Capstone neumann university gsa proposal

Running Head: NEUMANN UNIVERSITY GRADUATE STUDENT ASSOCIATION 1

Capstone:

Neumann University GSA Proposal

May 12, 2011

Nolan L. Fontaine

Michelle Hart

Pleasantte T. Kinsler-Johnson

Claudinia D. Lowe

Thomas M. Matys

Neumann University


Table of ContentsPage

Abstract..................................................................................................3

The Capstone Project............................................................................ 4

Purpose of the Project................................................................4

Research Questions....................................................................8

The Framework..........................................................................9

Literature Review.................................................................................10

Needs Assessment of Graduate Students.................................10

Challenges of Online Knowledge Sharing...............................12

Knowledge Management.........................................................12

Servant Leadership...................................................................15

Moral Leadership and Social Responsibility..........................18

Green Initiatives.......................................................................20

Research Methodology........................................................................21

Data Analysis and Results...................................................................24

GSA Governance.................................................................................33

Conclusion...........................................................................................35

Recommendations................................................................................36

Lessons Learned...................................................................................38

References............................................................................................41

Appendices...........................................................................................44


Abstract

This Capstone project demonstrates how the idea for a Graduate Student Association

(GSA) was developed and recommends a GSA advocacy group that can hopefully

become a reality at Neumann University. The proposed GSA will provide a consistent

and continuous channel of communication, knowledge, and support between faculty and

current and future students enrolled in all graduate programs and emphasize continuous

knowledge management and servant leadership between each cohort within a specific

graduate program. The Graduate Student Association will be constant, reliable, and

focused on the needs of its members and advocate for positive outcomes between

Neumann University and its affiliates.

“We must become the change we want to see.” Mahatma Gandhi

“Where there is no vision, the people perish.” Proverbs 29:18


Capstone: Neumann University GSA Proposal

The Capstone Project

As Neumann University graduate students, we have been provided with many

excellent learning opportunities. Our studies in strategic leadership are concluding, but

this study will show that our projected journey is just beginning. We are 5 students

fulfilling the requirements for graduation by completing our Capstone project. At the

base of our commitment is a shared sense of humility and a willingness to serve others.

These concepts are at the very foundation of our Franciscan traditions. Neumann

University stands firmly on these practices, and so does this academic team of graduate

students.

The proposed GSA will provide a channel for communication, knowledge, and

support for all graduate students, faculty, and mentors. We hope that each succeeding

graduating class of the Strategic Leadership Program at Neumann University will be

attracted—and encouraged—to join the GSA. After going through the necessary

university channels for the initial approvals (a process that has already begun), this

proposed GSA will be the first association developed for graduate students at Neumann

University. Based on our experiences, we feel that the proposed GSA could also serve

incoming graduate students who are planning to earn master’s degrees; this GSA would

be able to assist graduate students to anticipate conflicts ahead of time, and identify

adaptive changes as their curriculum progresses.

This proposed GSA will also serve as a clearinghouse for disputes or hardships

pertaining to the students’ ability to fulfill their educational goals at Neumann. The


proposed GSA will strive to communicate and assemble a core group of alumni as

advisors and to share knowledge with incoming cohorts. The association will help polish

and cultivate members to be leaders in the secular statistical subpopulation by sponsoring

social gatherings on campus and in the community. The proposed GSA will identify and

plan events such as lectures, debates, and external collaborations. They will be designed

to be inclusive and support the members’ multicultural and racial diversity.

Purpose of the Project

As servant leaders, we propose a Graduate Student Association (GSA) be formed

to serve all future students participating in the various master’s programs at Neumann

University. The GSA will be the first and only graduate organization here at Neumann

University. For our Capstone project, we examined the need for a GSA, conducted

research on important issues, formed an interim board, and discussed approval for the

GSA with Neumann University leadership. Our team consisted of 5 graduate students

who are candidates for graduation in May 2011 and who assumed positions as members

of an interim board: Pleasantte T. Kinsler-Johnson (president), Michelle Hart (vice

president), Nolan L. Fontaine (secretary), Claudinia D. Lowe (treasurer), and Thomas M.

Matys (graduate student representative). Our Capstone advisor was Mr. Daniel J.

DiLucchio, who we relied on to guide us when needed.

The purpose of this Capstone study was to assess the academic needs of graduate

students at Neumann University. Working alongside Neumann leadership while serving

these students is also important. We hope to make the combined experiences of Neumann

University’s graduate students as fulfilling as possible. From our own experiences as


graduate students, we can confirm the importance that a graduate student organization

would play in a higher education institution such as Neumann University. For several

months, we held weekly Capstone Team meetings to set the context for developing a

proposal for a GSA. To conduct research, we relied on conducting interviews with other

graduate student associations, collecting articles and scholarly journals, examining online

resources, working with Neumann leadership, and brainstorming ideas based on our own

experiences as graduate students. Thus, our goal was to improve the quality of life for all

graduate students for many years to come. We believe that the long hours and late

evenings spent brainstorming will result in Neumann University’s first GSA.

Initial approval was granted verbally from Dennis Murphy, Vice President of

Student Affairs, and Megan Camp, Director of Student Activities. Moving forward, the

temporary acting officers advocating for a GSA will seek sanction from The Council of

Deans and other important administrative leaders at Neumann University. As the team

strives to secure solid By-Laws and Guidelines, those individuals at the helm of

Neumann leadership will be kept informed. Important to any future GSA, and Neumann

leadership, are the rules of governance related to how and when officers will be elected.

This document will elucidate further regarding these major concerns.

One major focus of the organization will be diversity. All of the graduate

programs at Neumann University will be supported and encouraged to participate. There

are currently 5 graduate programs: (a) master’s of science (MS) program in education

(instructional leadership), (b) MS program in nursing, (c) MS program in pastoral care


and counseling, (d) MS program in sports management, and (d) MS program in strategic

leadership.

The research discussed in this document will focus mainly on the individuals,

groups, methods, and other resources that will help Neumann University’s proposed

Graduate Student Association (GSA) make sound decisions.

Robert Greenleaf (1991) believed that a servant leader places others’ needs at a

higher priority level than his, or her, own needs. Leadership is having the vision and

insight to see the future. A leader ventures into unchartered territory and show others the

path that will lead to greatness. He or she allows others to grow along the way and learn

from mistakes to make the organization stronger and more productive. As servant leaders,

we have a vision for a GSA that will effectively help address the concerns and needs of

post-baccalaureate students at Neumann University. We suggest that a servant leader will

demonstrate the skill of listening. This leader will listen not only to others but also to

himself or herself and reflect on all that is heard. In addition, as a servant leader, the

individual will learn to step away from the issue, evaluate it, and finally prioritize the

next step the organization and its followers must embrace.

Coulter, Goin, and Gerard (2004) observed, “Graduate students are consumers of

a unique service designed to foster intellectual growth” (p. 15). Their study focused on

determining the needs of graduate students. Coulter et al. concluded that graduate

students most often requested professional development and a way to socially interact

with peers. This idea seemed logical to the team based on our mutual shared experiences


as graduate students while attending the Strategic Leadership Program at Neumann

University.

Social support is a vital concept in helping individuals cope with stress (Robbins

& Tanck, 1995, p. 775). Not only have statistics proven that social support structures are

effective, but social support is also the chosen method for many individuals who have

issues in coping with the anxieties that academic life can bring. Many prefer personal

peer support, versus seeking professional counseling. Robbins and Tanck’s (1995) case

study provided insights into how to help students cope with academic stress. The authors

concluded that students are far more likely to seek informal support, even if academic

counseling is available. The Neumann University Graduate Student Association will

strive to help those students to cope by providing a personal service. Neumann

University’s 2009 Handbook states, “Neumann University educates a diverse community

of learners based upon the belief that knowledge is a gift to be shared in the service of

others and that learning is a lifelong process.”

Research Questions

The research questions fall directly in line with our purpose. They are as follows:

(a) What can we do to best serve Neumann University’s graduate students? (b) What do

the students want? (c) What is most important to provide to these students? (d) How can

we provide these services to students while using green initiatives and cost-saving

practices? (e) How can we be sure to follow the principles of Neumann University’s

traditions? (f) What does Neumann University’s leadership expect from us? And what do

we expect from Neumann University’s leadership? (g) How will electronic online tools


help us communicate? A better understanding of how to build a solid framework that can

last for years to come is needed.

The Framework

This framework will be built on the following proposed tasks and ideas: targeting

graduate students, gaining online support, using online communications through

Neumann University’s website, having a GSA website, and introducing ourselves at

graduate orientations. The association will also seek professional speakers to lecture at

special engagements. The team has created a prototype of a GSA logo, which stands for

unity, service, and dedication to Neumann University. Finally, the association will pursue

scholarship fund coaching and volunteering to provide peer-to-peer support for all

graduate students.

To satisfy these questions, concerns, and tasks, we used the qualitative methods of

research. The research questions were answered by understanding the human behavior

resulting from similar scenarios of those who have already traveled this path. Our

explorations attempted to answer not only what, where, and when but also how and why.

This research will help the team make assessments based on real experiences, historical

data, and case studies. Without this fundamental and honest appraisal of scholarly

journals, use of face-to-face interviews, and other vital resources, we would only be able

to base our conclusions on assumptions. We are committed to integrity, and without a

reliable examination of similar scenarios and related data, the veracity on which our

decisions are made would be questioned.


If established, this organization will continue to grow. Thus, it is reasonable to

assume that our initial functionality may change, and long after this scholastic project is

completed, an ongoing analysis of the organization and how it functions may be required

to consistently improve the Neumann GSA business model. The creation of a GSA is not

a temporary solution to a long-term need but a long-term solution to many short-term

needs. The work ahead does not end at graduation; rather, it is only beginning.

Literature Review

We examined articles in the literature to assess which issues are important when

forming a GSA that is responsive to students’ needs. We focused on the following issues:

related to needs assessment of graduate students, the challenges of online management

knowledge sharing, knowledge management, servant leadership, moral leadership and

social responsibility, and green initiatives.

Needs Assessment of Graduate Students

We reviewed Coulter et al.’s (2004) article “Assessing Graduate Students’ Needs:

The Role of Graduate Student Organizations.” The authors reported on case studies based

on surveys to determine the needs of graduate students. Coulter et al. (2004) emphasized

that anonymity was a major concern of the study. It was important that each student’s

privacy was protected when responding to the questionnaires so the students could react

negatively, if desired, to open-ended questions. The students were encouraged to be as

honest as possible to capture accurate results. The case study initially focused on three

things: evaluating the need for professional development workshops, how to develop an


orientation for graduate life, and understanding how social activities can benefit this

faction of students.

The information collected met all of the investigators’ goals in establishing an

orientation program, defining professional workshops, and understanding social activity.

The analysis proved useful in other ways as well. The study was credited with

establishing a campus meeting area for graduate students and for determining the best

methods for distributing useful information to the students. Most important to this

examination were the outcomes of the students’ greatest desires. The authors concluded

that the graduates had two major requests: professional workshops and social interactions

with peers (Coulter et al., 2005). These data provide strong evidence that graduate student

associations are needed, and were useful to our project research and proposal.

Robbins and Tanck’s (1994) article “University Students’ Preferred Choices for

Social Support” supported Coulter et al.’s (2005) argument, which indicates that

university graduate students need social support. However, Robbins and Tanck also

wanted to know who people turn to, or are most comfortable with, when they need

support during stressful times. The results showed that students are far more likely to

seek informal sources for help than formal sources. Robbins and Tanck concluded that

individuals, when dealing with stressful feelings, would rather find encouragement from

friends and family, or social groups, than school counselors, clergy, or therapists. The

number one method for dealing with stress for the students polled was talking with a

friend. The second most popular approach for graduate students for dealing with stress

was vigorous exercise. We kept in mind that our intended GSA should have an informal


approach in supporting students who are dealing with pressure and that perhaps

incorporating an exercise program in our activities may be beneficial. Specifically, the

proposed GSA could encourage graduate students to use the Mirenda Center and its

facilities.

Challenges of Online Knowledge Sharing

L. Qing’s (2004) article, “Knowledge Building Community: Keys for Using Online

Forums,” discusses various concepts related to using online forums. To outline the roles

of a forum’s participants and facilitator in an online forum, he illustrated the context,

content, design, development, and format. This article was a useful resource for

validating suggestions that point to creating and using an online forum. The author’s

experience with online forums has been similar to, and is in agreement with, other journal

articles, in that success is usually present when there is increased social interaction. He

also explained that online forums are one of the best ways for students, groups, and

colleagues to collaborate. Qing concluded that participants in an online forum could have

the option to remain anonymous. Sometimes individuals do not ask a question for fear

that it is not intelligent, and therefore they will be judged. Giving the option to remain

anonymous helped to overcome this obstacle. Qing’s article delivered a strong sense to

our team that social communities, even those communicating electronically, are of great

value.

Knowledge Management

Similar to Qing’s report that supported social electronic networking, Garcia-

Lorenzo’s (2006) article “Networking in Organizations: Developing a Social Practice


Perspective for Innovation and Knowledge Sharing in Emerging Work Contexts” offered

information related to this topic. Garcia-Lorenzo emphasized the social aspect of

knowledge management (KM), for example, promoting the advantages of online

discussion forums, which she said could improve working relationships between students

and colleagues. She referred to these methods as networking practices in a green age and

explained that collaborating electronically has the potential to create better bonds and

partnerships, and, hence, improved morale and unity, within groups. Since our proposed

Neumann University Graduate Student Association will strive for a quality relationship

with graduate students, this article was quite valuable to our design.

On the other hand, it was critical to realize that George, Kira, Kira, and Molson’s

(2009) study that measured self-efficacy along with levels of anxiety that individuals face

when they are asked to participate in online e-learning. Surprisingly, even in the age of

the Internet boom, many adults are not confident about performing simple computer

navigations. George et al. (2009) claimed that 50% of all adults, including college and

university students, have some kind of a related computer-related phobia. The study

centered on three main ideas after 649 students were asked to perform computer tasks

during the semester: the perceived ease of the tasks, self-efficacy, and levels of anxiety.

The results supported the investigators’ initial belief that many adults, 1 out of 2, fear

using a computer. The authors also quoted two previous researchers who defined

computer anxiety. George et al. (2009) said, “In fact, Howard and Smith (1986) define

computer anxiety as the tendency of a person to experience a level of un-easiness over his

or her impending use of a computer.’ The shared research in this article should be


considered in this project when electronic tools are implemented. We cannot expect

everyone will use them.

