Program Planning Team: Kathleen Tweeten (co-chair) and Carmel Miller (co-chair), Wally Eide, Lynette Flage, Gary Goreham, Vanessa Hoines, Scott Hochhalter, Sharon Kickertz-Gerbig, David Kraenzel, Marilyn Lesmeister, Carmel Miller, Linda Narum, Frayne Olson, Suranjan Panigrahi, Harvey Peterson, Rudy Radke, Mike Rose, Ron Smith

Overall Situation
North Dakota faces many challenges, declining population and school enrollments in the majority of its counties, natural disasters, an aging population, community leadership voids, etc. but it also has several opportunities - new rural business enterprises lead by farm/ranch and local entrepreneurs, tourism potential spurred by the Lewis and Clark bi-centennial, agri-tainment/tourism, emerging niche markets for speciality crops and products, new generation cooperative development and the potential for a strong public/private agency and organization networks for leadership and community development. Extension has the opportunity to be the catalyst for community growth resulting in a viable and economically stable North Dakota.

PROGRAM COMPONENT
VIABLE NORTH DAKOTA COMMUNITIES

Persons Responsible
Kathleen Tweeten, Tom Hanson, Gary Goreham, Marilyn Lesmeister, Richard Rathge and Larry Leistritz, Scott Hochhalter, Arleen Bunt, and other state and county extension and NDSU staff.

Situation
Unfavorable agriculture conditions and decreasing population are creating a greater need than ever to foster community building activities for rural growth and development. Local leadership must learn to focus and plan for the future plus broaden its base of participation to reflect the cultural, racial, and ethnic diversity of their communities. Local government entities must embrace multi-jurisdictional as well as public/private partnerships, or formal agreements to gain efficiencies of size of service areas. Community groups want and need technical assistance, facilitation assistance and training to strengthen skills and knowledge so they can be effective in positively responding to this changing environment.

Anticipated Measurable Outcomes (Objectives)

• All interested North Dakota communities will develop a strategic action plan within five years.
• All participating communities will have an active local steering committee to implement their action plan.
• Rural decision makers will have the knowledge, skills, and tools needed to successfully access project funding.
• Community groups will have the tools and expertise needed to implement successful community projects.
• Extension agents will strengthen their relationship with municipal and county officials.
• Extension agents participating will have the tools needed to help foster community development efforts.
• SCD supervisors will have skills and knowledge needed to effectively develop and implement strategic plans for their districts.

Educational Program
1999-2005
Years 1& 2

• Government agency personnel will work together to create area resource teams. A data base will be developed at DCS to inventory resource persons from all state agencies. Teams will include participants from USDA Rural Development, local REC's, NDSU Extension Service, health department, DOT , etc. (done in 99-00)
• USDA , NDSU Extension and the Division of Community Services will provide leadership for the training and development of resources for teams including the development of research-based information for application in decision-making. (99-00)
• A facilitators' in-service for the strategic planning process will be held along with an update for those trained in 1999. (00)
• Three manuals for strategic planning in communities will be revised and published. (00)
• Trends of importance to local community planning will be compiled and published. (00)
• Two 2-day training sessions will be held in North Dakota and South Dakota for agents to provide the tools needed for them to assist community leaders in fostering community growth through community based food systems. (99)
• A second statewide leadership conference will be held. (00)
• A state series in leadership will be developed and offered to SCD supervisors.(99-00)

Years 3 - 5

• A strategic planning handbook will be developed for extension agents.
• An inventory of existing community and county plans will be put on line.
• A data base of local action items will be established.
• Existing resources in leadership, community and economic development will be inventoried and updated on the web site for Leadership/Community and Economic Development.
• Trained facilitators will be available to assist requesting communities in the strategic planning process.
• A series of resource presentations will be placed on the web for easy agent access. Examples: "Ethical Decision Making" and "Leadership in Groups."
• A state series for using technology in SCD work will be conducted.
• An in-service training series will be provided for interested agents to assist them in working with community leaders on community and economic development issues and in decision making. (01-05)
• Resources for agents in building collaborations, basics of facilitation, asset mapping and other basic community tools will be developed.
• A leadership workshop for RC&D councils will be developed.
• Agent in-service on grant writing help for community leaders will be conducted.

