This document outlines Dr. Mathew Johnson's presentation on generations of service involving students, faculty, and institutional practices. The presentation covers characteristics and opportunities of the current generation of students, introducing faculty to community-engaged teaching and research, feedback from community partners on partnerships, and assessment of student civic engagement. It discusses evolving models of service-learning from standalone volunteer experiences to integrating service into coursework and assessing student outcomes. It also outlines developing strategic plans and infrastructure to fully institutionalize service and civic engagement.
1. Generations of Service:
Students, Faculty,
&
Institutional Practices
Dr. Mathew Johnson
Director of Academic Community Engagement
Associate Professor of Sociology and Environmental Studies
Siena College
2. Outline for this Evening
This Generation of Students – Characteristics and opportunities
This Generation of Faculty – Introducing Faculty to the “Field”
The Next Phase of Community Partnerships – What CBOs Tell Us
The Next Generation of Assessment and Strategic Infrastructure –
What Students Say We Need to do
The New Movement Opportunities -
Convergence of CNCS/CC/Bonner/etc.
Along the way I will offer you some of the practices we have found
3. The Next Generation of Students –
Characteristics and Opportunities
70 + million in US….~25% of us population….Born 77-94….Most diverse
Independent... Empowered
“Concerted Cultivation”
Tuned out to “news”…..Tuned in to “pop-culture”….Information is to be used!
4. Gen Y Parenting Practices
Child Centered Families….Involved Fathers….Parent education ….
Do good = rewards
Parents guided achievements, took part in activities, structured the child’s life-
world, and reinforced the child’s self worth by valuing the child highly.
Thus, Gen Y feel they can do anything because they have been told they can by
parents who have always been there to help and media who relish the exceptional
achievement.
Paradoxically, they care about community connections—“I am the center so must
care about the whole.”
6. Technology
3 out of 4 online
93% advanced computer literacy
most internet use for entertainment, email-text-twitter-etc. more common
communication than phone or face-to-face.
Multitude of sources of info from early age =
questioning of virtually all information +
looking for voices that support their perspectives
or speak to their problems/challenges
7. Work
“Have you see “The Office”?”…..18 months to leadership position
Mobile
Leadership
Better, Faster, Smarter
Efficiency
Ambitious, achievement oriented
8. STUDENTS
Multi-Taskers
Tech Savvy Idealistic
Valuing Community
Ambitious
Empowered
Eager for Leadership Responsibility
Critical of the Status-quo
Focused on Efficiency and Impact
EXPERIENCED IN SERVICE
9. Reflect for a moment...
• What opportunities might you see in the unique
characteristics of Gen Y students?
• Share with your neighbor.
10. Opportunities
Encourage their values
Train them
Mentor them
Show them their impact
Be transparent
Create paths
Provide Access to Technology
Provide Developmental Leadership Opportunities
Partners in the Firm or Apprentices in the “Field”
11. The Next Generation of Faculty –
Introducing Faculty to the “Field”
Why do we do service? (Carnegie)
Moral Virtue
Better Workers
Better Citizens
Social Justice
12. The Next Generation of Faculty –
Introducing Faculty to the “Field”
How we do service-learning (Ehrlich)
connect thought and feeling
developing skills and knowledge for leadership
developing skills/ commitment to civic engagement
developing skills and commitment to political engagement
promote community problem solving
community impact
13. Faculty Challenges
Challenge 1: Little understanding of the “field” among many
faculty
Challenge 2: Bias
Challenge 3: Training, Support, Value
14. I appreciate all the social work faculty being included in this
conversation, and I'd like to share a couple thoughts:
As the College moves toward greater quantity and
complexity of varied "service learning" opportunities, I think
it is critical for us all to clarify the meanings and different
requirements and expectations of: volunteering, service-
based academic learning, internships, and specialized
internships (e.g. "field education" as exists in our nationally
accredited social work program). I'm sensing a "semantic
slippery slope"; i.e. a casual way of using them
interchangeably. That will create problems in planning,
advisement, and ultimately in students receiving proper
credit.
15. Our Faculty Solutions
Solution 1: Retreats ... Generations of SL
Solution 2: Training ... 2 Day Intensive
Solution 3: Infrastructure
16. GENERATIONS OF ASL
FIRST WAVE:
COURSE CONTENT +
PARALLEL INDIVIDUAL SERVICE EXPERIENCE WITH
LITTLE IF ANY REFLECTION.
