DONOR LEVELS

In the Summer issue of College Services, the NACAS Education Foundation will recognize our past and current donors at the Giving Levels recently established by the Board.    We appreciate that many of you through annual donations have supported the Certification Task Force, webcast programs, and the Institutes for Managers, and the Education Foundation wants to recognize your ongoing support.

Our Giving Levels include Individuals and Business Partners and recognize both Annual Giving as well as Lifetime Giving.  The Giving Levels include:

The NACAS Education Foundation Board wants to thank everyone for their participation and support for NACAS and the NACAS Education Foundation.

UAB names Farley director of Academic and Student Services Operations

BIRMINGHAM, Ala. – The University of Alabama at Birmingham has named Carolyn E. Farley director of Academic and Student Services Operations effective June 1, 2011.

Farley comes to UAB after almost 14 years with the University of North Carolina Wilmington (UNCW), where she has been executive director of campus life since fall 2007. In her role at UAB, a new position, Farley will direct strategic planning and logistics for campuswide student support services and be responsible for overseeing operations of the Hill University Center, Campus Recreation Center, Campus Dining and Residence Life. She also will play a key role in leading the renovation and expansion of Hill University Center.

"During Carolyn’s time at UNCW, she supervised a wide range of student life and facility operations and coordinated program planning through construction of a $43 million student center project," said Harlan Sands, vice provost for Administration and Quality Improvement, to whom Farley will report.

"I am confident that her broad experience and significant achievements in student services operations will contribute greatly as we continue to enhance student services for our growing student population," Sands said.

A graduate of Vanderbilt University with a bachelor’s degree in English, Farley received her Master of Science in College Student Personnel from Indiana University. She has published extensively, presented at numerous international and national conferences and is a founding convener of the North Carolina Union Directors Consortium. Prior to her time at UNCW, where she also served as director of the university union, Farley held various student affairs positions at Virginia Commonwealth University.

About UAB
Known for its innovative and interdisciplinary approach to education at both the graduate and undergraduate levels, the University of Alabama at Birmingham is the state of Alabama’s largest employer and an internationally renowned research university and academic health center; its professional schools and specialty patient-care programs are consistently ranked among the nation’s top 50. Find more information at www.uab.edu and www.uabmedicine.org.

Sodexo University Receives ASTD Excellence in Practice Award for Training Program

"Come Alive with Sodexo" Training Prepares New Managers for Immediate Success

GAITHERSBURG, Md., March 2, 2011 - Sodexo was named a recipient of the 2010 Excellence in Practice Award from the American Society for Training & Development (ASTD) for its Sodexo University course, "Come Alive with Sodexo." Sodexo is one of 16 organizations selected to receive the award, out of a record 182 entries. Sodexo University will be recognized along with other winners on May 23 at an awards ceremony at the 2011 ASTD International Conference & Exposition.

ASTD is the world's largest professional association dedicated to the training and development field.  The Come Alive with Sodexo program was recognized in the Workplace Learning and Development category. The Excellence in Practice Awards program recognizes organizations for results achieved through learning and development practices and solutions. Awards are presented to organizations with proven practices that have delivered measurable results in achieving organizational goals.

"The strategic value of learning will heighten as our change tempo increases. As our company moves ahead on a number of key change initiatives, including our evolution to comprehensive service solutions, we will rely on the outstanding development programs offered by Sodexo University to give our leaders what they need to drive this change," said George Chavel, President & CEO, Sodexo North America.

Come Alive with Sodexo offers just-in-time training that helps new Sodexo managers flourish and grow throughout their first year. The program introduces employees to the company, its strategy, required compliance training, software applications training, critical operations functions, management techniques and self development.

In addition to helping new managers learn the roles and responsibilities of their new position, the training is aligned with Sodexo's 11 core competencies and company mission, vision, core values and strategy. With this new orientation approach, managers are able to get an immediate connection to the organization on the first day of employment, and explore initiatives that foster an inclusive culture, including networking, diversity and philanthropic initiatives. This early exposure positions managers to contribute to the organization in a more comprehensive way at a more rapid pace.

The flexible, blended learning approach includes four interactive online courses and an engaging two-day, instructor-led class that stimulates business networking and high-quality interaction with peers and senior leaders. Senior leadership and other high-level executives serve as guest speakers during the two-day classroom sessions. This provides senior executives with an opportunity to connect to managers and gain perspective at the grass roots level. Sixty classes are conducted each year in 10 cities across the United States.

