(cid:2) UARTERLY Fall/Winter 2011 | Volume 82 | No. 1 The College of New Rochelle Alumnae/i Magazine Judith Huntington of Inaugurated as 13th President The College of New Rochelle (story on page 12) (cid:2) Inauguration Committee Chairs Joan Bailey (front left) & Colette Geary (front right) wait to process to UARTERLY The Wellness Center.STORY ON PAGE 12. Fall/Winter 2011 Volume 82 | No. 1 EDITORIAL STAFF Editor Lenore Boytim Carpinelli SAS’89 Assistant Editor Andrea Hindmarsh Fagon SAS’00, GS’09 Class Notes Editor Lisa Skelton Quarterly Design Kim Barron New Leaf Graphic Design Writers Amy Bass Martha Counihan, OSU Amy Roach Partridge Photographs David Cunningham Peter Finger John Vecchiolla Letters to the Editor and editorial correspondence should be directed to: Lenore Boytim Carpinelli SAS’89 (914) 654-5272 E-mail: [email protected] Class Notes columns and correspondence should be directed to: Andrea Hindmarsh Fagon SAS’00, GS’09 (914) 654-5285 E-mail: [email protected] Address updates should be directed to: Ann Summo (914) 654-5295 E-mail: [email protected] 12 To contact the Office of Alumnae/i Relations, please call: 1-800-850-1904 The diverse opinions expressed in Quarterly do not necessarily represent the views of the editor or the official policy of The College of F E A T U R E S New Rochelle. Copyright 2011 by The College of New Rochelle. Reproduction in whole or in part without permission is prohibited. 2 16 QUARTERLY (ISSN 1550-8153) Volume 82, No. 1 Fall/Winter 2011 is published quarterly by the A Conversation with the Inaugural Address Office of College Relations, The College of New Rochelle, 29 Castle Place, New Rochelle, NY College’s 13th President RESPECTING TRADITION, 10805-2339. Periodicals postage at New Rochelle, NY, mailing office. POSTMASTER: EMBRACING TRANSFORMATION Send address changes to QUARTERLY, The College of New Rochelle, 29 Castle Place, New Rochelle, NY 10805-2339. 12 22 Judith Huntington Greetings to Our Inaugurated as New President 13th President 32 Cover: Judith Huntington receives the Presidential Chain of Office from Board Chair Michael The Ursulines: Ambler and Trustee Elizabeth LeVaca; Photo by Peter Finger. LEADING WITH FAITH Thanks… WITH PROFOUND “It is the unity of our community that gives us strength to move thisCollege forward.” O JUDITH HUNTINGTON PRESIDENT, THE COLLEGE OF NEW ROCHELLE October 14, 2011 was a great day in the history of The College of New Rochelle. Not because it was the day of my Inauguration but because it demonstrated so well the strengthand vitality of The College of New Rochelle Community — now 108 years strong. As I looked out on the sea of faces gathered in The Wellness Center that day, I was energized by all that they represented, both how far we have come as a college and all the possi- bilities that lie ahead of us as we move this College forward into its second century. I was also profoundly grateful to so many. To the Board of Trustees for entrusting me with this hallowed position and the immense responsibility to protect the College’s mission, while continuing to advance the College to meet today’s challenges; To my predecessors, the 12 presidents of The College of New Rochelle, who have handed over to me a college rich in values and traditions; To the faculty and staff of the College for their support of me in the months since my presidency was announced and particularly since July 1 — together I am confident we can accomplish great things; To the alumnae/i, who through their lives and their work demonstrate so well the benefits of a College of New Rochelle degree — so many have shared their congratulations and good wishes for me both in person and through their kind notes since I took office, and I was pleased to welcome back a large group to participate in the inaugural activities; To the students — you make me so proud every day; And to the Ursulines — in my inaugural address, I spoke of how the success of this College is the direct result of their vision, sacrifice, and dauntless perseverance to a faith-filled education, and I mean that from the bottom of my heart. Words cannot truly express the deep feelings of appreciation I have for all who have brought us to this moment of strength and will continue to propel us forward together as a community. The College of New Rochelle is much more than just the President. It is a community, and it is through The College of New Rochelle Community that we will find success. Thank you. D E P A R T M E N T S Judith Huntington 35 ALONG CASTLE PLACE President 46 WE REMEMBER J H UDITH UNTINGTON Presidency A S S U M E S T H E O On July 1, 2011, Judith Huntington assumed the presidency of The College of New Rochelle, the first lay woman president in the history of the College. She brings to her new role ten years of experience as the Vice President for Financial Affairs. While vice president, she oversaw the completion of the $28 million LEED-certified Wellness Center and achieved positive operating results for the College, while weath- ering enormous financial challenges brought on by the collapse of the U.S. economy. Quarterly magazine had the opportunity to sit down with President Huntington to discuss her new role and her vision for the future of the College. 