Last year an insightful group of faculty and staff recommended that the MVCC Foundation bring focus to the annual gift campaign. From that recommendation and subsequent campus conversations, the MVCC Student Access Fund was created to provide assistance to students who have a household income too high to qualify for federal financial aid and yet too low to make the cost of college affordable. In the few weeks following the creation of the fund last spring, 100% of the Board of Trustees and record numbers of faculty and staff raised $21,000. Their efforts provided 81 students with $200 stipends this past fall. Given the feedback we received from so many of these students, we know every bit of aid makes a big difference.
We are looking to build on the $5,000 that remains in the fund to establish a permanent endowment for the MVCC student access fund. This will take a couple of years if we are to continue making annual awards, but with the commitment we have internally and the potential we have for appealing to donors in the community, we can do it.
As part of the MVCC Foundation Annual Fund Appeal to faculty and staff, I invite you to consider the Access Fund. More than 40% of MVCC students come from families who earn more than $35,000 – which prevents them from qualifying for the maximum amount of tuition assistance from the NY State Tuition Assistance Program. For these students whose family income exceeds the limits for maximum TAP awards, MVCC will make an award, depending upon identified need, toward tuition and fees. For students whose family income exceeds the national poverty threshold, but qualify for the maximum amount available from federal and state tuition assistance programs, additional scholarship assistance from The Access Fund will be made available for books, transportation, and other school related expenses.
To be eligible for The Access Fund, a student must:
• Be a New York State Resident
• Submit the Free Application for Federal Student Aid (FAFSA) by the first day of classes
• Be eligible for the federal Pell Grant Program or the NY State Tuition Assistance Program and received less than $1500 in financial aid
• Be enrolled full time (minimum of 12 credits per semester)
• Have successfully completed a minimum of 15 credits
• Maintain satisfactory academic progress while at MVCC (defined as a GPA of 2.5 or better)
• Reapply each year they are enrolled at MVCC
Similar to our amazing collective effort with the United Way campaign last fall, I have high hopes that we'll exceed our $21,000 level from last year. MVCC faculty, staff and retirees will soon receive information on the MVCC Annual Campaign where they will be able to make their gift. Thank you for your consideration and continued support of our students here at MVCC. For more information on the MVCC Student Access Fund, please contact Frank DuRoss at fduross@mvcc.edu.
Tuesday, February 17, 2009
Monday, February 9, 2009
The Community's College
This past Friday evening I had the good fortune to attend our Black Student Union/Caribbean Club's 1st Annual Black History Month dinner. The keynote speaker, former NFL player and current Under Armour executive Mr. Troy Barnett, provided an inspirational speech about how to be a successful leader. What was equally inspirational was the fact that the leaders of the BSU/CC designed the event to raise money (more than $700) for the House of the Good Shepherd and Emmaus House - two important local charities. Their efforts to engage and get involved in the community reminded me that MVCC really is the community's college. Our mission is to promote student success and community involvement through a commitment to excellence and a spirit of service. A number of recent efforts highlight the power of that mission and the impact we can have on our community.
MVCC’s Human Services Student Club is currently planning a benefit dinner to support the new Veteran's Outreach Center. We have a substantial number of veterans in this community and the new Center consolidates all veterans services into a single location. They have moved in to the former YMCA downtown and need to raise funds for operation and renovation costs - MVCC students are at the forefront of making this happen. The event is scheduled for Saturday, March 14th. For more information, contact Tony DeNoto at (315) 533-1362.
During the holidays, our community involvement kicked in to high gear.
- The end of semester employee gathering raised more than $1,200 to benefit the Salvation Army, adding to the more than $800 raised by employees who served as volunteer bell ringers. In addition, the holidays were a little brighter for 35 children who received toys that were donated because our MVCC colleagues responded to requests from our Angel Tree.
- The MVCC Baseball Team collected over 200 toys for the Holly Days Program which delivers them to needy children in the Mohawk Valley.
- The Alumni association partnered with the American Red Cross to organize a blood drive and collected 110 pints (exceeding the 100 pint goal) of blood at the Utica Campus in a single day effort!
- We exceeded our campus United Way campaign goal of $9,000 by raising a total of more than $10,000 in pledges and donations from faculty and staff!
- Despite terrible weather, our Welding student club joined together to clean up Oneida Square on national clean up day.
The folks on MVCC’s Rome campus have done a wonderful job, identifying and addressing community needs as well. In addition to collecting hats and mittens, and Toys for Tots, Rome campus students and staff have joined in the the efforts to raise funds for the American Heart Association and American Cancer Society. MVCC’s Student Nursing Organization – out of the Rome campus – has held a series of successful blood drives for the Red Cross. And the Dental Hygiene program is offering free teeth cleaning to residents of Rome Memorial Hospital’s nursing home unit.
We are also fortunate to have Team MVCC - a small group of dedicated faculty and staff that coordinates efforts at the College when we need to come together as a team to get involved in the community. Last year was their first year in operation and they had multiple successes. They pulled together 89 faculty, staff and students to participate in America's Greatest Heart Run/Walk, raising more than $4,000 and another 100+ participants and $2,500 in the Making Strides Against Breast Cancer Walk last fall. Team MVCC is gearing up for an even larger effort for the Heart Run/Walk next month and will hopefully lend their power to help set a new participation record for the annual Ted Moore Run/Walk later this spring on Saturday, May 2nd.
I like to say that community colleges should mirror the communities that they serve and it's clear that MVCC is working hard to mirror the generous nature of our community. I didn't intend to capture all of the examples, but our community involvement just continues to impress and make a growing difference in our community - truly making MVCC the community's college.
If you have any thoughts on this, please contact me at presblog@mvcc.edu.
MVCC’s Human Services Student Club is currently planning a benefit dinner to support the new Veteran's Outreach Center. We have a substantial number of veterans in this community and the new Center consolidates all veterans services into a single location. They have moved in to the former YMCA downtown and need to raise funds for operation and renovation costs - MVCC students are at the forefront of making this happen. The event is scheduled for Saturday, March 14th. For more information, contact Tony DeNoto at (315) 533-1362.
During the holidays, our community involvement kicked in to high gear.
