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From Grass Roots to Mountain Tops…

From Grass Roots to Mountain Tops…. . . . Initiating and Expanding a Service-Learning Program Boise State University Maureen Sigler & Kara Hartmann Brascia. NSEE/ICEL Conference October 2003. Session Agenda. Introductions 5 minutes

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From Grass Roots to Mountain Tops…

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  1. From Grass Roots to Mountain Tops… . . . Initiating and Expanding a Service-Learning Program Boise State University Maureen Sigler & Kara Hartmann Brascia NSEE/ICEL ConferenceOctober 2003

  2. Session Agenda • Introductions 5 minutes • Objectives & scope of session 5 minutes • Determine participants’ needs 5-7 minutes • 1st Stage 10 minutes • 2nd Stage 10 minutes • 3rd Stage 10 minutes • Questions & Answers 10 minutes • Wrap Up/ website/ evaluation 3 minutes 2

  3. Session Objectives • To focus on goals, risks, budget & resources, infrastructure, political strategies, lessons learned • To focus on the components of the timeline that most meet your needs • Toprovide tangible information and resources • Curriculum proposal • Faculty development ideas • Budgets • Reference sources 3

  4. Web Site Information • Boise State Service-Learning website • http://servicelearning.boisestate.edu • Our Conference workshop website • http:// • Complete slides for all timeline segments • Annual reports • Curriculum proposals • Job descriptions • Partner information, etc. • …and much, much more 4

  5. Maureen… Planted the seed that took root! Advising and administrative responsibilities for program 1991-1999 22 years in student activities Kara… Pulled together the resources and tools to climb to the mountain tops! SL Coordinator 2000 - present University of Utah SL staff member 4 years Background 5

  6. Inspiration & Preparation Goals • To build a case for service programs • To understand the costs involved in establishing service programs • To provide additional growth opportunities for students beyond the classroom 6

  7. Inspiration & Preparation Risks • Low risks • Personal reputation with 4-5 colleagues • Extra time involved to gather information • Extra time to learn about Service-Learning • Philosophical tie to student involvement • Individual as well as group-oriented • Liability issues 7

  8. Inspiration & Preparation Budget & Resources • None! That was the point! • (that was the motivation too!) • Multiple attempts to add a staff person to Student Activities budget 8

  9. Inspiration & Preparation Infrastructure (staff & office) • Existing Student Activities Staff • 2 professional staff & 1 clerical support • 2-3 student employees • Enrollment estimate 13,000 • No designated office space for service programs on campus 9

  10. Inspiration & Preparation Political Strategies • Researched peer institutions service programs • Did telephone interviews/surveys • Requested & received job descriptions, budgets, charters, promotional materials, partner contracts, and much more • UW-Stevens Point “Green Dean” • U of Utah Bennion Center with $$$ • Weber State U. student commissions • Idaho State with 1 staff person & classes 10

  11. Inspiration & Preparation Lessons Learned • Understanding of Service-Learning • About as many structures used as there are campuses with service programs! • Job descriptions were VERY helpful in understanding the role of SL and competitive salary 11

  12. Opportunity “Luck = Preparation + Opportunity” Oprah Goals • Encourage & support ASBSU’s president’s interest • Participate in brainstorming meetings • Synthesize what was expressed in beginning planning meetings 12

  13. Opportunity Risks • First planning group might implode • Potentially no follow up after the meetings • Planning meetings were late in the school year • ASBSU President’s term was almost over • Personal: if I become involved, I may be expected to take on further responsibilities without any additional staff. 13

  14. Opportunity Budget & Resources • ASBSU President paid for 2 students to attend COOL conference from her existing budget 14

  15. Opportunity Infrastructure (staff & office) • No office • SL responsibilities not included in any staff person’s job description • Staff person’s involvement was voluntary 15

  16. Opportunity Political Strategies • Let the ASBSU and students take ownership of the service programs • Modeled VSB organization structure after programs board • Challenge and support individual group members outside of meetings • Brief the new ASBSU President & seek additional ASBSU support 16

  17. Opportunity Lessons Learned • Can’t design an organization and write a charter by committee! • Inspired students can ‘climb mountains’ 17

  18. Momentum Goals • Gain visibility for service programs • Seek funding for staff and programs • Build upon past successes – do more than the year before • Record & monitor participation progress • Incorporate research, further develop advisory board 18

  19. Momentum Risks • Need to produce quality programs and promotion • New Boise State University President • Knowing that we want a SL program but not having the SL expertise 19

  20. Momentum Budget & Resources • $11,000 budget; politically volatile ASBSU $ • In kind services provided by ASBSU and Student Union • Graphic artists, space, computers • Accounting support, service-award for Director • Gained a graduate assistant position dedicated to service programs • University president joined Campus Compact 20

  21. Momentum Infrastructure (staff & office) • Office space provided in Student Union • Graduate assistant for service programs • Associate Director of Student Activities still facilitating advisory board 21

  22. Momentum Political Strategies • Report frequently to ASBSU • Brief new University President early in his tenure • Involve one faculty member from each academic college on advisory board • Pursue a grant with other Idaho universities • Utilize the SL ListServ 22

  23. Momentum Lessons Learned • NASPA national conference provided insight in establishing SL program • Secure funding from University required for matching grants • University is ripe for SL program 23

  24. Expansion & Conception Goals • Submit an outstanding request for a dedicated fee • Establish a full-time SL Coordinator position • Hire, train and incorporate new SL Coordinator in existing University structure • Strategically develop steps for initiating SL and the 4th Credit Option 24

