Moving From One Moron to Another

I have not posted anything for several years now against my better judgement. Not that I have not received a multitude of emails pertaining to how CVTC is run in this transition. It seems Mr. Barker is no better that his predecessor in honesty.

I'll not say anything derogatory about Mr. Barker, he is a self professed anti-labor anti-union lawyer of course. That was the truth mentioned above. He certainly doesn't like to tell anyone what he is doing. Interestingly, one day we will see how the lawsuits for age discrimination proceeds. Heard tell, Barker has less than six months to address the issue, if the board even knows about. So now for the facts.


Wouldn't it be Nice if Talented people can make a difference.

Imagine a career (not at CVTC) where your talent makes a difference in the world each and every day.
Imagine a work environment where your talent isn't taken for granted. We believe that people's talents should be shared - with teammates, with customers, guests, our members, and entire communities across the country, to make the world a better place.

So I guess that includes all of the outsourcing of jobs, part-time no benefit positions, no Social Security either, and of course Leadership does not experience that list of negatives. We have a labor surplus, let's use them as cheap as we can, and hire more leadership that we need. We'll create a whole bunch of warm fuzzies so everyone feels great about their job. Few will ever see a retirement, unless you're a teacher or manager. That is fair. We share, but we get what we want.

Good Luck Mr. Barker. Your past will definitely surpass your future endeavers. Lawyers are like diapers, they need to be changed on a regular basis or they will stink to high heaven.

Crossarm

Ihlenfeldt Sign Huge Multi Million Dollar Deal in 2006

http://www.sungardhe.com/about/news/PressReleases/Article.aspx?id=1220

Right from Sunguard Website How Bold and Braggard - Corrections in RED in article below.

Chippewa Valley Technical College Renews Contract With SunGard Higher Education for Managed IT Services

MALVERN, Pa., November 28, 2006 — Chippewa Valley Technical College (CVTC) has renewed its contract with SunGard Higher Education for continued support in managing its information technology. A key objective of the college is to better serve the needs of the community by training students for local high-tech jobs. Together, the college and SunGard Higher Education are using technology to help enhance learning through the use of simulation and by applying it to new fields such as nanotechnology.

In addition to managing the 40-person IT department and maintaining the college’s network, SunGard Higher Education will provide Web and central help desk services, strategic planning, academic technology support, user services and lab support, and resource development services.
CVTC does not have any IT staff left, these are all Collegis employees in Florida or in Eau Claire.

“We are pleased with the relationship we have forged with SunGard Higher Education, and we’re looking forward to its continued support as we expand the technology services we offer our students, faculty and staff,” said Bill Ihlenfeldt, president of the college. “SunGard Higher Education has proven itself to be accountable and I know we can rely on SunGard as a trusted technology partner.”

Located in western Wisconsin and a member of the Wisconsin Technical College System, CVTC initially contracted with SunGard Higher Education in 2002 for assistance in, among other things, consolidating all IT functions and staff into a single service organization under the company’s management. The variety of managed services offered by SunGard Higher Education helped the college contain costs and increase productivity while enhancing services such as helping faculty develop hybrid and online programs.

“Chippewa Valley has demonstrated innovation in so many ways, but particularly in the use of technology to help achieve its strategic objectives and to transform the manner in which its faculty teach and its students learn,” said Ed Nadworny, president of managed services, SunGard Higher Education. “It is exciting for our employees to participate in helping the college make such a positive impact on local high-tech jobs. We look forward to continuing the relationship.”

About Chippewa Valley Technical College
Based in Eau Claire, CVTC serves an 11-county area of western Wisconsin, delivering progressive technical education to nearly 5,000 FTE students per year. CVTC programs include more than 55 majors in such disciplines as business, health, mechanical, public safety and transportation and construction. Distance learning, including Internet, ITV (Instructional Television Networks), computer assisted instruction and other modes of instruction, is an emphasis. Visit Chippewa Valley Technical College’s Web site at: www.cvtc.edu.

About SunGard Higher Education
SunGard Higher Education provides software and support, systems implementation and integration, strategic consulting, and technology management services to help colleges and universities build, unify, and manage their digital campuses. Bringing together people, processes, and technology, SunGard Higher Education assists more than 1,600 customers worldwide to strengthen institutional performance through improved constituent services, increased accountability, and better educational experiences.
www.sungardhe.com.

About SunGard
With annual revenue of $4 billion, SunGard is a global leader in software and processing solutions for financial services, higher education and the public sector. SunGard also helps information-dependent enterprises of all types to ensure the continuity of their business. SunGard serves more than 25,000 customers in more than 50 countries, including the world’s 50 largest financial services companies. Visit SunGard at www.sungard.com.

Trademark information: SunGard and the SunGard logo are trademarks or registered trademarks of SunGard Data Systems Inc. or its subsidiaries in the U.S. and other countries. All other trade names are trademarks or registered trademarks of their respective holders

Mike Mathews Returns to Eau Claire For What

Live in the present

Book is 'wake-up call' to understand time reference
By Alyssa Waters
Leader-Telegram staff

Sixteen years ago Mike Mathews was living in Eau Claire and working for Cray Research. He considered himself an alcoholic.

Then, on a memorable Sunday, both he and his wife, Pam, were "saved" by God.

"I was so grateful for what the Lord did in my life," Mike Mathews said.

He studied to be a minister. After being ordained, he decided not to become a full-time pastor. Instead, he worked in rural churches part time. He continued his work with computers during those years.

In the past 16 years, Mathews has been asking himself some questions - and answering them. Now he's put his research in a book.

Mathews will sell and sign "What in Heaven and Hell Is Happening," from 10 a.m. to 6 p.m. Saturday, March 8, at Hope Gospel Mission Bargain Center.

The book focuses on the present.

"We have a tendency as humans to always live in the past," Mathews said. "Sometimes we get excited about the future and we miss the present."

Mathews, who grew up in a small town near Green Bay, went to college in Minnesota. He worked at Cray Research for 12 years.

He moved away from the area for three years and he came back to work at National Presto Industries and eventually began working for SunGard Higher Education, a company that provides technology management services to help institutions improve performance. One of his projects included working with Chippewa Valley Technical College.

Mathews now lives in Springfield, Mo., where he travels with SunGard.

Mathews said working with technology helped him to see the world was changing, but the church doesn't follow suit.

"The book in general is a wake-up call to help people understand a reference in time," he said.

People often celebrate the birth of Christ and his resurrection, Mathews said. Instead, people should be more in tune with what's happening today and how Christ will appear when he comes back.

"We need to get more in alignment with what he said he would look like more at the end of time than at the beginning of time," Mathews said.

Also, Mathews said recent weather patterns, school shootings and other worldwide destruction is God's way of shaking the world to see where people's faith lies.

Mathews said the weather patterns do not prove that God is mad, nor are they occurring because of global warming.

"In the (Bible) it's neither," Mathews said. "The reality is, every time God speaks, nature has to respond."

He said there are at least 30 references of nature's response to God's words in the Scriptures. Mathews wants to show there's a balance to both extreme ways of thinking.

