COMMUNITY OUTREACH ACTION TEAM

Goal Five: Expand and nurture relationships with local industry, schools, other universities, state government and community and professional groups.

Objective 5.a. Expand and coordinate internship, cooperative education and service learning programs with businesses, government, community organizations and other constituencies in order to enrich student learning and to strengthen USCA community ties (See also Objective 1.j. and 1.l.)

Strategy 5.a.1. Expand the Office of Career Development to include a coordinator for experiential education (cooperative education, internships, job shadowing, etc.) and employer relations whose responsibilities will include developing guidelines, establishing relationships with community organizations, working with Schools/Departments to implement programs, forming a liaison with the coordinator of service learning programs to develop those experiences, and developing assessment tools to measure the effectiveness of programs.

Costs: $23,000 – $27,000 per year for a full-time staff position (recurring)

Partial amount of salary may be taken from a separately existing co-op position that would be integrated into the new position.

Designated Person/Unit: The Career Services Office and Institutional Planning

Strategy 5.a.2. Gather and centralize information regarding existing programs.

Cost: No additional costs

Designated person/unit: The Career Services Office and the Vice Chancellor for Academic Affairs

Strategy 5.a.3. Designate a representative from each academic unit to work with the coordinator of experiential education in order to develop experiences for that department.

Cost: No Costs

Designated person/unit: The Career Services Office and the Vice Chancellor for Academic Affairs.

Strategy 5.a.4. Inform members of the University and community of model programs.

Cost: Included in the salary and supply costs of the Career Services budget.

Designated person/unit: Career Services and the Office of External Affairs.

Measures:

· Has a Coordinator of Experiential Education and Employer Relations been hired and a centralized program for internships been developed?

· Document the number of programs now in existence and the number two years from now.

· In a year, has some form of experiential education been developed within each department that does not have this type of experience built into their curriculum?

Priority Strategy:

Strategy 5.a.1. The reason for the high priority for the position of Coordinator of Experiential Education and Employer Relations is that all the strategies and measures for objective 5.a rely on the development of this position. There is currently no centralized program in place for experiential education or one office responsible for developing and marketing these opportunities. The benefits of this position are numerous. Students will benefit by getting more opportunities to develop skills related to their majors and get experiences that will help with their career planning process. Employers will get low cost employees to help accomplish organizational goals. These companies will also get the chance to "test drive" possible full time employees before actually hiring them. Increasing these types of relationships will directly support Goal 5.

Objective 5.b. Support efforts of faculty and staff to share professional knowledge and expertise for the betterment of the community

Strategy 5.b.1. Establish a ‘Virtual Support Center’ on-line to help faculty and staff identify campus resources that could help with their community efforts. This may include help with designing brochures (for example, graphic design projects) or preparation of exhibit boards (for example, education curriculum lab). Several of the other strategies could be integrated in this virtual support center (for example, lists of equipment available, and forms to reserve such equipment

Cost: $2,000 - $3,000 first year to set up through student workstudy assistance to the USCA Webmaster; maintenance should be integrated into Webmaster duties. (one-time)

Designated person/unit: USCA Webmaster

Strategy 5.b.2. Maintain a supply of equipment for faculty and staff to use when working with external groups (for example, portable LCDs, laptops)

Cost: $10,000 for LCD projector and associated supplies (for example, lights); 2 laptops (one-time cost) Recurring costs should be approximately $2,500 per year for maintenance and replacement of equipment

Designated person/unit: Instructional Services and CIO

Strategy 5.b.3. Increase administrative support for professional efforts (for example, help with mail outs for professional organizations, layout and photocopying of handouts)

Cost: $12,500 per year recurring for part-time administrative support

Designated person/unit: Vice Chancellor for Academic Affairs

Strategy 5.b.4. Develop additional mechanisms for recognition and reward of efforts to share professional knowledge and expertise with community entities (for example, in annual evaluation, monetary incentives).

