Transforming OSU Extension and My Role in its Transformation as R.A.

1. Transforming OSU Extension and My Role in its Transformation as R.A. Derek Godwin Marion and Polk County Staff Chair Watershed Management derek.godwin@oregonstate.edu 503-510-7582 cell

2. Focuson Survival Focus on the “prize” or “future condition”

3. Components of a Successful Transformation • Retain original mission – stay true • Do what we do best and do it better than others – competitive advantage • Make a difference – agents of change • Others know it, support it and tell others

4. How do we get there? What would be my role? • Value and retain powerful community connections • Advisory committees, local leaders • Elected officials • Key partners • Defined for each county, region Everyone helps identify, communicate and prepare me – Spokesperson, Convener, Facilitator, Advocate

5. How do we get there? What would be my role? 2. On-going strategic planning (needs assessment, program plan, evaluation) • 3 thematic areas for better integration across programs & missions (in addition to typical) • Balance rural and urban • Systematic within counties and region Facilitator, convener, author

6. How do we get there? What would be my role? • Grow extramural funds and partnerships within and outside OSU • #1 and #2 lead to #3 • Grants and contracts • Gifts • Fees - reduce costs/increase revenue where appropriate • Bring university faculty to help Communicator, instigator, reduce barriers, promoter, facilitator

7. How do we get there? What would be my role? • “Cutting Edge” education program delivery – continually assess • Current, research-based from ______ • Appropriate method • New audiences, contemporary issues • Competitive advantage • Optimize ability to span the university Mentor/Coach/Peer, facilitator of partners, convener of training, support

8. How do we get there? What would be my role? • Communication, Outreach and Empowerment • From raising awareness to empowering volunteers and partners • Integrate/utilize technology and media as appropriate • Starts with current volunteers, clientele Leadership and direction, messaging, convener of training, obtain resources, spokesperson

9. How do we get there? What would be my role? • Seek administration efficiencies, role clarity for administration and faculty • Maximize program delivery, support and service • Review current practices and seek to simplify and reduce organizational complexities • Grant admin support, reporting, reviews, budgeting, office procedures, etc. Advocate, facilitator, obtain resources, convene training, partner within OSU

10. Transformation and Roles • Value and retain powerful connections • On-going strategic planning • Grow extramural funds and partnerships • Cutting edge education program delivery • Communication, Outreach and Empowerment • Seek administration efficiencies, role clarity for administration and faculty Spokesperson, advocate, facilitator, mentor, coach, peer, convener, obtain resources and training, author, instigator, reduce barriers, promoter, build partnerships within and outside OSU, etc.

11. Describe your experience in managing multiple funding streams & how have you honored existing funding sources/agreements as they are integrated within counties in this region?

12. Funding sources managed • Marion and Polk County – general funds, tax district, variety of positions, grants, contracts, fees, gifts/foundation accounts. • Grants – P.I. or Co-P.I. on over 4 million dollars in grants for watershed work • Created, managed and reported on budgets, delivered presentations • Partnered with wide variety of entities – counties, cities, COG, SWCDs, watershed councils, OWEB, DEQ, NRCS, ODF, DLCD, OEC, Chemeketa CC, etc.

13. Honoring agreements and integrating within counties • Source and intent – • Communicate with funder before/during/after • Does project fit within our mission and strategic plan? • What is our role? • Efficient use, manage wisely, open accounting

14. Extension is in the midst of Transformation. How have you changed your thinking to embrace these changes? How do you balance community needs vs. organizational constraints? How would you be an advocate and resource for employees during this transformation?

15. Changed thinking to embrace changes • Never against transformation – stay competitive, meet budget constraints, etc. • Rather influence the changes than have them be done to me • Went from downplaying “transformation” to trying to influence strategy – how we get there • Assessing how I can lead and influence local transformation and implement changes • Help survive and thrive

16. Balance community needs and organizational constraints • Reassess priorities and our competitive edge on a regular basis • Try to ignore constraints during assessment phase • Apply filter of constraints to prioritize, core values • Identify ways to leverage, look for other opportunities, remove barriers

17. Advocate and Resource for Employees • Open communications, dispel myths, encourage discussion • Identify issues, barriers, opportunities for change – advocate to the responsible parties (internal, external) • Identify and obtain resources - training, technology, people, peer resources, etc. • Mentor, coach, peer

18. Describe how your background and experience has prepared you to be effective in an environment that values diversity

19. Grew up in area of diverse cultures • Diversity Catalyst Team • Lead21, Change Agent States, Personal Leadership, WSU Navigating Differences – training, teacher training, teacher • Working, communicating and leading a diverse team of faculty and support staff • Building relationships and looking for opportunities to affect change