Operational Strategic Plan Thematic Areas

Communications

Situation Statement

With a dedicated communications staff, the public image and awareness of our programmatic efforts are vastly improved. Communication about the impact of our efforts remains lacking.

Objective

To be known and trusted.

Metrics

1. Level of engagement of public with social media
2. Level of participation in existing programming

Activities

• Continue investing in communications staff and ensure they have what they need to succeed
• Use storytelling for impactful engagement
• Enhance board video reports for public distribution

Outcomes

• K-State 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 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 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. Collaboration assessment results

Activities

• Recruit new agencies/groups participating in collaborative partnerships.
  • Ensure that it’s not just the individual connected to the partnership but the organization.
• Conduct partner satisfaction/assessment surveys throughout the plan period
• Facilitate regional connections across communities.
• Conduct Ripple Effects Mapping to assess the reach of our programs
• Establish stronger connections between local unit staff and regional/state specialists.
• Celebrate partners' efforts toward collective impact efforts.
• Develop and deliver targeted programs with and for underserved audiences

Outcomes

• We are a trusted, reliable partner
• Partners are engaged deeply, with vibrant connections and impacts
• Our organization collaborates and integrates as a community partner by building trust.

Program Development Committees

Situation Statement
Program Development Committee (PDC) members have gained a deeper understanding of their role due to the programmatic elements of the strategic plan and the development of a PDC Handbook. We still struggle to fully engage PDCs and ensure that they are representative of the community.

Objective
PDCs are assets that align with our mission, support agents, and engage with communities.

Metrics

1. PDC attendance at meetings and events
2. Demographic data on elected and appointed PDC members
3. PDC survey on engagement

Activities

• Continue use of the localized PDC Handbook, including position description for PDC members and PDC chairs.
• Ensure all PDC members are aware of each PDC’s schedule of meetings and activities
• Encourage expanded PDC members through informal appointment
• Steward the programmatic areas of focus set by the PDCs
• Provide increased opportunities for PDCs to report on their activities
  • At Executive Board meeting, Open House, Full PDC meetings, etc.
• Develop an annual PDC member evaluation to monitor progress.

Outcomes

• Clear expectations for incoming PDC members and PDC chairs.
• PDC Members contributing to program guidance and advocacy.
• Diverse representation on the PDCs is a reflection of the community.

Work Environment

Situation Statement

Maintaining a healthy work environment requires constant attention to workplace culture, teambuilding, and professional development opportunities. We struggle to integrate volunteers, council, and board members into our office environment.

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.
• Continue to contract out janitorial services.
• Proactively incorporate Extension Council members into workplace activities.
• Promote positive collaboration & conflict resolution strategies.

Outcomes

• Our employees have opportunities to advance their skills.
• Our employees are appropriately compensated based on their workload, experience, leadership responsibilities, and credentials.
• 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
Our operating budgets require supplemental income from nonappropriated transactions to fully fund the organization. We successfully pursue additional funding to expand staffing capacity. Our endowment fund balance is neglected.

Objective
Core operational funding covers projected expenses with annual increases to cover cost of living salary/wage adjustments.

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 savings.
• Be open to discussions with other local units of KSRE to explore districting where feasible.
• Become more effective in requesting 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.
• Explore future profit centers consistent with the mission.

Outcomes

• Steady or growing unrestricted reserve and competitive pay for staff.
• Non-appropriated revenues increased to $350,000.
• Diversified funding streams.
• Dynamic staffing plans.
• Staff have what they need.