Empowerment through Education

Transcription

1 Empowerment through Education Strategic Plan Goal #1: Ohio citizens benefit from Ohio State University Extension education and research resources. Goal #2: World- class Ohio State University Extension professionals are developed and sustained. Goal #3: Ohio State University Extension is recognized among the premier Extension programs in the nation. Initiative 1: Proactively address relevant local, regional and statewide educational and research needs. Strategy/Tactic: The State Extension Advisory Committee meets regularly with all program areas represented. Counties have Extension Advisory Committees with all program areas represented. Counties have program- area specific advisory committees for each funded program area. Action Steps: 1. RDs, working with PDE, assess what we have now. Analyze data from 4- H Survey to identify counties that currently have 4- H advisory committees. 2. Update/complete guidelines on how to create and work with county advisory committees. 3. Release Extension Advisory Committee guidelines and provide training at County Extension Director (CED) spring workshops. 4. On- going communications with County Commissioners and other key stakeholder groups. Strategy/Tactic: Assess clientele/customer satisfaction. 2/28/14 1/31/14 5/31/14 RDs, PDE/D. Lewis T. Archer B. Kelbaugh, T. Archer, G. Wolford, R. Schmiesing RDs, CEDs K. Smith, G. Wolford, B. McPheron Action Steps: 1. Research existing Extension clientele/customer satisfaction surveys and best practices (e.g., Florida). 2. Provide training for Extension employees about clientele/customer satisfaction surveys. 3. Conduct customer satisfaction survey. 1/5/14 9/30/14 PDE/K. Peebles PDE/K. Peebles, CEDs PDE/K. Peebles Metrics: 100% of counties use needs assessment results to guide local programmatic and research efforts annually beginning in % of counties have Extension Advisory Committees with all program areas represented by The diversity of the committees is reflective of county demographics. 100% of counties have advisory subcommittees for each funded program area by % of customers surveyed indicating satisfaction - baseline in 2014, maintain or increase. Page 1 of 10

2 Initiative 2: Demonstrate the impact (e.g., return on expectations, return on investment (ROI), public value) of OSU Extension programs. Strategy/Tactic: Implement evaluation methodologies to measure program impact. Action Steps: 1. ADs meet with PDE to review indicators for each POA and edit as appropriate. PDE establishes a plan/timeline for implementation. 2. RiV training for program professionals will be a mandatory component of new employee orientation. 3. All signature programs have evaluation tools identified/developed. 4. Signature program team leaders identify/review indicators to measure success of their programs and encourage program professionals to track indicators in RiV. 5. Current program professionals who have not previously participated in a RiV training will. 6. Provide training on evaluation methodologies to measure program impact. 7. Provide training on impact statement writing, including economic impact and public value. 8. ADs encourage and support program teams to implement evaluation methodologies to measure program impact. 9. During performance reviews, supervisors critically read impact statements in RiV documentation and coach program professionals on methods/ideas for improvement. Strategy/Tactic: Report impacts in multiple formats and venues. 1/1/14 1/1/14 1/1/14 1/1/14 6/30/14 ADs, PDE/D. Lewis, HR, PDE Sig. Prog. Leaders, K. Martin, ADs, PDE K. Martin, PDE, Sig. Prog. Leaders, ADs, RDs PDE & ADs PDE & ADs PDE & ADs Supervisors of program professionals Action Steps: 1. Impact statement writing training will include ideas on how to share impact results in multiple formats including blogs, tweets, websites, and other social media in addition to how to create written/oral reports for advisory committees and other stakeholders. 1/31/14 K. Martin, ADs, RDs, PDE, S. Steel, EdTechs Metrics: 100% of signature programs have impact/roi reports by Dec % of program professionals report impact statements on at least two programs by Dec Page 2 of 10

