1. MANAGING Tough Times MAPPING THE FUTURE together

2. MANAGING Tough Times Our Planning Map MAPPING THE FUTURE together Sue Crum

3. MANAGING Tough Times 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

4. MANAGING Tough Times 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

5. MANAGING Tough Times 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

6. MANAGING Tough Times 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

7. MANAGING Tough Times 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

8. MANAGING Tough Times organization focus We Really Know Our Clients We are Recognized for Program Excellence Transforming Ourselves Expanding and Stewarding Resources Awareness and Appreciation STRATEGIC PLAN

9. MANAGING Tough Times 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

10. MANAGING Tough Times action goals 1)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

11. MANAGING Tough Times 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

12. MANAGING Tough Times 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 WE ARE RECOGNIZED FOR PROGRAM EXCELLENCE

13. MANAGING Tough Times 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 statements WE REALLY KNOW OUR CLIENTS

14. MANAGING Tough Times 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 ARE RECOGNIZED FOR PROGRAM EXCELLENCE

15. MANAGING Tough Times 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 priority TRANSFORMING OURSELVES

16. MANAGING Tough Times 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 goals TRANSFORMING OURSELVES

17. MANAGING Tough Times 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 statements TRANSFORMING OURSELVES

18. MANAGING Tough Times We will grow our resource engine and better utilize our precious resources. strategic priority EXPANDING AND STEWARDING RESOURCES

19. MANAGING Tough Times 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 EXPANDING AND STEWARDING RESOURCES

20. MANAGING Tough Times 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 EXPANDING AND STEWARDING RESOURCES

21. MANAGING Tough Times We will be widely recognized, respected, and trusted as a valuable treasure among Iowans and our stakeholders. strategic priority AWARENESS AND APPRECIATION

22. MANAGING Tough Times 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 goals AWARENESS AND APPRECIATION

23. MANAGING Tough Times 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 statements AWARENESS AND APPRECIATION

24. MANAGING Tough Times 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 outcome STRATEGIC PLAN

25. MANAGING Tough Times 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