President’s Cup trophy shining example of BC3’s emerging leaders
A team of Butler County Community College employees are shown Dec. 5, 2016, with the President’s Cup they won after presenting their capstone project proposal in the inaugural Western Pennsylvania Community College Leadership Institute program. From left at Treesdale Golf & Country Club, Gibsonia, are Erika Nail, Karen Jack, Michelle Jamieson, Stephanie Long, Renee Piovesan, BC3 President Dr. Nick Neupauer, Sean Carroll, Jessica Matonak and Matt Miller.
Their fingerprints on the gold-plated President’s Cup are temporary.
But the fingerprint that Sean Carroll, Karen Jack, Michelle Jamieson, Stephanie Long, Jessica Matonak, Matt Miller, Erika Nail and Renee Piovesan may leave on Butler County Community College would be permanent.
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Their idea – devised, modified and refined over 10 months, and as polished at its presentation in Gibsonia as that lustrous President’s Cup atop a beveled mahogany pedestal – is to create a community health and resource center on BC3’s main campus.
As BC3’s first group of employees selected to participate in the inaugural Western Pennsylvania Community College Leadership Institute program, their proposal before a crowd of 50 at Treesdale Golf & Country Club was recognized by three judges as superior to those presented by other regional community college workers.
Most importantly, their advocacy for a community health and resource center will be considered in BC3’s master planning process, BC3 President Dr. Nick Neupauer says.
Winning the President’s Cup is an achievement, Carroll says, but to see the group’s idea one day materialize on campus “will be infinitely better. To see that building become realized would be better than any cup we could win, to see something that could benefit countless students, staff, faculty and the community.”
Eight candidates are selected ...
Groups of employees representing Westmoreland County Community College and the Community College of Beaver County also participated in the leadership program, created by Dr. Chris Reber, president of CCBC; Dr. Tuesday Stanley, president of WCCC; and Neupauer, who says “We all realized that we needed to focus on succession planning for our institutions and community colleges as a whole.”
Two-year educational institutions are projected to lose a large number of administrators and faculty to retirement over the next decade, according to results of a 2012 survey published by the American Association of Community Colleges.
Presidents understand, Neupauer says, the need to invest professionally in employees.
Sixteen BC3 employees applied to participate in the 10-month program that culminates with the presentation of the group’s capstone project proposal in Gibsonia.
Eight were chosen...
Carroll, director of BC3 @ Lawrence Crossing; Jack, project director of the Keystone Education Yields Success program; Jamieson, associate director of the BC3 Education Foundation Inc.; Long, an instructor in humanities and social sciences; Matonak, executive director of communications and marketing; Miller, associate director of information technology; Nail, an instructor in the business division; and Piovesan, secretary for the vice president of academic affairs.
“There was a competitive selection process,” Neupauer says.
“I evaluated the candidates based on the strength of the applications, strength of letters of support and diversity of our team,” Neupauer says, adding that the decision weighed professional roles, campus sites, full- and part-time status, seniority and an analysis of applicants’ recent participation in similar programs.
Her decision to apply, Matonak says, was as easy one.
“At the time, I was serving in an interim role, so this was the perfect opportunity to learn and grow professionally and to show my commitment to the college,” she says. “When I was selected, it made me feel like BC3 was in turn invested in my professional development. That was really encouraging as I was adjusting in a new position.”
Miller says he sought the opportunity to develop additional leadership skills “and network with peers from within BC3 as well as the other two institutions.”
“This was a very limited selection process,” he says. “I was honored when I learned of my acceptance into the program.”
Eight participants become one group ...
During monthly workshops in Butler and Cranberry townships, Monaca and Beaver Falls, Youngwood, Mount Pleasant and Latrobe, BC3’s group was encouraged to sit among and befriend those representing other colleges in the leadership institute.
“When in fact we realized we didn’t really know each other,” Piovesan says.
Jack works across campus in student services; Carroll, at Lawrence Crossing near New Castle, where Long teaches part-time – “none of us really knew her,” Piovesan says.
“I don't get the opportunity to work with faculty on a regular basis,” Matonak adds. “The leadership institute allowed me to form some great relationships.”
Piovesan and Long would develop a rapport.
“Now, she’s my friend,” Piovesan says. “We are Facebook friends, so that tells you a lot. We all realized we enjoyed getting to know each other. That was the best upside to it.”
Complementing the development of relationships with peers and dedicating themselves to a common goal, BC3’s participants also learned leadership skills from governmental, financial, educational and marketing experts at the seminars, Carroll says.
“Hopefully we went in there as a sponge to soak up as much as they had to offer,” Carroll says. “When you hear from people who have been successful, you can learn from them regardless of what walk of life they are in. If they are successful there are certain traits that they have in common. There are going to be common threads that run through each, and those are the things hopefully that I could take and use to my benefit as I progress in my professional career.”
The sessions help Piovesan see the “whole picture of the college” – that, for example, budgeted capital funds by law can be spent only on capital items.
“It got me out of my little world, my day-in and day-out job,” she says. “I now can see how my colleagues have to do the things the way they do them. About the decisions that board members have to make that I, sitting at my desk, don’t have to think about, what they have to consider when they are making their decisions on behalf of the college. It makes me a better employee because I can sit back and think, ‘OK, that’s why they are doing that. I understand that now.’ It’s just a better awareness of our community college as a whole.”
Participants: Create partnerships with health provider ...