Program participants and managers report that the training has significantly increased Sodexo's ratings for employee productivity and for employee and customer satisfaction. In addition, the training and skills for this program can be applied to the job quickly, with more than 90 percent of participants reporting that the training can be applied to their job within the first month.

Sodexo University offers diverse learning opportunities specially designed to help employees—front line and management—succeed and grow.  Flexible options include self-study, instructor-led classes, online learning, and partnerships with other organizations.  Employees can earn college credit for Sodexo management training, complete degree programs through Sodexo partnerships with educational institutions, or learn new skills to help them get on a path to promotions and higher pay.  Sodexo University also provides employees access to more than 1,200 books, videos, DVDs and CDs so they can explore a wide range of personal and professional interests.

About Sodexo
Sodexo, Inc. (www.sodexoUSA.com), leading Quality of Daily Life Solutions company in the U.S., Canada, and Mexico, delivers On Site Service Solutions in Corporate, Education, Health Care, Government, and Remote Site segments, as well as Motivation Solutions such as Esteem Pass. Sodexo, Inc., headquartered in Gaithersburg, Md., funds all administrative costs for the Sodexo Foundation (www.SodexoFoundation.org), an independent charitable organization that, since its founding in 1999, has made more than $15 million in grants to fight hunger in America. Visit the corporate blog at www.sodexoUSA.com/blog.

Southwestern Oregon Community College and CardSmith Launch New Laker One Card

February 7, 2011

Coos Bay, OR:

Southwestern Oregon Community College (SWOCC) and campus card service provider CardSmith are pleased to announce the launch of a new campus ID card program for the SWOCC campus community. The new Laker One Card is the college’s new official ID card and the key to campus facilities and services including door and meal plan access. CardSmith’s SaaS transaction solution is now processing meal plan transactions at the college’s dining hall. Southwestern is in the process of issuing new Laker One Cards to all students, faculty and staff with a CardSmith-supplied card production system.

Laker One Card will have a secure "24/7 Account Center" where cardholders can view meal plan transactions and balances, manage account information, and more. The College is evaluating the expansion of card acceptance to other areas of campus including pay-for-print stations and other applications.

"Southwestern is very pleased to be bringing this upgraded service and convenience to our campus community" said Jeff Whitey, Director of Housing. "The new card program will make our campus more efficient and provides us a platform to easily expand to applications beyond dining. We chose CardSmith because their SaaS transaction processing service easily and economically supports both our current and future processing needs, and because they have expertise in building card programs with campuses like ours. The transition has gone very smoothly thus far, and we are looking forward to implementing the next phase of expansion."

"CardSmith is very pleased to be working with Southwestern Oregon Community College," said President Jay Summerall. "Jeff and the SWOCC team have been very good business partners, and we are looking forward to helping grow the Laker One Card program in the months and years ahead. CardSmith is expanding rapidly in the community college market, and we plan to continue to develop our technology and services to meet the needs of this important segment. We’re also pleased to continue our growth in the Pacific Northwest region."

About CardSmith:
CardSmith is a campus card solutions company serving educational institutions, campus service providers, cardholders, card-accepting merchants, private label card issuers, and closed loop communities nationwide. The company provides the market’s only SaaS transaction management solution and turn-key card program management service, delivering superior capability, service and performance for less than 50 percent of the cost of proprietary card systems.
For more information, visit www.card-smith.com.

About Southwestern Oregon Community College:
Southwestern Oregon Community College was founded in 1961 and is the only public, postsecondary institution in its region. With almost 12,000 students annually, the institution offers two-year transfer programs, one and two-year career and technical programs, short-term training occupational programs, adult education, a high school diploma program and enrichment courses.
For more information on Southwestern Oregon Community College, visit www.socc.edu.

