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Cooperative Extension

Extension Strategic Plan

Letter from the Director

Dear Extension Staff and Stakeholders,

I am pleased to share the foundation and drivers behind Clemson Cooperative Extension's Strategic Plan. Our mission—to improve the economy, environment, and well‑being of South Carolinians through unbiased, research‑based information and education—and our vision to be the trusted source for agriculture, community, environment, food, health, and youth guide every choice we make. These commitments are grounded in seven guiding principles that shape how we work together and serve our state: trustworthiness, collaboration, innovation, impartial service, ethical conduct, engaged listening, and excellence in delivery.

The priorities in this plan are driven by the needs and opportunities we hear from you—county leaders, producers, agency partners, community organizations, funders, and residents across South Carolina—and by evidence from our research and program results. To ensure our work remains relevant, impactful, and fundable, the plan focuses on five interrelated priorities:

Communication: Clear, consistent messaging and stronger branding to ensure stakeholders understand who we are and the value we deliver.

Programming: Responsive, locally relevant programs that reflect evolving community needs in agriculture, natural resources, health, youth development, and economic resilience.

Workforce: Investments in staff recruitment, development, and retention so Extension teams are prepared to deliver high‑quality services statewide.

Impact: Robust, data‑driven measurement and reporting to demonstrate outcomes, inform improvements, and make the case for continued support.

Investment: Strengthened partnerships with policymakers, agencies, and local governments and clear demonstration of return on public investment.

A focus on standardized outcome tracking and clear return on investment reporting will position Extension to attract more county, state and federal partner investments and demonstrate measurable benefits, higher farm productivity, safer food systems, healthier communities, workforce and youth development, and public cost savings.

This plan is not an endpoint but a framework for sustained collaboration. We will continue to listen, measure, adapt, and communicate results so that together we maximize the benefits of university research for South Carolina communities. Thank you for your partnership and trust as we move forward.

Sincerely,

Dr. Thomas Dobbins
Director, Clemson Cooperative Extension

Acknowledgements

Over the past spring, Extension staff from across roles—Agents, Associates, Administrators, the Clemson Extension Advisory Council, and the Extension Senate—collaboratively revised our five year organizational strategic plan. The Strategic Plan Steering Committee produced initial drafts and solicited systemwide feedback on each priority area during a five week review period, receiving 221 survey responses that will directly inform implementation strategies. The resulting draft intentionally aligns the University Strategic Plan (Elevate), the CAFLS Strategic Plan (Boundless Impact), and the Clemson Extension Strategic Plan, and is intended to serve as the framework for developing team Plans of Work and individual Plans of Work (currently called Planning Stages) in Fall 2026. Thank you to the Steering Committee and all staff who contributed time, expertise, and thoughtful feedback to this planning effort.

Strategic Plan Steering Committee

Ben Boyles – Extension Senate

Bryan Smith – Extension Agent

Charley Maxwell – Extension Senate

Chris Heintze – Extension District Director

Janet Steele – Extension Agent

Katie Martin – Clemson Extension Advisory Council

Lee Van Vlake – Program Team Director

Rosemary Martin Jones – Extension Agent

Susan Lunt – Extension Associate

Tim Donald – Clemson Extension Advisory Council

Introduction

Clemson Cooperative Extension exists to improve the economy, environment, and well‑being of South Carolinians by delivering unbiased, research‑based information and education. Guided by our vision to be the trusted source for agriculture, community, environment, food, health, and youth, and grounded in seven core principles—trustworthiness, collaboration, innovation, impartial service, ethical conduct, engaged listening, and excellence in delivery—this strategic plan provides a clear, actionable framework for advancing public value across the state.

Built from the needs and opportunities voiced by advisory leaders, producers, partners, and staff—and anchored in evidence from our research and program results—the plan focuses on five interrelated priorities: Communication, Programming, Workforce, Impact, and Investment. These priorities work together to strengthen our brand and reach, ensure responsive and locally relevant programs, develop and retain an effective workforce, measure and report outcomes with rigor, and secure sustained public and partner investment. Standardized outcome tracking and clear return‑on‑investment reporting are central to demonstrating tangible benefits—higher farm productivity, safer food systems, healthier communities, youth and workforce development, and public cost savings.

This plan is a living framework for collaboration and continuous improvement. By aligning local plans of work to the five priorities, measuring results, and communicating impact, Clemson Cooperative Extension will maximize the benefits of university research for South Carolina communities. We invite our staff, county partners, policymakers, funders, and residents to join us in implementing this plan, holding us accountable, and celebrating the shared successes that follow.

Mission and Vision

Mission

We improve the economy, environment, and well-being of South Carolinians through the delivery of unbiased, research-based information and education.

Vision

Clemson Extension will be the trusted source of unbiased, research-based information relating to agriculture, community, environment, food, health, and youth in South Carolina.

