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The American Democracy Project (ADP) at Fort Hays
    State University (FHSU): Emergence, Evolution and
                     Institutionalization

                           Larry Gould
                        Chapman Rackaway
                          Mark Colwell

“Developing Informed and Engaged Citizens,” The Annual Meeting of
  the ADP, June 7-9, Philadelphia, PA, American Association of State
                 Colleges and Universities (AASCU)
Stage One: Gaining Commitment, Making Decisions
  about Leadership and Developing a Sense of Need

• Commitment from the President, Provost’s Council,
  Faculty Senate, Student Government and Classified Senate
  (a reminder about one of the most important purposes of a
  state comprehensive university)
• Looking for Level 5 Leadership: Getting the right people
  on the bus, the wrong people off and the right people in the
  key seats BEFORE deciding direction and outcomes* (do
  you have the fire in the belly?)
• Confront the brutal facts: Developing a sense of need with
  a campus audit, identifying existing agents and structure,
  resources and “pockets of greatness”
• Avoid obsessing on your constraints/instead, focus on the
  need
Stage Two: Create a Guiding Coalition

• Established a Coordinating Entity: The ADP Vision Team
  (positioning for symbolic politics)

• Established the Position of ADP Coordinator reporting to
  the Office of the Provost

• Developed ADP Champions, Partnerships and a Sense of
  Ownership with On- and Off-campus Stakeholders
  (e.g. Departments of Leadership Studies, Political Science,
  English and so on, service learning committee, Center for
  Civic Leadership, Docking Institute of Public Affairs,
  University Relations, general education committee, Tigers
  in Service, Kansas Youth Leadership Academy, and so on.
Stage Three: Vision and Strategy
• The Vision: An institution where civic education would be
  “routine, widespread, legitimized, expected, supported,
  permanent and resilient” (embedding ADP into the DNA
  of FHSU)

• The Strategy: At FHSU, ADP became its own strategy. It
  has become an integrative strategy for teaching and
  learning about civic responsibility, reasoning, problem
  solving, critical inquiry, information literacy and the
  implications and imperatives of digital democracy.

• ADP also has an “internal” deployment table of goals,
  strategies and responsibilities to drive its activities and
  initiatives
Stage Three: Vision and Strategy (continued)

• The idea of the FHSU ADP initiative was to move from
  “project” and “program” defined as a set of activities,
  events, and an ideology to a “tool for intentionality and
  integration” (to move from nominal and marginalized
  initiatives to an essential component of a coherent and
  comprehensive teaching and learning process)

• Equally important, we have intentionally defined
  competence at FHSU as something that goes beyond
  voluntarism, participation and service learning to what
  Harry C. Boyte calls “everyday politics” whereby students
  are urged to co-creators of democracy while developing an
  appreciation for the productivity of politics (permits use of
  shared governance mechanisms as a learning environment)
Stage Four: Communicating and Using the
                ADP Vision
• The task has been to communicate that in many
  ways, FHSU’s ADP program goes beyond the
  institution’s civic competencies goal by
  facilitating the realization of other goals, e.g.
  institutional outreach, knowledge about America’s
  and Kansas’ engagement in international affairs,
  interdisciplinary education, faculty enhancement,
  a sensitivity to living in a more diverse society, an
  appreciation for racial tolerance and community
  development
Communicating and Using the ADP Vision
                 (continued)
•   The idea has been to “customize” from specific ADP initiatives to
    servicing of larger institutional intentionalities, goals and purposes
    (e.g. use of “organizational alignment” and integration with the Kansas
    Board of Regents Performance Agreements, the HLC’s Academic
    Quality Improvement Program (AQIP), the FHSU Strategic Plan and
    making it a part of department/program initiatives such as the Year of
    the Department (YOTD is a 12-18 month academic audit of learning
    outcomes))

•   ADP Web Site
•   ADP Events Calendar
•   ADP Videos
•   ADP Newsletter
•   ADP Brochure
•   ADP Weblog Forum
Stage Five: Empowering Participants

• Money (internal financing of the “flywheel” is
  essential/external sources are the supplement)

• Shaping Belief Systems: rewards and incentives
  for tenure, promotion and merit, inclusion of
  student government and organizations, presenting
  leadership challenges and generating interest
  across campus by including FHSU’s other two
  divisions
Stage Six: Generate Early Progress Wins

• Examples of Early Progress Wins: Times Talk,
  readership program, service learning approaches,
  voter registration/education drives, service
  projects, e.g. make a difference day, national
  youth service day, Tigers in service in the
  community, speaker series and forums, and many,
  many more

• General Education course review

• Year of the Department: Going Where Faculty
  Live
Stage Seven: Using Gains to Institutionalize
             and Advance ADP
• Combine “hard” tactics with “soft” tactics

• Continue to develop and support special tactical and
  continuing activities to link to new participants and
  interested parties such as Times Talk/NYTimes readership
  program with Department of Philosophy Hays Public
  Library colloquium on controversial issues, Political
  Science certificate program in Civic Leadership with
  university pledge, Seven Revolutions with First Year
  Experience, student programming with Habitat for
  Humanity and so on.
Stage Eight: Anchor ADP Spin-offs and Gains
           in the Institutional Culture
• Add value and enhance the quality of institutional
  efforts through ADP assessment-generated
  improvements (NSSE), direct and indirect
  measures of learning and expansion of community
  outreach
• Use ADP as foundation for discussion of “second
  generation” issues and initiatives, e.g. broadening
  the use of what is defined as scholarship,
  creativity contracts for faculty, academic citizen of
  the year award, provost’s service learning fellows,
  inclusion of international students, etc.
The End
• Thanks

• Questions?




