Posts Tagged: Claudia Diaz Carrasco
California State Senator Ben Hueso honored California and Baja California 4-H with a resolution in the State Senate April 2 to recognize the cross-border team that established a 4-H Club in Mexicali, Baja Mexico, in January 2017.
The event, held in the Senate Chambers, was attended by Manuel Vallodolid Seamaduras, secretary of Agriculture Development in the State of Baja California, Mexico (Secretaría de Desarrollo Agropecuario del Estado de México - SEDAGRO); Hortencia Medellin Acosta, director of Rural Entrepreneurship, Mexicali, Baja California; Carlos Orozco Riesgo, member of the UC ANR 4-H Multicultural and Community Engagement Advisory Committee and former undersecretary of SEDAGRO; Belem Avendaño Ruiz, director of Inspection, health and safety SEDAGRO; Guillermo Gonzalez Rubio, director of the Livestock Health Department SEDAGRO; Agustin Manuel Velazquez Bustamante, legal advisor SEDAGRO; Mark Bell, vice provost of Strategic Initiatives and Statewide Programs; Shannon Horrillo, 4-H Youth Development Program director; Lupita Fabregas, 4-H Youth Development assistant director for diversity and expansion; and Claudia Diaz Carrasco, 4-H Youth Development advisor in Riverside and San Bernardino counties.
Last year, UC ANR Vice President Glenda Humiston signed a memorandum of understanding with Baja California Secretary of Agriculture Development Manuel Vallodolid Seamanduras to offer UC's 4-H expertise to youth south of the border. The agreement increases the academic, scientific, technological and cultural cooperation that are part of UC President Janet Napolitano's Mexico Initiative.
Hueso's resolution attests to the value of building relationships as a means of cooperative engagement between Mexico and California on shared concerns, such as drought and global climate change. The resolution notes that the creation of a 4-H Club in Mexicali is an inspiring reminder that the need for education doesn't stop at the border.
Hueso represents the 40th District, which includes parts of San Diego County and all of Imperial County, running along the entire border between California and Mexico.
Wendy Powers, associate vice president, announced the 2018 winners of the biennial Distinguished Service Awards on April 11 at the UC ANR Statewide Conference in Ontario.
Sponsored by UC ANR and Academic Assembly Council, the Distinguished Service Awards recognize service and academic excellence in UC Cooperative Extension over a significant period of time. Awards highlight the use of innovative methods and the integration of research, extension and leadership by UC ANR academics.
Awards were given for outstanding research, outstanding extension, outstanding new academic, outstanding team, and outstanding leader. Winners for each category are listed below.
Outstanding Research - Youth Retention Study Team
The Youth Retention Study examined the retention and drop-out rates (nearly 50 percent) of first year 4-H members. The team looked at re-enrollment trends over a seven-year period to understand the phenomena of why youth leave the 4-H program. While the focus of the study was on California, the team has engaged multiple states in this effort to document the national scope of this issue, and used the data to develop tools and strategies for addressing and extending that information through peer-reviewed articles, workshops and training. Two of the factors they found reducing retention were a lack of communication and the inability to understand and navigate the 4-H program. These findings led to development of a handbook for families to navigate the 4-H program and a Project Leader Checklist for implementing the 4-H project experience.
The Youth Retention Study Team includes
- JoLynn Miller, CE Advisor - UCCE Central Sierra Multi-County Partnership
- Kendra Lewis, Academic Coordinator - UC ANR Statewide 4-H Program
- Marianne Bird, CE Advisor - UCCE Capital Corridor MCP
- John Borba, CE Advisor - UCCE Kern
- Claudia Diaz-Carrasco, CE Advisor - UCCE Riverside and San Bernardino
- Dorina Espinoza, CE Advisor - UCCE Humboldt and Del Norte
- Russell Hill, CE Advisor - UCCE Merced, Mariposa and Madera
- Car Mun Kok, CE Advisor - UCCE Lake and Mendocino
- Sue Manglallan, CE Advisor - UCCE San Diego
- Kali Trzesniewski, CE Specialist – UC Davis, Department of Human & Community Development
Outstanding Extension - David Haviland
David Haviland has been the UC Cooperative Extension entomology advisor in Kern County and affiliated IPM advisor with the UC IPM Program since 2002. He has developed an exemplary extension program to address the needs of clientele and support continued productivity in the third largest agricultural output county in the nation. Haviland's extension program is based on continuous needs assessment, applied local research to solve problems, collaboration with multiple partners, and extension programming focused on grower and pest control adviser adoption of improved pest management practices. Haviland uses his research outputs to drive his prodigious extension program. This includes 430 presentations to more than 32,000 people, primarily to farmers and pest control advisers. Haviland has developed a national and international reputation through publishing the results of his research in peer-reviewed scientific publications, and by giving national and international presentations.