"It's all good news if you take it in the context that he is coming back," Mathews said of Jesus. "We're caught up in ministry of religion - it's about faith."

Mathews also said the more production that goes into marketing the church, the more there is a reverse effect on society in relation to the church.

"It's not about music or books ... it's about faith alone," he said. "If you keep repeating the baby in the manger (story), you're missing what's happening today.

"I want to live today, I don't want to live some 2,000 years ago."

Waters can be reached at alyssa.waters@ecpc.com.

CVTC on UW's Turf

Updated: 12/3/2007

This article from EC Leader Telegram provided by Dipsy Doodle

CVTC on UW's turf

Page 38 of the Wisconsin Technical College System Policy Manual (dated September 2007) reads as follows: "To further highlight the distinctiveness of their educational missions, the UW System Board of Regents and the Wisconsin Technical College System Board agree to the following assurances: (1) the WTCS and the UW System will not seek to expand their missions into the other's statutory responsibilities; (2) the WTCS will offer only those general education courses needed for students to complete their Associate Degree programs (normally, such courses do not exceed 15 credits); and (3) the college parallel programs at Madison Area Technical College, Milwaukee Area Technical College, and Nicolet Area Technical College will continue, but college parallel programs will not be initiated in other WTCS districts." After reading the above, it appears Chippewa Valley Technical College is in violation of this policy with its Liberal Arts Associate of Science Program. This is a two-year general education program requiring 64 credits. The program video emphasizes that these credits cost less than they would at a two-year or four-year university. This program parallels the programs at the two-year universities. CVTC has the unique distinction of having three four-year universities in its district. These universities have excellent general education programs as well as quality four-year programs. If you have read my letters before, you know I believe it's time to take funding of all higher education to the state level. Until the recent budget, the UW System has had to deal with anemic budgets and major cuts over the past decade. Yet, it seems CVTC has funding to create a two-year general education program in a relatively short time. It's time for true educational funding reform. TERRY NICHOLS Colfax So now for the big question. What does Mr. Go Along with anything Bill Ihlenfeldt wants - New President Bruce Barker going to do? HE can't blame Bill, or can he. That's correct, Bruce was part of the original decision making problem. Now's the time to step up to the plate. How many more CVTC staff will this cost in jobs. Not a problem, there are more outside contractors ready to work at CVTC than CVTC has employees. Let's see, Sunguard/Collegis Maybe Manpower - Kelly Services, and the list continues.

FAST TRACK Globe University

Note from Nipsy Dandy Doodle:
Maybe if Dr. Ihlenfeldt had spent less time "outsourcing local jobs to Florida", and more time spent preparing to provide Internet classes properly, Globe would not have students driving to MN for school. Quite possibly, some actual inhouse staff providing expertise vs. calling an 800 number in Floriday might have helped. Too late, Bill, but then Bill is retiring, living off some Collegis pension most likely.


Fast track Globe University

Plans to start classes in Eau Claire in a little more than six months as part of an aggressive growth plan.
By Eric Lindquist
Leader-Telegram staff

Though the first bulldozer has yet to move dirt at the proposed site for Globe University's campus in Eau Claire, officials from the Minnesota-based private college expect classes to begin June 30.

The Eau Claire Plan Commission approved a site plan Monday for the school's 31,200-square-foot building near the northwest corner of the Interstate 94-U.S. 53 interchange. The target date for starting construction is Nov. 1.

Globe executives have yet to apply for approval from the Wisconsin Educational Approval Board for the Eau Claire campus - their first in the state - but that hasn't stopped them from planning nine other Wisconsin campuses in the next decade.

Yes, Globe is all about fast - from its ambitious startup schedule to the amount of time it projects students will need to get trained for new careers.

"Our goal is for students to come in to get training and their degree and to immediately start working in their chosen career field," said Jeff Myhre, chief operating officer of Globe University/Minnesota School of Business.

Even Globe's niche - what is known as a "career college" - is the fastest growing area of higher education, Myhre said.

Indeed, annual enrollment at career colleges - for-profit postsecondary institutions that provide professional and technical career-specific educational programs - shot up more than 17 percent from 2003-04 to 2005-06, according to the Career College Association.

Despite their apparent need for speed, Globe and its sister institution, Minnesota School of Business, hardly qualify as fly-by-night operations.

While the subject matter has changed - from topics such as penmanship and shorthand to today's business, medical and computer offerings - both have been providing specialized career training programs since they were founded more than 120 years ago.

The proposed Eau Claire branch of the Globe system will consist of one building with 14 classrooms, a library, a student commons and office space for student services, career services and administration, said Myhre, whose family bought Globe in 1972 and Minnesota School of Business in 1988.

Thanks to significant online course offerings and flexible scheduling, the campus should have the capacity to serve up to 1,000 students. Myhre projected the Eau Claire campus would graduate about 250 students annually in five years.

That expansion of training is welcome news to at least one local business community leader.

Bob McCoy, Eau Claire Area Chamber of Commerce president, said the Chippewa Valley already is fortunate to be home to several higher-education institutions, and the addition of Globe will make it a better environment for workers and employers.

"Any time you can enhance the opportunities for employees, I think it's a great thing," McCoy said. "Whenever you can get more training, regardless of your level of education, it's a chance to improve yourself and make the company you work for a better employer. We all need more education."

Older student body

Globe students in Eau Claire will be able to earn two-year associate degrees, four-year bachelor's degrees and even a master's of business administration degree.

While the college will offer all of the general education classes needed to fulfill requirements for a bachelor's degree, most of the students at other Globe campuses enroll with at least two years of transfer credits from previous degrees or from time at another institution, Myhre said. The 10 Globe University/Minnesota School of Business branches in Minnesota and North and South Dakota accept transfer credits for up to 75 percent of a degree.

"We really have our own niche," he said. "We try to service adult learners and people who really just want to get their degree and start working."

Globe campuses also serve some traditional students just out of high school.

"But if they're interested in dormitories, fraternities, football games and all of those social aspects of campus life, we don't have any of that," Myhre said. "Many of our students are married and have kids and jobs and active lives outside of school."

Nate Herrmann, who has been named campus director for the Eau Claire branch, speaks from experience when he advocates the career-college concept. He attended Globe and received an associate degree in 1998 and a bachelor's degree this year. He has worked for the system for 10 years, the last four in Utah, where Globe's owners manage two Utah Career College campuses and are preparing to launch a third.

Herrmann, serving as regional director for the Utah campuses, expects to start his Eau Claire duties in December. After growing up in Minnesota, he is looking forward to returning to the Upper Midwest.

The idea for expanding to Eau Claire came about when Globe officials noticed that some students at their Woodbury, Minn., headquarters campus were driving from Eau Claire and Menomonie.

"I think there is demand for our kind of programs everywhere," Herrmann said, noting that Globe campuses typically attract students who live within an hour's drive.

Workplace changes

A key factor in the growth of career colleges is the increasing frequency of job changes among American workers, Myhre said, adding, "These days a lot of people are choosing not to stick with one career field for their whole life."