In the 2008 article “Knowledge Management and Manage Knowledgement,”

Michele Martin discussed KM in the professional arena and how KM can vary depending

on the need of the organization or the group. Martin suggested that many information

technology (IT) systems are not compatible with the staff’s skills. Some staff may show

reluctance in using IT systems. When managers do implement KM, the plan must be

focused and targeted. Using modern technology is a more practical tool for data

collection and decreases the cost rather than circulating hardcopy memos and paper

printing that is shifted throughout the organization. The makeup of the working

population of the staff being supported by the information being gathered should be kept

in mind. When implementing a system, everyone must be on board and be creative in

exciting workers for a positive outcome. The data collection should have milestones to

meet, and gathering the information should be simple. The quality of the information

provided by participants gives the system the intelligence needed to function well. Team

members working on established deadlines using proven approaches to data gathering

ensure the accuracy and authenticity of the information. The shared knowledge input is

central to the true nature of how people are really working as opposed to artificial

constructs. This article led to more questions. Specifically, what type of tools should be

used to share individual knowledge?

Blogs and wikis are technical social networking tools that capitalize on social

exchange and faster delivery of information for most staff. However, some staff is more


comfortable using traditional e-mail because of the ease and simplicity of the more

familiar technology. Others may feel that KM is not important or do not like being

monitored by management. Similarly, staff acceptance of this new paradigm related to

KM concepts may be difficult to enforce. The new wave of managing people requires

developing systems and applications for effective KM management. Some applications

people currently use support segments of KM, such as time management. All can relate to

time management, which has been beneficial for most organizations. Using new

processes creates learning curves that may impede the process at the beginning but over

the long term expedites collecting data needed to implement KM systems (Martin, 2008).

This method of transfer and retention of knowledge is important for the proposed GSA

because this method will assist in developing the organization and decreasing “lost

knowledge” (DeLong, 2004).

Servant Leadership

Banutu-Gomez (2004) noted in the article “Great Leaders Teach Exemplary

Followership and Serve as Servant Leaders” that in model organizations of the future

people will join together to achieve what they could not achieve alone. The people who

make up the organization will work with others within the organization and be held

accountable for their actions. Banutu-Gomez (2004) also observed that within the

organization there must be an even exchange of help. The individuals must be able to

give help but in turn be able to receive help when it is offered. A huge facet of our

leadership makeup is based on servant leadership. Banutu-Gomez also observed that the

servant leader needs to have a sense of the unknowable and be able to foresee the


unforeseeable. The servant leader’s role is establishing a sustainable strategic vision for

our organization and community (Banutu-Gomez, 2004). The servant leader must model

the organization’s vision with her or her actions. By making these actions positive and

visible, others will follow to the common goal and set goals to see the ultimate goal

achieved.

In the book Stand and Deliver, Yvonne Bynoe (2004) highlighted that the

prevailing authority on leadership theory is Pulitzer Prize–winning author James

MacGregor Burns, who stated:

[l]eadership is nothing that is not linked to collective purpose, that the

effectiveness of leaders must not be judged by their press clippings but by actual

social change measured by intent and by the satisfaction of human needs and

expectations.

In describing the reciprocal relationship between leaders and followers, Burns

emphasized that legitimate and effective leadership requires informed and knowledgeable

citizens to act upon their own will:

Leadership is a process of morality to the degree that leaders engage with

followers on the basis of shared motives and values and goals- on that basis that is

followers’ “true” needs as well as those of leaders: psychological, economic,

safety, spiritual, sexual, aesthetic or physical. Friends, relatives, teachers,

officials, politicians, ministers, and others will supply a variety of initiatives, but

only the followers themselves can ultimately define their own true needs. And

they can only do so when they have been exposed to the competing diagnoses,


claims, values of would-be leaders, only when the followers can make an

informed choice among competing, “prescriptions,” only when- in the political

arena at least- followers have had full experience to perceive, comprehend,

evaluate and finally experience alternatives offered by those professing to be their

“true” representatives. Ultimately the moral legitimacy of transactional leadership

is grounded in conscious choice among real alternatives. Hence, leadership

assumes competition and brute power denies it.

Leaders gain their legitimacy and power from different sources of authority. Some power

stems from religious or cultural traditions. Other types of power come from the use of

brute force. The scope of this discussion is, however, representative leadership, which is

derived two ways: (a) through the electoral process or (b) an individual is publicly

designated as the leader of a particular group or constituency and the majority of that

group or constituency expressly or implicitly assents to the proclamation, thus ceding

power to the “leader.” The GSA’s proposed constitution (in Appendix H) states that the

GSA will “effectively advocate the voice of the graduate/post-baccalaureate student

body.”

We propose that the GSA will support the underrepresented graduate student

body here at Neumann. Representative leadership lies with the graduate students at

Neumann; they will have an active role in electing who leads and addresses their

concerns.


Moral Leadership and Social Responsibility

It is critical that all members of the planned GSA will respect race differences, act

in line with ethical processes, and also act responsible within this collective experience.

In the 2001 article “Challenges African American Students Face at Predominantly White

Institutions,” Mercedes A. Benton discussed that for predominantly White institutions

(PWIs) to realistically provide education and service to the entire student population a

commitment to diversity must come from the highest administrator (D’Augelli &

Hershberger, 1993). Predominantly White institutions should judge the worth of a college

as more than an academic function. Teacher-student relationships can promote a healthier

climate.

In the Leadership Practices Inventory (2003), Kouzes and Posner developed the

Personal-Best Leadership Questionnaire designed to find out what people do daily to

mobilize others to want to struggle for shared aspirations. Kouzes and Posner believed

that each individual represented his or her own “best practices” leadership experience and

that when leaders are at their personal best they engage in the Five Practices of

Exemplary Leadership: Model the Way, Inspire a Shared Vision, Challenge the Process,

Enable Others to Act, and Encourage the Heart. While developing this proposal, we used

these Five Practices of Exemplary Leadership to govern how we conducted business. We

know that in order for the GSA to be successful we must incorporate these leadership

practices to sustain a cohesive graduate student body.

Understanding these five practices were important when researching other

school’s GSAs, and how they operated. The Pennsylvania State University’s Graduate


Student Strategic Plan 2008–2013 stated that graduate programs will be encouraged to

collect data that are relevant to and necessary for external assessments and rankings, and

to further utilize data to enhance program marketing, training grant procurement, alumni

cultivation in the interest of fund-raising and potentially enhancing new student

recruitment, and other benefits.

The Graduate Student Association of Pennsylvania State University stated that the

GSA was recognized by the university as the graduate students’ central organization and

is appropriately organized to accomplish the following unique functions: advocate the

position of the graduate student body to other University and external constituencies;

represent the broad interests of graduate students to the University’s academic units

through a network of departmental delegates; furnish accessible, reliable, and valuable

information, services, and programs to current and prospective graduate students; provide

a forum for interaction among an extraordinarily diverse graduate student population;

encourage and facilitate communication with and interaction among other graduate

student organizations; seek funding to support organizational activities; and promote a

sense of community among graduate students and their families.

Other supporting Neumann business division’s examined were the Continuing

Adult and Professional Studies (CAPS) that supports those adults who wish to further

their education. Many of these individuals that decide to continue their education are

working parents. The CAPS Business Division gives backing to all of these individuals.

CAPS reflects the leadership model, world-view research, and career development

objectives. Graduate student services offer a wide variety of unique resources,


commodities, diversity, and advocacy that may be needed to prepare prospective and

current students for graduation and beyond. It is important to understand what is currently

available to students, and how we will be different and will be able to provide additional

support that graduates students seem to be missing.

Green Initiatives

In “How Green Is Technology? The Paradox of Online Sustainable Education,”

G. R. Smith (2004) identified and assessed possible green initiatives that the proposed

GSA can practice in communicating with students. Smith examined a 17-month program

at Ball State University that focused on online education as a tool for global

sustainability. The agenda resulted in the benefits of a sustainable education program

while achieving a low environmental impact by using web technology. The study asked,

“How environmentally responsible is the use of computer technology and digital media in

disseminating education for sustainability?” We raised our own questions: Will the use of

online tools for communication be best for global sustainability and green initiatives?

What is the best method for a GSA and its graduate students to collaborate and

communicate? Smith concluded that not only were there many learning advantages when

using online technology, but also that using online tools will help the environment.

Smith’s study was fair in the comparison of the negative impacts of computer use to the

negative impacts related to leaving an ecological footprint behind us. The ecological

advantages related to travel is why this supports GSA’s green initiative.


Research Methodology

The graduate student leadership groups that participated in the data collection

were all religious, coeducational, and PWIs (Benton, 2001) located in the Mid-Atlantic

region of the United States. No graduate student populations of the postsecondary schools

that participated in the data collection and analysis process exceeded more than 10,000

students. Nine universities were targeted: Holy Family University, Immaculata

University, Cabrini University, Alvernia University, Saint Joseph’s University, Chestnut

Hill College, Arcadia University, Rosemont College, and Gwynedd-Mercy College. The

interviews were conducted between December 2010 and February 2011. (F.J. Bowe, L.

Corbin-Kalinowski, K. Davis, S. Guerriero, J. Hoffman, M. O’Neil (Personal

Communication- December 1- February 15, 2011). Of the nine schools, eight are

members of the Southeastern Pennsylvania Consortium for Higher Education (SEPCHE),

and one school is a member of the Association of Jesuit Colleges and Universities . Most

students who govern these post-baccalaureate student leadership groups are commuter

students looking to create a better campus climate and learning community. In the past,

Neumann University has not had overwhelmingly large graduate student or adult learner

involvement. According to Neumann University’s 2010–2011 Fact Sheet, graduate full-

time enrollment (FTE) from Fall 2009 to Fall 2010 decreased by 8% (Appendix L).

Neumann University’s 2010 institutional strategic plan also outlined that a graduate

student group should be implemented. However, the university has not implemented this

group because there was thought to be no student interest. Our literature review showed

that student leadership groups are formed for various reasons: advocacy, activism, and

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knowledge management. The data show why leadership is desperately needed at the

student level at Neumann University.

We used a qualitative approach employing constructivists’ advocacy claims to

collect the research data. The inquiry strategies employed were phenomenological

research. We applied open-ended questioning, which also used supplementary document

data for support. The interview questions created an agenda for the participants to use as

a strict guideline. The answers to all 14 questions were collected through phone

interviews and follow-up e-mails. Components of our data were quasi-experimental; the

interviewees consisted of graduate student association advisors, student affairs personnel,

and graduate student group members.

We designed the interview questions to reflect and analyze the rationale of why

the respondents’ particular student advocacy group was created. These questions also

focused on particular conceptualizations and meanings (acronyms, committee positions,

etc.) that the Graduate Student Advisory Board of Holy Family established are foreign to

those who are not part of the organization. The interview process also provided a

knowledge-sharing network for comparing the value beliefs of Holy Family University’s

Graduate Student Advisory Board and Neumann University’s Graduate Student

Association (see Appendix B). We conducted the first institution interview, with Holy

Family University, over the phone. Based on our findings for the Holy Family interview,

we decided that some questions were not as pertinent or needed to be refined. We

reevaluated the interview questions, and then redesigned and improved the questionnaire

with an accompanying letter of intent (see Appendices E and F). We changed the


interview questions to a questionnaire format so we could ask more concise questions

that would result in open-ended answers. We decreased the number of questions from 14

to 10 to keep the respondents engaged.

The independent variable in this study is that Neumann University currently lacks

graduate student advocacy and tangible representative leadership. Without any group to

effectively manage student concerns, graduate students are not informed about what goes

on in the overall academic community. Moreover, a GSA will represent all graduate

students in all programs without bias or favoritism. Our research shows that students who

are not aware of the activity in their campus community are less enthusiastic about

collegiate events. Often, students have no voice in day-to-day student affairs. Graduate

students who do not have a representative voice may self-segregate themselves from the

overall collegiate atmosphere. Consequentially, matriculating graduates are less likely to

be proactive alumni donors in the future.

The dependent variable in this study is the process of establishing graduate

representative leadership, which will be known as the Graduate Student Association at

Neumann University. The objective of the proposed GSA is to address specific graduate

concerns and develop relationships with faculty, undergraduates, and other graduate

student groups. A carefully designed GSA can act as a liaison between administration and

the student body. In terms of governance and by realizing all graduate curriculums, the

analysis revealed how graduate student associations are able to make systemic changes.

This research also presented some pitfalls that some graduate student groups encountered

when their GSA’s began.


Data Analysis and Results

The purpose of this paper is to identify best practices and concepts of comparable

GSAs. After we collected the data, we documented and analyzed the results so that we

made sound decisions in reaching our goal. Our goal is to sustain a high-performing

graduate student association with informed decisions and leadership.

The appendices of this study contain the data collected. These empirical data are

mostly from small private colleges and universities, with some research from large

postsecondary institutions. The results assist us in answering the following question:

How can a proposed GSA best serve the graduate student body at Neumann University?

The data collected (grouped below) can be viewed in the appendices as noted.

This empirical data will be posted to the proposed GSA’s document repository (Appendix

D) for future reference. This information includes interviews, Capstone Team meeting

minutes, suggested GSA literature, proposed constitution guidelines and bylaws, financial

reports, proposed intentions, a business plan, a recommended GSA handbook, and all

other records that have been carefully stored for this analysis and proposal (see

Appendices C, G, H, I, and J).

The Holy Family interview (Appendix B) focused on finding out the

organization’s lessons learned to prevent our proposed GSA from making the same

errors. Although the results of this interview provided some great ideas for fund-raising

activities, such as Phillies games and banquets, we realized that our reason for wanting to

start a GSA was different from Holy Family’s rationale. Holy Family initially had an

issue with a faculty member, which resulted in the development of a GSA. Holy Family’s


GSA was successful in resolving the issue with the faculty member. This outcome

suggests that an association like the proposed Neumann University GSA will be helpful

in voicing students’ opinions.