17. GENERATIONS OF ASL
FIRST WAVE:
COURSE CONTENT + PARALLEL INDIVIDUAL SERVICE EXPERIENCE WITH
LITTLE IF ANY REFLECTION.
SECOND WAVE:
COURSE CONTENT + PARALLEL INDIVIDUAL SERVICE
EXPERIENCE +
SOME STRUCTURED REFLECTION ABOUT SERVICE.
18. GENERATIONS OF ASL
FIRST WAVE:
COURSE CONTENT + PARALLEL INDIVIDUAL SERVICE EXPERIENCE WITH
LITTLE IF ANY REFLECTION.
SECOND WAVE:
COURSE CONTENT + PARALLEL INDIVIDUAL SERVICE EXPERIENCE + SOME
STRUCTURED REFLECTION ABOUT SERVICE.
THIRD WAVE:
COURSE CONTENT +
APPLICATION OF CONTENT IN PARALLEL INDIVIDUAL
SERVICE EXPERIENCE +
STRUCTURED REFLECTION ABOUT SERVICE AND
ASSESSMENT OF APPLICATION.
19. GENERATIONS OF ASL
THIRD WAVE:
COURSE CONTENT +
APPLICATION OF CONTENT IN PARALLEL INDIVIDUAL SERVICE EXPERIENCE +
STRUCTURED REFLECTION ABOUT SERVICE AND ASSESSMENT OF
APPLICATION
FOURTH WAVE:
COURSE CONTENT TAUGHT THROUGH AN
EXPERIENTIALLY BASED
APPLICATION OF CONTENT TO A SOCIAL NEED.
20. GENERATIONS OF ASL
THIRD WAVE:
COURSE CONTENT +
APPLICATION OF CONTENT IN PARALLEL INDIVIDUAL SERVICE EXPERIENCE +
STRUCTURED REFLECTION ABOUT SERVICE AND ASSESSMENT OF APPLICATION
FOURTH WAVE:
COURSE CONTENT TAUGHT THROUGH AN EXPERIENTIALLY BASED APPLICATION
OF CONTENT
TO A SOCIAL NEED.
BEST PRACTICE:
THIRD WAVE + FOURTH WAVE + PREPARED
STUDENT BODY + PREPARED COMMUNITY
PARTNERS
21. GENERATIONS OF ASL
TODAY'S DEFINITION OF ASL:
ACQUISITION,
AND CONCRETE APPLICATION OF
(DISCIPLINARY) KNOWLEDGE,
IN AND THROUGH USEFUL SERVICE FOR A
COMMUNITY PARTNER ADDRESSING HUMAN NEEDS.
22. Reflect for a moment...
• Does your campus conceive of S-L as a Field?
• Research, Expertise, Professional
• How might your begin knitting this together?
• How might you communicate to Faculty?
• How can you imagine providing support services for
faculty?
24. The Next Generation of CBOs –
The Civic Innovation Movement
CBO Feedback to HE (Stoeker)
Minding the GAP (Johnson)
Moving toward Civic Innovation (Sirianni)
27. The Next Generation of Assessment &
Strategic Infrastructure –
What Students Say We Need to Do
Previous Generations of Assessment
Furco Rubric
etc
etc
etc
Limitations
Self assessment
28. Assessing Service in H.e.
Course Level Assessment.....Pre-Post
Self-Assessment Rubrics
Student Quiz
35. RUBRICS AND STRATEGIC
PLANNING
Each of these tools have been useful in suggesting specific
areas of focus for strategic planning of institutional
programs, structures, and practices that are designed to
support service and civic engagement.
A fully engaged campus requires institutionalization across
several axis of institutional life.
Build the pieces/foundations and the rest will
take care of itself.
36. PROBLEM:
No tool to assess the effects of institutional attempts to
shape student experiences.
So, you have built it (or are on your way to building it),
but to what end?
What do students say about their own participation, and its
relation to institutional structures and practices?
38. Assessment of Service & Civic
Engagement (ASCE)
The goals of the study are to:
1. Provide an assessment tool to assess (on the institutional level)
a. frequency, type, duration, motivations for, obstacles to, civic
engagement activity on the part of students
b. effects of institutionalization on student service and civic
engagement experiences.
