2007-2008
Embedding outreach and engagement into University units is the primary focus of the Office of University Outreach and Engagement. Integrating this work into the teaching, research, and service of academic and support units has made it a part of Ohio State’s culture. When we implement community partnerships and embed them into units, we enrich both our
campus and the communities we serve.

Outreach & Engagement Annual Report
2 0 0 7 - 0 8 A N N U A L B U D G E T R E P O R T
The Office of University Outreach and Engagement’s mission is rooted in the University’s Academic Plan and the objective that Ohio State be a 21 st -century model for outreach and engagement. The Office works with colleges and academic support units to build a culture that enables faculty and staff to implement their outreach and engagement through community-university partnerships. As can be seen in the Performance
Indicators portion of this report, Ohio State worked with well over 1.5 million citizens in the past year through its outreach and engagement related work. This is a conservative estimate and reflects just some of the major outreach and engagement programs of the University.
The organizational chart below depicts this Office’s relationship with units across campus, and the relationship with three affiliated programs—OSU CARES, Service-Learning Initiative, Project GRO. These programs are co-located with the Office of University Outreach and Engagement. The dotted box indicates that these offices work very closely with all units across campus. The four programs work together by networking, cooperating, and foraging partnerships to embed outreach and engagement into the culture of the university.
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Outreach & Engagement Annual Report
University Outreach & Engagement and Collaborative Programs
Organizational Chart
Academic Affairs
Martha Garland
VP for Agricultural
Administration
Bobby Moser
OSU Extension
Keith Smith
Work of University O/E and Affiliates
Seeding O/E through seed grants, consulting with faculty, writing grants
Point of Contact through web, phone, with University faculty/staff/students and with community
Professional development – seminars,
Patterson Lecture, Roads Scholars tour
Administrative/Policy
– Reports, policy
National involvement
– Outreach
Scholarship Partnership, NASULGC and
CIC Benchmarking, national affiliations
Communications/Cataloguing -
Reports, news releases, data bases, web presence
VP for Outreach
Bobby Moser
Continuing
Education
Tony Basil
Service Learning
Initiative
Golden
Jackson-Mergler
University Outreach
& Engagement
Karen Bruns
OSU CARES
Karen Bruns
Project GRO
Chris Andersen
In Partnership with Colleges and Units
Affiliate Programs
Office of Research
Doug Kniss
Staffing:
(% time indicated)
Outreach & Engagement
Bobby Moser – 14%
Karen Bruns – 50%
Susi Murnane-Hughes – 25%
Bethany Christoff – 50%
Vicki Reed – 37.5%
Sandra Kerka – 33%
Terri Fisher – 15%
Service Learning Initiative
Golden Jackson-Mergler – 50%
Susi Murnane-Hughes – 25%
Bethany Christoff – 50%
Vicki Reed – 37.5%
Sandra Kerka – 33%
OSU CARES/OSU Extension
Karen Bruns – 50%
Terri Fisher – 60%
Project GRO
Chris Andersen- 100%
Vicki Reed – 25%
Last Updated: 3/2/2007
The three affiliate programs each focus on a different aspect of the university’s tri-fold mission (teaching, research and service). By working together and with University Outreach and Engagement, the programs are equipped to integrate outreach and engagement into the institutional culture. Together, they provide a comprehensive umbrella of support services to advance this work.
1.
OSU CARES (Community Access to Resources and Educational Services) – This program is a collaborative effort with OSU Extension to extend Ohio State’s outreach and engagement efforts by partnering departments with OSU Extension.
2.
The Service-Learning Initiative (SLI) was established in 2000 to lead efforts to increase servicelearning through the curricula of the university.
3.
Project GRO (Project to Support Grants for Research Outreach) – This program facilitates outreach and engagement efforts involving faculty research.
In 2003 an internal and external review was conducted of University Outreach and Engagement. The completed review helped shape the University’s 2004 Leadership Agenda related to the Academic Plan strategy of “Building Ohio’s Future.” The Leadership Agenda’s goals include the following:
1.
Implement comprehensive university-wide leadership for outreach and engagement to:
 build capacity for outreach and engagement within departments and colleges;
 catalyze, support, catalogue, and publicize cross-cutting and college and departmentlevel programs and their impacts;
 provide leadership for central initiatives;
 recognize and reward outstanding achievements in outreach and engagement;
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 develop diversified revenue streams;
 provide central support for and oversight of service-learning.
2.
Turn the vision of "live, learn, create, work communities" into a bold and viable business plan.
3.
Ask each college and regional campus to include in its pattern of administration a statement articulating how outreach and engagement activities are embedded in its teaching, research, and service and to designate a person responsible for coordinating those activities and for working with the Office of
Outreach and Engagement.
