| 1 |
Market itself in new and innovative ways. Measure its success in different or new ways, and find ways to help its staff measure impact more successfully and more meaningfully than the "traditional" methods. For example, does national Extension still only value face-to-face contact...and disregard or deemphasize our telephonic or digital contacts?
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| 2 |
reduce operations. Based on all that is happening in the economy it is enevitable. Several program areas can function from a regional or cluster basis. A 4H educator is not needed in every county. All of this can occur while still maintaining a county presence in every county in Ohio
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| 3 |
do more with less
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| 4 |
keep a strong presence in each county and cleverly look for ways to stretch our limited resources.
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| 5 |
Find a way to create job security for its best personnel; otherwise the best personnel - those who have the skills and ability to help Extension succeed - will find other positions.
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| 6 |
-- evaluate/fill/cut positions based on NEED and less on political pressures internally or externally.
-- NOT be tied to historic structures (internal politics) and give up some things
-- narrow range of "free" and "generalist" services and strengthen specialist capacity at all levels of the organization
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| 7 |
Refocus and deternmine what our core efforts need to be and how to structure staff without loosing county funds in the process.
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| 8 |
watch their money and create/delivery great programs for cost recovery dollars.
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| 9 |
Cut the deadwood. Just look at the lack of state specialists at the annual meeting. Evaluate and keep the performers. Let the department chairs figure it out what to do woth the rest.
Giving everybody in the organization a haircut would send the wrong message to educators. Rewarding low performers at the expense of high performers would a big mistake.
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| 10 |
retool and be prepared to suffer staff losses....assist those being lost in finding new positions, and deal with depresion, etc. ...after annual conference all A&Ps and CCS should be looking for employment elsewhere...sadly that pool is small and shrinking daily.
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| 11 |
do programming to help our clientele meet the economy crisis head on.
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| 12 |
Decide which area we want to excel in then move in that direction. It is time to quite trying to reinvent ourselves. We have community support, let’s choose a state wide issue and work together to address that issue.
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| 13 |
meet the economic challenges head-on!
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| 14 |
Communicate clearly and in a timely manner to those directly affected by the coming changes. Adminstration will need to be aware that wide sweeping changes will affect individual counties differently, depending on their situaiton (budget, staffing, sources of funding, etc.). Look at all possible ramifications of changes before implementing them.
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| 15 |
show more impacts
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| 16 |
Administration will need to be more in tune as to what is happening at the county level and adjust its expectations to according to staffing and county budgets. This may include postponing the adoption of "niceties" such as branding. Extension will need to toot it's own horn to get grass roots support further funding at the local level.
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| 17 |
With the possibility of redirection, give all employees the opportunity to stay in Extension. The people we have are the reason we are the best Extension program in the U.S.!
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| 18 |
Continue to reward employees that are strong contributors.
Ask those that have 30 years of service and can retire to do so for the benefit of the entire organization.(due to budget concerns)
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| 19 |
Reduce wasteful spending - have inservices that have "meat" no fluff!
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| 20 |
Work on the signature programs and continue with the great programming have offered in the past.
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| 21 |
Focus on staffing issues - move toward smaller high ability/performance workforce.
Keep expanding brand identity concept via web, local TV, billboards, OH State Fair, Farm Science Review etc.
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| 22 |
work even harder to manage budgets with continuing financial cutbacks.
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| 23 |
restructure county staffing and business operations
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| 24 |
(1) Put more extension educators and faculty in the field where an impact can be shown to both clientele and elected officials, NOT more administrative positions which deliver little if anything to clientele needs.
(2) Listen to field faculty regarding the needs of clientele. What administrators THINK might be a good thing to impliment may not be what is truely needed.
(3) Start cutting away some of the high salaried 'dead wood' at the administrative level. We (OSUE) are so 'top heavy' administration-wise it's a wonder we can function as well as we do.
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| 25 |
provide impact to document programming.
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