"BEACON OVERVIEW _July 2002_"
Scholarship of Outreach and Experiential Learning at the Franklin P. Perdue School of Business From the MHEC Strategic Plan GOAL 3: … contribute to the further development of Maryland's economic health and vitality. GOAL 4: … support and encourage basic and applied research. From the USM Strategic Plan GOAL 2: … providing the knowledge and infrastructure to ensure the State's continued economic growth and international competitiveness. GOAL 3: … fundamental mission to serve the public good. From the SU Mission Salisbury University prepares its graduates to pursue careers in a global economy and for meeting the State’s workforce needs. The University promotes and supports applied research, diversity initiatives, targeted outreach programs, K-16 partnerships, cultural events, and civic engagement in all aspects of community life. From the SU Strategic Plan GOAL A: Maintain a superior, active, and engaged learning community. GOAL C: Continue to be active partners in responding to the educational, economic, cultural, and social needs of the region and the State. GOAL E: Strengthen the University’s resources. PSOB Mission Elements … a broad range of applied business learning experiences. … professional development opportunities that meet the workforce needs of our region. … providing targeted business, economic, and community outreach activities. Primacy of Applied Research The Leadership Team of the Franklin P. Perdue School has declared in 2000 that the school will equally emphasize: “Pedagogical and Applied Research,” and that it will also support faculty involved in: “Basic Research.” BEACON Mission I. To help fulfill the academic mission of our University and School by providing our students, faculty, and staff opportunities for engaging in: a) Applied Business Learning Experiences (ABLE); b) Community Based Research; c) Scholarship of Service; d) Scholarship of Outreach; e) Scholarship of Application; and f) Scholarship of Integration. II. To help fulfill the regional service mission of our University and our School by providing business, economic, and community development technology and knowledge transfer services to a variety of entities, including private businesses, government agencies, non-profit, and community organizations. BEACON and UniSCOPE University Scholarship and Criteria for Outreach and Performance Evaluation. “Outreach involves extending ALL forms of scholarship – research, teaching, and service – to address societal issues.” (Pennsylvania State University) Scholars Beyond the Academy “Interest in outreach and public service climbed during the 1990s. A large literature in the scholarly and literary press developed around the role of the intellectual in public life; applied work gained new cachet in a number of disciplines, including my own — anthropology; and the numbers of professors experimenting with “service learning” grew by leaps and bounds. By the mid-1990s, national conferences convened by the American Association of University Professors, the American Association for Higher Education, and the American Council of Learned Societies were all exploring the themes of “engagement,” “scholars’ obligations beyond the academy,” and “professors as citizens.” The Thomas Ehrlich Faculty Award for Service-Learning was initiated by Campus Compact in 1995, while Zee Gamson and her colleagues at the New England Resource Center for Higher Education instituted the annual Ernest A. Lynton Award for Faculty Professional Service and Outreach in 1997.” Mary Taylor Huber – Evaluating Outreach Scholarship of Engagement in the 21st Century Joseph DiGregorio - 2000 SEVEN QUALITIES OF THE SEVEN EXPECTATIONS FOR THE IDEAL SCHOLAR SCHOLARLY INSTITUTION 1) Accessibility to the local community 1) Visible support of engagement; which seeks faculty expertise and 2) Continuous public encouragement experience in solving local community from leaders; problems; 3) A focus on successful examples; 2) Responsiveness; 4) Commitment to engagement; 3) Sensitivity; 5) Sincere concern for the community; 4) Caring; 6) Commitment to partnership and 5) Concern; reciprocity in assessing the needs of local 6) Commitment to community; and communities; 7) Involvement without personal bias or 7) Institutional policies and procedures prejudice. that “help, rather than hinder, outreach.” BEACON Objectives Student/Faculty Applied Learning: BEACON team members, both students and faculty, will apply concepts taught and learned in the classroom to real-world clients and projects. Regional Outreach: BEACON will contribute to the region’s business, economic, and community development through targeted outreach projects. Technical Assistance to SU: BEACON will be a resource to Salisbury University by working with peer outreach programs and with University leadership to a) identify issues of concern to outreach organizations across campus; b) develop appropriate recommendations. Sustainability: BEACON will be self-sustaining. Working Environment: BEACON will create a working environment that is professional and customer-oriented, but also flexible and respectful of staff’s family and other personal needs. BEACON will strive for an internationally diverse team. Applied Learning (2001-2002) Undergraduate students: 51 Graduate students: 32 Faculty: 4 Note: BEACON is firmly committed to increasing the number of faculty on its project teams. However, historically it has been difficult to attract faculty because: a) Many faculty do not perceive that participation in applied