Cost: minimal

Designated person/unit: Vice Chancellor for Academic Affairs, Unit Heads

Strategy 5.b.5. More aggressively promote the Speakers Bureau

Cost: minimal

Designated person/unit: Office of External Affairs

Measures:

· # of faculty and staff who contribute to the community

· Hours per faculty/staff spent on community activities, as estimated on annual self-evaluation

· Increase in equipment available for faculty use in the community

· Amount of use of the “Virtual Support Center” (track number of hits)

Priority Strategies:

Strategy 5.b.1 USCA has many resources available for use by faculty and staff to assist with their community service efforts. Often much time is wasted, however, in trying to determine which resources are available and where they are located. A virtual “one-stop shop” that directs faculty and staff to the resources would provide a much more efficient use of everyone’s time.

Strategy 5.b.2. Community agencies often do not have the equipment available to allow faculty and staff to use their Power Point presentations. Additional equipment would allow faculty/staff to more easily adapt presentations that have been developed for use in the classroom to the needs of community organizations.

Strategy 5.b.3. Faculty/staff often have the opportunity to take on leadership roles in professional organizations. These roles require on-going mail distribution to members, and preparation of professional documents. Our current level of administrative support often leaves faculty doing their own typing and making their own photocopies. Extra administrative duties cause faculty to defer their leadership to others who have more resources available.

Objective 5.c. Encourage and recognize faculty and staff participation in community service

Strategy 5.c.1. Recognize departments and units that participate collectively in community service events.

Cost: minimal

Designated person/unit: Vice Chancellor for Academic Affairs, Office of External Affairs and Unit Heads

Strategy 5.c.2. Continue to encourage participation in university sponsored community service events, including blood drives, Project Vision, and similar efforts.

Cost: minimal

Designated person/unit: Office of External Affairs

Strategy 5.c.3. Establish USCA Citizen of the Month to reward faculty, staff, and students’ community service efforts, and provide small incentive such as preferred parking space or ticket for free lunch.

Cost: minimal

Designated person/unit: Honors, Awards and Scholarship Committee to establish simple on-line application and award process

Strategy 5.c.4. Encourage opportunities for community service to be published in the USCA monthly calendar and at the beginning of each semester.

Cost: minimal

Designated person/unit: Office of External Affairs

Measures:

· # of faculty and staff recognized for their community service each semester

· Hours per faculty/staff spent on community service, as estimated on annual self-evaluation

Priority Strategies:

Strategy 5.c.1. Competition within and between units can be an effective motivator to encourage those who are hesitant to get more involved. The best person to provide encouragement is someone from one’s own unit.

Objective 5.d. Work with other USC campuses and in-state peer institutions to improve communication and relations with local and state government.

Strategy 5.d.1. Increase marketing of activities that promote awareness of the benefits that universities provide for the region and state. Continue to invite state and local government officials to such activities.

Cost: PR/Marketing $5,000.00 (recurring)

Designated person/unit: Assistant Chancellor for External Affairs and Special Projects

Strategy 5.d.2. Increase participation and USCA representation in local and state association and committees (for example task forces, School Board, etc.)

Cost: No direct cost.

Designated person/unit: Monday Group

Strategy 5.d.3. Develop a process within existing consortiums that coordinate efforts by USC campuses and in-state peer institutions to address joint issues of concern and improve communication and relations with local and state government.

Cost: No direct cost.

Designated person/unit: Chancellor

Measures:

Use surveys, interviews, etc.. to determine if the coalition of USC campuses and in-state peer institutions is effective in improving communication and relations with local and state government.

Priority Strategies:

Strategy 5.d.1. A commitment must be made to promote activities sponsored by USCA that benefit the community and region. In the current financial climate, community support is essential.

Strategy 5.d.2. This strategy should be a high priority because it does not require a financial commitment and garners much good will among local and state agencies. Dr. Linda Eldridge has stated that the Aiken County School Board would welcome USCA faculty participation on school, district and state committees. There are currently at least three faculty members serving on a review of the Advanced Placement Biology Textbooks that have been challenged by a local citizen. Dr. Eldridge stated that she greatly appreciates the faculty members’ willingness to serve.

