| 1 |
unknown!!
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| 2 |
greater visibility and relevance to the citizens of Ohio.
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| 3 |
minimal and expensive.
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| 4 |
determined as parts of the suggested changes to Extension which will be implemented by the strategic plan need some additional thought as they may not be successful in 88 different county programs. What works best for one county or the state may not work so well in another county, needs vary, yet we are all held to the same standards for evaluation and rewards.
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| 5 |
a continued need for our services. We must meet the needs of our clientele to continue to be a needed entity.
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| 6 |
I'm not sure what the rewards will be. Salaries continue to be an issue as we continue to see new people come and stay a very short time. Recent offerings have seen people take teaching jobs for salaries that have a difference of 5 digits plus. We are in trouble when it comes to obtaining quality people as we attempt to refill county positions. Stability and tenured people will be important for the strategic plan and OSU Extension in the future.
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| 7 |
a more narrow focus which will allow us to be more successful.
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| 8 |
that funders and other stakeholders recognize and support Extension as a critical component in addressing Ohio's priority issues
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| 9 |
hopefully to provide needed and up-to-date (current)information to our important clietele whom we are here to serve!
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| 10 |
increased support from constitutients, donors, and the university.
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| 11 |
survival in an increasingly commercially-oriented environment.
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| 12 |
dependant on how many more expectations the Extension Professionals will have placed into their laps.
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| 13 |
Impacts that can be shown statewide. Hopefully an emphasis on teamwork and clustering.
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| 14 |
what we want it to be. If we commit to the strategic plan, it will work to our advantage. If we do not commit to the strategic plan, we will eventually become obsolete. We can either "make or break" OSU Extension.
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| 15 |
start to be seen. Because of how hidden are assets are, it may take awhile to see impacts.
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| 16 |
unclear.
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| 17 |
become apparent.
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| 18 |
in the right direction for 2008/09
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| 19 |
strength and longevity
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| 20 |
determined by the degree to which county employees feel connected to, in harmony with and empowered by administration.
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| 21 |
years down the road.
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| 22 |
I think that it is unlikely that we can predict either positive or negative consequences of the strategic plan because there are so many variables involved. It seems unlikely that we can think of or understand all of the possible ramifications to and interlinkings of program, traditional clientele, staff, morale, specialist program support, new clientele, local funding, balancing state and county expectations, meeting clientele needs, etc. We will just have to cross our fingers and hope that the positive outweighs the negative in the end. I just hope that my job is around long enough for me to retire.
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| 23 |
a more intentional and thoughtful direction, the ability to demonstrate impact more broadly, a chance to embrace new audiences and challenge old assumptions.
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| 24 |
More consistent programming throughout the state. It is hard for me to be more precise at this point.
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| 25 |
Better management of extension programs and better focus on priorities in the state of Ohio as they relate to extension as an educational resource.
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