Globe officials haven't made a final determination about what programs will be offered in Eau Claire, but preliminary plans include business administration, accounting, business management, health care management, information technology, paralegal, medical assistant, veterinary technology, massage therapy and criminal justice.

Herrmann said the career college will set up program advisory boards that will seek input from area employers about what skills they want students to have, including experience working with specific software programs.

"We don't want to be teaching students something they're not going to be using immediately upon graduation," he said.

Courses will be taught by about 10 full-time faculty members and 30 adjunct instructors - community residents who work in the field they will be teaching.

"We feel the best way for our students to learn is from current industry professionals," Herrmann said, suggesting that may be more applicable to today's workplaces than instruction from professors who have been away from their fields for a while.

Different option

Leaders from UW-Eau Claire and Chippewa Valley Technical College said they don't view the planned new campus in town as a threat, although Globe's programs likely will overlap somewhat with offerings at the much larger state-sponsored schools.

"I don't see it as a negative. I see it as a positive," said CVTC President Bill Ihlenfeldt. "Competition keeps us all sharp. I think it just provides another alternative to the community."

Globe's arrival will expand the region's capacity to educate its work force, he said, noting that CVTC typically educates slightly less than half of the area's needed workers in the fields for which it offers programs.

For instance, CVTC's offerings in criminal justice - a program area that also may be offered by Globe - are full every year, Ihlenfeldt said.

"As needs arise, the private sector is going to try to meet them and make a profit," he said.

UW-Eau Claire Chancellor Brian Levin-Stankevich said Globe officials apparently have identified a market in the Chippewa Valley for serving specific kinds of adult students.

"We don't see it as competition," Levin-Stankevich said. "I think it will serve a different kind of student than UW-Eau Claire. It's not a comprehensive university by any sense."

Enrollment and employment exemplify the differences in scale between Globe and Eau Claire's public higher education campuses. Globe ultimately is expected to have about 800 to 900 full- and part-time students and employ about 60 people in Eau Claire, compared with about 10,600 full-time students and 1,293 employees at UW-Eau Claire and 6,140 full-time students and 340 employees at CVTC.

Career colleges have extremely different standards of accreditation than state universities, Leven-Stankevich added.

"I encourage people to check out all their options," he said. "Students ought to be smart consumers about what educational institution best meets their needs."

Globe College eyes business park for campus

College eyes business park for campus

By Christena T. O'Brien
Leader-Telegram staff O'Brien can be reached at 830-5838, 800-236-7077 or christena.obrien@ecpc.com.

Globe University, a Minnesota-based private college, could be the newest addition to Oakwood Business Park on Eau Claire's south side. The Plan Commission is scheduled to act on a request Monday for site plan approval for a 31,200-square-foot, two-story building on 4.57 acres off Bullis Farm Road, north of Interstate 94 and west of U.S. 53.

City staff recommend approving the site plan if conditions are met regarding a certified survey map and drainage.

"It's a nice project for this site because it creates a traffic impact (different from that created by the retail development in the area)," city Community Development Director Darryl Tufte said. Construction on the school could start as early as the end of the month, said Disa Wahlstrand, manager of municipal services for Ayres Associates.

The facility will operate between 8 a.m. and 11 p.m., with class offerings weekdays and weekends. Globe has 10 other locations: six in the Twin Cities area, plus Rochester and St. Cloud in Minnesota, Sioux Falls, S.D., and Fargo, N.D. The school's Web site (www.msbcollege.edu) lists five main program areas: business, creative production, health science (including nursing), information technology and legal science.

John Myhre, the listed property agent, couldn't be reached for comment.

Globe officials expect the Eau Claire university to serve an estimated 500 students with about 30 staff, according to a letter from Wahlstrand to Tufte.

Not all students are expected to physically attend the school. An increasing number of Globe students participate in online classes, and as many as 30 percent of their students are full-time online, according to Wahlstrand.

"With this trend, they have reduced their planned parking to 200 to 210 stalls. At a recently developed site in Minnesota, with a student body of 850, they experienced a peak in parking at 236 cars at any period," the letter stated.

(City code states universities shall provide an analysis because of their unique parking needs.)

The site plan calls for 204 parking stalls, with possible expanded parking to the south if needed, according to a city staff analysis of Globe's plans. In addition, bicycle parking would be provided, and a city bus route is a block away.

About Globe

Globe University was founded in 1885 by Frank Maron, an accomplished scholar born and educated in Germany.

The school was bought by Helmer Myhre and Terry Myhre in 1972. Terry Myhre also purchased the Minnesota School of Business in 1988. Both facilities are licensed as private career schools with the Minnesota Office of Higher Education.

n The Eau Claire Plan Commission meets at 7 p.m. Monday in the council chamber at City Hall, 203 S. Farwell St.

So How many more CVTC staff will lose their jobs to outsourcing, now that competition has come to town, and the college is said to be running on an empty checkbook. Layoffs scheduled for December, just in time for Christmas? That's the rumor. Thank you Dr. Bill Ihlenfeldt.

Barker gets call to lead CVTC

Updated: 9/21/2007

Board picks new leader from within

By Leader-Telegram staff

The Chippewa Valley Technical College board didn't look far Thursday to find the school's next president, selecting Bruce Barker, currently the vice president of operations at CVTC. The appointment, to replace outgoing president Bill Ihlenfeldt, will be finalized pending contract negotiations at the next board meeting. Last week the other finalist, Tim Wynes, withdrew his name from consideration, citing family concerns and the desire to complete ongoing projects at Iowa Valley Community College in Marshalltown, Iowa, where he is chancellor. "We are confident that Mr. Barker will provide the leadership that will bring CVTC to a new level of development and accomplishments," board Chairman Frank Bucheger said in a statement. "The board was fortunate to identify a leader who has consistently demonstrated a passionate commitment to CVTC." The board met twice this week, Monday and Thursday, to determine whether to offer the position to Barker or begin the search anew. "Mr. Barker's combined experience working in the community we serve and proven leadership record at the college will serve us well for years to come," Jesse Harness, board member and chairman of the presidential search committee, said in a statement. "He has the unique advantage of being able to hit the ground running." Barker joined CVTC in 1999 as human resources administrator and became vice president of operations in 2000. Barker's current duties include supervising enrollment management and student services, the business office, human resources, information technology, purchasing, auxiliary services and facilities. He also acts as internal legal counsel for the college. According to a statement issued by CVTC, Barker is a member of the president's council and played a part in creating the college's strategic plan, the annual operating and capital budgets, and developing and building CVTC's Health Education Center, NanoRite Innovation Center and the Chippewa County Job Center. Barker and CVTC officials were unavailable for comment Thursday night. This submission provided by Dipsydoodle, and is quoted: "Same old same old Crap". Watch your ass now, with the budget Dr. I has left for his successor, the only opportunity is to continue outsourcing local support jobs to Florida and elsewhere."