Not only can BC3 create a community health and resource center on its main campus, it can do so while expanding on its array of existing community partnerships – such as those with senior educational institutions for bachelor’s degree completions; with the Butler Armco Employees Credit Union that operates a branch in the Student Success Center and provides internships to business students; and with the Butler County Chamber of Commerce, which may move to BC3’s campus in Butler Township – an underserved area in health services, Brian Opitz says.
“If you look at our geography, we are located on the southern side of Butler County. ... This type of resource is not really available in this area,” Opitz, BC3’s executive director of operations, says in the capstone project proposal. “In conversations I’ve had with neighbors in this area – they are looking for some of these amenities to come to this side of their town for them to use.”
A community health and resource center would address needs of students, employees and those living and working in proximity.
“Whether somebody gets a headache or somebody falls and scrapes his knee, unlike what we had in high school, you can’t go down to the nurse,” Carroll says. “BC3 doesn’t have that.”
BC3’s campus security department handles emergencies, Piovesan says, “but there is really no place to take somebody in case of an emergency, if someone sprains an ankle or cuts himself. There is no room to take them, no specified room. And we thought this is a very big need on campus.”
In addition to working with a local health-care provider or agency to provide first aid and urgent care, BC3 could offer special immunization clinics, athlete physicals, mental health counseling, health education programs, screenings, flu shots and private nursing and pumping spaces. Eventually, it could house U.S. Department of Agriculture food and nutrition programs such as Women, Infants and Children and the Supplemental Nutrition Assistance Program.
Jack assists low-income students, those who receive assistance such as WIC or SNAP.
“There is always a need for resources and I have become the go-to person for any resources the students may need,” she says, adding that in 2015 she created a brochure for students who need help beyond financial aid.
“So we saw that as a need,” she says. “We run into students who are homeless, who don’t have enough food. For me, it was really the resource part of it as well. We definitely have a need for a place to go if someone has any kind of injury or are not feeling well. That has always been an issue. But the resources, for me, that was a huge part. I am passionate about that.”
Once their idea “morphed into a more community-based resource,” Carroll says, “that gave it more acceptance and more cache.”
... And use facility to foster curriculum
BC3 must leverage its physical assets and intellectual resources to keep pace with a dynamic national and statewide community college landscape, according to the proposal that references similar undertakings among Northampton Community College on Bethlehem and St. Luke’s Hospital; with the Student Health Center at Mohawk Valley Community College in Utica, N.Y., and with Slippery Rock University, which provides health care for students in collaboration with, among others, the state Department of Health.
A community health and resource enter would allow BC3 to fulfill an unmet need of its various publics, including its main campus student body and employees by providing services at a convenient time and location between classes and other academic commitments. It could also play a role in expanding programming and curriculum to match industry needs, in collaborating with a community partner for economic development, and diversify BC3’s revenue stream, according to the proposal.
In addition to students, employees, preschool and daycare children, campus visitors and community members would benefit from having a professionally-qualified staff on campus to address basic first-aid or treatment for minor illnesses or injuries, the proposal states.
“It speaks to our role as the community’s college,” Neupauer says. “The proposal fits our strategic goals so well, including a terrific tie to our strong academic programs.”
Participants present plan, brace for judges’ decision
BC3’s team is spread out among three tables after the presentation of proposals, Carroll says, when Jeff Prokovich walks to a lectern on a small stage.
Prokovich, vice president for institutional advancement at Grove City College, is a WPCC Leadership Institute program judge, along with Dr. B. Jean Ferketish and Erin Stinner. Ferketish is secretary to the board of trustees and assistant chancellor at the University of Pittsburgh; and Stinner, vice president of marketing at A to Z Communications, a branding, marketing, advertising and web development company in Pittsburgh.
“Participants from all three teams were very invested into their projects,” Miller says, “and were looking to bring the win home to their college.”
The presentation weighs 75 percent in the judges’ decision, Neupauer says, and the written proposal, 25 percent.
“I didn’t know which way it would go,” Jack says.
Westmoreland’s presentation focused on revamping its degree-auditing program; and BC3’s, on its high school academies.
“If we didn’t win,” Carroll says, “it wouldn’t diminish the work that we did.”
The winner of the first President’s Cup, Prokovich announces, is Butler County Community College.
She and Piovesan gasp, Jack says.
“If anyone was between us, it would have been in stereo, Piovesan says.
Matonak high-fives Nail, then turns to catch a glimpse of Neupauer’s reaction.
“Our president is a competitor,” Matonak says, “and the idea behind the institute and our proposal originated with him. I knew he would be proud.”
He is.
“I am so proud of this group,” Neupauer says. “They worked very hard with the project and were sure to attend each session. Each member did so on top of his or her busy work schedule at the college. The President’s Cup was the crowning jewel of their dedication to the program.”
The 10-pound trophy represents an idea whose heavy lifting – the creation of a community health and resource center on its main campus – has yet to come.
“Any big process starts with a small idea,” Piovesan says. “And this was the idea. Even if it is a small start, one room with maybe a nurse, maybe some bandages and some pamphlets, everything starts with a small idea and you build into it.”
Piovesan thanks the judges, then tells them: “I want you to know that I plan on being there at ribbon-cutting. I truly see this happening. It might not be this month or this year, but it is going to happen, and I will be standing in that front row at the ribbon-cutting, knowing that we had a part in it. I plan on being there watching it happen.”
Jack, too.
“It will be just a wonderful day knowing that I was part of something,” she says. “That could benefit not only the students and staff, but also the community. And that means a lot.” Show less...