Outstanding New Academic - Katherine Soule
Katherine Soule has been the youth, families and communities advisor since 2013 and director of Cooperative Extension in San Luis Obispo and Santa Barbara counties since 2017. Soule has guided programming to increase diversity and reach of the 4-H Youth Development Program. She has more than doubled overall youth participation to more than 16,000 youth in the two counties and increased Latino youth participation by almost 500 percent in less than 4 years. In addition, Soule has built a multicultural, bilingual UC CalFresh staff that focuses on developing sustained engagement with partnering school districts, administrators, teachers, families and other community-based organizations. In the previous two years, the UC CalFresh staff provided nutrition education to more than 17,000 youth; more than 8,500 families and community members attended community events where they received nutrition education; led peer educators in the participation of 4,700 hours of programming and engaged more than 6,600 students in nutrition and physical activities education. The Statewide 4-H Director said, “Despite the large assignment, she has provided incredible leadership in both program areas in both counties.” In partnership with 4-H volunteers and the California 4-H Foundation, she has raised $300,000 annually from grants and gifts to support and advance 4-H programming in Santa Barbara County. This youth, families and communities program also serves as the model for program integration and growth.
Outstanding Leader - Cheryl Wilen
Cheryl Wilen is the area integrated pest management advisor for San Diego, Orange and Los Angeles counties. Throughout her 23-year career, Wilen's work has represented outstanding leadership through a continual focus on positive changes. Wilen has been an effective leader in the Statewide IPM Program, ANR and the western region. In this role, she has provided significant input on CE advisor performance and advancement evaluations, represented IPM advisors to UC IPM leadership, and coordinated the annual extension planning meeting for IPM advisors and affiliated advisors. In addition to significant leadership in UC IPM, Wilen was the ANR Strategic Initiative Leader for Endemic and Invasive Pests and Diseases from 2014 to 2017. She led development of the strategic initiative goals and worked with Program Teams and Workgroups to address these goals. Wilen's leadership style is a direct reflection of her approach to research and extension. If she identifies an important unmet need, then she seeks to address it. Similarly, when she identifies a leadership need that she is capable of meeting, she steps up to help the organization move forward. Her leadership is consistently pragmatic and focused on results.
Outstanding Team - Dairy Quality Assurance Environmental Stewardship Program Team
This team of CE specialists and CE advisors has provided outstanding service to California's dairy farmers as a partner in the California Dairy Quality Assurance Program (CDQAP) through applied research, development of monitoring methods and tools, and implementation of educational programs to help dairy farmers comply with state water-quality law. The team developed the educational component of the “Environmental Stewardship Short Course,” delivering 377 short course workshops (750 classroom hours) throughout the state to date. They developed tools for producers including a lab manual for manure analysis, an e-learning module for sampling methods and an on-line decision support tool. These extension products were based on a prodigious research record including 15 peer-reviewed papers. The Dairy Quality Assurance Environmental Stewardship Program Team is an excellent example of UC ANR academics working together and with government and industry partners under the Sustainable Natural Environment Strategic Initiative. As a result of the team's work, the industry quickly reached a 95 percent compliance rate with water quality reporting requirements.
Dairy Quality Assurance Environmental Stewardship Program Team includes
- Deanne Meyer, CE Specialist – UC Davis, Department of Human & Community Development
- Betsy Karle, CE Advisor and UCCE Director– UCCE Glenn
- Jennifer Heguy, CE Advisor – UCCE Stanislaus, San Joaquin and Merced
- David Lewis, CE Advisor and UCCE Director – UCCE Marin and Napa
- Jeffery Stackhouse, CE Advisor – UCCE Humboldt and Del Norte
Wendy Powers, associate vice president, announced the request for proposals for ANR's 2017 competitive grants program, which can be found at http://ucanr.edu/compgrants2017.
