Updates from the Board Chair | Albright College

Updates from the Board Chair


October 22, 2020 Update

Dear Albright College community,

Greetings from your board of trustees! Though we wished we could have been on our beautiful campus last week for the October meeting of the board, the health and safety of the Albright community remains a priority, so we again conducted our meeting virtually.

On behalf of the board, I just wanted to say how deeply grateful we are to the students, faculty, staff and administration for continuing to exemplify Albright’s core values and for the can-do, resilient spirit that makes this community such a special place. Through the extraordinary leadership of the Pandemic Task Force, Albright College modeled its COVID-19 response plan within a framework that prioritized the health and safety of our community; honored the importance of the residential learning experience; optimized facility capacity and usage aligned with social distancing and sanitation guidance; and retained employment of all faculty and staff throughout the crisis. And each one of you made a personal commitment to health and safety through the Community Care Compact.

Many colleges have not survived this challenging time, let alone continued to thrive. This truly is an exceptional pride of Albright Lions! Thank you for your commitment and perseverance.

Below, I am delighted to share with you some of the highlights from our robust and exciting virtual board meeting, held October 16-17.

  • First, we are pleased to have welcomed new trustee Suzanne E. Anderson, M.Ed., P.C.C., principal of Collaborations Group, Inc. (CGI), located near Washington, D.C., to the board. Suzanne has over 25 years of experience as an executive coach, facilitator, and organizational analyst and has been working with Albright College for the last two years in support of our work to develop and support a thriving, equitable and empowered community.
  • An Academic Spotlight featured the transition to virtual learning, presented by Brian Gall, assistant dean of online & digital learning; Dorothy Hoerr, instructional designer; Karen Rodgers, instructional designer; and Laura DePue, director of teaching and learning, Title II Grant. Though many businesses pivoted to a work-from-anywhere environment when the pandemic hit, for a college to transform its methods of instruction and learning, faculty and students must adopt an entirely different approach and paradigm. Thank to you this talented, dedicated team for successfully guiding the Albright College community through this transition.
  • A typical board meeting balances fiduciary duties with strategic and long-term discussions. Much of our time was spent discussing the college’s ambitious goal for 2030, as expressed in the Strategic Vision Paper, which was endorsed by the faculty and trustees in early 2020. There was much energy and excitement in the Zoom room as we talked about closing the gap between the Albright of 2020 and the Albright we envision in 2030, and it was heartening to hear about some of the progress the college continues to make toward that objective. It’s also important to recognize that a ten-year plan can’t be accomplished quickly, nor can it be done alone. As they say, “It take a village.” I encourage you to ask yourself what you can do to help Albright College reach its 2030 goal.
  • Continuing the conversation about Albright’s Strategic Vision, the board talked about building a truly inclusive and fully participating community, focusing on the challenges and implications of what having “a national reputation for closing the gap on education for all students of academic promise,” as stated in our ambitious goal for 2030, truly means. This is a compelling challenge and will require engagement across the entire Albright community. To appreciate the magnitude of the ambition to which we strive, I highly recommend reading The Merit Myth: How our colleges favor the rich and divide America by Anthony P. Carnevale, Peter Schmidt, and Jeff Strohl.
  • Our time together was made more special with a virtual student networking opportunity on the evening of Friday, Oct. 16, in which 23 students engaged with trustees and staff. We shared one-minute elevator pitches and answered questions about career and life after Albright. Virtual meetings sometimes hinder relationship building, but I believe the connections we made will last longer than the time we spent in a Zoom breakout room. My message to all the students was to take advantage of the college’s career planning resources, as well as the faculty and alumni relationships and connections established during their time at Albright.

In addition, the board approved the following at its October meeting:

  • The 2020-2021 operating budget
  • The college’s 2020-2021 goals to advance the institutional priorities and themes in the Strategic Vision Paper.
  • December 2020 candidates for graduation as approved by the faculty and subject to meeting all criteria necessary to graduate. In order to graduate, each student must meet the requirements for their respective degree, be in good standing, and be approved by the faculty and board of trustees.
  • Extension of the partnership agreement with Aramark Educational Services for food services to include an upgrade and renovation to Jake’s Place scheduled for 2021.
  • A comprehensive policy to streamline and improve the college’s contracting process review and signing authority was adopted.

To the entire Albright community, I wish you much success as you finish the semester strong.  Remain healthy, safe, positive, optimistic, diligent, resilient, and encourage other friends and colleagues to remain so as well.

Ron Scheese ’83

Chair, Board of Trustees


Previous Updates

Dear Albright College community,

Greetings from the board of trustees! I write to you today in what I hope establishes a new tradition at Albright – an update from the board chair following each of our meetings. Given our current situation and our priority to ensure the health of all members of the Albright community, our most recent meeting on June 18 and 19 was held via video conference.

