The document outlines a three-year action plan for enhancing community and civic engagement through a structured institute and strategic initiatives. Key goals include fostering civic ethos, making civic literacy a core expectation, and advancing civic action across campuses to improve community well-being. It emphasizes the importance of building and supporting transformational teams, leveraging stakeholder influence, and promoting collaborative projects to create meaningful change.

1. A Plan of Action Before
the July Institute

2. Getting Ready
Getting Your Input
Projects ideas
We’re going to talk about
1
2
3
Approach & Team
4

3. What You’re In For...
Year 1
Intensive strategic
planning & visioning
Putting together
a team
An intense institute
You in a key
leadership role
Leaving the institute
with projects
Year 2
Gathering momentum and
resources back home
Expanding the team and
connections
Implementing plans...some
successes, some pitfalls
An intense institute!
Resulting changes and new
plans
Year 3
Hopefully, new
supporters, resources,
and players
New tools, including
for assessment and
evaluation
Revisiting long-range
strategic plans &
projects
Transformation...

4. Goal
Levels of Change
Key Recommendations (A Crucible Moment p.31)
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.
To increase the community and civic health (well-being) of
communities, our nation, and world by
increasing the sustained, transformative engagement of individuals, organizations, and
institutions in ways that contribute to community well-being.
4

5. Strategy
Three-Year Cohort Based Model to:
1. Develop staff
2. Foster national learning community
3. Use data and measurements
4. Integrate HICEPs
5. Support campus & community
change
5
Levels of Change
Goal
To increase the community and civic health (well-being) of
communities, our nation, and world by
increasing the sustained, transformative engagement of individuals, organizations, and
institutions in ways that contribute to community well-being.

6. Strategy
Tactics 1.Build & support Transformation Teams
2.Deploy the NASCE
3.Facilitate strategic planning
4.Create a series of meetings,
gatherings, and projects
5.Support work through more resources,
meetings, expanding circles.
6
Levels of Change
Goal
To increase the community and civic health (well-being) of
communities, our nation, and world by
increasing the sustained, transformative engagement of individuals, organizations, and
institutions in ways that contribute to community well-being.

7. To increase the community and civic health (well-being) of
communities, our nation, and world by
increasing the sustained, transformative engagement of individuals, organizations, and
institutions in ways that contribute to community well-being.
1. NASCE & survey administration.
2. Strategic Planning
3. Inventories, Team Organization, Presidential
Buy-in by your campus.
4. Spring Planning Retreat.
5. Your completion of Strategic Plan
6. Summer Leadership Institute Faculty Track
7. Summer High Impact Institute
8. Fall Director’s Meeting
7
Levels of Change
Events
Goal
Strategy
Tactics

8. Your “Away Team”
Two
community
partners
Two faculty
members
(at least 1
senior)
Two
students
(consider 1
who lasts)
Two staff
members
(at least 1
senior)
“Can Do” - “Will Do” - “Team Fit”

9. Your “Home Team”
• Deep, committed community partners
• Additional faculty and departments
• Student leaders who want to take roles
(interns, develop projects, etc.)
• Critical administrators (deans, VPAA,
provost, president)

10. Power/
Authority
1.Map the stakeholders who have the identities (i.e., roles,
positions), power, and knowledge your team needs.
2.Where do members of your team (or supporters) fall?
Identity/
Identities
Knowledge/
Skills
Think about this...

11. Weak
influencer with
shared
purpose.
Weak
influencer with
different
purpose.
Strong
influencer with
shared
purpose.
Strong
influencer with
different
purpose.
Consider influence and
purpose...

12. Now answer these
questions...
Do we have people who
will lend power?
Do we have people to
do the work?
Are we leveraging this
initiative?
How about
opposition?

13. High-
Impact
Practice(s)
HICEPs
(multiplier)
Real
Community
Partner(s)
Something
happens!
Does the project promote integrative pathways?
(Pervasive, deep, integrated, developmental)
Generate at least
3 potential projects!
Think about your strategic plans
Examine your the HIPs and HICEPs.

14. Real Projects
Allegheny and
Sewanee’s First Year
Seminars [HICEP
Multipliers: Place,
Humility, Reflection]
Stetson’s work to
integrate Junior
Undergraduate
Research Seminars with
community engagement
[HICEP Multipliers:
Sequence,
Collaborative Projects]
Siena’s work to train
students as
deliberative democracy
facilitators, then host
campus-wide forum
with a focus on thematic
community issue [HICEP
Multipliers: Inquiry,
Capacity, Teams]
Carson-Newmans’ work
to build a community
development hub for
multiple course projects
[HICEP Multipliers: Place,
Depth, Integration]

15. Getting Ready for the
Institute...
• Finalize your “Away
Team” who will attend
the Institute
• Build a “Home Team” of
broader supporters
• Hold substantive
meeting(s) of the High-
Impact Team

16. By the Institute...
• Mobilize full support of
senior leadership (ideally
one a senior leader should
attend)
• Let others know,
strategically, what is
happening
• Consider identifying a
student Bonner High-Impact
Intern for the summer
• Increase visibility & support

17. Team and others identify and make the
changes needed to carry out projects (i.e., new
committees, leadership positions, reward
structures, funding)
Some of the team works on partnerships, for
example how Bonners, students, and staff are
working with partners or the site.
Team meets and work on projects
Plan for after July
1
2
3

18. Senior Leadership
What buy-in and support do you need to
achieve from senior leadership?
•Explicit announcements of support
•Rewards
•Participation on team
•Presentation to cabinet
•Campus-community meeting

19. Strategically leverage
and gain visibility
How can you build awareness in a way that
creates positive momentum and buy-in?
•Faculty and center meetings
•Student-led efforts (on and offline)
•Face to face, online, & social media
•Publications (recommended)
•Community processes

20. Have a substantive meeting
(or 2) with team
How can you build trust and investment
(balancing results, process, & relationships)?
• Do/review HIP/HICEP inventories
• Social time and team building
• Discussions of the context and issues (how
change happens)
• Identify roles individuals want to play
• Generate those 3 potential projects!

21. Month
Team
Creation
Buy-in Visibility
Team
Readiness
April
May
June
Work on a calendar with
these ideas...

22. Getting your input for the
July Institute...
Process
Strategic
Planning Work
Time?
Guidance?
Coaching?
Content
Workshops?
Programming?
Presenters?
Topics?
Structure
of each day?
of the week?
free time?
of group
sharing?