The President shall be the chief executive officer of the corporation with such general executive powers and duties of supervision and management as are usually vested in the office of the chief executive officer of a corporation, and the President shall carry into effect all directions and resolutions of the board. The President shall preside at all meetings of the members and directors. The President shall be ex officio a member without vote on all committees, unless the Board otherwise provides.
Elected by the general membership from a slate of eligible Board of Directors members continuing their current terms
Serves an one-year term (October 2018 - October 2019)
Prior to taking office, candidate must have completed the previous year as a member of the NACADA Board of Directors.
The only eligible nominees for this position in this election are: Karen Archambault, Michael "Brody" Broshears, Erin Justyna, Kerry Kincanon, Brett McFarlane, and Nancy Roadruck.
Brett L McFarlane
University of California, Davis Davis, CA
Platform
Platform Statement: Part I
1. If elected to this position, what will you attempt to accomplish that will help to meet the strategic goals of the Association? (1500 characters or less)
The NACADA strategic goals serve as guideposts for how we make collective forward progress as an association to align our work and activities in a way that accurately reflects the needs of our members and the students we serve. The President is responsible for stewardship of these strategic goals in partnership with the Board of Directors and the Council.
As President, there are three areas where I will focus additional attention. First, we need more university decision makers who are better equipped to understand the role that academic advising plays in student success. This can be accomplished through greater scholarship, increased education and partnerships, and through structures that empower the voices of more advisors to be heard. Second, we must continue work on equitable and inclusive structures and policies that celebrate diversity of thought, background, identity, and experience within the field of advising. Important work is underway enhancing NACADA leadership pathways and...
The NACADA strategic goals serve as guideposts for how we make collective forward progress as an association to align our work and activities in a way that accurately reflects the needs of our members and the students we serve. The President is responsible for stewardship of these strategic goals in partnership with the Board of Directors and the Council.
As President, there are three areas where I will focus additional attention. First, we need more university decision makers who are better equipped to understand the role that academic advising plays in student success. This can be accomplished through greater scholarship, increased education and partnerships, and through structures that empower the voices of more advisors to be heard. Second, we must continue work on equitable and inclusive structures and policies that celebrate diversity of thought, background, identity, and experience within the field of advising. Important work is underway enhancing NACADA leadership pathways and we must continue this work. Finally, we need to expand our visioning. What does the role of the academic advisor look like in ten or twenty years? How are we positioned as an association to serve the needs of the advisor of the future? What initial work needs to be done now?
I am passionate about NACADA and the direction we are headed and am equipped and energized to ensure our strategic goals continue to support NACADA and the success of our students.
Platform Statement: Part II
2. Describe an accomplishment on your own campus or within NACADA of which you are proud. What do you believe your accomplishment demonstrates about your abilities as a leader? (1500 characters or less)
As Executive Director for Academic Advising, I am honored by the work UC Davis has achieved in creating a training and professional development community for advisors that includes an advisor certificate program, a mentorship program, and a variety of opportunities for professional development. Included in our certificate program is an in-depth series titled Developing Deeper Advising Relationships which has received broad recognition for focusing on important issues of equity and inclusion, social group membership, and identity exploration within advising. These programs were all created by advisors for advisors across academic and student affairs and are powerful examples of how key leadership, structure, and empowerment can transform an organization. I see my primary role as empowering advisors to make collective positive change for the campus and beyond; honoring the unique talent that each team member brings to the table, helping to unite and focus those talents, and actualizing change...
As Executive Director for Academic Advising, I am honored by the work UC Davis has achieved in creating a training and professional development community for advisors that includes an advisor certificate program, a mentorship program, and a variety of opportunities for professional development. Included in our certificate program is an in-depth series titled Developing Deeper Advising Relationships which has received broad recognition for focusing on important issues of equity and inclusion, social group membership, and identity exploration within advising. These programs were all created by advisors for advisors across academic and student affairs and are powerful examples of how key leadership, structure, and empowerment can transform an organization. I see my primary role as empowering advisors to make collective positive change for the campus and beyond; honoring the unique talent that each team member brings to the table, helping to unite and focus those talents, and actualizing change by giving advisors a voice, structure, and platform to effect change.
