Rockcastle County CES

County Emphasis:

Foundations for the Future: Economic, Financial, and Workforce Development

Concentration 1:

Work and Life Skill Development

Concentration 2:

Financial Security and Economic Well-Being

Concentration 3:

Small Farm Development

Concentration 4:

Building Leadership Capacity

Situation:

Work and Life Skill Development (Youth)

America’s future hinges on a prepared workforce and engaged communities collaborating to tackle society’s most pressing challenges. As of 2024, there are 2,465,949 job openings in Kentucky and nationwide there are 10 million unfilled jobs. Fasted growing jobs are in the fields of vocational education and higher education teachers, agriculture professionals, and digitally enabled roles: ecommerce specialists, digital transformation specialists, and digital marketing professionals (World Economic Forum, 2023). 85% of the jobs that will exist in 2030 haven’t been invented yet (Dell Technologies, 2019). 77% of employers say focus less on traditional school subjects, more on real-world skills (Kauffman Foundation, 2021). Skills like analytical thinking, creative thinking, resilience, flexibility, adaptability are key (World Economic Forum, 2023). According to the National 4-H Index Study 2024, 80% explored career options, 50% received guidance for college decisions, and 95% reported 4-H helped them identify things they were good at. To ensure a sustainable society, it is crucial that our youth are equipped to fill these positions. The University of Kentucky Cooperative Extension System Community Needs Assessment (2023) has identified key priority issues related to life skill development for young people. These priorities include youth life skill training opportunities, youth workforce readiness, and maximizing youth voice in matters that directly impact them. Empowering our youth to actively participate in addressing societal issues is essential for a thriving future.

Small Farm Development

Small farm development is a crucial aspect of the Kentucky agricultural sector, especially in the context of supporting rural economies and ensuring food security. The National

Institute of Food and Agriculture (NIFA) defines a small farm as an operation with a gross cash farm income of $250,000 or less. These farms are typically family-owned and operated, and they represent more than 90 percent of farms in the U.S. These farms face challenges such as urbanization, an aging farmer population, farm consolidation, new and beginning farmers, and changing climate patterns.

Small farms play a vital role in the competitiveness and sustainability of rural and farm economies, protecting and enhancing natural resources and the environment, and maintaining rural populations. Urban small scale farm production is an emerging and fast grow segment of farm economies. The development and sustainability of small farms is important in providing a nursery for new enterprises and marketing systems, which is crucial for innovation and diversification in agriculture. Small farm development can be hindered by access to capital, markets, and technology. Additionally, owners of small farms may lack the knowledge or resources to implement sustainable practices that could improve their economic viability and environmental stewardship.

Kentucky Cooperative Extension will continue to aid small farm owners by providing educational opportunities and increasing awareness of resources offered through various programs and online platforms. This includes developing new and improved practices to reduce production costs, protect and improve soil and water resources, and offer options for specialty crop production. Extension personnel will also promote whole farm plans, estate planning, farm transitions, risk management, and market opportunities.

The development of small farms is imperative for the health of Kentucky’s agricultural sector, rural communities and emerge urban agriculture.

County Situation:

Rockcastle County faces significant economic challenges—lower incomes, higher poverty rates, and unemployment—but substantial public investment in infrastructure, education, and workforce development is underway. House Bill 1 and House Bill 266 (2024) allocated $4.7?million to a recreational complex, $150 thousand to the Kentucky Music Hall of Fame upgrades, and $62?million for an industrial mega-site authority, plus $21?million for infrastructure improvements. With these investments, Rockcastle County has the opportunity for more job offerings and continued economic success. In cooperation with financial security and economic development programs offered by Extension, local industry and residents have the potential to improve their income and unemployment status. Youth benefit from robust 4-H Youth Development programs, including opportunities for leadership, communication, and life skill development, while adults gain from Extension-led financial, nutritional, and agricultural training. Development of a regional industrial park and Extension’s agriculture support signal potential growth in agribusiness and small-farm viability.

