Past, Present & Future

In the first episode of Dialogues Across the Decades: Conversations with Balfour-Hesburgh Scholars Program Alumni, listen in to three women who have embodied the mission of the program, now in its fortieth year. We welcome Emerita Senior Associate Dean of the First Year of Studies, Angie Chamblee ’73, the original director who helped start the program in 1986; Christy Greene ’96, a Balfour alumna who returned to lead the program as director from 2008-09; and Irasema Trujillo Hernandez ’24, who recently earned her Master’s degree at Oxford University and now runs a nonprofit to give back to her community.

Chart the Balfour Program’s beginnings, how it has evolved over the years, and what the future might look like for students, academically, socially, and personally as they learn to lead with purpose.

Since 1986, the Balfour-Hesburgh Scholars Program has served as a cornerstone of many students’ university experiences, guiding them through the critical transition from high school to campus life and beyond. The Program, built on three core pillars of leadership, intellectual engagement, and commitment service, has been more than just a summer program; it is a lifelong community committed to making a positive difference in the world. We invite you to hear stories of struggles and successes that have shaped Balfour Scholars’ journey over forty years.

The Balfour-Hesburgh Scholars Program represents an institutional evolution, marking forty years of advocacy since its 1986 inception. To understand its genesis, one must always look to pioneer Angie Chamblee, whose 1973 graduation placed her among the first women to ever earn a degree from Notre Dame. Her lived experience—navigating a campus where only four of twelve Black women in her entry cohort persisted to graduation—informed a vision to reconcile the University’s mission with its underlying reality of social exclusion and psychological isolation within the historic halls of academia.
Chamblee identified that students of color faced systemic barriers formalized in Beverly Daniel Tatum’s five patterns: the psychological impact of racism, social isolation, lack of inclusion in curriculum, pervasive microaggressions, and institutional racism. These forces created a stubborn degree awarding gap, which Chamblee sought to close. In 1986, the program launched with a grant from GTE. Crucially, the program could only spend the interest generated by this sum, highlighting the initial fragility of an initiative tasked with securing the academic future of nine dedicated engineering and science pioneers.
As the program began to mature, it secured vital funding from Aetna, expanding its reach into the Colleges of Arts and Letters, Business, and Architecture. From 2008-09, Christy Greene, a 1996 graduate and a former Balfour-Hesburgh Scholar, served as director of the Program—the first Balfour alum to do so. Over its forty year history, the Program exemplified the intergenerational support model, evolving the initiative from a six-week summer orientation.  This evolution included credit-bearing coursework, a 1-credit spring semester course that prepared Balfour Scholars for summer service immersion, and a dedicated physical study lounge—a “home base” that provides the social security that helped students develop their confidence and flourish as scholars. A $1.28 million Balfour Foundation grant in 2017 made it possible to expand the Balfour Program into a comprehensive, four-year academic community from its previous primary focus on first-year students.
Today, the program facilitates global leadership, as evidenced by 2024 graduate Irasema Trujillo Hernandez. A Lilly Endowment Scholar and Oxford University master’s recipient, Trujillo Hernandez leveraged Balfour’s resources to conduct research in Morocco and Brazil and engage in policy work within Washington D.C. Beyond her academic accolades, she serves as the co-executive director of Stronger Together Unidos, a non-profit dedicated to closing educational gaps for Latino and first-generation students. Her trajectory demonstrates that the program’s focus has shifted from mere retention to the empowerment of vanguard leaders who influence global policy and domestic advocacy.
Balfour-Hesburgh’s reason for being lies in its role as a strategic solution to institutional isolation. By replacing isolation with a network of surrogate siblings, the program ensures that academic merit is not stifled by a lack of representation. It proves that institutional change is not a passive byproduct of time, but the result of intentional, solution-oriented perspectives championed by those within the executive suites of decision-making. These testimonies are the living archives of an institution learning to live up to its highest and most noble ideals, ensuring that the degree awarding gap is not merely rationalized, but eliminated through the continuous investment in human potential and communal resilience, proving that our future remains bright as the University looks toward the coming decades of continued academic excellence and communal flourishing.

  • Group Mentorship as an Institutional Safety Net: The program moves beyond traditional one-on-one advising to create “surrogate sibling” networks. This collective support system combats the social isolation that often leads to low retention among minority populations at predominantly white institutions.
  • Acknowledging each scholars’ gifts and allowing them to flourish: By fostering a safe environment to work through academic discomfort, the program helps students overcome psychological barriers such as impostor syndrome and stereotype threat. This shift allows scholars to reclaim their academic identity and contribute authentically to the community.
  • Intergenerational Knowledge Transfer: The Balfour experience relies on a continuous loop of alumni mentorship. This intergenerational support ensures that recent graduates provide the “been there, done that” wisdom necessary for current students to navigate complex global career paths.
  • Comprehensive Resource Flexibility: Success requires more than tuition; it necessitates the ability to address social and financial emergencies—such as winter gear or emergency travel—and the funding to access high-impact global opportunities like research in Oxford or policy work in D.C.
  • Representation as a Solution-Oriented Perspective: Diversity is not merely a metric but a strategic solution to the “degree awarding gap.” Having representation in the “executive suites” ensures that institutional policies are informed by diverse lived experiences, leading to more robust academic solutions.

  • “When you’re looking at a situation, it’s always easy to come up with… a list [of] all the problems. This is a problem, that’s a problem… it’s much harder to come up with solutions.” — Angie Chamblee
  • “I went from being called Sammy to calling myself by my real name, Irasema, and it was all because of the social empowerment that I felt being in the Balfour space.” — Irasema Trujillo Hernandez
  • “If you’ve said something, well then they’re gonna move on to the next person and then they’re not asking you something… these like kind of games that I would play just to get through the class and not feel like a fraud.” — Christy Greene
  • “It’s very important that when these decisions are made in these boardrooms and these classrooms and these executive suites, that we have representation there.” — Angie Chamblee
  • “I credit almost the majority of my success because of the support of Balfour. Like if there’s one thing that I took from all of Notre Dame, it’s Balfour.” — Irasema Trujillo Hernandez

LeadershipBalfour-Hesburgh Scholars Program

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