James C. Votruba
Vice Provost for University Outreach
Michigan State University
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Prologue
Throughout its history, a defining characteristic of the American university has been its
capacity and willingness to help advance the economic, social, and civic vitality of our nation.
Over the past 100 years, America's universities have brought science to agriculture, educated
the workforce for industrial expansion, provided educational access that contributed to civic
literacy and social mobility, and generated research and technology that has been instrumental
in advancing every sector of American life.
This covenant between the university and society has resulted in enormous benefit for both.
Recognizing that an investment in its universities was an investment in its own future, our
nation has provided the support necessary to build what, by nearly any standard, is the finest
system of higher education in the world.
Today, the advanced learning needs of society are undergoing a fundamental transformation and
universities are challenged to adapt. In what many describe as the Knowledge Age, learning
across the lifespan has become a necessity for nearly everyone. This emphasis on lifelong
learning, combined with the emergence of sophisticated new educational technologies, is pressing
universities to address important questions related to access. Access for whom? Access to what?
Access how? Access where?
In addition to an emphasis on lifelong learning, society is confronting an array of complex and
formidable challenges that will shape the future of our nation and its people. Among the most
important are economic competitiveness in an increasingly interdependent world economy,
improving the quality of K-12 education, overcoming the tragic human and economic costs
associated with urban and rural poverty, enhancing environmental quality and sustainability, and
improving the quality of life through health promotion and disease prevention. If universities
hope to sustain public support, they must effectively address these challenges through the
extension and application of their scholarly expertise.
Nearly a decade ago, Michigan State University made a commitment to broaden, strengthen, and
more fully integrate the extension and application of knowledge, or what we now refer to as
outreach, as a primary mission of each major academic unit. In 1988, the W.K. Kellogg Foundation
awarded the university a $10.2 million grant to help support this institutionwide realignment
process. Over the past several years, a number of other universities have embarked on similar
efforts to make outreach a more central and integrated element in their overall academic
mission. As they have moved beyond the rhetoric of change to the implementation of complex and
often contentious institutional realignment strategies, they have looked for opportunities to
learn from one other.
In October, 1995, Michigan State celebrated the completion of its Kellogg Foundation grant with
a capstone symposium designed to focus on institutional strategies to strengthen and more fully
integrate outreach as a fundamental element of the university's overall academic mission. The
intent was to share what MSU had learned from its own efforts as well as to learn from similar
efforts at other universities.
The capstone symposium was attended by leadership teams from over sixty major universities. The
teams were comprised of presidents and provosts, deans and chairs, leaders of extension and
continuing education, and faculty leaders from a broad array of disciplines and professional
fields.
In his welcoming remarks to the conferees, MSU president Peter McPherson emphasized that
universities have not kept pace with shifts in the educational marketplace. The public's demand
for lifelong learning has created a whole new postsecondary market that places a greater
emphasis on what people know than on what credentials they possess. This is a highly competitive
and learner-centered market that emphasizes access to knowledge when, where, and in the form
that it is needed. It is a market that is producing a whole new array of educational providers,
both profit and nonprofit, who are challenging the university's role in providing advanced
learning.
In his symposium opening remarks, Dr. Russell Mawby, Kellogg Foundation chairman emeritus,
echoed these sentiments and challenged the university to strengthen its capacity to synthesize
knowledge around the critical issues of the day; to rebalance the incentive and reward system to
better acknowledge the importance of knowledge transmission and application as well as knowledge
discovery; to build new and mutually beneficial partnerships with local communities; and to
contribute to the forging of a new civic culture that builds upon and celebrates differences
among people. In what may be his most important challenge to universities, Dr. Mawby called upon
academic leaders to exercise clarity of vision, confidence, courage, compassion,
venturesomeness, a willingness to take risks, and the boldness required to lead universities
during these uncertain times.
Much of the capstone symposium was focused on better understanding the "MSU Outreach Model." In
1993, the Provost's Committee on University Outreach, comprised of faculty and academic
administrators from throughout the campus, asserted that "universities exist to generate,
transmit, apply, and preserve knowledge. When they do these things for the direct benefit of
external audiences, they are doing outreach." Based on this formulation, the MSU outreach model
has four defining characteristics.
First, outreach is defined as scholarship which must be reflective, cumulative, based on current
knowledge, and resulting in new insights and understandings that are subject to critical review.
In other words, outreach both draws on knowledge developed through other forms of scholarship
and contributes to the knowledge base.
Second, outreach cuts across and enhances both the teaching and research missions of the
university. In this formulation, outreach can take a variety of forms including applied
research, technical assistance, demonstration projects, impact evaluations, student
service-learning, policy analysis, and off-campus credit and noncredit instruction.
Third, outreach is conducted for the direct benefit of external constituents in ways consistent
with the mission of the university. Outreach must be assessed in terms of both its impact on the
external constituent and on the extent to which it enhances the university's other mission
dimensions.
Fourth, outreach is the responsibility of each academic unit in the same way that the units are
responsible for serving the other dimensions of the university's academic mission. In MSU's
approach to outreach, academic units are evaluated based on their contribution to the full
breadth of the research, teaching, and outreach mission.
The MSU outreach model requires that the university internally realign itself in several
important ways. For example, the University has had to address the creation of both faculty and
unit-level incentives and rewards that reenforce the importance of outreach involvement. It has
had to create new organizational structures that support interdisciplinary approaches to complex
societal problems. It has had to reformulate its planning and budgeting process to ensure that
outreach is represented as a core academic mission. It has had to change a broad range of
institutional policies and procedures that inhibited outreach involvement. Selection and
evaluation of deans, chairs, and other academic leaders has had to be broadened to include an
assessment of capacity and performance related to outreach leadership. New approaches to faculty
and graduate student development now emphasize the enhancement of professional skills related to
outreach scholarship. In short, the MSU outreach model has prompted the campus to engage in an
in-depth look at how it goes about accomplishing its work.
The major advantages of the MSU outreach model derive from making outreach a more fully
integrated component of each academic unit's mission rather than the responsibility of a
separate administrative unit. The model has encouraged ownership of the outreach mission by each
academic unit. It has forced the institution to realign itself both internally and externally to
better serve the advanced learning needs of society. It has emphasized the inextricable link
between outreach and the other mission dimensions. Finally, it has prompted the development of
greater agility, responsiveness, and student centeredness throughout the institution, which we
believe will characterize the twenty-first century university.
The MSU outreach model also can have some disadvantages, at least in the short run. If adequate
systems are not in place at the unit level, eliminating a separate administrative infrastructure
for outreach can reduce the capacity of the campus to respond quickly and effectively to
societal learning needs as they emerge. Serving the new lifelong education market requires
sophisticated approaches to market assessment, program development, instructional design, and
marketing. Historically, these skills have often been present in highly professional continuing
education units. In the MSU model, these same skills must be found in colleges, departments,
centers, and institutes. The model can also make it more difficult to mount interdisciplinary
outreach initiatives until the campus achieves what Oregon State University calls a "low walls"
academic environment that encourages and rewards work across disciplines and professional
fields.
What follows is a summary of each of the capstone presentations along with the names and
addresses of persons who can be contacted for further information. The reader should be aware
that the programs and strategies described in this summary represent "works in progress." They
reflect the willingness of a few universities to accept Dr. Mawby's challenge to be bold,
venturesome, and courageous. They represent not generalized rhetoric nor marginalized
institutional tinkering, but rather an attempt to fundamentally realign universities to better
serve the society that created and sustains them - to better fulfill their social covenant.
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