While collecting and analyzing the data, we tracked our milestones by compiling

Capstone Team meeting minutes. Our ability to follow up on promises made will be the

gauge by which our integrity will be measured. While we will propose establishing a

repeatable, organized, business meeting format for the future GSA, recording our

pioneering ideas is important in order to stay focused on serving all graduate students at

Neumann University. The results of our economic data collection suggest that the

association will need approximately $500 per year to survive. We may ultimately

determine that there are ways to bring these costs down, or we may discover that we need

to spend more to be effective. Regardless of each year’s activities, financial backing will

always be needed. We therefore think it is important to report our initial expenditures so

that there will be financial requirements to ensure that the proposed GSA survives. The

remaining organizational documentation, such as the suggested GSA bylaws, is at the core

of our actions and is attached (Appendix H). These recommended guidelines define the

following: title and function, membership information, election processes, and advisor

information.

Questionnaires were sent via email to four (4) schools within SEPCHE

(Southeastern Pennsylvania Consortium of Higher Education) and one (1) Roman

Catholic Jesuit university. Originally, our first questionnaire included 14 questions but

after a response was rendered, we noticed that some questions could be combined or

http://en.wikipedia.org/wiki/University

http://en.wikipedia.org/wiki/Roman_Catholic

http://en.wikipedia.org/wiki/Roman_Catholic


revamped. Thus, we reevaluated the questions and designed a more detailed interview

sheet consisting of ten (10). We sent the ten (10) questions used for interviewing to

several schools (Appendix E), but unfortunately, we received only one response. This

lack of replies created obstacles for our team, making it more difficult to identify the

experience of other GSAs. Further research in this area is required and recommended.

The proposed GSA will provide data collected from additional sources from the

following: business proposal (Appendix A), business plan (Appendix B), suggested

constitution and bylaws (Appendix C), large institutions (Appendix D), initial

presentation to Student Affairs/Student Activities (Appendix E), Holy Family interview

(Appendix F), letters of intent for questionnaire (Appendix G), GSA questionnaire

(Appendix H), e-mail confirmation from colleges and universities pertaining to the

questionnaire (Appendix I), suggested online electronic tools (Appendix J),

recommended GSA handbook (Appendix K), expense report (Appendix L), and Capstone

Team meeting minutes (Appendix M). Our aim and goal are to provide an outlook

approach from private universities in the Philadelphia arena. The data collected are based

on our findings throughout the higher educational system and leadership strategies.

Upon determining that our team would establish a GSA as a part of our Capstone

project, we decided that we should establish organizational guidelines. We contacted Dr.

Samuel Lemon, director of the Strategic Leadership Program (STLDR), who referred us

to Megan C. Camp, director of Student Activities. Ms. Camp assisted us in navigating

how to establish our proposed constitution and bylaws (Appendix H) for the organization.

Since we initially were unfamiliar with other graduate student associations, we used the


acting team members’ undergraduate educational institutions (Penn State University,

Cabrini College, Immaculata University, and Neumann University) as the foundation to

begin searching for comparable GSAs.

Penn State University was the only organization in our original research that had a

functioning GSA. We used Penn State’s and University of Pennsylvania’s constitutions

and bylaws as an example of how guidelines should be established. Some issues that we

encountered included the fact that many of Penn State’s articles within their governing

document related to a large graduate student body. Although Penn State’s constitution

was a good tool to refer to in crafting our bylaws, it did not specifically address what

Neumann University needed to meet the needs of its own graduate student body. We also

conducted a large institutional review (Appendix A) via teleconference for University of

Wisconsin-Madison. After we had evaluated all of the information gathered from these

schools, we realized that these institutions were larger than Neumann University. The

larger sizes of these schools were a definite concern for our group when trying to make

similar comparisons related to the size of Neumann’s student population; we decided that

we should begin to look at other schools of a smaller size, and similar demographics.

After we agreed on our Capstone idea and had an impromptu conversation with

Dr. Rosalie Mirenda, president of Neumann University, it became apparent that this was

a good topic. Dr. Mirenda had a very encouraging response to our idea. We completed

the required packet Starting a Club/Organization at Neumann University we obtained

from the Student Activities office. We began to gain support through a student petition

and faculty encouragement. We also began to develop and document short- and long-


term goals. After our team established a suggested (Appendix H) and appointed acting,

temporary, officers, we started our Capstone and business proposals (Appendix K). Prior

to meeting with any Neumann leadership, we collected data to help bolster our overall

idea why a GSA is needed. We then scheduled a formal meeting to present our ideas to

the Neumann University Vice-President of Student Affairs Dennis Murphy.( D. Murphy

(Personal Communication- October 13-– February 15, 2011). Our presentation included

the mission statement, short- and long-term goals, and projected ideas. After delivering

the presentation for a proposed GSA, we received verbal approval from Mr. Dennis

Murphy and later Megan Camp on behalf of Neumann University.

Having been given vocal approval raised confidence allowing us to move forward

with our research. To narrow our investigation we decided that we should focus on

schools with comparable size and location to Neumann University. The following are

private colleges and universities within the Southeastern Pennsylvania Higher

Consortium of Higher Education that currently do not have a GSA program: Alvernia

University, Arcadia University, Cabrini College, Chestnut Hill College, and Immaculata

Holy Family University is the only exception; Holy Family has a GSAB (Graduate

Student Advisory Board) which is specifically for students enrolled in the Master of

Science in Counseling Psychology program. L. Corbin-Kalinowski (Personal

Communication- December 1, 2010). For these colleges and universities, we used either a

GSA questionnaire or a telephone interview to determine whether these schools had

either a graduate student advocacy and/or activities group, such as the one we were trying

to construct. Three (3) schools, in addition to Holy Family, responded: Arcadia, Cabrini,


and Chestnut Hill. We contacted the remaining personnel in the student activities/student

affairs department by telephone, as a follow-up to the questionnaire for each respective

college/university.

All of the data collected was very integral to our development of GSA thus far. A

way to create dialogue and to archive vital data is important to have. We see a need to use

electronic online tools when appropriate for this proposed GSA. The team created a

prototype web forum to visualize what an online social community would look like, and

if it would seem feasible to use. The most inexpensive option, ProBoard forums, was

chosen. Lisa Cadorette, director of web site communications for Neumann University,

informed the team that no ads should appear on any site linked to Neumann University.

We paid a small monthly fee to have the ads removed. We also acquired an URL for the

proposed GSA. The URL we own is www.nugsaforum.com. We purchased the domain

name from GoDaddy.com for a minimum fee that will be included in a future financial

statement.

The majority of the team agreed that the planned GSA should have an online

forum. Unfortunately, Dennis Murphy and Megan Camp rejected this idea. Neumann

University has a website policy that disallows URLs displayed on their internal pages that

are linked to external pages. However, we propose to have an electronic social presence

on BlackBoard Vista. This is software that is internal to Neumann University. It is

available to all graduate students and has the capability to run social online forums. It will

be similar to our prototype, and any cost that is involved will be absorbed by the


university itself, instead of the anticipated GSA having to pay for expenses. This way the

GSA can assist graduates quickly and conveniently.

If the remaining leadership at Neumann University (Council of Deans, et al.)

approves the projected GSA, the association will continue to be a work in progress, and a

growing organization, well after graduation. All participants must stay open-minded. Our

goal is to create an association that will be attractive to incoming graduate students so

that they can successfully pass important information on to subsequent graduating classes

at Neumann University. We propose that the GSA will also retain existing alumni,

soliciting their contributions and asking them to share their experiences with graduate

students. We realize that some ideas may fail, or be too costly, while other concepts will

flourish. Staying the course of our purpose in helping Neumann’s graduate students is the

priority. Our goal is to communicate effectively, keep costs to a minimum, and be a green

association in doing our part to protect the environment.

We live in an age of electronic collaboration. Like major companies that need to

maintain a competitive edge over their market rivals, the proposed GSA must maintain

similar cost-saving advantages. One way to maintain that edge is to minimize costs and

maximize value; the way we collaborate, or communicate, with the graduate student body

should be frugal. Knowledge management expert L. Qing (2004) wrote, “Social

interaction is considered to be the heart of collaborative knowledge-building

communities.” He also asserted, “Online discussion can support reflection and other

forms of higher-order thinking” (p. 4). Thus, we urge that an online forum for the

proposed GSA be used to support the graduate students. It will be another option that the


students will have to channel their concerns in the organization. This forum can be

connected via the Neumann University Student Association web page located on

Neumann University’s website.

When the online prototype forum was created, the technical developer, a member

of the Capstone Team, suggested that the site would not only be a good way to organize

conversations but would also be a good way to communicate. However, the familiarity of

using e-mail seemed to work better, and easier, for everyone while communicating

online. This may be an early sign that could present challenges for the proposed GSA in

using online tools for NUGSA support. We must

remember that 50% of all adults have some type of computer-related phobia

George, R., Kira, S., Kira, D., & Molson, J. (2009). This anxiety that many individuals

have when using online tools is valid, and we cannot expect everyone will use them.

If one out of two graduate students do not use the suggested GSA online forum, then its

usefulness and cost benefit may need to be reconsidered.

We are experiencing the advantages that online tools can provide for capturing

knowledge and storing documentation. We are storing the team’s critical documentation

in the Google repository. It is a free and convenient way to archive softcopies of

important data. The Google repository is easy to organize and locate from any browser.

The documentation includes meeting minutes, expenses, interview information,

Capstone-related drafts, and references. This repository is used frequently. It saves time

and confusion that is sometimes evident when sharing documents between members. This

confusion occurs mostly when a large numbers of e-mails are shared. Documents have a


tendency to get lost, or buried, in large e-mail threads. All of the necessary login

information is also archived in this repository. It is important to store the login credentials

for our sites as they are created. This security information that will be stored in the

repository is vital in case someone needs to perform Admin configuration to any of these

sites. All of the administrator’s login information will be saved in the repository. Two

team members have been assigned the duties of system administrators. These admins will

be responsible for maintaining system accesses in order to protect the integrity of the

documents. Therefore, the login security information is only readable by these two

members.

We realize that the proposed GSA should minimize its carbon footprint.

Whenever possible, future GSA members should practice green initiatives or raise other

members’ environmental awareness. We feel one of the best ways that we can do this

responsibly is by using online technology and tools. G. R. Smith (2004) concluded that

using computers for long distance learning, or support, can be a positive factor in

protecting the environment. He measured the costs of travel against the costs of computer

use. Although computer use has some negative effects on ecology, they are minimal, and

he suggested that they are not nearly as bad as not using computers at all for educational

e-learning or for educational support (p. 269).

Although there may be some drawbacks to using a computer, such as navigation

issues or users’ inexperience, there are many more educational advantages. One

advantage is the ability to answer any question using an online search engine. For this

very reason, if final approval from remaining leadership at Neumann University is


gained, GSA will continue to seek out sophisticated online tools, similar to the sites that

Neumann’s Joust and Neumann Radio uses. These WordPress websites, that those

organizations use, can also be considered for use to support graduate students. For initial

startup, the online forum would satisfy the need to support students without travel, and

would provide a platform for making announcements regarding special events. Using this

method would be ecologically efficient, due to the energy savings and raw material

savings by not printing hardcopies for announcements. Any website that the proposed

GSA uses will save on energy and paper and will be a green initiative.

GSA Governance

The temporary acting officers of the GSA have submitted these proposed ideas for

governance knowing they must be approved by the Neumann University leadership. For

now, the executive governance that will serve the proposed GSA will be by appointment

—only—during the first 6 months of the GSA’s existence. We advise that it is best to

wait 6 months before holding elections so that the acting officers and representatives

have a good template in place that the elected members of the projected association can

work from. Therefore, we propose to hold elections in September 2011. The first year of

the GSA, which will be referred to as the expansion year, will be a year for growth and

development. Since official elections will be held in September of 2011, it will be

optional for the acting members to run for the elected positions at that time. We realize

that in order for the organization to walk alone, it must start by crawling like a newborn

baby. We hope is that the GSA’s membership grows fast. This proposed length of term

for the appointed officers is based on the suggested rules set forth during the expansion


year. These rules, currently, allow each officer one term, or 1 year, from September to

August of each year. During this expansion period, the proposed GSA, composed of

acting officers, will focus on building the infrastructure and resources to effectively

manage the graduate student body. Taking into consideration the one year expansion

period, or better yet, until elections are held in September of 2011, each graduate

program at Neumann University will have an appointed representative until those official

elections are held. If the graduate student representatives are still recognized as graduate

students, they too will have the option to run for office in September 2011.

Between May and September, the temporary executive board and acting

representatives will hold monthly meetings in person or through telecommunication. At

this time, discussions will involve upcoming activities and events that GSA would like to

sponsor or cosponsor, along with any governance issues that may arise. Continuously

throughout this year, the board and representatives will coordinate quarterly general body

meetings with Neumann University. The purposes of the general body meetings are to

spread awareness, attract new members, and sustain the proposed GSA mission. General

body meetings are open to all current graduate student members, faculty, administration,

and graduate alumni.

In September, 2011 semester, elections will be held for all executive board

(president, vice president, treasurer, and secretary) and graduate program representative

seats. The 2010–2011 interim executive board will conduct a leadership transition retreat

after the elections, if needed. Effective Fall, of 2011, the executive board seats will not be

solely composed of Strategic Leadership Program students but rather diversified among


all graduate program students in CAPS (Continuing Adult & Professional Studies). Then,

heterogeneous representation may be elected for the executive board; this will be based

on the outcome of the ballot elections with the graduate student body. Each elected GSA

position will be for a term of one academic year (August to September).

Conclusion

The concept of a Neumann University Graduate Student Association materialized

for a research and development Capstone project. The idea has evolved into a strong,

value-centered partnership with Neumann University to support and be an advocate for

the graduate students. A core group of Strategic Leadership graduate students proposed

the Neumann University GSA. The Capstone Team, in cohorts, collectively recognized

and experienced the need for such a campus organization that focuses on the educational

and supportive needs of graduate students at the university. We are committed to

supporting and serving in a productive way permeating the community through servant

leadership by implementing this GSA. Our approach, we believe, is endeared and

promotes the Franciscan philosophy of Neumann University. Our team is composed of a

diverse group of talented thinkers who will strive to build the human link of successful

networking within the organization. As Martin Luther King Jr. eloquently said,

“Everyone can be great because everyone can serve.”

