As Extension begins to develop educational program delivery strategies for Emergency Preparedness and Management education, the major challenge will be to establish a culture among county agriculture and natural resources (ANR) Extension agents to integrate this educational programming into ongoing programming to ensure added value to this innovation and its unit of adoption. The attitudes and perceptions of these ANR agents in overall programming efforts will be extremely important for adoption and further dissemination of Emergency Preparedness and Management education to all clientele; therefore, the purpose of this study was to determine what Extension ANR agents perceived as advantages and obstacles associated with the organization and implementation of Emergency Preparedness and Management education and the necessity for establishing local animal issues committees. The study population was Texas AgriLife Extension Service ANR agents. The agents were from both rural and urban counties, in various stages in their careers and various stages of the organization, facilitation and implementation of Emergency Preparedness and Management education and animal issues committee establishment. An online instrument was developed based on a review of related literature. The instrument had 19 total question sets pertaining to the 4 objectives of the study and included matrix, multiple choice and yes/no questions. Questions to obtain demographic information (gender, age, Extension affiliation, years of employment with Extension, and county size) were also asked. Results indicated ANR agents felt Extension should be involved in the organization, planning and implementation of educational efforts in Emergency Preparedness and Management and also the establishment and maintenance of Animal Issues Committees. ANR agents indicated Extension?s best approach would be to help identify innovators, adopters and the resources needed for Emergency Preparedness and Management and Animal Issues Committees. The success or failure of educational programming for Emergency Management depends on the help or assistance that is provided by the key stakeholders and agencies in counties. From this study, it is apparent local stakeholder and agency involvement has been an advantage and obstacle for Texas AgriLife Extension ANR agents in the state of Texas.

The objective of the study was to determine and evaluate county extension agents' perceptions on volunteer management competencies related to their county program. General perceptions related to volunteer management were also assessed. The research was conducted on Texas county extension agents working in the fields of agriculture and natural resources and family and consumer sciences. The purpose of this study was to make inferences concerning volunteer management based on self assessment data gained from study participants. The secondary purpose was to identify concerns and provide solutions for the Texas AgriLife Extension Service to enhance this organization. Five research questions were examined by the researcher: 1) What are the demographics of county extension agents working for the Texas AgriLife Extension Service, 2) What are the county characteristics of extension volunteers and volunteer programs in Texas, 3) What are the differences in volunteer management based on location factors such as population size and staff size, 4) Is the ISOTURE model for volunteer management utilized by county extension agents working for the Texas AgriLife Extension Service, and 5) How do county extension agents perceive their volunteer programs are viewed by the clientele they serve? The population of county extension agents was 451 at the time of data collection. Two hundred seventeen (217) responses were collected. The instrument for this study was in electronic format and was divided into three sections; general volunteerism, specified volunteerism as it relates to "Your Volunteer Group," and demographic data. The participant was asked to select a specified volunteer group which had eight predefined groups and one blank for "Other." The results of this study identified seven significant findings with seven recommendations for Texas AgriLife Extension Service regarding professional development, volunteer utilization, and volunteer structure. Conclusions reached from this research show county extension agents utilize the volunteer management model adopted by the Texas AgriLife Extension Service. Furthermore, differences in environment such as population, staffing pattern, and volunteer utilization have influence on how volunteers are utilized in different counties. Finally, the researcher identified seven areas of further research.

Texas is one of 17 states with both 1862 and 1890 Extension programs. The purpose of this study was to examine the partnership amongst agents of Texas AgriLife Extension Service and the Cooperative Extension Program, in counties that have both Extension programs. Seventy-eight agents participated in the study, of which, 73% (N=57) were employed by Texas AgriLife Extension Service and 24% (N=19) were employed by the Cooperative Extension Program. Cohen's D Effect Size was used to determine the practical significance of differences among agents' perception of the relevance of Texas AgriLife Extension Service, Cooperative Extension Program at Prairie View A&M University, along with the agents' understanding of the partnership, willingness to partner and knowledge of the Operational Guidelines. As part of the study, agents also identified strengths, weaknesses, and opportunities of having two programs in the State and provided recommendations for strengthening the partnership. Among agents, there was a high degree of relevance for Texas AgriLife Extension Service, while there was a moderate degree of relevance for the Cooperative Extension Program-Prairie View A&M. Cohen's D Effect size suggested a large practical difference amongst agents in their perception of both Extension programs. Findings indicated a moderate degree of knowledge of the Operational Guidelines and understanding of the partnership amongst agents. Cohen's D Effect size value (d =.1.29) and (d =1.30) suggested a large practical differences amongst agents, from the two programs, in relation to their willingness to partner and understanding of the partnership respectively. Strengths of having two Extension programs identified by agents were the Extension programs ability to reach new and diverse audiences and address community and state needs. Weaknesses identified were agents competing against one another for audiences, two programs causing confusion to clientele, and a lack of understanding on how to collaborate. Opportunities of having two Extension programs identified were collaborating on programs, reaching diverse audiences, and the ability to provide more services. Agents provided recommendations of better communication to understanding the partnership and how to partner, clearer job descriptions to prevent duplication and competition, and making the citizens the priority instead of the Extension programs.