Evaluation Plan

• Resource teams will evaluate training and resources through post evaluations and informal methods.
• We will also look at the number of completed plans, the success of actions implemented and the success of local decision makers to obtain funding.
• A random survey will be sent to past leadership program participants to evaluate past success and future needs.
• A phone survey will be conducted with participants who attended multiple leadership programs to determine use and application of learning.
• Post-training evaluations will be used to measure knowledge of the material, reactions to the instruction medium and content, and intentions to use the material received.
• Pre- and post-tests will also be administered for specific Soil Conservation District workshops for supervisors.

PROGRAM COMPONENT
NEW BUSINESS AND INCOME GENERATING OPPORTUNITIES
FOR NORTH DAKOTA RESIDENTS - ECONOMIC DEVELOPMENT

Persons Responsible
Kathleen Tweeten, Randy Mehlhoff, Rudy Radke, Wally Eide, Ron Smith, Sharon Kickertz-Gerbig, Frayne Olson, Bill Nelson, Harvey Peterson, Willie Huot, Margaret Tweten, Gene Elhard, Brad Cogdill, Dale Siebert, Karla Monson, Mark Miller and other extension and state and federal agency staff

Situation
The rural areas of North Dakota generally are behind the metropolitan areas in many measures such as population, income and employment growth. More and more people are looking for ways to create new business enterprises or ways to make extra money to subsidize farm/ranch and rural family income. Entrepreneurism is on the rise. General unemployment is extremely low, except in reservation areas. New opportunities for small business development are available through e-commerce, agritainment/tourism and agrientrepreneurship. E-commerce has given rural businesses an expanded market and access to knowledge and resources that were not available in the past. New generation cooperative development is growing, providing access to specific markets.

Anticipated Measurable Outcomes (Objectives)

• Participants will understand the concepts of e-commerce and will be able to evaluate a business web site. An increased number of rural businesses will have a presence on the web.
• Farm and Ranch owners be able to evaluate opportunities in recreational businesses. Tourism in farm and ranch recreation will increase.
• Farm and ranch entrepreneurs will have the skills and knowledge needed to develop a comprehensive business plan and determine the feasibility of new business enterprises.
• Participants of the New Generation Cooperative training will understand cooperative structure and know how to organize a cooperative.
• Up to 16 rural residents will have the opportunity to learn to be medical transcriptionists.
• Rural textile craftspeople and businesses will be made aware of the availability of resources and jobs resulting in increased employment through the development of a web based inventory.
• A network of providers will be established to better meet small business needs.

Educational Program
Years - 1999-2005
Years 1&2

• Two regional six-hour workshops will be held for agents; and farm and ranch families who are interested in farm and ranch recreation. (99)
• A nine-month online transcription course will be offered through BSC. (99 - ?)
• A one day agent train-the-trainer in-service will be held in the NxLevel Agri-entrepreneurship curriculum. (00)
• A statewide survey will be conducted to inventory and establish a data base of skills and resources in textiles. (99-00)

Years 3-5

• Four to six agri-entrepreneurship class series will be held by agents.
• The Community Development handbook will be revised plus computer spreadsheets will be developed to supplement the handbook. (01-05)
• In-service for agents on using the handbook and computer program will be held. (02)
• Additional farm/ranch recreation workshops will be held in requesting counties. (00-05)
• A three-day multistate New Generative cooperative training will be conducted. (01)
• A two-day e-commerce in service training will be held for agents and interested master Internet volunteers. (02)
• Support resources for agents instructing the Agri-Entrepreneurship course will be developed as needed. (00-05)
• An on-line, home-based business newsletter will be developed.

Evaluation Plan

• Formal testing will be conducted with transcriptionists during course work.
• Follow-up on participants in Farm and Ranch Recreation workshops will be conducted to evaluate impact.
• Formal evaluation of agri-entrepreneurship individual classes and course will be done.
• Numbers of jobs created in textiles will be assessed through long-term evaluation.
• The number of small business e-commerce sites established will be counted.

PROGRAM COMPONENT
YOUTH ENTREPRENEURSHIP

Persons Responsible
Kathy Tweeten, Sharon Kickertz-Gerbig, Polly Cummins-Chase, Sharon Zeltinger, Karen Armstrong and other extension agents in Mini-Society® plus Marilyn Kipp and other state and county staff

Situation
The U.S. is in the midst of an entrepreneurial tidal wave. The impressive accomplishments of start-up and rapidly growing small business ventures are relentlessly accelerating their already impressive challenge to the large corporation's once-traditional domination of our economic destiny. Accompanying this sea of change in entrepreneurship in recent years is a growing desire by youth to become part of the entrepreneurial landscape. In recent surveys conducted by the Gallup Organization, 7 out of 10 youths reported that they want to start a business of their own. Youngsters also indicate that they wanted the knowledge and skills, in their words, to "make a Job," not necessarily take a job. More than 4 out of 5 youths believe more entrepreneurship should be taught in schools. (Source: Marilyn Kourilsky, "Marketable Skills for an Entrepreneurial Economy.")

