Buckeye Village Community Center corridor

Community Center “Lighthouse”

2007 National Rural Development Center Award

Endeavor Center interior

Ray Miller Institute students

Senator Ray Miller

Nursery workers study together

Alejandra Acuña teaching class

Outreach and Engagement Awards

Ohio State University Nominated Programs

In 2008, Ohio State had a pool of 34 outstanding programs from which to choose its nominees for the regional Outreach Scholarship W.K. Kellogg Foundation Engagement Award and the C. Peter Magrath University/Community Engagement Award. The scope and quality of these programs represent the broad spectrum of Ohio State’s partnerships with communities and industry.

Economic/Community Development

Buckeye Village Community Center, The Ohio State University, 2005

Ohio State Partners: College of Engineering, Knowlton School of Architecture; College of Social Work; OSU Extension
Community Partners: single-parent low-income students in Ohio
Links: Buckeye Village

The new community center located in Buckeye Village serves 400 student families with an arts-enriched environment that includes child care for 110 children; an art studio and gallery; meeting, study, and community areas for student residents and their families; and offices for staff. The project was conceived to join three related OSU communities: the ACCESS Program (Office of Minority Affairs-Retention Services program to assist single-parent low income students in completing their academic goals), OSU Child Care, and the Buckeye Village residential community for student families that began with the Veteran’s Emergency fund in 1945 (GI bill). This innovative project depended on research from the OSU archives that led to revisions to the 1998 Olentangy Plains Master Plan and resulted in maintaining communal gardens, mature green areas, and safe outdoor landscapes for children, while providing new facilities to support family well-being. BVCC grew through an interactive process engaging the research, teaching, and service aims of faculty and staff at Ohio State. Faculty members from the School of Architecture and the College of Social Work first received a grant from the Campus Collaborative in 1996 to teach a joint design and research studio directed toward effective, affordable housing and social space for an underserved community. Funding support provided by OSU CARES came at a critical time when the aim to realize applied research fostered identification of community partners and processes, funding, and shared commitments.

Engagement Partnership. In 1998, an OSU CARES grant was received by Kay Bea Jones (Associate Professor, Architecture), Beverly Toomey (Professor, Social Work), and Ellen Suesy (Extension) for “Co-Housing for University Students with Children.” The PIs created Neighborhood Networks to advance resident participation in the design process for the social and physical environment. Grant funding allowed researchers to develop a three-credit-hour OSU course for participants in the ACCESS program. Prospective future residents in the new co-housing community discussed goals and desires for their community and futures for themselves and their families. The course was documented in the Neighborhood Networks Video, which has been widely disseminated. Coursework prepared students to work directly with the design team in the conception of BVCC, and the video prepared architects and designers to work with constituents. Leadership was provided by the OSU Offices of Student Affairs, Human Resources, Minority Affairs, and Academic Affairs and The Women’’s Place. Partners for project development included graduate students of Social Work and undergraduate students of Architecture; ACCESS participants—single parent students, their families, and OSU staff; Office of Minority Affairs Retention Services; OSU Child Care staff and families; Buckeye Village residents; and the Office of Student Affairs.

Funding and Resources. Construction of the new facility at Buckeye Village was funded by amortizing child care fees and housing rents over a period of 10 years. No state appropriation was required to complete the project. The 28,000 square foot building and surrounding playgrounds were completed in 2005 for $5.4 million. Development actively promoted the innovative program and building, garnering donations for the Art Room (Herb and Marilyn Minken) and the onsite sundial (Tammy Schultz). The university contributed notable in-kind resources of leadership, research, development, and the land on which to locate BVCC. Grants received:

1996 Campus Collaborative Grant to Jones and Toomey
1997 Coca Cola Critical Difference for Women research grant to Jones and Toomey
2002 OSU Service-Learning Grant for design studio course to build landscapes at Buckeye Village to Jones

Awards. The Buckeye Village Community Center has been recognized for innovation in alternatives to market rate housing to support community needs. PIs raised research funding to advance various stages of development of the proposal. The architecture and concept for BVCC have been nationally recognized by the following awards:

1999 Association of Collegiate Schools of Architecture Collaborative Practice Award to Jones
2006 Environmental Design Research Association Places Design Award to Jones
2006 AIA Columbus Chapter Merit Award to Acock Associates architects (national jury)
2007 AIA Ohio chapter to Acock Associates architects and OSU (national jury)

