NACADA has several key strategic goals that I would strongly advocate for as a member of the Board of Directors.    Specifically, the advancement of scholarship in advising, professional development, and creating an inclusive environment that promotes diversity.  
Scholarship has the altruistic goal of advancing the profession as well as expanding knowledge.  Understandably most advisors lack the time and reward systems to devote to scholarship. I would like to look into methods for advisors to work on scholarship that are responsive to an advisor’s time constraints while advancing their work with students.   This will probably be the most challenging goal.
Professional Development is crucial for advisor success.   Not only does it refresh our energy in advising, we learn about new strategies, technologies, or theories of how to work with and understand our students.    Professional development often leads to networking which allows for meeting new colleagues, forming professional... Display More...

NACADA has several key strategic goals that I would strongly advocate for as a member of the Board of Directors.    Specifically, the advancement of scholarship in advising, professional development, and creating an inclusive environment that promotes diversity.  
Scholarship has the altruistic goal of advancing the profession as well as expanding knowledge.  Understandably most advisors lack the time and reward systems to devote to scholarship. I would like to look into methods for advisors to work on scholarship that are responsive to an advisor’s time constraints while advancing their work with students.   This will probably be the most challenging goal.
Professional Development is crucial for advisor success.   Not only does it refresh our energy in advising, we learn about new strategies, technologies, or theories of how to work with and understand our students.    Professional development often leads to networking which allows for meeting new colleagues, forming professional and personal relationships, and collaborating on scholarship, programs, and presentations.
NACADA is a family of professionals with a common goal in mind, student success.   In order to help foster success with the students the association needs to be as inclusive and diverse as the students we advise.   Learning through diversity helps us better understand, relate to, and assist our student’s success.  The association needs a diverse membership to better achieve this.    

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In 2006 I was elected as the first Chair of the Advisors Council at Illinois State University.  This group was created by the Provost to address advising issues campus wide.  I was elected twice as Chair starting 2006 to the end of my second term in 2010.  During this period I spent much of my time developing a campus wide advising vision and mission statement, establishing protocols for the Advising Council to operate under, and meeting with primary stakeholders in the advising process which included the Academic Senate, Student Government Association, and Council for General Education.  We developed an advising syllabus template for campus use and engaged in the first ever campus wide assessment of advising.   After our inaugural kickoff with Dr. Charlie Nutt as a keynote we became an allied organization of NACADA and have been ever since.  I have also chaired the Academic Advisor Training and Professional Development Committee, a subcommittee of the Council, for several years and am... Display More...

In 2006 I was elected as the first Chair of the Advisors Council at Illinois State University.  This group was created by the Provost to address advising issues campus wide.  I was elected twice as Chair starting 2006 to the end of my second term in 2010.  During this period I spent much of my time developing a campus wide advising vision and mission statement, establishing protocols for the Advising Council to operate under, and meeting with primary stakeholders in the advising process which included the Academic Senate, Student Government Association, and Council for General Education.  We developed an advising syllabus template for campus use and engaged in the first ever campus wide assessment of advising.   After our inaugural kickoff with Dr. Charlie Nutt as a keynote we became an allied organization of NACADA and have been ever since.  I have also chaired the Academic Advisor Training and Professional Development Committee, a subcommittee of the Council, for several years and am still currently active on it as professional development is something that I value greatly.  
My leadership experience on campus propelled me to similar positions in ILACADA (Illinois Academic Advisor Association), NACADA Region 5, and NACADA; The Global Community.  This experience coupled with my knowledge of the organization posits me as someone who is well equipped in leadership skills and well versed in the needs of the association to be elected to the Board of Directors.  

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NACADA is a vibrant and growing organization made up of outstanding colleagues and professionals.  It provides the tools for advisors to better do their job, opportunities to grow as professionals and scholars, and the means to network with individuals with similar goals.  Personally, I have learned a lot and grown much as an advisor because of my involvement in NACADA.   Taking a leadership position as part of the organization is way I can help other advisors utilize the opportunities NACADA provides while growing in their own ways.  
I hope to give back to the organization through leadership and service so I can help other advisors grow in the profession in the way NACADA has helped me.   One example that comes to mind pertains to an advising career ladder.   As more institutions explore the concept of a career ladder for advisors NACADA is in a keen position to be at the front of those discussions. Some topics to be discussed include what does a ladder entail, how should advisors demonstrate... Display More...

NACADA is a vibrant and growing organization made up of outstanding colleagues and professionals.  It provides the tools for advisors to better do their job, opportunities to grow as professionals and scholars, and the means to network with individuals with similar goals.  Personally, I have learned a lot and grown much as an advisor because of my involvement in NACADA.   Taking a leadership position as part of the organization is way I can help other advisors utilize the opportunities NACADA provides while growing in their own ways.  
I hope to give back to the organization through leadership and service so I can help other advisors grow in the profession in the way NACADA has helped me.   One example that comes to mind pertains to an advising career ladder.   As more institutions explore the concept of a career ladder for advisors NACADA is in a keen position to be at the front of those discussions. Some topics to be discussed include what does a ladder entail, how should advisors demonstrate knowledge and competencies in their profession for advancement, and why should institutions consider adopting a career ladder?  This is an example of the kind of discussion I would like to have if elected.  
Region 5 has provided NACADA some outstanding leaders such Michael “Brody” Broshears, Deb Dotterer, Teri Farr, and Nancy Roadruck to name a few.  I would be honored to follow in their footsteps.  
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NACADA’s Fourth Strategic Goal spells out a priority of the association’s which is to develop inclusive practices within the association.   As a leaders within the association we must maintain inclusivity in our language with members, appointments to committees or programs, our solicitation of volunteers, conference presentations, mentors, and any other involvement opportunity that a leader might have influence over.   How many of us have heard a student talk about not having an instructor, leader, or a role model who they feel represents them or understands them because their background is different?   I believe advisors want the same, leaders who represent our diverse background and complicated identities.   We need to encourage involvement in leadership positions from the spectrum of advisors in the association so when new members attend a conference, watch a webinar, or read about NACADA initiatives they see individuals they can relate to, who inspire them to stay involved in the... Display More...

NACADA’s Fourth Strategic Goal spells out a priority of the association’s which is to develop inclusive practices within the association.   As a leaders within the association we must maintain inclusivity in our language with members, appointments to committees or programs, our solicitation of volunteers, conference presentations, mentors, and any other involvement opportunity that a leader might have influence over.   How many of us have heard a student talk about not having an instructor, leader, or a role model who they feel represents them or understands them because their background is different?   I believe advisors want the same, leaders who represent our diverse background and complicated identities.   We need to encourage involvement in leadership positions from the spectrum of advisors in the association so when new members attend a conference, watch a webinar, or read about NACADA initiatives they see individuals they can relate to, who inspire them to stay involved in the organization.  We want members to be able to form a community within the association through practices that encourage such development.  
Diversity and Identity are complex concepts making the development of practices that support our diverse advisors who have multiple identities crucial in ensuring their implementation respects the advisors they are meant to support.  

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