The Vice President shall, in the absence, disability, or inability to act of the President, perform all duties and exercise all powers of the President. The Vice President shall convene the NACADA Council, perform the duties customary to this office and such additional duties as directed by the President or Board of Directors. The Vice President serves as a liaison to the Council to assure that the Board has full benefit of the discussions/issues as discussed by the Council and that the Council has the benefit of knowing the priorities of the Board of Directors.
Vice President (one-year term, October 2018 - October 2019) - The only eligible nominees for this position in this election are: Michael "Brody" Broshears, Erin Justyna, Kerry Kincanon, Brett McFarlane, and Nancy Roadruck.
Kerry H Kincanon
Oregon State University Corvallis, OR
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)
It was my privilege to serve from 2014-2016 a member of the NACADA Council via my role as elected Administrative Representative. Being on the Council taught me that achieving our strategic goals and NACADA’s effectiveness as an organization is in part dependent on having three high-functioning, collaborative divisions. The Advising Communities, Regional, and Administrative Divisions create spaces to advance the profession and knowledge base of academic advising, and those divisions working in concert is a powerful thing. My first priority as Vice President would be to be a good facilitator – a shepherd to those processes, partnerships, and solutions that would abet the collective work, transparency, and collegiality among the three divisions, the members who make them go, and their respective liaisons at the Executive Office level. I also would help Council leadership identify places where their work can contribute to or augment the organization’s efforts to achieve the strategic...
It was my privilege to serve from 2014-2016 a member of the NACADA Council via my role as elected Administrative Representative. Being on the Council taught me that achieving our strategic goals and NACADA’s effectiveness as an organization is in part dependent on having three high-functioning, collaborative divisions. The Advising Communities, Regional, and Administrative Divisions create spaces to advance the profession and knowledge base of academic advising, and those divisions working in concert is a powerful thing. My first priority as Vice President would be to be a good facilitator – a shepherd to those processes, partnerships, and solutions that would abet the collective work, transparency, and collegiality among the three divisions, the members who make them go, and their respective liaisons at the Executive Office level. I also would help Council leadership identify places where their work can contribute to or augment the organization’s efforts to achieve the strategic goals. Last year the Board and Council worked through a benchmarking exercise with the strategic goals and prioritized points for a structural assessment of the organization. Many of the tasks that emanate from this strategic planning in the next few years will fall upon the Council leadership and the members of their respective Divisions. As Vice President, I would want to be in the trenches with these folks next year as they initiate and execute this important work.
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)
While I’m happy and proud of my work within the Administrative Division of NACADA and in my time on the Region 8 steering committee, I’m most proud of working with my advising colleagues at Oregon State University to develop the initial Advising Vision, Mission, Values, Goals, and Outcomes for our campus. The by-product of this process has led to institutionalized resources to aid students and advisors and has led to greater investments in advising technology and human resources on our campus. It has also contributed to greater collegiality and collaboration amongst advising units on our college-centric, decentralized campus. While I can easily look at the vestiges of this process and say, “I thought of that” or “I wrote that,” frankly none of my individual efforts or those of any of my colleagues would have seen the light of day without the collective working through multiple stages towards a greater whole. What we started in 2005 initiated a culture of continuous development...
While I’m happy and proud of my work within the Administrative Division of NACADA and in my time on the Region 8 steering committee, I’m most proud of working with my advising colleagues at Oregon State University to develop the initial Advising Vision, Mission, Values, Goals, and Outcomes for our campus. The by-product of this process has led to institutionalized resources to aid students and advisors and has led to greater investments in advising technology and human resources on our campus. It has also contributed to greater collegiality and collaboration amongst advising units on our college-centric, decentralized campus. While I can easily look at the vestiges of this process and say, “I thought of that” or “I wrote that,” frankly none of my individual efforts or those of any of my colleagues would have seen the light of day without the collective working through multiple stages towards a greater whole. What we started in 2005 initiated a culture of continuous development and improvement that still very much lives and breathes on my campus today. The leadership attributes I cultivated and exhibited during that process were a commitment to collaboration, a commitment to excellence, a commitment to follow-through on innovation, and a commitment to the belief that quality advising plays a vital role in student success – all of which would serve me well as Vice President of this association.
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) I’ve been a member of NACADA since 2000, and my tenure as Administrative Division Representative and Council Member from 2014-2016 were absolutely the highlight of my sixteen years with the organization. I’m running for Vice-President because I would relish the opportunity to work with the Council in a new capacity. The three Divisions do heavy lifting for NACADA and that suits my interests. While I have talents for and enjoy process development and big-picture thinking, I like productivity and working with a group of do-ers to get things done. I’m energized by the direction of NACADA right now with our new Research Center and our emerging external partnerships, and I’m all in when it comes to the betterment of the organization and the profession I love. The work of the Council is critical in shaping NACADA as pivotal first-responder to the advising and student success concerns in today’s global higher education landscape, and I want to be a part of that work next year.