Ohio State University Endeavor Center

Ohio State Partners: OSU Extension, Ohio Agricultural Research and Development Center, College of Food, Agricultural, and Environmental Sciences
Community Partners: U.S. Economic Development Administration, U.S.D.A. Rural Development, Ohio Governor’s Office of Appalachia, Southern Ohio Diversification Initiative and Southern Ohio Agricultural and Community Development Foundation, Shawnee State University, OSU Endeavor Center Operational Council, community business owners
Links: Endeavor Center

The Ohio State University’s Endeavor Center is a vibrant example of great accomplishment through public-private partnerships in the Appalachian counties of southern Ohio. By sharing an aim to accelerate economic development, many partners have worked collaboratively to plan, fund, construct, and operate the Endeavor Center, a mixed-use business incubator and training center. The newly constructed (2005) facility provides 26,000 square feet of training, office, transitional, and light industrial space within OSU South Centers, Piketon, Ohio. The three-pronged mission of the Endeavor Center is to foster the start and growth of new and emerging businesses; provide much needed work force training and meeting space in the region; and to lead by example in demonstrating operation of a financially sustainable public enterprise. From its inception, the Endeavor Center presents a case for successful university outreach and engagement with the local and regional community. The feasibility study, planning, and funding were accomplished with the input, participation, and commitment of public entities and business leaders throughout the region. Commitment by these partners has been illustrated not only monetarily, but through the dedication of time and effort in support of the Endeavor Center’s success. Specific partnerships in three areas highlight the breadth and depth of the collaboration in funding, institutional support for sustainable operations, and partnerships with businesses. Funding partnerships provided more than $4 million to design, construct, and equip the facility. Federal partners include the U.S. Economic Development Administration and U.S.D.A. Rural Development. State funding was provided by Ohio State University capital budget and the Ohio Governor’s Office of Appalachia. Regional and local support came from the Southern Ohio Diversification Initiative and Southern Ohio Agricultural and Community Development Foundation. These funding partners worked collaboratively with OSU to meet the common objectives of creating a place for business assistance and training which all agreed were a high priority in the region. As the facility took shape an Operational Council, another enduring community engagement, was formed to develop and support the mission, vision, and operating policies for the project. The Council is composed of local leaders in education, community and business. Representatives of county commissioners, Shawnee State University, the Executive Director of Oak Hill Banks Community Development Corporation, the Governor’s Regional Representative, the Superintendent of the Pike County Career and Technology Center, the Director of the Ohio Valley Regional Development Commission, and six local business owners comprise the council. Meetings are scheduled bimonthly and via conference call at other times. Council input and decisions guide all aspects of operating the facility. The university’s engagement with this wide array of partners has served the region’s business and entrepreneur community with great success. Today the center is 100% occupied, housing more than 20 different businesses as our third set of partners. The businesses are engaged in a wide array of activity including an engineering services company employing highly skilled technicians, community-aimed services such as an orthodontist who serves the needs of children covered by Medicaid insurance and a housewares distributor working with over 60 independent representatives. These businesses created more than 80 new high skill positions in 2007 and directly contributed more than $4 million to the local economy. In 2007 over 5,000 persons visited the Endeavor Center attending more than 200 training workshops, seminars, and community meetings.

Ray Miller Institute for Change & Leadership

Ohio State Partners: Department of African American and African Studies, African American and African Studies Community Extension Center, College of Humanities; Office of Continuing Education
Community Partner: Center for Urban Progress
Links: Ray Miller Institute