- The end of semester employee gathering raised more than $1,200 to benefit the Salvation Army, adding to the more than $800 raised by employees who served as volunteer bell ringers. In addition, the holidays were a little brighter for 35 children who received toys that were donated because our MVCC colleagues responded to requests from our Angel Tree.
- The MVCC Baseball Team collected over 200 toys for the Holly Days Program which delivers them to needy children in the Mohawk Valley.
- The Alumni association partnered with the American Red Cross to organize a blood drive and collected 110 pints (exceeding the 100 pint goal) of blood at the Utica Campus in a single day effort!
- We exceeded our campus United Way campaign goal of $9,000 by raising a total of more than $10,000 in pledges and donations from faculty and staff!
- Despite terrible weather, our Welding student club joined together to clean up Oneida Square on national clean up day.
The folks on MVCC’s Rome campus have done a wonderful job, identifying and addressing community needs as well. In addition to collecting hats and mittens, and Toys for Tots, Rome campus students and staff have joined in the the efforts to raise funds for the American Heart Association and American Cancer Society. MVCC’s Student Nursing Organization – out of the Rome campus – has held a series of successful blood drives for the Red Cross. And the Dental Hygiene program is offering free teeth cleaning to residents of Rome Memorial Hospital’s nursing home unit.
We are also fortunate to have Team MVCC - a small group of dedicated faculty and staff that coordinates efforts at the College when we need to come together as a team to get involved in the community. Last year was their first year in operation and they had multiple successes. They pulled together 89 faculty, staff and students to participate in America's Greatest Heart Run/Walk, raising more than $4,000 and another 100+ participants and $2,500 in the Making Strides Against Breast Cancer Walk last fall. Team MVCC is gearing up for an even larger effort for the Heart Run/Walk next month and will hopefully lend their power to help set a new participation record for the annual Ted Moore Run/Walk later this spring on Saturday, May 2nd.
I like to say that community colleges should mirror the communities that they serve and it's clear that MVCC is working hard to mirror the generous nature of our community. I didn't intend to capture all of the examples, but our community involvement just continues to impress and make a growing difference in our community - truly making MVCC the community's college.
If you have any thoughts on this, please contact me at presblog@mvcc.edu.
Monday, February 2, 2009
Who knows what's bad or what's good?
I'm shoveling a little more than last year. Shoveling the driveway, like mowing the lawn is quiet time for me. Many a blog post has been conceived while shoveling, which combined with my Michigan roots, is probably why we still don't own a snowblower. I'm mindful of the fact that only so many winters remain where I'll physically be able to shovel the driveway, but until then I'll continue to reap the benefits of this time for reflection. A recent storm came with some heavy snow (wetter than usual), that appeared to get heavier with every pass. It didn’t help, seeing various trucks plowing neighborhood driveways and, then, waving to the neighbors as they exited a spotlessly clean driveway, motoring merrily down the street, seemingly without a care in the world. My motivation waned and, just as I was feeling that this shoveling thing was more than I really needed, another neighbor sporting a plow on the front of his pickup slowed, asked, “need a little help?” He and his truck made a few magical sweeps, and the snow disappeared from the driveway. A few days later, another neighbor stopped by with a snowblower to take care of the thicker snow piles at the end of the driveway, saying that he'd be glad to help “any time.”
The generosity of these neighbors reminded me of a book given to me by a kind soul last fall - The Geography of Thought - how Asians and Westerners think differently...and why. The book contrasts Western philosophy (rooted in the work of ancient Greeks) with Eastern philosophy (rooted in Confucianism and the ancient Chinese culture). A passage from the book connected with my shoveling experiences of late.
"There is an ancient Chinese story, still known to most East Asians today, about an old farmer whose only horse ran away. Knowing that the horse was the mainstay of his livelihood, his neighbors came to commiserate with him. "Who knows what's bad or good?" said the old man, refusing their sympathy. And indeed, a few days later his horse returned, bringing with it a wild horse. The old man's friends came to congratulate him. Rejecting their congratulations, the old man said, "Who knows what's bad or what's good?" And as it happened, a few days later when the old man's son was attempting to ride the wild horse, he was thrown from it and his leg was broken. The friends came by to express their sadness about the son's misfortune. "Who knows what's bad or good?" said the old man. A few weeks passed, and the army came to the village to conscript all the able-bodied men to fight a war against the neighboring province, but the old man's son was not fit to serve and was spared." The story, which goes on as long as the patience of the audience permits, expresses a fundamental of the Eastern stance toward life. The world is constantly changing and full of contradictions" (pp 12-13).
Who knows what's bad or what's good? At the same time I was lamenting my curse of shoveling a seemingly endless amount of snow, my spirit was renewed through the friendly actions of some very kind neighbors - leaving me in a wonderful mood, buoyed by affirmation of the generosity found in this community. The notion of who knows "what's bad or what's good?" will likely apply to the state's fiscal crisis as well - we know it's bad in Albany, but hopefully some good will come from our economic tribulations as well. You can share your thoughts with me at presblog@mvcc.edu.
The generosity of these neighbors reminded me of a book given to me by a kind soul last fall - The Geography of Thought - how Asians and Westerners think differently...and why. The book contrasts Western philosophy (rooted in the work of ancient Greeks) with Eastern philosophy (rooted in Confucianism and the ancient Chinese culture). A passage from the book connected with my shoveling experiences of late.
"There is an ancient Chinese story, still known to most East Asians today, about an old farmer whose only horse ran away. Knowing that the horse was the mainstay of his livelihood, his neighbors came to commiserate with him. "Who knows what's bad or good?" said the old man, refusing their sympathy. And indeed, a few days later his horse returned, bringing with it a wild horse. The old man's friends came to congratulate him. Rejecting their congratulations, the old man said, "Who knows what's bad or what's good?" And as it happened, a few days later when the old man's son was attempting to ride the wild horse, he was thrown from it and his leg was broken. The friends came by to express their sadness about the son's misfortune. "Who knows what's bad or good?" said the old man. A few weeks passed, and the army came to the village to conscript all the able-bodied men to fight a war against the neighboring province, but the old man's son was not fit to serve and was spared." The story, which goes on as long as the patience of the audience permits, expresses a fundamental of the Eastern stance toward life. The world is constantly changing and full of contradictions" (pp 12-13).