2 QUARTERLY How did you first come to CNR and what attracted you to the College? My history with CNR goes back 20 years. In fact, The College of New Rochelle was one of my first clients while working for KPMG, one of the “Big Three” accounting firms. I served as the College’s outside independent auditor for 10 years, and when CNR’s then-Vice President for Financial Affairs, Walter McCarthy, announced his retirement, the College approached me about assuming his position. KPAMt Gth faot rp 1o5in yt eIa rhsa, da nbde etnh ewyi thhad just dParuesgihdteenrt AHmuanntidnag,t oann dw hituhs bsoann dB Brardalde.y Jr., invited me to join the partnership in the New York office –at a time when very few women were making partner. But I had always felt myself drawn to What makes CNR unique? What other special qualities does the College, so when the opportunity First, our core values, especially our CNR offer? presented itself I decided to take some commitment to educating women. We One important aspect is that we oper- time and really think about why I would do have three co-educational schools ate very much like a university. We make such a major career change. along with the School of Arts and can’t call ourselves a university in New And what it all came down to were Sciences, but throughout all these York because we don’t offer Ph.Ds in values. While my career at KPMG was schools we put particular emphasis on three distinct disciplines. But with four both professionally and financially women’s education. Schools and five deans, we are struc- rewarding, CNR was all that plus It is from CNR’s Catholic tradition tured like a university and enjoy the personally rewarding and fulfilling. and Ursuline influence that we derive benefits of a university model. KPMG offered a prestigious and lucra- our commitment to empowering This allows us great flexibility with tive career opportunity, and I loved women, educating women and devel- our programs, and in reaching differ- my work there. I had tremendous oping women as leaders, as well as our ent student populations and demo- respect for the firm and admired the commitment to social justice and to graphics. It also allows great financial professionals I worked with. But I service. It’s critically important for stu- flexibility in navigating the College looked at the values the College dents today to understand that they through tough times – if one market offered, a strong sense of community, have a larger role in society, and part segment is being challenged, another the power of education, and in partic- of that role is giving back. market segment can provide strength. ular educating women to empower The liberal arts are the cornerstone The School of Nursing, for example, them to become leaders. Teaching of the education that we offer. And has shown robust growth over the last women to be independent, analytical particularly in the School of New seven years and continues to demon- and critical thinkers was so important Resources, we hold a deep a commit- strate market strength and strong to me. ment to access. We work to ensure demand. In addition, the School of Plus I simply love the campus com- that bypassed populations can benefit Arts and Sciences as a women’s college munity. Over 10 years as its auditor from the same quality education that is also a market niche. I’d come to know the College so well. others have benefitted from. We do From sitting in on classes and meet- I got to know wonderful people, that by keeping the tuition pricing at ing with students over the years, including Presidents Sister Dorothy affordable levels and providing the another unique quality I see is the very Ann Kelly and Steve Sweeny, and I education where they live and work at strong bond between faculty and stu- could picture myself working here. times when it’s convenient for them. dents – small classrooms, one-on-one So I have the perspective of both an We educate a lot of adults, and we do discussion, a lot of dialogue between external independent auditor, someone an exceptional job in delivering that teacher and student. And our faculty is from the outside looking in, and then education in a way that’s conducive to outstanding – totally committed to 10 years as CNR’s chief financial offi- their learning styles and lifestyles. our mission, to their disciplines, and cer. Both roles, I think, have prepared When you put that all together, it to delivering a quality education. me well for my new role here. makes us very unique; and our story is And then there is the campus itself. very compelling. It’s the best of both worlds. We are in (continued on page 4) QUARTERLY 3 With Dianae tD F’aIsmidiloyr iW SeAekSe’8n1d many different areas. And it’s made in a building in more than 40 important to be open to those years, and an unusually challenging new ideas. That’s the value of a project for many different reasons. It is liberal arts education. also a green building, achieving LEED silver certification. Sustainability and As the first lay woman presi- our impact on the environment are of dent of the College, do you high value to our faculty, the commu- see yourself as a role model nity as a Catholic institution, and aca- for young women graduating demia in general. from CNR? First, we worked to take a very large I hope so. But what I hope building in terms of square footage and they would look for in any make it appear much smaller, so it role model is someone who can think would not impose on the campus or critically and independently, is well on our neighbors. We worked very a beautiful residential community but