2. Generate individual level data that will allow institutions to draw
conclusions about student sub-sets, and the student body as
a whole, for internal and external descriptive data needs like
marketing, accreditation, and strategic planning.
3. Create a national benchmark data-set for comparative analysis
of civic engagement in higher education (of students and of
institutions).
46. D
riv
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Fu
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R in
el g,
ig Yo
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In
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En ou n
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om ta
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m le
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13%
Im p
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El
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ab
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ita C
ar
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or e
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iti um
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am
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ra
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e
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Sp
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4%
HS vs College
or
s hi
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3%
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47. Student Satisfaction w/ Service and CE at XYZ College
Strongly
disagree Strongly agree
7% 12%
Disagree
42% Agree
39%
48. “The strength of a river is in the combined power of its tributaries.”
Six Tributaries of the River:
Stream One---Community Service CS
Stream Two---Service-Learning SL
Stream Three---Community Based Research CBR ES
Stream Four---Community Partners CP
Stream Five---Civic Engagement CE
Stream Six---Institutional Practices......Institutional Citizenship TP Admin
49. Individual
Individual Acts of Charity and Service
Faculty
Allies
Interested
Community
Agencies
Research Projects
Program Evaluations
Needs Assessment
CS
CP SL
CBR
ES
CE
TP
Admin
Integrated AND Institutionalized
Service ----> Social Change
50. CS
Outcome vs.
Outcomes.
desired outcomes.
SL
CBR
Activity toward a Outcomes
desired outcome, assessment results
CE or plan used to inform
implementation. planning.
CP
ES
Planning strategy to
TP achieve desired goal.
Admin
51. Outcome vs.
Logical, Developmental Plans
CS
Outcomes. desired
outcomes. + Continuous Assessment
Activity toward
+ Continuous Plan Revision
a desired Outcomes
outcome, or assessment
results used to Strategic Planning
SL
plan
implementation inform
. planning.
1. Assess where you are.
CBR
Planning strategy
to achieve desired
goal. 2. Discern next steps to
move forward.
CE
Development of each
3. Develop a plan of
CP must be strategically action.
planned.
4. Implement plan.
ES 5. Assess progress
towards outcomes.
TP 6. Revise or develop a