research projects will contribute to their professional advancement; and b) BEACON’s location on the east side of campus, separated from the Business School by Route 13, has inhibited regular communication and collaboration. Regional Outreach Major Projects (Over $100,000) Collaborated with community stakeholders and the Department of Geography’s Mapping Science Group to design, develop, and launch a Regional Public Transportation System. Shore Transit connects the major population centers of the Lower Eastern Shore. Project Value: Over $6 million during the past three years. Regional Outreach - Continued Mid-Sized Projects ($10,000 to $100,000) 1) Collaborated with Wicomico County Extension to develop small farm cooperative opportunities. ($17,000) 2) Conducted market and demand analysis for an enterprise dedicated to producing chicken products in an environmentally friendly manner. ($35,000) 3) Researched obstacles to self-sufficiency on the Lower Eastern Shore and proposed economic development strategies for addressing these obstacles. Did numerous follow-up presentations and consultations with stakeholder groups such as the Lower Shore Manufacturing Network, Salisbury Area Chamber of Commerce, Community Foundation, and Wicomico Partnership for Families and Children. ($22,000) Regional Outreach - Continued Mid-Sized Projects ($10,000 to $100,000) 4) Conducted analysis and recommendations regarding Ocean City’s summer housing shortage. ($15,000) 5) Began preliminary design and development of a regional economic information base. ($15,000) 6) Adapted the Nichols Five-Column Outcomes Assessment Model for SU and the PSOB. ($30,000) 7) Began a project to assess the economic impact of Maryland’s resource-based industries. ($24,000) 8) Conducted market feasibility study for AVNOGLARE, a minority technology business enterprise. ($94,000) Regional Outreach - Continued Small Projects (Under $10,000) 1) Assisted online seafood company to locate target markets through a web- based survey. ($5,000) 2) Conducted market analysis for hatchery by-products. ($5,000) 3) Conducted feasibility study for a local department of social services for the development of an Individual Development Account (IDA) program. ($5,000) 4) Planned and facilitated a workshop to develop techniques for assessing science teachers-in-training. ($6,000) 5) Worked with peer outreach programs and with University leadership to a) identify issues of concern to outreach organizations across campus; b) develop necessary recommendations. ($3,500) 6) Focus groups and analysis to help a local addictions/mental health organization with its strategic planning. ($2,500) Regional Outreach - Continued Civic Engagement (Reinvestment $$) Bienvenidos a Delmarva: This initiative responds to the reality of a steadily expanding Hispanic and other immigrant population on the Eastern Shore. The goal is to bring together local service providers and stakeholders so that they can educate each other about the services available to the Hispanic community, as well as the service gaps their clients encounter. Currently over 80 organizations from a seven county region participate. BEACON provides management, marketing, and other Organizational Development services to these service providers. Regional Outreach - Continued Civic Engagement (Reinvestment $$) Provided expert assistance to the Eastern Shore Delegation regarding network.shore, an initiative to enhance connectivity on the Eastern Shore; Developed an e-commerce certification program; Sponsored Network of International Business Schools e-learning research roundtable; Researched technology and know-how transfer by rural public comprehensive universities; Explored feasibility of a Non-Profit Management and Marketing Center. Regional Outreach - Continued Civic Engagement (Reinvestment $$) Conducted market feasibility study for a local Community Supported Agriculture model; Segmentation and profiling study for users of Schumaker Pond; E-commerce and e-business development manuals for non-profits and small businesses; Gave keynote address at the Salisbury Area Chamber of Commerce’s annual Economic Forecast Summit (January 2002). Regional Outreach - Continued Civic Engagement (Organizations) Network of International Business Schools Steering Committee Member for North America; Eastern Shore Economic Development Task Force Member – Expert Advisor; Wellness Community – Delmarva Board member; Governor’s 2010 Health Maryland Committee Business Member for the Eastern Shore; Somerset County Economic Development Commission Associate Member; Access 26 – Community Access Television, Mayor’s Commission Nominee. Special Recognition and Awards BEACON earned Shore Leadership Association’s 2001 “Economic Development” Award, which recognizes organizations that have promoted regional excellence through their projects and services. BEACON earned the Evie Cutler Public Service Award from the Governor’s Committee on Employment of People with Disabilities for its leadership of the Regional Transportation Initiative. BEACON shared with the rest of the regional transportation coalition in earning the FORVM for Rural Maryland’s Outstanding Rural Development Award for their leadership of the Regional Transportation Initiative. BEACON’s Managing Director, Ruth Baker, was nominated by SU for the 2002 University System Staff Award in the category “Extraordinary Public Service to the University or Greater Community.” Internationally Diverse Team Chile France Germany Mexico Mongolia Panama Romania Turkey United States