Who we are
As a land-grant institution committed to learning, discovery and outreach and engagement, Oregon State University promotes economic, social, cultural and environmental progress for the people of Oregon, the nation and the world.
Our executive leadership team is responsible for strategic leadership and oversight of the Division of University Outreach & Engagement and its component programs and initiatives, including the OSU Extension Service.
University Outreach and Engagement Director, OSU Extension Service
Dr. A. Scott Reed leads and directs the OSU Extension Service and the Division of University Outreach and Engagement. Scott serves on various university and national administrative councils and committees.
Assistant Director, OSU Extension Service, Strategic Innovation
OSU Open Campus Program Leader
Jeff leads the Open Campus program to increase educational access and degree completion, in partnership with Community Colleges and School Districts. Jeff also leads the strategic innovations of the Extension Service.
Jim is Program Leader for the OSU Extension Forestry and Natural Resources program area and Senior Associate Dean for Outreach and Engagement in the College of Forestry. He is serving a rotating term as program leader representative on the executive team through June 30, 2019.
OSU Extension is transitioning to six administrative regions. Our regional directors provide leadership, vision, and administrative oversight for regional initiatives and programs. Regional directors’ responsibilities include helping to identify regional and local issues and needs; promoting internal and external partnerships and collaboration; ensuring visibility of and access to the full complement of OSU and OSU Extension resources for residents; supervising program faculty; managing budgets; and promoting principles and practices of diversity, equity, and inclusion.
|Natalie Kinion||Eastern||Baker, Grant, Harney, Malheur, Umatilla, Union, Wallowa|
|Dana Martin||Central||Crook, Deschutes, Gilliam, Hood River, Jefferson, Morrow, Sherman, Warm Springs, Wasco, Wheeler|
|Willie Riggs||Southern||Douglas, Jackson, Josephine, Klamath, Lake|
|Richard Riggs||Western||Benton, Linn, Lane, Marion, Polk, Yamhill|
|Angela Sandino||Metro||Multnomah, Washington
Clackamas: Mike Bondi will continue to assist with the transition of leadership in the region.
|Wiley Thompson||Coastal||Clatsop, Columbia, Coos, Curry, Lincoln, Tillamook|
Our program leaders provide strategic leadership and administrative oversight of our educational programming and activities around seven major focus areas.
OSU Extension’s educational programming and activities center around seven major focus areas. Within each area, our network of diverse educators and researchers provide practical, research-based information, engage learners, and collaborate with partners and volunteers in communities across Oregon to support and sustain healthier individuals and families, thriving ecosystems, and growing economies.
Unraveling Oregon's wicked problems by creating positive change in our communities
The life of each person we engage will be demonstrably improved and enriched by access to and co-creation of innovation, knowledge and expertise.
Outreach and engagement at Oregon State University enhances access to enrichment and problem solving through reciprocal relationships for the exchange of knowledge and resources in partnership with individuals, communities, businesses, industries, government and educational institutions.
Learner-centered approach -We engage collaboratively with our diverse learners and stakeholders, and adapt to meet their needs.
- Innovation -We embrace creativity and new methods, ideas and products to improve the services we provide.
- Integrity - We are responsible, ethical and accountable for our actions.
- Diversity -We embrace and advocate for diversity, equity, inclusion and social justice.
- Knowledge -We use research-based, community-generated, and indigenous knowledge to guide our decisions, practices and actions.
- Healthy work environment -We respect that faculty and staff are a valuable resource, and believe we all deserve an empowering, supportive and caring environment.
- Social responsibility -We contribute to society's well-being and intellectual, cultural and economic progress.
Enhance the culture and impact of Oregon State University.
Specifically, our goals are to integrate outreach and engagement throughout all departments in the university; create, enhance, and support partnerships within and beyond the university; provide transformative experiences for all learners and communities; and contribute in measurable ways to OSU’s signature areas of distinction – sustainable earth ecosystems, human health and wellness, and economic growth and social progress.