new plan.
Admin
52. CS
Outcome vs.
Outcomes.
desired outcomes.
SL
CBR
Activity toward a Faculty Outcomes
desired outcome, & assessment results
CE or plan used to inform
implementation. SL planning.
CP
ES
Planning strategy to
TP achieve desired goal.
Admin
53. CS Strategic Plan Part 1
Campus Master Strategic Plan for
Strategic Plan Part 2 CE Strategic Plan Part 4
SL
Community Engagement
CBR Strategic Plan Part 3
Infra
CP Strategic Plan Part 5 Strategic Plan Part 9
of S
ES Strategic Plan Part 6
Institutional
Citizenship
TP Strategic Plan Part 7 Strategic Plan Part 10
Admin Strategic Plan Part 8
54. CS Strategic Plan Part 1
Campus Master Strategic Plan for
Strategic Plan Part 2 CE Strategic Plan Part 4
SL
Community Engagement
CBR Strategic Plan Part 3
Infra
CP Strategic Plan Part 5 Strategic Plan Part 9
of S
ES Strategic Plan Part 6
Institutional
Citizenship
TP Strategic Plan Part 7 Strategic Plan Part 10
Admin Strategic Plan Part 8
55. CS Strategic Plan Part 1
Campus Master Strategic Plan for
Strategic Plan Part 2 CE Strategic Plan Part 4
SL
Community Engagement
CBR Strategic Plan Part 3
Infra
CP Strategic Plan Part 5 Strategic Plan Part 9
of S
ES Strategic Plan Part 6
Institutional
Citizenship
TP Strategic Plan Part 7 Strategic Plan Part 10
Admin Strategic Plan Part 8
58. DEEP SERVICE INFRASTRUCTURE
OCCASIONAL
VOLUNTEERS:
GOOD ACTS
CHARITY
DRIVES AND --ATHONS
(CURRENT FCSA)
COMMUNITY
PARTNERS
59. DEEP SERVICE INFRASTRUCTURE
VISTA (15): OCCASIONAL
POST-GRADUATE VOLUNTEERS:
FULL-TIME GOOD ACTS
ACADEMICALLY GROUNDED CHARITY
ANTI-POVERTY DRIVES AND --ATHONS
CAPACITY BUILDING (CURRENT FCSA)
(YALITZA)
COMMUNITY
PARTNERS
60. DEEP SERVICE INFRASTRUCTURE
VISTA (15): OCCASIONAL
POST-GRADUATE BONNER (60):
VOLUNTEERS:
FULL-TIME LONG TERM DEVELOPMENTAL
GOOD ACTS
ACADEMICALLY GROUNDED ACADEMICALLY INTEGRATED
CHARITY
ANTI-POVERTY SERVICE PLACEMENTS
DRIVES AND --ATHONS
CAPACITY BUILDING (GRETCHEN)
(CURRENT FCSA)
(YALITZA)
COMMUNITY
PARTNERS
61. DEEP SERVICE INFRASTRUCTURE
VISTA (15): OCCASIONAL
POST-GRADUATE BONNER (60):
VOLUNTEERS:
FULL-TIME LONG TERM DEVELOPMENTAL
GOOD ACTS
ACADEMICALLY GROUNDED ACADEMICALLY INTEGRATED
CHARITY
ANTI-POVERTY SERVICE PLACEMENTS
DRIVES AND --ATHONS
CAPACITY BUILDING (GRETCHEN)
(CURRENT FCSA)
(YALITZA)
RESOURCE DEVELOPMENT
COMMUNITY >800K
PARTNERS
62. DEEP SERVICE INFRASTRUCTURE
VISTA (15): OCCASIONAL
POST-GRADUATE BONNER (60):
VOLUNTEERS:
FULL-TIME LONG TERM DEVELOPMENTAL
GOOD ACTS
ACADEMICALLY GROUNDED ACADEMICALLY INTEGRATED
CHARITY
ANTI-POVERTY SERVICE PLACEMENTS
DRIVES AND --ATHONS
CAPACITY BUILDING (GRETCHEN)
(CURRENT FCSA)
(YALITZA)
RESOURCE DEVELOPMENT
COMMUNITY >800K
PARTNERS
ADVOCACY:
POLICY
ACTIVISM
SOCIAL CHANGE
63. DEEP SERVICE INFRASTRUCTURE
VISTA (15): OCCASIONAL
POST-GRADUATE BONNER (60):
VOLUNTEERS:
FULL-TIME LONG TERM DEVELOPMENTAL
GOOD ACTS
ACADEMICALLY GROUNDED ACADEMICALLY INTEGRATED
CHARITY
ANTI-POVERTY SERVICE PLACEMENTS
DRIVES AND --ATHONS
CAPACITY BUILDING (GRETCHEN)
(CURRENT FCSA)
(YALITZA)
RESOURCE DEVELOPMENT
COMMUNITY >800K