One example of my leadership in NACADA was serving as Chair of the Finance committee where my prior career as a CPA, and experience as Region 8 Chair, proved helpful to the association. In my role, I worked with the committee and the Executive Office to add transparency and detailed explanatory statements to the financials so that others without this background could better understand how NACADA’s funds are utilized.
Platform Statement: Part III
3. Why are you interested in serving in this leadership position or what influenced you to run for this leadership position? (1500 characters or less)
My interest in serving as your President is primarily influenced by three things: (1) my unwavering and absolute passion and respect for NACADA, our members, and the strategic goals we are collectively working to achieve, (2) my experience leading large scale organizational change, and (3) my background and training in organizational development and excellence combined with talent for matching people’s abilities and expertise with organizational needs.
The field of academic advising is at a crucial crossroads right now where institutional and systemic leaders are realizing the potential that can be achieved through our practice. At no other time in history has it been more important for advising experts to be involved in how this potential is realized. Without the voice of advising experts, we run the risk of being seen as a “retention tool” rather than as key educators who work in tandem with other key educators to help students realize and actualize their goals and outcomes.
I...
My interest in serving as your President is primarily influenced by three things: (1) my unwavering and absolute passion and respect for NACADA, our members, and the strategic goals we are collectively working to achieve, (2) my experience leading large scale organizational change, and (3) my background and training in organizational development and excellence combined with talent for matching people’s abilities and expertise with organizational needs.
The field of academic advising is at a crucial crossroads right now where institutional and systemic leaders are realizing the potential that can be achieved through our practice. At no other time in history has it been more important for advising experts to be involved in how this potential is realized. Without the voice of advising experts, we run the risk of being seen as a “retention tool” rather than as key educators who work in tandem with other key educators to help students realize and actualize their goals and outcomes.
I am experienced in these types of conversations and initiatives and am actively involved at the state and national level in helping to form and direct positive movement focused on key advising outcomes. The partnerships I have made and continue to make can further empower this important work and allow me as NACADA President to further our progress.
Platform Statement: Part IV
4. Please describe how you will work to promote the enhancement of inclusivity throughout (or within) the association. (1500 characters or less)
Who is not in the room? What voices are not represented? Why is that? These are necessary questions for any organization, but they are only starting points. The real work lies in determining the barriers, both visible and invisible, that can hinder advising professionals across the vast array of intersections of identity from fulling thriving in NACADA. What policies or processes could have unintended consequences? What approaches can we take to be more inclusive across our broad global spectrum? These are the questions that as President I intend to make sure we continue to ask. Enhancing inclusivity, engagement, belonging, and equity are core to our foundation as an association. Our collective future depends on continuing to look in the mirror and constantly appraising where we are at, where we want to be, and how we continue forward momentum. I will continue to support the work of the association focused on enhancing the diversity of leadership, but also the diversity of our representative...
Who is not in the room? What voices are not represented? Why is that? These are necessary questions for any organization, but they are only starting points. The real work lies in determining the barriers, both visible and invisible, that can hinder advising professionals across the vast array of intersections of identity from fulling thriving in NACADA. What policies or processes could have unintended consequences? What approaches can we take to be more inclusive across our broad global spectrum? These are the questions that as President I intend to make sure we continue to ask. Enhancing inclusivity, engagement, belonging, and equity are core to our foundation as an association. Our collective future depends on continuing to look in the mirror and constantly appraising where we are at, where we want to be, and how we continue forward momentum. I will continue to support the work of the association focused on enhancing the diversity of leadership, but also the diversity of our representative members as a whole. In addition, as NACADA President I would charge the inclusion and engagement committee with broader responsibility and scope in identifying areas, policies, and processes where we have potential to make impactful organizational change.
Past Involvement in NACADA
5. Outline your past involvement in NACADA:
a. Years in NACADA
b. National Offices Help and Accomplishments Achieved
a. Years in NACADA (15 years)
b. NACADA Elected and Appointed Positions
Global Office Positions
Board of Directors 2017-2020
Co-chair of Diversity & Inclusion Committee Task Force 2017
Council – Administrative Division Rep 2014-2017
Chair – Finance Committee 2012-2014
Region 8 Chair 2008-2010
Member – Finance Committee 2006-2008
Member – Career Services 2006-2008
Region 8 Budget Chair 2004-2008
Co-Chair – Region 8 Conference 2005-2006
Key Accomplishments:
Excellence in Academic Advising – Currently serve as a member of the implementation team for the NACADA/John Gardner Institute Excellence in Academic Advising partnership.
