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Pat Sobrero September 5, 2007

Future Direction for Extension, Engagement and Economic Development. Pat Sobrero September 5, 2007. Overview of Future Direction. Priority Issues Local to National NSCU EEED’s Success and Future Direction for NCSU Extension, Engagement & Economic Development

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Pat Sobrero September 5, 2007

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  1. Future Direction for Extension, Engagement and Economic Development Pat SobreroSeptember 5, 2007

  2. Overview of Future Direction • Priority Issues Local to National • NSCU EEED’s Success and Future Direction for NCSU Extension, Engagement & Economic Development • Expected Outcomes for the Future

  3. Returning to Our Roots At the root of the criticism is a perception that we are out of touch and out of date… In the end, what these complaints add up to is a perception that, despite the resources and expertise available on our campuses, our institutions are not well organized to bring them to bear on local problems in a coherent way. NASULGC Kellogg Commission The Engaged Institution: Returning to Our Roots

  4. ISSUES What People Value… Local to National

  5. Agriculture & Agri-business Viability • Add Value to Future Harvests • Climate Change • Improving NC’s Agriculture and • Food Systems • Marketing and Market Development • New Agricultural Products and Markets • Profitability and Competitiveness

  6. Civic Engagement • Civic Engagement and • Leadership Development • Engaged University with the Public • Leadership Commitment to • University-wide Engagement • Partnership and Engagement • Strengthen NCSU Advisory Boards, • Councils, & Economic Dev. Alliances

  7. Diversity & Inclusivity • Continuously Improve Diversity • of Faculty, Agents, Staff, & • Partners • Inclusively involve • Local Communities • Nurture Diversity of Thought, • Culture, Gender, Race, & Ethnicity

  8. EconomicViability Creating Communities & Family Employment Opportunities that North Carolinians Value Economic Well-being [New Resources Stay in NC] Economic Community Development Locally and Especially, Regionally Elevate the Quality of Life for North Carolinians Highly Educated Workforce

  9. EconomicViability Enhancing NC’s Business & Economic Performance Supporting Innovation & Entrepreneurship with “Mini-Hubs” and “Agile Leadership Networks” (Staying on Top, 2004) Expanding Economic Cluster Potentials for Regions of North Carolina Expanding Beyond the Industrial Cluster Models

  10. Energy Efficiency, Renewable Energy, Clean Energy • Energy Efficiency and Renewable Energy • Enhancing NC’s Natural Environment • Sustainable Use of NC’s Natural Resources • Water Quality & Availability

  11. Family & Community Viability • Community Capacity & Vitality • Elevate The Quality of Life • for North Carolinians • Enhance the Sustainability • of Employment • Opportunities

  12. Family & Community Viability • Enhance and Expand Youth • Development Opportunities • for NC Youth • Strong NC Families & Communities • Farm & Rural Family Education • Computer Access & Literacy

  13. Health & Affordable Health Care • Enhancing Individual Human Health • Food Safety and Human Health • Health Education • Obesity, Diabetes, Cancer… • The Cost of Health Care • Lack of Water & • Sewer Capacity

  14. Virtual Engagement & Learning • Continue to Expand Distance Learning Capabilities in NC • eXtension Viability • Information and Learning Technologies Valued by North Carolinians Pat Sobrero

  15. Land Use & the Environment • Financial Incentives of Environmental Stewardship • Land Use • Preserving the Environment and Natural Resources • Urban and Rural Agriculture Interface

  16. Experience Positive Youth & Adult Partnerships After School Youth Volunteers 4-H & FFA Youth Development Science, Engineering, & Technology Healthy Living Citizenship Positive Youth Development

  17. Resource Enhancement • Coordinated University-Wide Funding Strategy for University Engagement • Develop Strategies for Building New Revenue Streams • Fund EEED Infrastructure and Capacity for Continued Growth • Federal Funding Support (Create 21)

  18. NCSU & EEED Actively Addressing the Challenge • Active Engagement with Society • Foster Innovation-driven Economic Development (NCSU Strategic Plan Investment Priorities) • Community Engagement Plan – Carnegie • Innovation in Action • Engaging Students: Connecting to Societal Issues • Recognizing & Celebrating Partnerships

  19. EEED Addresses the Engagement Challenge • Aerospace Initiative • Benchmarking Economic Development Impacts • Carnegie Foundation Classification of Community Engagement • Commitment to Leadership Excellence • Economic Development Partnership • Entrepreneurship Initiative [Catalyzing Entrepreneurship Statewide] • Expanding Access to University Programs