Goal 1 provides the direction and goals for the Office of University Outreach and Engagement. Goal 2 is focused on the revitalization of the downtown Columbus Lazarus Building and is under the direction of others in the University. Goal 3 is the responsibility of each college and regional campus, the Office of Academic
Affairs and the Office of University Outreach and Engagement.
Progress toward achieving the goals—University Outreach and Engagement
Below is a summary of the Office’s progress toward achieving the goals. This discussion is broken into 4 segments focusing on the impact of the Office of University Outreach and Engagement and each of the affiliate programs.
Initiatives aligned with strategic plan goal 1: Implement comprehensive university-wide leadership for outreach and engagement
GRANTS
2004
Grants
2006
Grants
Description
This year three new Excellence in Engagement grants were awarded, totaling $150,000. The
Office of University Outreach and Engagement received sixteen proposals requesting $1.1 million dollars in funding to expand Ohio State’s outreach and engagement work. These projects received funding for a two-year period so that they could develop a foundation for an outreach and engagement program that could sustain itself. See http://outreach.osu.edu/2006EinEGrants.php for descriptions of these projects.
Description
During the past fiscal year, the two-year long
Excellence grants that were funded in 2004 reported on their accomplishments.
Professional Service Coordinator Certificate
Program developed by the Office of Geriatrics and Gerontology is an on-line professional development program consisting of 18 modules.
The grant recipients worked with a community partner to create the first-ever Comprehensive
Examination for Service Coordinators.
Awards
1. Preparing Expert Literacy Volunteers to Serve in Urban Schools ($45,000)
2. A Pharmacy/Extension Partnership to Improve the Health of Ohioans ($43,000)
3. Model Preschool Vision Screening Program
($62,000)
Highlights
See http://outreach.osu.edu/2004EinEGrants.php for more details on these grants
More than 600 service coordinators have completed over 2,650 modules
All participants pay tuition for each module, an exam and registration fees; revenue to OSU totaled $110,664 as of Aug. 2006
Offered first-ever Comprehensive Examination for Service Coordinators at a national conference in 2005 with 59 candidates completing the exam with an 83% pass rate.
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Discovering the Stories of Native Ohio was a grant implemented by the faculty at OSU-
Newark to bring together OSU students, staff and faculty, American Indians with ties to Ohio and volunteers from the community to capture the stories of native Ohioans. This was the first project of the newly formed OSU Newark
Earthworks Center.
Initiated partnerships between OSU and members of Ohio’s Native communities
Created new courses, pedagogies, and educational materials for the teaching of
American Indian Studies
Developed new collaborative research methodology for American Indian Studies
Collected interviews with 64 Native Americans with ties to Ohio, plus recordings of lectures, events, receptions and discussions
Began work on an archive to be housed in the new OSU Newark campus library to include these interviews and other relevant materials
2004
Grants
Description
Project Proud Achievement was designed to promote three outreach and engagement programs at OSU Marion:
• mentoring in Marion City Schools which partners OSU students with Big Brothers Big
Sisters
•increasing tolerance for diversity in the Marion
City Schools
•developing Campus leadership on diversity issues.
Highlights
Increased participation in mentoring program
(and course offering) from 11-14 students per quarter in 2003-04 to 25-30 students per quarter
Brought together teachers, counselors, principals and OSU faculty/staff members to develop collaborative programs that promote “unity within diversity.” College students, middle school students and educators worked together to create performing arts venues to learn about and share the concept of “unity with diversity.”
The OSU Port Clinton Performing Arts Festival developed a unique partnership between Ohio
State University Department of Theatre and
College of the Arts, Ottawa County Extension and Renaissance Corporation of Port Clinton,
Ohio.
Funded important components of the overall
OSU-Marion campus effort in the area of diversity, not least of which was a full day professional development retreat.
Produced three annual festivals celebrating the artistic talents of OSU students, faculty, and staff.
The festival has presented close to 150 performance events and exhibitions, involving over 175 undergraduate and graduate students to audiences in excess of 1200 persons
Expanded the tourism season for Port Clinton and
Ottawa County. These festivals spun off nearly
$300,000 in local impact.
As can be seen by the brief summary of the impacts of these first four Excellence in Engagement grants, the dollars accomplish the following:
 Help units achieve goals beyond “Building Ohio’s Future.” In the case of these grants, they have contributed to advancing Ohio State’s diversity efforts, enriching student learning experiences, expanding ”centers of excellence” and expanding our distance learning initiatives.
 Integrate and embed outreach and engagement programs into departments.
 Establish partnerships with community organizations that endure past the implementation of the program.
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Outreach & Engagement Annual Report
COMMITTEES
To engage university, college and unit leadership in outreach and engagement, and to provide guidance to the work of the Office of University Outreach and Engagement, two new committees were established during the past year. Each committee has met once and will meet 3-4 times per year. The committee members are also involved with ad hoc committees as appropriate throughout the year.
