AUS Awarded King County Contract to Provide Mental Health Services
May 20, 2010
The King County Drug Diversion Court (KCDDC) has awarded Antioch University Seattle a $198K contract to provide mental health services to individuals struggling with mental health issues in addition to addictions and legal difficulties.
Funded by a grant from the U.S. Department of Justice, services will be provided by qualified students enrolled in clinical Master’s and Doctoral degree programs at AUS under the supervision of faculty members who are licensed psychologists or mental health professionals and offered at the AUS Community Counseling and Psychology Clinic (Clinic).
The psychology students and faculty members from AUS will assist referred individuals in acquiring skills to help them resolve or reduce the impact of mental health issues on their day to day lives; increase their ability to cope and function as productive citizens; and increase their chances of successfully completing the KCDDC program.
“Many individuals enrolled in the KCDDC still suffer from the long-term effects of childhood abuse, domestic violence and other trauma. This is an incredible opportunity for these individuals to address lingering issues with state-of-the-art therapy and counseling,” says Mary Taylor, MSW, Program Manager, KCDDC.
“The program is a win-win-win for the clients, the Clinic, and King County,” according to Doug Wear, PhD, Clinic Director. “KCDDC participants that would otherwise lack access to timely and affordable care are getting the help they need.”
Carol Stanley, PhD, Dean of the School of Applied Psychology, Counseling and Family Therapy explains, “The Clinic gets a significant contract and a diverse training opportunity for its students. KCDDC fills a gap in treatment for its participants through a federally funded program.”
The Clinic has been in operation since 2006 and offers AUS students the ability to gain real-world experience that is integrated with classroom learning to develop highly qualified psychology professionals. Students work with a wide range of clients in terms of age, gender, ethnicity, psychological issues and diagnoses.
The partnership with KCDDC began in March 2010 and will continue through August 2011.
For information on Antioch University Seattle’s Clinic go to www.antiochseattle.edu/clinic
For information on Antioch University Seattle’s School of Applied Psychology, Counseling and Family Therapy go to www.antiochseattle.edu/psych
For information about KCDDC go to www.kingcounty.gov/courts/DrugCourt.aspx
Business Advisor, Small Business Development Center
May 20, 2010
Opens: May 18, 2010
Closes: Open until filled; first consideration date June 1, 2010
Position Available: As soon as mutually agreeable
POSITION DESCRIPTION:
Edmonds Community College has a vibrant Small Business Development Center (SBDC). The primary focus of the Small Business Development Center (SBDC) program is business development education through advising. Therefore, the Business Advisor acts as an enabler or coach, assisting clients to develop or improve their business management skills in order to effectively manage the operations of a small business. The Business Advisor provides confidential, no-charge, one-to-one business development advising to individuals or groups seeking assistance in the development, expansion or formation of a small business. The Business Advisor provides client assistance with the development of comprehensive business plans, as well as operating plans for management development, market development, organizational structure development, and financial management and financial proposal development. Technical assistance to clients is provided to deal effectively with, for example, marketing challenges, organizational conflict, personnel matters and business phase strategies.
This is an exempt position reporting to the Edmonds Community College, Business and Training Center Executive Director.
REQUIRED QUALIFICATIONS:
• Undergraduate degree in business or in a related or technical field.
• Minimum of three years of experience related to economic or entrepreneurial development.
• Proficiency with standard software programs – especially business accounting and spreadsheet applications.
• Effective communication skills, both oral and written, with clients and others
• Ability to work effectively with populations representing diverse backgrounds, life experiences and abilities
PREFERRED QUALIFICATIONS:
• Masters degree in business or in a related or technical field.
• Established local economic development, community, and business relationships.
• Experience in advising small businesses.
• Five or more years of small business ownership and/or management.
• Product development experience.
• Development of new programs.
• Work with technology-based firms.
• Fund-raising experience.
CERTIFICATION:
The successful candidate must complete SBDC certification within six months after being hired — or be making satisfactory progress toward completion, as determined by the SBDC’s Certification and Professional Development Committee. Upon successful completion the candidate will be designated a Certified Business Advisor (CBA).