Objective 5.e. Develop and promote credit- and non-credit-bearing experiences to meet community needs and interests

Strategy 5.e.1. To further develop, maintain and strengthen, as appropriate, non-credit programs for the community (i.e. senior citizen programs, summer camps, fine arts programs) a staff person will need to be hired to administer the program, recognizing these programs will not be major revenue generating programs.

Cost: $23,000 - $27,000 per year for a full-time staff position

A portion of the salary for the full-time position will be funded through participant fee payments to the programs.

Designated person/unit: Office of Continuing Education

Strategy 5.e.2. Ask each School/Department to examine opportunities to develop undergraduate, graduate and certificate programs within their specific areas of expertise that meet or address community and regional needs of specific populations. (For example, accelerated programs for non-traditional students)

Cost: Faculty salaries will be funded by participants’ fees will fund in the accelerated program.

Designated person/unit: Academic Unit Heads

Strategy 5.e.3. Through a centralized office (Continuing Education) continue developing non-credit training programs for business and industry that are designed to meet their specific training/professional development needs.

Cost: Participants’ fees will fund the program

Designated person/unit: Office of Continuing Education

Measures:

· Determine the number of credit and non-credit programs/participants we have currently.

· Compare those numbers with the numbers in 2005. Continue participant evaluation process to determine if the programs are meeting the needs and interest of the community.

Priority Strategies

Strategy 5.e.1. Hiring of a person to direct/administer/enhance new and on going programs for the community (for example senior citizen programs, kids summer camps and fine arts programs). If community interaction programs are a priority for USC Aiken and the campus desires to see this area grow, there must be someone designated to administer these programs. At the present time the Continuing Education Department is made up of one full-time person and the sharing of a part-time administrative position with the Conference Center and Special Events Office. The Office of Continuing Education does receive funding from the community programs already being offered. However, the cost for the programs must be kept to a minimum to ensure participation. A benefit of the community participation in these programs may lead (and has led) to new monetary donations for the USC Aiken Development Office. Another benefit and opportunity is to encourage middle school and high school students to attend college at USC Aiken when they are on the campus participating in community programs. The community programs provide a fun educational way to introduce the area residents to the programs and campus of USC Aiken. This priority will also aid in 5.e.2 in allowing present personnel to focus on enhancing and developing training programs for business and industry to meet their needs providing for a more concentrated effort to bring in new revenue. The new revenue anticipated in the growth of strategies of 5.e.2 and 5.e.3 will provide a portion of the funding for the new position.

Strategy 5.e.2. Each School/Department will examine opportunities to develop undergraduate and graduate programs within their specific areas of expertise that meet or address community and regional needs of specific populations. There is a need for accelerated degree programs to meet the needs of those students in our area who wish to complete a degree in a shorter period of time. As programs are developed faculty will be hired to teach the students. The faculty salaries will be funded by participants in the specific program.

Objective 5.f. Maintain and strengthen ties with and support of area schools

Strategy 5.f.1. Examine opportunities to cost share with public schools (for example purchasing in large quantities, merging printing facilities)

Cost: Should result in cost savings

Unit of Standing Committee Responsible: Chancellor

Strategy 5.f.2. Establish a volunteer base to mentor at risk students at the P-12 level. Study the possibility of partnering with community organizations to create mentors for parents of at-risk students.

Cost: No cost

Designated person/unit: Assistant Director of Student Activities, School of Education, Counseling Center

Strategy 5.f.3. Share resources, professional development opportunities, and curriculum related workshops that assist P-12 faculty and schools with implementation of their visions (for example African Drumming Workshop, presentations at local and state professional education conferences, loan of equipment and materials, support of Academic Booster Clubs)

Cost: Workshops funded by participant’s fees of by grants funds

Designated person/unit: Vice Chancellor for Academic Affairs Office

5.f.4. Continue to encourage faculty to volunteer as representatives at school sponsored activities such as career day activities and as judges of subject area fairs or festivals (for example History Day, Special Olympics, Science Fairs, Choral/Band Festivals, etc.). Continue to serve on school, district or state committees for curriculum development and textbook selection.