New
Committees
Outreach and
Engagement
College/VP
Council
On-going
Committee
Title
University
Outreach and
Engagement
Steering
Committee
Outreach and
Engagement
Administrative
Team
Membership
Leaders of major outreach/engagement programs; representatives from each of the college clusters
Outreach and engagements contacts for each college, academic and VP unit. Some of these individuals hold formal outreach and engagement positions within their college, heading up major initiatives and/or an overall college engagement program.
Directors of OSU Extension, Office of Continuing Education, University
Outreach and Engagement, OSU
CARES, Service-Learning Initiative,
Project GRO and the VP for
University Outreach
Purpose
To give guidance related to outreach and engagement issues that affect the broad university and to examine issues of partnership related to interdisciplinary engagement.
To serve as a learning community that enables members to share their work, learn from each other, and support and strengthen their college/unit’s outreach and engagement work.
Focuses on the implementation of strategies to further embed outreach and engagement into the University culture.
PROFESSIONAL DEVELOPMENT PROGRAMS
Throughout the year professional development opportunities are provided to expand the awareness, understanding and skills of those involved with outreach and engagement work.
Title
James F. Patterson
Land-Grant University
Lecture
Description/Highlights
This annual lecture brings a nationally recognized speaker to the Columbus campus to discuss the role of land-grant universities in the 21 st century. This past year 90 faculty and staff attended a lecture by Dr. Kevin Reilly, President, University of Wisconsin
System, titled Who We Are Now: Vitality of the Land-grant Mission in a Global
Knowledge Economy." See http://outreach.osu.edu/patterson_lecture.php for more information on this event.
Roads Scholars Tour This year’s tour for newly hired and newly tenured faculty is scheduled for April 12 and 13. The tour is designed to introduce faculty to various aspects of Ohio and help them understand OSU’s impact in the state. See http://outreach.osu.edu/roads_scholar.php for more details on this year’s tour, and the impact on past participants.
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Title
Outreach Scholarship
Partnership
Description/Highlights
Through the Office of University Outreach and Engagement, Ohio State partners with
Pennsylvania State University, University of Wisconsin-Extension and the University of
Georgia to sponsor the annual Outreach Scholarship national conference. Ohio State hosted the conference October 8-10, 2006 in downtown Columbus. The conference, with a theme of “Engagement Through the Disciplines,” drew more than 400 participants from 84 institutions, 42 states and 3 countries; 96 of the participants were from Ohio State.
Brown Bag Seminars Three meetings were held to inform and educate Ohio State faculty and staff concerning the outreach and engagement related grants that are offered this year through University Outreach and Engagement, Office of Continuing Education, Service-
Learning Initiative and OSU CARES. Fifty-six (56) individuals participated in these trainings. To learn more about the grants, see http://outreachgrants.osu.edu
CATALYZE, SUPPORT, CATALOGUE and PUBLICIZE CROSS-CUTTING and COLLEGE and DEPARTMENT-LEVEL
PROGRAMS and THEIR IMPACTS
The Office of University Outreach and Engagement and P-12 Project have maintained a database since the late 1990s to catalogue the outreach and engagement projects for the University. This past year we worked with the OSU Pro staff and Office of Academic Affairs to integrate the O&E database with OSU Pro. As of
March 2007 there are 384 active items in the database (entered in the past 18 months) and a total of 891 entries.
Communications initiatives seek to put Ohio State’s definition of outreach and engagement in the minds of internal and external audiences. The definition is prominent on the website (outreach.osu.edu), which provides information on faculty and staff support for outreach and engagement work through funding and professional development. It also reflects the embedded nature of O&E at Ohio State by promoting access to college and unit outreach contacts and web pages. The “Success Stories” section of the webpage recognizes outstanding outreach and engagement work in the colleges.
An annual impact publication further recognizes and documents the outcomes of university-community partnerships funded by outreach and engagement grants. It is disseminated at the Patterson Lecture, on the website, and through targeted mailings to internal and external audiences.
Communications staff meet regularly with University Relations to identify story ideas for OnCampus and other internal publications as well as for external press releases. A list of Ohio State communications channels (such as print, listservs, and e-newsletters) is maintained so that announcements and messages are systematically distributed. A series of fact sheets about University Outreach and Engagement and the affiliated programs was developed to heighten awareness of the resources available to support faculty and staff. They are distributed at new faculty orientation, workshops, and other meetings.
The monthly newsletter distributes information about outreach and engagement related programs, meetings, grants, and resources for those involved with engagement. The recently redesigned newsletter also includes reports from the affiliated programs and is another vehicle for public recognition of college and unit outreach work. The newsletter is sent to approximately 1,600 Ohio State faculty and staff via a mailing list of 400 people plus the OSU Extension listserv, and it receives second-level dissemination through college outreach contacts and individuals who share it with others.
