West V1rginio University Extension Servic e

Volume IV, Number 3 Foll1989

Extension

As Supply/Demand, Per Cow Yields Change, So Do Dairy Herd Improvement Producers

Where does milk come from? From today's best managed dairy herds. And management will continue to be the key for tomorrow's dairy producer be­cause of supply/demand and increased production per cow.

In the late 1960s a group of dairymen with a common goal originated the West Virginia Dairy Herd Improvement Asso­ciation (DHIA). Incorporators were William E. "Pete" Walker of Shenandoah Junction, Vane D. Warner of Greenbrier County, John E.Teets of Preston County, Woodrow W. Brown of Mason County and J . W. Wilhelm of Ohio County.

Their goal was to provide West Virginia dairy producers with a uniform and accurate record­keeping system and produc­tion testing program they could use to manage their herds.

William E. "Pete" Walker of Shenandoah Junction; Dr. Ellen R. Jordan, WVU Extension Service dairy specialist; and Steve Cronin of Lewis County share a moment of conversation about dairy herd improvement at the West Virginia Dairy Cattle Show and Festival. Walker was one of the incorporators of the West Virginia Dairy Herd Improvement Association.

While the basic goal remained unchanged over the years, West Virginia DHIA was not standing still. Records once calculated by hand are now done by computer. The old time-consuming Babcock fat test for milk is now done on modern state­of-the-art equipment. Protein testing

and somatic cell counts have been added. Herds using automatic milk weighing devices and electronic cow ID are becoming more common.

Management of the West Virginia DHIA has had to change over the years also. While DHIA once was

(continued page 3)

Viewpoint

As we celebrate the 75th anniversary of the Cooperative Extension Service, we not only celebrate a unique organization in all the world; we also celebrate an idea-the idea that knowledge gives ordinary people power­power to control their future, power to govern themselves. The idea that informed citizens can decide about their lives is at the heart of who we are as a people and a nation.

Jefferson's idea that knowledge is power resides not only in the Declar­ation of Independence and in the founding documents of the Univer­sity of Virginia, but also in the Morrill Act which created land-grant univer­sities in the 1860s-places "to pro­mote the liberal and practical educa­tion of the industrial classes in the several pursuits and professions of life ."

And on May 9, 1914, Jefferson's idea appears again in the Smith­Lever Act, creating an organization "to aid in diffusing among the people of the U.S. useful and practical infor­mation." That's the Cooperative Extension Service-rooted in land­grant universities like WVU in every state in the nation, funded by a uni­que partnership of federal, state, and county monies , with a community network of educators linking know­ledge from the university to ordinary people and everyday problems.

Today, we talk about value added products in the economy- in 1914, they talked about "two blades of corn where one grew before."

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Today, we provide up-to-the-minute, accurate information on pesticide residues in products-in 1914, we checked pressure cooker gauges and tried to make certain no one died of botulism for failing to seal their green beans.

Today, we communicate by fax, computer, and satellite; in the 1920s, county agents rode horse­back, occasionally slept in hay mows, and communicated often by word of mouth with people who could not read.

Some things do not change:

• community leaders then and now need information on complex topics. • parents need information to help rear their children- information about health, nutrition, child development.

• children need experiences and knowledge that teach them to make decisions, to be self-confident, to start and finish tasks, to become productive citizens.

• farmers and landowners need to know how to grow, manage and market wholesome food and healthy timber.

In this 75th year in West Virginia, we honor the founders and builders of the organization.

• William H. Kendrick-who inaug­urated the 4-H program in West Virginia in 1921, and whose vision of a center for training rural leaders and young people still guides the State 4-H Conference Center at Jackson's Mill.

• Gertrude Humphreys-who pushed the boundaries of a West Virginia woman's world to the edges of the globe with educational pro­grams and international exchanges.

• Aaron Rapking- minister/socio­logist who created a model for com­munity improvement in use today.

• Nat Frame-director of extension from the early '20s until 1935, who gave to West Virginia extension the broad vision of education to pro­mote social and economic progress .

If you examine the list of those whom the university recognizes with the Vandalia Award, you find a roll call of extension greats­Humphreys, C. P. Dorsey, Herman Bowers, Polly Hanst, Mildred Fizer.