We have a vision of an organization whose goal is to represent Neumann students

as a GSA. It can officially voice graduate students’ concerns. These issues can range

from academic, cultural, and social matters to civic responsibility, on campus and in the


community. The voice of the proposed GSA is a diverse group of full-time and part-time

students working through their graduate or doctoral programs. Faculty, staff, and alumni

of Neumann University will also make up this diverse group. The activities of the

proposed GSA are multipurpose and highly integrated in the life of the students on

campus. A building block for any GSA is to work closely with the graduate student body

and campus administration. This constituency will provide support for graduate students

as they navigate through their tenure at Neumann. Outreach to other GSA-type

organizations at local colleges and universities will enhance the graduate students’

professional experience and development. The proposed GSA will also oversee the

budgeting process for student activities and allocate funds to support a wide variety of

programs and events. Finally, this proposed GSA shall be a constitutionally operated

organization for the members it serves through its bylaws, which align with the

guidelines established by Neumann University.

Recommendations

During the beginning stages of this GSA proposal, we used parliamentary

procedures to manage the flow of meetings. Using Roberts Rules of Order, whether the

meeting was in person or via teleconference, gave us a guideline to follow and a more

outlined flow of what to expect and prepare for beforehand. We then began to focus more

of the educational components of the Capstone project, such as paper requirements, data

collection, and other types of information that were required of the group. Simply put, the

group decided that our Capstone project should focus less on organizational governance


and emphasize working to develop research to strengthen the argument for why a GSA is

needed at Neumann University.

Toward the latter part of the semester, we begun to shift focus gradually back to

the organizational structure and foundation. In cases like this, it is important that the

concentration is put in another area that the group should continue to document

impertinent information using relaxed parliamentary procedure. Parliamentary procedure

is a great way to maintain knowledge management and to promote group leadership

within the organization. Moreover, parliamentary procedure will create a level of

continuity from meeting to meeting so there is a consistent flow every time the executive

board or general body convenes. By continuing to use this protocol, the members will not

lose knowledge and spur-of-the-moment ideas in translation.

In addition to protocol and codifying procedures, one of the biggest deterrents

standing in the way of any organization’s success is when respect is not practiced among

its members. The spiritual foundation that has brought Neumann University its accolades,

perhaps due to its emphasis on Franciscan concepts, is positive evidence related to this

idea. Mach M., Dolan S. and Tzafrir (2010) told us that without the practice of respect

being exercised within the interpersonal relationships of groups trust will be lost. Failure

will be the result for those groups whose environment lacks reliance, and integrity,

toward one another.

We recommend that an amendment be appended to the proposed GSA Bylaws

and Guidelines that will suggest how individuals should treat one another. The

amendment should point to the idea that all GSA members are equal and that each


member is responsible for his or her own actions, especially toward each other. Not only

will this element of love be important to the organization’s long-term success, but it also

will be the one thing that can encourage everlasting friendships between members. For

the GSA dream to stay alive and last forever, the organization’s livelihood shall forever

be based on the Franciscan Principles of love, care, understanding, support, and

respect. The livelihood of this GSA, we propose, should always affirm, and represent,

Neumann University using positive attitudes and good manners. The organization should

always remind itself of the spiritual benefits that Franciscan values offer in providing

positive perspectives in meeting its goals.

We realize that to propose this GSA support of graduate students, we must

establish a superb foundation for the next cohort who will choose to continue to delve

into research on graduate student leadership. Furthermore, any GSA must develop

student activists to lead their association and the graduate student body. The next group

should take it to the next level for maximum growth. A way to attract students is to

promote seminars and to invite new students to discuss collegiate life as working adults.

Lastly, shadowing day trips with previous cohorts and establishing a list-serve for

students who are looking for jobs or changes in their career are foundations to recruit

potential GSA members as well as great means for retention.

Lessons Learned

We as a team learned to facilitate discussions more effectively and how to

develop and hone group cohesion. What made this possible was learning effective

problem-solving skills. Our group engaged in team-building exercises that over time


improved morale, lowered barriers for communication, and strengthened bonds between

members. We opened our platform to all our cohort classmates, extracting the most

important components from all contributors.

During the evolution of this GSA proposal, we adapted, developed, and embraced

virtues such as being open minded, listening to each other, and debating fairly. We

learned not to shy away from unconventional learning or to challenge learning styles of

others. We encouraged each other to think broader than the narrow paradigm we were

used to and incorporate all ideas to develop a positive outcome for the greater benefit of

the team. We also learned to believe that each group member should be able to choose his

or her own appropriate level of participation, risk, and support of the group under the

guidance and mentorship of our advisors. The drive to move forward with this proposed

GSA was derived from a concept that this graduate club that would function under the

umbrella of Neumann University. The idea sounded and looked good on paper, but we

were acutely aware that it may not be in harmony with the current polices that the

university had in place.

We had to learn to trust in one another and to deliver reliable and clear

communication for us to be a successful team. Tools such as free phone conferencing,

cell phones, e-mail, and text messaging were all familiar to us. One of the early technical

problems we had to resolve was the communication tools we were using that overlapped

e-mail text strings causing them to tangle at times. It was clear we had to immediately

search for an alternative tool that would transmit readable text strings. That tool was a

Google Gmail online repository. To manage the data, two members were assigned as


administrators. Updates to drafts could be uploaded to the repository and be collated and

published as one document. Some team members were unfamiliar with Google Docs and

Gmail as well, which is required to access the Google Repository. The flow of

information peaked near the deadline of this project, and at the same time, many team

members had to learn many new document-related Internet skills and navigation. During

this period, team members, as always, shared technical knowledge that helped one

another to get through this daunting exercise.

Our collective Capstone experience showed us how a group can work as a

cohesive team building on important relationships and team attributes. The team’s

attributes involved patience, being open-minded and sharing, and a cooperative spirit

during challenging moments. We found laughter to be a precursor for motivating each

other. With motivation, we were able to address accountability and productivity, realizing

that these factors were the catalysts for greater cooperation and trust between team

members. We learned that effective teamwork is essential for any organization to realize

its highest performance potential.

The Capstone Team members who developed this proposal for a Graduate

Student Association have forged a friendship that will hopefully last a lifetime. The

enjoyable one-on-one relationships resulting in small talk and laughter seemed to

stimulate our learning process, thus encouraging focus and innovation. We are grateful to

have shared this experience together. We value the memories we have shared together

and realize what an incredible opportunity it has been to attend Neumann University.

“There is no I in teamwork.”- Author unknown


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APPENDIX A: Large Institution Data

In this paper we will try to illustrate data analysis using two large graduate student

associations with a mixture of networking and personal development. Here are two

different styles which University of Wisconsin-Madison’s use and starting up their GSA

program:

● Professional Development, support series and workshops

● Networking and resources for adult students

Coordinator of the Graduate Student Coordinate, Emily Owens, gave some verbal

insight of the University of Wisconsin-Madison’s professional development and support

series. This university holds about 43,000 students and 3,000 faculties with 135

undergraduate majors. University of Wisconsin-Madison also has 150 master programs

and 108 doctoral programs. This achievement and prestigious university has long been

recognized as one of America’s greatness universities. As a public, land-grant institution,

UW–Madison offers a complete range of liberal arts studies, professional programs and

student activities. Many of its programs are listed as the world leaders in instructional

research and public service. The University of Wisconsin is a world-class university,

nationally and internationally, recognized for their academic excellence. Professional

Development and support series with the graduates are their main focus.

Owens was able to convey the campus resources for adults who may have

questions about the child care, financial assistance, disability center, the 40 libraries,

recreation, etc. In particular, Emily stated that UW offers support series by creating

positions like herself and hiring professional librarians as liaisons for each department in



the university. The graduate student coordinate has two coordinators who work twenty

hours a week along with completing their degree. The GSC was developed in 2001; their

focus was to market the graduate students mainly by a monthly newsletter. Today their

graduate student association has added a graduate research scholar program. UW is now

featuring selected information and content on the Twitter, YouTube, iTunes U, and

Flickr. This type of data has boosted the graduate networking program and professional

development. During the latter part of the phone interview, a pertinent question that

Owens was able to answer was: “What are the three main things that a new GSA should

focus on?”

Owens’ response was the following:

1. GSAs should know the resources on campus

2. GSAs should identify what groups are available to interact with

3. It is in the best interest of GSAs to get-together with other associations to help with

financing with events.

Additionally, University of Texas is known for their networking and resources to

the community of adult learning. This university offers assist in enrollment processes,

assessments, career workshops and career changes University of Texas also offers

advising in the community and as well as forming a job search support group for students

who are searching for a job. This public university is well established and has made the

graduate student association strong.


In both cases, the graduate student associations are well developed and strong

because of its conversational behaviors that the participants produce monthly and yearly.


The graduate student associations from both the University of Wisconsin-Madison and

Texas have made great resource for the new graduate students to come.

APPENDIX B: Interview with Holy Family GSA

This interview was conducted by Nolan Fontaine & Tom Matys on 12/1/2010 with Lisa Corbin-Kalinowski, Counseling Field Placement & Lecturer in the Counseling Psychology Department at Holy Family University. Corbin-Kalinowski also serves as the advisor to Holy Family’s Graduate Student Advisory Board.


■ Please give us a brief description of why your GSA was established…

Holy Family has a group called: Graduate Student Advisory Board (GSAB) comprised only of: Counseling Psychology students.Corbin-Kalinowski’s boss (the VP of Student Affairs) came to her and said that he wanted a graduate student group at HF; her boss wanted to create a grad culture on campus & have student concerns heard.Corbin-Kalinowski was reluctant at first, the group consisted of 4 or 5 individuals at first;the issue that caused GSAB to be initiated was because 1 or 2 faculty were practicing things in class that were not addressing the values of the university.These students (grad students of GSAB) wanted to address these issues.

■ What is the size of your institution? How many grad students attend that university?

Currently, there are 145 students in the Counseling Psychology program; 12 members in the group (GSAB).

■ What is the structure of your GSA/exec board?

Corbin-Kalinowski says that there are NO titles (ie: President, VP, etc) students did not want to commit to that because of schedules. Students that started off were cautious in assigning roles. It has worked since its inception.

■ When establishing your GSA- was there any faculty resistance? Was there a communication concerns between faculty and students?

In the beginning, there was a faculty member within the university that was not doing what he was supposed to;GSAB was instrumental in filing a grievance against the instructor; Administration had issue with faculty member; GSAB turned a “bitching session” in to something constructive with student input and advocacy.

■ After the 1st year & u got everything squared away? What idea got students together? In addition to raising money?

GSAB spearheaded Phillies had a program that they charged $17 per ticket, GSAB charged $20- gave that additional $3 to Haiti relief. Students/Staff were able to bring families.


■ What has somebody said to you if the organization takes donations?

As they (Student Affairs) put in budget request, they (GSAB) ask for a budget line each year. Corbin-Kalinowski tried to contact folks in Finance Dept, Holy Family


(HF) is not allowing GSAB to get monies because they (graduate students) do not get charged an activity fee.

■ Are you a 501C3?

Corbin-Kalinowski said they are under the umbrella of HF.

■ Do you think the size of the campus influences membership?

Corbin-Kalinowski believes that the small campus size helped to make it more personable.

■ What encouraged other members to jump on board?

Students saw the impact that the group had by way of the influence they had in addressing faculty member & his ultimate dismissal from the university; Corbin-Kalinowski believes that this is a new & completely different generation of Grad students. She believes that this new generation of students that like going out to Phillies games and other events “not-your-traditional-commuter/adult-learners”. Additionally during graduate orientation, GSAB presented their ideas to students and got faculty also involved.

■ How are you allotted monies? Student Affairs? Outside funds?

No money is given to GSAB, its the financial situation that the university is in. Corbin-Kalinowski said she can’t even pay to take them out to dinner at the end of the year.Corbin-Kalinowski thinks that it is because of institutional budget cuts, GSAB is supported by the VP of student affairs and President. Student Activities said that the grad students can partake in undergrad events but grads don’t want to participate heavily because of

■ Has your GSA had internal conflicts? If so, how have they resolved the “storming” process?

No. not at all surprisingly; Corbin-Kalinowski feels that maybe it’s because they don't have roles (no executive board positions). The group has had no internal disputes whatsoever. Corbin-Kalinowski said that there were not even any personality conflicts. According to Corbin-Kalinowski, former GSAB students also say that there no conflicts.


■ Is your GSA governed by any code of ethics? Such as ACA?


The ACA Code of Ethics is what they (GSAB) are governed by- this is apart of how they file a grievance. Going straight to the person they have an issue and addressing it.

■ What influential programs or initiatives has GSA done?

Book donation- fiction & non-fiction; students were charged $2 per book & raised over $400. Lisa said that they can't do text book on campus because of the contract they (HF) have with the bookstore.

Corbin-Kalinowski said they were not able to get the website up and running.

NAFTA is coming to Philly in March. GSAB created a proposal and got declined.

Corbin-Kalinowski took them to go see "American Idiot" inspired by Green Day & talks about the Millennial generation in learning about student development and how they want to be post-grad.

GSAB also developed a survey for graduate students asking: What activities they want to see in the future, about the Board, etc.

They also established GMAB- Graduate Mentoring Advising Program- it was moderately successful; they met mentors at orientation and stayed in touch over the semesters; they were able to ask regular questions ( Where can you food on campus? Where can you get gas? etc)

Volunteering activities had to be capped by the response of grad students that wanted to do service.

This group has helped the grad program define what they want model grad students to be, how they want the internship class to look like, what tools do they want in their toolkit?

GSAB Goals:● Improve communication between faculty and students● Gain insight from GSAB when appropriate● Have Lisa be a liaison between them both.● Institute a grad dinner for graduating seniors● -Midnight Bowling● New Volunteering initiatives ● Running a 5k Race.


■ What relationship do you have with staff, administration and undergraduates?


Corbin-Kalinowski could not answer because she is an administrator and faculty member.

APPENDIX C: Meeting Minutes

Capstone ProjectDue: March 2011

Group Members: Claudinia (cd _ jones @ knights . neumann . edu ) 302-421-5700

Nolan (nl_fontaine@knights . neumann.edu) 610-864-8094

Pleasantte (pk _ johnson @ knights . neumann . edu ) 610-952-2286 (cell) 610-586-0747 (home)

Michelle (m _ hart @ knights . neumann . edu ) 610-357-3977 (cell) 610-347-1501

Tom Matys (tm _ matys @ knights . neumann . edu ) 610-357-3996 (cell)

mailto:[email protected]









http://www.google.com/url?q=http%3A%2F%2Ffiles%[email protected]&sa=D&sntz=1&usg=AFQjCNF-DoWZ4FcWZYqix-iVjSAiB9jY7Q









http://www.google.com/url?q=http%3A%2F%2Ffiles%[email protected]&sa=D&sntz=1&usg=AFQjCNGsBzQx2dWRcCWuu9bIfR200yCdGQ




















Idea #1:Proposed Topic: Texts for Non-Profits

Ex. Obesity, Early Childhood Development, etc.

