Director of Education

Patience Bryant

Describe your goals and objectives for the position you seek and how they relate to and would advance the association's vision, mission and core values.
Throughout my time of serving students via student conduct, I have found that many of us in the profession desire to have access to resources and professional development that would contribute to student conduct’s ultimate goal of education and retention. In this position I would be to be able to provide accessible resources and learning opportunities for student conduct practitioners around the country. Too many of our colleagues are missing out on great opportunities that are provided through ASCA because the finances are not there. With more and more federal and state funding being cut from our institutions, I would hope that I would be able to push our association to look at different ways that we can serve our members and provide them with additional and practical resources that they might not be getting on their campuses that will allow them to be better student conduct practitioners.

ASCA drafted a Strategic Plan, how would you, in your position on the ASCA Board, advance and contribute to this plan. 
One of the goals outlined in the association’s strategic plan is:  “ASCA will have a multi-faceted, comprehensive curriculum that is delivered in ways that meet the needs of members and student conduct professionals”. As the Director of Education I would encourage the association to think outside of the box when it comes to providing educational opportunities for its members.  In honor of diversity and inclusion which is a part of our core values and beliefs. We must become more intentional with our outreach and the opportunities that we provide.
 
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Preston Croteau

Describe your goals and objectives for the position you seek and how they relate to and would advance the association's vision, mission and core values.    
The Director of Education is uniquely positioned to positively impact and strategically grow the Association’s vision, mission, and core values.  Our vision and mission to advance the student conduct profession and be the leading voice for student conduct administration has remained consistent throughout our association’s rich history, and it is rightfully reflected in our leadership documents.  But more than that, one of our six core values is education, which highlights the importance we place on “proven and learning-centered practices, creative solutions, and effective knowledge dissemination.”  This is at the heart of the work of the Director of Education, whose responsibilities include the implementation of core competencies, preservation of signature professional development events, and the creation of new and exciting educational opportunities that serve a membership that is growing rapidly and diversifying in experience, background, and learning style. My goals for the position include a better infusion of our core competencies into all corners of the Association’s work, as well as the production of several educational opportunities for learners of all styles and experience that is timely, relevant, and meaningful.  I plan to solicit the best professionals in our field and beyond and to motivate them to share their wealth of knowledge with a variety of offerings in different settings, understanding that while many of our events are incredibly successful, like the Gehring Academy and the Sexual Misconduct Institute, there are always ways to improve our current offerings and expand into new arenas.
 
ASCA drafted a Strategic Plan, how would you, in your position on the ASCA Board, advance and contribute to this plan.     
The Association’s 2018-19 Strategic Priorities are an important acknowledgement of how the arena of student conduct is evolving, and it is refreshing to see that the leadership recognizes where its attention should be focused to reflect this evolution.  Our six goals are simply stated but complex in practice, and the Director of Education will undoubtedly have an important influence on whether or not they are achieved.  The educational opportunities that are offered must be inclusive and reflective of an increasingly diverse membership, with facilitators and contributors that reflect our demographics.  I believe we must be cognizant of the difference in our membership’s background, experience, and ability, and we must work to solicit the best content from all corners.  Should I be elected, I will also contribute toward a recruitment plan that emphasizes areas of growth and expansion into arenas tangentially related to student conduct by encouraging the development of collaborative content on topics like social justice, conflict resolution, retention, case management, threat assessment, and behavioral intervention.  
 
As the 2018-19 Strategic Priorities document indicates, many of our specific priorities overlap with multiple goals, indicating the need for a collaborative team of engaged, enthusiastic leadership.  I feel my experience as a consumer, collaborator and innovator of our great educational content, as well as my experience as a volunteer in many positions across the Association, make me an excellent candidate for this position.  I welcome the opportunity to be a part of this team, and I thank you for your consideration.  
 
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Brian Glick

Describe your goals and objectives for the position you seek and how they relate to and would advance the association's vision, mission and core values.    
Over 3300 individuals belong to ASCA, and our membership is diverse, in every sense of the term. This diversity makes us a better association. Over the last couple of years, ASCA has made an intentional effort to increase transparency in the process of recruitment and selection of our presenters to ensure that those who present our educational offerings showcase all of our members. As Director of Education, I will continue this effort. The concepts of advocacy, diversity and inclusion and integrity are part of core values, and must be exemplified in the educational offerings and the presenters of ASCA. 
 
Today, our membership is more than those who enforce the student code of conduct. We have members who have responsibility for Title IX investigation, adjudication and training, additionally, we have case managers. We also have members in the secondary education environment. Our programming must be certain to provide critical information for all of our members, not only in terms of operational responsibility, but position type, from undergraduate board member through senior student affairs officer. These programs must be of the highest quality and showcase the best and next practices of our members and institutions in aspects of the profession of student conduct, while at an affordable price and delivery options, in today’s shrinking budgets.
 
As the Director of Education, I will ensure that our educational offerings continue to showcase all of our membership and ensure that the Association is providing educational offerings on all aspects related to student conduct.
 
ASCA drafted a Strategic Plan, how would you, in your position on the ASCA Board, advance and contribute to this plan.
The current strategic plan, developed in 2014 is in the process of being transitioned into a new plan. The future of higher education looks different than it did in 2014. There is wider acceptance of the concept that the current model of higher education cannot sustain itself, and will have to change. Therefore, by extension student affairs and student conduct may look different. Providing education to our membership will continue to be a critical component of ASCA, in the new strategic plan. 
 