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PROVIDE LEADERSHIP for CENTRAL INITIATIVES
As seen on the organizational chart, University Outreach and Engagement has strengthened its relationships with OSU CARES, Service-Learning Initiative and Project GRO. It continues to work very closely with the P-12
Project, sharing a joint communications manager position with it and the Service-Learning Initiative.
The Office of University Outreach and Engagement often serves as a point of contact for the university through the web and phone, receiving queries both from within and outside of the university community. During
2006 we began tracking these inquiries so that we can assess how to market this function of our office.
Without any solicitation that we would provide this service we received 76 requests for a great variety of information, including information regarding activities/programs/classes offered by OSU, requests for speakers/donations for events, and specific questions for OSU departments. Many inquirers were also looking for volunteer or internship opportunities, for partners to help initiate programs, for grants/funding for a variety of purposes, as well as various miscellaneous requests. We forward these inquiries to the appropriate departments throughout the university, and then follow up to make sure the request has been fulfilled.
RECOGNIZE and REWARD OUTSTANDING ACHIEVEMENTS in OUTREACH & ENGAGEMENT
As a member of the Outreach Scholarship Partnership, Ohio State has worked with NASULGC in the establishment of the C. Peter Magrath/W.K. Kellogg Foundation Engagement Award. In 2007, 5 regional recipients of this award will be recognized at the Outreach Scholarship conference and from that 1 national winner will be selected. Ohio State has used this award to select and recognize two nominees to send to the regional competition. Deans were contacted to nominate outreach and engagement partnerships and a total of 15 were submitted to the Office of University Outreach and Engagement. Through a review process, the
Sugar Creek Project and Engaged Partners—Improving the Lives of Children and Youth were selected to submit for the national award. These two projects along with the other nominees are being recognized by our office.
See outreach.osu.edu/magrath.php for more details on Ohio State’s nominations for this award.
Each year the recipients of the Outreach and Engagement related grants are recognized at the James
Patterson Land-grant University Lecture. In 2007, the Magrath nominees will also be recognized.
DEVELOP DIVERSIFIED REVENUE STREAMS
To diversify the revenue stream to support outreach and engagement, the following steps are taken.
 Publicizing Grant Opportunities – In each monthly newsletter from the Office of University Outreach and Engagement, announcements are made of available grant dollars to help those implementing outreach and engagement programs learn about available dollars to support their work.
 Project GRO – This year the Office of Research, Office of University Outreach and Engagement and seven colleges came together to support this initiative. Project GRO assists researchers in developing their “broader impact” component of grant applications. See Project GRO below to learn more about this initiative.
 Generated revenue – In 2006, the Outreach Scholarship conference generated dollars that will support future involvement in this national partnership.
 Grants to support Office programs – A grant from NIOSH supported the development of www.sammie.osu.edu. This website on program evaluation was created by OSU CARES, OSU
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Extension, the Great Lakes Center on Agricultural Safety and Health and University Outreach and
Engagement.
 Maximize Staffing – By partnering with affiliate programs and P-12 Project, University Outreach and
Engagement has been able to expand the skill sets of our staff. By partnering, we have been able to hire a communications manager, program coordinator and an office assistant.
PROVIDE CENTRAL SUPPORT FOR and OVERSIGHT of SERVICE LEARNING
The Service-Learning Initiative was co-located with University Outreach and Engagement last year. As can be seen on the organizational chart on page 1, it works closely with this office. See information below concerning
Service-Learning Initiative.
Progress toward achieving the goals—OSU CARES
OSU CARES is under the leadership of OSU Extension and works in conjunction with University Outreach and
Engagement. This initiative focuses on expanding partnerships between OSU Extension and other University departments to enhance and enrich partnerships between the University and community. During the past year the following steps have been taken to achieve those goals.
1.
OSU CARES Faculty Support Grants – OSU CARES has supported OSU Extension’s partnerships with seed grants since 1997. These grants have led to collaborative work with 50 departments, 14 colleges and 3 regional campuses. To move these collaborations to a new level, Faculty Support grants were developed this year that support the salary and benefits costs of faculty working in partnership with OSU Extension. The 2006 grant recipients are listed below:
 Jose Castro in the Department of Industrial, Welding and Systems Engineering is focusing on strengthening Ohio’s polymer and advanced materials industry in partnership with OSU
Extension Community Development Program.
 Ron Jacobs from the College of Education and Human Ecology Center on Education and
Training for Employment is focusing on updating the PACE (Program for Acquiring Competence in Entrepreneurship) curriculum in partnership with OSU Extension’s Centers at Piketon.
