50.
Turnover has generated periodic labor problems and led to inconsistencies in data collection and research follow-up. Training of new personnel to assume responsibilities of members planning to leave has been accomplished in only a few cases, and remains a problem. Lack of career service position has been partially to blame.
4) a.comodterized data manaament svstem_ would allow for more efficient storage and retrival data and other farm information. One permanent individual should be responsible for maintaining these records. MSTAT could be incorporated for analysis and storage of data. 
5) on farm research designs in a limited number of cases have been complicated by too many variables. The result has been a confounding of variable interactions.
6) the team agronomist cannot effectively manage the year-round work done by the team and meet his faculty responsibilities. There is a need for summer and winter crop agronomists and a full time field biologist to manage multicounty field trials, and data collection. The biologist requires a compliment of field labor.
7) faculty team members probably cannot be evaluated on the same criteria as traditionally used within IFAS. Rather, evaluation should reflect the work they do as members of a FSR/E project, where research activities are generally simplified in order to obtain more immediate and critically important results, and -are "systemic" rather than "component" in nature. This may be one factor limiting the numbers of faculty working with the team. Technology acceptance is the best evaluation tool.
8) since so much work occurs on station, equipment
sharing, land use planning and budgeting need to be coordinated between the FSR/E team and station researchers. The team has coordinated its efforts with the Live Oak ARC since 1982.
9) there is a lack of long-term, carefully thought out
integration between the social-economic and agronomic research activities. Economic studies tend to remain commodity-specific, despite the systems-oriented approach. Measures of how the new technologies being examined are altering labor, managerial, cash flow and related activities are only partially being made. Emphasis, in terms of both support and project objectives, has been given to agronomic activities and problems. There is a need to strengthen social and economic efforts by providing greater participation of faculty from these disciplines on the team. A newly added multicounty agent with specialization in marketing should help tie the micro and macro economic factors to benefit the farmer. The upcoming addition of a marketing/farm management agent should solve this problem.