To remain competitive for federal and state funding, state cooperative extension services must proactively incorporate issues programming and performance-based budgeting. State major program (SMP) design teams, which provide linkages between clientele groups and the research base, must conduct needs assessments to adjust to this new atmosphere of accountability. A case study illustrates how one Florida SMP (FL107, vegetable production, harvest, handling and integrated pest management in Florida) restructured its design team to become more flexible and proactive to target a wider range of outcomes. While still in the implementation phase, this model has already resulted in improved communication within the organization, better addressing extension needs at county level while facilitating reporting at the state level.
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