Thoughts: Tie in debits to Pay Pal AccountRatio # Texts/minuteScholarships

Possible Sponsor: Neumann University

Idea #2:Proposed Topic: Helping Young People Further their Education

Target Age (18-24 yo)

Thoughts: Acquiring GED’s, apprenticeships, volunteer opportunities.Business Opportunity AwarenessPeer MentoringParent Information Center

Issues Raised: Insurance coverage (liability, medical, etc) for business supplyingOpportunity.

Possible Sponsor: Head StartBrandywine School District


Idea #3:

"Graduate Student League"

By doing this, we would be able to use many of the leadership models and theories and actually put them into practice.

Once again, this is JUST an additional suggestion...let's have dialogue about this via email and decide tomorrow what is the best fit out of the three.

Dr. Lemon’s feedback about Capstone/Thesis:■ Compare models■ Give examples


■ What are these other ppl missing?■ Build on work that’s already been done■ How is this efficient?■ What’s your goal? Why? What for? How this going to help? How is this going to

add to the body of knowledge?

Feedback about Idea #3- Graduate Student Association:4. No graduate student association at Neumann5. Demonstrated need for it6. Alumni are interested in helping and giving

back/outreacha. Talking about how STLDR can

benefit youb. Its focused

● Looking at scholarship/mentoring There is an unmeant need

● Do other colleges have a GSA? Look at various colleges in the area.

Action Items for the Quartet:

Begin looking at Univ that have Graduate Leadership Associations from various schools:1. Ivy League—UPenn/Harvard/Princeton2. State Appropriated- Penn State/Temple/Pitt3. State Schools- Shippensburg/ West Chester/IUP4. Private/Catholic- Immaculata/Cabrini5. Smaller Schools- Alvernia/Cedar Crest

Teleconference on Monday- 4/26 at 8:30Draft an outline to help us focus as a direction tool.


Meeting for 4/29/2010:

Questions for Megan Camp-● What types of services are available for Graduate Students?

● Where would a graduate student be able to hone in to find these support service structures?

● Wellness Groups? Women Centers?

Questions for incoming students


● Child Care Services for Evening Graduate students-- would this entice potential graduate students.


Conference Call for Monday, May 31st 2010

-Pleasantte has went over our proposal and: literature review, strengths, opportunities, methodologies, etc.

-For the literature review part- we decided that we should research articles/journals and put into 4-6 sentence paraphrases:

1. Nolan: PSU/Neumann University2. Pleasantte: Cabrini3. Michelle: Delaware County Technical School4. Dee: Which school did you want to focus on?

Action Items for next time (before Thursday):

● Short blurb about leadership skills for biography (please see pg 6-7 of the sample Capstone proposal sent by Dee on Fri 5/28)

● Short paragraph for literature review for institution listed above (projected due date: by close of business day 5pm-ish: Wed 6/2)

● Try to look at that school's student supportive services and if they offer any for graduate students- if not highlight that.

● Jim Gallo, Assistant Director of Student Activities is able to meet us on Thursday 6/3; but also has class at 6pm- we want to shoot for 4pm as a meeting time. Would this work for everyone? IF not please list alternate date/time.


Conference Call for Monday, July 26th Meeting was convened at 8:34pm


*Prior to this meeting, it was voted that the executive board structure shall be as follows:

● Plessantte T. Kinsler-Johnson: President● Michelle A. Hart: Vice-President● Claudinia Lowe: Treasurer● Nolan L. Fontaine: Secretary

I. ConstitutionRough draft constitution/by-laws were sent for review to the group. Feel free to review and comment. II. Service Project Ideas:

● Pretzels for students/Graduate Student Appreication Day (Dee)● presenting GSA at open house/orientation to incoming students (Pleasantte)● brown bag lunch with administration (Nolan) *ask Joe Watson for

details/feedback● GSA Speaker series (ie: Seth Williams, Dr. Fred Loomis, etc) (Michelle)

Mr. DiLucchio asked did we have an outline/structure of our capstone; in addition, he suggested 2 things that would be helpful are:

1. outline and time table of capstone and how paper will look (look at capstone guideline in addtion to things that we want to include) constitution/service projects and rationale why. Outline/time table is a road map to getting it done.

Outline: why we feel this is important, by-laws, constitution, service projects, Assignment for Thursday: Develop a rough outline. III. Potential Meetings

● Pleasantte said that she will contact Jim Gallo from Office of Student Activities to set up an appointment.

● Mr. DiLucchio said he will contact Dr. Lemon to see what the status of our proposal stands.

Next meeting will be: Thursday, July 29th at 6pm before class.


Meeting with Megan Camp— 8/26/2010

● Meeting commenced at 3:01pm

○ Members present: Pleasantte Kinsler-Johnson, Nolan L. Fontaine, Megan C. Camp


● Literature Review/Proposal: Megan suggested that we present this semester and that during this time we can begin compiling more information for our literature review & finalizing our proposal.

● Service Projects: Pleasantte & I offered some of the ideas that we have come up with collectively as a group, such as: (the Brown bag luncheon, lecture series, etc)

● Megan said that additional programs where we would be able to lend assistance are: the campus Easter Egg Hunt, co-sponsoring a picnic.

○ Petition is still needed for us to complete our packet.

● Office Space: Megan said she will ask around to see if any is available; possibly the RAB might be a good spot.

● Presentation Guidelines: We will most likely present to a panel of administration consisting of : Sr. Peggy Egan, Dean of Students; Dennis Murphy, VP of Student Affairs & Megan C. Camp, Director of Student Activities.

● The presentation should include: Interests from students that we have, what GSA would do to change the overall environment on Neumann's campus, how we will improve/enhance the grad student experience here, how we can assist in retention of post-baccalaureate students here at Neumann and how it can be a win-win situation.

● Finances: Upon approval, Megan said that monies allotted will most likely not come from SGA but rather outside funds from Student Affairs.

● GSA vs. SGA: GSA would pareell to SGA, no organization would govern over the other.

● Webmaster: To begin the process for establishing our own GSA webpage, we should contact: Lisa Cadorette & email our ideas to her.



● Volunteer Time: It is mandatory that all clubs/organizations volunteer during the

week of Homecoming, plus 2 other activities; this counts as volunteer time

needed. Habitat for Humanity is also an option.

● Faculty Advisor: Adjunct Faculty are OK.

● The Presentation: Megan said to give 2 weeks notice before scheduling (the week of Homecoming: October 10th to 17th.)

● Meeting adjourned at: 3:40pm


TELECONFERENCE MINUTES: 11/1/2010

● Meeting convened at 9:09pm.

● Pleasantte: Picture still needed for PP & Welcome portion still needed.

● Michelle: Closing portion left blank; Michelle will email information in case she wants text; most likely will speak from the dome.

● Dee: Will be doing the "How We Serve" portion in addition to the "Program/Service Project Ideas;" Dee will also give her experience from the past 2 programs she has participated in.

● Tom: will discuss "How we can assist..." portion & give additional info he has; Tom will also talk about IT & "green" technologies that GSA will participate in; Tom will also unveil our website.

● Tom & Dee discussed the donations and how the University can assist. Dee wants to wait until we present to Megan Camp & student affairs.

People in attendance:


● Megan Camp, Sr. Peggy Egan, Dennis Murphy, Mr. DiLucchio.● Additional ppl to be invited: Dr. Mirenda, Dr. Gillespie, Dr. DiPaul, Kitty Pain,

Tish Szymerski,

Action Items:

● Dee: Per our conversation, could you make copies of the Proposal for Thursday, I will bring the binder that I have as well.

● We will be meeting at 5pm on Thursday, 11/4. We are slotted to begin our presentation at 6PM sharp.

● Meeting adjourned at 9:38pm.


Meeting11/23/2010-- convened at 9:19○ Treasurer was present-EXCUSED.

Old Business:● Capstone Deadline: Michelle suggested that we scale the deadline back until

January for most of capstone research to be completed (Lit Review).● What will our capstone include? Summary of presentation, proposal, etc.

● Meeting with Dr. Lemon: Nolan emailed him to see what day is conducive with him. Worse case scenario, we will meet with him on the last day of class at the Barnaby's social.

● Meeting with Dennis Murphy: We need to meet with Dennis Murphy to discuss budgetary concerns; we need to set up a preliminary budget for the 2011/2012 yr for an amount that GSA may need. Most likely, Student Affairs will allot GSA's budget for the year.

● Michelle: We also need to ask if we will be covered under Neumann's insurance.● Tom: Will we have our own Neumann University account for monies?

● We additionally need to contact schools in comparable size to see how their GSA's operate.

● Pleasantte: Suggested that we add a used-book rental system to be set up through GSA.


● Nolan: Suggested that we add an additional online repository system. Tom suggested that we set up an online forum through the GSA website; we can ask our cohorts if they would like to donate their books.

● Pleasantte: Cabrini● Michelle: West Chester University *Michelle informed us that Dr. DiLucchio's

wife is the head of the education program at WCU.● Tom: Cardinal Strich University● Nolan: Holy Family● Dee: We need to see if it is alright for the website to go live; we need everything

in writing, including the account.

● Tom: volunteered to do the summary for the GSA Powerpoint presentation.


● GSA General Body Meeting: We should handle all meetings with administration first, do the January powerpoint, coordinate a Happy Hour at the Mirenda Center to mingle with incoming & current students- develop our first meeting agenda for end of Feb/beginning of March.

● Pleasantte also suggested that we ask Dennis Murphy about GSA office space.

● Nolan will send out the logo that Tom made; logo needs to be ran by Megan; Pleasantte will talk to her secretary to see if we can get pens made; also talk to Bob in the bookstore about T-Shirts & a banner for the office area.

● Cost of the URL for GoDaddy.com, research the cost of having no adds on the forum; Tom will send out the exact cost of everything.

New Business:

● GSA: Programming: Pleasantte asked if Tom could research publications for GSA.

● Nolan: asked Tom if he could assist with reaching out to Joust, the on-campus publication; Nolan will also follow up with the campus radio station.

● We are developing a GSA reception for January; we will discuss more during the next meeting.

● Meeting recessed at: 10:27.



12/2/2010: Meeting convened at: 9:06pm.

● Tom brought up Non Profit status for Neumann; we wanted to know if we would be able to get nonprofit status (501c3) or would we fall under the umbrella of Neumann-- would it apply to us because we are a graduate group? People that donate can get tax breaks.

● We will talk to Dennis Murphy to find out.

● Tom talked to Cardinal Stritch; Christine Hipp- Dr. of Strategic Leadership; she said that they dont have a GSA.

● Nolan: talked to Lisa Corbin, advisor from Holy Family- teleconference on Tuesday, 12/7; email received also from U of Texas- San Antonio.

● Tom: suggested that minutes begin to be uploaded to the GSA repository. Tom also contacted Lisa Cadorette for the website could go live on January 8th.

● Dee: will talk to the Business Office to see if we can establish an account and 501c3 status.

● Michelle: suggested that we need to get liability insurance; do we fall under Neumann's? If so, we need to get confirmation and the insurance forms in writing.

● Michelle: Recommended that I (Nolan) call Megan to see what our status is; in addition, call Dennis Murphy--

● Mr. DiLucchio: said that we should develop our own questions for the GSA interviews.

● Sample Questions:● What are your best practices?● What were some obstacles that you guys overcame?

● Tom: Would the book loan program be for STLDR? Or the entire grad program? ● Michelle said that it should be for overall students (post-bacculaurate).

Where would we store them? office space at Neumann. We will need someone to manage the book exchange.

● *Devil's Advocate: the book exchange might not be a good idea; what if books become outdated? (ie: Yukl from STLD 510)



● AFTER-ACTION ITEMS: ● Teleconference on 12/7 at 8pm. (Tom/Pleasantte/Nolan)● Contact Megan about written confirmation that we are approved; in

addition, do Student Act have a printer for publications. (Nolan)● Contact the Business Office about publications and 501c3 status (Dee)● Contact Joust/Neumann Radio via phone to get confirmation. (Tom)● Contact WCU about GSA. (Michelle)● Contact Dennis Murphy for a follow-up meeting (Pleasantte)● Develop interview questions for other GSA's will be posted on Google

Docs repository.


Meeting Agenda for: JANUARY 6TH 2011 AGENDAI. WELCOMEII. APPROVAL OF MINUTESIII. OFFICER REPORTSIV. OLD BUSINESS

a. GSA REPOSITORY/GSA WEBSITE


i. Has everyone got to logged into the repository?b. INTERVIEW WITH LISA CORBIN (HOLY FAMILY)

i. Notes from that meeting & outcome.c. OUTREACH

i. Joust/Neumann Radioii. Newspaper

iii. Publications/flyersd. GSA PRESENTATION/GRADUATE ORIENTATION

i. Time/Place (Saturday, March 5th 2011)ii. Attire (Navy Blue & Yellow- Neumann colors)

iii. Review of the powerpoint/meeting this Thurs with Dr. LemonV. NEW BUSINESS

a. MEETING WITH DENNIS MURPHYb. INTERVIEW WITH UNIVERSITY OF TX- SAN ANTONIO

i. Format of Interview questions (for Data Anaylsis)ii. Additional interviews scheduled?

c. SPRING SEMESTER EVENTSi. 1st General Body meeting

ii. 1 Fundraiseriii. 1 cooperative eventiv. 1 Service event

1. (Review minutes from 9/16 meeting for details)VI. CLOSING REMARKS/QUESTIONS/CONCERNS

a. Developing the capstone format: Mr. DiLucchioVII. PRAYERVIII. ADJORNMENT

*Note: We will reconvene Thursday, January 6th (6:30pm) at Neumann; room location: TBA.


Capstone Seminar meeting for 1/14/2011:

Michelle-- ABSTRACT:I. Tom-- Introduction

a. Problem Statementb. Purpose of Project: explain, describe, predict and change- 3rd person only!


c. Research QuestionsII. ALL-- Literature Review: write as a flowing narrative, provides frame work,

precise overview, chronology, not an annotated bibiloa.

III. Nolan-- Research Methodology: statement of the problem; explain how prob relates to the community we live in;

IV. All-- Data Analysis V. Dee- Data Results/CodingVI. Pleasantte-- ConclusionsVII. RecommendationsVIII. Lessons Learned/Team ReflectionIX. Recommendations (Leadership Practice)X. References


Meeting for 1/27/2011:

● Meeting convened at: 9:06pm

○ Michelle was not present due to a family emergency.

