Strategic Plan 2011-2015

Epsilon Sigma Phi's Five Year Strategic Planning Process

Epsilon Sigma Phi engaged in strategic analysis, using an Alignment Model, to prepare its new five year strategic plan. The overall purpose of the model is to ensure strong alignment among the organization's mission and its resources to effectively operate the organization. The Board reviewed the previous strategic plans as well as other previously developed documents to determineimportant issues to be included in the new plan. In addition, the Boardconsidered needs and concerns that were identified by persons attending the 2010 JCEP Leadership meeting.

At its 2010 Mid-year Board Meeting, the Board began its strategic planning process by reviewing its strategic "philosophy," revisiting the organization's mission, vision and values statements. The process included a look at various strengths, weaknesses, opportunities and threats regarding the organization. Issues identified in the current strategic plan, futuring document and comments from the discussions at JCEP Regional Meetings were grouped into common categories. Topics or themes were assigned to each category. The Board developed the major goals and strategies for the organization based on these themes. The plan provides guidance for budgeting and operational planning over the next five years.

  • Core Ideology
  • Mission Statement
  • Epsilon Sigma Phi (ESP) is dedicated to fostering standards of excellence in the Extension System and developing the Extension profession and professional.
  • Vision Statement
  • Epsilon Sigma Phi leads the Extension System in providing and facilitating professional development that focuses on the Extension organization and the Extension professional.
  • Preferred Future

Epsilon Sigma Phi envisions the characteristics and needs of the organization's future and potential annual and life members, and innovatively and resourcefully responds to those needs. Epsilon Sigma Phi is recognized as the Extension system provider and facilitator of professional development that focuses on the Extension organization and roles of the Extension professional. Epsilon Sigma Phi will provide national leadership in leadership development for Extension professional associations.

Core Values

Values are descriptive words that communicate the core priorities, attitudes, styles, and beliefs in the organization's culture, including what drives members' priorities and how they truly act in the organization, etc. The Board identified the following four core priority values.

  •     Professional Excellence
  •     Leadership Development
  •     Belief in the Extension System/Public Education
  •     Serving People through Education

The Board identified the following four strategic goals to guide the work plans for the next five years.

1. Promote Internal and External Communications

2. Provide sustainable organizational leadership

3. Provide and enhance professional development opportunities to members

4. Provide for the Fiscal Integrity of the Organization

2011-2015 National Epsilon Sigma Phi Strategic Plan

Goal 1: Promote internal and external communications.


  •     Assist chapters in developing and implementing a marketing plan by capitalizing on the marketing successes of chapters from all regions.
  •     Promote opportunities and benefits of membership in the organization.
  •     Engage administrators and all extension association leaders in regular conversations.
  •     Enhance regular communication and support through the national board to state chapters.
  •     Promote the value of the Extension System as an informal educational system to faculty/staff, administrators, and others.
  •     Maintain a history of the Extension System to provide documentation of the successes and challenges facing the Extension System and of the changes that have occurred within the system over time.

Goal 2: Provide sustainable organizational leadership


  •     Provide resources, training and mentoring to support the development and succession of chapter and national leadership.
  •     Encourage opportunities for life members to participate in and mentor chapters.
  •     Ensure diverse members have leadership opportunities in ESP (1862, 1890, 1994, young professionals, life members, etc.).
  •     Review and revise the organization’s structures and policies as needed.
  •     Represent ESP in JCEP leadership.
  •     Provide recognition opportunities for chapters and membership.

Goal 3: Provide and enhance professional development opportunities to members.


  •     Be responsive to the professional development needs of members.
  •     Respond to the needs for lifelong learning of our life members.
  •     Continue collaborative efforts with JCEP partners to encourage multi-state, multi-disciplinary initiatives.
  •     Continue to promote alternative methods and technologies for delivery of professional development and leadership development.
  •     Provide training for chapter leadership to enhance and sustain organization goals.

Goal 4 - Provide for the Fiscal Integrity of the Organization


  •    Develop, implement, and review a financial plan to optimize financial resources of the Organization Fund (operation of the organization) and the Development fund (provides scholarship, grants and recognition)
  •     Provide a budget to include professional development and recognition of members.
  •     Assess the fiscal integrity of the organization on a regular basis by the Resource Development and Management Committee, the Executive Board and the National Executive Director
  •     Increase the financial resources by continuing to build the Development Fund through a organized campaign
  •     Provide financial resources for training in support of National and Chapter Leadership

Approved by the National Council October 15, 2010