Some think of extension as a charming anachronism connected only to cattle barns, kitchens and gardens. You will find extension in those places, but you will find today's extension faculty :

· • in schools collaborating with teachers and community volunteers designing nonformal education programs and support groups that keep children learning and in school;

• in church basements and town halls of coal towns helping com­munity leaders with infrastructure development plans that improve the quality of life today and make the communities attractive places for economic expansion ;

• providing practical education to parents and families with limited income who struggle to raise their children for a brighter future;

• assisting mining and drilling companies to design workable reclamation plans; and,

• helping small enterprises attract tourist dollars while still treating travelers to the best down home mountaineer hospitality.

Some people look at West Virginia and see only problems. The West Virginia University Extension Ser­vice looks at West Virginia and sees challenges and opportunities. With the help of hundreds of community advisors and thousands of volun­teers, we turn those challenges into educational programs for the people, keeping alive Thomas Jefferson's ideas of an educated citizenry.

With a little luck and continued financial support, we'll keep doing that for at least another 75 years. •

AocheiB6~~ Associate Provost for Extension and Economic Development D1rector, Cooperative Extension Service

W.Va. DHIA from page 1

managed entirely by the West Vir­ginia Un1versity Extension Service, the assoc1at10n moved to hiring its own manager, and in 1988 to shar­ing management with Maryland.

When that occurred on May 1, 1988, Steve Dransfield, W.Va. DHIA presi­dent, noted in his report to mem­bers, "The merger of the West Virginia DHIA and the Maryland Dairy Herd Corporation into the new

well fed and properly managed to reach top production levels," she said. A comparison of the top and bottom 1 0 West Virginia herds for milk production reveals several interesting differences. Average production of the top 10 Holstein herds in 1988 was 20,543 lbs. of milk, 722 lbs. of fat and 650 lbs. of protein. The bottom 10 herds averaged 11,778 lbs . of milk, 432 lbs. of fat and 328 lbs. of protein. The average Holstein cow in West

Virginia produced 16,459 lbs. of milk compared to the Northeast average of 17,256 lbs. of milk."

Four breeds in 131 herds make up the off1cial herds in the improvement program. Holstein is the largest with 117 herds averaging 80 cows, followed by Jersey with 6 herds averaging 56 cows, Guernsey with 5 herds averaging 67 cows, and Ayrshire with 3 herds averaging 129 cows.

"High milk, fat and protein produc­tion do not automatically insure profitability; however they are a means of measuring efficiency," Jordan said. Milk contains an aver­age of 13 percent solids, consisting of 3.9 percent fat, 4.9 percent lactose, 3.5 percent protein and 0. 7 percent minerals.

In Dairy Integrated Reproductive Management, a manual Jordan edited, Dr. R. A. Cady of the Univer­sity of New Hampshire observes:

"As more milk is produced by fewer cows on larger farms with narrow profit margins , records become even more important for the survival of a single operation. The sc1ence of dairy farming has become too complex for farmers to make decisions relying strictly on memory and intuition. The informed da1ry producer will make the correct decision more consis­tently than the uninformed one.

Dairy Herd Improvement cooperator Steve Linton, left, of Berkeley County and 1988 W.Va . DHIA President Steve Dransfield of Monroe County were among those participating in the West Virginia Dairy Cattle Show and Festival. (continued next page)

Mid-East Dairy Herd Improvement Corporation with headquarters in Hagerstown, Md., does not mean that the goals have changed. Only the means by which West Virginia dairy producers reach these goals is changing."

"Many have taken the time to nur­ture th1s organ1zation from its birth almost 20 years ago , through a ma­turation process and to its rebirth May 1, 1988 as the merged organi­zation of Mid-East DHIC. The organi­zation owes a great deal to many individuals who have served on the board of directors," Ellen R. Jordan , extension dairy specialist, said.