Cartoons Supplied by Miniscule a New Poster -

So If this is a JOke, What's the Punch Line

September 13, 2007

FR: Frank Bucheger, Chair, Board of Trustees

TO: CVTC College Community

RE: Update on Presidential Search

As you know, after an extensive national search, the Board of Trustees announced that it had extended invitations to three final presidential candidates to visit the college. One candidate did not accept the invitation due to events beyond anyone’s control. It is unfortunate that I must inform the college that the second presidential candidate withdrew his name from further consideration. Mr. Tim Wynes, J.D., after further consideration, decided that it is in the best interest of his current institution to withdraw his name from further consideration. We thank Mr. Wynes for his interest in Chippewa Valley Technical College and wish him the best in all of his future endeavors.

We appreciate the great interest that both the college community and the community at large have expressed in the last couple of weeks. We thank you for your interest and we truly understand how important Chippewa Valley Technical College is to our community.

As you know, when we announced the presidential search process we made it clear that the search remains open until an appointment is made. Therefore, we will continue with the process and explore all the options available to the Board. We are very fortunate in having the commitment from President Bill Ihlenfeldt to remain as long as it is necessary to complete the presidential process. His generous gesture provides the Board and the college the security of knowing that we do not have to rush the process and that we can take the needed time to examine all of our options. To that end, we ask the college and the community to provide the Board with the time and space necessary for us to deliberate and determine what is in the best interest of our college. The selection of the president is one of the most important, if not the most important, decision made by a board of trustees as it will shape the future of the college. We take this responsibility very seriously. The Board of Trustees will reconvene as soon as it is feasible to consider next steps. We ask for your patience and understanding.

Meanwhile, let me take this opportunity to thank Mr. Bruce A. Barker, J.D., for his willingness to participate in the public forums held earlier his week. We thank him and appreciate his professionalism throughout this process.

Should you have any questions or concerns we encourage you to reach out to Dr. Narcisa A. Polonio, Vice President, Board Leadership Services at npolonio@acct.org , 202-276-1983 or Julie Golder, J.D., at jgolder@acct.org, 202-775-4466.

Candy Johnson

Administrative Assistant to the President

Chippewa Valley Technical College

620 West Clairemont Avenue

Eau Claire WI 54701

715-833-6500 (voice)

715-833-6470 (fax)

cjohnson@cvtc.edu

www.cvtc.edu

Wyne's Withdraws - What NO Choices Again for CVTC Staff

Wynes name withdrawal a surprise to Chippewa

By KEN BLACK

While Iowa Valley Community College District Chancellor Tim Wynes told the Times-Republican last week he is withdrawing his name from consideration for another job, the after effects of that announcement have not died down.

Over the weekend, the Leader-Telegram, the newspaper in Eau Claire, Wisc., reported that the administration at Chippewa Valley Technical College had not received word Wynes had dropped out of contention. Wynes was, or is, considered a finalist for the president at the Wisconsin technical college.

“It comes as a surprise to me and to everyone at CVTC,” said Jim Mortwedt, Chippewa Valley’s communications director, in a story published by the Leader-Telegram.

Mortwedt had similar words for the Times-Republican when contacted Monday afternoon.

“As of this morning, we are still expecting him to be here for interviews,” Mortwedt said.

The Times-Republican also contacted Wynes Monday morning seeking clarification on the situation.

“There’s nothing new. Nothing’s changed,” Wynes said.

Last week, Wynes said he had contacted Chippewa Valley’s “consultants” and advised them he was no longer interested in the position. The college has been using an independent firm during the search for a new president, Mortwedt confirmed.

The communications director from Chippewa Valley said he would check with that firm to see what information they had on the situation. As of press time, there was no additional information.

———

Contact Ken Black at 641-753-6611 or kblack@ timesrepublican.com

DO IT Again and Again and Again

Updated: 9/11/2007

'Do-over' is logical option for CVTC president search

The issue: The search for the next Chippewa Valley Technical College president may have netted only one finalist. Our view: A job of such importance should require a more stringent comparison of several qualified applicants. Bruce Barker, who hopes to become the next president of Chippewa Valley Technical College, laid out his vision during public appearances Monday in River Falls and Eau Claire. The only problem is that - as of this writing - it's unclear whether the CVTC board members who will make the hiring decision will have anyone else to compare Barker with before giving him the job. They certainly should. The search for CVTC President Bill Ihlenfeldt's successor took a bizarre turn over the weekend when it was learned the other finalist, Tim Wynes, told an Iowa newspaper reporter he wasn't going to pursue the CVTC opening. Wynes is chancellor of Iowa Valley Community College in Marshalltown, Iowa. Strangely, Wynes would neither confirm nor deny the newspaper report when contacted Saturday and again Monday by the Leader-Telegram. CVTC officials believed Wynes was set to interview until they saw the Iowa newspaper story, and as of Monday afternoon they assumed he still is a candidate. Wynes' behavior is troubling. The last thing we need is someone unsure if he wants to make a total commitment to the job. If there is any doubt about that, everyone is better off if Wynes stays put. If that's the case, the CVTC board should start the search process anew and do as much as possible to find other candidates with the desired qualifications to compare with those of Barker, who is now CVTC's vice president of operations. When this exercise is done, Barker may be the consensus choice for the job. But the board owes it to itself, CVTC's students and staff, and district taxpayers to interview at least several candidates to evaluate their qualifications, vision, leadership abilities, public personas, etc., and contact references to get more information before making a decision. The search process began with a 23-member committee that conducted a nationwide search and collected a pool of some 40 applicants. As only the names of the finalists who agree to be interviewed are released to the public, there's no way to know how many others in the pool may be viable candidates in light of recent developments. A third finalist dropped out before his name was made public. All of this must be frustrating for Barker, but to simply award him the job because he's the only one who didn't turn it down doesn't seem like a way to run an organization that operates nine centers, has a $79 million annual budget, employs hundreds and prepares thousands annually for a variety of careers. This is a crucial time for CVTC. A new liberal arts transfer degree program in being implemented. Collaboration with UW-Eau Claire and UW-Stout to create regional nanotechnology courses is ongoing, as are efforts to recruit more businesses to CVTC's new $5 million NanoRite center. The new leader also must ensure the relatively new Health Education Center meets the growing and vital need for health care professionals. Ihlenfeldt, CVTC's leader for the past 13 years, has agreed to stay on until his successor is in place, so it's not as if the ship has no rudder. The search process obviously has hit a snag. The CVTC board should take a deep breath, advertise the position again to find other qualified people out there who really want the job, then compare them and hire the best candidate. - Don Huebscher, editor Maybe those people who lost their jobs might have something to comment about Mr. Barker the lawyer-educator, who lacks much for this job. Looking for anyone and any story.