educated in his or her field, and has a hard to ensure that a very modern just 30 miles from New York City. It’s diverse work background. building in look and style would a lovely combination of traditional col- I think you gain from every work integrate with a traditional collegiate legiate architecture and outstanding experience, and I can go back all the gothic-style campus. And while it was modern facilities like The Wellness way to when I was a receptionist in a an expensive endeavor, we worked to Center. So it offers so much, it really doctor’s office and just learning how to ensure we could meet that cost in a does. Plus we offer five convenient interact with people, which is so financially feasible manner. Financing campuses right in New York City. important. Every work experience col- can be stressful in any economic envi- lectively prepares you for the next, ronment, and we were so fortunate we What educational skills do you see whatever it may be. got ours in place a month before the as essential for CNR students as So it’s vital to develop your work 2008 U.S. economic collapse. preparation for the workplace and experience, be an independent thinker, Being directly involved with the life in general? and invest in your education. A good contractors was a completely new expe- The ability to think analytically and education can never be taken away rience for me. I went to every single critically is at the core of a liberal arts from you, and you’ll be better pre- contractor meeting, every single week education. Communication skills also pared for any turn your life may take. for 18 months, and I think they were a are absolutely essential, both written little bit surprised that I would be so and oral. In any field you enter, What are some of your proudest engaged, checking every change order whether it’s business or finance, nurs- accomplishments thus far at the and reconciling every payment request. ing or teaching, you must be able to College? I was really, reallyinvolved – but I had write and speak clearly. You must be The Wellness Center is the first that to be, because I had to protect the able to stand in front of a group and comes to mind, because it was the rights of the College. My job was to present your ideas clearly and succinctly. most significant investment we’ve make sure that we got everything we But I think students today – between texting, tweeting, and Facebooking – have developed some unfortunate communication habits that are impersonal and lack formality, which I’m afraid could spill over from their personal to their professional lives. So they need to be fully educated about formal writing, when to use it and when not to use informal abbrevi- ated communications that would have been more effective face to face. Students also need to be open to a variety of disciplines. I think many students entering college have an idea of what they want to do, but at CNR they will be exposed to ideas from so Leading an Executive Team meeting 4 QUARTERLY purchased and that every part of that point. I have a lot of energy and I’m talented people who are experts in contract was upheld. not afraid of a challenge. I love the job their areas, and I need to hear their Fortunately, we worked with an already, and the variety of work that opinions. And that’s not just at the VP architectural firm that understands our hits my desk. level – the innovative ideas of the fac- institutional values, our culture, and I embrace change but not just for ulty and staff have to make their way what we need. What was delivered was a the sake of change. I do support to the executive team. That’s very, very spectacular building, and I’m so proudof change that is purposeful, thoughtful, important for our growth and strategic the way it turned out. Former President and deliberate. But it must be within planning. Sweeny really first set the bar with his the context of our mission and vision of what this building should our core values. I enjoy the deliver to serve generations to come. opportunity to move the insti- tution forward, to do new What other accomplishments most things, to think and act cre- come to mind? atively and innovatively. I’m I’m also very proud to have continued surrounded by people who are the legacy of my predecessor, Walter really energized and excited McCarthy. He was so committed to about change, about growth, financial stability, and imparted that about new initiatives. So for ideal to the Board of Trustees and the me that comes very naturally. entire College Community. The very first thing I did as In my 10 years as financial officer president was spend a two-day we were able to produce positive finan- retreat with the vice presi- cial results – which in fact we have dents. First we talked about At a dinner at St. Joseph’s Seminary with Archbishop now produced for more than 35 con- team-building – how we func- Timothy Dolan and CNR Chaplain Joseph Flynn secutive years and which I know we tion together as an executive will continue into the future. We are a team, what works, what doesn’t, what What are some of your top priorities? Moody’s investment-grade rated insti- you would change, what do you need. Right at the top I would put an tution, a status few small private col- The whole premise for the first day emphasis on student-centeredness. The leges can claim. was for us to feel free in expressing our students are the center of our universe, So