PARTNERS
ADVOCACY:
POLICY
NETWORKING: ACTIVISM
BUILDING SOCIAL CAPITAL SOCIAL CHANGE
64. DEEP SERVICE INFRASTRUCTURE
VISTA (15): OCCASIONAL
POST-GRADUATE BONNER (60):
VOLUNTEERS:
FULL-TIME LONG TERM DEVELOPMENTAL
GOOD ACTS
ACADEMICALLY GROUNDED ACADEMICALLY INTEGRATED
CHARITY
ANTI-POVERTY SERVICE PLACEMENTS
DRIVES AND --ATHONS
CAPACITY BUILDING (GRETCHEN)
(CURRENT FCSA)
(YALITZA)
RESOURCE DEVELOPMENT
COMMUNITY >800K
PARTNERS
ADVOCACY:
POLICY
TECHNICAL ASSISTANCE
NETWORKING: ACTIVISM
BUILDING SOCIAL CAPITAL SOCIAL CHANGE
65. DEEP SERVICE INFRASTRUCTURE
VISTA (15): OCCASIONAL
POST-GRADUATE BONNER (60):
VOLUNTEERS:
FULL-TIME LONG TERM DEVELOPMENTAL
GOOD ACTS
ACADEMICALLY GROUNDED ACADEMICALLY INTEGRATED
CHARITY
ANTI-POVERTY SERVICE PLACEMENTS
DRIVES AND --ATHONS
CAPACITY BUILDING (GRETCHEN)
(CURRENT FCSA)
(YALITZA)
ASL/CBR (20):
ACADEMIC SERVICE LEARNING RESOURCE DEVELOPMENT
COMMUNITY BASED RESEARCH COMMUNITY >800K
(LAUREN) PARTNERS
ADVOCACY:
POLICY
TECHNICAL ASSISTANCE
NETWORKING: ACTIVISM
BUILDING SOCIAL CAPITAL SOCIAL CHANGE
66. DEEP SERVICE INFRASTRUCTURE
VISTA (15): OCCASIONAL
POST-GRADUATE BONNER (60):
VOLUNTEERS:
FULL-TIME LONG TERM DEVELOPMENTAL
GOOD ACTS
ACADEMICALLY GROUNDED ACADEMICALLY INTEGRATED
CHARITY
ANTI-POVERTY SERVICE PLACEMENTS
DRIVES AND --ATHONS
CAPACITY BUILDING (GRETCHEN)
(CURRENT FCSA)
(YALITZA)
ASL/CBR (20):
ACADEMIC SERVICE LEARNING RESOURCE DEVELOPMENT
COMMUNITY BASED RESEARCH COMMUNITY >800K
(LAUREN) PARTNERS
ADVOCACY:
POLICY
TECHNICAL ASSISTANCE
NETWORKING: ACTIVISM
BUILDING SOCIAL CAPITAL SOCIAL CHANGE
68. DEEP SERVICE INFRASTRUCTURE
VISTA:
POST-GRADUATE, FULL-TIME, ACADEMICALLY GROUNDED, ANTI-POVERTY , CAPACITY BUILDING
VISTA
ASL/CBR:
ACADEMIC
SERVICE
LEARNING, COMMUNITY
COMMUNITY PARTNERS
BASED
RESEARCH
69. DEEP SERVICE INFRASTRUCTURE
VISTA:
POST-GRADUATE, FULL-TIME, ACADEMICALLY GROUNDED, ANTI-POVERTY , CAPACITY BUILDING
VISTA
BONNER:
BONNER
LONG TERM DEVELOPMENTAL, ACADEMICALLY INTEGRATED SERVICE PLACEMENTS
BONNER
BONNER
BONNER
ASL/CBR:
ACADEMIC
SERVICE
LEARNING, COMMUNITY
COMMUNITY PARTNERS
BASED
RESEARCH
70. DEEP SERVICE INFRASTRUCTURE
VISTA:
POST-GRADUATE, FULL-TIME, ACADEMICALLY GROUNDED, ANTI-POVERTY , CAPACITY BUILDING
VISTA
BONNER:
BONNER
LONG TERM DEVELOPMENTAL, ACADEMICALLY INTEGRATED SERVICE PLACEMENTS
BONNER
OCCASIONAL VOLUNTEERS: BONNER
GOOD ACTS, CHARITY, DRIVES AND --ATHONS
BONNER
ASL/CBR:
ACADEMIC
SERVICE
LEARNING, COMMUNITY
COMMUNITY PARTNERS
BASED
RESEARCH OCCASIONAL
VOLUNTEERS
71. DEEP SERVICE INFRASTRUCTURE
VISTA:
POST-GRADUATE, FULL-TIME, ACADEMICALLY GROUNDED, ANTI-POVERTY , CAPACITY BUILDING
VISTA
BONNER:
BONNER
LONG TERM DEVELOPMENTAL, ACADEMICALLY INTEGRATED SERVICE PLACEMENTS
BONNER
OCCASIONAL VOLUNTEERS: BONNER
GOOD ACTS, CHARITY, DRIVES AND --ATHONS
BONNER
ASL/CBR:
ACADEMIC ADVOCACY:
SERVICE POLICY, ACTIVISM, SOCIAL CHANGE
LEARNING, COMMUNITY
COMMUNITY PARTNERS
BASED
RESEARCH OCCASIONAL
VOLUNTEERS
72. DEEP SERVICE INFRASTRUCTURE
VISTA:
POST-GRADUATE, FULL-TIME, ACADEMICALLY GROUNDED, ANTI-POVERTY , CAPACITY BUILDING
