Operational Strategic Plan Thematic Areas
Enhancing Diversity
Situation Statement
We do not consistently identify & understand the diverse needs of our communities, restricting our ability to fully-engage constituents across all our program areas.
Objective
Define and achieve program participation for all demographics, particularly for under-represented populations.
Metrics
1) KSRE demographic program/event survey results
2) Parity calculations for our local unit as a whole
3) Participation of under-represented populations
Activities
• Identify underserved populations for each program area and strategize an outreach campaign to reach new audiences annually.
• Attend more community events to extend our reach into under-represented audiences.
• Develop strategic partnerships with organizations serving underserved/unserved audiences
• Survey current volunteers and program participants to evaluate current demographics
Outcomes
• Our programmatic efforts are successful in reaching all demographic segments across the county.
• Our board, PDCs, and staff are demographically aligned to our community.
Communications
Situation Statement
There is no formal strategic communication plan that allocates resources to evaluate efficiency and effectiveness of our communications strategy.
Objective
To be known and trusted.
Metrics
1) Level of engagement of public with social media
2) Level of participation in existing programming
3) Communications plan implementation
Activities
• Develop multi-faceted Communications and Marketing Plan to guide outreach strategies for each program area (establish Communications Committee to develop plan)
• Examine board communications to optimize staff/board coordination
• Use storytelling for impactful engagement
• Enhance board video reports for public distribution
Outcomes
• K-State Research and Extension - Douglas County is a partner integrating scientific knowledge to elevate community conversations, cooperative learning, and collaborative leadership in building more sustainable, healthy communities around land stewardship, economic development, food systems, community health, family and youth development.
• K-State Research and Extension – Douglas County helps build healthy communities by using evidence-based practices to address agriculture needs, healthy food, sustainable living and youth education.
• Facilitating experiences, conversation, engagement and collaboration with community members, groups and the county allows K-State Research and Extension – Douglas County to empower and impact the health of the people and communities in Douglas County.
• There is no question about what we can be trusted to do.
Partnerships
Situation Statement
We collaboratively address community-wide issues. We leverage community partnerships to grow new audiences. We struggle to know how to participate with valued partners.
Objective
To extend resources by collaborating with strategic partners in areas of community need.
Metrics
1) Agent involvement with groups across the county
2) Number of strategic partnerships created and/or sustained
3) Creation of new funding streams
Activities
• Recruit new agencies/groups participating in collaborative partnerships.
o Ensure that it’s not just the individual connected to the partnership but the organization.
• Facilitate regional connections across communities.
• Establish stronger connections between local unit staff and regional/state specialists.
• Celebrate partners' efforts toward collective impact efforts.
• Add diverse participants to program planning.
• Develop and deliver targeted programs with and for underserved audiences
• Strengthen awareness of our resources and promote collaborative interactions.
Outcomes
• Our organization collaborates and integrates as a community partner by building trust.
Program Development Committees
Situation Statement
PDC members and agents lack direction and purpose. Reasons include lack of communication between members and staff and orientation to the PDC objectives.
Objective
PDCs are assets that align with our mission, support agents, and engage with communities.
Metrics
1) PDC attendance at meetings
2) PDC attendance at events
3) PDC survey on engagement
Activities
• Develop an application process to recruit and screen candidates for annual elections.
• Develop a localized position description for PDC members and PDC chairs.
• Provide comprehensive orientation to the agency and mission.
• Steward the programmatic areas of focus set by the Program Development Committees
• Develop a PDC Handbook detailing responsibilities and expectations including schedule and reporting procedures.
• Annual review of progress toward activities and objective.
• Develop annual PDC member evaluation to monitor progress.
Outcomes
• Clear expectations for incoming PDC members and PDC chairs.
• PDC Members contributing to program guidance, direction and planning.
• Diverse representation on the PDCs is a reflection of the community.
Work Environment
Situation Statement
Our mix of seasoned and new staff creates opportunity for us to leverage new ideas with institutional knowledge and community expectations. Maintaining a healthy work environment requires constant attention to workplace culture and team building among staff and Extension Council members.
Objective
Fully-trained agents and staff with appropriate workload who report increased satisfaction and productivity.
Metrics
1) Local employee morale/engagement survey focused on work environment
2) Results of Family Friendly Workplace survey through the BCBS Pathways Project
3) Turnover rate
Activities
• Conduct quarterly morale boosters for staff.
• Continue policy allowing employees to work up to 40% remotely.
• Contract with an external firm to conduct janitorial services.
• Ensure professional development plans reflect strategic plan and Lean Six Sigma metrics.
• Proactively incorporate Extension Council members into workplace activities.
• Staff and board members complete quality improvement training.
• Promote positive collaboration & conflict resolution strategies.
• Explore funding for full-time bookkeeper.
• Conduct Family Friendly Workplace assessment.
• Conduct quarterly engagement surveys and share results.
Outcomes
• Our employees have opportunities to advance their skills.
• Our employees are appropriately compensated provided their workload, experience, leadership responsibilities and credentials.
• Employee engagement scores increase.
• Board Members feel equipped to be ambassadors for the unit and programs.
• Council members are ambassadors and resources for the overall organization.
Operational Funding
Situation Statement
Current funding sources limit ability to expand programming, staff, and other resources with no expectation of future funding opportunities.
Objective
Core operational funding covers projected expenses and program expansion.
Metrics
1) Non-appropriated fund transactions
2) Salary improvements occur annually with at least cost-of-living increases
3) Communications plan includes tactics for funding sources
Activities
• Submit grant funding proposals annually that include facilities & administrative overhead and salary/benefits recovery.
• Continue discussions with other local units of KSRE to explore districting.
• Request regular increases in allocations from the University and County to account for inflation and to expand capacity.
• Facilitate the contributions of current and planned gifts.
• Explore opportunities for shared positions with partners and/or other local units.
• Work toward shared positions with neighboring local units of KSRE.
• Explore future profit centers consistent with the mission.
Outcomes
• Steady or growing unrestricted reserve and competitive pay for staff.
• Non-appropriated revenues increased to $250,000.
• Diversified funding streams.
• Dynamic staffing plans.
• Staff have what they need.