the ability to operate through thoughtsand opinions, to have open so we’ll be taking a lot of steps to one of the worst economic disasters and honest communications and above improve their experience, on this since the Great Depression is some- all trust. campus and all our campuses. thing to be proud of. I certainly don’t The second day focused on strategic We have to deliver on student- take full credit, because I joined a planning. It was totally out of the box centeredness in every corner of the community that truly understands the – not considering cost or funding, institution, whether it’s security when value of prudent financial manage- what are your top priorities? Of you first come in and pass through ment, and we get high marks from our course, we have about 50. But it was that booth, all the way to the day credit rating agency as a result. an opportunity to hear what our vice when you shake my hand and receive The financial success of the College presidents would change if they could, your degree, which will be hand-signed isn’t due to one single person. It wasn’t to move the institution forward, by me. The entire process must be just Walter and it wasn’t just me. It’s the regardless of funding. centered on students and fulfill our entire College Community believing There were some great ideas, and as commitment to student service. this is a high priority and willing to sac- the two days ended we felt more ener- It has to happen at every level. rifice when needed. It’s leadership from gized than ever by the potential we When you have a question, you need a strong Board of Trustees, absolutely saw, working in the context of a 108- somebody there at the other end of the committed to sound financial manage- year-old institution with a solid foun- phone to answer courteously. There are ment. It’s much the same as with The dation and a great set of non-nego- stressful times in everybody’s lives. Wellness Center – it takes an entire tiable core values. Paying for college is stressful. Just get- team of people to make it all happen. So above all I encourage free dia- ting registered, scheduling your cours- logue and conversation. I value input. es, buying your textbooks, all these What can the College expect from I’ve learned to become a listener (even little things can be very new for a you in terms of management style? though I’m doing all the talking here). student. So we’ve got to be patient and I think you’re going to find I’m com- Listening is so critically important treat every student as if he or she is pletely open, transparent and to the because we have very skilled and our very first. (continued on page 6) QUARTERLY 5 At Alumnae/i College I was espe- What are some of your other serious investment. And of course all cially impressed with Mary Sommer key priorities? this will support enrollment manage- Sandak, who is a Connecticut superior It is important that we continue to ment in each of the four Schools. court judge and gave the keynote promote the mission and identity of In meeting all these goals, my work- address. She talked about treating the College as a Catholic university ing relationship with the Board of every person who came before her in that is inspired by the Ursuline tradi- Trustees will be vitally important. I court as if they were the only person tion, is grounded in the liberal arts, have a very engaged, supportive, and she was seeing that day. Although she and that places a particular emphasis generous Board, and an especially high may have heard the story a thousand on women’s education and access. I priority for me will be getting their times, everybody got her full attention think we need a serious strategic plan, input on our strategic initiatives. I had as if she was hearing it for the first a Board-driven strategic planning a retreat with the trustees in April, with time. process that involves the entire institu- an outside facilitator from Harvard Treating everyone with that same tion. That will help prioritize for me University, and we talked about good level of dignity, respect, and courtesy is what I think are 50 great ideas and put board practices, good board process. part of who we are as a women’s, them into a tactical plan for the next They’re brilliant, they understand The Catholic institution, grounded in the 10 to 15 years. College of New Rochelle, and they care Ursuline tradition. It’s a transcending We also need a master facility plan. deeply about it. value through all our Schools, through We have this beautiful campus here, the entire institution, and is at the very and we have five campuses in New What are some of the challenges essence of student-centeredness. York City, one of which we own, the ahead for CNR as well as for higher During my year as President-elect, I John Cardinal O’Connor Campus. education as a whole, particularly in met with Agnes Neill Williams SAS’51 What is the best collective use of those terms of finance? and I asked her what she felt was the facilities for the future of the College, First let’s talk about higher education most important consideration during a taking into consideration what the as an industry. With the exception of a presidential transition and she put it strategic plan tells us? So we will need few highly endowed institutions, very simply, “building bridges,” mean- those two plans almost simultaneously, Moody’s, the credit agency which reg- ing building