PHYSICAL WORK ENVIRONMENT:
Work is typically performed in an office setting and in various locations throughout the Puget Sound region. The ability to travel to other locations using a personal vehicle is required. Problem solving, making sound decisions and communicating effectively are essential. This includes both oral and written communication and requires the ability to produce written documents with clearly organized thoughts and using proper punctuation and grammar. Using a personal computer is required.
ABOUT THE COLLEGE:
Edmonds Community College, founded in 1967, is a public, two-year, coeducational state community college which each year welcomes some 11,000 academic and vocational students, including approximately 1,000 students who come here from as many as 55 different countries.
Edmonds Community College is located in the center of the growing south Snohomish County communities of Edmonds, Lynnwood, Mountlake Terrace, Brier, Mill Creek and Woodway. Situated in Washington State’s Puget Sound region, the College is just north of Seattle and a short distance from the scenic beauty and recreation of the San Juan Islands, British Columbia, and the Cascade and Olympic mountain ranges. For more information, see the college web site at www.edcc.edu.
COMPENSATION:
The salary will be based on the current administrative/exempt salary schedule, with placement based on education and related experience. The starting salary range is $53,300-$56,562 annually, progressing to $63,697. The college provides an excellent benefits package which includes medical, dental, life insurance and a retirement plan.
APPLICATION PROCEDURES AND DEADLINE:
All applicants are required to complete and return the following documents. Application packets received by June 2, 2010 will receive first consideration.
1. Edmonds Community College job application form.
2. Supplemental application (please follow directions on form).
3. Current resume.
4. Two current letters of recommendation.
5. Names and contact information for three additional references not listed in your other application materials.
Candidates are urged to submit their application packets by or before the first consideration date. Consideration after that date is dependent on the applicant pool and is not guaranteed. Interviews are tentatively scheduled for early to mid-June.
Application materials can be accessed from the college web.edu. Be sure to download the college application form, supplemental application, and the reference check consent and demographic data forms.
To pick up an application in person, come to the Human Resources Office, located in the North Campus Complex, Clearview Building (first floor), 7030 - 196th SW, Lynnwood. Office hours are 9:00 am –4:00 pm, Monday through Friday. Closed weekends and holidays.
To have an application mailed to you, please send a written request specifying the position desired to the address below or send an email to jobs@edcc.edu. Requests must be received at least three days prior to the closing date; applications will not be mailed after that time.
U.S. Mail:
Human Resources Office
Edmonds Community College
20000 68th Avenue West
Lynnwood, WA 98036-5999
Drop off in person (9am – 4pm)
Edmonds C.C. North Campus Complex
Human Resources Office, Clearview Bldg.
7030 196th Street SW
Lynnwood, WA
Applications may be faxed to meet the deadline, (425) 640-1359, with the original then placed in the mail to the college address listed above. We are not prepared to receive emailed materials at this time.
CONDITIONS OF EMPLOYMENT:
• You must document your citizenship or employment authorization within three days of hire.
• You must successfully pass the college’s criminal background check.
• All new positions are contingent upon funding.
EEO/AFFIRMATIVE ACTION STATEMENT:
Edmonds Community College is an equal opportunity employer and operates under an affirmative action plan. Applicants with disabilities who require assistance with the recruitment process may call (425) 640-1470 or email jobs@edcc.edu and accommodations will be made to the extent reasonably possible. The Human Resources Office is accessible to persons with disabilities.
Marketing and Communications Director Job Opening
May 19, 2010
http://www.filtertalent.com/Professionals/Search_Jobs.aspx?id=557&m=j
Are you skilled at building, cultivating and fostering deep relationships with both internal and external clients? Are you a seasoned marketing professional who’s got a history of winning media placements? FILTER has a permanent, full-time position for a Marketing and Communications Director.
This role is with a digital product development consultancy located in South Lake Union.
In this hands-on role, the Marketing and Communications Director will create and implement a cohesive marketing plan that will drive sales for the company’s services and garner extensive media coverage. This position will also plan and execute a variety of marketing events such as conferences and industry workshops.
We’re looking for someone who has experience making connections with strategic accounts and expertise in working closely with public relations and media activities.
Sound like you? Get in touch with FILTER.