Although extension is no longer directly involved with the merged day-to-day management of the organization, Jordan cooperates with it. "It takes good cows that are

Year (Begin Ja .. . 1 )

1979

1980

1981

1982

1983

1984

1985

1986

1987

1988

Ten Years of DHIA in West Virginia * Preliminary Data

Total Total Official DHI Total Average Percent Herds Cows Production Cows Milk Cows

On Test On Test Level In W.Va. Production On Test

183 13.305 13,991 37,000 9,459 36.0

185 13,994 14,040 37,000 9,459 37.8

192 14,501 13,971 36,000 9,722 40.3

194 14,889 14,407 36,000 9,694 41.4

179 13,713 14,745 36,000 10,139 38.1

178 13,631 14,444 34,000 10,853 36.8

178 12,202 15,272 34,000 11,235 35.9

172 12,715 15,538 34,000 11,364 37.4

158 11,946 15,539 33,000 10,906 36.2

160 12,043 15,946* 32,000 11 '148* 37.6

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Rusty Linger and Cindy Linger of Randolph County review computer data from their Ration Master Feeder.

4

The new milking parlor at the Linger farm m Randolph County replaces one used for more than 40 years. With a herd of 160 cows, the Lingers found that the new faciltty reduced the milking time from 8 hours to between 3 and 4 hours daily.

W.Va. DHIA tram page 3

The successful dairy producer will depend on records.

"As farming becomes more com­plex, so will records and the infor­mation from those records will need to be more detailed and precise but the characteristics of a good record system will remain basically the same. They must be accurate, cur­rent and complete to be of value. Being on Dairy Herd Improvement won't make a better dairy producer, but better dairy producers use DHI."

DHI records are an excellent man­agement tool. DHI is supervised by managers and state boards of direc­tors. Each state association must conform to uniform national rules.

In DHI, a supervisor visits a herd for a morning and evening milking to weigh and take samples of the milk approximately once a month. In addttion , supervisors collect data on various management practices . The value of DHI is obvious. In 1982, 40,933 herds were enrolled in DHI in the United States. The average production per cow for herds on DHI was 15,27 4 pounds compared to 12,316 pounds tor those not on DHI.

DHI records provide a tool to help dairy producers improve the man­agement of their herds. Using the records can help to identity areas that need improvement. Once changes are made, producers can monitor their success in improving the performance of their herds .

What's black and white and cunous? These Holstein calves, milk producers of the future.

Russell Linger Jr., left, and son Rusty demonstrate the milking machines in their recently completed milking parlor. The milk passes through the tubing into a holding tank.

Milestones in the past 10 years include:

1980 - A series of resolutions was made on April 23 to improve mem­ber services and to enhance the working relationship between Maryland and West Virginia.

1981 - On Sept. 5 it was decided to try to establish a regional lab for making available testing facilities for fat, somatic cell and protein analysis.

1982- The lab at Baltimore be­came operational. Dues were in­creased to 3 cents/cow/month to balance the budget.

1983 - The meter van operated by Ohio Ag Services for the 5-state associations that own it began on­farm visits. This service allowed the meters to be calibrated without shipping them and provided super­visors with consistent schedules. All meters in the state were then checked on an annual basis to en­sure accuracy of weighing devices.

On March 1, R. 0. Kelley, extension dairy specialist retired. Dr. Jordan became superintendent of official records and took over day­to-day management.

DHIA decided to enter into an agree· ment with the WVU Extension Ser­vice to hire a manager who also would assist with dairy educational programs. An additional12 cents/per cow/per month charge was assessed. Denise Lindeman was hired as manager in October.

Earlier, initial investigations into establishing a Md.-W.Va. lab in Hagerstown, Md., began.

Membership agreements and supervisor contracts were devel-

oped in preparation for fulfilling requirements for National DHIA's Quality Certification program.

1984 - West Virginia was certified in the national quality certification program.

By-laws were approved in January and plans continued on developing the two-state lab. The lab opened on Nov. 1. With the lab operating, the remaining Babcock fat testing labs were closed.

1985- David Eddy was hired as manager in April.

1986 - Under Eddy's guidance, W.Va. DHIA continued to meet the standards for quality certification.

1987 - Eddy resigned in October and the board of directors started exploring management alternatives.

1988- W.Va. DHIA members voted to merge with Md. DHIC and form Mid-East Dairy Herd Improvement Corporation. The merger became a reality on May 1 .

Despite the drought, milk produc­tion increased in 1988. DHI records were an important tool to aid in culling the dairy herd to a size which matched the limited forages available.