relationships with alum- because one drives the other. Both will ulates some 1,400 colleges and univer- nae, donors, trustees, faculty, students. be supported by a multi-year financial sities, sees the outlook for higher edu- Given her vast higher education board plan and a feasibility study of the next cation as a sector as negative. That’s experience (at CNR, Holy Cross, and phase of the Capital Campaign. because it is fraught with so many Georgetown), I took her advice very As I emphasized before, another complex issues at this time, driven by seriously and shaped my transition year priority will be technology, which I unprecedented U.S. and global eco- with this advice very much in mind. expect both the strategic and facility nomicchallenges. plans will point to as an area for The decline in equity markets had an enormous impact on endowment funds. In addition, the crash of the real estate markets has made it difficult for some families to pay for college because of loss of personal net worth, parental wealth, and the ability to use home equity as a source of financing, and as personal net worth has dimin- ished, philanthropy has also softened. The weakened economy and rising unemployment have resulted in a shift in consumer behavior and perceptions and people are spending less. There is also more skepticism about the value of a college education because of par- ents’ and students’ anxiety about affordability, future employment, and worries over accumulating student debt. But other challenges exist along With Agnes Neill Williams SAS’51 Speaking with Executive Vice President Ellen Curry Damato with the financial. Higher education is 6 QUARTERLY constantly being challenged by new with our College’s core regulatory requirements and policy values, including the mandates at the state and the federal emphasis we place on level. There is intense pressure on col- community, and I leges and universities to defend the ris- wholeheartedly embrace ing cost of tuition. those same values. And we have demographic chal- lenges as well. The college-bound pop- In the next 10 years, During Family ulation is actually declining in the what needs must CNR Weekend with SAS Northeast, and the number of college- address in terms of Dean Richard bound women willing to go to a new buildings? Thompson & women’s college is now only two to Academic buildings SN student Francine Gopaul three percent. are a priority. Now, The landscape of higher education this is something that has become much more competitive would specifically be addressed overall, meaning we must be able to in the strategic and master facility deliver – and at CNR we do – top- plans. But in knowing the campus for To support student retention, some quality academic programs. And we 10 years and having done a deferred of our administrative systems also must constantly re-evaluate what we maintenance study two years ago, I do must be expanded and upgraded. So I offer, to make sure we’re meeting stu- think academic facilities are a primary look at technology as having both an dent needs. importance – updating classrooms and academic piece and an administrative labs and perhaps a new building. piece. And it has to be developed seri- How has CNR managed to weather Next, I’d probably prioritize resi- ously, with a lot of study and evalua- the financial storm of these past dence life. For students to enjoy the tion and a critical look at what we’re few years? full college experience here on campus, doing. That’s a process we’ve already Despite the problems industry-wide, at it’s important that their residence hall begun. The College of New Rochelle our be equipped with new facilities, from endowment fund is in great shape. In bathrooms to kitchens to technology, What are your enrollment goals for fact, it’s at its highest level ever. and also just space that’s conducive to our Schools? Why? We have very sound, prudent studying and learning, individually There’s growth potential in every investment policies. We have a very and in groups. We’ve done some of School. In Arts and Sciences we’re conservative Board. And when the that, for example, for students in the looking for a sustained enrollment of downturn hit, we were carefully invest- Honors Program, where they have liv- incoming freshmen who meet the very ed in a handful of U.S. and overseas ing and learning communities within high academic standards we set and stocks hand-picked on very solid crite- the residence halls. the ability to retain these students. So ria – a strong market niche, good cash we’re really looking for serious growth flow, little debt, good operating mar- What are your thoughts about there, and we’re also actively recruiting gins, and strong management. expanding in areas such as distance athletes. We also had fixed-income holdings learning? In the School of Nursing we have which helped offset the decline in I do think it has a future and a place, grown exponentially over the past stocks. And we were not involved in provided that it’s done very carefully seven years and have a very full com- hedge funds, alternative investments, and deliberately, in a way that ensures plement of students right now. And or anything else that might be consid- we are delivering the same high quality you can’t just take in more students ered risky for our institution. So we education to our students. We current- without being 100 percent certain you really