Integrating a Higher Education Case Study into the Senior Leadership Forum Curriculum

At the conclusion of the 2010 Senior Leadership Forum, participants were polled on a number of aspects of the 2 ½ day event including the classroom experience. Based on the comments received, we are pleased to announce that the 2011 Forum will include a new case study and workshop spotlighting the U.Va. Newcomb Hall Dining Room Renovation and Bookstore Expansion project, complemented by an in-depth facility tour of the project currently underway. Analyzing this project through the unique lens of the auxiliary leader, the case study, which will be required reading prior to participation in the Forum, will provide the background information examining the complex environment surrounding project development teams during the early planning stages leading up to "shovel in the ground." It exposes issues, suggests remedies, and provides tools and techniques for managers to consider during future projects. The facility tour will be led by senior U.Va. project principals with direct and deep knowledge of the specific challenges related to the project. Since this project remains unfinished, the information shared will be fresh and current and the learnings rich and applicable for attendees. In the workshop following the tour, Forum faculty will analyze the project and the case applying decision-making, stakeholders, culture, and leadership theory to the actual events surrounding the project.

On behalf of the faculty of the McIntire School of Commerce Executive Education program and our NACAS partners, we hope to see you in July at this year’s Senior Leadership Forum. This new case study, tour, and workshop aspect will build a memorable bridge from the Forum classroom to the "real world" experiences of auxiliary leaders.

NACAS Case Study Outline:
Decision Making in Higher Education Auxiliary Construction Projects

The Context
Over the past decade, Higher Education Auxiliary Services have experienced increased financial and programmatic pressure. Decline in state financial support is forcing institutions and service units to revisit budget models and service delivery strategies. Auxiliary units operate in a changed environment as enrollments increase to meet legislative mandates creating both new opportunities and demands on housing, dining, bookstore, parking and transportation, and student services. As a consequence, careful navigation of the buy/build, self-operate/outsource, renovate/build new value propositions becomes even more critical. In this case, the University of Virginia’s recently launched Newcomb Hall Student Center Renovation and Dining Hall Expansion projects are used as a backdrop for the exploration of the issues related to major auxiliary services project decision-making.

Institutional Background
The University of Virginia is a doctoral research I-extensive university located in Charlottesville, Va. The university enrolls approximately 21,000 students, of which 14,000 are undergraduates. Eighty percent of the undergraduate student population lives either on the University Grounds or within one square mile of the university.

The Case Study
Within the broader context outlined above, the case will focus on the activities leading up to the first "shovel in the ground" on a multi-phase, multi-stakeholder project launched at U.Va. The events beginning with the earliest conceptual discussions, through assembling and managing the project planning team and significant mid-stream scope changes will be explored from the perspectives of decision-making, stakeholders, culture, and leadership. All critical organizational and management concepts will be viewed through the unique lens of auxiliary managers. Particular attention will be given to the original and final timelines/costs, managing a fluid lineup of stakeholders over an extended period of time, how institutional culture and politics influenced project management, how enrollment planning was integrated–or not–into the plans, and how multiple units within the university (e.g. Business Operations, Student Affairs) worked together to develop the project currently underway.

Issues to be Examined
This case study will highlight a number of key planning and management issues:
• Project needs assessment and feasibility analysis.
• Progressing from needs assessment and feasibility analysis to project concept and initial scope of work.
• Determining key decision drivers.
• Relevant data and cost/benefit analysis in making project plan decisions (e.g. to renovate or build new; remain operational or close during construction).
• How institutional politics, stakeholders, change and the practical realities of planning influence projects.
• Managing multiple central service providers (Office of the Architect, Facilities Management, Budget Office, etc.) and how their work impacts the project planning team.
• Managing competing project needs derived from different owner groups.

Summary
This case will examine the complex environment surrounding project development teams during the early planning stages. The unique conditions auxiliaries work under make their projects particularly difficult to manage. When examined through the lens of the U.Va. project, this case exposes issues, suggests remedies, and provides tools and techniques for managers to consider during future projects.

Learn more and register here.

Experience the camaraderie of the Senior Leadership Forum, an exclusive Executive Education program for auxiliary leaders, while learning from world class faculty at one of the top ranked college business programs in the nation.

July 20-23, 2011
Charlottesville, VA
McIntire School of Commerce at the University of Virginia

  Are You Indispensable at Work?
  Article By Robert B. Tucker, Opening General Session Speaker from the 2010 NACAS Annual Conference

In a time of economic disruption, unprecedented downsizings, budgetary cutbacks and the constant produce, budgetary cutbacks and the constant pressure to outsource more and more routine functions (and the employees who perform them), advice on professional survival always seems to convey the same tired message: Be visible. Don't make enemies. Brown nose the boss. And work even harder.