Who knows what's bad or what's good? At the same time I was lamenting my curse of shoveling a seemingly endless amount of snow, my spirit was renewed through the friendly actions of some very kind neighbors - leaving me in a wonderful mood, buoyed by affirmation of the generosity found in this community. The notion of who knows "what's bad or what's good?" will likely apply to the state's fiscal crisis as well - we know it's bad in Albany, but hopefully some good will come from our economic tribulations as well. You can share your thoughts with me at presblog@mvcc.edu.
Monday, January 26, 2009
Riders on the Storm
With the new year comes a new semester and a new day - every day a bit closer to the budget reality facing New York state. Cries of "it's going to get worse before it gets better" and "we have no idea how bad the numbers really are" are becoming deafening. New York’s financial difficulties are coupled with an economy in recession and unemployment at twenty year highs. As a result, people are showing up at our doors looking to retrain into high demand careers or to get a greater value on their tuition dollar - enrollment this spring is up 8.5% over the same time last year.
The Governor's proposed budget suggests broad and substantial cuts and community colleges are not immune. His original proposal was offered with the possibility of mid-year cuts as the deficit continued to grow exponentially. It's "pay me now or pay me later" and since no mid-year cuts have been announced, the projected budget cut for community colleges has grown from $230 to $270 per full-time equivalent (FTE) student - reducing our state funding from the current $2,675 to $2,405 per FTE. The potential impact of these cuts would reduce our 2009-10 budget by nearly $1 million.
The New York Community College Association of Presidents has created a white paper and posted it on an advocacy website for the State University of New York - http://www.sunyadvocates.org/index.php. While the white paper is necessary, as every other state supported organization is mounting their lobbying efforts, the overall message of simply "don't cut us, cut something else" will likely do more harm than good. Increasingly, the expectation is that every sector will share in the cuts to some extent.
The dire financial picture demands that we take a hard look at things and transform our college, region, state and country. The budget deficit and proposed reductions create a burning platform for change that requires a fundamental review of how things are done. At the College level, we will need explore all possible alternatives and make some very difficult decisions - decisions that have been taboo. I once worked for a great administrator who said we need to ride this storm to make us better than before - managing it by reducing pencils, pens and paper clips will only weaken us. I agree. We need to find new ways of operating more efficiently, reducing expenditures where we can and re-directing dollars where we must to address the growing needs of our community.
At the state level, this is the time to recognize the potential role of community colleges and maximize the resources, talent and flexibility found in our mission. Many organizations in Oneida County provide services that were typically provided by community colleges where I worked in other states - where community colleges were fortunate to have substantially better state-level funding than we have in New York. These local organizations rely on contracts or significant operating dollars from the state that create a confusing network of duplication for people just trying to increase their skills and get a job. Just as we must take a hard look at how things are done at MVCC, the State of New York must seize this opportunity to change the way dollars flow in this state to better serve our communities. If state funding for community colleges must be cut, redirecting other dollars from wasteful, duplicative spending streams to allow community colleges to realize their potential in this state will streamline government spending and better serve the taxpayers of New York. Just as people are looking to get a higher return on their tuition dollar by attending a community college, so should the State of New York seek to get a higher return on their state budget dollar by looking to community colleges as an integral part of a solution to an unprecedented budget problem.
You can share your thoughts on these matters with me at presblog@mvcc.edu.
The Governor's proposed budget suggests broad and substantial cuts and community colleges are not immune. His original proposal was offered with the possibility of mid-year cuts as the deficit continued to grow exponentially. It's "pay me now or pay me later" and since no mid-year cuts have been announced, the projected budget cut for community colleges has grown from $230 to $270 per full-time equivalent (FTE) student - reducing our state funding from the current $2,675 to $2,405 per FTE. The potential impact of these cuts would reduce our 2009-10 budget by nearly $1 million.
The New York Community College Association of Presidents has created a white paper and posted it on an advocacy website for the State University of New York - http://www.sunyadvocates.org/index.php. While the white paper is necessary, as every other state supported organization is mounting their lobbying efforts, the overall message of simply "don't cut us, cut something else" will likely do more harm than good. Increasingly, the expectation is that every sector will share in the cuts to some extent.
The dire financial picture demands that we take a hard look at things and transform our college, region, state and country. The budget deficit and proposed reductions create a burning platform for change that requires a fundamental review of how things are done. At the College level, we will need explore all possible alternatives and make some very difficult decisions - decisions that have been taboo. I once worked for a great administrator who said we need to ride this storm to make us better than before - managing it by reducing pencils, pens and paper clips will only weaken us. I agree. We need to find new ways of operating more efficiently, reducing expenditures where we can and re-directing dollars where we must to address the growing needs of our community.
At the state level, this is the time to recognize the potential role of community colleges and maximize the resources, talent and flexibility found in our mission. Many organizations in Oneida County provide services that were typically provided by community colleges where I worked in other states - where community colleges were fortunate to have substantially better state-level funding than we have in New York. These local organizations rely on contracts or significant operating dollars from the state that create a confusing network of duplication for people just trying to increase their skills and get a job. Just as we must take a hard look at how things are done at MVCC, the State of New York must seize this opportunity to change the way dollars flow in this state to better serve our communities. If state funding for community colleges must be cut, redirecting other dollars from wasteful, duplicative spending streams to allow community colleges to realize their potential in this state will streamline government spending and better serve the taxpayers of New York. Just as people are looking to get a higher return on their tuition dollar by attending a community college, so should the State of New York seek to get a higher return on their state budget dollar by looking to community colleges as an integral part of a solution to an unprecedented budget problem.
You can share your thoughts on these matters with me at presblog@mvcc.edu.
Monday, January 19, 2009
Does the mission need critical care?
Our Director of Marketing and Communications, Joan Andrek, recently had a very eye-opening experience that provides great insight to how our daily work, and the choices we make, reflect on our organizational mission. I asked her if she'd be willing to share her experience in a post on my blog. I have included it in complete form here for your review.