have rebounded wonderfully as ly are piloting and testing out a hybrid can serve them at all levels of their aca- the U.S. markets rebounded. delivery system, combining online demic career. Providing clinical place- Operationally, we made it through with classroom time, which I think has ments, for example, is one crucial the financial crisis with positive results a lot of merit. But it must be borne by point we must be able to deliver on. and maintained our Moody’s invest- the faculty in terms of what courses are So there are some limitations on how ment-grade rating. We had to reduce appropriate for online learning and fast and far you can grow in the expenses, no question – but we man- faculty must be trained and prepared. School of Nursing. But there are pock- aged that without laying off a single Not every single course can be deliv- ets and segments there that do offer staff person. I credit President Sweeny ered online in a way that will uphold great potential, such as the RN to the for making that decision consistent our criteria for academic excellence. (continued on page 8) QUARTERLY 7 BSN population, the second degree Westchester’s schools and counselors at And it works both ways – I need to programs, certificate programs, and the all the high schools. I think we will be take my presence out to the campuses. graduate program. There’s also certain- doing a lot of partnering, bringing It’s not just having them come to New ly room for growth in the Graduate groups to our campus where we can Rochelle. It has to be a two-way street. School across the board. demonstrate the expertise and skill In the School of New Resources, we that we have here and show what we’re How would you sum up your overall are committed to providing education- able to deliver on. People are always game plan? What do you hope to al access at each of our six campuses, surprised and impressed when they achieve for the College? to keeping these students enrolled and come to this campus – not just by its My first hope for The College of New addressing their barriers to education. beauty but by what we offer and by Rochelle is that as a community we But right now that student population the expertise of our faculty. continue to embrace who we are, those is being challenged by reduced finan- non-negotiable values we’ve talked cial aid and new regulatory require- How can we maintain a sense of about today. For me it’s so important ments limiting their access through the unity among such a diverse student that we not lose sight of who The ability-to-benefit test. So we must find body, spread out over six campuses? College of New Rochelle is today, that ways that ensure these students have When I talked earlier about going to we move the institution forward but access to the liberal arts degree we each of the campuses and meeting with always within the context of those offer at SNR. I really do believe there’s the instructional staff, one high priority non-negotiable values. an opportunity to offer aid to these that emerged for me was their interac- So if I had to really sum up my students to help them overcome finan- tion with the campus here in New hopes for The College of New cial obstacles, and provide them with Rochelle. So many of our students, Rochelle, it is to see it grow and pros- the services and skills they need to suc- especially now that we have graduation per, remain financially healthy as it is cessfully persevere through graduation. off-campus, never get a chance to visit today, to continue on its mission but So each of the Schools has great the New Rochelle campus. to grow in each corner of the institu- opportunity for growth, not only This is theirinstitution, and I want tion, and to become more student-cen- through new student recruitment but them to have access to our library, our tered in every corner of the institution. also through retention. We need seri- Wellness Center, and the academic It doesn’t matter to me if we have ous initiatives at each of the Schools to lectures we offer. I also want them to the exact same number of students as retain our students. have access to career counseling and all we have today. But as long as we can the other services here. So we may deliver on our student-centeredness What about outside partnerships, need to provide transportation or and improve our student service, I feel the growing need to position the encourage the instructional staff to use I will have accomplished a lot. (cid:2) College in the outside community, our facilities more. It’s a very high pri- not just in New Rochelle but around ority because this is their alma mater Westchester County? and we have so much here to offer. There are serious opportunities to work with various groups across Westchester County and beyond to Welcoming new students at the deliver our education and at the same Freshman Dinner in September time bring value to our students. Through the School of Nursing, for example, there are opportunities to partner with every hospital in Westchester – delivering our education- al program to them as they provide clinical placements for our students. It could be internship programs. That’s something we’re considering at the School of New Resources, partner- ing with a foundation to provide fund- ing so our students can intern and start to get practical work experience. There’s also the opportunity to work with the superintendents at 8 QUARTERLY