(Revised September 2006) Section 8.D

Section 8.D -- Staff Reporting Requirements & Record Keeping

See also Section 2.F, Extension Council Reporting Relationships

Success Stories

The purpose of success stories is to record significant impact or accomplishment that can be attributed to ISU Extension programming input. Field specialists are to submit a minimum of one success story/quarter to the appropriate program director and area director as well as counties served. County directors are to submit a minimum of one success story annually to their area director and appropriate program director.

Success stories should reflect an accomplishment the staff member is particularly proud of, not simply a recount of what a person did during the reporting period.

Success stories should be short (no more than a single page format), containing three parts:

l. The PROBLEM facing our clientele
2. Extension's RESPONSE to that problem (how we helped) 
3. The IMPACT on the clientele (what happened as a result of our involvement).

Complete directions for Success Stories at: http://www.extension.iastate.edu/planofwork/success.html

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Annual Report

Instructions, reporting deadlines, and other information regarding annual reporting and program planning is available on the World Wide Web. The information can be found via ISU Extension's "For Staff" web site at the URL: http://www.extension.iastate.edu/ForStaff/reporting.html

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Sick Leave, Annual Leave, and Emergency Leave Reports

P & S staff report sick leave, annual leave, and emergency leave to the area extension education director. Contact the area extension office for reporting forms and procedure. (http://www.controller.iastate.edu/payroll/vacsl.html)

County-paid staff members report sick leave, annual leave, and emergency leave to the county extension education area according to county policy.

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Travel Reports

Guidelines on university travel policies and procedures, travel by air, lodging and meal maximums, and foreign travel are available at: http://www.controller.iastate.edu/travelinformation/homepage.htm

If you have questions on these changes, please contact your supervisor or the Extension Finance Office at (515) 294-1600.

County-paid staff members report travel according to county policy.

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Meal Reimbursement
In-State
Out-of-State

Breakfast
$6.00
$8.00

Lunch
$9.00
$12.00

Dinner
$16.00
$20.00

County-paid staff members report travel according to county policy.

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Mileage Computation

Mileage computation when home and office addresses are different

From Bill Bogue

Questions have been raised regarding the appropriate way to compute mileage when a staff member lives in a different town than her/his home office. The following paragraphs give examples of computing mileage reimbursement. If you have questions, please consult with your area director or give me a call.

Examples of mileage reimbursement

The staff member lives in Ogden (10 miles west of Boone). The staff member's home office is in Boone. The staff member is responsible for a round trip from home (Ogden) to the office (Boone) each day that he/she works and cannot charge mileage for these 20 miles.

1. The staff member leaves from the Boone office for an afternoon meeting in Ogden and does not return to the county office. He/she cannot charge mileage for travel to the meeting (except for in-town mileage from their home residence to the location of the meeting). The staff member only made one round trip from his/her home to the office--no reimbursement is allowed for the one round trip.

2. The staff member leaves from the Boone office at 10:00 a.m. for a meeting in Ogden and returns to the county office from the meeting at 3:00 p.m. In this case, the mileage is reimbursable (Boone to Ogden to Boone = 20 miles) because it represents a second round trip for the day.

3. The staff member goes to a meeting in Fort Dodge (mileage from Boone to Fort Dodge is 50 miles; mileage from Ogden to Fort Dodge is 45 miles). The staff member leaves at 3:00 p.m. from the Boone office for the meeting in Fort Dodge and returns directly to Ogden following the meeting at 10:00 p.m. The staff member should charge mileage from Boone to Fort Dodge to Ogden = 95 miles. The return mileage from Fort Dodge to Ogden is used because mileage is computed from the employee's office or home, whichever is less.

4. The staff member goes to a meeting in Ames, which is located 10 miles east of Boone (mileage from Boone to Ames is 10 miles; mileage from Ogden to Ames is 20 miles). The staff member leaves at 3:00 p.m. from the Boone office for the meeting in Ames and returns directly home to Ogden following the meeting at 10:00 p.m. The staff member should charge mileage from Boone to Ames to Boone = total of 20 miles. The return mileage from Ames to Boone is used because mileage is computed from the employee's office or home, whichever is less.