3 Initiative 3: Cultivate partnerships that contribute to the solution of societal issues related to health and wellness, food production and security, energy and environment. Strategy/Tactic: Engage partners (e.g., state specialists, faculty across campuses, state agencies, community leaders, business/industry partners, clientele, alumni, etc.) in applied research, teaching and learning. Action Steps: 1. ADs and RDs encourage and support program teams to actively engage partners, seeking to make connections between discovery theme work and opportunities for applied research, teaching and learning. 2. ADs and RDs encourage and support program professionals and teams to establish clear applied research expectations, targeting the Discovery Themes. Metrics: $ increase in funding received to proactively address grand challenges. # of presentations or publications as a result of collaborative effort. (increase or maintain; baseline in 2014). K. Martin, ADs, RDs K. Martin, ADs, RDs Page 3 of 10

4 Initiative 4: Ensure financial sustainability for OSU Extension. Strategy/Tactic: Individuals, specialists, teams, and assistant directors secure and maintain traditional and non- traditional funding streams for research and educational priorities. Action Steps: 1. Add additional human capacity in Extension Resource Development to assist with grant writing and contract development. 2. ADs and RDs work with individuals, specialists, and teams to set annual revenue generation/cost recovery targets to support research and educational priorities. 6/30/2014 RDs, ADs Strategy/Tactic: Continue to work with OSU/CFAES Advancement and set goals for growth and priority programs. Action Steps: 1. Admin. Cabinet works with OSU/CFAES Advancement to set goals for philanthropic growth. 2. CFAES/OSU Extension Development Officers provide philanthropy 101 training. 3. CEDs work with CFAES/OSU Extension Development Officers to plan and implement coordinated local advancement efforts (building on and extending 4- H endowment efforts). 5/31/14 5/31/15 K. Smith, Admin Cabinet, C. Delisio, CFAES Advancement CFAES Advancement RD s, CFAES Advancement, CEDs Metrics: 5% annual increase in non- appropriated category (05 funds) organizationally. $ increase in annual development fundraising (baseline in 2013). 5% annual increase in designated dollars category (06 fund) organizationally. Page 4 of 10

5 Initiative 5: Expand the use of technology to deliver programming. Strategy/Tactic: Expand elearning. Explore and implement new technologies. Action Steps: 1. $200,000 allocated to support Ed Tech pilot for staffing and training/education to increase integration of technology into program development and delivery. 2. Convene an advisory committee to identify equipment and technology needs and procurement strategies to expand elearning and support programming. The establishment and implementation of a lifecycle management process for IT hardware, software and infrastructure and a support model (in collaboration with college/university support) based upon the tools and strategies proposed to support of elearning will also be addressed. 7/1/13 1/31/14 K. Martin, Info Tech Svcs, ADs J. Thomas, EdTechs 3. AD s catalogue current elearning modules. 3/31/14 K. Martin, ADs, PDE 4. Provide training to program employees related to formal and informal elearning curriculum development and delivery. 5. Establish procedures/processes to measure effectiveness of teaching via distance and /or on- line strategies. 6. AD s support and encourage program employees to create elearning, targeting a 10% annual increase in either elearning utilization, or in # of elearning modules created. 12/31/15 K. Martin, ADs, Communications, PDE, OIT K. Martin, ADs, PDE, HR K. Martin, ADs, PDE, RDs Strategy/Tactic: Develop and implement a new web presence for state and county sites. Action Steps: 1. Convene a web update design team. 2. Identify functionality and website design requirements. 3. Build and deploy new website. 4. Provide training on how to add/update/maintain content on the new website. 1/31/14 3/31/14 4/30/15 C. Buck C. Buck, Design Team, Communications Communications B. Scranton, CEDs, RDs, ADs Metrics: 100% of counties have implemented new web presence by June % annual increase in elearning resources from 2015 thru 2019 (baseline existing elearning resources in Jan. 2014). Page 5 of 10