Guiding Principles

As Clemson Cooperative Extension works to fulfill our vision and mission, a set of seven fundamental principles guide our decisions. We believe that these guiding principles are more than just words - they are our North Star. We all own them. They embody the unified culture we expect; the spirit of unity we have, and our sincere dedication to doing what's right for each other, for our Clients and for Clemson University. They are the foundation of what makes Clemson unique – the purpose, the power, and the privilege of being a Clemson Tiger.

Therefore, We:

  • Are trustworthy and reliable
  • Work in collaborative teams
  • Create innovative solutions
  • Respect and serve all without bias
  • Promote fair and ethical behavior
  • Are engaged listeners who respond
  • Deliver excellent service

Priority Framework

Priority 1: Communication > Priority 2: Workforce

  • Clear, consistent internal and external communication builds alignment, clarifies expectations and goals, and improves onboarding and professional development, strengthening workplace culture and readiness.

Priority 2: Workforce > Priority 3: Programming

  • A well-supported, skilled, and connected workforce designs and delivers adaptive, client-centered programs that respond to evolving community needs.

Priority 3: Programming > Priority 4: Impact

  • Relevant, high quality programs produce measurable outcomes (economic, environmental, health, workforce), generating the data and stories needed to demonstrate Extension’s effectiveness.

Priority 4: Impact > Priority 5: Investment

  • Robust impact evidence and compelling communication of public value persuade policymakers and government partners to secure and sustain federal, state, and local investment.

Priority 5: Investment

  • Public investment in Cooperative Extension is a high-impact, cost-effective priority because Extension delivers trusted, research-based education and services that directly strengthen local economies, public health, and community resilience.

Priority 1

Enhanced communication strategies in Cooperative Extension work are essential for engaging diverse audiences and ensuring the timely dissemination of relevant information.

These strategies cater to the varying needs of stakeholders, such as farmers and community members, while fostering effective learning and feedback mechanisms. By improving communication, Clemson Extension can boost participation rates, strengthen collaborations, and build trust within communities. Ultimately, these efforts lead to better outcomes, as information is more likely to be understood and applied, resulting in positive behavioral changes. Investing in such communication initiatives ensures that Clemson Extension services remain adaptable and responsive to community needs.

Key Strategy 1.1 – Expand Clemson Extension’s Brand:

Enhance the internal and external brand awareness of Clemson Extension across South Carolina by fostering strong community engagement, strategic communication, and consistent messaging that highlights the organization's value and impact statewide. Establish a Clear and Cohesive Clemson Extension Brand Identity: Define and standardize the official name, terminology, and visual identity used to represent Clemson Extension. Establish clear guidance for consistent use of the organization’s name across publications, websites, signage, presentations, and outreach materials to strengthen brand recognition and reduce confusion among stakeholders statewide.

Key Strategy 1.2 – Focus on Strategic Communications for Engagement:

Conduct a comprehensive communications and marketing review to develop a strategic communications plan for Clemson Extension, focusing on identifying diverse audiences and implementing targeted, effective communication strategies to better engage and serve stakeholders across South Carolina.

Key Strategy 1.3 - Provide Communication Tools and Resources for Extension Personnel:


Provide Extension staff with accessible communication tools, templates, training, and marketing resources that support consistent branding and effective outreach. Strengthening internal capacity will help ensure that Extension personnel across all counties and program areas can effectively communicate Clemson Extension’s programs, services, and impacts.

Priority 2

Adapting Extension programs to align with the evolving needs of communities is crucial for maintaining their relevance and impact.

As communities change, so do their challenges and priorities, necessitating responsive programming that encourages engagement and participation. Tailored initiatives not only enhance learning outcomes but also strengthen relationships between Extension services and community members, fostering trust and collaboration. Furthermore, by involving locals in the adaptation process, programs empower residents and promote ownership of community issues. Ultimately, this ongoing responsiveness leads to broader and more sustainable benefits for community well-being.

Key Strategy 2.1- Promote Sustainable Natural Resource and Agricultural Practices:

Enhance natural resource stewardship, sustainable agriculture, agribusiness development, and local and regional food systems by educating stakeholders about watershed integrity, land management, environmentally responsible production practices, and sound business decision-making, fostering economic sustainability and community resilience.

Key Strategy 2.2 - Advance Youth Development and Agriculture Education:

Empower youth through experiential learning methods, personal-growth, and career-focused programs that combine hands-on learning in agricultural sciences, sustainability, and natural resource management with classroom instruction. Foster active participation in community development initiatives and applied projects to build practical skills, civic responsibility, and career readiness for futures in agriculture, environmental stewardship, and related fields.

Key Strategy 2.3 - Strengthen Food Systems and Human Health:

Support food safety, quality, and preservation efforts for consumers and producers while increasing profitability and sustainability in horticulture and animal agriculture through targeted education and technical assistance. Build healthier communities through Extension Rural Health initiatives that promote preventative health and wellness outreach programs.

Key Strategy 2.4 - Innovate or Future Communities:

Position the organization as a forward-thinking leader by proactively identifying, adopting, and deploying emerging technologies in innovative Extension programs to address evolving needs and opportunities, while ensuring long-term relevance, impact, and sustainability.

