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Advisory Leader’s Roles with the Extension Plan of Work PowerPoint Presentation
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Advisory Leader’s Roles with the Extension Plan of Work
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  1. Advisory Leader’s Roles with the Extension Plan of Work Ralph Prince, Advisory Leadership Coordinator University of Kentucky Cooperative Extension Service

  2. The Four Year Plan of Work • Cooperative Extension agents with the aid of advisory groups and other community members develop a Four Year Plan of Work followed by annual updates. Plan of Work

  3. Why a Plan of Work? • Extension is a public agency supported primarily by public (tax) dollars. • To demonstrate accountability for our time and resources allocated to Kentucky Cooperative Extension, we need to show that our actions are planned and deliberate. • The Plan of Work is our “contract with the community” - a display of locally identified issues and our plans to address them. • BUT. . .

  4. Why bother? • The Plan of Work is like the rudder for our ship… without a rudder, we would wander aimlessly without a course or deliberate direction…

  5. The Plan of Work guides our program in the direction identified by local leaders

  6. The Plan of Work helps us find a proper balance between Service and Education Service Education

  7. The Plan of Work serves as a guide to the proper and appropriate use of resources.

  8. The Plan of Work makesourefforts the people’s program

  9. To be effective in our efforts, we need to: discover the issues affecting the people of our county that we can address through educational programs. • Those are the nuggets we must search for!

  10. We call thisFour Year Plan of Work effortand we have a process for it and you have a role in it! "Program Development"

  11. Four Key Steps Where Advisory Leaders are involved in the POW Process • Developing Linkages with the Public • Planning—assessing, prioritizing, and designing • Implementation of plans • Evaluation—measuring program results

  12. Step One: Developing Linkages with the Public—Help us Connect • Are our advisory groups’ membership where they need to be? • Have we identified others in our community and identified ways to seek input from them? • Are we clear about our mission in program planning?

  13. Step Two: Planning We will ask you to help us with: • Situation Analysis—what are the issues? • Identifying Program Opportunities—what do our investigations say? • Priority Setting—which issues should we address at this time? • Program Design—what is our strategy for addressing these?

  14. Step Three: Program Implementation Roles Advisory Members will help with: • Resource Management • Program Management –humans, tasks, fiscal matters, risks • Marketing—mail, media, community postings • Collaboration

  15. Step Four: Program Evaluation We will need your help in establishing criteria, collecting evidence, making judgments and communicating findings • Evaluation—value or worth of the program • Interpretation—what does it mean • Communication—who needs to know

  16. IN CONCLUSION Steps to the Process of the POW • Developing Linkages with the Public • Planning • Implementation • Evaluation