Anticipated Measurable Outcomes (Objectives)

• Third through seventh grade youth will experience how a market economy works.
• Teachers and 4-H leaders will know and be able to teach economic, business and entrepreneurship concepts.
• Youth will know how to evaluate a business opportunity.
• Teachers, 4-H leaders and youth will know the process of starting a business.
• Teachers and 4-H leaders will participate in a 20 hour training session to become eligible to teach the Mini-Society® program.
• Three Marketplace For Kids events will be held.

Educational Program

• Up to three Mini-Society® training sessions for teachers and leaders will be conducted each year.
• At least two booster sessions will be conducted in years 3-5.
• Three to five Marketplace for Kids events will be held in the State--Fargo, Jamestown, and Minot, and two in the western region.
• Up to 100 agents, teachers and 4-H leaders will be trained
• One to two Mini-Society® introductory sessions will be held each year at NDEA's fall conference.
• A Mini-Society® camp will be held. (00)

Evaluation

• Follow-up implementation reports will be required annually from participants in Mini-Society®.
• Random classroom and club visits will be conducted. Random pre-post testing will be conducted by the Kauffman Foundation for Entrepreneurial Leadership. Number of participants at marketplace events is compiled.

PROGRAM COMPONENT
BUSINESS RETENTION AND EXPANSION

Persons Responsible
Kathy Tweeten, Larry Leistritz, Randy Sell, Wally Eide and participating extension agents.

Situation
Sixty to eighty percent of all new net job creation comes from the existing community business base. But a high percentage of local economic development dollars is often spent in recruitment efforts, largely ignoring existing business. This results in negative business attitude. Effective Business Retention and Expansion programming can turn this and the economic viability of the business community around.

Anticipated Measurable Outcomes (Objectives)

• A pro business attitude by business owners and community citizens
• Increased local business expansions
• Retention of employees
• Planned transition of business ownership
• More effective communication between business owners and political entities
• Decreased business closures
• Increased profits for existing businesses

Educational Program
Years 1999-2005

• One or more new BR&E 6-9 month visitation programs. Dunn county is scheduled for 00-01
• Research and reporting impacts of past BR&E programs
• Development of a BR&E data base
• BR&E news releases
• IBID will provide technical assistance and other services directly aimed at creating/maintaining profitable operations for existing manufacturers
• IBID staff will provide appropriate input to decision makers or to groups of clients to address manufacturer needs

Evaluation
A mail survey of action plan implementation and accomplishments will be conducted of all past BR&E programs.

PROGRAM COMPONENT
VALUE-ADDED AGRICULTURE

Persons Responsible
Rudy Radke, David Kraenzel, Frayne Olson, Ron Smith, Kathy Tweeten

Situation
Recent changes in the driving forces of agriculture have created negative impacts on North Dakota's producers and communities. The producer's share of the food retail dollar has fallen from 25.6 cents in 1996 to 20.7 cents in 1999 leading to decreased net incomes for producers as well as negative impacts for North Dakota's communities.

An accepted strategy by North Dakota producers to stabilize net income on the farm is to gain more control of the commodity during the marketing function. That is, to add value to the raw commodity by some sort of processing or packaging. There is a need for information and education designed to assist the producer capture more of the retail food dollar or choose alternative crops that serve high growth consumer markets. A successful program will enable producers to learn and make better decisions to employ value-added strategies which, in turn, would benefit North Dakota's agricultural dependant communities.

Anticipated Measurable Outcomes (Objectives)

• Increased number of successful value-added ventures by North Dakota producers.
• Producer awareness of the importance of the marketing function, and quality issues.
• Increased acres of crops adapted to our region that serve high growth food markets.
• Increased involvement of economic development groups, ag lenders, local government and other support groups in value-added programming.
• Increased numbers of farmer alliances and partnerships.

Educational Program

• Value-added Ag workshops and meetings will be delivered to teach various aspects of developing strategies to add value to raw commodities.
• Media outlets such as TV, radio, and newsprint will be utilized to deliver periodic educational concepts concerning value-added agriculture.
• Information from current efforts to develop value-added agriculture will be shared.
• Tours of existing successful value-added enterprises around North Dakota will be organized to give interested parties real life knowledge of procedures to successfully become involved in adding value to raw farm commodities.
• Two in-service workshops will be held for extension personnel to inform them of concepts leading to successful value-added ventures.
• Other groups such as the North Dakota Department of Agriculture, Rural Electric Cooperatives, High Value Irrigated Crops Taskforce, Red River Trade Corridor and others will be involved to strengthen the educational program.