Cost: No direct cost to USC Aiken. However, faculty may incur travel expenses.

Designated person/unit: Unit Heads

Strategy 5.f.5. Continue to include P-12 representation on appropriate advisory boards and university committees.

Cost: No cost

Designated person/unit: Chancellor

Strategy 5.f.6. Continue to encourage P-12 school and public participation in University-sponsored events that support the mission of area schools (for example S.E.E.D., High School Mathematics Competition, Science Bowl, Junior Academy of Sciences, Visual and Performing Arts events, Earth and Sky Night, Family Science and Family Math, College Day, etc.) Advertise widely information of interest to the P-12 education community and the public via a variety of media, including websites, television, radio, newspapers, newsletters, marquees, and flyers to local businesses.

Cost: $15,000 (?)

Designated person/unit: Unit Heads, Office of External Affairs

Strategy 5.f.7. Continue to develop University partnerships with community groups that have educational programs in an effort to expose students to cultural events, sports and wellness activities, and career exploration (for example Aiken Civic Ballet, Augusta Symphony Guild, Aiken County recreational groups, youth sports, etc). Expand USCA instructional programs that encourage skill development in particular disciplines (for example Kids In College, Athletic Camps, Conservatory program, etc.).

Cost: $1000 per event (security, personnel, stage equipment, programs, etc)

Designated person/unit: Unit Heads

Strategy 5.f.8. Continue to develop programs to encourage academic and extracurricular success of school-aged children by making them VIPs and honoring them at half time of basketball games.

Cost: $500

Designated person/unit: Student Life

Strategy 5.f.9. Seek grants that support in-school arts presentations, research opportunities, or internships of secondary school students.

Cost: No cost

Designated person/unit: New Grants Office (interim: Development Office)

Strategy 5.f.10. Increase support of USCA curricular objectives by expanding opportunities for undergraduate and graduate students (for example in Psychology, ESL, and Computer Science) to apply their expertise in serving area schools.

Cost: No direct cost

Designated person/unit: Unit Heads

Measure:

Use questionnaires, surveys, interviews, etc. to determine if USCA is maintaining and strengthening ties with and support of area schools.

Priority Strategies

Strategy 5.f.1. Cost sharing with the public schools may provide a mutually beneficial means of cost cutting.

Strategy 5.f.2. Many schools do not have funds for after-school programs to assist students at-risk. A mentoring program sponsored by on-campus student organizations could be a win/win experience for USCA and our regional schools. Studies have indicated that mentoring programs are most successful when mentors are provided for parents as well.

Objective 9.e. Explore ways to improve effectiveness and efficiency regarding relationship to USC Columbia (for example, communication between university libraries, mainframe reliance and support, and a variety of administrative processes)

Strategy 9.e.1. Evaluate effectiveness of avenues of communication with USC Columbia regarding issues of concern.

Cost: No direct cost

Designated person/unit: Monday Group

Strategy 9.e.2. Continue to engage in negotiation for system-wide use of electronic resources, for example library resources, student identification, internet access.

Cost: No direct cost.

Designated person/unit: Monday Group

Strategy 9.e.3. Streamline administrative processes between USC and USCA such as those that involve numerous decision points.

Cost: No direct cost

Designated person/unit: Monday Group

Strategy 9.e.4. Study feasibility of creating independent access and control of USCA student and staff database.

Cost: No direct cost

Designated person/unit: Monday Group

Measure:

Compare existing policies and new policies to determine if relationship to USC Columbia has improved in effectiveness and efficiency.

Priority Strategies

Strategy 9.e.1 Channels of bureaucracy often hinder communication between USCA and USCC.

Strategy 9.e.2. The new Dean of Libraries has appointed an Organizational Review Task Force. At issue is the recognition of the need for system-wide negotiation of electronic resources. This presents a timely opportunity for USCA to have input regarding the system-wide use of those resources.

Strategy 9.e.3. The implementation of this strategy could reduce faculty and staff workloads.