As I prepare the overview for this issue, I am sitting in the in a warm cabin in the Sierras. It is snowing softly outside, and one can see the summer season slowly transitioning into fall, or maybe it will just jump to winter. A roaring fire crackles as I write.

In this scenario, the trees, vegetation, and animals of the mountains are planning for this transition by collecting food, dropping leaves, and carrying out other activities that will ready them for winter. How well do we do in the various transitions that occur among the students in our institutions? Are we preparing for the retirements coming soon in administrative and faculty leaders? Are we preparing incoming students for the requisite collegiate work necessary for matriculation to the next level? Are we planning for the future of our institutions as we add new facilities and ready students for new developments in our curriculum?

We are again fortunate to have Keenan and Associates agree to be the sponsor for the October issue. With a wide array of products to help districts minimize risk and workman comprehensive claims, it makes sense to plan for the future with this company. They also provide us with some insight on how to address apathy in the work place in, “The Uncounted Costs of Apathy—Re-Engaging Community College Employees.”

Succession Planning

The focus of this fall issue is the concept of succession planning in leadership development, student retention, and educational master planning. With the tremendous changes occurring in our institutions, it is imperative that we identify and plan for those who will succeeds us as leaders and help new students in the system successfully begin their journey through the educational system. They will succeed current leaders and be the leaders of the future. Overlaying all of this, we need to lay out master plans to guide current and future college leaders in the development and growth of our educational institutions.

While most studies identify succession planning with leadership, our authors stretch the concept so that we not only plan for future campus leaders, but also help students to advance, providing experiences that will allow our new students to succeed. Additionally, two processes address ways to provide a tobacco-free environment on campus and describe efforts to promote financial aid so that retention for students becomes a reality.

Look to the Future

As we look to the future, our current institutional leaders must explore ways to help upcoming faculty and administrators succeed them. With the current high number of presidential vacancies in our state and the nation, bringing new, prepared leaders into these positions requires planning, training, and mentoring. In “Building Internal Capacity,” authors McRae and Jackson describe a venue for a college to prepare future leaders through an Academy of Collegiate Excellence. McNair, in her article on “Leadership Succession Planning: a Personal Perspective,” approaches succession as an individual journey where one listens to mentors and charts her own course. Mitchell shifts gears in her article, “How Will You Know When You Get There?” She suggests that a district should begin with a well-laid-out plan to address change and growth in our institutions through an educational master plan. This document becomes very critical for new leaders as they grapple with leading an institution into the future.

Financial Aid and Tobacco-Free Campus

The issue then shifts gears to Pena’s article, “American Idol Contest Drives California Community College Financial Aid Awareness,” which outlines the need for colleges to get information to students about financial aid so they will realize that they can afford college. Besides awareness of aid, the next article drives home the need for campuses to be tobacco free. Patterson not only provides the process used at his college in “Making the Campus Completely Tobacco-free,” but also provides guidelines for others to follow suit on transforming a campus which allows smoking to one which is tobacco-free inside buildings and outside to the campus perimeters.

Book Reviews

Under book reviews, Meece provides us a peek into the new NASPA book on Student Affairs and Academic Affairs Collaboration: The Divine Comity. In his review, he shares that the Divine Comity, edited by James Cook and Christopher Lewis, centered on the “nine Circles of Academic and Student Affairs collaboration” (p 3). The contributors discuss the philosophies of collaboration and provide “success stories” that bring this concept of theory to reality for the reader. A chapter on community college collaboration is also included. Our second review is by a frequent author to the iJournal, John Baker. He explains that The Primer: El Camino College provides interested readers a series of articles from faculty, students, and administrators at El Camino College, sharing the belief that student development is the common task of all professional employees in a college.

Staff Development

The iJournal’s staff development section identifies the Northern and Southern Drive-in conferences which address “Threat Analysis and How to Use It on Campuses.” The CSSO organization is also partnering with the Community College League of California for the annual conference in San Jose, November 15-17. The CSSO association has submitted four sessions of interest to student service leaders. This statewide gathering is an excellent place to meet colleagues and to interact with classified and faculty leaders, presidents, and board members.

End Note

Our End Note is the final piece on succession planning as Padilla-Alvarado writes in “Ready or Not, Here They Come” that growing numbers of new students arriving on our campuses will need guidance, tutoring, and financial assistance to be successful. Ultimately, succession planning begins at this level. As you can deduce, succession planning is about tomorrow and requires our attention now before it is too late.

As always, comments and feedback can be sent to the editor at editor@ijournal.us. Our next issue is set for February, 2008, and articles are due by January 10, 2008.

About the Author

Edward J. Shenk, Ed.D.
Vice President of Student Services, Retired
Napa Valley College, California

Associate Professor/Program Director
Graduate Program in Education/Leadership Management
Alliant International University, California

With close to 36 years in educational administration, Dr. Ed Shenk has been a highly visible leader within California Student Services for many years. Dr. Shenk joined the faculty of the Graduate School of Education for Alliant International University in July, 2005 and began a full time assignment in 2006. He served on the executive board of CCCCSSAA (California Community College Chief Student Services Administrators Association) for fourteen years and was president of the organization in 1991-92. He represented the field by serving on many statewide committees and special task forces. He became an active member in NASPA in 1994. He served as the national chair for the NASPA Knowledge Community, Community & 2 year Colleges (2004-06) and the community college representative on the Northern Executive Council for NASPA. He is also a Board member on the California ACT Advisory Council.

Having a special interest in student discipline, leadership, quality service and professional development, Dr. Shenk was instrumental in initiating the Student Services Training Institute in 1991. Hundreds of California student services professionals have participated. He is a frequent facilitator, trainer, and speaker at local colleges and for statewide and national organizations. Most recently, he was a presenter at the NASPA National Conference in Tampa, Florida. He was recognized as the Outstanding Dean in NASPA’s Region 6 in 2002.

He began is administrative career in community colleges as a clerk-typist in 1970 and later as the first EOPS director at Grossmont College. Ed then moved to Napa Valley College where he was an administrator from 1975–2005. At NVC, he served as the Chief Student Service Officer on campus beginning in 1981 and held the position of Vice President, Student Services since 1987 to his retirement in December, 2005. His administrative assignment included responsibility as the Affirmative Action Officer and membership on the District-Faculty negotiations team. He worked with all aspects of the college and was a key advisor for three presidents at the college.

Throughout this time he continues to be active in the community as a Napa Chamber of Commerce board member/ committee chair, Ambassador and past president, Napa City-County Library Foundation board member, Napa County Hispanic Network board member, and Youth Soccer Coach. In 2002, he received a Lifetime Achievement Award from the Napa County Hispanic Network and was tapped to serve on the Napa County's Airport Advisory Commission. He was selected to be the Napa County Hispanic Network President for 2006-08.

Dr. Shenk attended San Diego State University where he received a B.A. in History and an M.P.A. in Public Administration. He earned his Ed.D. in Higher Education from the University of Oregon. His dissertation focused on the Impacts of Proposition 13 on the Missions of the California Community College. His wife, SueDee, is the Executive Director of Napa Valley Community Housing, a builder and manager of affordable housing in the Napa Valley. They have two grown sons. Living in the Napa Valley for over 30 years, Dr. Shenk enjoys wine, travel and bocce ball. He does attempt to play golf.

Dr. Shenk can be reached by email at eshenk@alliant.edu.