Evaluation Plan

• Changes in farm enterprise management due to the selection of alternative crops that serve high growth consumer markets can be collected by FSA reported acreages annually.
• Additional value-added ag activities will surface as farmer alliances designed to add value to raw commodities.
• The amount of publications, bulletins and other information disseminated that relate to value-added agriculture can be documented.
• Increase in questions and requests to extension agents concerning value-added agriculture can be monitored.
• Producer net profit impacts as a result of the addition of alternative crops can be collected through the adult farm management program.

PROGRAM COMPONENT
VOLUNTEER DEVELOPMENT

Persons Responsible
Marilyn Lesmeister, Carmel Miller, Kim Jones, Lynette Flage, Jennifer Baker, Linda Narum, Polly Cummings-Chase; Pam Leino-Mills; Lila Wells; Amy Fuglestad Nahnsen, Joe Courneya, Center for 4-H Youth Development staff, and other state, county Extension and NDSU staff.

Situation
Shrinking population in many North Dakota communities does not mean there are fewer services needed or requested. It is more important than ever to enhance the effectiveness of volunteer programs for greatest impact for citizens, programs, volunteers and paid staff. There are some aspects of the population that are not being invited to share their skills with the community. Even when asked, volunteer time, skills and motivation may not be tapped sufficiently. NDSU Extension Service staff can learn to model effective volunteer management and train community organizations to function effectively.

Anticipated Measurable Outcomes (Objectives)

• County and community volunteer programs will function more effectively.
• Volunteers will share in greater ownership of local programming.
• There will be greater job satisfaction for paid and unpaid staff.
• There will be an increase in number of youth involved in community boards and committees.
• Decision-makers will have recognized the quality and value of youth volunteer service in community and Extension programs.
• Communities and organizations will make more effective decisions when youth are involved as volunteer partners.
• A more diverse audience will participate in NDSU Extension Service programs as learners and volunteer partners.
• Youth gain a greater understanding of civic processes that result in commitment to volunteerism and citizenship.
• Youth will be recognized and involved as community resources in use of technology.
• NDSU Extension Service staff will be able to adapt risk management practices and implement all aspects of the Child Protection Policy as a result of having access to clear, concise information regarding their role and responsibilities.

Educational Program
A variety of delivery methods are proposed to extend educational programming. Delivery will include: IVN; computer chat rooms; regional and district workshops; state conferences; print, disk and WEB resources; bulletins (new and revised); print and electronic newsletters; and 15-minute lesson plans.

Years 1 - 2

• A "volunteer program management" resource will be developed for field staff and specialists to use as a central guide for Extension and community programs.
• Sample volunteer role descriptions will be available on the NDSU Extension Service WEB site for staff to adapt and use.
• NDSU Extension Service staff will be invited to involve more youth volunteer program partners in local, area and state roles. Resources will be made available to support that challenge.
• ND youth and adult volunteer committees will work with NDSU Extension partners to plan and implement the North Central Region Volunteer Forum for at least 200 North Dakotans (and 400 regional participants) at Fargo, October 2000.
• A ND team will attend a Youth/Adult Partners workshop at the NCR Forum. Trained delegates (NCR Forum) from 1999 and 2000 will share learning throughout the state.
• Staff will receive training and resources to apply Circle of Courage model through new lesson plans focused on communication skills, leadership, citizenship, teamwork and volunteerism.
• A youth, adult volunteer and staff committee will evaluate previous ND citizenship education and develop a recommendation for new, improved programming.
• A statewide survey will be conducted to determine number of ND volunteers; volunteer hours contributed to community economic base; financial contributions from partners (civic, fraternal, schools, religious organizations and others).
• North Dakota Technology Team will model teens in program coordination, teaching and coaching roles as they conduct statewide technology workshops.
• Master Internet Volunteer (MIV) staff and volunteers will use volunteer activity exercises at the beginning of each of 10 MIV curriculum lessons.
• Quarterly teleconferences and/or computer chats will be scheduled for staff to ask questions or obtain Child Protection Policy updates.
• All Child Protection Policy information will be available on the NDSU Extension Service website.

