The first week in May is historic.
On May 8, 1914, the Smith-Lever Act was enacted that established outreach units at Land-grant universities across the nation. On May 8, 2014, a convocation in Washington, DC will commemorate this national policy and all the associated successes of taking knowledge to the people.
Learn more about plans to celebrate this important milestone.
As a member of the University Promotion and Tenure Committee, I spent significant time in the last month reading and discussing promotion and tenure dossiers for OSU faculty.
Undergirding all conversations about the more than 70 candidates was the question of scholarship. For faculty responsible for outreach and engagement, scholarship is demonstrated in diverse ways—unlike the conventional peer-refereed publications expected of researchers. To qualify, scholarship must meet three criteria—1) original intellectual work 2) validated by peers, and 3) communicated. I am glad to report that faculty conducting engaged scholarship are recognized with career advancement. It is clear, though, that work remains to better define how peers are selected and how communication helps to implement associated innovations.
Two weeks ago at the Vice Provost Awards for Excellence luncheon, Dave, Deb and I distributed plaques and checks to several outstanding examples of engaged work. Congrats to all of this year’s recipients!
IN THE NEWS
QUESTION OF THE MONTH
Q. The new Leadership Development Program for Executives is for faculty. Are there thoughts for a strategic talent pipeline for staff? Both for movement within the classified system and also from classified to professional faculty? If we could increase retention of our many talented and dedicated staff, we would also better capitalize on the investment the Division has made in their hiring, training, and development.
A. What a great question! In fact, professional development, skill building and career advancement for division staff are critical to our collective success. While there are some campus-wide programs that include classified staff, we need to consider unique options for Outreach and Engagement, and I invite input and suggestions from all.
Should we consider a special internal development program? What should it contain? How about a job exchange or shadowing program that allows people to experience another setting? Maybe we should design an annual office tour that would spend a day on the road visiting off-campus division facilities. Internships? Your ideas are welcome.