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)
NACADA doing the hard and necessary work of inclusivity, equity and justice could not be more important in the dynamic and sometimes unsettling campus climates that many NACADA members currently face. If we can foster the talent of our membership, it contributes to both a sustainable organization and a diverse, international pool of higher ed leaders who help produce an incredible human resource: college graduates. Personally, NACADA helped me gain traction as a young professional, which in turn has sustained me and made me a better advisor. I also recognize that I had a lot of privilege in that pathway in that I had a supportive supervisor, regional mentors who took an interest in me, and the financial means to contribute to the expense of my professional engagement when my institution couldn’t. Not every advisor carries that privilege, which is why it is important that NACADA provide multiple pathways to engagement, development and leadership. If we are, as Dafina-Lazarus Stewart...
NACADA doing the hard and necessary work of inclusivity, equity and justice could not be more important in the dynamic and sometimes unsettling campus climates that many NACADA members currently face. If we can foster the talent of our membership, it contributes to both a sustainable organization and a diverse, international pool of higher ed leaders who help produce an incredible human resource: college graduates. Personally, NACADA helped me gain traction as a young professional, which in turn has sustained me and made me a better advisor. I also recognize that I had a lot of privilege in that pathway in that I had a supportive supervisor, regional mentors who took an interest in me, and the financial means to contribute to the expense of my professional engagement when my institution couldn’t. Not every advisor carries that privilege, which is why it is important that NACADA provide multiple pathways to engagement, development and leadership. If we are, as Dafina-Lazarus Stewart suggests in zir insightful Inside Higher Education essay from last March, to enact true cultural change in our organization with regard to our efficacy for all members, we need to think in terms of equity and justice. I'm committed to this being a perpetual agenda item and to NACADA finding better ways to create equitable pathways for engagement. We need to assure that everyone who wants to be in the NACADA room has an entry point and a voice.
Past Involvement in NACADA
5. Outline your past involvement in NACADA:
a. Years in NACADA
b. National Offices Help and Accomplishments Achieved
a. I’ve been a NACADA member since early 2000, nearly 18 years.
b. Association-Level Offices Held: Board of Directors Member – 2016-19 • Administrative Division (AD) Chair and NACADA Council Member – 2014-2016 • Awards Committee - Member since May 2006; Oversight Committee 2008-2010; Chair Fall 2011-Fall 2013 – Accomplishments: Board of Directors – Worked with fellow Board of Directors and Council members to refine NACADA’s strategic goals and establish an initial set of benchmarks and measurements for these goals. AD Chair - Worked with my fellow AD chair to amend meeting and reporting structure to help our committee and advisory board chairs identify possible partnerships and shared goals with other NACADA entities, inside and outside of the division; Along with colleagues from the Regional Division, created a workshop in 2015 for NACADA leaders to help them to initiate thinking and conversations around sustainable leadership within their region, committee, or advisory...
a. I’ve been a NACADA member since early 2000, nearly 18 years.
b. Association-Level Offices Held: Board of Directors Member – 2016-19 • Administrative Division (AD) Chair and NACADA Council Member – 2014-2016 • Awards Committee - Member since May 2006; Oversight Committee 2008-2010; Chair Fall 2011-Fall 2013 – Accomplishments: Board of Directors – Worked with fellow Board of Directors and Council members to refine NACADA’s strategic goals and establish an initial set of benchmarks and measurements for these goals. AD Chair - Worked with my fellow AD chair to amend meeting and reporting structure to help our committee and advisory board chairs identify possible partnerships and shared goals with other NACADA entities, inside and outside of the division; Along with colleagues from the Regional Division, created a workshop in 2015 for NACADA leaders to help them to initiate thinking and conversations around sustainable leadership within their region, committee, or advisory board. This resulted in tangible documentation and practices to support the recruitment and onboarding of new leaders in the Administrative Division. Along with colleagues from the Regional and Commission and Interest Group Divisions, created a workshop in 2016 for NACADA leaders to help them consider the art of explanation and strategies for better communication within their respective units or with other NACADA constituents. Awards Committee Chair -worked with the Executive Office to shepherd in the web-based nomination and review system beginning with the 2012 Awards Cycle; working with the Oversight Committee in 2012 to create distinct guidelines and criteria for the Advising Administrator Award, which we launched in the 2013 Awards Cycle; working with the Executive Office and the Awards Committee to implement refinements to the Awards Ceremony that we implemented in 2013.
c. Regional Activities/Offices
o NACADA, Region 8 Steering Committee, Oregon Liaison (2007-2010)
o NACADA Region 8 Administrative Planning Team representative (2003-2007)
o Program Chair, NACADA Region 8 Conference • Portland, OR, April 20-22 2005.
o Co-Chair, Conference Planning Team. Oregon NACADA Drive-in Conference, “Reaching All Populations: Culturally Competent Advising in the 21st Century” • Oregon State University, November 1, 2002.
Accomplishments – I was part of the inaugural Steering Committee for Region 8. I helped to create the Region Bylaws and the Regional Awards Program, and I was the first Awards Chair for the Region.
d. Etc. At the association level, I served as a member of the Video Advisory Board from 2006-2011, which oversaw the creation of the two advising training and development DVD’s, Scenes for Learning and Reflection, Vol.1 and Vol. 2. I was a member of the Professional Development Committee from 2010-2012. I also have presented on a webinar, written for the Clearinghouse served as publication reviewer, and presented at several regional and annual conferences
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