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eNews Update January 2010

AEE eNews Update January 2010

AEE Accredited Member Profile, UNC Charlotte Venture Program  

Education Matters

American Outdoors Association CDL Action Alert (doc)

 



AEE Accredited Member Profile, UNC Charlotte Venture Program 

By Brian Capron, Assistant Director

 

What excites you about experiential education?

I fully embrace Micah Jacobson’s phrase “open to outcome” in describing what excites me about EE.  Every group is a blank canvas. Eventual outcomes are unknown.  It’s “living in the here and now” to the fullest.  My spouse, life-partner and fellow-facilitator Linda always says, “facilitating groups is appealing to the highest common denominator for a living.  It’s like eating your favorite dessert every day and not gaining weight!”  For me, it’s about being need-fulfilling.  I love the challenge and process of feeling out individuals and groups and providing what they need to move forward… I also embrace Christian Itin’s and Scott Bandoroff’s “Double Diamond Model” in looking at facilitation as a two-way process, an act of gift-giving between individuals, groups and facilitators… All behavior is communicative, whether you are paying attention or not, and whether you “get it” or not, so it’s endlessly fascinating!
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That’s true about the groups I work with and equally true about working with college students.  I am approaching six years at Venture.  Watching people develop over their years with us is a tremendous privilege and joy. We truly make a difference in these student’s lives, wherever their careers and lives take them. Lastly, I grew up in the shadow of JFK.  I wholeheartedly believe in the concept of servant leadership.  Engaging with and enabling people, groups and my community have been hallmarks of my professional and personal life.  Experiential Education has been my prop, my tool, my bully pulpit and my “raison d'être”.

What is Venture?  What do you do there?

Venture is the outdoor and experiential education program for the fast-growing 24,500 student urban University of North Carolina at Charlotte.  Venture provides “transformative group experiences using tailored challenges & guided reflection”.

  • Venture offers a variety of experiential education programs for student groups, academic classes, faculty, staff and community groups.  In our fiscal 2008-2009 year, we provided about 375 outdoor trips, challenge course, mobiles and climbing wall programs.
  • Venture is a resource for students, faculty, staff, and the Charlotte community to learn about experiential education and group facilitation.  Each year, Venture staff teach nine academic courses.  Each semester, we provide two 2-day facilitator trainings on our team development and high team challenge courses and mobile team activities.  We have worked with local schools and community organizations to provide facilitator trainings. 
  • Venture provides Challenge Course programs for non-university groups, including partnering with our local schools and police dept in an extensive gang-prevention initiative and developing experience based training and development programs for business clientele.
  • Venture has an active student leadership development program called VOLTAGE (Venture Outdoor Leadership Training and Group Experience) that allows us to have students assist and/or lead many of our programs.


I am the associate director for team development.  That role includes sharing the management and development of the entire Venture program with my colleagues: Sandy Kohn is our director and holds a ½ time academic senior lecturer position. Sarah Fox manages our trips program and student development.  Scott Moulton manages the climbing program and on-campus mobile and challenge course programs.  Ginny Fox is our office manager.  Emily Webb is our ½ time graduate assistant. I manage our challenge courses, team building programs, challenge course staff development and scheduling.  My work has a strong outreach component, supporting the University’s mission of building positive community relations and building social capital. 

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Give an example of what your work provides for other people

Every program I design and facilitate provides a nice narrative to answer this question, because every group is about tailoring a program to meet a distinct need.  The needs assessment process is the foundation for meaningful design and implementation.  I’ll limit myself to two examples:

One current example is a large community-based initiative called “No Easy Walk”, gang-prevention program run by our local school district with funding from our local police dept and our state juvenile justice department.  Four Title 1, high poverty-level schools and one alternative school are involved.  No Easy Walk is a gang prevention and social responsibility program aimed at providing middle school youth with skills and alternatives to resist gang influence and involvement. No Easy Walk helps youth become confident leaders and provides opportunities to become positive role models in their schools and communities. Venture is working with 100 sixth grade students at each school over five ½ day programs to build their confidence levels and basic team skills to enable them to work together in service projects involving their schools and communities.  We co-facilitate small teams using many of our college students as leaders, providing that positive role-model and bonding experience. The longer-term focus is, after three years of sixth graders going through this program, to have a significant portion of each school’s population with this shared experience to build from throughout the academic milieu…

