1. Reward both units and individuals
for their PS&O activities. Rewards could include peer and
supervisor recognition, merit salary increases, and career advancement
(including tenure and promotion consideration).
2. Allow payment of grants to faculty
and staff for outreach activities and expenses as in consultancies.
3. Remove disincentives to securing PS&O
funding from outside sources, including overhead rates and gross
4. Revamp faculty time analysis forms
to reflect the reality that faculty and staff actually work more
than 40 hours per week.
5. Use the Carlson Center model to develop
similar partnerships within the health sciences disciplines, and
to incorporate opportunities for graduate students.
6. Create necessary incentives to promote
more accurate and complete self-reporting of public service and
outreach activities by members of the university community.
7. Expedite processing of small grants and eliminate processing costs for those projects below a certain threshold that are specifically targeted public service efforts.
8. Produce quarterly PS&O reports
for the University Week. Also develop annual reports of campus-wide
activities as comprehensive as possible.
9. Create a dedicated phone line to serve
as a point of public access, perhaps to direct people to the correct
point within the larger web.
10. Create and maintain Internet sites about PS&O
11. Support PS&O 'brokers' to link internal units
with external constituents.
12. Improve physical access to the university by
its visitors by investing more in the Visitor Center, by establishing
information kiosks at various locations on campus, and by upgrading
13. Use the multi-media resources available at the
University, such as UWTV, the Internet, and traditional print
sources to publicize PS&O activities.
14. Link individual (often positive) perceptions
of the university to perceptions of the university as a whole
by utilizing a theme or umbrella by which institutional programs
are identified in the community (i.e. Building Washington's Future).
a. Design a logo. Encourage its widespread use to
illustrate the breadth and depth of public service and outreach
activities at UW.
15. Fund unit-level positions for PS&O 'brokers'
to link units to other groups within and without the University
community. Allocate resources to those units wishing to participate
as they become ready (i.e. in a modular fashion).
16. Develop an intellectual foundation for outreach
as an integrated component of research and teaching.
17. Consider the use of unit-level team scholarship,
that includes teaching, research and public service targets. This
would allow goals to be set and met using a mix of the unit's
faculty, staff and students and account for variability in service
over careers and individual interest.
18. Consider for-credit PS&O activities for students.
The Chemistry 3-part Science Outreach Program series (learn the
talk, deliver the talk, teach other students the talk) devoted
to bringing talks on science subjects to high schools is one model
to consider, and is described in this report.
19. Fund public service activities with "hard"
money, both to stimulate effective programs and to signal institutional
commitment to co-funders, recipients, and practitioners.
20. Develop criteria to assess the value of PS&O
activities and their contribution to the University's mission:
21. Develop and employ a regular, consistent evaluation
process of PS&O activities. This process should include a
mechanism for change based on the results of the evaluation over
a fixed time period, established in the criteria.
22. Monitor the progress of peer institutions nationally, and other higher education institutions within the region, in the public service and outreach arena. Form links to those institutions working in this area.
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