"Profitable dairying in the 1990s will require ever increasing manage­ment from the farm manager. Hard work and long hours will no longer be sufficient to steer your herd to profitability," Jordan said. •

The board of directors explored management opportunities with Maryland, Ohio and Virginia as well as hiring their own manager. W.Va.

In the waning days of autumn, Dr. Jordan visits with Russell Linger Jr. and Rusty Linger as part of their herd grazes on the valley pasture/and.

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less-than-perfect apples command less-than-top dollar. With that in mind, commercial orchardists are constantly trying to improve the quality of their apples for the fresh fruit market.

A team of West Virginia University extension researchers has devel­oped a new management tool to help growers in that quest.

That tool is a sampling strategy that allows growers to identify and measure packout losses-fruit that will be downgraded or culled be­cause of poor quality or substantial defects . It's called a packout cost! benef1t analysis or audit.

Tara Baugher, extension horticul­turist, and Henry Hogmire, exten­sion entomologist, developed the packout audit through studies con­ducted at nine Eastern Panhandle packing houses. The procedure involves drawing five 1 00-apple samples, inspecting each apple for defects, and recording the data on a grading scheme chart.

The process is so simple that grow­ers can train employees to draw the samples and conduct the audit. The result , the researchers say, is a wealth of information that can increase the average packout by 1 0 to 20 percent.

Tara L. Baugher, extension horti­culturist, says the audit helps grow­ers to determine the major fruit

6

Researchers Focus on eking House Apples

To Upgrade Quality in Fresh Fruit Market

defects, the causes and the per­centage of fruit that will be down­graded by each defect. Further­more, it calculates the loss in revenue as a result of each defect.

"As part of the audit, the grower completes a survey form that helps to show links between defects and management practices," she added . "Armed with this information, the grower can decide whether the revenue loss justifies the cost of changing the practices."

For example, suppose Grower Jones discovers through a packout audit that bruising is costing him $200 per acre in a block of Golden Delicious apples . An evaluation of his harvest practices reveals that rough orchard roads and hardwood bins were the primary culprits .

He calculates the cost of grading the roads and gradually replacing the hardwood bins with plywood bins at $20 per acre per year.

Based on the packout audit, he estimates that profits could be in­creased $50 to $100 per acre per year by making these changes. He decides that the investment is justified.

Grower Smith, on the other hand, learns that she is losing $15 per acre on Red Delicious due to apple scab. Evaluation of the spray schedule indicates the need for

improved timing of sprays based on weather conditions.

The cost of a computerized weather monitoring system would be $60 per acre. That means it would take at least four growing seasons to re­cover its cost. Instead, Grower Smith decides to train an employee to monitor temperatures and leaf wetness in the orchard .

Better decision-making is the key benefit to growers using the pack­out audit, says Dr. Baugher.

"Growers can increase their pro­fitability by decreasing costs,

WVU extension specialist Tara Bauger, left, and Henry Hogmire inspect a random sample of apples for defects.

The packout audit uses the examination of individual apples to predict overall fruit packout. Growers can use the findmgs to make management decisiOns to improve fruit quality.

increasing production , or increasing fruit quality. Most growers already know how to cut costs or increase production; ways to improve quality are harder to identify and assess, " she added.

Many of West Virginia 's fruit grow­ers already have adopted the Inte­grated Orchard Management (10M) approach to improve fruit quality and reduce production costs. This system bases pest control and other management practices on regular scouting of orchard conditions rather than on set spray schedules. The packout audit helps to assess the effectiveness of 10M practices, the researchers note.

Detects that downgrade apple quality include insect and disease damage, cuts and bruises and phy­siological disorders. Irregularities in size, color and form also will bring a lower grade and a lower price.

The top grade, "extra fancy ," is reserved for apples that are virtually perfect. The next grade is "fancy ," followed by "U.S. No.1," "U.S. Utility" and "Cull ." Growers often pack only the top two grades for the fresh apple market; the remaining fruit goes to food processing plants to be used in other products.

Dr. Hogmire said bruising was shown to be the primary cause of losses in the West Virginia packing

houses involved in the research effort. Low numbers of disease- and insect-caused defects reflect the success of current pest control programs, he added.

Harvested apples travel on conveyor belts at the packing house, where they are graded, packed and ship­ped to market.