Long-Term Outcomes:

Work and Life Skill Development (Youth)

• Youth will demonstrate the necessary leadership, teamwork, and communication skills needed to be successful in the workplace. 
• Youth participation in community involvement increases.
• Youth will serve in leadership roles in their community.
• Youth will more effectively communicate, work with others, and contribute to driving change and shaping the future. 
• Youth will become engaged, healthy, and productive members of their communities.

Financial Security and Economic Development (Youth)

• Youth will have increased economic security.  
• Youth will make sound financial decisions. 
• Youth will have an increased rate of savings. 

Building Leadership Capacity (Youth)

• Youth will demonstrate necessary leadership, teamwork, and communication skills needed to be successful in the workplace. 
• Youth participation in community involvement increases.  
• Youth will serve in leadership roles in their community.  
• Youth will more effectively communicate, work with others, and contribute to driving change and shaping the future. 

Work and Life Skill Development (Adult)

• Increased human capital among Kentuckians
• Decrease in state unemployment rates
• Improved quality of workforce

Financial Security and Economic Development (Adult)

• Increased financial literacy skills
• Improved financial security and stability
• Improved financial and economic well-being

Building Leadership Capacity (Adult)

• Strong leadership pool for community boards and organizations
• Strong boards and organizations accomplish more in the community
• Increased community pride or investment
• Improved local economy
• Improved quality of life for citizens

Small Farm Development

• Achieve a stable economic environment where small farms are consistently profitable and competitive within both local and broader markets. 
• Strive to have all participating small farms fully implement sustainable practices that protect and enhance natural resources. 
• Enhance the role of small farms in maintaining rural populations and contributing to cultural heritage, ensuring that these communities remain vibrant and connected.

Intermediate Outcomes:

Work and Life Skill Development (Youth)

• Youth will practice teamwork, responsibility, communication, conflict resolution techniques, and problem-solving skills.
• Youth will plan and implement a service project.
• Youth will choose to take on leadership roles in their community.

Financial Security and Economic Development (Youth)

• Youth will practice responsible consumer and financial management decision-making such as budgeting, actions on needs versus wants.   
• Youth will practice habits and skills that contribute toward sound economic and financial well-being.

Building Leadership Capacity (Youth)

• Youth will practice teamwork, responsibility, communication, conflict resolution techniques, and problem-solving skills.  
• Youth will plan and implement a service project. 

Work and Life Skill Development (Adult)

• Increased implementation of employability strategies/skills
• Increased salary/income
• Increased employment

Financial Security and Economic Development (Adult)

• Increased sound financial decision making
• Implementation of financial literacy and resource management strategies/skills
• Increased savings (e.g., as a result of budgeting, saving, reducing debt, spending wisely, stretching resources)
• Increased access to community financial resources

Building Leadership Capacity (Adult)

• Participants gain confidence to lead
• Leaders are inspired to get more involved
• Leaders address community issues and needs
• Leaders recruit and engage others to participate in community projects
• Leaders mentor others
• Increased knowledge transfer through volunteer-led positions

Small Farm Development

• Assist small farm owners in developing and implementing comprehensive whole farm plans that address financial, production, and environmental aspects. 
• Support the establishment of new farm enterprises that can offer innovative products and practices, enhancing the economic resilience of the small farm sector. 
• Provide robust support for estate planning and farm transitions to ensure the longevity of small farms across generations. 
• Develop and disseminate advanced risk management tools and insurance products tailored for the unique needs of small farms. 
• Increase the accessibility of modern agricultural technologies to small farms, coupled with training programs that enable owners to effectively use these technologies.

Initial Outcomes:

Work and Life Skill Development (Youth)

• Youth identify personal strengths that contribute to life and work skill development.
• Increased knowledge of career pathways.
• Increased knowledge of educational, training, and certification opportunities.
• Youth will practice civic engagement, leadership and communication skills.

