Opening Session: 2011 Fall Directors Meeting
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Opening Session: 2011 Fall Directors Meeting
- 1. 2011 Bonner Directors Meeting November 6-9 • Kanuga Retreat Center
- 4. Transition Nearly Done • Long-term structure set
- 5. Transition Nearly Done • Long-term structure set • Bonner Program endowment process complete
- 6. Transition Nearly Done • Long-term structure set • Bonner Program endowment process complete • Crisis Ministry funding focused on New Jersey
- 8. Advisory Structures • Presidents’ Advisory Council
- 9. Advisory Structures • Presidents’ Advisory Council • Bonner [Student] Advisory Board
- 10. Advisory Structures • Presidents’ Advisory Council • Bonner [Student] Advisory Board • Directors’ Advisory Council
- 11. Core Functions
- 13. Core Functions • Accountability • Quality
- 14. Core Functions • Accountability • Quality • Sharing
- 15. Accountability
- 16. Accountability • Ensure Bonner Program standards met
- 17. Accountability • Ensure Bonner Program standards met • Maintain endowment oversight
- 18. Quality
- 19. Quality • Support program fundamentals
- 20. Quality • Support program fundamentals • Push innovations to improve
- 21. Sharing
- 22. Sharing • Support new program start-ups
- 23. Sharing • Support new program start-ups • Making resources freely available
- 24. Sharing • Support new program start-ups • Making resources freely available • Publishing & presenting research
- 25. Where are we as a movement?
- 26. We’re winning!
- 27. We’re winning! • Proven value for student outcomes
- 28. We’re winning! • Proven value for student outcomes • Everyone has centers, programs, courses for experiential education
- 29. We’re winning! • Proven value for student outcomes • Everyone has centers, programs, courses for experiential education • Central to campus identity / plans
- 30. We’re losing!
- 31. We’re losing! • Gov/Fnd funding lost or at-risk
- 32. We’re losing! • Gov/Fnd funding lost or at-risk • Not recognized yet in tenure and promotion
- 33. We’re losing! • Gov/Fnd funding lost or at-risk • Not recognized yet in tenure and promotion • Not taken seriously by community change groups
- 34. So, what next?
- 36. Two central challenges... • Take what works to scale
- 37. Two central challenges... • Take what works to scale • Focus on community impact
- 39. Student Impact
- 40. Student Community Impact Impact
- 41. Student Community Impact Impact Campus Infrastructure
- 42. Student Impact Campus Infrastructure
- 43. Community Impact Campus Infrastructure
- 44. Student Community Impact Impact Campus Infrastructure
- 45. How?
- 46. Strategy #1 Leverage student idealism, drive, numbers
- 47. Strategy #2 Focus on community impact
- 49. Community impact by... • Integrate campus outreach
- 50. Community impact by... • Integrate campus outreach • Leverage unique campus assets
- 51. Community impact by... • Integrate campus outreach • Leverage unique campus assets • Partner with new groups
- 52. Integrate
- 53. Integrate • Fewer but deeper partnerships
- 54. Integrate • Fewer but deeper partnerships • Engage all experiential education offices, programs, courses
- 55. Integrate • Fewer but deeper partnerships • Engage all experiential education offices, programs, courses • Experiment with new models for linking service and learning
- 56. Leverage
- 57. Leverage • Academic strengths in research, analysis, dissemination
- 58. Leverage • Academic strengths in research, analysis, dissemination • Role as neutral, respected community leader / convenor
- 59. Leverage • Academic strengths in research, analysis, dissemination • Role as neutral, respected community leader / convenor • Experiment with policy research, dialogue & public education
- 60. Partnerships • Reach out to issue-based coalitions not just neighborhood groups • Explore state-wide issue-focused partnerships not just local • Find partner-driven, issue-focused funding opportunities
- 61. Strategy #3 Build strategic national partnerships
- 63. Service & Academic • AAC&U
- 64. Service & Academic • AAC&U • Imagining America
- 65. Service & Academic • AAC&U • Imagining America • Bringing Theory to Practice
- 66. Service & Academic • AAC&U • Imagining America • Bringing Theory to Practice • Roosevelt Institute
- 67. Service & Academic • AAC&U • NERCHE • Imagining America • Bringing Theory to Practice • Roosevelt Institute
- 68. Service & Academic • AAC&U • NERCHE • Imagining America • AASC&U • Bringing Theory to Practice • Roosevelt Institute
- 69. Service & Academic • AAC&U • NERCHE • Imagining America • AASC&U • Bringing Theory to • Campus Compact Practice • Roosevelt Institute
- 70. Service & Academic • AAC&U • NERCHE • Imagining America • AASC&U • Bringing Theory to • Campus Compact Practice • Democracy • Roosevelt Institute Imperative
- 72. Issue-Based Coalitions • National Alliance to End Homelessness
- 73. Issue-Based Coalitions • National Alliance to End Homelessness • Opportunity Nation
- 74. Issue-Based Coalitions • National Alliance to End Homelessness • Opportunity Nation • Power Up
- 75. Issue-Based Coalitions • National Alliance to End Homelessness • Opportunity Nation • Power Up • etc....