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A guest blog by Joan Andrek
I recently underwent a minor but necessary surgical procedure at a hospital. After some initial post-operative issues requiring a three-day stay, I recovered sufficiently to be sent home. However, an unforeseen complication landed me in most urgent fashion at my surgeon’s office after just 16 hours at home. He promptly ordered me to be immediately re-admitted to the same hospital, as round-the-clock care was going to be necessary to resolve the complication. My husband rushed me to the hospital’s front door – and due to their parking regulations – had to leave me there while he moved our vehicle. I knew he would be gone less than five minutes, and in my very weakened state, opted to stay seated in the outside waiting area until he returned with a wheelchair.
In that same outside waiting area was a hospital employee – out on a smoke break – standing just 15 feet from me. I don’t know what this individual did specifically at the hospital – their name badge didn’t clearly indicate their occupation. What I do know is that this person worked there, and presumably embraced the notion of care and compassion for all, as espoused by the hospital’s mission statement. My husband had probably been gone less than a minute when I realized I was going to be violently ill – a condition that I had been experiencing all day. To put this in context, I had had abdominal surgery – and as you might guess, I was in absolute agony every time I became ill. I inched closer to the edge of the sidewalk…and you can guess what happened next. Every wave brought with it my cries of anguish. The hospital employee stubbed out their cigarette, concluded their cell phone conversation…and walked away.
Foolishly, I assumed this person had gone to get help for me. After all, I was less than 20 feet from the entrance and a hospital employee could easily see how sick I was. Foolish, indeed. The next person to help me was my husband who lowered me into a wheelchair and got me inside to the Admissions desk. Once inside, a number of professional people, from the Admissions rep to the nurses, nurse technicians, and housekeeping staff all offered caring, compassionate service, as one would expect in a hospital setting. But what about that same care and compassion 20 feet from the front door? Do we have the right – no matter where we work – to disconnect from our organizational mission while still on organizational grounds? Does a smoke break, coffee break, lunch break mean we can take a break from caring about what we do and the people that we serve?
Mohawk Valley Community College is a service environment. I know many will argue with me that our students bear as much responsibility for their college experience as we do, and that may be true. But we exist to provide excellent education and service for all and that is, in their minds, a 24-7 commitment. Yes, there is always a need for structure, rules, and even mandates that we can’t control. But what we can control is how we deliver on our promises every day. What we can control is our ability to be flexible – to be compassionate – to care -- beyond normal operating hours, or even within them.
My New Year’s resolution, in addition to resolving to work for better personal health, is to renew my commitment to be the best I can be for our students. Believe it or not, I come in contact with many of them every day. Whether I’m giving them directions to a campus office, or advising them on careers in advertising or marketing, I’m going to spend just that much more time to understand what they need and how to help them. Our mission demands nothing less.
----------------------
A guest blog by Joan Andrek
I recently underwent a minor but necessary surgical procedure at a hospital. After some initial post-operative issues requiring a three-day stay, I recovered sufficiently to be sent home. However, an unforeseen complication landed me in most urgent fashion at my surgeon’s office after just 16 hours at home. He promptly ordered me to be immediately re-admitted to the same hospital, as round-the-clock care was going to be necessary to resolve the complication. My husband rushed me to the hospital’s front door – and due to their parking regulations – had to leave me there while he moved our vehicle. I knew he would be gone less than five minutes, and in my very weakened state, opted to stay seated in the outside waiting area until he returned with a wheelchair.
In that same outside waiting area was a hospital employee – out on a smoke break – standing just 15 feet from me. I don’t know what this individual did specifically at the hospital – their name badge didn’t clearly indicate their occupation. What I do know is that this person worked there, and presumably embraced the notion of care and compassion for all, as espoused by the hospital’s mission statement. My husband had probably been gone less than a minute when I realized I was going to be violently ill – a condition that I had been experiencing all day. To put this in context, I had had abdominal surgery – and as you might guess, I was in absolute agony every time I became ill. I inched closer to the edge of the sidewalk…and you can guess what happened next. Every wave brought with it my cries of anguish. The hospital employee stubbed out their cigarette, concluded their cell phone conversation…and walked away.
Foolishly, I assumed this person had gone to get help for me. After all, I was less than 20 feet from the entrance and a hospital employee could easily see how sick I was. Foolish, indeed. The next person to help me was my husband who lowered me into a wheelchair and got me inside to the Admissions desk. Once inside, a number of professional people, from the Admissions rep to the nurses, nurse technicians, and housekeeping staff all offered caring, compassionate service, as one would expect in a hospital setting. But what about that same care and compassion 20 feet from the front door? Do we have the right – no matter where we work – to disconnect from our organizational mission while still on organizational grounds? Does a smoke break, coffee break, lunch break mean we can take a break from caring about what we do and the people that we serve?
Mohawk Valley Community College is a service environment. I know many will argue with me that our students bear as much responsibility for their college experience as we do, and that may be true. But we exist to provide excellent education and service for all and that is, in their minds, a 24-7 commitment. Yes, there is always a need for structure, rules, and even mandates that we can’t control. But what we can control is how we deliver on our promises every day. What we can control is our ability to be flexible – to be compassionate – to care -- beyond normal operating hours, or even within them.
My New Year’s resolution, in addition to resolving to work for better personal health, is to renew my commitment to be the best I can be for our students. Believe it or not, I come in contact with many of them every day. Whether I’m giving them directions to a campus office, or advising them on careers in advertising or marketing, I’m going to spend just that much more time to understand what they need and how to help them. Our mission demands nothing less.
Monday, January 12, 2009
The Answer to How? is Yes...
Last fall I read Stewardship by Peter Block for probably the fifth time in the last fifteen years. It is a book that redefines leadership and provides continued inspiration for me each day. His writing connects with the more intangible aspects of what it means to work in a mission-driven organization like MVCC. As I was revisiting Stewardship and thinking about the conversations we're having at the College, I wondered what else Peter Block had written and came across a most amazing book that he published in 2002, The Answer to how is Yes - acting on what matters.
Block's premise in this book "is that this culture, and we as members of it, have yielded too easily to what is doable and practical and popular. In the process we have sacrificed the pursuit of what is in our hearts. We find ourselves giving in to our doubts, and settling for what we know how to do, or can soon learn how to do, instead of pursuing what most matters to us and living with the adventure and anxiety that this requires" (p. 1). For all the study and experience of change I have over the years, this opening from Block speaks to me in ways that prompt reflection at the individual, community (Mohawk Valley) and organizational (MVCC) levels.