Diversity & Inclusion Committee Task Force – Co-chaired committee responsible for updating global diversity statement and working with Diversity Committee to create the 2017 Inclusion and Engagement Committee.
Reinvention Collaborative – Served as NACADA representative in the creation of new partnership...
a. Years in NACADA (15 years)
b. NACADA Elected and Appointed Positions
Global Office Positions
Board of Directors 2017-2020
Co-chair of Diversity & Inclusion Committee Task Force 2017
Council – Administrative Division Rep 2014-2017
Chair – Finance Committee 2012-2014
Region 8 Chair 2008-2010
Member – Finance Committee 2006-2008
Member – Career Services 2006-2008
Region 8 Budget Chair 2004-2008
Co-Chair – Region 8 Conference 2005-2006
Key Accomplishments:
Excellence in Academic Advising – Currently serve as a member of the implementation team for the NACADA/John Gardner Institute Excellence in Academic Advising partnership.
Diversity & Inclusion Committee Task Force – Co-chaired committee responsible for updating global diversity statement and working with Diversity Committee to create the 2017 Inclusion and Engagement Committee.
Reinvention Collaborative – Served as NACADA representative in the creation of new partnership with the Reinvention Collaborative (a consortium of public universities focused on improving undergraduate education).
Council – Worked with administrative division chairs to create an enhanced yearly reporting and collaboration cycle. Co-created structure for creating yearly goals for administrative division.
Finance Committee – Helped redesign financial reporting format for NACADA to enhance understanding and transparency for members. Redirected focus of committee to long-term financial planning activities.
ANNUAL GLOBAL CONFERENCE PRESENTATIONS:
Preconference: Advocating for Academic Advising: Approaches for Meaningful Campus-Wide Change; 2017 NACADA International, Sheffield, UK
Preconference: Advocating for Academic Advising: Approaches for Meaningful Campus-Wide Change; 2017 NACADA International, Sheffield, UK
Inclusive Advising: Turning Indicators of Risk into Opportunities for Success; 2016 Reinvention Collaborative Conference, Arlington, VA
Advocating for Academic Advising: Approaches for Approaches for Meaningful Campus-Wide Change; 2016 NACADA Annual Conference, Atlanta, GA
Advocating for Academic Advising: Approaches for Meaningful Campus-Wide Change; 2016 NACADA International Conference, Dubai, UAE
Academic Advising Delivery Models: Implications for First Year Student Outcomes; 2014 NACADA Annual Conference, Minneapolis, MN
Engineering 1,000: Implementing a large scale Activity-based orientation program; 2011 NACADA Annual Conference, Denver CO
Advising Pathways – When I grow up I want to be a College Advisor; 2009 NACADA Annual Conference, San Antonio, TX
Retention & Advising: Unveiling the mysterious link; Voted “Best of Region”, 2006 NACADA Annual Conference, Indianapolis, IN
Impacting first year student persistence: Departmental orientation & advising can Make a difference; 2006 NACADA Annual Conference, Indianapolis, IN
SELECT PUBLICATIONS:
McFarlane, B. (2017). Mandatory Advising, yes or no?. Academic Advising Today, 40(4). Retrieved from: http://www.nacada.ksu.edu/Resources/Academic-Advising-Today/View-Articles/Mandatory-Advising-Yes-or-No.aspx
McFarlane, B.L. & Thomas, C.C. (2016). Advocating for academic advising. In Grites, T.J., Miller, M.A., & Givans Voller, J., Beyond Foundations: Developing as a Master Advisor. San Francisco: Jossey-Bass.
McFarlane, B.L. (2013). Academic advising structures that support first-year student success and retention (Doctoral dissertation). Retrieved from http://pdxscholar.library.pdx.edu/open_access_etds/1044/
McFarlane, B. (2009). Advising and student persistence: The pressure rises. Academic Advising Today, 32(1). Retrieved from: http://www.nacada.ksu.edu/Resources/Academic-Advising-Today/View-Articles/Advising-and-Student-Persistence-The-Pressure-Rises.aspx
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