  20. EEED Addresses the Engagement Challenge • Extension and Engagement, and Public Service Grants & Contracts • Faculty & Staff Awards, Recognition, & Professional Activities • General H. Hugh Shelton Initiative for Leadership Development • Industrial Extension Service • Marketing NC State University • McKimmon Center for Extension & Continuing Education • Producing World Leaders

  21. EEED Addresses the Engagement Challenge • Technology Incubator • The Cluster Strategy & Cluster Networks • The Piedmont Triad Region WIRED Project • NC Cooperative Extension Service • Latino Initiative • Diversity • Youth

  22. EEED Addresses the Engagement Challenge • Small Business & Technology Development • Student Engagement • The Piedmont Triad Region WIRED Project • Technology Incubator • Urban Serving Universities Coalition

  23. NCSU and the Office of EEED Address the Challenge • Research Triangle Development and Success – Staying on Top • Commercializing New Technologies (SBTDC)

  24. NC State University enitiativeCatalyzing Entrepreneurship Statewide Our vision is very simple, to be the most entrepreneurial university, anywhere. The purpose is to provide entrepreneurial education, technical assistance and training for businesses across the State, creating and retaining jobs in urban and rural communities. "For the United States to survive and continue its economic and political leadership in the world, we must see entrepreneurship as our central comparative advantage. Nothing else can give us the necessary leverage to remain an economic superpower.” (Carl Schramm, President Kauffman Foundation) Source : http://ncsu.edu/enitiative/inspiration/

  25. Future DirectionExtension, Engagement, & Economic Development

  26. Responsiveness Respect for Partners Academic Neutrality Accessibility Integration Coordination Resource Partnerships Engagement Seven Part Test Extension Committee on Organization and Policy. The Extension System: A Vision for the 21st Century. February 2002. www.nasulgc.org/publications/ agriculture/ecop2002_vision.pdf

  27. Program Excellence Easy Access, Timely, & Relevant Timeliness of Curriculum-based, Relevant Programs Agents & Faculty are Continually Educated & are the “Experts & Co-Learners with Clientele” 24/7 Information & Education to North Carolinians

  28. Citizen & CommunityScholarship Discovery Integration Application Dissemination Ernest Boyer, 1990

  29. Anticipatory Management Using Data-Driven Intelligence to Project the Future, Plan, and Frame Action

  30. Issues Driven Research Research Agenda Informed by Societal Expectations

  31. Brand Name Program Recognition

  32. Engaged Resource Alliances New Partnerships Through Alliances

  33. Engaged Alliances & Funding Stakeholders

  34. An Outcome of Engaged Alliances Expanded Revenue Sources Supporting Priority Programs

  35. Engaged EEED Councils, Partners, and Communities Program Excellence & Advocacy

  36. Easy Access & Valued Quality Timeliness of Relevant Programs 24/7 Information Available

  37. Online Technologies First Contact for Access                                    <>

  38. 21st Century Learning Systems & Modes

  39. Each Local Site: The Front Door to NCSU

  40. Diversity Modeled

  41. Tell Our Story Illustrating Valued Impact Accountability of Programs

  42. Leading

  43. 1. Accessible Data Driven IntelligenceUnbiased Information for Communities, Agencies, & Economic Planners Higher quality decision-making. Shifting from reactive to proactive modes to anticipate change. More effective and timely framing, valuing and ranking of priorities. Positioning current and future assets to address scenarios.

  44. 2. Expand Local & Regional Economic Viability Clusters These are the networks of interconnected businesses, community assets, global connections, and infrastructure that will bring economic viability to the community and region.

  45. 2a. Anticipate Local & Regional Economic Viability Clusters Based on Local Dreams & Values Democratic deliberation is a powerful, transformational experience for everyone involved--citizens and leaders alike--which can result in attitudinal shifts toward the institutions and practice of democracy overall. Deliberative Democracy Consortium

  46. 3. Develop Learning Democracy Institute with Communities of Practice Learning sessions where faculty, staff and students can meet to master competencies needed and learn from each other. Communities of Practice (CoP)

  47. 4. Engagement Across Community Youth Serving Organizations “Follow the Learner, Not the Program”

  48. 5.Evaluate effectiveness of 21st Century Learning that Results in Informed Action Face-to-face & Virtual/Online Development of Trust through Virtual Environments Civic engagement Social Learning/Situated Learning

  49. Inclusive Principle-Centered Leaders

  50. Communicate Openly And Often

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