Although I haven't finished the book yet, the applications and connections I've found to our work at MVCC are interesting. Having asked the college community to "start with yes" in my remarks at fall convocation in August 2007, I am pleased with our progress. I have witnessed many examples of starting with yes and despite numerous challenges, committing to figuring out the rest as we go. For us to continue advancing our mission, we need to continue leaving our comfort zones to realize our collective potential. As Block says, we need to replace cynicism with idealism, choose intimacy over virtual experience and depth over speed whenever possible. He continues, "...when we lose idealism, intimacy, and depth, we function at a cosmetic level, pushed along by fashion, out of touch with our center, and we react as if we are the effect of the culture, rather than the cause" (p. 51).
The last line, "...we react as if we are the effect of the culture, rather than the cause" is a powerful one that speaks to our mindset in the face of uncertain times. When offered sincere questions that are intended to solicit input into new processes at the College, immediately jumping to the questions of “what”, “how” and “why” assumes that someone already knows all of the answers. Our overall success will be far greater if we embrace the idealism, intimacy and depth encouraged by Peter Block and actively listen to each other and engage in helping to create (or "cause") the culture we hope to collectively shape for the future. I'd appreciate any insights you have on this topic at presblog@mvcc.edu.
Block's premise in this book "is that this culture, and we as members of it, have yielded too easily to what is doable and practical and popular. In the process we have sacrificed the pursuit of what is in our hearts. We find ourselves giving in to our doubts, and settling for what we know how to do, or can soon learn how to do, instead of pursuing what most matters to us and living with the adventure and anxiety that this requires" (p. 1). For all the study and experience of change I have over the years, this opening from Block speaks to me in ways that prompt reflection at the individual, community (Mohawk Valley) and organizational (MVCC) levels.
Although I haven't finished the book yet, the applications and connections I've found to our work at MVCC are interesting. Having asked the college community to "start with yes" in my remarks at fall convocation in August 2007, I am pleased with our progress. I have witnessed many examples of starting with yes and despite numerous challenges, committing to figuring out the rest as we go. For us to continue advancing our mission, we need to continue leaving our comfort zones to realize our collective potential. As Block says, we need to replace cynicism with idealism, choose intimacy over virtual experience and depth over speed whenever possible. He continues, "...when we lose idealism, intimacy, and depth, we function at a cosmetic level, pushed along by fashion, out of touch with our center, and we react as if we are the effect of the culture, rather than the cause" (p. 51).
The last line, "...we react as if we are the effect of the culture, rather than the cause" is a powerful one that speaks to our mindset in the face of uncertain times. When offered sincere questions that are intended to solicit input into new processes at the College, immediately jumping to the questions of “what”, “how” and “why” assumes that someone already knows all of the answers. Our overall success will be far greater if we embrace the idealism, intimacy and depth encouraged by Peter Block and actively listen to each other and engage in helping to create (or "cause") the culture we hope to collectively shape for the future. I'd appreciate any insights you have on this topic at presblog@mvcc.edu.
Tuesday, December 16, 2008
Corporate & Community Education
Our new Strategic Plan is gaining significant traction in many areas. With updated vision and mission statements, our work is increasingly focused. With new statements of values and purpose, our work is increasingly collaborative. Part of our Statement of Purpose highlights our endeavors to support community and economic development. One of our five strategic priorities is a focus on creative partnerships with a strategic direction to expand workforce development efforts. To expand our capacity in workforce development, we recently resourced this area with a new organizational structure and staffing pattern in our Center for Corporate and Community Education (CCED) and found a tremendous return on investment. When layoffs happen or workplace technologies shift, CCED gets creatively nimble. Working closely with our faculty and other experts, CCED delivers credit and non-credit learning opportunities where they're needed most.
In 2007-2008, 6,617 students took non-credit classes - that's about as many as the number who took credit classes at MVCC. About 13% of these students took professional development courses like phlebotomy, computer skills, or other training to upgrade their professional value in the marketplace. Another 23% were enrolled through courses and workshops specific to the workplace through training contracts with local employers (nearly 1,500 workers)! The largest portion of the enrollment (64%) came through registrations in community education - everything from ballroom dancing to swimming to yoga. Even the community education arena has taken a workforce development focus, with the addition of 9 career camps in our College for Kids summer programming.
CCED is intended to operate on a "break-even/no loss" basis. In 2007-08, revenues (including grants and contracts) exceeded $1.2 million with a positive margin over expenses of more than $100,000 to the good - a 13.6% increase over the previous year. The Center maintains more than 50 partnerships and serves as a beacon for our creative partnerships priority. With additional staff and their refined roles and responsibilities, I fully anticipate the role of CCED to grow in significance as we find new and meaningful ways to serve the educational and training needs of our community and business partners. If you have any thoughts on workforce or community development, contact me at presblog@mvcc.edu.
In 2007-2008, 6,617 students took non-credit classes - that's about as many as the number who took credit classes at MVCC. About 13% of these students took professional development courses like phlebotomy, computer skills, or other training to upgrade their professional value in the marketplace. Another 23% were enrolled through courses and workshops specific to the workplace through training contracts with local employers (nearly 1,500 workers)! The largest portion of the enrollment (64%) came through registrations in community education - everything from ballroom dancing to swimming to yoga. Even the community education arena has taken a workforce development focus, with the addition of 9 career camps in our College for Kids summer programming.
CCED is intended to operate on a "break-even/no loss" basis. In 2007-08, revenues (including grants and contracts) exceeded $1.2 million with a positive margin over expenses of more than $100,000 to the good - a 13.6% increase over the previous year. The Center maintains more than 50 partnerships and serves as a beacon for our creative partnerships priority. With additional staff and their refined roles and responsibilities, I fully anticipate the role of CCED to grow in significance as we find new and meaningful ways to serve the educational and training needs of our community and business partners. If you have any thoughts on workforce or community development, contact me at presblog@mvcc.edu.