Bruce Barker Only Finalist

Updated: 9/11/2007

CVTC finalist pushes basics

Second candidate to reschedule visit By Andrew Dowd

Leader-Telegram staff

The area's technical college has "raised the ceiling" by offering high-tech courses, but a candidate for Chippewa Valley Technical College's president position said it shouldn't forget to "raise the floor" too. CVTC's current vice president of operations, Bruce Barker, said Monday afternoon at a public forum that the school needs to make sure it serves the area's population that need high school diplomas and those that don't primarily speak English. "We can't forget that part of our population that really struggle and need our help starting a career," he said. Barker is one of two finalists for CVTC's president position. "Unfortunately, the second candidate, Tim Wynes, has postponed his visit to CVTC," said Joe Hegge, CVTC's vice president of education. Wynes currently serves as chancellor of the Iowa Valley Community College District. In the forum in front of mostly CVTC faculty, Barker said the college's focus has trained people for high-tech and health care careers, but he feels there's a growing demand for more basic post-high school courses. Educating that population could get more people off of Medicaid, energy assistance and other government programs, Barker said. A long-range plan to address growing enrollment at CVTC's River Falls campus is one of the first projects Barker said he'd want to begin if he gets the president post. "It's busting at the seams," he said. The western part of CVTC's territory is seeing the fastest growth, Barker said, and the college's 20,000-square-foot building needs to be replaced or added onto soon. Barker began working in CVTC's human resources department in March 1999 before becoming vice president of operations in June 2000. His duties include overseeing the college's functions not directly related to instruction, including registration, enrollment, human resources, staff development and facilities maintenance. One of the recent projects he credits as a success is an agreement that allows faculty members and the college to share intellectual rights and the revenues associated with them for new teaching techniques or lessons developed by CVTC teachers. In recent years, Barker said he's been involved in the creation of the college's Health Education Center, Chippewa Job Center and NanoRite. The CVTC board is scheduled to hire a new president by the end of this month, but mixed messages on candidate Wynes could complicate the process. An article in the Marshalltown, Iowa, newspaper, the Times-Republican, stated that Wynes announced Thursday he would withdraw from the CVTC presidencial race. Wynes declined comment Monday on the Times-Republican article when contacted by the Leader-Telegram. CVTC Board Chairman Frank Bucheger said that the college did not get notice from Wynes of withdrawing and that the hiring process would continue with the two candidates. The CVTC president search began after Bill Ihlenfeldt announced in January that he would retire but agreed to stay until his successor could be hired. Dowd can be reached at 833-9204, 800-236-7077 or andrew.dowd@ecpc.com.

Dr. Tim Wyne's, the Winner Hands Down

Leader-Telegram

Friday Sep 7, 2007

WYNES is clear choice in bungled CVTC search

Chippewa Valley Technical College’s search to replace retiring President Bill Ihlenfeldt is careening toward a possible meltdown. With just two finalists still standing, it is now a distinct possibility that the entire search process will have to be scuttled and started anew.

The two remaining finalists are CVTC Vice President Bruce Barker and Iowa Valley Community College District Chancellor Tim Wynes. A third, unnamed finalist has already withdrawn.

It is, in fact, quite common for finalists to withdraw from such presidential searches. Academicians apply for top administrative positions for a variety of reasons, only one of which is to actually assume the vacant position. Being named a finalist in a presidential search boosts one’s standing in the academic community and provides the finalist with significant political capital.

If either Barker or Wynes were to withdraw, it could be argued that the search would have to be scrapped, as the full Board of Trustees would be robbed of any real decision. What brought CVTC to this brink?

First, a behemoth-like 23 member search committee chaired by Trustee Jesse Harness was seated last March. As a point of reference, Harvard University employed a nine-member search committee in selecting its current president. Inclusivity is good, but a search committee never should be so large that it can field both a full offense and defense on the gridiron.

The search committee was assisted by two Washington, D.C.-based consultants affiliated with the Association of Community College Trustees. A very extensive recruitment campaign ensued.

The position was advertised in no less than five higher education periodicals with nationwide circulation. A May 17 progress report drafted by Harness revealed that a customized letter requesting nominations and expressions of interest was mailed to more than 1,000 community college presidents. That same progress report indicated that electronic messages were sent to “thousands” of presidents and administrators of colleges, universities and businesses throughout the country.

A progress report dated July 5 disclosed that the Washington-based consultants had solicited nominations from “over 3,000” community college leaders. I suspect that every man, woman and child in America was aware of the search!

As one might expect, such an exhaustive search produced positive results. An Aug. 1 progress report indicated the search committee had an “outstanding pool of candidates” representing “all regions of the country.”

Given the extensiveness of the search and its success in producing so many outstanding applicants, it’s rather disconcerting that there is only one remaining finalist not currently on the CVTC payroll.

The trustees specifically instructed the search committee to select three to five finalists. The decision to select just three finalists was absolutely reckless. Given the large pool of qualified candidates, why weren’t five finalists selected?

When UW-Eau Claire sought to replace former Chancellor Donald Mash, a search committee selected five finalists. Incidentally, one of those five finalists, current UW-Eau Claire Chancellor Brian Levin-Stankevich, is one of the CVTC presidential search committee’s 23 members.

UW-La Crosse Chancellor Joe Gow was one of five finalists for his position in 2006, as was UW-River Falls Chancellor Don Betz in 2005. Selecting five finalists for the top administrative post is a “best practice” in higher education.

A cynic would be excused for concluding that the entire search was a mere formality and that Vice President Barker simply has been doing time as the president-in-waiting. The decision to select just three finalists, thus increasing Barker’s odds of gaining the presidency, serves to fuel such cynicism.

The good news in all of this is that both Barker and Wynes are qualified to serve as CVTC’s next president. Indeed, both men possess academic credentials superior to those of the current president. Both Barker and Wynes earned bachelor’s degrees at highly regarded liberal arts colleges and then went on to earn law degrees at prominent Jesuit law schools.

Wynes is the better-suited candidate, however. Wynes has served as chancellor of IVCCD for five years. Prior to his current post, he served as executive dean of governmental affairs, grants and college research at Indian Hills Community College in Ottumwa, Iowa. Wynes also has impressive post-secondary teaching experience. He currently teaches graduate level courses at Iowa State University and previously served on the faculty at the University of Missouri.

In contrast, Barker’s experience in higher education is limited to his eight years at CVTC. Unlike Wynes, Barker has no experience as the chief executive of a post-secondary institution. Barker also lacks Wynes’ teaching experience.

Finally, CVTC needs a president with a fresh perspective. While Ihlenfeldt has accomplished much at CVTC and has considerable community support, his legacy does not include a positive working relationship with faculty and staff.

While the presidential search process has been less than ideal, it has produced one clear choice. As residents of the Chippewa Valley, we should be flattered that a leader of Wynes’ caliber would with to serve as CVTC’s next president.

Gunem, of Eau Claire, has taught at UW-Whitewater and Mount Senario College and has been an unsuccessful applicant for teaching positions at CVTC. He can be reached at sggunem@yahoo.com.

An Open Letter to the CVTC Board

I am speaking not as an employee or union member but as a taxpayer (I own 2 acres and my home in the town of Drammen). I am incensed that my taxes are being shunted for services rendered to other states in a wasteful manner.