In addition to releasing ANR's competitive grants call, she shared information on a couple of newly developed funding opportunities: “high risk/high reward grants program” and “opportunity grants program.” Below are descriptions of the three different funding mechanisms.
ANR Competitive Grants Program
The purpose of the ANR competitive grants program is to address high-priority issue areas identified by at least one of the strategic initiatives: Endemic and Invasive Pests and Diseases (EIPD), Healthy Families and Communities (HFC), Sustainable Food Systems (SFS), Sustainable Natural Ecosystems (SNE), and Water Quality, Quantity and Security (Water).
ANR Competitive Grants Program 2017 Cycle:
- Application submission cycle
- Letter of Intent (LOI) due March 20
- LOI decisions April 26
- Full proposals due June 19
- Technical peer review: mid-June to early September 2017
- Strategic Initiative review and recommendations: end of September 2017
- Program Council review and recommendations: October/November 2017
- Announcement of funded grants: November/December 2017
Through this program, ANR will continue to invest in short-term, high-impact research, education and outreach projects that address high-priority issues that are consistent with the Strategic Vision, encourage collaboration among academics from diverse disciplines and across initiatives, strengthen the research-extension network and demonstrate relevance and likelihood of impact on significant agricultural, economic, environmental and social issues in California and beyond.
For questions about ANR's competitive grants program, please contact Melanie Caruso at firstname.lastname@example.org.
High Risk/High Reward Grants Program
Given the complexity of societal problems, high risk research is necessary to achieve gains for real progress in addressing present and emerging challenges. This program will provide funds to initiate and complete research and proof-of-concept efforts that serve as the basis for larger funding opportunities. These projects must be of a high risk/high reward nature that are best conducted in a controlled, research setting and, if successful, lend themselves to subsequent larger funding opportunities and/or intellectual property development.
Proposed projects must be within the scope of the ANR Strategic Vision. All ANR academics with PI status are eligible to apply. Proposals will be accepted using the same timeline as outlined for the traditional competitive grants program, but reviewed separately due to the nature of the proposal.
High risk/high reward grants will be limited to no more than $100,000 per project. Proposal format and duration is available at http://ucanr.edu/highrisk2017.
For questions about the High Risk/High Reward grants program, please contact Melanie Caruso at email@example.com.
ANR Opportunity Grants Program
This opportunity grants program will provide small amounts of resources to initiate and complete critical short-term research, outreach or training efforts. These projects must be time-sensitive in nature and take advantage of a unique opportunity where a small pilot project to collect initial data or an immediate, crucial outreach effort must take place in a timely manner to address an issue of importance.
Proposed projects must be within the scope of the ANR Strategic Vision. All ANR academics with PI status are eligible to apply. Proposals will be accepted at any time, as the opportunities arise. Proposals will be submitted to the Associate Vice President and reviewed by the ANR Strategic Initiative Leaders and two ANR Vice Provosts.
“Because we recognize that these are time-sensitive projects, the review process will take no more than one month,” Powers said.
Proposals will be no more than three pages in length and must include a justification indicating why it is critical that this project be addressed in a short timeframe, description of the project (study design, educational framework/audience, training program, etc.) and detailed budget. Opportunity grants will be limited to no more than $10,000 per project. All projects, including the final report, must be completed within 12 months of initiation. Furthermore, no extensions will be allowed. All projects will require a final report with stated outcomes/impacts or anticipated outcomes/impacts.
ANR will provide a limited pool of funds for this grants program on an annual basis. The exact amount will be determined and announced annually based upon resource availability. The pool of funding will be managed to ensure that some resources are available year-round for timely projects.
For questions about opportunity grants, please contact AVP Wendy Powers at firstname.lastname@example.org.