Tuesday, December 9, 2008
Design Team Updates
Last year we created six System Design Teams, comprised of more than sixty faculty and staff, with each team examining a key college service or operational system. Each Team conducted research of best practices and then made bold and thoughtful recommendations to strengthen a number of important functions for us. I've recently heard the question asked, "Whatever happened to all those recommendations?" The answer is short - much has happened and even more will happen. Having all recommendations come together simultaneously last spring “flooded the marketplace” with ideas, leaving us much to consider! Fortunately, everything the Design Teams submitted was integrated into the Strategic Plan and many initiatives are underway based directly on those recommendations. Here’s a brief review.
Student Intake and Student Support
Many of the recommendations from these two Teams greatly informed the changes to the organizational structure last spring. Two full-time academic advisors were hired as part of a larger effort to improve first-year experiences for students. The Testing Center was renovated to allow for more consistent and comprehensive services. New student orientation was greatly enhanced including faculty meeting with new students in their program of interest. The Process Review Team is working on the remainder of the recommendations and sorting through the complexities of implementing a true one-stop model.
Adjunct Faculty Support
An adjunct support coordinator position was created and Susan Smith now fills that role, reporting directly to the VP for Learning and Academic Affairs. An adjunct faculty orientation was held prior to the beginning of fall semester, with more than eighty individuals attending. The remaining recommendations provide an action agenda for the coordinator and academic department heads.
Hiring of New Employees
The Affirmative Action Committee served as the Design Team for this charter and they have continued to refine their recommendations. Their initial findings and suggestions were presented to the Senate and refined before being forwarded to the Cabinet. The Cabinet suggested further refinements, which were communicated to the Senate. The final recommendations will be discussed by the Cabinet in the next few weeks and we'll see subsequent action taken after the first of the year. The focus of these recommendations is to simplify the search process and increase dialogue between the hiring supervisor and the screening committee. The recommendations introduce some very new thinking about how we conduct our search processes. Training opportunities will also be an important action item here.
Staff Development
The recommendations for a staff development system were certainly bold and thoughtful. Although interesting, the specific recommendation requiring twelve hours of annual staff development for full-time employees will not be implemented this year or next. Remaining recommendations will help guide a viable approach to staff development that yields successful and meaningful experiences while avoiding the distractions associated with what is or isn’t included, and how much is or isn't required. The Executive Assistant to the President's position has been eliminated. A new position, Executive Director of Organizational Development, with administrative responsibility for professional development has been created - John Bullis was hired in August for this role. David Katz is on partial release from teaching to serve as Coordinator of Faculty and Staff Development. David is developing and coordinating the New Faculty Institute that has been very well received by participants. Looking forward to next year, the proposed College Calendar has a professional development day identified prior to the start of the fall and spring semesters to provide opportunities for more coordinated and comprehensive staff development offerings. The remainder of the recommendations will be addressed by John, David and the staff development committee.
Employee Recognition
The recommendations for this system combine a refinement and expansion of our employee awards with some additional ideas that I believe will provide a great program of employee recognition for many years to come. The final recommendations are still in discussion at the Cabinet level and I look forward to sharing the final decisions with the College Senate after the first of the year with anticipated implementation next fall.
The results from each of these Design Teams were all worthy of immediate implementation. Although action on some of these recommendations may seem slower than some would prefer, I recognize that any action may seem too fast for others. As a result, I've chosen a more considered path of dialogue and process to increase the likelihood for wider understanding and longer-term success. When the charters were created for these Design Teams, I wasn't looking for quick fixes for systems, as some weren't necessarily broken. I was looking for, and believe we have found, a clear and ambitious path that provides a strategic focus toward improving major systems in an orderly and effective manner.
Let me know if this helped answer the question - "what's happening with all those recommendations anyway?" - presblog@mvcc.edu.
Student Intake and Student Support
Many of the recommendations from these two Teams greatly informed the changes to the organizational structure last spring. Two full-time academic advisors were hired as part of a larger effort to improve first-year experiences for students. The Testing Center was renovated to allow for more consistent and comprehensive services. New student orientation was greatly enhanced including faculty meeting with new students in their program of interest. The Process Review Team is working on the remainder of the recommendations and sorting through the complexities of implementing a true one-stop model.
Adjunct Faculty Support
An adjunct support coordinator position was created and Susan Smith now fills that role, reporting directly to the VP for Learning and Academic Affairs. An adjunct faculty orientation was held prior to the beginning of fall semester, with more than eighty individuals attending. The remaining recommendations provide an action agenda for the coordinator and academic department heads.
Hiring of New Employees
The Affirmative Action Committee served as the Design Team for this charter and they have continued to refine their recommendations. Their initial findings and suggestions were presented to the Senate and refined before being forwarded to the Cabinet. The Cabinet suggested further refinements, which were communicated to the Senate. The final recommendations will be discussed by the Cabinet in the next few weeks and we'll see subsequent action taken after the first of the year. The focus of these recommendations is to simplify the search process and increase dialogue between the hiring supervisor and the screening committee. The recommendations introduce some very new thinking about how we conduct our search processes. Training opportunities will also be an important action item here.
Staff Development
The recommendations for a staff development system were certainly bold and thoughtful. Although interesting, the specific recommendation requiring twelve hours of annual staff development for full-time employees will not be implemented this year or next. Remaining recommendations will help guide a viable approach to staff development that yields successful and meaningful experiences while avoiding the distractions associated with what is or isn’t included, and how much is or isn't required. The Executive Assistant to the President's position has been eliminated. A new position, Executive Director of Organizational Development, with administrative responsibility for professional development has been created - John Bullis was hired in August for this role. David Katz is on partial release from teaching to serve as Coordinator of Faculty and Staff Development. David is developing and coordinating the New Faculty Institute that has been very well received by participants. Looking forward to next year, the proposed College Calendar has a professional development day identified prior to the start of the fall and spring semesters to provide opportunities for more coordinated and comprehensive staff development offerings. The remainder of the recommendations will be addressed by John, David and the staff development committee.
Employee Recognition
The recommendations for this system combine a refinement and expansion of our employee awards with some additional ideas that I believe will provide a great program of employee recognition for many years to come. The final recommendations are still in discussion at the Cabinet level and I look forward to sharing the final decisions with the College Senate after the first of the year with anticipated implementation next fall.
The results from each of these Design Teams were all worthy of immediate implementation. Although action on some of these recommendations may seem slower than some would prefer, I recognize that any action may seem too fast for others. As a result, I've chosen a more considered path of dialogue and process to increase the likelihood for wider understanding and longer-term success. When the charters were created for these Design Teams, I wasn't looking for quick fixes for systems, as some weren't necessarily broken. I was looking for, and believe we have found, a clear and ambitious path that provides a strategic focus toward improving major systems in an orderly and effective manner.
Let me know if this helped answer the question - "what's happening with all those recommendations anyway?" - presblog@mvcc.edu.
Monday, December 1, 2008
Make Today a Masterpiece
To provide me with a change of pace from various readings on leadership and organizational development, a long and fruitful conversation with a respected colleague here led me to "Reflections on Coaching and Life" by John Wooden, the UCLA men's basketball coach whose teams won 10 national titles in 12 years. I expected to get lost in reading about winning in basketball and found the book to be much more about life in general with applications to me as an individual, as well as what I hope to see happen at the College.
My favorite part of the book was a little section where he talked about making each day a masterpiece. Wooden wrote, "Too often we get distracted by what's outside our control. You can't do anything about yesterday. The door to the past has been shut and the key thrown away. You can do nothing about tomorrow. It is yet to come. However, tomorrow is in large part determined by what you do today. So make today a masterpiece. You have control over that" (p. 11). He has a simple rule for making this happen - apply yourself each day to become a little better. If you do that, over time, you'll become a lot better. When I think about all the continuous quality improvement efforts in business and higher education - and their associated complex frameworks...I like Coach Wooden's take on things - just get a little better every day and commit to that over a long period of time and you'll be amazed at what you accomplish. This idea has a great deal of power in its simplicity when I think of our Strategic Plan and how the next five years may unfold for us at MVCC - we just need to work at it each and every day and try to get a little better as we go.
I was also struck by his indirect approach to focusing his teams. He underscored the fact that winning was not their goal - rather, it was a by-product of their primary focus, which was playing well together as a team. I quickly gravitated toward this notion. I don't see increases in enrollment, graduation or retention rate as our primary focus. I see the pursuit of our vision by fulfilling our mission through the animation of our core values as the focus and, like winning ten national championships, all of the other accomplishments and successes are natural by-products from a collective focus on what matters most.
Perhaps inspired by Dr. Eannace in her last post, I'll close with a poem that Coach Wooden inserts from sportswriter Grantland Rice. I think it applies to sports, theatre, work and life in general.
How to be a Champion
You wonder how they do it,
You look to see the knack,
You watch the foot in action,
Or the shoulder or the back.
But when you spot the answer
Where the higher glamours lurk,
You'll find in moving higher
Up the laurel-covered spire,
That most of it is practice,
And the rest of it is work.
As ever, I'd appreciate your thoughts and insights - presblog@mvcc.edu.
My favorite part of the book was a little section where he talked about making each day a masterpiece. Wooden wrote, "Too often we get distracted by what's outside our control. You can't do anything about yesterday. The door to the past has been shut and the key thrown away. You can do nothing about tomorrow. It is yet to come. However, tomorrow is in large part determined by what you do today. So make today a masterpiece. You have control over that" (p. 11). He has a simple rule for making this happen - apply yourself each day to become a little better. If you do that, over time, you'll become a lot better. When I think about all the continuous quality improvement efforts in business and higher education - and their associated complex frameworks...I like Coach Wooden's take on things - just get a little better every day and commit to that over a long period of time and you'll be amazed at what you accomplish. This idea has a great deal of power in its simplicity when I think of our Strategic Plan and how the next five years may unfold for us at MVCC - we just need to work at it each and every day and try to get a little better as we go.
I was also struck by his indirect approach to focusing his teams. He underscored the fact that winning was not their goal - rather, it was a by-product of their primary focus, which was playing well together as a team. I quickly gravitated toward this notion. I don't see increases in enrollment, graduation or retention rate as our primary focus. I see the pursuit of our vision by fulfilling our mission through the animation of our core values as the focus and, like winning ten national championships, all of the other accomplishments and successes are natural by-products from a collective focus on what matters most.
Perhaps inspired by Dr. Eannace in her last post, I'll close with a poem that Coach Wooden inserts from sportswriter Grantland Rice. I think it applies to sports, theatre, work and life in general.
How to be a Champion
You wonder how they do it,
You look to see the knack,
You watch the foot in action,
Or the shoulder or the back.
But when you spot the answer
Where the higher glamours lurk,
You'll find in moving higher
Up the laurel-covered spire,
That most of it is practice,
And the rest of it is work.
As ever, I'd appreciate your thoughts and insights - presblog@mvcc.edu.
Wednesday, November 19, 2008
Academic Affairs Structure Review
The President’s Think Tank recently encouraged me to write a post with an update on the status of reorganization considerations in the Academic Affairs area. I asked our VP for Learning and Academic Affairs, Dr. Maryrose Eannace, for a sense of where she is in leading the process. Dr. Eannace subsequently provided me with the following, that I think serves as a wonderful perspective on process as well as spirit – I rightly have left it in tact for your review.
---------------------------------------------
EXHORTATION AND INVITATION
A Guest Blog by Dr. Maryrose Eannace
How do we go about re-organizing the Academic Affairs Unit? With the collaborative and creative input of involved community members! With courage, positive anticipation, maybe a frisson of fear and a dose of caution. Alice Walker, in a commencement address to the graduates of the California Institute of Integral Studies in San Francisco (May 2002), shared the following Hopi exhortation:
We have been telling the people that this is the
Eleventh Hour
Now we must go back and tell the people this is the
Hour
And there are things to be considered:
Where are you living?
What are you doing?
Are you in right relation?
Where is your water?
Know your garden.
It is time to speak your truth.
Create your community.
Be good to each other.
And do not look outside yourself for the leader.
This could be a good time!
There is a river flowing now very fast
It is so great and swift that there are those who will be afraid.
They will try to hold on to the shore.
They will feel they are being torn apart and they will suffer greatly.
Know the river has its destination.
The Elders say we must let go of the shore, and
push off and into the river, keep our eyes open, and
our head above the water.
See who is in there with you and Celebrate.
At this time in history, we are to take nothing personally.