In reality, you are already working hard. Simply working harder will not be enough, and may lead to a burnout. Relying solely on your functional skills and expertise will not be enough to make you difficult to replace. And your years of experience on the job may not have the cachet they once did either.

The good news is there is something you can do to take charge of your career, if you're willing to consider it. Based on research and interviews with 43 standout employees whom peers, bosses and colleagues identified as indispensable, I believe the only way to become more valuable to your organization—and have incredible job satisfaction in the process—is to focus on mastering a new set of strategic skills.

Help Wanted: I-Skills Required

To help you succeed, you need to build and unleash a new set of skills in your work and in your life: Innovation Skills, or I-Skills for short. While organizations around the world are shedding jobs, they are suddenly, desperately in need of professionals with the abilities and skills to deliver unconventional results: to slash costs without sacrificing service, to add unique value that keeps current customers loyal and helps close new business.

Innovation is about more than inventing new products and services. Today, it's about figuring out how and where to add value where you are and where you work. Innovation is the act of coming up with ideas and successfully bringing them to life to solve problems and create opportunities. It's also about bringing your total self to the work you do—and thriving amidst the chaos of changing times. As one manager we interviewed in our research expressed it, "I've never felt such satisfaction doing my work as I do now. I get to work with a really great team of people and I'm having the time of my life."

Based on 20 years experience as an innovation consultant and coach, and on 43 interviews for an upcoming book, here are the seven fundamental I-Skills you need to master to make yourself indispensable in today’s hyper competitive world.

1. You Embrace the Opportunity Mindset.

Where others see problems, you see potential. When others bog down in endless details, you climb up to the roof to see the big picture. In other words, you realize that perspective determines everything.

My friend Mark Sanborn, motivational speaker and author of The Fred Factor, found he had a growing aversion when the phone rang. So hewrote the words "obligation or opportunity?" on a Post-It note beside his phone. Every time he picks up the phone, he does so with an attitude of service, gratitude and positive expectancy.
To shift perspective, challenge yourself to come up with solutions, see the big picture, and unleash creativity. Ask yourself: what are 10 ways to address this problem? Or: what are 10 things that are working well in my department right now?

2. You are Adept at Assaulting Assumptions.

Ever overheard yourself utter the words "there's got to be a better way"? If so, you challenged the belief that the status quo is the best or the only way—and you invited new thinking. Innovators challenge personal, professional and industry assumptions in order to breed new unfettered thinking.

Years of experience in an industry can be a detriment to assumption assaulting. "It's always been done that way" or "we tried that (new approach) and it didn't work" are often blocks to freely asking such questions as "I wonder if we..." or "what would an entirely different way of handling this situation look like?"

Experience can infect us with biases that blind us to new possibilities. Press your reset button, both on a mental and emotional level, and start the questions flowing. And remember: innovation begins where assumptions end.

3. You Have a Passion for the End Customer.

Steve Jobs designs products that rock people's world. How? By getting vast teams of specialists to collaborate and understand that second-best efforts will be unacceptable. He’s not going to settle for anything less than awesome.

You and I also create "products" for a living. That event you're planning for Orlando is a product. The new cost-reduction initiative you're contributing is a product. Even that email memo you sent out five minutes ago is a product. Everything you create is your product—and every product has a customer.

Like the iPod, the iPhone and the iPad, the best products are those that anticipate the customer's need and offer a superior solution.

To turn your products into icons of your indispensability, strive to acquire empathy for the end customer and force yourself to listen deeply to what that customer wants to accomplish. Step outside the bubble of your culture, interact with enough people, and be fascinated with what they say. This will give you a sense of what the outside world thinks, feels, and perceives about your organization, as opposed to what people inside assume.

4. You Think Ahead of the Curve.

Ever try walking around in the dark without a flashlight? It's an unsettling feeling and can often lead to bumps and bruises if you walk straight into something you couldn't see. In today's hypercompetitive world, you need your own version of a flashlight. Things happen fast when you aren't paying attention. With your flashlight in hand, however, you will find things do not happen quite so suddenly. By developing the ability to track emerging trends, and to assess and interpret the changes as they relate to your world, you are positioned to transform them into new opportunities and strategize advantage for yourself, your organization and your career.

5. You Continuously Fortify Your "Idea Factory."

Everybody has ideas, but only a few know how to keep their "idea factories" fortified to churn out a wealth of them on a consistent basis, when and where needed. Here are some suggestions.