 Nongnuch Inpanbutr from the Department of Veterinary Biosciences is developing an interactive audiovisual with video stream web-based program for 4-Hers and youth to foster their interest in veterinary medicine in partnerships with OSU Extension’s 4-H Youth
Development program.
 Jen Rodis in the College of Pharmacy focuses on developing a model detailing how OSU
Extension and OSU College of Pharmacy can collaborate to improve health outcomes for community residents.
 Maria Conroy from the Department of City and Regional Planning focuses on creating a sustainable community index and is working with faculty at OARDC and OSU Extension
Wooster Center.
2.
OSU CARES Seed Grants – In 2006, six seed grant were awarded. See http://osucares.osu.edu/grants/2006seed.htm for more details on these grants. In addition, the final reports for the 2005 seed grants were submitted this past year. Below are listed just a few of the impacts/results from those grants. See http://osucares.osu.edu/grants/2005grants.htm for more details on those grants.
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 The seed grant that partnered OSU Extension and the Fisher College of Business resulted in a
$108,000 USDA Rural Development Grant to assist two rural Ohio communities in developing entrepreneur-friendly communities including application of Go Big Network approach
(electronic assistance to connect assistance to rural entrepreneurs).
 Over 690 Marion community residents participated in health screenings, health literacy education and health fairs partially funded by an OSU CARES grant that partnered OSU
Extension, OSU College of Nursing and community organizations. The relationships established also led to a funded grant proposal for a comprehensive Marion County community assessment and hearing and vision screening for preschoolers.
 Collaborative research supported by these grants has broadened the understanding of
Choice Food Pantries and the Hispanic workforce in the nursery industry.
Progress toward achieving the goals—Service-Learning Initiative (SLI)
SLI provides a variety of resources to support the growth of service-learning and civic involvement, including campus-wide collaboration to establish the Community Connection online database, grants for course development, training and other support for faculty, training to prepare students for community-based work, recognition of excellence in service-learning and volunteer activities. The office is part of the Office of
University Outreach and Engagement and is closely aligned with Project Community, the coordinating body for student volunteer activities, in the Office of Student of Affairs; the Mentoring Hub; the John Glenn School of Public Affairs; and the P-12 Project. These alignments contribute significantly to the institutionalization of service-learning in the university.
The Service-Learning Initiative used funding from the Corporation for National and Community Service to fund four project teams with nine new service-learning courses. The projects are "Dental Care/Nutrition Education
Health Care," "Mentoring Connection," "Mission Possible," and "Improving Access to Healthy Food." Training was provided to all members of the project teams, including the community partners, during three days of workshops (July/August 2006) to guide course development, partnership and capacity building, and evaluation.
The "Dental Care/Nutrition Education Health Care" project was designed for dietetic interns and dental students to provide comprehensive dental care, nutrition education, and diet counseling to underserved populations, patients suffering diet-related disease or at risk of heart disease or stroke.
The second project, "Mentoring Connection," creates mentoring connections between OSU students and students from three high schools in Lima, Ohio. The "Mentoring Connection" brings together OSU students who are typically white, middle class and from small rural communities with high school students from more urban areas and more likely to be from a low-income, racial minority family.
The third project, "Mission Possible," focuses on developing remediation activities for most-frequently observed elementary student math errors/difficulties. The design is innovative in bringing together graduate students volunteering in an after-school tutoring center with undergraduate students enrolled in basic math classes. The graduate students tutor elementary students in math at Culliver Reading Center, an after-school tutoring program, and observe and record the most frequent student math errors. The graduate students then summarize and analyze their findings and present them to undergraduate students enrolled in three basic math courses. The undergraduate students are then assigned to develop specific teaching strategies/activities related to the errors.
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The fourth team, "Improving Access to Healthy Food", seeks to contribute to improved access to healthy food in areas labeled as "Health Professional Shortage" areas by the county health department.
Beginning in 2002, the Service-Learning Initiative was the primary sponsor for development of the Site Liaison program, a program offering student support for recruitment and coordination of university student volunteers to community agencies.
Leadership for this initiative has come from a VISTA for three of its five years of operation. SLI continues to advise and support the program as it has transitioned to a student-led organization, known as the Service
Squad. The organization meets twice monthly and discusses and plans strategies for enhanced recruitment and learning and development of volunteers. This year, 12 students provide assistance to 9 sites: American Red
Cross, Columbus AIDS Task Force, Godman Guild (settlement house), Indianola Middle School, International
Neighborhood Coffee Hour, League of Women Voters, Medary Elementary School, On My Own, and
Unverferth House. The 12 site liaisons recruited 122 volunteers between October and December, 2006. These students reported 351 hours of volunteer service during that time. Service Squad students also provide leadership and assistance with development and marketing of Community Connection, an interactive database for finding volunteer opportunities and tracking volunteer hours.