I was taken aback by your professed lack of knowledge of a half million dollar rolling contract that was written earlier to cover telephony services. This is in addition to the 2.3 million dollar contract that we have with Sunguard Collegis. It was my understanding that they were hired to outsource our IT department. If this is the case, why are we spending millions in addition to their contract? An estimate that I heard was about 3 million dollars. The “word” is that there are multiple contracts out there for various services. Another probability is that every time someone, such as the corporate brass from Sunguard, comes here we pay them extra on top of their contract to the tune of about $500 per hour. When I was in business for myself I considered this kind of travel “the cost of doing business”. Wouldn’t you? Perhaps you should check to actually see what the case is.

If Sunguard is simply a management company to manage & outsource all IT/IS functions to other vendors, why are we not hiring our own managers and pocketing the extra 2 million dollars? We could pay all of our additions to the health insurance, hire extra people, and still save a whole lot of money.

Another thing you should do is read/approve the contracts before they are signed. The last contract for Sunguard that I read, which probably has been updated since then, and for more money, did not have a single word about what either party is REQUIRED to do or supply beyond us paying them for whatever service they do provide. There is not a single word about whether or not the service is adequate, timely, or any other qualification. However, do not take my word for it. READ THE CONTRACT. You also should be aware of what the legal requirements are (not the verbal statements), what happens if something does not happen, what happens if something does happen, and who can end the contract and under what circumstances. Being required to pay Sunguard no matter if the service is shoddy or nonexistent is simply unacceptable.

The first Sunguard contract stated "that the only way to cancel the contract was if one party went bankrupt." Is this still the case?

But, we are rapidly approaching that very possibility. The “word” is that we reallocated 13 million dollars this past year in order to get down to budget. I can’t prove this, but I do know that we can’t hire a part time person to cover the offices, or hire an adjunct to teach a class, or buy a box of pencils unless we can prove that we have the budget dollars. Furthermore, we seemed to reallocate 7 million dollars the year before, 5 million the year before that, 3 ½ the year before that. If this progression continues the way it appears, this year we will have to reallocate nearly a full half of our entire budget in order to meet the coming year’s budget. Maybe you should be asking some very pointed questions.

While you are asking about these issues, perhaps you should also read the climate survey that was done some time ago. The climate is very ugly. There is almost no communication at all. What will you say to AQUIP? It has been months since the survey was done and nothing has been done to make positive changes. When are we required to tell them about this?

I am constantly dealing with angry students. The local high schools are also very upset at being shortchanged at the last minute by us. The teachers and the staff are both very angry as well. I have heard that both faculty and clerical unions have agreed to put a whole stack of grievances on hold until we get a new president. He/She will have a real mess at that time. This is very unfair to anyone, except for the present president.

What do I want the Board to do? I want:

1. You to return to fiscal responsibility. We can not continue to live beyond our means.

2. You to discontinue outsourcing without any thought about the additional costs, whether fiscal, political, operational, or other.

3. You to call a moratorium on all new or renewable contracts until they can be reviewed by an outsider that does not have a vested interest in any part of them. You also need to finalize them at your table where they can be discussed openly to avoid the appearance of impropriety.

4. You to foster communication for a reduction in the need for grievances. I recommend going back to the “team” concept. Only this time, let it work. Give the authority to the team and then accept their findings for approval. If the school needs to save money, let the people inside give different proposals that might keep service and still save money. Who knows more about how a system works than the people who are doing the work. I believe that the last RFP for a call center included a proposal from a group of management and staff that included a model for low or modest cost. Are they even being heard?

5. You to go back to the student driven model. We are shortchanging nearly every student we have. We are charging them fees for things that seem to change each and every semester. We are curtailing services all over the system. If the student does not learn well via internet delivery, they will be in trouble as we can not seem to be inclusive of all students. We have forgotten that high school students who are in trouble in their respective schools do put their lives back on track and want to go on to further their education. Why not let them come here and graduate into our various programs? Why are we changing programs and courses at the last minute so that the students are continually impacted? How long do we expect them to continue to be loyal under adverse conditions?

As a board your work is cut out for you. You need to do a lot of work and do it quickly. Whether or not we are here next July will depend upon what actions you take from here out.

Thank you.

This person wished to remain anonymous for a short while. Maybe there's more to come.

CVTC President Bill Ihlenfeldt annouces a partnership with CodeBlue

President Bill Ihlenfeldt annouces a partnership with CodeBlue (Read article below)

This article provided by Frog, a new member, thank you Frog.

Dr. Ihlenfeldt in an all-out effort to retain jobs & receive more facial glamor in the local media for the Eau Claire area, will partner with CodeBlue Insurance. Obviously the money to train these future employees will have to come from somewhere. In a brainstorming session by Leadership today, it was announced that the new program for training these future Code Blue employees will be merged with the Turf Management program. Students will be rewarded with cross-training of two programs and these additional skillsets, as do CVTC staff:

Learn to swim as well as ride a large lawn mower
Drive a beer cart when times are slow (the Millrun golf course is only a short distance away anyhow)
Learn computer related classes, have waterproof Notebook Computers and have two degrees.
Sunguard/Collegis will take credit and control of the coursework for future endeavors.

Tween Sourcing: (Providing new local jobs, while eliminating local jobs to Florida based companies on a percentage basis) [It's not outsourcing and not insourcing, what will they think of next]
Isn't Florida where Dr. Ihlenfeldt has his $325,000 condo Near Sunguard/Collegis, interesting coincidence.
The downside, about 30 more support staff positions will have to be eliminated to pay for the costs of this new program and the perks for CodeBlue. In an awe-inspiring revelation, Dr. Ihlenfeldt decided that CVTC can live with the 10% rule. For every 10 new jobs he takes credit for creating, he can eliminate one overpaid, overworked, overstressed, over health care insured employee at CVTC, and save the public tax money. Of course the work done by outsourcing firms such as Collegis/Sunguard of Florida will handle these job losses. Layed off CVTC employees will realize the reward; they will receive no preference in hiring or training at CodeBlue. What else could be needed.

That new $150,000 house being donated, will obviously have to be located by water, so it can be submerged for training purposes. Thus a large pond will need to be built, to enable this. When the building is in use for training purposes, it will be remodeled at CVTC expense and used as retreat for Executive Leadership, sort of a "Condo In the Pond." Wow that has a catchy ring to it.

This sure sounds like a bed and breakfast operation. All sorts of brainstorming could occur at this quiet solitude. Future "Condo In the Pond" expansions include a 48' covered pontoon, complete with full refreshment bar, running water (sic), bathrooms, wireless internet access on the pond, notebook computers built in, fishing equipment and leather couches. Leadership can go "poontanging" I mean pontooning around this man-made pond, enjoy the sun and relax from their exhausting jobs of finding new ways to oursource more jobs to Collegis/Sunguard of Florida. Of course, all Collegis/Sunguard of Florida staff will be allowed to join in the fun at the "Condo In the Pond."