● Plesantte will have her Lit Review and expand on the conclusion

● Dee is going to continue with Data Analysis

● Out of all schools contacted last Thursday (1/28)Arcadia University- does not have a GSA but rather "program/discipline specific graduate student associations."

○ Alvernia University- Have not received info back yet.

○ Chestnut Hill College- does not have a GSA or comparable equivalent.

○ Cabrini College- does not have a GSA or comparable equivalent.

● Tom will call Megan tomorrow (1/28)

○ Tom sent out a biblio wizard


● We will discuss dividing up and collaborating the remaining information next week

● Tom suggested that we contact Temple; Dee & Nolan said that Mr. DiLucchio suggested that we narrow our search to schools in the Southeastern Pennsylvania Consortium for Higher Education (SEPCHE).

● Nolan will continue the uploading minutes for past meetings.

● The first rough draft will be sent tonight (1/27) to Mr. DiLucchio.

● Meeting adjourned at: 10:01pm

APPENDIX D: Suggested Online Electronic Tools:

Our Document Repository

Suggested Online Help Forum


APPENDIX E: Questionnaire:

● Please give us a brief description of why your GSA was established…

● What is the total enrollment of your institution; of which, how many are graduate students and of that, how many grad students are members of GSA?

● Do you think the size of your campus influences GSA membership?

● How is your GSA governed?

● When establishing your GSA, were there any faculty/administration resistances? Were there communication concerns between faculty and students? Please give a brief explanation.

● Are you an independent 501C3 (Non/Not-For-Profit)? Or are you under the umbrella of your university’s Student Affairs/Activities office?


● How are you funded?

● Has your GSA had internal conflicts? If so, how have they resolved the “storming” process?

● Is your GSA governed by any code of ethics? Such as American Counseling Association (ACA)?

● What influential programs or initiatives has your GSA participated in to sustain membership?

*All information provided is greatly appreciated and will be used exclusively in the development of our Capstone project.


APPENDIX F: Letters of intent for questionnaire










APPENDIX G: NUGSA Handbook

Neumann University’sGraduate Student Association

Why we are here?

We are a body of post-graduate students who have experienced academic life at Neumann University. We are a non-profit organization. The founding members were brought together during their collective studies during graduate studies in Strategic Leadership.

The idea for this club started out as a simple idea for a team project and flourished into a remarkable opportunity. At the core of Neumann University’s concepts are the guiding principles of Franciscan Traditions. We have discovered a rewarding way to live by practicing humility while serving others. The group has learned that serving others affords a sense of reward and fulfillment while contributing to a better community. It is for this reason that we pledge to support Neumann’s graduate students through activities, events, meetings, and collaboration.

We are the voice and support for individuals who are enrolled in any of the graduate studies cuuriculums at Neumann University. We are The Graduate Student Association.

What do we do?

● Effectively advocate the voice of the graduate/post-baccalaureate student body.

● Liaison between the graduate student body and administration.


● Sponsor social, multicultural and educationally engaging programming geared to enhance the graduate and professional student experience.

● Provide support for graduate students as they navigate through their tenure at Neumann.

● Build an alumni interest base to sustain and continue knowledge building for incoming cohorts.

APPENDIX G: NUGSA Handbook

Who are we?

President: Pleasantte Kinsler-JohnsonPhone:email:Vice-President: Michelle HartPhone:email:Secretary: Nolan FontainePhone:email:Treasurer: Dee LowePhone:email: Graduate Student Representative: Tom MatysPhone: 610.357.3996email: [email protected]

Where are we?

At Neumann:Our office Number is XXX located in the xxx Building

Online find GSA at The Neumann Website using www.neumann/nugsa.edu

NUGSA Online Community help and social forum is atwww.nugsaforum.com

Activities/Events:

● Book Loan Program


● Social gatherings

● Online collaboration

● Association meetings

● We encourage all to participate

“Together great minds will do great things!”

APPENDIX VIII: Guidelines and By-Laws

The Graduate Student Association (GSA) Constitution and By- Laws

ARTICLE I: Title and FunctionSection 1: The name of the club will be the: Graduate Student Association (GSA).Section 2: The purpose and the mission of the club is:

■ To effectively advocate the voice of the graduate/post-baccalaureate student body.

■ To be the liaison between the graduate student body and administration.

■ To sponsor social, multicultural and educationally engaging programming geared to enhance the graduate and professional student experience.

■ To provide support for graduate students as they navigate through their tenure at Neumann.

■ To build an alumni interest base to sustain and continue knowledge building for incoming cohorts.

ARTICLE II: MembershipSection 1: Membership shall consist of all graduate students part time and full time in attendance at Neumann University. Membership is only granted to post-baccalaureate students at the university.

ARTICLE III: OfficersSection 1: The elected officers of this organization shall be:

■ President■ Vice-President


■ Treasurer■ Secretary

Section 2: The appointed officers shall be:● Program Representative(s)● Faculty Advisor

Section 3: The Executive Board will consist of all the officers, chair people of standing committees and faculty advisor.

ARTICLE IV: ElectionsSection 1: Officers shall be elected at the last meeting of the spring Semester for one (1) academic term. Graduate student members shall vote. Winner of the particular office shall be declared by majority.


Section 2: In the case the President resigns the Vice President shall automatically succeed the President without approval of membership.


Section 3: In the event, there is a vacancy on the executive board , the president has the ability to call either a special election or make a presidential appointment after consulting the executive board and the faculty advisor.

ARTICLE V: AdvisorSection 1: An advisor shall be selected in accordance with the rules and regulations of Neumann University.Section 2: The appointed advisor shall be apart of faculty/administration of Neumann University. Section 3: Appointment of a primary should also take place during the last meeting of the semester.Section 4: A secondary advisor can be appointed at the discretion of the executive board.

ARTICLE VI: AmendmentsSection 1: This constitution may be amended at any regular meeting by vote of the active membership. It may also be amended at a special meeting called for that purpose with at least one (1) week advanced notice. Section 2: Amendments should be brought to both the executive board and the House of Representatives for review before being presented to the general body for majority vote.Section 3: All proposed amendments shall be submitted in writing to the House of Representatives, followed by the executive board.


BY-LAWSARTICLE VII: Membership

Section 1: Membership shall be extended to all persons who are full-time, part-time and visiting students, faculty, staff and alumni of Neumann University.

ARTICLE VIII: MeetingsSection 1: Executive board meetings should be held once a month prior to the general body meeting.Section 2: House of Representatives meetings shall take place at minimum of 3times per semester. Special meetings can be called at the request of the Vice President.Section 3: General Body/Regular meetings of the organization shall be once a month during the fall and spring semester.Section 4: Special meetings may be called by the President.Section 5: 2/3 majority shall constitute a quorum for the transaction of business.


ARTICLE IX: Duties of OfficersSection 1: The duties of the President shall be:

● Preside at all GSA meetings.● Liaison between GSA and SGA/Office of Continuing Adult and Professional

Studies/Neumann University administration..● Organize and convene all meetings of the executive board and general body.● Represent GSA at the University level and beyond.● Appoint vacancies or call special elections of the executive board.

Section 2: The duties of the Vice-President shall be:● Chair and liaison of the House of Representatives.● Assist the president in their duties.● Parliamentarian of the Executive Board, managing that the constitution and by-

laws are being effectively carried out.● Maintain minutes of all House of Representative meetings for proper archival by

the secretary.● Succeed the president in the event that they are not able to fulfill his or her duties.

Section 3: The duties of the Treasurer shall be:● Oversee and manage the Fundraising/Finance committee.● Create an estimated annual budget for the year to be presented and approved by

the general body.● Maintain record of all financial documents, receipts and correspondence with the

business office.


● Present a monthly report on the organization’s finances and budget.● Approve all organizational expenditures and co-sign all payable finances along

with the president.● Correspond with the Office of Student activities

Section 4: The duties of the Secretary shall be:● Oversee and manage the Public Relations committee.● Record and distribute minutes of all executive board meetings.● Record and distribute minutes of all general body meetings.● Archive all important documents of GSA.● Correspond with the Office of Student activities and Student Government

Association.


Section 5: The duties of the Program Representative shall be:● To attend all scheduled House of Representative meetings.● To voice concerns of their respective graduate level program to the House of

Representatives and the Vice President. ● To be the intermediary between both the house of representatives and the student

body.● To report to the Vice President on potential concerns or issues that their program

may be encountering.● To coordinate and assist executive board in fundraising, publicity and

programming efforts.

Section 6: The duties of the Faculty Advisor shall be: ● Attend exec board and general body meetings regularly. ● Provide counsel to the organization's officers

○ The Faculty Advisor will not have voting rights in GSA business.

Section 7: All officers must complete an end-of-the-term report to be presented at the final/annual meeting.Section 8: the incoming executive board will sponsor a Leadership Summit for all incoming board members after the annual election. Both current board members/House of Representative members and ex-officio members must be present. This summit must take place before the incoming semester.


ARTICLE X: Executive BoardSection 1: The Executive Board shall consist of all officers holding elected positions within GSA: President, Vice-President, Secretary and Treasurer.Section 2: The Executive Board shall attend to the affairs of the organization during the interim between meetings of the organization, but its acts shall not conflict with action taken by the organization. Section 3: The House of Representatives shall consist of all seven (7) Program Representatives and the Vice-President. The House of Representatives shall be charged with:

A. Approve presidential appointments by a majority vote. B. Not hold any position on the Student Court or in the Executive Board with

the exception of the Vice-President.C. Bringing concerns of their respective program to the forefront.D. Sit on ad-hoc committees appointed by executive board.E. Amend the bylaws by a two-thirds majority vote.F. Shall hold an open forum with their respective programs at least once per

academic year.


Section 3: Regular meetings of the executive board shall be held once a month unless extenuating circumstances beyond measure (such as: inclement weather, university recess) prevents the executive board from doing so. Special meeting may be called by the President upon consultation from the executive board.

Section 4: 3/5 members shall constitute a quorum for the board.

ARTICLE XI: CommitteesSection 1: Standing committees shall be: Public Relations & Fundraising. Additional standing committees may be created if deemed necessary.Section 2: All standing committees shall be appointed by the executive board, subject to approval by the House of Representatives.Section 3: Special Committees/Ad-Hoc Committees shall be appointed by Executive Board.Section 4: The President shall be an ex-officio member of all committees except The House of Representatives.

ARTICLE XII: Parliamentary AuthoritySection 1: The rules contained herein shall govern proceeding of this organization except in such cases as are covered by the Constitution, By-Laws, and standing rules adopted by this organization in keeping with the rules and regulations of Neumann University.

ARTICLE XIII: Amendments to By-LawsSection 1: This constitution may be amended at any regular meeting by majority

vote. However, all amendments must first go through the House of Representatives,


followed by executive board. If there is less than three (3) members within the House of Representatives, the amendments shall rest within the executive board followed by voting of general body.

ARTICLE XIV: Sanctions, Dismissal & RemovalSection 1: GSA members who are found to be in violation of this constitution, the rules of the Continuing Adult and Professional Studies or of Neumann University, shall be given written notice stating the grounds for the violation. This violation should be presented to the student no later than five business days before the general body meeting at which they are to discuss. At the meeting, the member will be given the opportunity to be heard.Section 2: ¾ of the general body may vote to dismiss a GSA Committee member. GSA Executive Board and the House of Representatives shall respond within 2 weeks to the General Body’s request. The response shall detail the course of action that the student government has decided on.


Section 3: The president shall notify the graduate student body at the following general board meeting. The vacant position will be filled no later than the next following General Body meeting. If in the event it is the president who is being sanctioned, the vice-president and the House of Representatives will be in charge of the course of action herein.


APPENDIX IX: Business Plan

Table of Contents

I. Table of Contents………………………………………………………2

II. Executive Summary……………………………………………………2

III. General Company Description…………………………………………3

IV. Products and Services………………………………………………….7

V. Marketing Plan…………………………………………………………8

VI. Operational Plan………………………………………………………..8

VII. Management and Organization…………………………………………9

VIII. Start Up Expenses and Capitalization………………………………….15

IX. Financial Plan…………………………………………………………..16

X. Appendices……………………………………………………………..17



II. Executive Summary

To sum up our business plan, we are attempting to pay close attention to our

audience of whom we are attempting to reach. The desired outcome would be that every

graduate from all programs could benefit from this support system. This business plan

will take weeks to develop as we gather prudent information. The Graduate Student

Association true value of creating this plan was throughout through personal experiences.

With this in mind; our goals were met thought planning and research in a systematic way.

To determine if this association is still needed in the future, we would like the Division of

Continuing Adult and Professional Studies to evaluate our project to see if this project

would be successful for the entire post-baccalaureate studies.

I. General Company Description

BUSINESS IDEA:

The Graduate Student Association herein know as (GSA) is fresh and new

organization here at Neumann University. We are focused with advocating needs for

post-baccalaureate student here at the institution. GSA is slotted to begin operation in the

fall semester of 2010.

OUR MISSION STATEMENT:


The Graduate Student Association (GSA) at Neumann University will provide a

channel of communication, knowledge, and support between future and current graduate

students, faculty, and mentors which will allow for a continuous learning process

throughout the graduate level program.


GSA sees potential for new students who are acquiring and allocating resources

to get their Master degree. Each student would then use those resources to graduate

within the 18 months schedule for completion. GSA has discovered that it is the job of a

leader to anticipate conflicts and identify adaptive changes.

COMPANY GOALS/OBJECTIVES:

Goals:

● To be a thriving body within the Neumann University community. We want

graduate students to feel that they have a voice in major decisions that are made

within their institution.

● To operate closely with the faculty and administration to make sure that the

graduate student population is included in the big picture of Neumann’s vision.

● To function in cooperation with other entities here at Neumann such as: Student

Government Association in hopes of making our ideas, goals and objectives

known and sharing knowledge as well.

● To be a respected, resourceful and recognized organization here at Neumann

University.

Objectives:


○ Student stakeholder’s satisfaction- in others words, we want students to

feel that GSA is a tangible entity that they can benefit from.

○ Continuous recruitment and retention of student stakeholders.


○ Obtain additional finances in our general funds to gear student

programming and services.

○ To be the premier graduate-level organization in operation at Neumann

University.