The current strategic plan identifies that “ASCA will set the standards for national best practices and drive the future of the field of student conduct.” As the leading authority on the field of student conduct, ASCA should continue this goal. We must realize that the best and next practices will change in the coming years, given how higher education is anticipated to change. Higher education experts are predicting what student affairs may look like in 10 years, and these items will be included in the new plan.
 
The current strategic plan identifies “ASCA will have a multi-faceted, comprehensive curriculum that is delivered in ways that meet the needs of members and student conduct professionals.” ASCA has started work on this goal, but there is more work to be done. We must look for ways to deliver the content from our signature events to more members and institutions who do not have the funding to send members in person. This is an essential component of our next strategic plan.
 
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Bohdan Zaryckyj

Describe your goals and objectives for the position you seek and how they relate to and would advance the association's vision, mission and core values.
The field of Student Conduct is in an important time.  We are looked at to be experts in addressing complex matters that even general society cannot answer.  Several examples of these issues are: addressing sexual misconduct, assisting students with complex mental health issues and how their behavior impacts others.  Conduct offices are typically asked to “deal” with these “problems” but few people understand the complexity, sensitivity and the caring that is needed to deal with the students and impacted parties.
 
If I were to be the Director of Education for ASCA my one goal would be to provide members with the right tools to continue to be the experts on their campuses to address these complex student behavioral issues.  This one goal addresses the Core Purpose of ASCA, “To advance the student conduct profession.”  Addressing complex student issues will only become more challenging as we move into a new world of compliance with new pending guidelines from the Department of Education.  It is key that ASCA be in the forefront of educating our members, in order to be the best professionals, we can be.  
 
ASCA drafted a Strategic Plan, how would you, in your position on the ASCA Board, advance and contribute to this plan. 
ASCA adopted a strategic plan in 2014.  This plan is vital to continue moving ASCA forward.  As the Director of Education, it will be important for me to advocate for the expansion of ASCA knowledge generation.  I have served on the Sexual Misconduct Institute curriculum team on two occasions and this was an amazing experience.  I would advocate to continue building on these types of curriculum in key areas.  Creating a curriculum that can be presented by different individuals at multiple locations is important for many reasons.  First, it gives membership an opportunity to learn closer to home.  It also allows ASCA to tap other people to participate and grows involvement in the association.  
 
A new assessment of topical areas will need to be done in order to see what needs to be addressed. It is important to offer a variety of educational topics.  Compliance, legal issues, Title IX, etc. will always be staples for ASCA; however, we need to assess what else needs to be taught, so we can continue to be the experts in this arena.  In addition to identify new topics, we will need to start to create new delivery methods. Publications, Webinars, Conferences, Trainings, etc. have been used effectively, but what else can we utilize to get to the membership?  This is important particularly if we want to serve as many members as possible.  
 
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Joseph Zichi

Describe your goals and objectives for the position you seek and how they relate to and would advance the association's vision, mission and core values.    
Serving as the Director of Education represents an exciting opportunity to serve ASCA, which has been my professional home since 2008.  Education is the heart of the Association.  Professional development offerings, such as the annual conference, Gehring Academy, Sexual Misconduct Institutes, and webinars have established the Association as the premier voice on student conduct.  It is important that the Association develop new and emerging professionals as well as provide educational opportunities that enrich our mid-level and senior-level member skill sets.  
 
I would like to see the Association invest in and expand our educational offerings in restorative justice practices, conflict coaching, shuttle negotiation, and other adaptable approaches.  As our students are increasingly seeking ways to resolve conflicts peacefully, we as educators and student conduct and conflict resolution professionals have the responsibility to address harm and impact through a restorative and socially just lenses.  And, as we celebrate a decade of Reframing Campus Conflict (Schrage & Giacomini, 2009), it is evident that we can only effectively serve all of our students when campuses offer a spectrum of conflict resolution options.  The future of our profession does not solely rest on offering traditional hearing/adjudication models.  In order for ASCA to remain the gold standard in addressing student behavior, we should view traditional hearing/adjudication models to be one of many ways to address behavior and conflict on campus. Therefore, I will focus on expanding the presence of conflict resolution into the Association.  
 
ASCA drafted a Strategic Plan, how would you, in your position on the ASCA Board, advance and contribute to this plan.
To remain the preeminent authority on student conduct and conflict resolution, it is important for the Association to develop and offer professional development opportunities (at the state, region, digital, and Association levels) that provide the tools to address today’s higher education challenges and forecast future focus areas. I envision the Association offering the aforementioned educational offerings consistent with the Strategic Plan and ASCA Statement of Diversity.  We must recruit speakers and facilitators (from within and external to the Association) who represent a multiplicity of identities, diverse paths of professional journey, and a spectrum of ideologies.  To be clear, diversity, equity, and inclusion should be the standard in all educational offerings.  Therefore, we must ensure that those developing, facilitating, and assessing educational programs are well versed in the content and are selected through inclusive and equitable application criteria.
 
In my previous roles as Midwest Region Chair and Michigan State Coordinator, I focused on including many institution types, expanding membership to graduate students, and collaborating with other state-level professional associations for conferences and professional development opportunities.  I believe these previous experiences will allow me to make a positive contribution to membership retention and growth, collaborations with other student affairs associations, and assist in the development of intentional professional development offerings that meet the needs of the varying levels of membership experience.
 
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