Company Plans to Add 300 Jobs - Leader Telegram

A local insurance company that focuses on water damage has received dozens of calls about flooding in southwestern Wisconsin. While that company helps homeowners with claims, it's also helping the Eau Claire economy. It wants to add 300 jobs over the next two years in Eau Claire. CodeBlue's president says adding 100 new jobs within the next year and 200 jobs the year after that will more than double the size of the company. But first, workers must be trained. "There isn't the skill set readily available, somebody who understands insurance adjusting, water mitigation, etc., so we had to come up with a creative solution that would allow for this skill set to be trained here," says Paul Gross.

That's where CVTC comes in. CodeBlue is teaming up with the school to train future workers. A 1,400 to 1,500 square-foot house is being built at CVTC. The house will be completely furnished and then flooded. That's where workers will train to help them better understand a flood claim. "We find that that's the best way for people to receive training in terms of acquiring the needed skills to perform well in the field... for law enforcement, emergency readiness, or in this case, technicians and customer service representatives," says CVTC Educational Administrator Jim Gross.

The new jobs could pay anywhere from $12 an hour to $60,000 a year. CVTC hopes to start training the first group of people in late September and then have them ready sometime in December. The jobs will be posted sometime early next week. To learn more about CodeBlue, click on "Links" on this page and then "Insurance Claims Jobs

Letter: CVTC sets dubious example

There is a simple solution to the Eau Claire school district’s budget shortfall this year and every year in the future: Simply contact Chippewa Valley Technical College President Bill Ihlenfeldt and CVTC’s board of trustees. The steps have already been adopted, adapted, tested and proven over the last five years.

Hire SunGard/Collegis of Florida (an outsourcing firm). Give all of your employees poor reviews, undefined and constantly changing jobs, and create a work environment of chaos and frustration. It make no difference if these staff members were highly competent, qualified and certified in their positions.

Then lay off these employees over a five-year period so no one knows what is going on. Outsource all of these jobs to Florida instead and later “in-source” several new local employees at higher wages than the previous staffers were paid. Now put them all in the leadership category. It looks better that way, more professional. Oh yes, and change the job descriptions too.

Take all of the work that was done locally to support local students and businesses and send it to Florida. They need the jobs more than western Wisconsin does.

Oh, and one more item: Inform the public that some staff members are undeserving of health insurance. Find companies who do not offer benefits and use them instead. The liability does not fall on the public taxes ... or does it?

GREG LAMPMAN

Eleva

Submitted by Topsyturvy. Thank You Topsy.... This guys gonna get fired for sure. Keep me informed what happens.

Low morale seen at CVTC budget hearing

To the editor:

After attending the recent Chippewa Valley Technical College budget meeting, it seems to me that morale is not high at CVTC.

Dr. Ihlenfeldt gave his budget presentation, highlighting the major changes and increases. One major budget item was the increase of 18 percent in the 100 percent healthcare coverage the college currently has in place.

Several new programs would be introduced, and after the current students finish in the GIS program (Geographic Information Systems), the program would be discontinued. The office assistant program would be discontinued as well. Pres. Ihlenfeldt has stated time and again that he uses a business model in decision making at the college.

It was not until the question-and-answer period that I got not only an earful, but an eyeful as well. The ground rules were simple: each person was allowed five minutes to state their questions.

A student with a disability had the courage to state her disability and questioned why there were changes going to take place in this area. This student seemed happy with the current system and questioned whether the resources and support would be there for students with disabilities in the future.

A student leader brought up an issue with charging students for paper. I’m sure that the college’s intentions were to reduce paper waste that often occurs when no charge is involved. The student explained that if students don’t have loans or other financial means, this is a hardship as I’m sure instructors require assignments or reports on paper for their classes.

The most divisive issue was Sunguard, the Florida-based IT vendor currently contracted by CVTC. Mr. Ihlenfeldt, being true to his business model, stated that the contract is a rolling contract evaluated yearly. The cost is $2 million a year.

He also stated that a new technology is being incorporated called Citrix. He stated that four new positions will be added and that the current IT employees do not have the skills that will be needed.

If it’s the Citrix network operating system I have read about, it’s not exactly new. Trying to simply state, Citrix is servers on steroids at the core and personal computers (no steroids) at the user side. All the various software applications and programs used by the college would be “pushed” down to the PCs [personal computers] from these central servers. It is reminiscent of the days of the mainframe computers, only repackaged with the latest technologies.

I have a problem with hearing a technical college president stating that the college’s IT employees do not have the skills for a new technology. To me, the phrase “throwing the baby out with the bath water” comes to mind.

I would suggest the college should practice what they teach. Isn’t one of the major functions of a technical college is to upgrade skills?

I heard an IT employee of 18 years state that when the college upgraded to a new voice technology, he paid for his training out of his own pocket. I witnessed a lady, hand shaking, trying to hold the paper she was holding, finally resting it on the back of an audience member in front her to get her point across.

One person I assume was an instructor said how much help the IT employees were in supporting them in the classroom. I heard retired employees’ testimony on how much support these IT employees gave them through the years.

In the discussion period, the nanotechnology program came up with a member of the audience verbally suggesting five students. Whether that is actually the current number of students enrolled in the nanotechnology program, no exact number was offered.

In Dr. Ihlenfeldt’s defense, he stated that the nanotechnology program would come under the same scrutiny that other programs offered by the school under his business model. It just so happens my son understands this business model as he graduated in May 2006 from the GIS program. He’s still seeking his “return on investment.”

I asked for a show of hands from the board relating to how many had the same 100 percent healthcare coverage the college currently has. Mr. Harness and one other board members were the only people raising their hands. The newest board member formed a zero with one of his hands to me across the auditorium. It was stated that the increased healthcare costs would be placed on the local property taxpayers in the district.

In Dr. Ihlenfeldt’s defense, one player was missing at the budget meeting that night: the state was not present. I saw no appreciable increase in funding from the state level, even though CVTC’s enrollment is increasing. The emotions I felt and heard that night were overwhelming. Most speakers used up their five minutes and had to be interrupted to give others a chance.

It seems that the business decision to outsource IT services (Sunguard) at CVTC has had a damaging effect on the morale of the employees. The common thread I heard was that stewardship, the cohesion between faculty and IT staff, and the committed focus on students was being affected. These things don’t show up on a budget spreadsheet.

Dr. Ihlenfeldt has previously stated that he will retire in December, or as soon as another president is hired. I believe the hiring process has started. His dedication to CVTC and the Chippewa Valley is not the issue.

After hearing and seeing what I did that night, I hope the board steps up to the plate and rethinks the firing of these dedicated IT employees and let the next president develop the strategic planning related to information technology at CVTC.

Failed IT projects at the state level — costing millions — is testimony that outsourcing is not always the answer, or good business.

Terry Nichols

Colfax

Submitted by New Recruit, Topsyturvy. Thanks much!! Who is this Terry Nichols?? Anyone know.