- 77. Govt & Foundations • Corporation for National & Community Service
- 78. Govt & Foundations • Corporation for National & Community Service • U.S. Department of Education
- 79. Govt & Foundations • Corporation for National & Community Service • U.S. Department of Education • HUD, HHS, Justice, etc.
- 80. Govt & Foundations • Corporation for National & Community Service • U.S. Department of Education • HUD, HHS, Justice, etc. • Gates, Ford, Kellogg, Kresge, etc.
- 81. A Crucible Moment: College Learning and Democracy’s Future
- 82. A Crucible Moment: College Learning and Democracy’s Future • Major report coming out in January
- 83. A Crucible Moment: College Learning and Democracy’s Future • Major report coming out in January • Defines next stage of our movement
- 84. A Crucible Moment: College Learning and Democracy’s Future • Major report coming out in January • Defines next stage of our movement • Need models & leaders
- 85. A Crucible Moment: College Learning and Democracy’s Future • Major report coming out in January • Defines next stage of our movement • Need models & leaders - why not us?
- 86. Discuss Amongst Yourselves
- 87. Innovations • Those that are already happening that we should know about... • New ideas or strategies that could happen on your campus or in the Bonner network...
Notes de l'éditeur
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- - Give my background\n * College\n * COOL\n * Bonner\n\n
- - Clear best practices; Carnegie Classifications; magazine rankings\n
- - Clear best practices; Carnegie Classifications; magazine rankings\n
- - Clear best practices; Carnegie Classifications; magazine rankings\n
- (1) issue coalitions (2) civic information (3) civic renewal\n
- (1) issue coalitions (2) civic information (3) civic renewal\n
- (1) issue coalitions (2) civic information (3) civic renewal\n
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- — three areas of engagement, but only two ends for our work — student & community — with campus infrastructure a means\n— we’ve spent the majority of our attention on student impact and internal institutional change\n\n
- — three areas of engagement, but only two ends for our work — student & community — with campus infrastructure a means\n— we’ve spent the majority of our attention on student impact and internal institutional change\n\n
- — three areas of engagement, but only two ends for our work — student & community — with campus infrastructure a means\n— we’ve spent the majority of our attention on student impact and internal institutional change\n\n
- — three areas of engagement, but only two ends for our work — student & community — with campus infrastructure a means\n— we’ve spent the majority of our attention on student impact and internal institutional change\n\n
- — we need to do even more to impact more students since they are asking for it and our administrations want to give it to them\n— but, we also have to do more to help with community impact\n * higher poverty, environmental, global challenges than ever\n * non-profit and local government capacity needs are high (more demands, fewer resources....like us but much more severe)\n * plus, if you believe in the experiential model, we cannot achieve highest student outcomes without highest level of community engagement\n
- — This is the big question\n— I have three recommendations or strategies to recommend\n— These represent the Bonner Foundation’s primary focus and vision for the future\n* we’re in this, too\n* and we share every resource, lesson learned on our website\n* invite you to contact us/me directly if you think we can help you somehow\n
- — tell COOL story to indicate where I learned this to be true\n
- — need for experimentation\n
- — original challenge of coordination from COOL days is still with us because so many more people are mobilized\n— we have to look hard at what we’re good at (we’re not social service providing organizations)\n— we have to reach out to likely and perhaps unlikely partners\n
- — original challenge of coordination from COOL days is still with us because so many more people are mobilized\n— we have to look hard at what we’re good at (we’re not social service providing organizations)\n— we have to reach out to likely and perhaps unlikely partners\n
- — original challenge of coordination from COOL days is still with us because so many more people are mobilized\n— we have to look hard at what we’re good at (we’re not social service providing organizations)\n— we have to reach out to likely and perhaps unlikely partners\n
- — example: Spelman focusing on 1.7 mile radius\n— we need internships to be more strategically integrated into these partnerships\n— new model: experimenting with integrating these partnerships into 5 high impact practices\n