WHAT YOU’LL DE DOING
• Developing and executing a cohesive marketing plan that will elevate
the profile of the company and drive demand for services
• Collaborating closely with the senior leadership team
• Maintaining responsibility for branding, messaging and positioning
• High-level analysis of the industry to identify emerging trends and
evaluate the competitive landscape
• Managing public relations activities, establishing contacts within the
press and garnering coverage in the appropriate channels
• Overseeing publication initiatives, managing the content and schedule
for the company blog articles and overseeing industry competition entries
• Planning and execution of marketing events such as conferences and
industry workshops
• Cultivating deep client relationships through regular communications
and face-to-face meetings
• Actively expanding the existing network and make new connections
within strategic accounts and designated verticals
SKILLS YOU’LL NEED
• Exceptional interpersonal and communication and presentation skills
• Bachelor’s Degree in Marketing or Communications
• Expertise in working tightly with PR and media activities
• Solid knowledge and understanding of research, design and software
development
• Proven track record of story placements and media “wins”
• Evidence of developing and executing a media plan
• Leadership skills and drive for results
• Ability to deal with ambiguity
• Ability to act as a relationship manager with prospective and existing
clients
• All applicants applying for U.S. job openings must be authorized to
work in the United States.
A BIT ABOUT FILTER
FILTER is a full-service creative resources company that connects industry-leading companies with the very best creative talent throughout the West Coast. Offering both creative staffing services and interactive media design and production, FILTER helps clients to make their ideas a reality and complete their projects with more speed, flexibility and cost efficiency. The company is headquartered in Seattle and has branch offices in Portland, San Francisco and Los Angeles. FILTER has been
serving the creative community, including top consumer brands and technology companies as well as leading design, advertising and interactive agencies, for the past two decades.
We will review your resume and portfolio and contact you if your skills and experience appear to be a good fit.
FILTER is an equal opportunity employer.
Alumna Publishes Journal on The New Pagans and Folk Revivals
May 17, 2010
From Lezlie Kinyon, B.A. ‘85:
Thought Antioch alumni might like a copy of my journal Vol 2 # 1 Coreopsis A Journal of Myth and Theatre: Echoes Across Time: The New Pagans and Folk Revivals. To view it go to:
https://sites.google.com/site/mythandtheatre/Home/vol1-number-three
Published quarterly, peer reviewed.
Editor: Lezlie A Kinyon, Ph.D.
Words From The Editor
(https://sites.google.com/site/mythandtheatre/Home/vol1-number-three/wprds-from-the-editor)
Opportunity To Lead Vermont’s First Arts Integrated K-5 Magnet School
May 17, 2010
According to Antioch alumnus Victor Prussack, M.A. Education ‘93, coordinator of magnet schools for the Burlington, VT, school district, this is an incredible opportunity to help them continue the transformation of their vibrant and rich school.
“With a population of 250 students, we are completing our first year as an Integrated Arts Magnet school. We are also entering our first year of restructuring under NCLB as a tier I school. With this designation comes secure funding to move the school forward. We are looking for an active leader who has passion for arts in education, experience working with a highly diverse population, and the temperament that includes vision, and organizational and communication skills that will help the school progress in restructuring to become an exemplary learning environment.
“Although the stereotype of Burlington, Vermont, is an area heavily white and middle class, the reality is that my students at this school are more diverse both socio-economically and culturally than those I taught in Seattle at Summit, NOMS (now morphed with COHO and under another name, or Whitman Middle School). We are looking for candidates who relish this challenge and diversity and have a passion, if not true hands-on experience with the arts. It is an incredible opportunity in a fantastic district and an incredible city (many refer to Burlington as a mini Seattle).”
Visit their website at http://iaa.bsdvt.org/. Go to the posting at: http://www.schoolspring.com/job.cfm?jid=36537
Office Space With View Seeking Subletters
May 15, 2010
Office space in a great professional building with views of Space Needle, downtown and Puget Sound in Lower Queen Anne. 1/2 day ($60-70/month), 1 day ($115-135) or 2-4 days or full-time in a suite of 4 offices with psychotherapists and an ARNP (furnished, shared waiting area and kitchenette). Contact: Sharon Sanborn, MA, LMHC (206) 283-9767 or SSanborn@SeattleArtTherapy.com. Also see http://www.SeattleArtTherapy.com.
Special Assistant To Executive Director Position Open
May 14, 2010
The American Civil Liberties Union of Washington in downtown Seattle currently has a job opening for a Special Assistant to the Executive Director. For complete job description and application instructions see:
http://www.aclu-wa.org/special-assistant-executive-director
Integral Ways of Knowing and Leading Workshop
May 14, 2010
From Tracy Puett, M.A. Whole Systems Design ‘00:
NEW Workshop dates! “Integral Ways of Knowing and Leading” will be held July 16-18th in Nashville TN at Scarritt Bennett Center. Two-and-a-half days of powerful experiential learning for just $345 incl. lunch and breaks. Register at http://www.fourcornersinstitute.com/programs.html. Additional sessions can be seen on our calendar. All Students with an ID receive a 25% discount ($259).
Joshua Berger, M.A. Environment & Community 2008
May 14, 2010
Joshua Berger was recently featured on King 5 News. Here is the link:
Antioch University Refocuses on Adult Education
May 14, 2010
From YSNEWS.com, the online edition of the Yellow Springs (OH) News
By Lauren Heaton
Published: May 7, 2010
Eight months after severing ties to the college that bred it, Antioch University is looking deeply at itself and clarifying its mission as a single system that serves adult students at multiple campuses around the country. No longer limited to just the physical campuses, the university is exploring how to increase capacity by making the strengths of each campus available to the university as a whole. Along with investigating opportunities in the virtual world of education, Antioch’s leaders are also considering whether Yellow Springs is necessarily the best place for its headquarters to remain.
In an interview last week, University Chancellor Toni Murdock said that since officially separating from the college last September, the university has begun to increase its financial surplus and reinvest in both its programs and its facilities.
“This past year we’ve been able to concentrate on the university, and begin asking ourselves, what is it we really want to be?” she said. “We have the full attention of the board as we look at strategic planning.”
Structural change
Last year the university fundamentally changed its internal operations structure by dissolving the university’s board of trustees and creating instead a board of governors. The university further directed each of its five campuses to establish its own board of trustees. The shift was crucial in leveraging the local support that each campus needs to engage with its surrounding community and engender a philanthropic base of people who value the school’s presence, Board of Governors Chairperson Art Zucker said last week. While the university’s Board of Governors maintains fiduciary responsibility for the system as a whole, the local boards have the authority to oversee the programmatic and budgetary needs of their individual campuses, Murdock said. The new boards will also serve to strengthen local connections by “knowing the educational needs of the community and helping our program stay serviceable to the community and its students,” she said.
Since January the university’s leaders have also embarked on a strategic plan that has led them to ask fundamental questions such as, Who are the students we serve? What is our mission? How do we leverage our resources to strengthen both the university and its campuses? According to Zucker, leaders have even talked about opening another campus.
Antioch University students, it turns out, are what Murdock called “the new majority student,” or adults between the ages of 25 and 37 who are looking to complete their undergraduate studies or attain higher degrees and whose numbers have begun to exceed traditional-aged students typically headed for residency programs. According to Murdock, traditional 18-year-old students represent a declining segment of the national student body, and statistics show that for the first time in history, the level of education of people over 30 is higher than the education level of young adults. Yet those same older students are still underrepresented in the current field of education, she said.
“We’re seeing more and more of a need for degree completion programs for those looking for jobs that require higher degrees, and we feel positioned for that,” she said. “We need to make an exceptionally high commitment to those types of students.”
The foundations of the university’s mission remain the same as those that Antioch built itself around, including concepts of social justice, diversity, sustainability, and community and civic engagement, Murdock said. But the Board of Governors and the University Leadership Council are currently discussing how to implement those concepts within a fiscally manageable educational system. They aim to complete the strategic plan by the end of 2010, Zucker said.
While the university is still committed to student-centered learning, many of its leaders feel that student-faculty connections can occur successfully through online programs, he said. And having programs online means that students anywhere in the country, and conceivably the world, could access them.
“My dream is that an adult learner at any point and place in the U.S. could get an Antioch University education using our campuses and online program,” he said.
Zucker, an Antioch College alumnus, plans to step down as the chair in June 2011, when he will be replaced by the board’s Vice Chair Larry Stone. Zucker will still be eligible to complete his term as a board member.
New and shared programs
Antioch University McGregor’s President Michael Fishbein, who will be officially inaugurated in June, sees the university-wide goal on his campus this way:
“What we do, we do well, but we don’t offer as many programs as we could or should to sustain our resources over the long term,” he said.
This year the university committed $7 million to fund academic innovation and initiatives to share resources between its five campuses, Antioch University McGregor, AU New England, AU Los Angeles, AU Santa Barbara and AU Seattle. The funds will be used, for example, to help faculty members who are leaders in their field to design shared courses and employ a combination of distance learning technology and travel to share instruction across the campuses. The courses go hand-in-hand with a new virtual learning center, which will provide to students and faculty at all the campuses support software, such as writing instruction, help with ESL, disability services and teaching tools.
“With this focus we are learning to be a university of one, and develop the cross-campus sharing we need to be doing,” Murdock said. “We want to utilize our resources so that the sum is bigger than its parts.”
The McGregor campus has been chosen to host a university-wide virtual library to replace the Antioch College library that formerly served the entire university. The online collection will include electronic periodicals and professional journals within a system that catalogues the collection of each campus and provides interlibrary loan services with the public library system.
Each of the campuses has also been challenged to create new academic programs, such as New England’s new Green MBA, an accelerated 12-month masters program in sustainable business, and McGregor’s new doctorate program in educational leadership and new undergraduate program in sustainability. The programs are being developed in conjunction with market research on their demand and sustainability, Zucker said.
The discretionary funds will also support a commitment to establish environmentally sustainable practices on all of the campuses, and to share the resource that the university’s radio station, WYSO, offers as a model for studios on the other campuses as well.
Enrollment and finances
While many other small, private institutions have struggled to survive over the past decade, Antioch University has remained relatively stable, Murdock said. The university’s total enrollment of 3,500 has not changed significantly over that same period (excluding the college numbers), and all of the campuses have exceeded their enrollment this year over last.
At McGregor, for instance, enrollment rose slightly from 700 two years ago to about 800 students this year, though in 2007, the school boasted an enrollment of over 900. While New England exceeded its enrollment goals by a small margin this year to just over 1,000 students, according to a news release in 2006 the school has experienced a decade of static enrollment of 1,000 students and “tight” budgets and is currently implementing a strategic plan for growth from 2007 to 2012.
Still university leaders credit their united governance system, revenue-based budgets and focus on adult students for what they see as the school’s buoyancy, and want to maintain an upward enrollment trend on all of its campuses.
“At a time when other institutions are cutting faculty and closing programs, we feel fortunate,” Murdock said.
While the university has also maintained a fairly flat $75 million budget for its campuses, losing the college last year offered the university the first time opportunity to reinvest some of its revenue into its other campuses. The Los Angeles campus, for instance, had a $700,000 carryover last year due to a bump in enrollment and good fiscal management, and the school invested the funds on land for a new facility.
“Because of the college’s financial situation, the board was so busy dealing with it that the rest of the university got very little attention,” Murdock said. “Now we’re able to say we’re an institution, and there’s no American university like us with our governance structure and value system.”
Headquarters for national system
As the university refines its goals and prepares to bulk up its capacity, the question of where the central hub of a nation-wide educational system should be, lingers. While the issue of location is not pressing, it is currently under discussion, Murdock said.
As an administration that regularly convenes meetings of its boards and leaders, the central office requires easy access to all of the constituent campuses. Antioch’s leaders need airports, hotels, highways and meeting facilities, as well as a community whose cost of living is proportionate to the services and amenities if offers, Murdock said. The administrative offices are currently located in Yellow Springs because of the school’s legacy with Antioch College, but the university is now looking at the advantages of staying in the village from a business perspective.
And as a school that aims to serve a working adult population, the priority is no longer to create an immersive experience with all the amenities and services in one physical campus, according to Fishbein. That affords the university greater flexibility in designing some virtual programs with residency requirements that make education more convenient for its adult students.
“We still have a desire for the faculty to be hands on, but we need to acknowledge that the students we get can’t afford to spend all day at school,” Murdock said. “It’s about using high-tech to be high-touch, and we need to figure out how to deliver an education like this.”