Years 3-5

• Youth and adult volunteerism will be celebrated during the national 4-H Centennial (2002) with promotional resources such as: newsletters, events, news releases. (Linda Crow)
• Checklists will be developed for ways to involve youth in volunteer management roles.
• Staff recognition for programming with new, diverse audiences will be implemented.
• New citizenship programs will be evaluated and adaptations will be implemented.
• Partner with ND 4-H Foundation to "Build Citizenship." Data will be gathered from adults in at least 50% of ND counties regarding communication and leadership skills learned via Extension 4-H judging events.
• Review current policy, make needed revisions, update web site and train staff.

Evaluation Plan
Years 1 - 2

• Survey Extension staff to determine number of volunteer role descriptions being used in county Extension programs (benchmark).
• Conduct telephone interview or print survey with professionals regarding adapted behavior and strategies as a result of volunteer development training and resources.
• Gather data to establish benchmark regarding current number of youth/adult partnerships existing in counties and communities.
• Data will be collected from North Dakota participants at the NCR 2000 Forum to determine:
  • knowledge and skills applied as a result of learning
  • specifically what knowledge and techniques were shared with others to extend learning
  • how knowledge, understanding and skill in working with diverse audiences increased.
• Survey Extension District Directors to determine level of Child Protection Policy compliance that exists at county level.

Years 3 - 5

• Compare current number of volunteer role descriptions to benchmark data.
• Gather qualitative data (success stories) to identify specific situations when community and/or organizational decisions were improved as a result of youth involvement.
• Determine how many people are using checklists designed for involving youth as partners.
• Statistics from ND ES 237 will reflect changes in involvement of youth and volunteers from diverse audiences.

PROGRAM COMPONENT
THE GROWING HERB INDUSTRY

Persons Responsible
Rudy Radke, Ron Smith, David Kraenzel

Situation
New business opportunities exist for on-farm income initially via cottage industries. This would include the growing, adding value to, and marketing of herbs and vegetables. This would require growers to research markets, determine how to market their product(s) in that market, research the production requirements of each plant variety grown, and research the processing procedures required to meet customer needs in the target markets.

"Herbs" as defined herein, are the leaves, roots, and flowers of plants grown and processed for culinary, cosmetic, industrial, medicinal, landscaping, decorative and fragrance purposes. Herb production can offer opportunities for value-added processing such as drying, packaging, extracting, and further processing. Each opportunity will be determined by the needs of the buyers in the specific market.

Trends:
Five trends have been identified as contributing to the increased demand for fresh, dried, and value-added herbs:

• The trend towards healthier lifestyles has led to a decrease in the use of salt and in the increase in the use of natural flavorings.
• Greater acceptance of ethnic cooking has generated a greater use of herbs.
• As consumers purchase greater amounts of convenience food products, use of herbs for high quality flavoring of these products has increased.
• Greater use of herbs by quality restaurants.
• A greater market for medicinal herbs has developed as people seek alternative therapies.

Strategy(ies):
Most herb enterprises will require other sources of income for an individual to achieve a desired livelihood. Herbs can jprovide a complementary enterprise to other horticultural operations such as a market garden, where overhead and labor can be shared.

Herb growers will be required to spend more time marketing than in production activities. Producers need to have a basic understanding of food marketing and distribution. There are many markets for herbs, each with its own unique requirements, markets and distribution channels. Having the ability to meet these buyers' needs and accessing the market can only be learned through experience.

North Dakota (as well as the immediate adjacent states) herb growers will operate at a cottage industry level, selling fresh herbs directly to retailers and consumers through farm gate sales and farmers' markets. Other potential markets include horticultural and food service industries with or without value added.

Commercial herb growers can generate higher revenues by performing many of the processing and marketing functions or by increasing the scale of their operations in order to sell greater volumes into the commercial markets. Herb production will require more labor than cereal production.

Currently we are experimenting with commercial production data collection in Oakes, ND. We are also examining the I'mmunostimulant compounds found in the medicinal herb, echinacea. Borage has been successfully grown as an agronomic crop in ND for seed production for the extraction GLA that is used for medicinal purposes.

Other crops under consideration for agronomic production include, but are not limited to: French Tarragon, caraway, corriander, dill, basil, fennel, garlic, sage, cilantro, fenugreek, anise, lovage, mint, and monarda.

The production and marketing of herbs in ND is a new industry. Entrants must be prepared to deal with a shortage of published information, no established markets, fluctuating market prices, and variations in yields.

Basic Rules of Thumb to Follow: