Mentoring Mondays

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Permanent link for Mentoring Mondays - June 22, 2020 on June 22, 2020

LEADING AN INSTITUTION IN UNPRECEDENTED TIMES

By: Justin Hoehn

June 2020

Volume: 33

Number: 6 Leadership Abstracts

 

(first photo:  At this point in any normal year, the campuses of Kirkwood Community College, like those of colleges across the U.S. and beyond, would be enjoying the relative quiet of another summer term. There would be some campus and classroom activity, of course, but compared to the hustle and bustle of fall and spring, the hallways would have a serene and peaceful quality to them. In many ways, it would seem as if the college itself was resting as it prepared for the grind of another fall semester. But this is 2020—and it is not a normal year.)

If you go to one of Kirkwood’s campuses today, buildings are locked, no students or faculty walk the halls, and classrooms and offices sit empty. Yet, Kirkwood is alive and well—it’s just been transformed. Lectures have been moved from physical spaces to digital classrooms. Financial Aid and Enrollment staff assist students from the comfort (or, some might say, confinement) of their own homes. Campus visits and orientations are performed virtually. While not everything is available as it was at the beginning of the year, students still receive the instruction and services they need.

The Beginning

While the Kirkwood community followed the news about COVID-19, particularly once the World Health Organization (WHO) declared a global health emergency on January 30, the virus seemed mostly contained to far-off parts of the world, despite its rapid spread. However, as the virus began to spread more rapidly around the globe and cases were identified in the U.S., people began to be more concerned.

When it became apparent that COVID-19 would have a profound impact on Kirkwood and the surrounding community, many questions had to be answered if the college was to continue to function. How would students receive instruction? What needed to happen to convert in-person classes to an online format? How would Kirkwood, one of the largest higher education institutions in Iowa, move all of its faculty and staff to a remote working environment? Perhaps most importantly, how would it all happen in a matter of days? Leadership had to act quickly.

The first response from the college started in early February when a small group of staff gathered to discuss a public health-style Stop the Spread flier promoting good hygiene practices and hand washing. While the language was kept generic to apply to all respiratory diseases, including COVID-19, it was primarily developed to address a seemingly aggressive flu strain. As part of this initial effort, Kirkwood's Campus Health webpage was updated with information and tips to help stop the spread of illness. A few sentences were dedicated to COVID-19, but detail was minimal.

With students from all over the world studying at Kirkwood and study abroad programs on the horizon, the Global Learning department began communicating pertinent COVID-19 information to its students through emails and website updates. As the situation progressed, the department continued to keep these students informed with the latest travel advisories, study abroad information, and data from WHO and the Centers for Disease Control and Prevention (CDC).

Increasingly concerned about the alarming news surrounding the virus, Kirkwood President Lori Sundberg called a meeting with select college leadership in late February to discuss the virus, the threat it posed, and CDC recommendations, and to start thinking about contingency plans if the situation devolved to the level where action had to be taken. While no concrete decisions were made at that point, one thing was certain: Communication with the campus community would need to be a large part of any college response. To help alleviate anxiety, a note from President Sundberg addressing the situation was sent to faculty and staff.

“I felt it was important to let everyone know that the college was monitoring the situation and was prepared to act, if necessary,” said Sundberg. She continued,

Even though we had no confirmed cases in Iowa at that point, you could feel a definite rise in the anxiety level around the institution. So, I wanted to ease their minds and let them know that we would do whatever was necessary to help keep our community safe.

The Response

As the calendar flipped to March, contingency planning for various scenarios was well underway. To keep the college community informed, regular communications were sent to students and employees. Topics ranged from travel advisories to restrictions for students in health programs to the need to stay informed. As the spread of the virus continued to pick up speed, so did the number of messages to everyone on campus, especially after the first cases in Iowa were reported in Johnson County—within the college’s service area.

President Sundberg called the Kirkwood Incident Command team together on March 10. The purpose of the team, with representatives from Academic Affairs, Student Services, Information Technologies, Marketing and Communications, and Facilities and Security, was to execute the decisions of college leadership. When the WHO announced the next day that the outbreak had reached pandemic level, the group put a plan in motion to limit potential spread on campus. Lecture classes were moved online after spring break, while labs and hands-on classes remained in a face-to-face format. At the same time, an email address, manned by Student Services staff, was established to answer student questions and concerns. The new blueprint for classroom instruction was to be in place until at least April 10, with the stipulation that the plan could change at any time, based on new data.

As Kirkwood was preparing to implement the new plan just before spring break, President Trump declared a national emergency. This announcement, coupled with the barrage of bad news about COVID-19 over the weekend, prompted the college to announce more stringent measures to help protect the Kirkwood community:

  • All face-to-face classes, including labs and hands-on courses, were suspended through April 10.
  • Lecture classes were moved online through April 10 rather than March 23.
  • Continuing Education classes were suspended through April 10.
  • College buildings and locations were closed to everyone except a handful of employees needed to perform essential in-person tasks through April 3.
  • All campus-based events were cancelled through April 3.
  • All college-related travel was suspended through April 10.

For the college to continue operations and offer classes and services remotely based on this plan, and do it without a hitch, much work needed to be done.

Academic Affairs was tasked with moving all lecture classes to an online format and getting students and faculty prepared. Fortunately, many faculty and staff were already familiar with the video conferencing app Zoom, but those who weren’t needed to be quickly trained. There was also the issue of making sure that students had the ability to attend class online. Working with the IT department, Academic Affairs set up a system for students to request and check out laptops and Internet hotspots. The IT department also set employees up on Kirkwood’s virtual private network and college phone lines, as needed. In addition, IT support was required by Student Services departments—including Academic Advising, Financial Aid, Registration, Veterans Affairs, and Student Life—which would continue to offer services during the shutdown. For example, the student food pantry was more essential than ever, as some of the students and families that relied on its services were losing their jobs. Student Services, therefore, worked with the Facilities department to find a suitable outdoor space for mobile food distribution.

With the buildings and campuses temporarily closed, the Human Resources department was charged with setting expectations for working remotely and ensuring that faculty and staff still received their paychecks. As always, the Finance department had to safeguard the financial health of the institution while also keeping track of college expenditures due to COVID-19. And, finally, the Facilities department was tasked with maintaining a long-term plan for campus closures.

To keep everyone on the same page, Marketing and Communications continued to disseminate important information to the Kirkwood community, including students, employees, the community, and local news media. At the same time, a COVID-19 section of the website was developed so anyone could easily get the most up-to-date information at the institution.

When everything came together and the dust settled, President Sundberg stated that she had never been more proud of Kirkwood and its employees:

We had a monumental task in front of us. Having never done anything like this before, there was a good chance that we’d hit a snag. But this team is amazing. Everyone from the cabinet to the custodians knew their role and performed it well. When it was time to press the start button and go remote, we were ready. Despite the circumstances, it was incredible to see in action.

The New Normal

The first week after spring break went by relatively uneventfully. Faculty taught their classes using Zoom and students interacted online. At the virtual cabinet meetings, which were at this point an everyday occurrence, the vice presidents gave updates for their areas as everyone adjusted to the new normal.

(second photo:  Todd Prusha, who provides part-time instructor support for the Kirkwood Distance Learning department, records a video at his home during the pandemic.)

President Sundberg’s messages shifted from written to video format. Filmed on her cell phone and edited by the Marketing department, these messages were recorded and sent to the Kirkwood community at least once a week. The idea was that seeing and hearing the president talk would help to ease minds in such stressful times. In fact, many faculty and staff noted their appreciation for the president’s efforts.

Although everything was happening pretty much as planned, some questions still had to be answered. When was everyone coming back to campus? If that couldn’t happen, how would students in labs and face-to-face classes be able to fulfill their requirements in order to pass? What could be done to help students experiencing severe hardships as a result of COVID-19? As Kirkwood leadership searched for answers to the first two questions, the CARES Act, signed into law on March 27, provided relief to some of Kirkwood’s students when they needed it most.

Of the $6.3 million that was allotted to Kirkwood from the CARES Act, more than $3.1 million was earmarked to help the Kirkwood student body. In addition, some of the college’s Federal Supplemental Educational Opportunity Grant (FSEOG) program funds were used to help students. Students were required to fill out an application indicating their needs, such as housing, food, and technology. According to Kirkwood Director of Financial Aid Matt Falduto, as the number of requests grew, it became apparent that the college had to move quickly to help as many students as possible:

The response was overwhelming. We heard heartbreaking stories of students who lost their jobs and couldn’t afford rent, school supplies, and even basic necessities like food. The applications showed that people of all ages were struggling, from traditional college students to single parents to those who provide for large families. These people were desperate, and we knew we had to act fast.

Meanwhile, as the Kirkwood Financial Aid and Finance departments worked through how to award the CARES Act funds, President Sundberg announced that the remote working environment would be extended until at least May 18. Everyone hoped it would end soon, but with infection and death rates steadily rising across the world, the new normal trudged on with no end in sight.

The month of May brought warmer weather and a few rays of hope as the news started to turn a bit toward the positive. On May 8, the college dispersed the first round of CARES Act and FSEOG monies to students. On that day alone, more than $1.8 million was awarded to students who desperately needed it.

Eight days later, the first (and hopefully only) virtual commencement at Kirkwood took place. With the help of a company specializing in virtual graduation ceremonies, the college was able to recognize the achievements of graduates while still respecting social distancing guidelines. Visitors to the site heard remarks typical of a commencement ceremony from various speakers. In addition, individualized profiles recognized each graduate participating in the ceremony and congratulations and well wishes were given from Kirkwood community members and students. The event was well-received and was a wonderful send-off for a great number of well-deserving students as they moved on to the next stage of their life.

Once President Sundberg asked administration to start planning for the recovery process, the cabinet split into subcommittees to develop a plan to make it happen. To start, the college needed to get students back into labs to complete their coursework, not only for classes moving forward, but also for the time students in spring courses had missed. As part of the plan, President Sundberg announced that faculty, staff, and students would return in a phased approach:

  • Phase one began on June 1 for essential services necessary to prepare the college to reopen for future recovery phases. Those included in phase one represent a very small part of the overall campus community.
  • Phase two began on June 8 to support face-to-face classes starting in mid-June. This group includes employees who must be on campus to support the limited number of face- to-face classes and services approved for the summer semester.
  • Phase three will start in early August for the fall semester and will include personnel who must be on campus to support fall semester college functions.

Today and in the Future

Phase two has begun, and the process to bring people back to campus is underway. Now the entire Kirkwood community waits to see if this measured approach can be sustained, or if a return to remote working will be necessary for everyone. While no one knows what will happen next, Kirkwood has proven it can handle anything this virus throws at it. According to Sundberg,

This whole situation with COVID-19 has tested our institution. What’s incredible is that we have passed with flying colors thus far. I have to credit our proactive thinking in tackling this issue, rather than reactive thinking. We came together, we made a plan, and we stuck to it. This experience has shown us not only how to handle the unknown, but also that our institution is up to the challenge. Whatever the future brings, with this virus or otherwise, we’ll be ready.

References

Schumaker, E. (2020, April 23). Timeline: How coronavirus got started. ABC News. Retrieved from abcnews.go.com/Health/timeline-coronavirus-started/story?id=69435165

World Health Organization. (2020, April 27). WHO timeline - COVID-19. Retrieved from www.who.int/news-room/detail/27-04-2020-who-timeline---covid-19

Sostaric, K., & Krebs, N. (2020, March 8). Iowa's first three coronavirus cases detected in Johnson County. Iowa Public Radio. Retrieved from www.iowapublicradio.org/post/iowas-first- three-coronavirus-cases-detected-johnson-county#stream/0

Justin Hoehn is Associate Director, Marketing, at Kirkwood Community College in Cedar Rapids, Iowa.

Opinions expressed in Leadership Abstracts are those of the author(s) and do not necessarily reflect those of the League for Innovation in the Community College.

 

todd prusha

Todd Prusha


Permanent link for Mentoring Mondays - June 15, 2020 on June 15, 2020

June is Pride Mentoring Month

The National Mentoring Partnership has designated June as Pride Mentoring Month. This project primarily focuses on lifting up a movement built upon fighting for equality and acceptance for all. As we commemorate "Pride," we must remember that Pride started with a protest. The Stonewall rebellion was a protest led by people of color that sought to defend the LGBTQ+ community from police brutality ~ which is so resonant today. To learn more about the #MENTORPride campaign and how you can get involved, visit www.mentoring.org/pride.

stonewall 1969

Stonewall 1969


Permanent link for Mentoring Mondays - June 8, 2020 on June 8, 2020

“The ultimate measure of a person is not where one stands in moments of comfort and convenience,

but where one stands in times of challenge and controversy.”

~ Martin Luther King, Jr.

 

The murder of George Floyd on May 25, 2020, was a stark reminder to all of us: people of color are not safe in America. In seeking to make sense of such a senseless act, a former colleague found himself reflecting on the meaning of empathy. He wrote, as defined by Merriam-Webster, “empathy is the action of understanding, being aware of, being sensitive to, and vicariously experiencing the feelings, thoughts, and experience of another of either the past or present without having the feelings, thoughts, and experience fully communicated in an objectively explicit manner.” He concluded with, “If we would simply have the emotional intelligence to understand what another person is feeling or experiencing, it could be the bridge to solving numerous issues in American society.”

In the coming weeks, take time to reflect and see where it leads you. If you are inclined, share your thoughts with us and we will post them to our website. Following is a statement from ACE President Ted Mitchell.

STATEMENT BY ACE PRESIDENT TED MITCHELL ON RACIAL VIOLENCE AND INJUSTICE

"We live in a nation where life, liberty, and justice are supposed to be the birthright of all. But for too many those words are laced with cruel irony and frustration in the face of seemingly intractable discrimination. Racism is always a form of violence: against the spirit, the intellect, and the soul. And as we witnessed anew last week, the violence of racism frequently becomes physical. George Floyd’s murder was horrific and cannot be tolerated or explained away any more than the murders of Ahmaud Arbery, Breonna Taylor, and countless others can be. Neither can the underlying and systemic racism that makes everyday life a fight for Black Americans. Indeed for too many Americans, just taking a drive to the store or going jogging in their own neighborhood is an experience filled with fear and trepidation.

Those of us who are white do not know that fear, but we must try to understand it and recognize the wounds of those who endure it. But more, we must reject the bigotry and ignorance that is at the root of the violence that is racism. We must act now to ensure justice, eradicate racialized practices, and work to build communities that embrace diversity and celebrate inclusion.

At its best, that is a part of the work higher education does and must do. At its best, higher education has a profound civic purpose and stands for our highest aspirations as a nation. At their best, our campuses are places where all perspectives and beliefs are respected, and all races, ethnic backgrounds, cultures, and sexual and gender identities embraced. But we are not at our best. Let’s be clear: Black students are less likely to graduate than their white peers, need to borrow more to fund their education than white students, and often suffer serious incidents of racial abuse.

We can and must do better. We can start by acknowledging that, like so many Americans today, members of our campus communities are hurting and scared. We can start by reaching out to them. The murder of George Floyd is only the latest terrible example of racial violence in our country, and it comes in the midst of a global pandemic that is serving to further expose the racial inequities and economic fault lines that have long plagued us.

The time to right systemic and ongoing wrongs is long past due. The time for listening is now. The time to help members of our communities is now. The time to act is now."


Permanent link for Mentoring Mondays - June 1, 2020 on June 1, 2020

First and foremost, we hope this message finds you safe and well. Leaning into our new normal will require continued caring, courage, and connection. As shared by our State Chair Kimberly Hurns in her message to all us last week, our network is more important than ever.

Part of our virtual outreach going forward will include starting your week with a dose of inspiration. With that, Welcome to Mentoring Mondays . . . where we will share creative ideas, words of wisdom, professional development opportunities and quips that will make you smile.

Should you have something you’d like us to publish via Mentoring Mondays, please forward to Martha Grier, Professional Development Chair, at marthagrier1@gmail.com.

#weareallinthistogether

 

Leadership Lessons Hidden in the Coronavirus Crisis

Needless to say, the past few months have challenged our way of thinking, leading, and way of life. As we continue to navigate this time of uncertainty and chaos, we should find ways to turn this “lemon into lemonade” and identify the potential gifts of leading in a time of hardship. I have taken excerpts from an article in Academic Impressions, a higher education publication, and changed its focus to fit the leadership for any organization, whether educational or corporate. Please note these five gifts:

  • The Gift of Clarity on What Matters: While much is unclear now, it is apparent that most businesses and organizations have demonstrated that what matters is the safety and well-being of people. The financial perils of having to suspend normal operations, has caused us to identify a new normal – a new mode of maintaining operations remotely. We have learned valuable lessons that may (or may not) lead to new ways of leading and sustaining longevity.
  • The Gift of a Renewed Focus on Community: We have a renewed sense of community – reaching out and supporting one another. Of all the lessons we can take away from this experience, this might have the longest-lasting effect on us as individuals. We have seen people come up with creative ways to support our health care professionals and first responders – we have chosen to support each other as opposed to turning inwardly and becoming selfish.
  • The Gift of Strategic Surrender: To be clear, no one has given up. However, we have listened to local and global experts and then decided how we should relinquish what we know and cling to as “normal” and strategically surrendered our autonomy in order to act on behalf of the common good.
  • The Gift of Listening: We have had to listen and rely upon external input. With intention, we have listened, with compassion to hear the hope, flaws and vulnerability in all proposed options and solutions. There is a gift in learning to listen genuinely, with bravery and purpose.
  • The Gift of Imperfection: No matter how we chose to proceed, it may not be perfect. To quote another higher education publication author referred to as “Dean Dad,” “One good often conflicts with another, and choices are inevitably made among flawed options, in imperfect conditions, with limited information.”

These are difficult times and the journey is not over. We wish you courage, strength and grace as we move forward.

Martha J. Grier

Professional Development Committee Chair

 

Source: Academic Impressions, a higher education publication, article by Many Dana Hinton, President of the College of Saint Benedict.



Page last modified June 22, 2020