Overview of a statewide extension strategic planning processand unintended outcomes

Abstract

In 2010, University of Tennessee Extension conducted a strategic planning effort focused on the subsequent10 years. The process involved approximately 3,000 Tennesseans in online surveys, area meetings, opinionpolling, and focus group sessions. This article describes the process, tools, and outcomes-which included acomprehensive strategic plan. Yet the strategic planning process itself produced unintended outcomes, specifically professional development opportunities, greater awareness of Extension among state governmentstakeholders, and continuity in the pursuit of strategic goals despite administrative change. The majorimplication for Cooperative Extension organizations is that attention to the potential of these unintendedoutcomes can enhance strategic planning.