The Service-Learning Initiative also contributed to the development of a model for international servicelearning. The Program Director participated in an exploratory trip to Honduras in September, 2006, to plan for development of an inter-disciplinary course to be offered in Spring 2007. The fourteen students who have applied for the experience will take the course with teams focused on community development, education, and health and nutrition and will spend 12 days in Honduras in September working with local residents on projects addressing local needs. This model of preparatory course and shorter international experience (between terms) provides opportunities for students seeking enhanced learning within the constraints of scheduling and curricular requirements.
Another accomplishment of the past year is development of a proposal for approval and designation of service-learning courses within the University. The proposal was approved by the Committee on Curriculum and Instruction within the Colleges of the Arts and Sciences and has been sent to the Office of Academic
Affairs for further consideration by other colleges.
Progress toward achieving the goals—Project GRO
In addition to its work with individual faculty, Project GRO is working to build outreach and engagement capacity within departments and colleges through strategic partnerships with collaborators outside the university. For example, the Department of Astronomy is leveraging the outreach and engagement efforts of individual faculty into a unified strategy, developing a model teacher/student workshop program with COSI that is funded through a multi-partner grant from NASA. Project GRO is also supporting the development of multi-college public outreach and engagement efforts that highlight faculty and TIE research, such as the series of panel discussions on science-related policy issues slated for Autumn 2007. To help diversify its revenue stream, Project GRO has been written into several proposals for grant funding, serving as a coordinator of
OSU activities in multi-institution partnerships.
The challenges facing the Office of University Outreach and Engagement and its affiliate programs can be grouped into four areas: visibility; data collection; long-term fiscal funding; and assessment. The following summarizes the implications of each of the four issues.
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VISIBILITY
Ohio State’s strength as an engaged institution is the fact that outreach and engagement is embedded within the colleges and the departments. As a result, these units take a responsibility for engagement. The role of the
Office of University Outreach and Engagement is to help them expand their capacity for impacting the communities they serve and to strengthen their curricular and research work through engagement with the community.
This guiding philosophy is our strength, but it also creates a programmatic challenge for this unit. We are dependent upon the collaborators we work with in departments to create our success. They are involved with our office because they see the benefit of connecting with the services we provide but they do not report to our office. They will serve on committees and become involved in engagement initiatives because they see how this work adds value to traditional teaching and research. Our success is dependent upon our being able to excite and motivate them to do this work in light of the other priorities demanding their time and resources.
We have had great success and document that in several ways. First of all, every college has identified a person as the outreach and engagement contact for its unit. See http://outreach.osu.edu/college_contacts.php for a listing of these individuals. Secondly, the outreach and engagement database documents 384 active outreach and engagement partnerships from across departments.
During the next year we will continue to build the visibility of the Office and outreach and engagement by involving faculty and staff in committees, providing professional development opportunities for faculty and staff, marketing and publicizing departmental outreach and engagement work and consulting with faculty, staff and units as they develop their work. In addition, Project GRO is collaborating with OSURF's Office of
Research Training, Education, and Communication on a series of sessions to support the development of untenured faculty proposals to the NSF Early CAREER Award Program.
DATA COLLECTION
As outreach efforts become more integral to the University’s culture and more entwined with teaching and research activities it will become harder to accurately assess the level of outreach activities. This problem is not unique to Ohio State but a challenge being faced by institutions across the country. To move forward in this area, the following steps are being taken:
 OSU Pro - The Office will continue to work with the Office of Academic Affairs and the OSU Pro staff to capture the individual and unit outreach and engagement work through this university-wide data gathering system.
 Community Connection - A challenge faced by SLI is systematic collection of reliable data to report community service offered by OSU students. SLI faces decisions regarding continued support of
Community Connection, the database for identifying volunteer opportunities and logging hours of service.
The database requires substantial upgrades in programming to increase reliability and ease of use. SLI staff are currently (1) collecting information on mechanisms used at other universities to determine if a viable alternative exists and (2) having discussions with campus leaders concerning the need and use for services offered and information provided by Community Connection. If the decision is to go forward with improvements for Community Connection, discussions of funding sources must follow. A proposal for external funding to support improvements of the database has been submitted.
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 Institutional Performance Indicators – The Office is involved in the national conversation on developing performance indicators for outreach and engagement through a NASULGC subcommittee. During the past year, the Office helped the Office of Academic Affairs create the outreach and engagement component of the North Central Accreditation report. This report highlights what indicators are currently gathered at
Ohio State. During the coming year, the Office will work with the Outreach and Engagement Steering
Committee to assess the information currently gathered from units through the Performance Indicators, the
OSU Pro database, and identify how this data gathering can be improved at Ohio State.