Financial Security and Economic Development (Youth)

• Youth will increase knowledge in understanding personal financial management. 
• Youth will aspire to make SMART (specific, measurable, attainable, relevant, and time-bound) economic and financial well-being decisions. 

Building Leadership Capacity (Youth)

• Youth will explore their spark in leadership. 
• Youth identify personal strengths that contribute to leadership skill development (communication, teamwork, civic engagement).  
• Youth successfully worked in a team environment to accomplish a task.  
• Youth realize how their actions impact others

Work and Life Skill Development (Adult)

• Developed skills related to workforce development
• Improved employability and interpersonal skills
• Increased confidence to implement employability strategies
• Developed strategies for maintaining a health work-life balance

Financial Security and Economic Development (Adult)

• Improved financial literacy knowledge
• Improved employability and interpersonal skills
• Increased confidence to implement employability strategies
• Developed strategies for maintaining a health work-life balance

Building Leadership Capacity (Adult)

• Improved leadership skills
• Enhanced knowledge of concepts and practices
• Knowledge gained through training programs
• Taking on leadership roles for the first time
• Assuming new leadership roles
• Participants give their time to serve in volunteer roles

Small Farm Development

• Develop and launch targeted educational programs that focus on sustainable practices, risk management, and cost reduction specifically tailored for small farm owners. 
• Increase access to existing resources and tools including online platforms to increase awareness and usability for small farm owners. 
• Facilitate connections between small farm owners and local markets, including urban markets, to help diversify sales channels and improve income stability.

Evaluation:

Outcome: Increased application of recommended horticultural practices for non-commercial production 

Indicators: 

• Number of people that implemented environmental stewardship. 
• Number of people that reduced pesticide applications. 
• Number of community members utilizing the sites and/or amount of produce donated from sites. 
• Number of trained volunteers. 
• Number of self-reported volunteer hours at community sites. 
• Number of producers who reported reduced production inputs/costs. 

Method: Interactions with clients, attendance at Extension educational events, direct observation and feedback 

Timeline: ongoing 

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Learning Opportunities:

Audience: Youth

Project or Activity: 4-H Camp

Content or Curriculum: Counselor in Training classes, Teen and Adult Counselor trainings, orientation, and action

Inputs: 4-H Agent

Date: June

Audience: Youth 

Project or Activity: 4-H Shooting Sports

Content or Curriculum: 4-H officer speeches and elections, officer meetings, community service and fundraising project

Inputs: 4-H Agent

Date: April through September

Audience: Youth 

Project or Activity: 

Content or Curriculum:

Inputs:

Date:

Audience: Non-commercial urban and community gardeners 

Project or Activity: Programming for specialty crop production and management that is non-commercial 

Content or Curriculum: Publications, Fact Sheets, Workshops, Field Days, County Meetings, Regional Meetings, Field Visits, emails and phone calls 

Inputs: Extension Specialists, Kentucky Horticulture Council, USDA funding, Dept of Labor funding, county agents, KDA, professional member organizations, community advocacy and faith-based groups, schools 

Dates:

Audience: Specialty Crop Growers 

Project or Activity: Programming for commercial or pre-commercial (training to be commercial growers) specialty crop production and management 

Content or Curriculum: Publications, Fact Sheets, Workshops, Field Days, County Meetings, Regional Meetings, Field Visits, emails and phone calls 

Inputs: Extension Specialists, Kentucky Horticulture Council, USDA funding, Dept of Labor funding, county agents, KDA, professional member organizations, governmental agencies (NRCS, FSA, etc.) 

Dates:

Evaluation:

Outcome: Increased application of recommended horticultural practices for non-commercial production 

Indicators: 

• Number of people that implemented environmental stewardship. 
• Number of people that reduced pesticide applications. 
• Number of community members utilizing the sites and/or amount of produce donated from sites. 
• Number of trained volunteers. 
• Number of self-reported volunteer hours at community sites. 
• Number of producers who reported reduced production inputs/costs. 

Method: Interactions with clients, attendance at Extension educational events, direct observation and feedback 

Timeline: ongoing 

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