The Ray Miller Institute for Change & Leadership was founded by State Senator Ray Miller, James N. Upton, and Carla J. Wilks and is named in honor of Senator Miller, who has built a reputation as a strong advocate for those who historically have not had access to power. After months of planning, William E. Nelson Jr. and Judson L. Jeffries joined the team, and the inaugural class commenced on October 1, 2006. Founded on the premise that the Black community has been and continues to be faced with a number of issues that if allowed to persist will reach epidemic proportions not only for the state of Ohio, but for the country as a whole, the founders recognized the need for a new generation of leadership that will tackle these issues with vigor and creativity, thus effectively moving the city, state, and country forward. First and foremost, the institute is about cultivating the skills necessary for effective leadership. The Black community needs leaders who exhibit a sense of social and political consciousness. It is impossible to engage in effective leadership if one is not aware of the historical role that people of African descent have played in the development of America. It is also difficult to lead effectively if one is not mindful of the impediments and hurdles that Black people have had to overcome in order to survive and prosper. Part of being socially conscious and politically effective is recognizing on whose shoulders we stand. Co-facilitated by Senator Miller and Dr. Jeffries, the 10-week course for 20 young professionals from the Columbus area is offered in the autumn and spring, providing students with training in areas of African American history, ethics and values, and effective communication among others. Two 90-minute class sessions are held each Monday evening. Last year, classes took field trips to the Columbus City Council Chambers and the Freedom Center in Cincinnati, and participants were enlightened by presentations from numerous highly regarded leaders in their chosen fields such as Councilwoman Charleta Tavares, Bishop Timothy Clarke, and Dr. Frank Hale Jr. During the 10 weeks, students work in groups on a project that addresses a pressing issue in the Black community. At the last class meeting, groups submit a final document and present their work before an audience that consists of OSU faculty, business, civic and elected leaders from throughout the city. Upon successful completion of the program, students earn three CEUs (Continuing Education Units) and are presented with a certificate at a closing program. Family members, friends, faculty, community members, and other program supporters are invited to attend the “graduation” celebration, which is held at the Faculty Club at The Ohio State University.

Ayuda Técnica: Technical Training for Nursery Hispanic Employees

Ohio State Partners: Horticulture and Crop Science, OSU Extension, College of Food, Agricultural, and Environmental Sciences; College of Social Work; Department of Spanish and Portuguese, College of Humanities
Community Partners: Ohio Nursery and Landscape Association, Horticulture Research Institute, and seven nurseries and staff in northeast and southwest Ohio
Photos: by Ken Chamberlain, College of Food, Agricultural, and Environmental Sciences

Working in cooperation, The Ohio State University Departments of Horticulture and Crop Science, Extension, and Spanish and Portuguese, the College of Social Work, the Ohio Nursery and Landscape Association (ONLA), and the American Nursery and Landscape Association (ANLA) conducted a study to address Hispanic workforce and family stabilization via the provision of ayuda técnica— technical help to workers in the Ohio nursery/landscape industry. In Ohio, cases of abuse within Hispanic families have occurred when the husband was not employed and felt inadequate as a provider. These husbands/fathers had not been abusive in Mexico and after finding work in the nursery industry returned to nonabusive behavior. The nursery/landscape industry, one of the most important sectors in U.S. agriculture, is worth $147.8 billion and generates 1.9 million jobs. In a recent Ohio State University multistate survey, 70% of the nursery workforce was Hispanic, 22% understood English, and laborer retention was less than 50% after 5 years of employment. At > 52% the nursery industry ranks second in worker turnover rate to the accommodation and food services sector (56.4%). Additionally, in Ohio where the nursery/landscape industry is one of the largest employers, surpassed only by Florida, California, and Texas in terms of worth contributed to the state’s economy, efforts to stabilize the nursery industry workforce translate into economic stability for the state. The impact on state or societal stabilization is further realized via the impact of training and advancement opportunities on family income, which is a major stabilization or destabilization force in families. We hypothesized that by providing a series of three bilingual training sessions to Hispanic nursery workers related to American culture/life skills (LS) and/or horticulture skills (HS) that could potentially lead to job advancement opportunities, we could improve workers’ self-esteem, work motivation, and family-relations. Spanish translated versions of the Index of Family Relations (IFR) and the Rosenberg Self-Esteem Scale (RSE) to evaluate family adjustment problems and self-esteem, respectively, were administered to 97 adult Hispanic nursery employees in seven Ohio nurseries in 2005 and 2006. Ninety-seven (43% female, 57% male) of 150 employees originally contacted (35%), completed all three trainings and both pre- and post-testing, which were requirements for inclusion in the analyses. The 35% attrition rate (26% with males, 8% with females, averaged over 7 nurseries) indicates the difficulties in offering even a free, on-farm training program for Hispanic nursery employees. Significant differences between nurseries for IFR and RSE scores were found and an equalizing effect of LS training was evident with both tests, suggesting preliminary trainings in non-HS are required for successful HS training discharge over diverse locations. At one nursery IFR scores above 30 were observed with only LS lowering scores to noncritical. The results indicate that self-esteem and to a lesser extent family relations can be improved by provision of nursery need specific training. Field observations (FOs) were also collected at each training program and compiled in a notebook. Positive correlations between nursery manager attitudes (FOs) to training, as demonstrated by training facilities and worker attendance at sessions, and RSE and especially IFR scores before and after trainings were apparent.

2008 O&E Awards: Economic Development page 1

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