Another current example is our UNC Charlotte ITS Dept, with 104 employees.  Over many years, “it” grew in somewhat independent silos- academic and other departments had matrixed-in, yet largely internally funded and internally focused IT areas.  Over the last two years, a series of reorganizations have created a newer, larger, more encompassing central ITS Dept., taking the most centralized parts from these many departments.  Some of these employees had colleagues who, due to overlapping functions, had been required to change jobs and a few have been laid-off, and a period of confusion and rebuilding ensued.  In December 09, I worked with their senior directors on a one-day retreat.  As a result, we have developed a series of across department ½ day sessions to address identity, engagement and relationships. We will follow up with a series of internal department sessions to work on relationships and working and agreements within these relatively newly formed teams.

 

How did you get involved in Experiential Education?

After High School, I followed what I thought might be a religious vocation and served as a Jesuit Volunteer in the mountains of NC.  Part of my job was managing an Appalachian Trail hiker’s hostel.  Part of my job was leading weekend retreats for High School youth groups, including a hike up the AT.  I didn’t end up in the priesthood, but did get a lifelong dose of the outdoor adventure bug.   I pursued a degree at UNC Charlotte and co-created a curriculum with my advisor and College of Human Development and Learning that I called “Outdoor Education” in their Human Services track.  Really, it was about my own journey of experiential learning.  I was a UYA volunteer (University Year for Action, a VISTA program), helping organize and raise up an impoverished neighborhood and worked for Venture as a student employee, as well as a number of outdoor education contract jobs with a variety of camps, schools, agencies and organizations.  Through all of this, I learned about how much I did not know, and stayed at UNC Charlotte for a master’s degree in Community Counseling…  That led to almost 8 years as a counselor, then director of a Runaway Shelter (and a leave of absence at the Canadian Outward Bound Wilderness School), then 15 years at the Charlotte Outdoor Adventure Center before joining Venture again in 2004.

When and how did you become involved with AEE?

My first awareness was the library at Venture in 1978, containing the published papers from the pre-AEE symposia on Experiential Education, as well as every conference proceedings.  My first involvement was in 1980, at the Toronto Conference.   I attended a number of conferences every few years or so.  In 1989-90, I was a part of SEEN (South Eastern Experiential Network) and hosted a conference at the Charlotte Outdoor Adventure Center.  The next year, it was merged into the AEE SE region.   In 2004, after starting at Venture, I attended the conference in Norfolk and became more involved in the Association leadership through the EBTD group. I have attended every conference since.


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Why did Venture become an AEE accredited program and what advice would you give to other programs considering becoming accredited?

Venture has long been a strong proponent of accreditation and was involved in a number of late 80’s and 90’s peer reviews.   Venture was first accredited in April of 1995.  We were re-accredited for the fourth time in 2008.  Three of our core staff are reviewers.  Two of us have conducted reviews in the past 6 months. 

  • Part of our belief is that accreditation is good for us – a check on whether we do what we say we do and what we aspire to… 
  • Part of our belief is that accreditation is good for the programs we assist in the review process – an opportunity to further the professionalism and quality of our peers…
  • Part of our belief is that accreditation has ripple effects far beyond those involved in the process – many more copies of the “Manual of Accreditation Standards” and “Administrative Practices” are sold each year than there are institutions in the program, so AEE accreditation is impacting our whole profession and beyond... 
In this spirit, Venture has consciously chosen servant leadership and giving back to the community through posting many of our manuals and program paperwork on our website.  Accreditation has allowed us to learn so much each time, from the process of our own internal review and creating the self-report documentation as well as from working with the review team.  I could not imagine NOT being involved in this process.  It’s like a long-term conversation about our “best practices” and our “blind spots” - what makes us safe, what makes us effective, what makes us “quality”.  It’s a deeply fulfilling process. 