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County Director and Field Specialist Relationships

(A document revised by committee of peers * offering recommendations on who does what in lieu of other discussion)

I. Program Planning and Development

Our business is programs that meet peoples' needs. We need to be flexible, respond quickly, and address identified needs.

A. Needs assessment:

Needs assessment will involve ongoing formal and informal clientele and staff processes to determine high priority needs of clientele.

  • County Extension Education Director (CEED) has lead responsibility for constant clientele needs assessment in the county.
  • Field specialists (FS) will solicit needs assessment from state staff, area and district agencies/organizations, and key individuals in counties served to share with CEED.
  • CEED and FS will share needs identified with Extension Councils.
  • CEED will continually involve Extension councils in understanding statewide priorities and setting local priorities.

B. Program design/development:

FS and CEED will take a holistic approach to the clientele needs and appropriately involve other staff for interdisciplinary approach.

  • CEEDs will make sure clientele needs are addressed
  • A field specialist may identify a clientele need, work with CEED(s) and others to create, promote, recruit, audience and deliver a program.
  • FS will provide leadership for program evaluation by designing or acquiring appropriate instruments and either providing them to the CEED or conducting the evaluation themselves.
  • State staff identify needs from their field of study and from field staff. State and field staff work together to design a program with alternative delivery methods and evaluations.

C. Program Promotion and Recruitment:

CEEDs will be accountable for promotion and recruitment for programs offered in their county and for relevant statewide programs.

  • The administrative team will decide which state planned programs are required and clearly communicate this to staff four to six weeks before the promotion needs to go out.
  • CEED will be responsible for balancing promotional distribution workload between state, area, county and partnership programs, as well as communication frequency strategies with specific local clients and client groups.
  • When FS have specifically planned programs in response to CEED requests, the CEED is expected to follow-through with the promotion.
  • FS will initiate discussion of what is needed for promotion with adequate lead time. Field specialist will generate promotional materials, such as brochures, flyers, posters, stuffers, letters, news releases, newsletter articles, etc., for a specific program with four to five weeks' lead time. FS will suggest targeted categories of people that should be included in mailings and promotions, and forward relevant contacts to CEED. FS will promote programs with relevant client groups that they interact with.
  • CEEDs will be responsible for developing and constantly updating clientele database to facilitate direct promotion. FS will forward attendance list and relevant contact for inclusion in the (CEED's) database.
  • FS will forward specific program media releases to county offices for minimal CEED modification for local audience. CEEDs will be responsible to ensure pre-releases are sent to media. CEED will develop and ensure distribution of any post program releases.
  • CEED to take responsibility for coordinating recruitment calls made by themselves and FS for programs; which may be needed for recruiting local audience.

D. Program Delivery:

CEEDs or designee will facilitate most programs, i.e., make physical arrangements for program, and host program when needed. Host counties will generally provide meeting equipment.

  • FS/CEED discuss how to plan for printing/supply needs
  • CEED/FS prearrange for equipment/setup that works for all.
  • Field specialists or appropriate CEED will deliver the program, or arrange for a state specialist to deliver to the people in the county. CEED may deliver programs based on current research.
  • FS/CEED will discuss how to handle the delivery of statewide mandated programs.
  • When possible, registration fees will cover publication cost, room rental, postage, and special program costs.
  • Budgets need to be developed for each program that FS/CEED deliver including postage needs, paper costs and equipment costs.

II. Office Management/ Coordination/Resources

With county extension council involvement, the CEED has the responsibility for the county office management and coordination.

  • CEED will assume or delegate supervision of single-county staff in consultation with AEED.
  • Office assistant will be supervised by the CEED. CEEDs will seek input on evaluation of OA's and PA's from all FS they interact with.
  • Program assistants/associates in state or federal programs may be supervised by related program field specialist.
  • Frequent and open communication will occur between FS and county staff regarding office procedure and program priorities.
  • CEED will assure that effective office communication patterns are established. Regular and coordinated (between CEED and FS) monthly office conferences, including all staff in the county office, will aid this principle. One per month is recommended in which work load and other issues related to the FS are discussed.
  • FS receive primary OA support in their home county. CEED and field specialists will work together to coordinate office workload demands.
  • Office appearance is to be considered important and worthy of attention.
  • FS should have space and feel welcome when they need to spend time in any county office
  • Space needs such be coordinated with county staff
  • FS and CEED need to discuss and negotiate space, expenses and time commitments before grants are being written and additional staff are hired. Extension councils are the legal body for accepting grants in the county.