- Align recruitment, incentive, and appointment practices with Division goals and values Make Oregon State University known as a partner and resource to meet community needs
- Make Oregon State University known as a partner and resource to meet community needs
- Provide highly relevant, demand-driven opportunities to learners and communities
- Regularly communicate the significance of the Division and its contribution to the land-grant mission and OSU’s signature areas
- Integrate outreach and engagement methods into appropriate curricula across OSU
- Identify and share outreach and engagement best practices
- Convene diverse collaborators to meet community needs
- Cultivate relationships among learners, communities and OSU
Equitably serve a broad diversity of learners, communities, and stakeholders.
Specifically, our goals are to expand our capacity to effectively serve new and historically underrepresented learners, communities, and stakeholders; learn from and with diverse populations and communities to identify and address the challenges they face; create and deliver educational experiences to equitably serve diverse populations and communities; and provide multiple and varied ways for people to access education, research, and information.
- Identify the new and historically under-represented learners, communities, and stakeholders we will serve
- Institutionalize and regularly conduct community and learner needs assessments
- Align hiring, retention, and performance evaluation policies and practices with this goal
- Expand and leverage partnerships to reach under-served audiences
- Develop culturally-appropriate content and delivery mechanisms
- Build core competencies (e.g., bias, privilege, language, identity) and share innovative practices
- Ensure accessibility of our services
- Diversify marketing strategies
- Communicate internally and externally about our goals in this area
- Convene collaborators to meet community needs
Increase community and learner engagement.
Specifically, our goals are to learn from and collaborate with people and communities to build relationships and create synergy; create, apply, and share knowledge, ideas, and resources through mutually beneficial and reciprocal exchange with communities and learners; and cultivate environments where learners can deeply connect with the content and with each other, to increase their curiosity, interest, knowledge, and bond to learning.
- Create and leverage partnerships
- Adapt to meet new community and learner needs
- Utilize learning communities, technology, and social media, as well as interactive, hands-on, field-based, experiential, hybrid, and discussion-based approaches for teaching, learning, and relationship building
- Identify and share community and learner engagement best practices
- Establish clear lines and multiple methods of reciprocal communication
Be broadly recognized for our impacts and as a resource.
Specifically, our goals are to be recognized for our achievements and the impact of our work; and be recognized as a leading resource for teaching and learning, as well as research‐based, academic, and applied knowledge.
- Continue our high quality, impactful work
- Diversify our external marketing strategies
- Internally market our expertise, impact, and achievements
Have a supportive workplace culture.
Specifically, our goals are to build and maintain a work environment where people can be healthy, proud, and happy to work; share commitment to the mission, vision, values, and goals of the Division; invest resources in Outreach & Engagement efforts that advance the Division’s mission, vision, and values; be an organization composed of people with varied identities, experiences, perspectives, and types of expertise; create and sustain an equitable and inclusive organizational culture; and encourage and support professional development, creativity, innovation, and work‐life balance.
- Develop and support equitable and effective human resource policies and practices (including those related to wages, hiring, retention, performance evaluation, professional development, and work arrangements)
- Foster transparency in decision-making
- Foster dialogue and interactive communication across the Division that advances understanding of individual diversity and organizational culture
- Be responsive to issues, ideas, and concerns of colleagues
- Regularly assess organizational health and the work environment
- Provide employees access to professional development and workplace resources
- Align efforts and initiatives with Division vision, mission, values, and goals
Strategic Plan Documents
Download strategic plan poster (Vision, Mission, Values, Goals - 11x17")
Download strategic plan flyer (Vision, Mission, Values, Goals - 8.5x11") - Only available online
Download Spanish language strategic plan flyer -Only available online
Download Spanish language strategic plan overview brochure -Only available online
For copies of printed materials (poster, overview brochure, or wallet card), please contact Ann Marie Murphy.
Academic Annual Reports
- 2017-18 University Outreach and Engagement Academic Report
- 2016-17 University Outreach and Engagement Academic Report
- 2015-16 University Outreach and Engagement Academic Report