6 Initiative 6: Strengthen marketing and communication strategies to build OSU Extension as an integral component of the OSU brand. Strategy/Tactic: Assess and market the value and benefits of OSU Extension programs, products and application of research findings through the development of targeted messages and tools. Develop a coordinated online and social media strategy. Action Steps: 1. Conduct a random survey of Ohioans to determine baseline level of awareness and value assessments of OSU Extension by June 30, 2014; repeat every other year. 6/30/14 C. Buck, K. Martin, ADs, G. Wolford, PDE 2. ADs lead the development of a comprehensive marketing plan for their program area. 3. Work with Communications to develop and deliver a toolkit that includes targeted messages, marketing/publication templates and tools to be used by all employees to market the value and benefits of OSU Extension. 4. Provide training for all employees to establish a common frame of reference and foundation for communicating the full scope of OSU Extension programs, products and applications of research findings. 5. Encourage the use of, and provide training for, social media strategies by employees to reach organizational goals, including the use of data from social media tracking tools. Metrics: % increase in awareness and value assessment of OSU Extension. 6/30/15 6/30/15 ADs, C. Buck, S. Steel C. Buck, S. Steel, CES, OJCEP K. Martin, ADs, RDs, CEDs C. Buck EdTechs, J. Thomas, ADs, RDs, CEDs # of social media hits/number of impressions from social media tracking tools. (baseline in 2014). # of employees using social media. Page 6 of 10

7 Initiative 7: Become a leader in addressing emerging issues and shaping real- world solutions. Strategy/Tactic: Conduct a statewide needs assessment and use results to prioritize programmatic and research efforts. Identify low- impact/low- priority programming that should be reduced/eliminated. Action Steps: 1. Add additional human capacity in PDE. 2. Conduct a statewide needs assessment (Combine with the random survey of Ohioans). 3. Needs assessment are used to prioritize programmatic and research efforts and combined with impact, awareness and value assessments to identify low- impact/low- priority programming that should be reduced/eliminated. 4. Capitalize on the expanded use of technology to deliver programming. 1/31/14 6/30/14 10/31/14 K. Martin, ADs, RDs, PDE/D. Lewis ADs, RDs, CEDs ADs & EdTechs Strategy/Tactic: Create synergy through increased interdisciplinary approaches to propose solutions to real- world problems (i.e. translation of research to practice). Action Steps: 1. Convene a think- tank work group focused on new ideas and emerging issues; include representatives from university partners, the private sector, OJCEP and CES. 2. Launch an annual applied research colloquium that involves the students, faculty and staff of CFAES and partner colleges. 3. Conduct a series of visioning the future of cooperative extension conversations. 4. Combine statewide needs assessment, impact, and think- tank results to identify and prioritize new ideas that must be implemented and existing efforts that must be strengthened. Metrics: Statewide needs assessment initiated by June 1, /30/14 7/31/15 K. Smith, B. McPheron, J. Thomas K. Smith, S. Slack. L. Martin, B. McPheron B. McPheron, OSU Ext., Extension Stakeholders K. Martin, ADs, RDs, CEDs Statewide needs assessment results are used to prioritize programmatic and research efforts by October 31, # interdisciplinary teams - baseline $ amount of discovery theme dollars received. Page 7 of 10

8 Initiative 8: Foster career and professional development. Strategy/Tactic: Provide ongoing coaching and mentoring of employees. Action Steps: 1. HR provides leadership in convening a workgroup to develop protocols for coaching and mentoring to fit our various employee categories. Consider the needs of faculty and A&P promotion. 2. HR trains supervisors on the new protocols and expectations. 3. Supervisors work with their direct reports to implement protocols. 4. ADs take lead from a programmatic standpoint in mentoring faculty in their respective program areas. 1/31/14 1/31/15 3/31/15 HR Leader, RDs, CES & OJCEP HR All supervisors ADs Strategy/Tactic: Provide support/training for professional advancement (career pathing). Action Steps: 1. Supervisors incorporate professional advancement in annual performance review conversations. 2. HR documents and benchmarks what is currently being spent on support/training for professional development and makes recommendations to Ext. Admin. Cabinet related to allocation of resources for professional advancement. 3. HR provides greater clarity related to roles and job categories/classifications. 4. HR provides just in time coaching and/or training to supervisors related to job categories/classifications. 5. HR provides leadership to identify OSU Extension Career Path and Succession Plans. Strategy/Tactic: Assess and improve core competencies. Action Steps: 1. Supervisors address professional development for maintaining and improving core competencies in annual performance review conversations. 4/1/14 10/31/14 1/1/15 12/31/15 Supervisors & all employees HR Leader HR Leader HR Leader HR Leader Supervisors & all employees Strategy/Tactic: Identify and support skill development for Areas of Expertise (AoEs). Action Steps: 1. Identify AoEs (skill sets) for all employees. 12/31/15 HR, Business Ops, ADs, RDs, PDE, CES, OJCEP 2. Supervisors address professional development for building and enhancing AoEs in annual performance review conversations. Supervisors & all employees Metrics: 100% of employees annually self- assess core competencies and discuss with supervisor; improvement plans implemented when necessary. 100% of employees have identified support team members. OSU Extension Career Path and Succession Plans are identified (by Jan. 2015). Page 8 of 10