Least of all, ourselves.
For the moment that we do, our spiritual growth
and journey comes to a halt.
The time of the lone wolf is over.
Gather yourselves!
Banish the word “struggle” from your attitude and
your vocabulary.
All that you do now must be done in a sacred manner
And in celebration.
“We are the ones we have been waiting for…”
--The Elders, Hopi Nation, Oraibi, Arizona
As quoted in Walker’s We Are the Ones We Have Been Waiting For, New Press 2006.
For the past four months, I have been gathering thoughts, ideas and opinions about effective and exciting potential structures for our Academic Unit from members of our college community, colleagues in the SUNY community college network and many others. A small design group has been busy researching and constructing models of what might work for us. The timeline is pressing, driven by strategic indicators (our vision) and an ever challenging budget (our current realities).
This month and next, I will be holding conversation forums with unit faculty and staff. All interested community members are welcome. The first conversation is scheduled for Monday, November 24th from 12:30-2:00 in IT225 and the second is slated for Thursday, December 4th from 2:30-4:00 at PH300. I am also happy to meet with individuals and groups at other times. The goal during this stage is to generate lists of possibilities that we can craft into workable, effective models for richer academic engagement and strategic goal fulfillment.
In January 2009, we will examine a proposed re-organization model for the Academic Affairs unit, with an expectation of feedback and refinement. By early February, we will be putting budget numbers to the model, with anticipated adjustments based on budget dictates. By March, I would expect to take the proposal to the President’s Cabinet. If all goes well, the Board of Trustees should have the final proposal in hand for their review by April. By May, we should start planning for transition.
Phew! It feels something like a gallop! But I’m inspired by Margaret Wheatley’s exhortations, in her Leadership and the New Science, concerning change and restructuring. She encourages us to “analyze wholeness,” recognizing how change will affect the whole and she suggests that “If we can’t analyze wholeness, how then do we learn to know it?”(140). I delight in her suggestion that appreciating system dynamics and individuals is a “dance of discovery” (143).
As we move forward together, in our ever-changing, ever-responsive college community, I invite you to think about replacing “struggle” with “celebration.” I invite your creativity, your “huzzah moments” (which I define as bigger than an “aha moment” and closer to an epiphany—but less overworked.) I also respectfully suggest that we honor the history that brought us to this strong place of potential and change—and that we not let that history tether us to the banks. “The river has its destination.” We are on our journey together—with our eyes open, our head above water—in celebration of the journey and the destination.
If you have any thoughts on her commentary, you can contact Dr. Eannace at meannace@mvcc.edu.
---------------------------------------------
EXHORTATION AND INVITATION
A Guest Blog by Dr. Maryrose Eannace
How do we go about re-organizing the Academic Affairs Unit? With the collaborative and creative input of involved community members! With courage, positive anticipation, maybe a frisson of fear and a dose of caution. Alice Walker, in a commencement address to the graduates of the California Institute of Integral Studies in San Francisco (May 2002), shared the following Hopi exhortation:
We have been telling the people that this is the
Eleventh Hour
Now we must go back and tell the people this is the
Hour
And there are things to be considered:
Where are you living?
What are you doing?
Are you in right relation?
Where is your water?
Know your garden.
It is time to speak your truth.
Create your community.
Be good to each other.
And do not look outside yourself for the leader.
This could be a good time!
There is a river flowing now very fast
It is so great and swift that there are those who will be afraid.
They will try to hold on to the shore.
They will feel they are being torn apart and they will suffer greatly.
Know the river has its destination.
The Elders say we must let go of the shore, and
push off and into the river, keep our eyes open, and
our head above the water.
See who is in there with you and Celebrate.
At this time in history, we are to take nothing personally.
Least of all, ourselves.
For the moment that we do, our spiritual growth
and journey comes to a halt.
The time of the lone wolf is over.
Gather yourselves!
Banish the word “struggle” from your attitude and
your vocabulary.
All that you do now must be done in a sacred manner
And in celebration.
“We are the ones we have been waiting for…”
--The Elders, Hopi Nation, Oraibi, Arizona
As quoted in Walker’s We Are the Ones We Have Been Waiting For, New Press 2006.
For the past four months, I have been gathering thoughts, ideas and opinions about effective and exciting potential structures for our Academic Unit from members of our college community, colleagues in the SUNY community college network and many others. A small design group has been busy researching and constructing models of what might work for us. The timeline is pressing, driven by strategic indicators (our vision) and an ever challenging budget (our current realities).
This month and next, I will be holding conversation forums with unit faculty and staff. All interested community members are welcome. The first conversation is scheduled for Monday, November 24th from 12:30-2:00 in IT225 and the second is slated for Thursday, December 4th from 2:30-4:00 at PH300. I am also happy to meet with individuals and groups at other times. The goal during this stage is to generate lists of possibilities that we can craft into workable, effective models for richer academic engagement and strategic goal fulfillment.
In January 2009, we will examine a proposed re-organization model for the Academic Affairs unit, with an expectation of feedback and refinement. By early February, we will be putting budget numbers to the model, with anticipated adjustments based on budget dictates. By March, I would expect to take the proposal to the President’s Cabinet. If all goes well, the Board of Trustees should have the final proposal in hand for their review by April. By May, we should start planning for transition.
Phew! It feels something like a gallop! But I’m inspired by Margaret Wheatley’s exhortations, in her Leadership and the New Science, concerning change and restructuring. She encourages us to “analyze wholeness,” recognizing how change will affect the whole and she suggests that “If we can’t analyze wholeness, how then do we learn to know it?”(140). I delight in her suggestion that appreciating system dynamics and individuals is a “dance of discovery” (143).
As we move forward together, in our ever-changing, ever-responsive college community, I invite you to think about replacing “struggle” with “celebration.” I invite your creativity, your “huzzah moments” (which I define as bigger than an “aha moment” and closer to an epiphany—but less overworked.) I also respectfully suggest that we honor the history that brought us to this strong place of potential and change—and that we not let that history tether us to the banks. “The river has its destination.” We are on our journey together—with our eyes open, our head above water—in celebration of the journey and the destination.
If you have any thoughts on her commentary, you can contact Dr. Eannace at meannace@mvcc.edu.
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