FISCAL LONG-TERM FUNDING MODEL
The 2003 Review of Outreach and Engagement set forth recommendations for the operation of the Office, and the Leadership Agenda mapped out efforts that needed to take place. The fiscal challenge of this unit is to secure a budget that would allow implementation of these recommendations. Since FY 00, this office has been supported by a mixture of PBA and cash in lieu of total PBA support. The cash support has been needed for salary and benefits of some staff and programming. The annual rate has served to support some of the professional staff in the unit. The Office is requesting that the cash be converted to more consistent PBA, or continual cash to lay the foundation of a longer-term funding model.
The unit has supplemented and expanded that base funding through other funding sources. This includes the creation of Project GRO, SLI’s success in receiving grants, and University Outreach’s past success in securing
Kellogg and other funding. The Office will continue to build on those successes and creative means of expanding funding sources for the support of outreach and engagement.
SLI also faces the challenge of securing new external funds to support programming. The Program Director is working with faculty from the Colleges of the Arts and Sciences to develop innovative curricular models for service-learning and will seek external funding to support these initiatives.
ASSESSMENT of PROGRAM DIRECTIONS
This office is continually collecting and analyzing information to evaluate and improve our programs and activities. Below are highlighted assessments that will occur during the coming year.
Created in July 2006, Project GRO’s first year of operation has been characterized by an entrepreneurial spirit in which a variety of strategies have been adopted to increase its visibility, promote outreach and engagement related to faculty research, and building relationships with partners outside the university. At the end of its first year of operation, Project GRO will work with constituent representatives to evaluate program strategies in order to focus the future goals and methods of the initiative.
To more efficiently assess and gather information on programs conducted by the office a web-based survey tool will be purchased during the next few months and used as a tool to gather additional information on the impact of the programs sponsored by the Office.
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PARTNERSHIP WITH AFFILIATE PROGRAMS and CO-LOCATION WITH PROGRAMS FOCUSED ON
INSTITUTIONAL ENGAGEMENT
Outreach and engagement encompasses teaching, research and service work that has implications outside the academic community. This work can take many forms. To maximize the possibilities for synergy across the trifold mission of the institution, University Outreach and Engagement has developed affiliate relationships with
OSU CARES, Service-Learning Initiative and Project GRO. Each of these entities focuses on a different aspect of outreach and engagement. OSU CARES focuses on partnerships for expanded historical “service” function;
SLI focuses on outreach and engagement through curricular inclusion. Project GRO is targeted toward the broader impacts of research activities. To maximize synergy between these tri-fold functions of the institution, these three programs have become affiliates of University O/E and are co-located.
During the past year the Office of Economic Access has moved into our suite of offices. That was done primarily because of available space and there is no “official” relationship between that office and ours. But, that proximity has led to a number of collaborative efforts. Through OSU CARES, the Economic Access office has been connected with county Extension educators and they are working on applying for a grant to model a partnership between the two organizations. Through University Outreach and Engagement there are plans to highlight access on the 2007 Roads Scholars tour. Through Project GRO, the Economic Access office is working with Connecting Rural Ohio to provide information on college preparation and funding to underrepresented populations through the Office of the CIO’s Transportable Satellite Internet System.
SHARING of POSITIONS FOR EXPANDED SKILL SETS while MAINTAINING COST EFFICIENCIES
To secure the skill sets needed within the office, with limited budgets, University Outreach and Engagement has partnered with the affiliate programs and P-12 Project to co-hire staff. See the attached organizational chart. Without partnering, none of these offices would be able to hire the skill sets these individuals’ possess.
Partnering through joint positions and co-location enables the staff to “cross-promote” programs. University
Outreach and Engagement and the affiliate programs all have different constituency groups and provide different means of entrée to specific constituencies. Through cross-promotion, researchers find out about service-learning and Extension finds out about research collaboration opportunities. For example, the NSF
CAREER panel discussion involved Project GRO. As a result, information on the Service-Learning Initiative, OSU
CARES, Roads Scholars, and other fliers were distributed.
PROCESS EFFICIENCIES
With this added staff, the Office has worked to develop efficiencies and build procedures that can maximize the effectiveness of this larger staff. This has included steps such as development and management of shared electronic files; purchase and use of FileMaker to maximize management of databases; development of a process of tracking web and phone inquiries to our office for accessing the university.
PROJECT GRO
During the past year, University Outreach gave lead to working with the Office of Research and 7 colleges to establish Project GRO. This is a new program to create a sustained and coordinated resource to assist faculty
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Outreach & Engagement Annual Report in the development of outreach and engagement plans for their research. Through its housing in University
Outreach, Project GRO profits from daily interaction with other programs involved with outreach and engagement such as OSU CARES and the Service-Learning Initiative. In addition to being able to draw from the experience and expertise of related outreach and engagement programs, Project GRO also benefits from being able to use infrastructure already established by other programs, including distribution lists, advisory committees, and professional contacts within and outside the university.