  25. Expansion & Conception Risks • The months invested in developing fee proposal may not pay off • Person hired for SL program could make or break the program 25

  26. Expansion & Conception Budget & Resources • $12,000 from ASBSU, Union, President • Still receiving in kind support from ASBSU and Student Union • Graphic artists • Graduate assistant • Accounting services • Offices & computers 26

  27. Expansion & Conception Infrastructure (staff & office) • One graduate assistant • Two offices for service programs 27

  28. Expansion & Conception Political Strategies • Strategically lobby multiple entities to support fee proposal • Alert key people early on of intent to submit fee proposal • Keep students in the forefront of the fee proposal • Closely relate proposal to University mission and strategic plan • Orchestrate the testimony at fee hearing 28

  29. Expansion & Conception Lessons Learned • It pays to invest time planning • More knowledge about SL would have helped when proposing budget • Focus on the programs and services needed rather than the staff needed • It is not easy getting a new position approved and established at a state university 29

  30. SL Program Born Goals • Train new SL Coordinator • Incorporate her into existing University structure • Develop very specific plan for establishing SL and 4th Credit Option • Closely monitor progress on strategic plan • Make SL extremely visible on campus 30

  31. SL Program Born Risks • Program may grow faster than manageable • Challenge getting faculty buy-in • SL program understaffed • SL program part of student activities • Tempting to provide multiple SL options beyond 4th Credit Option • Philosophy and procedures need academic credibility 31

  32. SL Program Born Budget & Resources • $76,280 split between VSB & SL programs • SL received $60,507 estimate • VSB received $15,773 estimate • In kind services from ASBSU & Student Union still provided • Graphic artists • Graduate assistant • Accounting services • Offices & computers 32

  33. SL Program Born Infrastructure (staff & office) • Full time SL Coordinator advises VSB & develops SL Program • One work-study office assistant • Three total offices • Computers and other equipment purchased 33

  34. SL Program Born Political Strategies • Met with each academic college dean • Professional promotional campaign implemented • First faculty partners selected need credibility with peer faculty • Conduct faculty in-service workshops • SL Coordinator a facilitator at President’s retreat 34

  35. SL Program Born Lessons Learned • SL confused with internships • 4th Credit Option interpreted literally • Assessment important at each stage • Support of University President beneficial • Detail implementation plan keeps program development on track • Combination of action-oriented SL Coordinator and methodical supervisor beneficial 35

  36. Institutionalization Goals • Approval of curriculum proposal by Faculty Senate & State Board of Ed • Increase faculty and student participation in SL Credit Option • Define fee split between SL and VSB • Organize 1st Alternative Spring Break 36

  37. Institutionalization Risks • Limited use of temporary course number • Results of first curriculum proposal determines faculty members first impression • Anticipating structure of new University student records, course numbers • Fee split may be perceived unreasonable by students on VSB 37

  38. Institutionalization Budget & Resources • $90,490 split between VSB & SL programs • SL received $68,130 estimate • VSB received $22,360 estimate • In kind support from ASBSU and Student Union 38

  39. Institutionalization Infrastructure (staff & office) • 1 full time SL Coordinator. Dual-responsibilities for SL and VSB • 1 grad assistant • 1 work-study student • Three offices 39

  40. Institutionalization Political Strategies • Use first SL faculty partners for in service workshops and program promotion • Involved former faculty senate president in writing curriculum proposal • Meet regularly with senate sub committees about upcoming proposal • Sustain involvement of faculty from each college on Advisory Board 40

  41. Institutionalization Lessons Learned • Campus ripe for SL program • Feedback from Advisory Board critical in curriculum proposal and SL program development 41

  42. Setback Goals • Maintain prior program until new SL Coordinator hired • Examine organizational structure that can best support and build SL program 42

  43. Setback Risks • SL Program and VSB may lose momentum • SL reporting lines in Student Affairs restructuring major issue • Implications if SL reports to Career Center • Top candidate had no student development experience • Top candidate had no teaching experience 43

  44. Setback Budget & Resources • $89,170 split between VSB & SL programs • SL received $64,052 estimate • VSB received $25,118 estimate • Plus in kind support from ASBSU and Student Union 44

  45. Setback Infrastructure (staff & office) • 1 graduate assistant • 1 faculty partner contributes as coordinator • 1 work-study student 45

  46. Setback Political Strategies • Move SL outside Student Activities • Closer reporting to VP of Student Affairs • Keep SL Program where there is close supervision 46

  47. Setback Lessons Learned • SL Program can survive setbacks • Campus-wide support of SL Program creates ownership of program • Graduate assistant key factor in bridging program from old to new SL Coordinator 47

  48. Bolster Foundation Goals • Clarify and reinforce SL processes, philosophy, standards • Secure staff, budget and authority • Establish constituent relationships • Build program credibility • Adapt to new reporting structure in Student Affairs 48

  49. Bolster Foundation Risks • Faculty-centered vs. Student-centered • Alienating previous SL advocates • Over extending new SL Coordinator’s political clout • Importing new SL models • Sharing authority and expertise with Advisory Board 49

  50. Bolster Foundation Budget & Resources • $67,000+ personnel • $6,000+ Operating Expenses • $4,700 Travel • $78,000+ Total Budget • GA paid from salary savings • In kind support for computers & office equipment 50

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