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Session Title: Balancing Values: Examining the Capacity for Interactive, On-Line Extension Planning, Evaluation and Reporting Systems to Address Dispersed Personnel and Stakeholder Values
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Panel Session 491 to be held in Redondo on Thursday, Nov 3, 4:30 PM to 6:00 PM
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Sponsored by the Extension Education Evaluation TIG
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| Chair(s): |
| Kimberly Norris, University of Maryland, knorris1@umd.edu
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| Abstract:
Panelists provide examples of comprehensive, interactive, on-line planning, evaluation, and reporting systems used for Extension groups that encompass different scales of integration (regional, statewide, and programmatic) to provide a springboard for discussion on how to best accommodate local, statewide, and regional personnel and stakeholder values and decision-making goals. The panel's foci are best practices and lessons learned from designing, developing and implementing online accountability systems. Questions addressed are: 1) How integrated can data be for interactive online systems, while maintaining user and administrator friendliness? Are data integration and human-system interactiveness opposing or supporting goals for system development?; 2) How wide an audience can a system target for use and reporting while still maintaining integrity and integration between levels and types of data?; 3) What are the challenges, limits and benefits of using online systems to support organizational goals?; 4) What strategies are critical to effectively address limits and challenges?
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Benefits, Challenges, and Lessons Learned as a State Administrator and Four State Collaborator of an Online Planning and Reporting System
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| Robin Lockerby, University of Vermont, robin.lockerby@uvm.edu
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The Logic Model Planning and Reporting System (LMPRS) is the product of a four state collaborative effort begun in 2005. The effort developed and maintains an on-line planning and reporting system. The LMPRS system currently enables six states to customize preferences and structure to best serve the needs of their respective states. The goal of four state partners, Maine, Massachusetts, New Hampshire, and Vermont , is to enhance program development, evaluation and reporting capacity for individual staff members and the organization. Early in the development process partners designed the system to closely integrate planning and reporting, follow a logic model framework, include evaluation planning and results, and reflect impacts. These decisions have contributed to moving University of Vermont Extension organization, faculty, and program staff on a path that is positively changing culture. Challenges, benefits and lessons learned will be shared to encourage and support other states undertaking similar efforts.
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Cost-Benefit Analysis for Local Extension Offices: Showcasing Planning, Outcome Measurement and Stakeholder Communications
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| Joseph Donaldson, University of Tennessee, jldonaldson@tennessee.edu
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Cost-benefit analysis communicates the value of public investments in a way most stakeholders and citizens understand. Cooperative Extension has used multiple perspectives to document monetary benefits of adopting the various practices and behaviors taught by its programs, including: non-market value, savings, reduced costs and increased income. Despite using these various techniques, describing Extension's economic impact on a countywide or statewide basis, across all program areas, has remained tedious, if not impossible.
As part of a one-stop reporting effort, the University of Tennessee Extension collapsed 14 different databases into one custom-made, relational software system called "System for University Planning, Evaluation and Reporting," or SUPER. In 2008, UT Extension deployed a cost-benefit analysis tool within SUPER for use by 95 county Extension offices. The panelist will discuss strengths and limitations of this approach.
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Taking AIM at Institutional Value: Reflections on the Technical and Human Challenges of Development and Implementation of a State-wide Online Accountability System
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| Karen Ballard, University of Arkansas, kballard@uaex.edu
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The Arkansas Information Management System (AIMS) was developed in response to the specific demands from a state stakeholder. The system was developed and rolled out withing 120 days and utilized by 75 counties and over 300 faculty. Initial challenges included lack of computer literacy , user interface, and resentment by faculty regarding this rapid requirement for highly detailed data reporting requirements. The challenge to the institution was even more complicated due to the lack of widespread value in accountability by many middle managers. The issues of value and institutional values have been driving issues as this system has matured and training has been employed to address technical skill deficits. Now a mature system, it is the "value" question that continues to be the core issue in the effective adoption and use of this planning, reporting and evaluation system.
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Realizing Everyone's Dreams (RED) for Data?: Examining the Causes and Effects of Fully Integrating and Sharing Program Processes and Outcomes with an Online System
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| Kimberly Norris, University of Maryland, knorris1@umd.edu
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Maryland Extension's SNAP-Ed program initially developed an on-line Reporting, Evaluation, and Data (RED) System to address reporting needs for including accurate monetary match and process data from more than 200 educators and collaborators around the state. Year one educator training on collecting process (output) data achieved 100% compliance. Year two optional entry of success stories was introduced. Year three, optional curriculum post-pre surveys were introduced. With recent improvements and administrative decisions tying the presence of outcome data to personnel reviews, 100% use rates are anticipated. Educators can now create local and state collaborator- and program-specific reports, and faculty CV-relevant reports. Data have benefited administration, program development, and Extension-wide needs assessments. By increasing educator, collaborator, and audience utility from the system as administrative needs are addressed, the system has maintained real and perceived value for all stakeholders, ultimately influencing UMD Extension's decision to adopt the system.
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