VISTA
BONNER:
BONNER
LONG TERM DEVELOPMENTAL, ACADEMICALLY INTEGRATED SERVICE PLACEMENTS
BONNER
OCCASIONAL VOLUNTEERS: BONNER
GOOD ACTS, CHARITY, DRIVES AND --ATHONS
BONNER
ASL/CBR:
ACADEMIC ADVOCACY:
SERVICE POLICY, ACTIVISM, SOCIAL CHANGE
LEARNING, COMMUNITY
COMMUNITY PARTNERS
BASED NETWORKING:
BUILDING SOCIAL CAPITAL OCCASIONAL
RESEARCH
VOLUNTEERS
73. DEEP SERVICE INFRASTRUCTURE
VISTA:
POST-GRADUATE, FULL-TIME, ACADEMICALLY GROUNDED, ANTI-POVERTY , CAPACITY BUILDING
VISTA
BONNER:
BONNER
LONG TERM DEVELOPMENTAL, ACADEMICALLY INTEGRATED SERVICE PLACEMENTS
BONNER
OCCASIONAL VOLUNTEERS: BONNER
GOOD ACTS, CHARITY, DRIVES AND --ATHONS
BONNER
ASL/CBR:
ACADEMIC ADVOCACY:
SERVICE POLICY, ACTIVISM, SOCIAL CHANGE
LEARNING, COMMUNITY
COMMUNITY PARTNERS
BASED NETWORKING:
BUILDING SOCIAL CAPITAL OCCASIONAL
RESEARCH
VOLUNTEERS
TECHNICAL ASSISTANCE
74. DEEP SERVICE INFRASTRUCTURE
VISTA:
POST-GRADUATE, FULL-TIME, ACADEMICALLY GROUNDED, ANTI-POVERTY , CAPACITY BUILDING
VISTA
BONNER:
BONNER
LONG TERM DEVELOPMENTAL, ACADEMICALLY INTEGRATED SERVICE PLACEMENTS
BONNER
OCCASIONAL VOLUNTEERS: BONNER
GOOD ACTS, CHARITY, DRIVES AND --ATHONS
BONNER
ASL/CBR:
ACADEMIC ADVOCACY:
SERVICE POLICY, ACTIVISM, SOCIAL CHANGE
LEARNING, COMMUNITY
COMMUNITY PARTNERS
BASED NETWORKING:
BUILDING SOCIAL CAPITAL OCCASIONAL
RESEARCH
VOLUNTEERS
TECHNICAL ASSISTANCE
RESOURCE DEVELOPMENT
75. WHAT IS NEXT?
INFRASTRUCTURE
ASL 210: THEORY AND PRACTICE OF ASL I
ASL 310: THEORY AND PRACTICE OF ASL II
FOUNDATIONS SEQUENCE ASSISTANTS
ASCE
AVAILABLE TO YOU!
80. What Gov’t (HE) Can Do.
1.
Co-produce public goods…..(Public Health, Safety, Ecosystems, Policy)
2.
Asset-Based Community Development…..(build and develop strengths)
3. Sharing Professional Expertise......(mentoring, capacity building)
4.
Deliberative Democracy…..(individual interest to public interest)
5.
Policy that Incentivizes Partnerships Between Organizations
(co-cur and cur, fac. and student, partners and departments)
6. Policy that Strategically Builds Fields of Civic Participation (rewards)
7. Culture of Organizations Should Invite Participation (student leadership)
8. Ensure Reciprocal Accountability
81. Students w/ Gen Y Attributes +
Faculty in need of training in the “field”, support infrastructure +
Community Partners w/ GAPs that prevent CI +
New Insights form ASCE =
Need for DEEP Service to
1. Maximize use of Gen Y talents
2. Support faculty through infrastructure of integrated service
3. Provide CI services to CBOs
4. Galvanize the field/movement and truly transcend the classroom
82. The Future of Service Learning
New Solutions for Sustaining
and
Improving Practice
Edited by Jean R. Strait,
Marybeth Lima
Foreword by Andrew Furco
Stylus Press
Editor's Notes
Thank you. Thank you to Executive Director Mellissa Mace and the Missouri Campus Compact Staff for organizing a wonderful conference. I have learned much from all of you in my brief time here in Missouri. I hope something of what I offer tonight will be equally as useful to you.