○ As an organization under Neumann University, GSA will have mandatory

annual benchmarks, mandated by the Office of Student Activities, which

must be achieved to continue operations. Please see the addendum.

BUSINESS PHILOSPHOPHY:

GSA’s business philosophy is important to our future stakeholders. The

stakeholders will be the students at Neumann University. Purposely, our

philosophy will be an effective advocate and voice for the post-baccalaureate

population of students here at Neumann University.

MARKETING:

GSA will market our services to clients or prospective/current graduate students

here at Neumann University. Perspective students, in particular, could be

searching for assistance in post-baccalaureate options; GSA would be able to


supply that respective client with resources or would be able to refer them to the

respective source they require before making educational moves, such as

attending Neumann. Upon making an educational decision, if Neumann is their

choice, it is our hope that they will matriculate into utilizing GSA.


*Please see additional information in our “Marketing Plan” section.

INDUSTRY DESCRIPTION:

Changes for our organization that we see in the short run are gaining additional

support from other student entities here at Neumann as well as with staff and

administration. GSA will establish rapport with Office of Continuing Adult and

Professional Studies to engage potential students who are interested in Neumann.

Long run, we see GSA flourishing and having a large base of alumni participants. By

having this base, we will be able to capitalize and urge alumni to become possible

financial investors of GSA in the near future. We also see many undergraduate student

stakeholders here at Neumann matriculating into GSA because of visibility and brand

power.

COMPANY STRENGTHS:

GSA will take great pride in being the first and only graduate-level organization

on Neumann University’s campus. Thus, we think that this major competitive strength

sets us apart from other organizations here that do not offer such competencies for post-

baccalaureate students. Founding board members offer an array of experience in:


education, post-secondary educational advising, human services, continued professional

development, management, liberal studies and community services.


OWNERSHIP:

GSA’s legal form of ownership is a non-profit/not-for-profit organization. The

reasons why we chose this is because GSA will not distribute funds, wealth or profits to

stakeholders. GSA will fall under the umbrella of Neumann University as a recognized

student club/organization which receives contributions from the Office of Student

Activities.

IV. Products and Services

Graduate Student Association will be created as a non-profit group to ensure the

support for the new graduates of the Strategic Leadership Management Program. GSA

would offer support in the beginning and during the phases of completion of the graduate

program through texting, emails, phone calls and visitations.

GSA’s philosophy for our services will be to follow the same philosophy of our

graduate program that Neumann University has already put in place for all graduates to

follow. We want to embrace and explore more advance skills in our field of study by

motivating others. In addition, we want to help others build upon existing knowledge so

that they can extend their knowledge and skills for high-quality research. This philosophy


is noted in the graduate catalog 2009-2010 page 7.The Graduate Student Association’s

goal will be designed to help our customers have a success story to tell others about what

kind of support was given and how they too can give back to other graduate students.

GSA leadership aspires to be an important vehicle in the professional industry.


GSA will market to students entering the graduate programs at Neumann

University; with a concentration on the Strategic Leadership Program.

Graduate Student Association foresees in this industry a great gain for Neumann

University for continuing education because of its’ available to reach more students who

are in need of peer-to-peer coaching, mentoring and supports. Graduate Student

Association plans to supports continuing educators with complex schedules. GSA’s

strengths and core competencies will comes with a suitable group who has excellent

skills, knowledge, and experience for many issues of life that each member brings to this

new venture.

V. Marketing Plan

To keep GSA members on track each will bring some marketing efforts to reach

new graduates who could benefit from our services. Here are two ways that we will

market our services:

First, GSA will conduct interviews with staff to obtain knowledge regarding their

needs and if GSA would be a viable club and/or organization. Secondly, we will market

in a secondary factor by publishing information about our services with the graduate

student affairs, counseling services, health services, academic advisors, and ministry


activities group. At this time there are no competitors. GSA will be an additional support

team to the Neumann University Continuing Education program.


VI. Operational Plan

The Graduate Student Association daily operations of our organization will be

located at Neumann University. Our methods of operation will be in quality control and

development. The owners will support the cost initially, which will support the launching

of GSA. The fee for the graduate services is free. Our hours of operation will be in the

evenings Monday through Thursday 6pm to 8pm. The operational hours may be adjusted

as required and the changes will be posted.

Future Funding

The owners sincerely believe the need for a support system for graduates on

campus that we felt passionate to support the cost initially, to launching GSA. We believe

the successful of GSA is to encourage volunteers to help sustain a strong foundation for

their peers. Future funding will also be needed for advertising, office support from

professors, supplies for flyers, and an approval to meet in a designated area.

VII. Management and Organization

Plan of Operation

Business Plan:


Neumann University Student Association ("GSA") is a non-political volunteer student

and community campus organization whose objectives are to promote and support

graduate students at Neumann University (NU). GSA shall encourage alumni networking

and the establishment of lasting friendships among members. GSA students are asked to

participate in GSA activities.

APPENDIX H: Business Plan

GSA members will help newly arriving strategic leaders entering NU. Seasoned founders

will be expected to develop ideas for capstone topics and sponsor post-graduates to come

back and speak on selected topics in various venues, such as in class or at scheduled

events approve by the University. One main thrust of GSA on campus and in the greater

community is to be an inclusive association by engaging different cultural groups,

supporting the NU Student Association and their affairs and be an active voice for

meaningful and enlightening social and cultural activities. Another vision of GSA is to be

a provider of resources and support for the strategic leadership community at-large at

NU.

The Graduate Student Association’s daily operations will be located on-campus at NU. It

is the intention of GSA to develop Methods of Operation that incorporate some form of

quality control (QC) in order to ensure that GSA is in compliance with university policies

and procedures. The greater portion of our energy will be devoted to the development of

targeted services. We will encourage initiatives brought to us that have appeal to the

membership and to the greater NU community. Our commitment is strong and our vision

is real that the founders are willing to financially commit to offsetting some of the start-


up cost, upon approval. It is also our collective view point that GSA operates as a non-

profit organization and offer services provide free to members. Proposed business hours

are 6 pm to 8 pm Monday through Thursday. GSA hours of operation may require

adjustments depending on the availability and level of involvement of members. Changes

in business hours will be posted.


Start-Up Equipment:

● Office space

● Desk

● Computer

● Printer

● Ink cartridges

● Computer software

● Paper

● Ink pins

● Pencils

● White-out

● Highlighters

● Intra-campus phone



People: Graduate Students and Alumni Volunteers

Process: The process will be to complete a Needs Assessment of the graduate student

population.

○ Asset data from the needs assessment

○ Meet to discuss the data

○ Plan according to the data collected

○ Plan events to publicizes GSA

○ Invite and plan a series of presentations of past graduates to speak in

class to give an over-view of their capstone

Management and Organization

GSA founders will manage the graduate association with support from volunteers. Each

founder brings to the association leadership, knowledge and person and professional

experiences.

Founders: Pleasantte Kinsler-Johnson, Nolan L. Fontaine, Claudinia Lowe, Michelle Hart

Pleasantte Kinsler-Johnson - Delaware County Intermediate Unit currently employs

Pleasantte where she has worked for the last five years. The position that she holds is an

Assistant Education Coordinator, which has put her in leadership roles within the

organization. She received her Pennsylvania Director Credential from the Pennsylvania

Early Learning Keys to Professional Development last June 2009 from Delaware County



Community College and has also, participated in seminars for Leadership Strategies for

Success in Pennsylvania Early Learning Keys to Professionals held last April 2009. She

recognizes the importance of continued professional development and training by

suggesting workshops of interest for the staff she supports. Pleasantte is an active

membership in the Association for the Education of Young Children (NAEYC) and the

Delaware Valley Association for the Education of Young Children (DVAEYC).

Pleasantte continues to stay current in her area of expertise to better implement the Best

Practices for Early Childhood Education in support of staff under her supervision.

Pleasantte works collaboratively with her co-workers to achieve positive outcomes for

her organization of employment. She has an AA Degree in Early Childhood Education

and has received her BS degree from Cabrini College in Elementary Education and

Special Education. Currently she is enrolled in the Strategic Leadership Masters program

at Neumann University.

Nolan L. Fontaine - is employed by the Pennsylvania State University. He currently

works as a College Advisor for PA College Advising Corps program through the Office

of Educational Equity at PSU. Nolan received his diploma from Chester High School

followed by a Bachelor of Arts in International Politics from The Pennsylvania State

University in 2007. Nolan is also a M.S. candidate at Neumann University studying

Strategic Leadership and is expecting to graduate in May of 2011. While at Penn State



he took on leadership roles in Penn State’s Student Government Association and served

as Vice President of the Mont Alto campus. He was also involved in Penn State

Residence Life and President of the Black Student Union. He is currently serving as

Committee-man for the 9th Ward, 2nd precinct in Chester, PA.

Claudinia Lowe - has worked for EDiS Company for over ten years. Currently she is the

submittal manager in the Project Management Department. She interacts mostly with

architects, project managers, operational managers, engineers and contractors. Often she

is involved in all phases of a project from its initial design through to final construction.

Claudinia assisted in managing projects for two contractors prior to being hired at EDiS.

She concluded projects in ten school districts both in Delaware and Maryland districts

gaining extensive experience in task and project management. In her current job,

Claudinia is responsible for coordinating all documentation including all shop drawings

for the construction of the entire building. Claudinia is an active volunteer for the youth

of the City of Wilmington. She was recognized for working countless hours for City

Councilman Paul Ignudo of Wilmington, Delaware for his campaign committee.

Claudinia received her Bachelor’s degree from Neumann University in 2009. She also

received a Dual Associate Degrees from Salem Community College in 2008 and 2009.



Michelle Hart - is employed by Christiana Care Health Services (CCHS) in Newark,

Delaware for almost ten years as a Histology Technician. At CCHS, Michelle plays an

active role as Education Clinical Coordinator for Delaware & Technical Community

College-Histotechnology technicians program. Michelle graduated from Neumann

University with a Bachelor of Science degree in Liberal Studies. Education, Leadership,

and Volunteerism are very important virtues to Michelle. She is currently pursuing a

Master of Science degree in Strategic Leadership. Michelle held the position of President

of the Histotechnology Society of Delaware (HSD) since 2005, as well as several other

positions in the society. She is actively involved with the Unionville Community Fair

and Boy Scout Troop 22, and finds time to partner with Delaware Businesses, Industry,

and Education programs like What’s My Line and What in the World.

GSA short term plan is to get the organization established and operating, while

simultaneously start discussions on generating an outline for long term sustainability and

growth of the organization. Activities shall be selected that coincide with the interest and

that benefit members. A component of ours is to work closely with Student Affairs and

solicit their support for the mission of the association. The start-up members would be the

founders’ described above in this document and interested volunteers. All interested

parties will initially share the responsibilities for the key functions of GSA.



Professional and Advisory Support

Professors

Community Representatives

Alumni Volunteers

Current MS graduate students

Accountant: Neumann University

Consultants:

Nolan L Fontaine

Michelle Hart

Pleasantte Kinsler-Johnson

Claudinia Lowe

Thomas Matys

Mentors and key advisors:

Graduate Professors

Neumann Graduate Advisors

Student Affairs Staff



VIII. Start Up Expenses and Capitalization

The Graduate Student Association (GSA) of Neumann University upon its

formation projects start-up expenses to be $210.00. This amount is configured for event

liability insurance and stationary. Once GSA receives club/organization status with the

Student Government Board (SGB) at Neumann University, the SGB will grant a one-time

monetary amount of $100.00 to help with start-up costs.

GSA must every year in the Fall term submit their budget along with officers,

bylaws, etc. to the SGB of which any future monies during their organizations’ fiscal year

may be awarded.

GSA, if awarded club/organization status, plans on generating a majority of the

yearly operating funds by hosting educational seminar events and charging participants a

nominal attendance fee. Another form of generating revenue will be through fundraising.

GSA wants to create a logo, which will be placed on tee shirts. These tee shirts will be

sold at a fixed price.

It is the hopes of the future GSA to utilize these forms of building capital so the

membership fee will remain at a zero cost to its members and keep any expense to

Neumann University’s SGB a minimum. The Graduate Student Association wants to be

able to sustain its’ educational endeavors year after year.



IX. Financial Plan

The future Graduate Student Association at Neumann University (GSA) wants to

provide to its members a service for peer communication and mentoring opportunities; as

well as, providing educational seminars for continuous growth in leadership and team

building. GSA aspires to be a non-profit organization. At this time, a future projected

cash flow would only be in the raw form, too early to assume, and purely speculation. It

will be the job of the GSA team to work on this area over the next few months to create a

sizable sustaining cash flow for its members.



X. Appendices

Graduate Student Association- Opening Balance Sheet…………1

Graduate Student Association- Annual Budget Worksheet……...2

Proposed Event Form at Neumann University…………………...3

Graduate Student Association Business Plan PowerPoint………..4

Miscellaneous……………………………………………………..5


APPENDIX I: Finance/Expense Report and Balance Sheet

GSA: Annual Expense Report

Year: 2010 Salesperson: GSA

Address: Neumann University

City: Aston State: PA ZIP: 19014

Month Public Snacks Travel Stationary Enter Misc. Total

JanuaryFebruaryMarch

1st Quarter Total

0.00 0.00 0.00 0.00 0.00 0.00 0.00

AprilMayJune

2nd Quarter Total

0.00 0.00 0.00 0.00 0.00 0.00 0.00

July 38.69

August60.08

September105.59

3rd Quarter Total $204.36

October $113.56

November$107.15

December0.00

4th Quarter

Total $


220.71

Annual Totals

$425.07

NOTES Need total

Receipts for serving the cohort #19 for the year of 2010.

Need total

Need total

Need total

Need total

Approved by GSA President----------------------------

APPENDIX I: Finance/Expense Report and Balance Sheet


BALANCE SHEET

Month ending:

Starting July 2010 to September 2010 = 3rd quarterStarting October 2010 to December 2010= 4th quarter

Assets Liabilities

Cash assets: Current liabilities:Petty cash: Accounts payable:Accounts receivable: Notes payable:Inventory value: Long-term liabilities:Investments: Taxes (state):Prepaid expenses: $428.43 Taxes (federal):Equipment: Taxes (property):Furnishings: Taxes (misc.):

Miscellaneous assets:Intangible assets:

3rd quarter of 2010 = $204.364th quarter of 2010 = $220.71

Total expenses for the year of 2010 = $ 425.07

Total assets: $0.00 Total liabilities: $428.43

APPENDIX J: NUGSA Proposal:


Graduate Student Association

Nolan Fontaine, Michelle Hart,

Claudinia Lowe, Pleasantte T. Kinsler-Johnson, Thomas M. Matys

Neumann University

Graduate Student Association (GSA)

Mission Statement: The Graduate Student Association (GSA) Mentoring

Program at Neumann University will provide a channel of communication, knowledge,

and support between future and current graduate students, faculty, and mentors which

will facilitate a continuous learning process throughout the Strategic Leadership Program.

