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Capital
Region Strategic Plan
The
following information was taken from the Capital Region's
Strategic Plan. If you would like to read this in it's entirety,
please email lsz1@psu.edu to receive
a copy.
Mission
The Capital Region Cooperative Extension team consists
of county extension offices located in Adams, Cumberland, Dauphin,
Franklin, Lancaster, Lebanon, and York counties. Cooperative Extension
assists individuals in the analysis and decision making process by
providing insight into various alternative solutions. Our focus can
best be described through our Mission, Vision and Statement of Values.
Values
Capital Region Cooperative Extension and Outreach strives to be the
recognized, reliable, educational resource that provides timely, research
based information.
- Encourage life long learning and access to information and knowledge
for all Capital Region citizens.
- Encourage interdisciplinary collaboration and communication
to solve complex problems for the common good.
- Dependence upon the cooperation, support and encouragement of
grass roots volunteers to actively participate in the planning
and implementation of educational programs.
- Dedicated to diversity, multicultural understanding and cross-cultural
competence.
- Open to change and responsiveness to emerging issues.
- Collaborate with diverse partnerships, including public, private,
and governmental entities.
- Value local, state, and federal support that provides enabling
resources.
Goals and Objectives
To carry out our mission, we will pursue the following goals:
1.
Market Analysis and Competition
Define various market segments within each program planning area
- Training for agents to determine clearly defined client segments
for focused programming will be incorporated at Regional Conference.
- Each program planning committee to define market segments.
- Of market segments identified, determine availability of regional
and state recourses (as identified in State Plan of Work).
- Identify market segments that Capital Region educational programming
will serve to clearly define program planning.
- Review and organize advisory committees for representation
from each market segment identified to be served.
Identify competitive strengths and weaknesses
- Determine potential strategic linkages and possible programming
opportunities with industry, agencies, organizations, and PSU
partners.
Conduct critical issue identification and trend
analysis with each market segment
- Each program planning committee to complete critical issues
identification.
2.
Programming
Enhance program development process and establish mechanism for
monitoring program quality
- CEDs and Regional Director ensure that all appropriate staff
program planning groups and volunteer county advisory groups
are in place and that leadership is identified for each group.
- Each regional program planning committee will define program
with regional focus incorporating needs assessment, previous
market and competitive analysis.
- Program planning committees will establish regional teaching
teams for selected programs.
- Agents and regional program planning committees will identify
and prioritize multiple delivery methods targeted for specific
audiences.
- Local boards and grass root volunteers will provide input.
Determine viability of existing programs
- Program planning committees will utilize the tool "Getting
Ahead by Letting Go" or a similar type resource to categorize
programs as those that need to be newly developed, enhanced,
maintained, or discontinued.
- Program planning committees will explore existing and potential
technologies that would enable "rapid response" methods
to enable timely response to critical issues.
Utilize resources including the entire land-grant
University system
- Regional Director, in conjunction with the Regional Outreach
Council, will initiate linkages with other Penn State entities
that have potential resources to augment identified regional
program emphasis.
- Based on competitive strengths and weakness analysis, strategic
linkages with organizations, industry, and PSU partners will
be incorporated into program development and delivery processes.
Develop additional sources of funding to enhance
programming
- CEDs, Regional PCCEA, and the Regional Director will establish
a priority list for funding needs for the region and develop
a strategy to enlist needed funds including the use of soft
dollars and fixed term positions.
Develop process to determine programming needs
for underrepresented audiences
- Over the next five years each county will engage in an on-site
civil rights assessment to identify opportunities to provide
educational efforts to underrepresented audiences.
3.
Marketing
Ensure market segments are aware of available program
- Each program planning committee will develop a resource listing
of segment specific marketing opportunities.
- Regional Director will utilize regional resources and matching
funds to obtain marketing expertise through Continuing Education.
- Within program year 99/00, a minimum of one program per regional
program planning committee will utilize marketing research to
target marketing with one program effort that has regional applicability.
Develop regional "Extension awareness"
marketing program
- Regional PCCEA and an appointed ad hoc marketing team will
develop an overall marketing plan for the Capital Region utilizing
expertise of Continuing Education Marketing and Development
Associate. Some specific ideas for development include:
- Presentation elements/aids that identify Penn State Cooperative
Extension (including signs, attire, attaches, graphic designs
for presentations)
- Promotional Pieces (including cable and TV ads, radio
spots)
- Development of regional and county web site information
- Incorporation of marketing costs into program cost
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