-.7 adult leaders;7. ratio of 4-H members enrolled to volunteer 4-H adult leaders;8. ratio of 4-H members enrolled to total enrollments in 4-H projects, events and activities reported;9. mean number of 4-H projects, events and activities in which one or more 4-H members participated;10. mean number of 4-H hours spent by members enrolled in 4-H in contact with Extension professionals, paraprofessionals and volunteer 4-H adult leaders.Analysis of the data pointed out an enormous need for refinements and further development of program effectiveness measures as well as improved 4--H accounting procedures to assess the status of 4-H programs. Size and magnitude of the 4-H program appeared to directly effect the cost/ effectiveness indexes selected for the study.Model III clearly demonstrated more cost/effectiveness than did Models I and II. However, Model III was operated with considerably lower population and 4-H enrollment than was either Model I or II. Increasing the use of paraprofessionals and volunteer 4-H adult leaders to service 4-H programs appeared to be a cost/effective approach in the use of Extension resources and personnel. Cost/effectiveness appeared to be a strong potential management tool for evaluation and accountability of 4-H programs.Thesis (D.Ed.