III. Extension Council Relations

Extension councils are significant clientele of the CEED and field specialists

  • The CEED has the lead role in working with the Extension council. Contacts with the council should be done with full knowledge of the CEED.
  • Field specialists will provide information on programs in the counties they serve to CEEDs for distribution to Extension councils. Reports to councils should emphasize impact of programming rather than activities.
  • The CEED is responsible for keeping the Extension Council informed about all program areas, and will work with them to set program priorities. She/he will regularly report on programming which affects county residents, taking care that all staff involved are given appropriate credit. In this way councils will discover the many and various ways in which the larger ISU system impacts county residents.
  • Field specialists will be available to participate in Extension Council meetings and may request to attend. CEEDs will facilitate these visits.
  • In accordance with the new county accounting and budgeting system, FS should work with their home county CEED to set program-related, annual income and spending targets for their work. These targets will help the Councils set realistic budgets and will help the FS understand the county budgeting process. Positive working relationships between FS and their home county councils will be imperative with our new accounting system.
  • CEED will involve all staff in the county office in developing the annual Extension District budget and accompanying justification.
  • The AEED will annually meet with each council and CEED to review program delivered in the county, including program delivery and service by each field specialist.
  • Extension council will periodically meet with the AEED to discuss field and campus operations (program and personnel).

IV. Communication/Internal

Internal communication will be open and frequent among all staff.

  • Trust needs to be developed to build a working team this includes listening and respecting others opinions. Take the time necessary to truly communicate
  • Staff will utilize available technology to help with increasing communication. Targeted e-mail messages will help the system be more productive.
  • Field specialists and CEED will provide all appropriate office assistants and AEED with weekly schedules. FS will take responsibility for informing the home office how they can be reached.
  • Schedules are to be sent before the week begins. Revision should be sent when possible.
  • FS will inform CEED about significant county contacts. CEED will alert FS to potential contacts for strengthening specific programs.
  • When CEED refers a client to a FS, FS lets CEED know that contact was made
  • Each FS will be expected to keep OAs and CEEDs informed about meetings that have been scheduled directly with clients.

V. Communication/External

All ISU Extension staff will respond to clientele in a timely, respectful manner.

  • The local county extension office will be the primary contact point or clientele.
  • If a program is developed for an individual county, registrations, publications, media work, and costs will be based there.
  • If a program is developed for a multi-county unit, the field specialist will take leadership for registrations, media work, publications, and cost accounting.
  • CEEDs have primary responsibility for maintaining Extension contact and representation on key issues and groups within the county. CEEDs may/should ask other Extension staff to help represent and maintain those connections where appropriate, based on subject matter expertise and availability.

VI. Marketing Extension

We need to do a much better job of telling our story.

  • All staff have a responsibility to sell ISUE, to support needs assessment, and to promote programs to staff and to clientele.
  • CEEDs will be responsible for an aggressive marketing plan for their county which showcases the county program and helps ensure support for the county extension programs. The plan will insure that ISUE and ISU will be presented to the public in the most favorable light
  • Post program publicity promotes our successes. CEED will take lead but may request assistance from other staff.
  • Annual stakeholder's report will be developed by the CEED with contributions from FS.
  • All staff are responsible to communicate major program initiatives to stakeholders, including public officials and legislators who they interact with.

    * Compiled by Peer Committee: Cal Johannes, Dick McClure, Roger Jensen, Dennis Molitor, Craig Hertel, Carol Ehlers, Elton Tophoj, Susan Hooper, Alan Vandehaar, Barb Wollan and Charlotte Smith.