Each succeeding graduating class of the Strategic Leadership Program at

Neumann University is encouraged to provide a supportive learning environment and

experience to the next class of students. After going through the necessary channels for

approval, GSA will be the first association developed for the graduate students at

Neumann University. GSA sees potential for new students who are acquiring and

allocating resources to get their master’s degree. Each student would then use those

resources to graduate within the 18 months schedule for completion. GSA will assist

graduate students to anticipate conflicts and identify adaptive behaviors.



Issue & Opportunity to be Addressed

Additional commodities which are needed are: reasonably accessible resources to

the graduate student community at Neumann University from the start of the program

through the Capstone completion and ultimately to graduation.

Opportunity:

Each succeeding graduating class of the Strategic Leadership Program at Neumann

University is encouraged to provide a supportive learning environment and experience to

the next class of students, from the start of the program to the Capstone Project. The

Graduate Student Association (GSA) Mentoring Program at Neumann University will

provide a channel of communication, knowledge and support between future graduate

students, faculty, and mentors, which will allow for a continuous learning process

throughout the Strategic Leadership Program.

“…Neumann University educates a diverse community of learners based upon the belief

that knowledge is a gift to be shared in the service of others and that learning is a

lifelong process” (Neumann University, Student Handbook, 2009)

With such a diverse community of adult learners, there is definitely a

heterogeneous mix of ideas and experiences; as an organization, GSA will facilitate ways

for students to express themselves in a forum for their concerns to heard. GSA will also

be the liaison between key offices (such as student affairs, student activities, financial

aid) within the university as a way to advocate pressing concerns that may be plaguing

members of the graduate student body.

APPENDIX J: NUGSA Proposal


Literature Review:

In Leadership Practices Inventory (2003), Kouse and Posner developed the

“Personal-Best Leadership Questionnaire” designed to find out what people do day in and

day out to mobilize others to want to struggle for shared aspirations. Kouse and Posner

believed that each individual represented his or her own “best practices” leadership

experience and that when leaders are at their personal best, they engage in The Five

Practices of Exemplary Leadership:

● Model the Way

● Inspire a Shared Vision

● Challenge the Process

● Enable Others to Act

● Encourage the Heart

The Pennsylvania State University’s Graduate Student Strategic Plan 2008-2013 states

that graduate programs will be encouraged to collect data that are relevant to and

necessary for external assessments and rankings, and to further utilize data to enhance

program marketing; training grant procurement; alumni cultivation in the interest of

fundraising and potentially enhancing new student recruitment; and other benefits.The

Graduate Student Association of Penn State University recognizes that the Graduate

Student Association (GSA) was recognized by the University as the graduate students’

central organization, is appropriately organized to accomplish the following unique



functions: advocate the position of the graduate student body to other University and

external constituencies;

represent the broad interests of graduate students to the University’s academic units

through a network of departmental delegates; furnish accessible, reliable, and valuable

information, services, and programs to current and prospective graduate students; provide

a forum for interaction among an extraordinarily diverse graduate student population;

encourage and facilitate communication with and interaction among other graduate

student organizations; seek funding to support organizational activities; and promote a

sense of community among graduate students and their families.

Observations that can be drawn from the reviews listed above are that program

models, world view research and career development coincide with Neumann and

Adult/Continuing Studies objectives of making graduate students more marketable for the

professional/business culture. Additional observations include the fact that graduate

student services offer a wide array of unique resources, commodities, diversity and

advocacy that may be needed to prepare prospective and current graduate students for

graduation and beyond.

Researching the Cabrini College website, it was found that services were offered

on campus for the support of alumni graduate students. The Graduate Student

Association support was not found during our research of the Cabrini’s online

information. However Cabrini College has a strong web-based link, which offers



extensive services and activities for alumni to stay connected to their peers after

graduation. Alumni are encouraged to remain active in alumni affairs through various

events. Graduates who hold a degree from the College are members of the Alumni

Association. Cabrini College encourages members to participate through events such as

continued relationships, services, networking, community events and financial support.

The Association of Franciscan Colleges and Universities list in every journal its

board of directors and AFCU members. AFCU (2004) monitors the need for its directors

and members to continue in the vision and values, of Francis and Clare of Assisi. AFCU

(2004) observed that due to the news reports of wars and threats of terrorism, it is now

time to continue in the hope of the Franciscan Perspective on Higher Education.

Hutchison (2004) highlights the willingness of its members to become pioneers for its

students. The Franciscan views and values give a message of hope, kindness, and

harmony to everyone. To sum up our review of the literature on this proposed topic, there

is support needed to keep a change in views on value of higher education. Neumann

University is a member of AFCU (Association of Franciscan Colleges and Universities).

Using this connection, GSA would like to develop this partnership garnishing more

collaboration from partnering graduate organizations within this consortium. This is an

area which GSA plans to explore with the help of the Neumann University and the Office

of the President’s Unit.



Methodology, Research Approach

For current graduate students at Neumann University, the University has made

strides in making the campus climate a positive, thriving and cohesive environment for

traditional undergraduate students. Neumann University could be marked as one of the

leading post-secondary institutions with in the Catholic universities network in the

Philadelphia metropolitan region, it is already well known for the progress it has made in

the past years. The type of research design we will use is qualitative specifically so we

can explore the strides made thus far and understanding the questions and procedures.

Strategies of inquiry that we will include reviewing research surveys conducted by the

Neumann University admissions office in order to obtain an understanding of students

entering and exiting graduate level programs. Using the advocacy/participatory

worldview, we will focus on specific issues of the underrepresented group; post-

baccalaureate students attending Neumann University.

Some graduate students feel that more supportive services and resources should

be reasonably accessible, so that the graduate community of students can benefit from

such services. These services should be available from the beginning of the program to

the end.

Strategic Issues


The graduate students of Neumann University recognize the need to support adult

Strategic Leaders, while they are participating in a graduate program. The purpose for

organizing GSA is to develop the framework to help support a higher-level thinker and


leader who strives toward excellence in their personal and professional lives. The GSA

mission is to support strategic leaders during the entry process of the program and lend

ongoing support long-term as challenges arise.

The Graduate Student Association (GSA) also would like to leave a legacy at

Neumann University. GSA will form a foundation to help guide the challenging

decisions one may face when encountering thought provoking decisions and questions.

GSA will strive to uphold its’ mission statement previously stated. In order for GSA to

leave a legacy, it must reach club/organization status with Neumann University. It will

form as a non-profit organization with funding requests made to Neumann University’s

Student Government Association. GSA will represent Neumann University with ethical

professionalism and leadership.

The Framework to help guide Strategic Leaders will focus on:

● Target- Graduate Students

● Online Support

● Links to Neumann University website

● Present at Graduate Affairs on and off campus

● Special Speakers

● Support for Capstone


● Create a GSA logo

● Scholarship Fund

● Coaching

● Mentorship & Peer-to-peer support


As strategic leadership students we found that when we seek information and support

on campus there were limited resources for graduate students. The support services were

available for the undergraduate students’ population. This is how the concept of the

Graduate Student Association (GSA) was created.

Our ultimate goal is to help make the graduate program a successful story and to

make each graduate’s goal a reality. Because we have experience in juggling our evening

classes with employment, we would like to use that experience to help synchronize

various ways to connect new students with Neumann University resources.

Graduate Student Association (GSA) is designed to help enhance all students

learning outcomes. The GSA has been developed from a capstone project. Its creators are

students who want to help other students succeed. We are completely aware of the

challenging courses, but we are prepared as a group to provide graduate students with

support. GSA understands while pursuing a Master’s Degree, some situations can be very

complex and untimely, so assistance will be offered to help students overcome obstacles.

The GSA will be available through email, text, and phone. As you climb the ladder of

success remember GSA during your preparation for the capstone project.

Final Capstone Presentation


The Graduate Student Association research group intends to present all findings in March

of 2011.


Team Members:

The Delaware County Intermediate Unit currently employs Pleasantte Kinsler-

Johnson where she has worked for the last five years. She is an Assistant Education

Coordinator, which has allowed her to participate in leadership roles with in the

organization. She received her Pennsylvania Director Credential from the (Pennsylvania

Early Learning Keys to Professional Development), June 2009 from Delaware County

Community College and has also, participated in seminars for Leadership Strategies For

Success, (Pennsylvania Early Learning Keys to Professionals) April 2009. She continues

to recognize the importance of continued professional developmental training by

selecting workshops of interest. Pleasantte maintains an active membership with the

Association for the Education of Young Children (NAEYC) and the Delaware Valley

Association for the Education of Young Children (DVAEYC). Pleasantte continues to

stay current in her area of expertise to better implement the Best Practices for Early

Childhood Education to support staff under her supervision.

Pleasantte works collaboratively with her co-workers to achieve a positive

outcome for the organization of employment. She has an AA Degree in Early Childhood

Education and has received her BS Degree from Cabrini College in Elementary

Education and Special Education. Currently she is enrolled in the Strategic Leadership


Masters program at Neumann University.

The Pennsylvania State University (PSU) employs Nolan L. Fontaine where he serves

as a College Advisor for the PA College Advising Corps program through PSU’s Office

of Educational Equity. Nolan received his diploma from Chester High School followed


by a Bachelor of Arts in International Politics from The Pennsylvania State University in

2007; he is also a current M.S. candidate at Neumann University studying Strategic

Leadership expecting to graduate in May 2011. While at Penn State he took on

leadership roles such as Penn State’s Student Government Association where he served

Vice President at the Mont Alto campus. He was also involved in Penn State Residence

Life and the Black Student Union serving as President. Currently, he serves as

Committeeman for the 9th Ward, 2nd precinct in Chester, PA.

Claudinia Lowe has worked for EDiS Company for over ten years. Currently she

is the submittal manager in the Project Management Department. She has worked mostly

with the architects, project managers, operational managers, engineers and contractors

thought out all phases of a project from its initial design through final construction.

Claudinia has assisted in managing projects for two contractors prior to being hired at

EDiS. Her extensive tasks and projects conclude with ten school districts both in

Delaware and Maryland districts.


Claudinia is responsible for coordinating all documentation including all shop

drawings for the construction of the entire building. Claudinia is an active volunteer for

the youth of the City of Wilmington. She was recognized for the support she gave to City

Councilman of Wilmington, Delaware, Paul Ignudo for working countless hours on his

campaign committee. Claudinia received her Bachelor’s Degree from Neumann

University in 2009. She also received her Dual Associate Degrees from Salem

Community College in 2008 and 2009.


Michelle Hart has been employed at Christiana Care Health Services (CCHS) in

Newark, Delaware for almost ten years as a Histology Technician. At CCHS, Michelle

plays an active role as Education Clinical Coordinator for Delaware & Technical

Community College-Histotechnology -Technician program.

Michelle graduated from Neumann College with a Bachelor of Science degree in

Liberal Studies. Education, leadership, and volunteerism are very important to her.

Michelle is currently pursuing a Master of Science degree in Strategic Leadership.

Michelle has been President of the Histotechnology Society of Delaware (HSD)

since 2005 and has held other positions in the society as Student Liaison and Vice

President. Michelle is extremely involved with the Unionville Community Fair, Boy

Scout Troop 22, and the Delaware Business, Industry, and Education programs (What’s

My Line and What in the World).


Tom Matys graduated with a B.S. Diploma in Liberal Studies from Neumann

University in June of 2008. He is a Senior SAP Programmer/Analyst for FMC

Corporation. While employed by FMC Corporation his programming skills have been an

asset during acquisitions of chemical plants, upgrading systems, developing custom code

for user transactions, and providing production support for the company’s users. While

the German-developed SAP ABAP programming language is his expertise, he is

frequently called upon to solve issues in many areas of IT when needed.

Prior to Tom’s three-year tenure at FMC Corp., he worked for Wawa

Incorporated with the same job title, and using similar skills. At Wawa, he was part of a

major SAP implementation project that was used to improve inventory accuracy and

financial tracking at all of their stores. The project was successfully rolled out to over 500

stores. Tom was also a valuable team member when working at Computer Sciences

Corporation (CSC) on a critical, high security, US Army project where SAP was

implemented globally. The military project was successfully released in July of 2004.

Tom worked for Wawa Inc. for 1.5 years and at CSC for 6 years. He currently is

attending Neumann University studying Strategic Leadership and will graduate in June of

next year, 2011. Tom has volunteered much of his time coaching girl’s softball for the

Aston A.A., and also as an assistant CYO girl’s Track Coach for St. Joseph’s parish when

his children were younger.

Project Sponsor: Neumann University’s Office of Student Activities: Megan Camp,

Student Activities Coordinator and James Gallo, AD



References:

1. Harvard Business School Press: (2002) Finance for Managers p.1

2. Http :// forms . gradsch . psu . edu / memos / SP 2008. pdf # VisionAndMission , p. 22 of 41.

3. Http :// gsa . psu . edu / files / GSA % 20Constitution_November_2009.pdf, p. 1 of 6.

4. Http :// www . dvaeyc . org - Delaware Valley Association for the Education of Young

Children

5. Http://www.naeyc.org -The National Association Education for Young Children

6. Kouse and Posner (2003)-Leadership Practices Inventory p.22

7. Morgan, G. (1989). Creative Organization Theory. Transformational Leadership,

53 (2) 163

8. The AFCU Journal: (2004) January- Volume 1, Number 1 A Franciscan -

Perspective on Higher Education

https://docs.google.com/document/d/1rt_KZEH7C3FGDOFBsQN3-oeyECjYdItnuhiTDnpI4Io/edit?hl=en




















http://www.google.com/url?q=http%3A%2F%2Fforms.gradsch.psu.edu%2Fmemos%2FSP2008.pdf%23VisionAndMission&sa=D&sntz=1&usg=AFQjCNGDQ4jShZX-ud12a8JlWi62hXNuVA


















APPENDIX K: Neumann University Fall 2010 Fact Sheet