The board of trustees, which provides leadership and oversight to the missionvalues and strategic direction of the college, is responsible for asking the hard questions about strategic direction; questions that may have implications decades from now. Board meetings provide regular opportunities for trustees to engage on the key issues and challenges facing the college. In February this year, we endorsed the Strategic Vision Paper, which lays out a strategic vision for Albright College. This strategic vision is a commitment to build a sustainable financial model that focuses on students and their needs, and the thriving well-being of our entire community. There is plenty of work to do to realize our collective vision.

When a global health crisis impacts every element of the college’s operations and threatens the ability to carry out the mission, it is no small task to respond in a timely and decisive manner. First and foremost, the health and safety of the entire campus community has been and continues to be Albright’s number one priority. Discovering ways to serve those students who have entrusted their education to Albright and simultaneously caring for the faculty and employees whose professional lives and livelihoods have been disrupted required much creativity and innovation.

For the past several months, the board of trustees regularly engaged with the administration through the challenges of the COVID-19 pandemic to carry out the college’s mission in pursuit of its vision. During our board meeting, we examined a multitude of actions, heard numerous heart-warming stories, reviewed financial relief package requirements and discussed considerations and alternatives for a return to campus in the fall.

The board is deeply grateful to the students, faculty, essential workers, staff and administration for coming together and exemplifying the values and can-do spirit of the Albright community under extraordinary circumstances. Despite the challenges, your character and commitment to our values and foundational purpose were unwavering. Attached to this message is a motion approved by the board expressing appreciation and recognition for the college community. We hope you feel a sense of pride in that which you have been able to accomplish. You have our admiration and gratitude.

While the college navigated the effects of the COVID-19 pandemic, Albright also made strides towards its long-term vision. Listed below are some events and actions discussed at our board meeting:

  • Approved a new co-major in public policy and administration and a new minor in music production.
  • Adopted a capital budget for fiscal ’20-’21 and approved a spending authorization allowing the college to operate during the summer while a final ’20-’21 operating budget is completed, evaluated and approved. A significant number of unknowns remain as plans for next year continue to emerge. The college will continue to be conservative with its financial projections as we navigate these times.
  • Welcomed three new members to the boardDawn Anuszkiewicz, chief operating officer of Reading Hospital; Dr. Karen A. Marrongelle ’95, head of the Directorate for Education and Human Resources at the National Science Foundation; and Michael D. Scales, associate vice president, Office of Business Services, at Temple University. We are grateful for all of our board members who bring great experience in a variety of fields and sectors – all with a passion for higher education and for Albright.
  • Recognized Alumni Board Chair Kat Crossley ’11, Faculty Chair Jon Bekken, Student Government President Faith Guzzo ’20 and Board Member Jeanette Roberts ’79 for their service to the college. The board welcomed and heard updates from new representatives Sean Crossley ’11, Alumni Board chair; Ian Rhile, faculty chair; and Dylan Cope ’21, Student Government president.
  • Affirmed actions taken to convert Rockland Hall from a management agreement model to a lease model offering the college greater flexibility and control of the residential property.
  • Approved ’20-’21 goals for administration to advance the institutional priorities and themes in alignment with the Strategic Vision White Paper. These goals include, among others, commitments to inclusivity and equity; library and other facility planning; and retention and student success objectives.
  • Defined the college’s 2020-2021 strategic conversation focus on building a truly inclusive and fully participating community. The board wishes to ensure progress is achieved in our commitment to developing and supporting a thriving, well, equitable and empowered community as expressed in the college’s Strategic Vision. In addition, a board task force on equity and inclusion was created to collaborate with administration and provide expertise, generative thinking and advice.
  • Heard an informative, exciting and inspiring presentation about The Science Research Institute at Albright College by Adelle Schade, dean of pre-college and summer programs; Kris Jackson and Jason Morris, co-founders of Cross-Trainer Mixed Reality; A.J. Merlino, director of music industry studies; and Doreen Burdalski, chair of the fashion department.

If you were to ask trustees what they enjoy most about board meetings, I am certain many would highlight the opportunity to interact with the Albright community – faculty, staff, fellow trustees and perhaps most importantly, students. And while the structure of a virtual meeting limits these opportunities for relationship building, I can attest we came away from our meeting energized and inspired by the entire community’s dedication and support for one another during this time. We eagerly anticipate the opportunity to again gather on campus to celebrate with you and work collaboratively to pursue our strategic vision.

Stay healthy, safe, positive, optimistic and resilient!

Ron Scheese ’83

Chair, Board of Trustees