President-Elect Candidates

 

Martha Compton

  • ASCA has been my professional home since I first entered student affairs, almost 20 years ago.  In that time, I have seen the Association grow and evolve with the times and the ever-changing demands placed on institutions of higher education.  Should I have the honor to be elected to serve as your president, keeping the Association nimble and responsive to those demands would be one of my very top priorities. 

    As you know, the Association recently became independent.  While this is an exciting opportunity, it’s not without its challenges.  Chief among them is remaining a strong, thriving organization in a time when higher education is entering a significant shift.  We know that the number of students graduating high school is going down and the cost of higher education for students continues to rise, while overall governmental funding for higher education continues to decrease.  Many of our campuses are already feeling this pinch and we are seeing enrollments go down and budgets starting to shrink.  Crucial to our success and survival as an organization is being an excellent steward of our members’ money.  This means continuing to think outside the box as to how we do business as an independent organization.  While other higher education associations provide us with a good starting point, we should also look to small businesses and small nonprofits outside of the higher education arena for inspiration on this journey. 

    In addition to being a good steward of the funds to which we are entrusted, we must make sure that our members are getting what they need from us.  We need to continue doing research among our own members to provide you with the best information to appropriately advocate for resources on your own campuses.  For example, the salary survey presented us with rich data on our member beyond just salary and generated a number of additional questions about titles, supervision, organizational structure, and collateral assignments or duties.  We need to explore those further.  I would also propose the creation of knowledge banks – member submitted forms, organizational charts, position descriptions, etc. – that ASCA would house and make available to the membership.  

    Finally, and perhaps most importantly, we need to continue on the path the Board set out over the last two years related to diversity and inclusion.  We need to continue to review our educational opportunities and leadership roles to ensure that they are as accessible as possible to our entire membership.  We need to think carefully about who is at the front of any room, and if those individuals are reflective of our membership as a whole.  We need to provide more space, opportunities, and resources for those with marginalized identities to come together, and not just during our events.  And, even more importantly, we have to provide our membership with the skills and tools to continue to advocate for change, equality, and justice not just within the association, but back on their own campuses. 
  • The current strategic plan is set to sunset this year, and the Board is currently in the process of beginning the work that will create the next strategic plan.  A number of the goals in the current strategic plan have been accomplished, but there are several that need continuing work in order to be fully realized.  I’ve outlined those items and the work I feel needs to continue below: 

    Knowledge Generation:  As I stated, we’ve seen some success with research on the membership, and I believe it is crucial to our success as an organization moving forward. I would like to see a 3-5 year assessment and research plan created that would set a direction and keep these important tasks on track despite the annual change to the make up of the Board. 

    Advocacy and External Relations:  The way ASCA has engaged in advocacy work in the past is not the same way we can engage in advocacy work in this current climate.  By gathering information from our members, we would be able to have a better idea of what the needs of our members are related to advocacy, which would also help us navigate the best approach to that work. 

    Leadership Development:  ASCA is largely run by volunteer leaders.  The board has been working on some training for those leaders, and that effort needs to continue into the future.  Again, by asking the right questions to the right people, we can get an idea of what those in leadership positions want and need for the organization so that we can best provide it. 

    Organizational Development and Funding:  The Board has begun to look at our organizational structure to determine what changes need to be made in order to be more effective.  That review will continue into the future and should include not just elected Board positions but our committee and community of practice structure as well as a re-calibration of pertinent position descriptions. 

Click Martha to see resume

 
Bonnie Taylor

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.
ASCA has served as my professional home for more than a decade as I progressed through my career as a student affairs and conduct professional. The network, relationships, resources, opportunities, and growth experiences are those that have defined my professional career. I firmly believe ASCA serves as a different resource for each of its members and the goal of the association is to provide an all encompassing professional experience for conduct professionals and those is direct connection with conduct at their institutions. 
Our organization sits at a critical time in society in which our voices should be used to advocate for necessary change and inclusion at all levels. Conduct is the art of educating our students with a different approach- this approach must include inclusionary practices, multicultural competence, and self-reflective work of the professionals guiding our students on this journey most importantly inclusion in all practices. 
I ask for your support and vote as I seek the office of President- elect of this growing organization. My goals for ASCA are to continue the vital advocacy at all levels, re-think our approach to outreach to partnering organizations and new members, expand educational resources and opportunities for current members, restructure board positions to reflect the current needs of the organization and serve as the leading voice of guidance for issues impacting our profession, students, and careers. I want to continue the current path of ASCA of fiscal responsibility, explore new avenues for educational outreach, expanding opportunities for member involvement, and preparing and mentoring new and young professionals to serve as critical voices in the forward movement of the organization.

The position of President- Elect serves the constituency and promotes the needs of the association, not of the individual elected to the position. I pledge to serve this organization with a listening heart, committed actions, and intentional deeds governed by the association. The association engaged in a strategic planning process in 2014, culminating in a strategic plan focused on advancing the profession in strategic, purposeful, deliberate, and intentional objectives. 
ASCA’s strategic plan outlines six critical goals to navigate its path forward and as the president- elect, continuing our path essential goals set by the Board of Directors would serve as the cornerstone of my leadership. This would include: 
- the continuation of essential partnerships with other professional organizations and the commission of research studies within the organization to continue generating critical knowledge for the education of the membership; 
- inclusive and comprehensive instructional and training curriculum for the membership, to include direct feedback from members in regards to educational needs and crucial areas for additional training 
- generating a framework for purposeful, intentional, and strategic advocacy 
- redesigning the membership experience for new and current members to incorporate new learning and leadership trends 
- creating a leadership development model for the Board of Directors, members engaged in leadership opportunities, and members interested in leadership, establishing a strong community of leaders for the organization; and 
- continuing to evaluate the current organizational structure to determine if it reflects the current needs of the association 

 
Click Bonnie to see resume