Discussion with faculty and administration on Friday, March 30, 2012.

1. The Bonner High-Impact Initiative
1

2. We hope to build a national
learning community
amongst the participating
institutions and partners
2

3. Introductions...
what brings you here today?

4. Where this idea came from...
listening to our network

5. Origins of the
Initiative
✤ Staff Development
✤ Partner
Development
✤ Campus Change
✤ Data
✤ Student Impact
✤ NASCE

6. Student Impact
Longitudinal assessment involving 25
campus programs; pre and post
assessment
✤ Four years are significant
✤ Proven skill learning
(developmental model)
✤ Commitment to social justice
✤ Dialogue across difference
✤ Structured and unstructured
reflection
✤ The importance of mentors
✤ Civic-minded professionalism

7. Data—National
Assessment of Service &
Community Engagement
✤ Developed by Siena Research
Institute as a gauge of institutional
engagement
✤ Implemented by 35+ institutions
✤ 14K completes—now the largest
national data set on civic
engagement
✤ Telling findings—more than half
of students are never engaged
✤ Average POP score - mid 20’s
✤ Structure matters

8. Unrealized Potential in Higher Education:
NASCE
8

9. Origins of the
Initiative
✤ History of work on
academic
connections—
✤ CBR
✤ FIPSE
✤ AAC&U
✤ Vision—to be on
cutting edge

10. Change in Higher
Education
✤ Financial challenges
✤ Structural changes
✤ Performance crisis
✤ Higher education at
a Crucible Moment
10

11. Change in the Non-
Profit Sector
✤ Increased demand
✤ Shrinking resources
✤ Increasing non-profit
mergers
✤ Campus-community
partnerships need strategies
and tools to measure their
contribution and social
impact
11

12. Engaged Learning—A Part of
the Solution
•Generated from the Liberal Education and
America’s Promise (LEAP) Initiative, a
project of the American Association of
Colleges and Universities (AAC&U)
•Proven to be effective with higher than
expected student learning and success,
especially with under-represented students
•All of them can connect with community
engagement
12

13. Engaged Learning—High Impact
Practices (HIPs)
~ first year seminars
~ common intellectual experiences
~ place-based education
~ learning communities
~ writing-intensive courses
~collaborative assignments & projects
~ undergraduate research
~ diversity/global learning
~ internships & project-based learning
~ service-learning & community-based learning
~ capstone courses & projects
13

14. Three Guiding Principles
Pervasiveness
Depth
Integration
14

15. II IV
High
Deep
Low
I III
Low High
Pervasive
[Saltmarsh & Clayton. (2011). Adapted from Eckel et al (1998).]
[Graphic by K. Buchner]

16. low
ed
3-Dimensional
at
gr
Model
te
In
high
high
II IV
(“Johnson
Cube”)
VI VIII
[Saltmarsh & Clayton
(2011)]
Deep
[Graphic by K. Buchner] I III
V VII
low
low Pervasive high

17. Engaged Practice—High Impact
Community Engagement Practice
(HICEPs)
1. PLACE 7. REFLECTION
2. HUMILITY
8. MENTOR
3. INTEGRATION
9. LEARNING
4. DEPTH
10.CAPACITY
4. DEVELOPMENT
5. SEQUENCE 11.EVIDENCE
6. TEAM 12.IMPACT
17

18. High-Impact Initiative Vision
✤ We envision the transformation of higher education to more
fully embrace their public purposes.
✤ We envision the transformation of organizational partners
and communities through the thoughtful engagement of
civic agents.
✤ We envision structural change at institutions and within
organizations because of the strategic integration of engage
learning and community engagement.
✤ We envision campus-community partnerships that are
characterized by democratic engagement.
18

19. High-Impact Initiative Players
Students Communities
The space for High-Impact
Projects
Institutions Partners
19

20. ...A beautiful fractal 20

21. Levels of Change
To increase the community and civic health (well-being) of American society by
increasing the sustained, transformative engagement of individuals (undergraduates and
alumni), organizations, and institutions in ways that contribute to community well-being.
Key Recommendations:
1. Foster civic ethos across all parts of the campus and educational culture.
2. Make civic literacy a core expectation for all students.
3. Practice civic inquiry across all fields of study.
4. Advance civic action through transformative partnerships, at home and abroad.
A Crucible Moment p.31
Goal
21

22. Levels of Change
To increase the community and civic health (well-being) of American society
by increasing the sustained, transformative engagement of individuals (undergraduates and
alumni), organizations, and institutions in ways that contribute to community well-being.
Three-Year Cohort Based Model to:
1. Develop Staff
2. Build National Learning Community
3. Use Data and Measure Impact
Strategy 4. Scale the HICEPs
5. Catalyze Campus Change
6. Support Community Change
Goal
22

23. Levels of Change
To increase the community and civic health (well-being) of American society
by increasing the sustained, transformative engagement of individuals (undergraduates and
alumni), organizations, and institutions in ways that contribute to community well-being.
1. Build & support Campus Change Teams
2. Deploy the NASCE on all campuses
Tactics 3. Facilitate strategic planning gatherings
4. Support work of Campus Change Teams
across the year through calls, visits,
resource generation, and accountability
Strategy checkins.
5. Create a series of meetings, gatherings,
and projects that move the work forward
on an annual basis.
Goal
23

24. Levels of Change
To increase the community and civic health (well-being) of American society
by increasing the sustained, transformative engagement of individuals (undergraduates and
alumni), organizations, and institutions in ways that contribute to community well-being.
Events 1. NASCE & survey administration on your campus.
2. Strategic Planning sessions on your campus.
3. Inventory, Team Organization, Presidential Buy-in
by your campus.
4. Spring Planning Retreat in Princeton.
Tactics 5. Follow-up post-retreat planning on your campus.
6. Summer Leadership Institute Faculty Track at
Carson-Newman.
7. Summer High Impact Institute in June at Siena.
8. Fall Director’s Meeting in November at Kanuga.
Strategy 9. President/Provost/Dean retreat in Spring 2013.
10. Planning Retreat 2.0 in Spring 2013.
Goal
24

25. Six Pathways
✤ Develop staff
✤ Scale high-impact community engagement
practices (HICEPs)
✤ Use data-driven design & impact measurement
✤ Build a national learning community
✤ Inform and catalyze institutional change
✤ Inform & catalyze community change
25

26. Choosing and designing your High-Impact Project(s)
High-Impact Community Community
HICEPs
Practice Partner(s) Change
Does it help create integrative, institutional pathways (change)?
(pervasive, deep, integrated)
Developing Conceptual Framing for the Projects
26

27. Projects linking HIPs and HICEPs
Campus/organizational change to support HICEPs
Partnership development and community work
Streams flowing from the Summer High-Impact Institute
27

28. Text
...Discussion...
28