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Wage-Hour Information

Extra-Hourly Employees (University Paid)

When hiring an extra-hourly employee, the person who will supervise the employee first should consult with Extension Personnel office, 2280 Beardshear Hall, (515) 294-3283, to determine the proper classification and advertising procedures. The Extension Personnel office will then work with the ISU Human Resources Department in order to get the proper paperwork processed to get the new employee into the payroll system.

Employment Forms

Make sure that these employment forms are completed by the supervisor and the employee:

  • Employment Recommendation Form (Exhibit A)--The supervisor enters the employee's name, social security number, nature of recommendation, basis of employment, position title, funding source, effective date, county location, and hourly rate. This form needs to be signed by the supervisor and the appropriate area director.
  • W-4, both state and federal (two separate forms)--Have the employee complete these forms.
  • Employment Eligibility Verification (I-9 Form)--The employee needs to complete section 1, and sign. The supervisor completes section 2. Be sure to examine the appropriate documents, listed on the reverse side of the form. If a driver's license is used, be sure to list the license number and expiration date. The social security card needs to be the original card (the one with the pillars); list social security number and print the name as it appears on the card. Birth certificate needs to show state, county, and book number.
  • Equal Opportunity/Check Authorization form--Encourage employees to use direct deposit and provide a copy of the voided check with this request. This will eliminate checks being lost in the mail. The first check will be sent to the employee's home address with a dummy deposit to the bank to verify that all systems are working properly. If checks are mailed rather than electronically deposited and a check is lost in the mail, a 10 working day waiting period is required before a duplicate will be issued.

Return all the employment forms to Extension Finance office, 2280 Beardshear Hall, Iowa State University, Ames, IA 50011-2026.

Wage-Hour Reports

  • The Employee's Wage-Hour Report is completed by the employee then reviewed and certified correct (signed) by the supervisor. Deadlines for submitting these reports to the Extension Finance office are the fifteenth of each month and the last working day of the month. If the form is not received by the cutoff, the pay for the time submitted will be delayed until the next time period. You may fax this report to (515) 294-9781, followed by the original in the mail.

    You may need to estimate time for the last two or three days of each pay period in order for the wage/hour sheet to be received in the Extension Finance office by the deadline. If actual hours worked end up being different than the estimate, adjustments will need to be made in the next wage/hour report form.

    The official week used to determine if overtime is applicable will begin on Saturday and end on Friday.

  • Time submitted on the fifteenth of the month will be paid the last working day of the month. Time submitted the last working day of the month will be paid the fifteenth of the following month.
  • Any questions on these procedures should be directed to Joan Ballard at (515) 294-2940 or Bill Bogue at (515) 294-1600.
  • A supply of wage-hour reports can be obtained from Extension Distribution.

Overtime and Compensation Time

  • All county paid staff are covered under the provisions of the Fair Labor Standards Act.
  • There is a need to understand what overtime and work is and develop a plan to conform.
  • Overtime -- Any hours worked in excess of 40 hours in a week (one week equals 7 days x 24 hours a day to make 168 hours).
  • Overtime Compensation -- One-and-a-half times the hourly rate.
  • Hourly Rate -- The hourly rate paid. For salaried positions, you divide the annual salary by 2,080 hours for the hourly rate. It is the type of work, not the method of payment that determines eligibility for overtime.
  • Compensation time (Comp time) -- Time off in lieu of pay. If overtime, this must be at time- and-a-half. Note: The employer may offer Comp time, but the employee may demand pay. A policy on comp time and carryover is critical.
  • Authorized Overtime -- The supervisor should decide when an employee may work overtime. A process to request the time, or assign the time should be known by all parties. Non-authorized work time that the employer is aware of and benefits from must be paid. Example: OA comes into work a half hour early every day, or stays late periodically and CEED knows it but says nothing. If this results in more than 40 hours weekly, it is overtime and should be compensated at time-and-a-half.
  • Work -- What constitutes work is not as easy as it might sound. There are terms used, e.g., "suffered or permitted" to work, which means if a worker stays later, or comes in early, or works through a lunch period, it is work, and needs to be compensated.
  • It is not appropriate for staff members to volunteer time to do their jobs.

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Revised September 5, 2006. Content questions? Ask the experts.
Comments or suggestions? Contact the committee, (e-mail: ofcguide@iastate.edu)