Cartoon One Health Care Issues

An open letter to the CVTC Board

You have unwittingly fallen into a HUGE trap. Sungard has currently only 6 local employees. Nearly everyone else is located outside the state. Even if they were paid at an average of $100,000 each, that leaves 1.4 million leaving the district each year. Since Sungard Collegis came here we have lost about 23 IT professionals. Right now we will have only one person on staff who can respond to hardware or software problems.

I realize that they are touting the “new” Citrix as the salvation of why they do not need any staff. Citrix will work for many, but by no means all, of our teaching software. It will not work well with our Business Enterprise software or Banner. It does not work at all with software like AutoCad.

Adam Stavn was right when he reported about the survey of helpdesk users. Students thought that they were fine. Faculty thought that they were so-so. Staff thought that they were only fair to poor. These numbers are probably very accurate and not at all slanted. Here is why.

As the former helpdesk person for nearly a year, I have a very good understanding of how the process works. I know how each call is handled and how it is rated for attention.

Students who call in usually have login issues which can easily be fixed from a call center. If they have other issues it is likely to be an issue with their ISP or internet service provider which is out of our control. The students are satisfied either way. They will only rebel when their classroom has issues. Without adequate staffing, that will be quite possible.

Faculties have issues with the technology or infrastructure. Often the piece of equipment that they need in order to teach is not functioning properly. Occasionally it is related to issues that can easily be fixed from a distance. While they may be somewhat satisfied to date that will change as the support that was just laid off will not be available for fall.

Staff is the one at the bottom of the call list. The procedure that is in place with Sungard Collegis is to make every call from the “front office” a very high priority. No matter if the question is one that needs attention sometime into the future it must be answered immediately, even if that means dropping something more pressing. When a staff person is waiting for someone to fix the infrastructure in order to do production it is not very comforting to know that you will have to call the helpdesk, explain for 20 minutes what the problem is, and then wait for hours or days for someone to arrive to correct the issue. Some issues have even been closed without resolution only to be opened again. Since we only have one person left with experience it will be even worse into the future.

Hiring new people will have little impact on this as they will not be part of solving these issues. Perhaps our “front office” will be also feeling the pinch, as they try to solve their own issues with balky equipment instead of having the immediate attention that they are used to.

The new positions which will be created will by necessity be simply a duplication of the work that our people did before. The difference will be in the amount of money that you will have to pay in order to get anyone to take the jobs. The pay scale, even locally, is much higher than what we pay our own people. It would have been a great saving to train our own people to bring them up to the “skill set” wanted instead of “hoping” to get someone at twice the price. The last job that was offered to get an “expert” for a lower wage has cost the college thousands more than having the past employee do the work.

Again, training has a lot of benefits to CVTC when our own employees have it. To date Sungard Collegis frequently sends their own employees to the training instead of our own people. If they walk out the door in the future CVTC will be the losers yet again.

Submitted by Linda Danzinger. Oh boy, We finally have a person using their name. We are moving in the right directon now folks. Thanks much Linda. You can have all the space you want.

Turf Management vs. Administrative Assistant Programs:

Turf Management Generally Required Courses:
Soil & Water Management is a study of elements of soil and water science and management as they relate to agricultural situations.
Principles of Plant Growth provides an introduction to plant structure and function with practical application to agricultural plants.
Concepts of Turf Management is an introduction to identi­fication, cultivation, and maintenance of turf grasses.
Turf Grass Pest Control covers detection and prevention of turfgrass pests with emphasis on methods of control or eradication.
Intro to Irrigation introduces the student to basic irrigation and drainage principles, uses of irrigation, and irrigation system design for landscape use.
Landscape Construction & Installation presents an intro­duction to the basic construction and installation techniques necessary for implementation of the finished landscape plan.
Turfgrass Irrigation & Drainage - using basic hydraulic concepts, students determine irrigationneeds and frequen­cies.
Landscape Plant Materials presents principles of identific­ation, cultivation, and maintenance of woody and herba­ceous landscape plants and turf grasses.
Landscape Plans provides an introduction to problems in landscape planning including use of plant materials and ele­ments of design, using computerized programs of design.
Turf Grass Equipment Management covers the operation and maintenance of specialized turfgrass management and equipment.
Putting Green Management deals exclusively with golf put­ting greens including design, construction, and maintenance of typical greens.
Applied Ecology is an exploration of the ecology of plant form, function, abundance, and diversity.
Turf & Athletic Field Maintenance introduces specific sports field design, installation, and maintenance.

Average Annual Wages: $18,900 to $21,310 annually. http://www.wscc.cc.tn.us/careerinfo/teched/GolfCourseandTurfgrass%20Management.asp

Graduates of CVTC's Bus Off. Programs have job titles that include:

* Administrative Assistant
* Medical Front Office Assistant
* Financial Administrative Assistant
* Medical Transcriptionist
* Front Office Receptionist
* Data Entry Specialist
* Human Resources Administrative Assistant
* Medical Coding Professional
* Legal Assistant

http://www.bls.gov/oes/current/oes436011.htm

Hourly Wage $12.11 $14.54 $17.90 $22.19 $27.28
Annual Wage (2) $25,190 $30,240 $37,240 $46,160 $56,740


So, let's get this straight. CVTC is dropping it's Administrative Assistant Programs, which are exceptional professions for single, divorced and related women with children especially. The work hours are conducive to handling child care scenarios, offer good benefits, promotions, opportunitiies to advance and so much more. These positions generally start at a wage of 30% higher income per year, and at the high end is nearly double the income of a Turf Management Professional. Since most turf management positions are seasonal in many parts of the US, then the wages will be offset by unemployment, and enviable situation. Most turf management positions have little or no benefits, and the capability to speak Spanish is highly respected.

Ok, now the nuts and bolts. What will these women do in Turf Management? YOu already know what a "secretary" and how respected they are for what they do..
1. Try to do what they were taught to do, but work in a man's world, Golf, money, you name it. It will be difficult.
2 Get to wear some special sort of clothing most likely.
3 Breathe in those wonderful insecticides and get all over your clothes.
4 Trap gophers and moles and more.
5 Have bug and mosquito bites up the wazzoo..
6 Those gardening skills may come in handy.
7 Oh yeah, I forgot you get to be hot, sweaty, dirty, and if it rains soaking wet too. (Everything a women dreams of) This along should attract any man, well after a few beers, two rounds of golf, and you get the drift..................
8 I forgot the greenhouse, nursery and lawn maintenance jobs, which offer less than the wages mentioned above.
Now the positives:
1 Most likely will be able to drive the beer cart around the golf course when it's slow. Of course, that means changing into some more efficient clothing to attract the golfers attention. Sounds like a new wardrobe to me.
2 Get golf lessons and fees at a reduced price for the family. There should be a lot of interested ex-husbands who would take care of the kids now....
3 Have the winters off in Wisconsin and Minnesota. Since many women are divorced, and can't leave the state, that might cause a problem. Hell kids adjust.

So if you really think this is a positive transition. give Dr. Ihlenfeldt a call or email him. He'll enjoy the opportunity to discuss this with you.

This article provided by Bullsht.........And we thank you for that BS. Armstrong.