• Presentation available at www.fhsu.edu/adp or
  www.fhsu.edu/provost

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Institutionalization of American Democracy Project

  • 1. The American Democracy Project (ADP) at Fort Hays State University (FHSU): Emergence, Evolution and Institutionalization Larry Gould Chapman Rackaway Mark Colwell “Developing Informed and Engaged Citizens,” The Annual Meeting of the ADP, June 7-9, Philadelphia, PA, American Association of State Colleges and Universities (AASCU)
  • 2. Stage One: Gaining Commitment, Making Decisions about Leadership and Developing a Sense of Need • Commitment from the President, Provost’s Council, Faculty Senate, Student Government and Classified Senate (a reminder about one of the most important purposes of a state comprehensive university) • Looking for Level 5 Leadership: Getting the right people on the bus, the wrong people off and the right people in the key seats BEFORE deciding direction and outcomes* (do you have the fire in the belly?) • Confront the brutal facts: Developing a sense of need with a campus audit, identifying existing agents and structure, resources and “pockets of greatness” • Avoid obsessing on your constraints/instead, focus on the need
  • 3. Stage Two: Create a Guiding Coalition • Established a Coordinating Entity: The ADP Vision Team (positioning for symbolic politics) • Established the Position of ADP Coordinator reporting to the Office of the Provost • Developed ADP Champions, Partnerships and a Sense of Ownership with On- and Off-campus Stakeholders (e.g. Departments of Leadership Studies, Political Science, English and so on, service learning committee, Center for Civic Leadership, Docking Institute of Public Affairs, University Relations, general education committee, Tigers in Service, Kansas Youth Leadership Academy, and so on.
  • 4. Stage Three: Vision and Strategy • The Vision: An institution where civic education would be “routine, widespread, legitimized, expected, supported, permanent and resilient” (embedding ADP into the DNA of FHSU) • The Strategy: At FHSU, ADP became its own strategy. It has become an integrative strategy for teaching and learning about civic responsibility, reasoning, problem solving, critical inquiry, information literacy and the implications and imperatives of digital democracy. • ADP also has an “internal” deployment table of goals, strategies and responsibilities to drive its activities and initiatives
  • 5. Stage Three: Vision and Strategy (continued) • The idea of the FHSU ADP initiative was to move from “project” and “program” defined as a set of activities, events, and an ideology to a “tool for intentionality and integration” (to move from nominal and marginalized initiatives to an essential component of a coherent and comprehensive teaching and learning process) • Equally important, we have intentionally defined competence at FHSU as something that goes beyond voluntarism, participation and service learning to what Harry C. Boyte calls “everyday politics” whereby students are urged to co-creators of democracy while developing an appreciation for the productivity of politics (permits use of shared governance mechanisms as a learning environment)
  • 6. Stage Four: Communicating and Using the ADP Vision • The task has been to communicate that in many ways, FHSU’s ADP program goes beyond the institution’s civic competencies goal by facilitating the realization of other goals, e.g. institutional outreach, knowledge about America’s and Kansas’ engagement in international affairs, interdisciplinary education, faculty enhancement, a sensitivity to living in a more diverse society, an appreciation for racial tolerance and community development
  • 7. Communicating and Using the ADP Vision (continued) • The idea has been to “customize” from specific ADP initiatives to servicing of larger institutional intentionalities, goals and purposes (e.g. use of “organizational alignment” and integration with the Kansas Board of Regents Performance Agreements, the HLC’s Academic Quality Improvement Program (AQIP), the FHSU Strategic Plan and making it a part of department/program initiatives such as the Year of the Department (YOTD is a 12-18 month academic audit of learning outcomes)) • ADP Web Site • ADP Events Calendar • ADP Videos • ADP Newsletter • ADP Brochure • ADP Weblog Forum
  • 8. Stage Five: Empowering Participants • Money (internal financing of the “flywheel” is essential/external sources are the supplement) • Shaping Belief Systems: rewards and incentives for tenure, promotion and merit, inclusion of student government and organizations, presenting leadership challenges and generating interest across campus by including FHSU’s other two divisions
  • 9. Stage Six: Generate Early Progress Wins • Examples of Early Progress Wins: Times Talk, readership program, service learning approaches, voter registration/education drives, service projects, e.g. make a difference day, national youth service day, Tigers in service in the community, speaker series and forums, and many, many more • General Education course review • Year of the Department: Going Where Faculty Live
  • 10. Stage Seven: Using Gains to Institutionalize and Advance ADP • Combine “hard” tactics with “soft” tactics • Continue to develop and support special tactical and continuing activities to link to new participants and interested parties such as Times Talk/NYTimes readership program with Department of Philosophy Hays Public Library colloquium on controversial issues, Political Science certificate program in Civic Leadership with university pledge, Seven Revolutions with First Year Experience, student programming with Habitat for Humanity and so on.
  • 11. Stage Eight: Anchor ADP Spin-offs and Gains in the Institutional Culture • Add value and enhance the quality of institutional efforts through ADP assessment-generated improvements (NSSE), direct and indirect measures of learning and expansion of community outreach • Use ADP as foundation for discussion of “second generation” issues and initiatives, e.g. broadening the use of what is defined as scholarship, creativity contracts for faculty, academic citizen of the year award, provost’s service learning fellows, inclusion of international students, etc.
  • 12. The End • Thanks • Questions? • Presentation available at www.fhsu.edu/adp or www.fhsu.edu/provost