"A major revelation from our study is that more work is needed on man­agement practices that influence color, bruising and fruit size," he said. "Although weather partially affects these conditions, the audit showed that their occurrence can be reduced by as much as 50 percent by changes in management practices. "

For the study, the WVU researchers used an electronic data logger, then downloaded the data to a computer. They organized the information using spreadsheet software devel­oped by Gary Lightner, computer specialist with the U.S. Department of Agriculture's Appalachian Fruit Research Station in Kearneysville . Summaries revealed packout per­centages in each grade as well as defects causing losses.

"As electronic grading becomes more sophisticated, it will be pos­sible to incorporate the grading scheme directly into computerized apple packing systems," Baugher said. "This would greatly simplify U.S. fruit inspection procedures."

Besides evaluating existing prac­tices, growers also can use a pack­out audit to analyze new 10M stra­tegies or to develop marketing models to predict packout for a given orchard block.

The audit also could be adapted tor use in analyzing peaches, nectar­ines and other crops.

"For growers, the packout audit is a tool they can use to increase pro­fitability. The overall objective is improved fruit quality, and that's certainly something that benefits the consumer as well," Baugher said. •

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Caution: Bull's-eyes Could Be Hazardous To Your Health If Deer Tick Targets You

When are bull's-eyes cause for alarm? When they're caused by ticks; those tiny external parasites that feed exclusively on the blood of vertebrates.

"Deer ticks, especially, present a tremendous health concern because they are the primary carriers of an organism that causes Lyme disease," explained Dr. John F. Baniecki, West Virginia University extension specialist in entomology. "Because animals can contract Lyme disease, the risk of illness to farm workers and pet owners is increased. Two other tick species also carry the disease but they are not prevalent in West Virginia."

Lyme disease occurs worldwide and has been detected in this country in 43 states, mostly in the New Eng­land and Mid-Atlantic regions. To date, two cases have been confirm­ed in West Virginia.

The deer tick, Ixodes dammini, is extremely small, reddish-brown with

8

black legs. A hungry tick is approx­imately the size of a poppy seed. After feeding, it puffs up and swells to the size of a pinhead. Adult females measure only 2 to 3 millimeters ( 10 millimeters equal the w1dth of a d1me) when engorged with blood. The immature stages (larva and nymph) are even smaller.

Larvae of the deer tick acquire the disease-causing bacteria by feeding on infected white-footed mice, or other animals such as shrews or voles. The nymphs that develop from the larvae are responsible for the majority of disease transmission . They prefer to feed on wh1te-tailed deer, but are known to take a blood meal from horses, dogs, cattle and humans.

"The culprit is a small, single-celled, spiral-shaped bacterium called a spirochete wh1ch can enter a hu­man's bloodstream through the feeding activity of the tick or contact with mucous membranes or broken

skin . The longer the tick feeds , the greater the risk of infection. Trans­mission of the spirochete usually requires 24 to 72 hours," Dr. Baniecki said.

When a tick attaches itself to a body-human or animal-it burrows its head into the skin. The bite usu­ally is not painful but the tick regur­gitates after two to three days and, if infected with the spirochetes, transmits the bacteria frequently causing a "bull's-eye" rash . While the centers of the lesions often return to normal, secondary skin lesions can develop weeks later. Sp1rochetes travel through the bloodstream and localize in various organs; eyes, brain, liver, kidneys and bladder.

Typically, Lyme disease also brings varying degrees of flu-like symptoms.

Another common symptom, arthritis (Lyme arthritis), may not become evi­dent for weeks to months after

acquiring the spirochete. Other delayed reactions can involve prob­lems with the nervous system and heart including facial paralysis, meningitis, encephalitis, peripheral neuritis and varying degrees of heart block.

Most diagnoses of Lyme disease are based on clinical observations and patient history . Be sure to tell your doctor if you have been in wooded areas or adjacent grasslands where ti cks might be.

What should you do if you suspect you have been exposed to Lyme disease? ... "First, don't panicl" Baniecki said . "But remember the infection is best treated if diagnosed early. "

"Second, if you are bitten by a deer tick , carefully remove it using tweez­ers. Grasp the tick near the skin and pull upward with a steady force; don't jerk it out! Once the tick has

been removed, wash the area thoroughly and treat it with an antiseptic."