Priority 3

Enhancing workplace culture and readiness within Clemson Extension improves employee satisfaction, retention, and productivity, ensuring a motivated and well-prepared workforce.

A supportive environment with professional growth opportunities allows Extension professionals to deliver high-quality services and innovative solutions to communities across South Carolina. Well-trained employees are better equipped to address emerging challenges in agriculture, natural resources, and community development, keeping stakeholders informed and supported. Strong workplace culture fosters trust and reliability, strengthening relationships with the individuals and industries Extension serves. Investing in workplace excellence enhances internal operations while expanding Clemson Extension’s impact statewide. Ultimately, a well-supported and adaptable workforce ensures long-term success in meeting the evolving needs of South Carolina’s communities.

Key Strategy 3.1 - Strengthen Employee Engagement and Retention:

Create a workplace culture that values recognition and career growth, promotes employee and stakeholder wellbeing, ensuring high-performing Extension professionals feel supported, appreciated, and have clear pathways for advancement.

Key Strategy 3.2 - Promote Continuous Learning and Professional Development:

Expand access to training opportunities, conduct ongoing needs assessment for professional development needs of staff and faculty, continue development of onboarding and mentoring programs for new and current staff and faculty, and enhance internal training programs to support career progression and skill development.

Key Strategy 3.3 - Increase Financial Support for Extension Professionals:

Conduct a feasibility study to identify sustainable funding opportunities for agent salaries and resources, leading to improved compensation and enhanced operational capacity within county Extension services.

Key Strategy 3.4 - Establish a Culture of Recognition and Appreciation:

Implement structured programs to celebrate employee achievements, service milestones, and outstanding contributions, fostering a positive work environment and increasing staff motivation.

Priority 4

Effectively reporting the impact of Clemson Extension’s programs highlights their value, strengthens stakeholder trust, and secures continued support.

Clear and data-driven reporting demonstrates how Extension initiatives improve agriculture, natural resources, economic development, and community well-being across South Carolina. Strong impact measurement ensures accountability, guiding strategic decision-making and resource allocation for maximum effectiveness. Transparent communication of program outcomes enhances public awareness and engagement, encouraging greater participation and investment. By continuously improving impact reporting tools and processes, Clemson Extension can showcase its contributions more effectively. Ultimately, demonstrating measurable success reinforces the organization’s role as a vital resource for South Carolina’s communities.

Key Strategy 4.1 - Streamline Extension Reporting:

Improve the efficiency and accuracy of Extension reporting by integrating comprehensive training and streamlined systems for new hires, ensuring consistent data collection and reporting using Salesforce.

Key Strategy 4.2 - Strengthen Stakeholder Engagement and Alignment:

Enhance stakeholder engagement by developing intentional, data-informed strategies that align Clemson Extension’s outreach efforts with the CAFLS strategic plan. This includes strengthening relationships with key audiences, producers, community leaders, policymakers, and partners—through targeted communication, collaborative programming, and increased visibility of Extension’s impact. By fostering two-way engagement and aligning messaging with college-level priorities, Clemson Extension will deepen trust, expand partnerships, and increase support for its programs across South Carolina.

Key Strategy 4.3 - Enhance Impact Measurement Tools:

Evaluate and improve tools for assessing Extension program impact, ensuring accurate data collection and effective reporting to internal and external stakeholders.

Key Strategy 4.4 - Measure Comprehensive Extension Impact:

Develop and implement a standardized framework to assess and communicate Clemson Extension’s collective impact across social, environmental, and economic domains. This approach will align program-level outcomes with organization-wide priorities, enabling a more holistic understanding of how Extension improves quality of life, supports sustainable practices, and drives economic vitality across South Carolina. By integrating consistent indicators and methodologies across program areas, Clemson Extension will strengthen its ability to demonstrate broad public value and inform strategic decision-making.

Priority 5

Secure and sustain investment by strengthening relationships with policymakers, agencies, and stakeholders clearly communicating Clemson Extension’s economic and public value and partnering strategically to align Extension programs with priorities and measurable outcomes.

Extension delivers research-backed education, technical assistance, and community-based programs that strengthen agriculture, protect natural resources, improve public health, and support rural and urban economic resilience across South Carolina. By partnering with government agencies at the federal, state, and local levels, Extension translates university research into measurable outcomes—higher farm productivity, safer food systems, healthier communities, workforce development, and cost savings for public services—providing a clear return on public investment and advancing shared policy and community priorities.

Key Strategy 5.1 - Leverage County Comprehensive Plans to Align Extension Programs and Secure County Funding:

Develop a standardized alignment checklist that maps comprehensive plan goals, objectives, and priority projects to Extension program offerings (e.g., agriculture, natural resources, public health, workforce).

Key Strategy 5.2 - Produce concise, county-specific alignment briefs:

Work with county staff to draft funding requests that cite plan language, identify measurable Extension activities addressing plan priorities, and estimate local return on investment.