A friend, on hearing that I was speaking in Missouri advised that I needed to acknowledge the “Show Me” state in some way in my talk. Well you all have certainly shown me the innovative, robust, and cutting edge service-learning that is happening across the colleges and universities of this state. I congratulate you for that. Bravo.
I also wanted to thank Missouri State University for hosting this conference and for making the institutional commitment to support not only local service-learning initiatives, but also the state-wide work of the Compact. It is the leadership of institutions like MSU that sustain the work of the Compact and of the movement to which we all belong.
It’s that Movement that I will return to later in my talk as I believe we are at a pivotal moment in the history of our movement. For now though, I will remain true to my assignment. This evening I intend to say a few words about:
--This Generation of Students – characteristics and opportunities
--This Generation of Faculty – Introducing Faculty to the “Field”
--The Next Phase of Community Partnerships – What CBOs Tell Us
--The Next Generation of Assessment and Strategic Infrastructure – What Students Say We Need to do
--The New Movement Opportunities - Convergence of CNCS/CC/Bonner/etc.
Along the way I will offer you some of the practices we have found effective in our program.
When Melissa contacted me she told me that you were looking for a speaker who could speak to the unique challenges and opportunities presented to the service-learning community by this generation of students. So I will begin there and I intend to end there, though I will ask your indulgence along the way. The sociologist in me cannot but move from the characteristics of individuals out to the structures they inhabit and the larger society.
Echo Boomers, Gen Y, Millennial
Demographics:
70 + million in US….~25% of us population….Born 77-94….Radically more ethnically diverse
Most independent generation ever (divorce, latch-key, single parents, technology, etc.)
Most empowered generation because of “Concerted Cultivation” or heli-parenting
Tuned out to “news”…..Tuned in to “pop-culture”….Information is to be used!
Gen Y Parenting:
Child Centered Families….Involved Fathers….Parent education ….Do good = rewards
Parents guided achievements, took part in activities, structured the child’s life-world, and reinforced the child’s self worth by valuing the child highly.
Thus, Gen Y feel they can do anything because they have been told they can by parents who have always been there to help and media who relish the exceptional achievement.
Paradoxically, the care about community connections—“I am the center so must care about the whole.”
Strong sense of Values
Next Slide-----Marketing Community
Technology: (slide 6)
3 out of 4 online,
93% advanced computer literacy,
most internet use for entertainment,
email-text-twitter-etc. more common communication than phone or face-to-face.
Multitude of sources of info from early age =
questioning of virtually all information + looking for voices that support their position
More Plastic/ adaptable than any previous generation…..Efficient Multi-taskers…..Higher input and output
Impatient… need to be challenged
Skeptical… need to understand rationale and have instant access to information to test ideas
Blunt and Expressive ..its about achieving the goal
Image Driven ..constant observation
Technology = convenience, utility, not end in itself.
Work:
“Have you see “The Office”?”…..18 months to leadership position
Mobile—Leadership—Better, Faster, Smarter—Efficiency
Not as much work experience before 25 as previous generations
Remained within their generational cohort longer than previous generations
“Interesting work” is top priority for – 62.5% under 30
65% of teenagers said they’d rather have a career that gives them time for family and fun than a career with more money.
Hold this picture in your minds eye because we will return to it in the end. Ambitious, empowered, idealistic, tech-savvy, upstarts, with little reverence for the “old” ways.
Opportunities:
1.Encourage their values—community, transparency, efficiency, work-ethic, idealism, optimism
2.Train them—capitalize on their ability to learn rapidly (difference between book-knowledge and job-knowledge)
3.Mentor them—show them how to be the leaders they desire to be and how to work cross-generationally
4.Show them their impact—build feed-back mechanisms that indicate the impact
5.Be transparent—explain policy and expect questions
6.Create paths—structured yet open to individualization
7.Provide Access to Technology—Be open to new efficiencies
Why we do service learning?
Along the way we found that, done well, it has positive effects on learning outcomes, student retention, and a host of other instructional and institutional goals.