"Treat all ticks as potentially infec­tious agents," Baniecki cautioned. "Handle ticks carefully, avoiding contact with bare hands. Do not squeeze or crush ticks because fluid containing infective agents may be released. Use rubber gloves , tissue or paper towel if you use your fingers to remove a tick."

Preserve the tick by placing it in a vial or bottle of rubbing alcohol. This may be very useful later if tick identification is needed.

"Third, if you have a rash and flu­like symptoms, contact your physi­cian. Lyme disease is treatable with tetracycline and pen1cillin. Improve­ment usually occurs within three to four days. However, the treatment must continue 10 to 14 days to eliminate all the spirochetes. "

Life Cycle of the Deer Tick

' ' ' ' ' ' ' ' '

Pregnant women should be alerted to potential risk, since the spiro­chete, if present in the bloodstream, can be transmitted to the fetus . Complications such as miscarriage or developmental disabilities are possible.

Preventive measures can signifi­cantly reduce the potential for being infected. Always use repellents, especially those containing a formu­lation of DEET, before venturing into tick habitat. Wear long pants, long­sleeve shirt, hat, socks and closed shoes. Tuck pants into the socks and then apply repellent to all exposed surfaces . Light colored clothing will aid in detecting any unattached ticks. Protect pets with tick repellent collars. Examine children, pets, one's self , after re­turning from where ticks might be, then shower. Close watch for several days may reveal any ticks previously missed . "Diligent inspection will be worth the effort," Baniecki explained.

Lyme disease control has met with limited success. Most control pro­grams have targeted the white­footed mouse and the white-tailed deer. Brush control and a pesticide program are useful components to an integrated program aimed at hitting the bull's-eye and reducing the incidence of Lyme disease. •

9

Peking•

Shanghai,

CHINA

0 Taipei

Political Violence in Mainland China Alters Exchangee/s Place in W.Va. 4-H History

TAIWAN , Hong Kong

lt•s not mainland China, but it's close. So, visiting Taiwan will at least fulfill part of Margaret Williams' dreams.

"I never thought I would get to Asia. I have always been fascinated with Chinese culture, and their art and architecture. But I never thought I would go there," Williams explained excitedly in March after she learned of her IFYE assignment to China.

As West Virginia's 1989-90 IFYE­the International Four-H (4-H) Youth Exchangee, Williams was to leave for China on Aug. 20 and not return until December. Then, beginning in January 1990, she was to share her rare experiences with West Virginians.

That two-part itinerary is the typical IFYE schedule. Every fall, the West Virginia University Extension Ser­vice sends an IFYE abroad. And every winter and spring, the IFYE tours the state, bridging the coun­tries and shrinking the distances that hamper peoples' understand­ing of one another.

However, few American IFYEs have had the opportun1ty to visit Asian countries. Fewer still visit China. Williams would have been West Virginia's first exchangee to China. Now, instead, she is the state's first IFYE to Taiwan.

This past summer's violent political repression in China changed Williams ' place in West Virginia 4-H history .

Williams still will make her four­month 1990 West Virginia tour. But her presentations-to an estimated 20,000 West Virginians-will be about Taiwan.

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Bi- Yu Pan (right) , a native of China, coaches Margaret Williams in Mandarin .

Understandably , the 23-year-old Moorefield native expressed some disappointment. She had spent months getting ready for her dream trip.

While working as a student pro­gram coordinator at the YMCA in Blacksburg, Va. , Williams began in March to prepare for her China experience-reading books, talking to Chinese people, establishing contacts in China, participating in a Mandarin class.

"Along the way, I met some Tai­wanese. I wish I had spent more time with them. But I focused on China because I thought I was go­ing there," she said regretfully.

Her thirst for Chinese culture was so great that she worked through her Blacksburg contacts to line up one month 's additional travel through northern Ch1na.

That was necessary because the proposed Chinese IFYE tour differed from the norm. Generally, IFYEs visit host countries for six months and sample l1fe in several reg1ons of their "adopted" land. The Ch1nese IFYE agreement, however, provided only for a one-area, three-month program, a period too brief and restricted for Williams' interests.

Her Chinese IFYE tour differed in other ways, too. For example, IFYEs generally live with and work side

by side with their rural host fam­ilies- being treated as working members of the family, not as guests , learning about the culture by living it.