In August 2016, President Napolitano requested a five-year strategic plan for UC ANR by December 2016. To meet that ambitious deadline, the Senior Leadership Team worked closely with the strategic planning resources at UCOP and UC ANR to guide us through a rigorous process. We enlisted the assistance of representatives of programs and administrative units and drew upon strategic plans that already existed within the statewide programs, strategic initiatives, research and extension centers and budget plans. We also consulted UC ANR advisory groups and committees. When I presented our draft plan to President Napolitano in November, she was clearly pleased with its goals and key strategies for achieving them. The final plan was submitted to the President in late December.
I am now very excited to share the strategic plan with you; it is available at http://ucanr.edu/stratplan1.10.2017. This plan will guide us in a thoughtful and timely manner as we “operationalize” our Strategic Vision 2025. As you read through the strategic plan, please think about how your work aligns with the goals in the plan. I consider this to be a living document that we will modify, add to, and improve upon over time, so your feedback is not only welcome, it's vital.
The five-year plan calls for an estimated $54 million in one-time new costs, including approximately $40 million for capital investments in UC ANR facilities and system infrastructure. To fund the one-time costs, we will finance debt, expand our fundraising capacity and deploy some of our reserves. Ongoing annual costs for the five-year plan are estimated at $6.5 million and will be funded from projected revenue increases of $12 million, which will leave us an estimated annual net operating increase of $5.5 million.
To move the strategic plan from paper to action, I have invited 22 people representing campuses, counties, research and extension centers, administrative units and more to meet at the end of this month. At the two-day meeting, we will begin developing action plans to achieve the 15 goals in the strategic plan. We will also explore how best to engage all UC ANR members in this process because everyone's contribution is critical to the UC ANR mission.
As we map out the paths to our goals, we will be soliciting feedback and engaging different people within UC ANR and external stakeholders. We will keep you apprised of our progress via ANR Update, social media, our website and other reporting. In addition to those regular communications venues, Wendy Powers, associate vice president, will provide informal updates through a new blog she recently launched at http://ucanr.edu/ANRAdventures.
You can offer feedback and collaboration via our many workgroups, advisory committees and public forums, or by sending a comment here.
By identifying and taking specific steps that lead to our goals, we will successfully achieve our Strategic Vision. If you have comments or suggestions for this process, I would love to hear from you. Please submit them to me using this link http://ucanr.edu/5yearplancomments.
Editor's note: This is an excerpt from AVP Wendy Power's new blog “ANR Adventures.” For news about the recruitment process for the Vice Provost – Statewide Programs and Strategic Initiatives and Vice Provost – Cooperative Extension positions, read her blog at //ucanr.edu/blogs/Adventures.
Wednesday (Jan. 18) was the Town Hall meeting to provide an overview of the UC ANR strategic plan and answer any questions. At one point, 177 participants joined the conversation via Zoom and approximately 50 of us were in the UC ANR building in Davis.
VP Glenda Humiston provided overviews of the goal of the strategic plan, the process used to gather input and the resulting goals in the plan. The remaining 45 minutes or so of the hour-long meeting was focused on questions.
One of the questions was about the program prioritization process (Goal #5). Like pretty much all of the goals, we don't know what the result of this will look like and haven't formulated a plan to go about gathering information and making any decisions needed to reach this goal. This will be a portion of the agenda for a two-day retreat to take place at the end of the month. As the “goal owner” for Goal #5, I have to admit that I was perfectly comfortable early on in the strategic plan development process to leave this as a strategy under another goal. But I understand and “buy in” now to the idea that this is so important to who we are and the value we bring to California that it makes sense to have this as a stand-alone goal. As I said at the town hall, it is a good business practice to review what you do and how you do it. But this is no easy task for such a large organization with so many different programmatic efforts, all of which make a difference in someone's life. And key questions to think about as we undertake the process are what, if any, programming is needed to realize the 2025 Vision and how do those needs align with current efforts? Still a huge task and, as a result, a few of us have met with someone who I think can help all of us work toward answers.
Following development of a draft plan at the retreat, I intend to share the plan with strategic initiative leaders, statewide program and institute directors and county directors, then finalize a process and approach for having these big conversations so that they are inclusive, not overly time-consuming and lead to information that furthers us in our goals. No doubt success will take time and will benefit from the collective brainpower of everyone at UC ANR. I suspect it's one of those things that you get out of it, what you put into it.