Below is a summary table outlining O/E annual rate and year-end cash balances over the last five fiscal years. During FY06 and FY07, Service-Learning had access to grant dollars that covered programming costs.
This resulted in a current balance that will is committed to programming in FY 08, when the grant is no longer available. The FY06 ending cash balance is committed as follows:
 $35,000 to support Project GRO partnership
 $22,250 for 2005 Excellence in Engagement Grants
 $75,000 for 2006 Excellence in Engagement Grants
 $150,000 for 2007 Excellence in Engagement Grants (to be awarded in May 2007)
Fiscal
Year
FY02
FY03
FY04
FY05
FY06
Summary of O/E Budget Support
Fiscal
Year
FY03
Annual Rate
$ 128,583
$ 136,139
Cash
$ 245,750
$ 150,000
Earnings and
Gifts OSURF Total Budget
$ 100,480 $105,500 $580,313
$ 3,000 $ - $289,139 FY04
FY05
FY06*
$ 141,035
$ 236,640
$ 300,000
$ 300,000
$ - $ - $441,035
$ 72,840 $ - $609,480
FY07 $ 243,029 $ 300,000 TBD $ - $543,029
*$100,000 annual rate transferred from College of Human Ecology for Service Learning Initiative
YE GF Cash
Balance
$ 141,298
$ 211,327
$ 237,966
$ 276,215
$ 443,257
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Change in PBA from FY06 to FY07 was due entirely to guideline increases.
Outreach & Engagement Annual Report
New Mandates
Service Additions
Guidelines (inflation)
Miscellaneous Adjustments
Dollars n/a n/a
$6,389 n/a
Percentage n/a n/a
100% n/a
These dollars support staffing and programming for the Office of University Outreach and Engagement. The current PBA and cash supports salary and benefits for .14 VP University Outreach, .5 Leader, University
Outreach, 0.65 FTE Office Associates, and 0.5 FTE Program Assistant, .34 FTE Communications Manager, .375
FTE Office Assistant and student employees. The PBA support for SLI supports .5 FTE faculty program director, .5 FTE program coordinator, .33 FTE communications manager, .37.5 FTE office assistant, and .25 FTE office associate.
The Service Improvement Dollars have been used to support the additional staff needed to deliver programming to meet the Unit goals. The dollars are also needed to cover operating expenses of the office
(approximately $25,000 per year) and programming costs. This includes grants programs to support development of capacity to embed outreach and engagement within units. The impacts of the grants discussed in the “Current Situation” section of this report highlights the value these grants have in enhancing outreach and engagement within departments and how those grants support “Building Ohio’s Future” and other strategies of the Academic Plan.
As stated earlier, our office works very closely with the other units on campus that provide support for those doing outreach/engagement work. This includes collaborating on announcing and awarding grants, providing professional development for faculty and databases. The offices work collaboratively to maximize impact while avoiding duplication of services
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Outreach & Engagement Annual Report
In lieu of PBA we received $300,000 cash in FY06 and FY07. We are requesting that this cash be converted to PBA at the beginning of FY08. These dollars are needed to maintain existing services of the Office of University Outreach and Engagement and will be used to implement the O/E component of the Academic Plan. The primary customers that will benefit from these services are the outreach and engagement contacts in each college and academic units and the faculty/staff across the university giving lead to outreach and engagement initiatives.
These are the core dollars that support the operation of the Office of University Outreach and
Engagement. Without these dollars there will not be university-wide support and leadership for outreach and engagement at Ohio State. We will not be able to seed initiatives that generate a diversified revenue stream that support outreach and engagement initiatives. We will not have the current level of staffing to support the colleges and units in implementing partnerships with the community.
The internal resources we have support basic operation of the office.
No other unit provides university-wide support for the broad scope of outreach and engagement. This unit works with and coordinates its work with targeted engagement programs (i.e., P-12, Service-
Learning Initiative, OSU CARES and Project GRO) and the outreach and engagement efforts in specific colleges
Admin.& Prof.
$14,774 $4,728 32% $19,502
n/a
Classified
Grad Associate
Student Wages
Operating
Equipment
.34 fte
Communications Mgr
.5 fte Program
Coordinator
.375 fte Office
Assistant n/a n/a
Grants
Office Operations
Faculty Professional
Development
Activities n/a
$17,540
$10,685 n/a n/a
$200,000
$25,000
$17,385 n/a
$5,613 32%
$4,275 40% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
$285,384 $14,616
$23,153
$14,960 n/a n/a
$200,000
$25,000
$17,385 n/a
$300,000 n/a n/a n/a n/a n/a n/a n/a
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Outreach & Engagement Annual Report
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