My advice for programs considering accreditation would be to take it slowly and deliberately – and at the same time – immerse yourself.  You’ll find it’s got to be written one step at a time, yet “systems thinking” and continuity between the various chapters and program activities will emerge.   There are a lot of resources to assist you through the process, and yet it’s a journey that is unique to each program.  Attend Accreditation workshops at conferences.  Attend a reviewer training.  Read and discuss as a staff the accreditation manual and the Best Practices book.  Look at the 15 most common mistakes document.  Relax, breathe, enjoy… Your program will reap benefits long before the accreditation review site visit and long afterwards.


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What do you consider to be the most valuable benefit of AEE membership? And/or describe any volunteer leadership roles you have taken on as a member of AEE.

 Through AEE, I have a strong sense of being a part of a profession.  For almost ten busy years of small business ownership, I had less involvement with AEE and became somewhat more isolated.  I have grown so much as a result of re-engaging in a more active role.  It is almost like the first decade of professional growth early in my career.  So, a most valuable benefit is engagement with a vital, active community of peers.  I relish the opportunities to attend diverse workshops delivered by people from all over the world, in all stages of their own development, I thoroughly enjoy leading workshops following my passions, sharing and learning in informal settings over meals, etc.  I am truly inspired and sincerely touched by many of the speakers at our large community sessions.  It has been very gratifying to give back as a part of the SE region, co-chairing the EBTD professional group with my friend Marc Levy and participating on the Leadership Council.  It has been a dynamic and exciting time in the history of the AEE.  I believe AEE is moving in a very positive and inclusive direction through it’s outreach and partnership efforts.

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Education Matters


Education Matters, a Business Leadership Forum was presented by Impact on Education and the Boulder Chamber of Commerce on January 11, 2010 in Boulder, Colorado. U.S. Senator, Michael Bennet from Colorado is crafting education policy for the nation and presented his perspective on why education reform is critical to our economic future. 

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The CEO of Impact on Education, Francie Anhut, kicked off the forum with these interesting statistics.

  • Colorado will reduce funding for K-12 and higher education by $350M to $500M in 2010. That amounts to around $18M less for Boulder Valley Schools alone. Colorado already spends $1400 less per student than the national average.
  • “Race To The Top” is a federal grant/contest program that will give out $3.4B. This represents a $175M opportunity for Colorado. Applications have been sent in and were to stress rigorous standards and assessments, better use of data systems, and turning around failing schools.

U.S. Senator Michael Bennet (former superintendent of Denver Public Schools) then took the stage. Highlights include the following:

  • The U.S. ranks 15th in the world in the percentage of citizens it graduates from college. Higher ranking countries take the teaching profession much more seriously.
  • 9% of today’s 9th graders will graduate from a 4 year college.
  • The legacy of education and jobs in this country is diminishing. Too often the ZIP code in which you were born determines where you end up.
  • Different groups of kids need instruction that is tailored to meet their specific needs.
  • There is a need for useful professional development.
  • In the U.S. our education is a mile wide and an inch thick because we have so many standards. We lack deep conceptual understanding of core concepts.
  • We currently have a crisis in math and science teaching (there are not enough qualified teachers in these disciplines). We need to make learning these topics less boring, and more compelling and we need to change the way we pay people to do so. We have to empower those closest to our children (teachers) to make decisions.
  • Early childhood education is critical. The average American 9 year old is 2 to 3 years behind achievement in other countries and has only a 1 in 2 chance of going to college. What kids do during summer break is also important because this is another area where low income kids fall behind.
  • We are in a perilous situation right now where we will have to cut K-12 education to balance the budget. If we balance the budget on the backs of our children, we will get the future we deserve.

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