MANAGING Tough Times MAPPING THE FUTURE together

MANAGING Tough Times

MAPPING THE FUTUREtogether


Our Planning Map

MAPPING THE FUTUREtogether

Sue Crum


we commit to our PURPOSE . . .to• fulfill our Land Grant mission

• improve quality of life

• make Iowa a better place to live

• educate

• provide value to all Iowa citizens

• build capacity

• engage individuals

• support better decision making

through• innovative learning

opportunities

• research-based information

• proven best practices

• lifelong education

MISSION


we want to become . . .

• the premier provider of choice for trusted, reliable information and education

• vital partner/collaborator/connector• catalyst• proactive/responsive• dynamic • investigator and interpreter• highly respected organization/positive image • key player in developing the best informed population

VISION


we strive to live by . . .• trustworthiness/honest/respect/dependability/reliability• integrity• quality/high standards• agility/adaptability/flexibility• teamwork, we versus me• innovation/forward thinking/bold• accessibility• accountability• service with passion

VALUES


development of straw man

• Leadership retreats• ANR, REED, Families workshops, winter ‘09-’10• CER workshop, winter ’10• Communities, Youth, CIRAS planning efforts• Employee interviews• Regional trainings• Blogs

STRATEGIC PLAN


overarching strategic priority

We play a vital role in Iowa’s future. Our next generation Extension organization model will drive long-term sustainability. Our client centered approach to our stakeholders -- Iowa’s long-time residents, communities, businesses, governments, immigrants and newcomers, our youth who are our future leaders, and rural and metropolitan audiences -- will ensure us an integral role in helping Iowans navigate through ever changing conditions.

STRATEGIC PLAN


organization focus

• We Really Know Our Clients• We are Recognized for Program Excellence• Transforming Ourselves• Expanding and Stewarding Resources• Awareness and Appreciation

STRATEGIC PLAN


strategic priority

We will deepen our understanding of the priority needs of our stakeholders and align our resources to meet them.

WE REALLY KNOW OUR CLIENTS


action goals1) Prioritize the most important issues facing

Iowans

2) Partner, identify, and prioritize with Extension Councils

3) Engage, collaborate, and discover

4) Measure program relevance

5) Partner to expand our reach

6) Program around multi-disciplinary

WE REALLY KNOW OUR CLIENTS


Programming is the “product” that Extension provides to enhance our clients’ quality of life. We are evaluated on the quality, innovative delivery, responsiveness, usability and impact of our “product.” We will take our programming from good to great.

strategic priority

WE ARE RECOGNIZED FOR PROGRAM EXCELLENCE


1) Strategic programming based on engagement and researched-based

2) Establish cross-disciplinary development process

3) Incorporate adult-centered learning

4) Create consistent standards

5) Use best educational methods, effective engagement, and emerging technology

6) Establish a consistent measurement system

7) Engage the entire university

action goals



1) Extension has a keen understanding of clients.

2) Extension’s finite resources focus on priority, high impact programs.

3) We leverage our valuable resources.

4) ISU Extension will be the magnet.

outcome statementsWE REALLY KNOW OUR CLIENTS


1) We provide “outcome” based programming and can prove it.

2) We deliver superb methodology and our clients have transforming experiences.

3) We are recognized as the trusted source of choice.

4) We are at the forefront of building key collaborations.

5) Our unique difference gives us a clear advantage over other providers.

outcome statements



We will transform ourselves from “output” based to “outcome” based educators working in a great Extension environment. We are accountable, challenged, rewarded, and proud.

strategic priorityTRANSFORMING OURSELVES


1) Define a professional development plan and enhance our skills to be “outcome” based educators

2) Establish individual accountability

3) Change the performance evaluation processes to reflect our core values and expectations to enhance skills

4) Compensation system that rewards differential performance

5) Provide leadership and growth opportunities

6) Understand and utilize leadership practices

action goalsTRANSFORMING OURSELVES


1) Our skills make us more effective educators and leaders.

2) Employees have diverse opportunities to make contributions of knowledge and research.

3) We enjoy our work and our working environment.

4) We take calculated risks and address issues on the cutting edge.

5) We always challenge ourselves to reach new goals.

6) We are well known, respected, and sought after.

outcome statementsTRANSFORMING OURSELVES


We will grow our resource engine and better utilize our precious resources.

strategic priority

EXPANDING AND STEWARDING RESOURCES


1) Develop a robust revenue generation model

2) Provide for efficiency, agility in distributing resources

3) Manage public and private alliances, relationships, and partnerships

4) Develop an organization-wide center of excellence

5) Allocate resources to encourage cross-disciplinary teams

6) Instill a model for philanthropy

7) Engage ISU students

8) Implement continuous improvement methods

action goals



1) Extension has an expanded and more diverse resource base.

2) We are better able to weather economic cycles.

3) We are agile in re-directing funding to priority programs.

4) ISU graduates view Extension as a career opportunity.

5) We are strong stewards of our resources.

outcome statements



We will be widely recognized, respected, and trusted as a valuable treasure among Iowans and our stakeholders.

strategic priorityAWARENESS AND APPRECIATION


1) Conduct a deliberate, active awareness campaign

2) Leverage communications to distinct, different client bases

3) Increase participation in signature programs

4) Determine market penetration

5) Communicate strategically, frequently, and consistently

6) Develop an organization-wide client database

action goalsAWARENESS AND APPRECIATION


1) People know who Extension is and value what we do.

2) Iowans demand public funds for Extension’s mission.

3) People volunteer time and talent to serve and lead Extension.

4) People know why they should engage Extension.

5) Extension has enhanced client data.

outcome statementsAWARENESS AND APPRECIATION


We are a thriving, well-resourced organization.

We have a diverse, increased client base throughout Iowa and the world.

We have achieved viability and stature within ISU.

underlying strategic outcomeSTRATEGIC PLAN


• Today– Breakout sessions

• Involvement and Input– Employees– Deans– Retirees– Council Members– Influencers and Trusted Advisers

• Plan Roll-out – Early 2011– A companion strategic plan deployment process, metrics,

and operating plan

what’s next …STRATEGIC PLAN

Documents

MANAGING Tough Times MAPPING THE FUTURE together