But, Williams was told, this work­experience approach conflicts with the Chinese people's traditional way of honoring their guests . So, in­stead , she was to live with Chinese students at an animal husbandry research institute in the province of Guangxi.

Occasionally, Williams would have been the guest of host families. But she would not have had extended visits with them.

Word of the format change did not dampen Williams ' enthusiasm. She simply responded to the news by mapping out her own itinerary: She would travel solo through northern China-registering at YMCAs, living in youth hotels , and staying in the private homes of friends of friends.

Those plans evaporated when China 's boiling political problems finally exploded in the streets.

Though her China plans were canceled in June, Williams did not receive and accept her reassign­ment until July 13. She left for Taiwan Aug. 9.

"Because of the lack of time , one problem will be that I won 't be as prepared as I would like to be. I want to have the basic understanding of the culture and the different dos and don 'ts. I'd like to see it they are or aren 't similar to what I've learned for Ch1na, " she explained before she left.

The 4-H representative must make those comparisons more quickly than she would normally. Taiwan

While meeting with the YMCA's (language skills) "Let's Talk Group," Margaret Williams (standing, second from right) discusses her original China itinerary with (left to right) Ji Ju Yan of Taiwan, Orient traveler Mary Brunger of Blacksburg, Va., and Ma Xizhong of China.

is among those countries that ex­change IFYEs for six months-June to December. Williams' late depar­ture means her Taiwan IFYE sched­ule will be abbreviated by two months. Fortunately, her hosts said they would leave their traditional one-month language school in her schedule.

That additional training should improve Williams' communications with the families she will live and work with as an "adopted" daugh­ter. Her enhanced language skills also will prove invaluable as she compares and contrasts Taiwan's 4-H program, an exploration she said she was eagerly anticipating.

Just being a 4-H representative to a foreign country has fulfilled one of Williams ' major goals. Early in her 4-H career, she started dream­ing of an IFYE assignment when her parents , Renick and Betty Williams of Moorefield , began serving as host parents to foreign exchange students and IFYEs to America. A 1988 graduate of Virginia Poly­technic Institute and State Univer­sity (VPI) , the Hardy County native is quite accustomed to being on the road. As a 4-H member, she parti-

cipated in a variety of county and state camps, including serving as a volunteer camping assistant in Kanawha and Randolph counties .

She also has traveled in other states, including a trip to Hawaii. As a high school French studies student, she spent two weeks in France in 1984.

And in 1988, she traveled to Cen­tral America and to West Germany. Though both trips were sponsored by different organizations, Williams signed on for the same reason: "Sharing and learning from the people of the world," she believes, "is essential for global peace. I want to be a part of this process."

Williams' IFYE experience is part of the IFYE program conducted by the National 4-H Council for the Co­operative Extension Service (CES).

CES selects IFYE representatives from candidates recommended by the Horne Economics and 4-H Division of the West Virginia University Extension Service.

The money to send an IFYE abroad is raised partly through 4-H clubs, Friends of 4-H, 4-H Alumni, and the W.Va. 4-H Club Foundation. •

11

VISION is published three times a year by the West Virginia University Extension Service.

Contributing writers: Rachel B.Tompkins, Florita S. Montgomery, Grace H.Truman and Jerry Kessel

Layout & Graphics: Hoye Walls

Artwork: Kisane Filmer

Printing: WVU Publications Services

Rachel B.Tompkins Associate Provost for Extension and Economic Development

Programs and activities offered by the West Virginia University Cooperative Extension Service are available to all persons without regard to race, color, sex, national origin, or handicap.

Cooperative Extension Work in Agriculture and Home Economics, West Virginia University and the United States Department of Agriculture, Cooperating. Rachel B.Tompkins, Director, Morgantown, West Virginia. Published in Furtherance of Acts of Congress of May 8 and June 30, 1914.

Photo Credits: Bob Beverly, Vic Haines, David Leach and Ed Petrosky

Director, Cooperative Extension Service P.O. Box 6031, Knapp Hall

Nonprofit Organ1zat1on

US Postage Pa1d

Morgantown, WV

Pcrrn1t No. 34

Morgantown, WV 26506-6031