- — example: Spelman focusing on 1.7 mile radius\n— we need internships to be more strategically integrated into these partnerships\n— new model: experimenting with integrating these partnerships into 5 high impact practices\n
- — example: Spelman focusing on 1.7 mile radius\n— we need internships to be more strategically integrated into these partnerships\n— new model: experimenting with integrating these partnerships into 5 high impact practices\n
- Loraine County Food Policy Council \nNew Brunswick Food Policy Alliance\n
- Loraine County Food Policy Council \nNew Brunswick Food Policy Alliance\n
- Loraine County Food Policy Council \nNew Brunswick Food Policy Alliance\n
- TCNJ workshop\n
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- — example: Spelman focusing on 1.7 mile radius\n— we need internships to be more strategically integrated into these partnerships\n— new model: experimenting with integrating these partnerships into 5 high impact practices\n
- — example: Spelman focusing on 1.7 mile radius\n— we need internships to be more strategically integrated into these partnerships\n— new model: experimenting with integrating these partnerships into 5 high impact practices\n
- — example: Spelman focusing on 1.7 mile radius\n— we need internships to be more strategically integrated into these partnerships\n— new model: experimenting with integrating these partnerships into 5 high impact practices\n
- — example: Spelman focusing on 1.7 mile radius\n— we need internships to be more strategically integrated into these partnerships\n— new model: experimenting with integrating these partnerships into 5 high impact practices\n
- — example: Spelman focusing on 1.7 mile radius\n— we need internships to be more strategically integrated into these partnerships\n— new model: experimenting with integrating these partnerships into 5 high impact practices\n
- — example: Spelman focusing on 1.7 mile radius\n— we need internships to be more strategically integrated into these partnerships\n— new model: experimenting with integrating these partnerships into 5 high impact practices\n
- — example: Spelman focusing on 1.7 mile radius\n— we need internships to be more strategically integrated into these partnerships\n— new model: experimenting with integrating these partnerships into 5 high impact practices\n
- — example: Spelman focusing on 1.7 mile radius\n— we need internships to be more strategically integrated into these partnerships\n— new model: experimenting with integrating these partnerships into 5 high impact practices\n
- — example: Spelman focusing on 1.7 mile radius\n— we need internships to be more strategically integrated into these partnerships\n— new model: experimenting with integrating these partnerships into 5 high impact practices\n
- — example: Spelman focusing on 1.7 mile radius\n— we need internships to be more strategically integrated into these partnerships\n— new model: experimenting with integrating these partnerships into 5 high impact practices\n
- — example: Spelman focusing on 1.7 mile radius\n— we need internships to be more strategically integrated into these partnerships\n— new model: experimenting with integrating these partnerships into 5 high impact practices\n
- — example: Spelman focusing on 1.7 mile radius\n— we need internships to be more strategically integrated into these partnerships\n— new model: experimenting with integrating these partnerships into 5 high impact practices\n
- — example: Spelman focusing on 1.7 mile radius\n— we need internships to be more strategically integrated into these partnerships\n— new model: experimenting with integrating these partnerships into 5 high impact practices\n
- — example: Spelman focusing on 1.7 mile radius\n— we need internships to be more strategically integrated into these partnerships\n— new model: experimenting with integrating these partnerships into 5 high impact practices\n
- — example: Spelman focusing on 1.7 mile radius\n— we need internships to be more strategically integrated into these partnerships\n— new model: experimenting with integrating these partnerships into 5 high impact practices\n
- — example: Spelman focusing on 1.7 mile radius\n— we need internships to be more strategically integrated into these partnerships\n— new model: experimenting with integrating these partnerships into 5 high impact practices\n
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- — example: Spelman focusing on 1.7 mile radius\n— we need internships to be more strategically integrated into these partnerships\n— new model: experimenting with integrating these partnerships into 5 high impact practices\n
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