Monday, September 18, 2000
Made in the shade
Committees begin searches for new directors of Vinson, Fanning institutes
Anderson named first Sterling-Goodman Professor
Info about weather-related closings available from many sources
Professor’s career choices take her down roads less traveled
Kudos
Social work names new associate dean, director of Ph.D. program
Held in high regard

Reaching out
New outreach vice president wants to help connect university’s resources to the state’s most pressing problems
Arthur Dunning became vice president for public service and outreach and associate provost at UGA this July, following 13 years with the University System of Georgia. He spoke with Columns about his plans for the university’s service mission.

By Suzanne Smalley
ssmalley@uga.edu

Columns: How would you define public service and outreach?
Dunning: Public service and outreach at the University of Georgia has been, and will continue to be, a process of extending the intellectual talent, expertise and resources of the university through teaching, research and service--and not just through the traditional route of public service. We have addressed civic, social, economic and environmental issues of the state--issues that have a real impact on quality of life. At UGA, public service and outreach is performed in a number of ways--applied research, technical assistance, policy analysis, assessment studies, non-credit and, in some cases, credit
instruction.

Columns: What are the public service and outreach units?
Dunning: There are 11 service units here at UGA: Business Outreach Services/Small Business Development Center, the Carl Vinson Institute of Government, the Cooperative Extension Service, the Georgia Center for Continuing Education, Information Technology Outreach Services, the J.W. Fanning Institute for Leadership, the Marine Extension Service, the Museum of Natural History, the Office of International Development, the State Botanical Garden and the University of Georgia at Gwinnett.
In addition to the service units, the university has outreach collaboratives in most of the 13 schools and colleges, enriching the service provided to clients by drawing upon faculty expertise.

Columns: And what is the role of the vice president’s office?
Dunning: I want this office to help to connect our rich resources to the most pressing problems in the state--K-12 education, economic development in rural south Georgia, environmental quality, transportation, air quality, growth management, urban sprawl.
This office should play a strong advocacy, coordination and leadership role for outreach activities. It is helpful that we have a president and provost who are visible champions for public service. The ability of our faculty to use research results in solving practical problems makes my job easier.

Columns: What have you learned about UGA’s efforts?
Dunning: First, it is not what I have learned; it is what has been reaffirmed. As I have traveled throughout the state during the past several weeks, I have heard citizens give credit to the university for playing a leadership role in the intellectual and civic progress in Georgia. Many of our clients talked with me about the need for public service and outreach to become an even more visible and vigorous partner in addressing some of our most pressing urban problems--the environment, transportation, water quality and K-12 education.

Columns: What challenges do you see for public service at UGA?
Dunning: I am especially interested in partnerships and collaborations, both within the university and throughout the state. I want to ensure that our strong service mission is maintained and integrated within the university community. That means searching for partnerships that are mutually beneficial for the service mission and the academic units.
Certain themes emerged from my discussions with the deans, department heads and other leaders on campus. First, greater communication, collaboration and coordination among service units and academic units. The enhancement of programs affecting Georgia’s natural resources; children, youth and families; and economic and community development were mentioned frequently. Lastly, as we work to facilitate better integration and share resources and talent, we need to ensure that faculty members are rewarded for taking their expertise into communities across the state.

Columns: What goals have you identified?
Dunning: We will initiate in October a review of service programs here at UGA. A task force will develop recommendations for shaping the future of public service and outreach.
I am especially interested in how we can build mutually beneficial relationships with the internal academic community as well as key external constituents and funding sources. We will have as a goal to collaborate in university initiatives wherever public service and outreach provides a value-added element. Additionally, I have as a goal to actively inform internal and external constituents about the university’s impact on the state. We must do the work, but we must also tell the story.

Columns: Do UGA students get involved in outreach activities?
Dunning: More and more, public service faculty find ways to engage students. Giving students an opportunity to apply the theories they learn in their classes makes outreach efforts richer. The students are bright, and they easily make the theoretical connections. Their fresh ideas and new perspectives strengthen their notions of community and make a difference in their community’s and state’s future.

Columns: What impresses you most about UGA now that you have two months’ experience here?
Dunning: The scope and depth of public service and outreach activities are quite remarkable. Our programs are strong and well developed. Our public service faculty are interested in how to sustain the activities of our units and, at the same time, update programs to address the challenges in our state. I have been very impressed with the spirit of cooperation and the deep reservoir of goodwill concerning the importance of public service at the university.
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