How we do service learning? (Tom Ehrlich)
Mostly co-curricular through deeply curricular
On to Community Impact....central to the public mission of all American Higher Ed
We are now a “Field” or what sociologist would call a “Movement”
Best Practices, Professionals, Modalities, Funding Streams, Career Pathways, Research, etc.
As a Movement/Field we need to constantly be replenishing the our ranks with new students, faculty, and community partners on a regular basis.
Challenge 1: Little understanding of the “field” among many faculty.
* The range of practice from co-curricular to curricular, from community service to community-based research, etc.
*The literature and developed best practices.
*The proven pedagogical effectiveness.
*The training and professional development available.
*etc.
Faculty interview study results:
Challenge 2: bias against “feel-good,” “add-on” of little educational benefit
Challenge 3: most would consider if: trained, integrated/rigorous, valued, supported
Solution 1: Retreats……..Generations of Service-Learning:
Solution 2: Our training outline: (PBSL)
Part one: learning objectives, building classroom capacity and community
Part two: choosing, building, and managing effective partnerships
Part three: matching partner needs and course learning objectives
Part four: think developmentally
Solution 3: Infrastructure.....in a minute.
but let me walk you through the “Generations” slides.
Meeting Course Learning Objectives through Service Pedagogy
CBO Feedback to HE
The War on Poverty is an utter failure!!
We have all we can do to meet the immediate needs of our clients.
We are frustrated by episodic volunteering.
We will not be used as a petri dish for HE. (Harlem Childrens Zone and Columbia University)
We have a GAP! In our partnerships with HE.
That gap is about moving toward Civic Innovation!
Bonner GAP
Bonner Data is reflective of Sirianni’s analysis:
Many CBOs meet urgent needs.
Some CBOs also do Civic Innovation.
Civic Innovation is mobilizing resources, programs, and strategies that engage community members in addressing underlying causes of unmet human needs through participation in democratic problem solving activities.
Those CBOs who are doing CI are part of a CI movement. We, at our best, are also part of that movement.
Infrastructure: 
We provide an infrastructure of academic support services for faculty, students, and community partners.
VISTA
Bonner
Policy Options Team
Faculty Fellows
 Capacity Building: 
In each Partnership we make, our goal is to build the capacity of:
       a. the organization to meet the needs of its clients
       b. the student to successfully take leadership roles that emphasize justice and service
       c. the faculty to better integrate place-based and problem-based learning into their classes by aligning the needs of community partners with course learning objectives to produce rigorous learning experiences that are also of service to others.
Multi-faceted: 
Our approach to Community Partnerships includes collaboration on:
      a. Siena VISTA Fellows Site Placements
      b. Siena Bonner Service Leader Site Placements
      c. Academic Service Learning Partnerships
      d. Academic Internship Site Placements
      e. Occasional Volunteer Site Placements
      f. Site-Based Team Management of Volunteers 
      g. Community-Based Research Partnerships
      h. Collaborative Resource Development
      i. Collaborative Strategic Planning
      j. Non-Profit Community Networking and Collaboration
      k. Technical Assistance (Web 2.0, Board Training, etc.)
      I. an ongoing, three-year plan of collaboration with each partner. 
Developmental Commitment: 
We are developmentally oriented and committed to sustainable Community Partnerships.
Integrated: 
We seek to more fully integrate the academic pathways and experiences of students with the service experiences in which they participate.  This may take the form of Academic Service Learning, but may also take the form of assisting students with connecting cognate course work with an issue of particular importance to the Community Partner with which they are serving or the form of Community-Based Research projects .  For examples a student working on refugee resettlement with a Community Partner may be advised to take a political science course on Refugees and Child Soldiers. 
Contextualized:  
We encourage and facilitate students and others to reflect on their participation in Community Partnerships through the lenses of social, philosophical, and theological analysis. 
This generation of students is uniquely suited to meet the challenges of our field to move to the next level of campus engagement!
Invite them to Co-Produce
They are Assets we need to build the infrastructure, organize the academic community, and further our “field”
We can share our professional expertise by mentoring a cadre of student leaders.
As we do, we will move students from concern about their post-college job to a public service career
We need to rededicate ourselves to knitting together our “Field” (stanton, giles, and cruz) by incentivizing partnerships
We need to develop systems of faculty, student and partner acknowledgment of membership in the “Field” and of their good work.
Student leadership at all levels.