9 Initiative 9: Explore and replicate effective alternative staffing, program delivery and funding approaches. Strategies/Tactics: Research, pilot and evaluate alternative staffing approaches/models. Research, pilot and evaluate alternative program delivery approaches/models. Research, pilot and evaluate alternative funding approaches/models. Replicate effective approaches/models for staffing, programming, and funding. Action Steps: 1. Extension Administrative Cabinet forms work groups to investigate alternative staffing, program delivery, and funding approaches/models. 2. Work groups report and make recommendations to Extension Administrative Cabinet regarding specific alternative staffing, program delivery, and funding approaches/models to pilot. 3. Alternative staffing, program delivery and funding approaches/models are piloted and evaluated. 4. Effective (i.e. best practice) approaches/models are replicated. 6/30/14 1/31/15 12/31/17 12/31/19 K. Smith,, B. McPheron, CES, OJCEP Work groups, B. McPheron, B. McPheron Metrics: Impact of alternative approaches/models determined and reported. Page 9 of 10

10 Initiative 10: Build capacity to more effectively address the needs of diverse audiences. Strategies/Tactics: Develop skills and competencies of both employees and volunteers to meet the needs of the diverse audiences they serve. Target and deliver education to diverse audiences. Action Steps: 1. Continue engagement with College Diversity Catalyst team and their leadership of diversity efforts. 2. Review and follow recommendations of College Climate Survey (an assessment of workplace culture and practices related to diversity conducted every 5 years). 3. Identify and promote the use of resources to meet needs of diverse audiences, including the identification of culturally competent individuals to mentor both employees and volunteers. 4. Provide training for employees and volunteers that enables them to work more effectively with diverse audiences. Employees and volunteers participate in general diversity training every year, and AA/EEO training every 4 years. 5. Develop curricula to identify and work effectively with diverse audiences to be used in the training of volunteers and advisory committees. Curriculum and supporting resources are housed on an OSU Extension intranet website. 6/30/15 K. Lechman & Diversity Catalyst Team K. Lechman, RDs, Diversity Catalyst Team K. Lechman, K. Lechman, Urban RD, CFAES Diversity Catalyst Team, UMAT, J. Dick Strategies/Tactics: Recruit and retain greater numbers of educators and program middle managers from segments of the population currently underrepresented. Action Steps: 1. Work with university HR recruitment specialists and Extension professional associations more closely on marketing positions to segments of the population currently underrepresented. 2. Follow university diversity enhancement guidelines. (Retention is addressed in career and professional development.) Metrics: # of diverse audience participants. HR Leader, K. Lechman & Diversity Catalyst Team Hiring supervisors & HR By 2019, the OSU Extension employee base will more closely resemble the demographics of the nation and the state by annually increasing the percentages of minorities hired in program and middle manager positions. Current organization (2013) demographics are: 91% white; 0.3% Asian; 1.6% Latino; 3.2% African American; and 1 (# not %) Native American. # of Climate Survey recommendations implemented. # of participant hours in diversity trainings. OSU Extension Mission: Engaging people to strengthen their lives and communities through research-based educational programming. Page 10 of 10