Enhance your creative environment. Turn your office into a creative place to brainstorm ideas. Or, find your inspiration outside the office.
Know when to unitask. People think they're more productive when they are working on multiple tasks at once, but research shows otherwise. Michelangelo didn't multitask when he was in full creative mode. Neither should you.

Practice at creativity. It's not a gift from the gods, but the result of preparation, routine, discipline.

Get in the habit of downloading your ideas. If you don't capture it the minute it strikes, you're unlikely to act on it later. The mind is terrific for coming up with ideas but an equally terrible storage device.

6. You Are Considered a Standout Collaborator.

If you're a genius in your area of expertise, but your collaboration skills are lacking, you'll never achieve your potential, and you'll never become indispensable. To collaborate is "to work together, especially in a joint intellectual effort." Collaborative teams are how big projects actually get done.

7. You are Adept at Building the Buy-in.

Selling new ideas has always been about surmounting obstacles, overcoming objections and gaining commitment for change. How do you accomplish this? Isolate the benefits and solicit feedback from friends, mentors and others you trust. Then, think about the innovation style of the person or persons you'll be presenting your ideas to. For instance, if your audience is more "big picture" oriented, don't bog them down with details. Use their hot button words. Innovators use familiar language.
Be persistent. The 3M team responsible for launching Post-It Notes was growing desperate. Senior Management was threatening to kill the product as a loser. Nobody was buying it. Then, individuals took suitcases of the little stocky pads and handed them out to passersby's in the city of Richmond, Virginia. That was the turning point. People started sticking them everywhere and began asking for them at retail stores. The new product took off like a rocket.

Summary

Innovation is everybody's business who wants to thrive and prosper in a time when the economy is in such flux. Start thinking about these skills as they relate to your job, the projects you are completing right now, and the initiatives you want to suggest should be next on the agenda. Master the mindset, skillset and toolset of the innovator, and soon your reputation for results will precede you wherever you go.

Robert B. Tucker is president of The Innovation Resource Consulting Group and author of Innovation Is Everybody’s Business, available now! He can be reached at (805) 682-1012 or via email at rtucker@innovationresource.com

We are excited to announce the winners of the NACAS College Services magazine Student Author Contest for 2010, sponsored by Sodexo:

1st place:  Rosetta Lee, University of Alabama
2nd place: Samantha Zastrow, University of Wisconsin, River Falls
3rd place:  Jessica Sacco, University of Massachusetts

Congratulations to all!

Don’t miss a single day of your NACAS membership and benefits!  2010-11 memberships end June 30, 2011, so start your renewal process now.  Visit nacas.org/renew to renew and update your membership information, or simply contact our national office.  Any changes to your institution’s member representatives can be emailed to info@nacas.org.

Please note, hard copy invoices are in the mail so you should receive any day now.  Thank you!

As in the preparations throughout pregnancy, each of your auxiliaries spend many months gearing up for the "birth" of a new project or operation, balancing budgets, or welcoming a new class of students.  Why do we spend endless hours worrying that our decision to launch this new operation is correct or if the materials or resources we’ve collected are the right ones to move a project forward?  Will we have the right tools in place to maintain the operation?  Who will we call upon should we have questions or hiccups along the way?

My hope is that each of you connects with your 2,400 NACAS peers in cases such as these. You’ve met colleagues at NACAS conferences or professional development events.  You’ve learned new answers by participating in the NACAS on-line community discussions.  You’ve read an article in College Services magazine that sparks a new idea for your auxiliaries.  You know there is strength in numbers; you know you can find support from colleagues who have perhaps stood in your shoes tackling similar auxiliary questions.

Many of you have also connected with my family to show my husband and I support as we learn to become parents.  Your advice, listening ear, and suggestions on parenting resources have been a valuable asset during our preparation process.  Just like your nerves that seem frayed until the new operation is open and fully functional, we continue to have first-children jitters.  You have reassured us of the normalcy of this state and promised that the skills we have learned through our affiliation with NACAS will keep us strong and confident.

I cannot thank my NACAS colleagues enough for their care and concern throughout my pregnancy.  The arrival of our baby girls is imminent and the strong connections in NACAS are apparent.  While I will miss the NACAS Annual Conference in October, I wish all of you well in the "birth" of your new auxiliary endeavors throughout the summer and fall.

Sincerely,
Abby Tammen, CMP
Associate Executive Director