Mobile technology has transformed the way consumers access and use information. The exponential growth of mobile apps makes finding suitable, easy-to-use nutrition and health-related apps challenging. A guide for consumers helps them ask important questions before downloading apps. The guide can be adapted for other Extension disciplines.

Guidelines for 4-H programs for 5-8 year olds are as follows: (1) activity based, short term; (2) cooperative learning; (3) noncompetitive; (4) safe; (5) developmentally appropriate; (6) focused on the age group; (7) success oriented; (8) fun and positive; and (9) consistent with the experiential learning cycle. (SK)

Evaluating extension educator performance is difficult due to the nature of extension education, the variety of educational methods and clientele, and the broad subject matter taught. Some approaches to performance evaluation are classroom visitation, self-appraisal, plan of work review, "student" input, group sampling, and peer evaluation. (MF)

Extension education's success and effectiveness is determined to a great extent by its ability to relate programs and organization to the public in a favorable light. The author discusses approaches to using public relations, emphasizing the value of good programs and performance coupled with continual and well-planned publicity. (MF)

The author describes the problems facing an extension agent in selecting and utilizing indigenous paraprofessionals to teach extension programs in their neighborhoods. She suggests that extension professionals look on the requirement for them to supervise paraprofessionals as a challenge to extend and improve extension programs. (MF)

From his extension experience in Wayne County, Michigan, the third most populous county in the nation, the author offers some principles to consider in enhancing staff and program effectiveness: resource assessment, staff utilization, program funding, time management, and program visibility. (MF)

Humanized management may be the core of a successful extension career for both administration and staff, according to the author, who discusses the process of humanizing and managing for extension (and other) professionals. He states that humanized management is an art that must be learned and practiced. (MF)

The author states that a common factor in comparing one extension method to another is the interaction involving a subject concept and a member of the target audience. He outlines approaches that extension personnel may use to compare effectiveness of meetings, publications, mass media, etc., in reading their audience. (MF)

Presents a marketing decision model and other methods that extension agents may use in presenting extension programs dealing with the problems of marketing agricultural commodities. (MF)

Presents a process for defining roles of extension 4-H youth program staff--professionals, paraprofessionals, and volunteers. Adapted from the Need Overlap Analysis in the Helping Process (NOAH II), the process is intended to enhance program management by improving the effectiveness of paraprofessionals and thus other staff. (MF)

Presents a model of organized advisory councils containing three components: structural knowledge, programing skills, and group process skills. This framework can be used to train advisory council members and improve the effectiveness of extension programs. (SK)

Volunteers have needs, abilities, and desires of their own. The skilled and caring extension agent will use management and supervision principles to fully use all of those needs and abilities. (LRA)

The author discusses the difficulties in developing retirement planning programs for farmers. Topics include farmers' attitudes toward work, and the unexpected retirees. The author gives suggestions to extension personnel for dealing with this issue. (CT)