Courage in the Workplace: Creating a Culture of Compassion

Webinar title: Courage in the Workplace: Creating a Culture of Compassion
Presenter: Dr. Kimberly Rae Connor

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Xichelle Hicks: Good afternoon everyone, thank you all for joining us today for our live presentation, of Courage in the Workplace Creating a Culture of Compassion, for our online Masters of Public Administration. We will be starting shortly, just give us another minute or two we’re going to wait for a few of our other guests to join us, but we do appreciate your time today. Thank you.

Once again, good afternoon everyone, thank you all for joining us for the University of San Francisco, Courage in the Workplace Creating a Culture of Compassion. We will begin our presentation right now.

We would like to bring your attention to our webinar support. We have a Q&A box, we do encourage you all to write in within the Q&A box, any questions that you all have on our presentation today. Any questions that you have regarding the program or the admissions process, if it’s appropriate we will address the questions during the presentation. If not we will respond to your questions via email or via a telephone conversation. We also, over here, have a resource list. This is a quick link to our website and various sites about the program. So we do encourage you all to take a look at that. And we do have technical help, if you do have any questions please click on the technical help button. We do encourage everyone to remember that this is a live session; so, please for our presenters please keep your phones on mute when our guest presenter is speaking.

And we also encourage you to email our presentation to a friend. At the end of the presentation all of our registered participants will receive a copy of today’s presentation.

Our agenda for today includes introductions, presentation of Courage in the Workplace Creating a Culture of Compassion, our question and answer session, program overview, next steps to apply and important dates.

We will start with me, many of you have heard my voice on the other side of the telephone line. My name is Xichelle Hicks, I am your enrollment advisor for the online MPA program. You do have my contact information here, with my email and my phone number, so I do look forward to speaking with those of you who I have not met as of yet. So please reach out with questions about the program.

And today we also have our guest faculty panelists. But not only that our Associate Director of the online program Dr. Timothy Loney. Dr. Timothy Loney has been the Associate Director of the online program since we started offering the program a few years ago. As an instructor at the University of San Francisco since 1981, Dr. Tim Loney is an assistant professor at the school of management and the associate director of the online MPA program. Dr. Loney holds a doctorate in public administration from the University of Southern California. Tim which is what he prefers to go by, has over 35 years of experience in teaching, organizational development, change management, directing human resources in training, consulting, quality programs implementation. Dr. Loney’s teaching areas include human resource management, organizational theory and strategic planning. Tim is there anything that you would like to say to our guests today?

Dr. Timothy Loney: Hi Xichelle thanks for the introduction and I’d just like to welcome everyone to this webinar and happy to have you come and hear from Professor Kim Connor and also to check our University out. Thank you very much.

Xichelle Hicks: Thank you for that, Tim. Now I would like to present our special guest presenter for today, Dr. Kimberly Connor. Dr. Connor is the program director and professor at the University of San Francisco. She is currently teaching in our leadership ethics course for the online MPA program. She is the author of Conversions and Visions in the Writings of African American Women, Tennessee 1994, and Imagining Grace Liberating Theologies in the Slave Narrative Tradition, which was selected by Choice as an outstanding academic title for 2000. She has written extensively on African American religious life and cultural production and multi-cultural ignations pedagogy. Dr. Connor has been an active editor for Oxford University press, and in service to the American Academy of Religion. She is a weekly field trip leader at Eight Twenty-Six Valencia, and organization dedicated to helping children and young adults develop their writing skills. Dr. Connor does also like to be referred to as Kim. So Kim please, tell our guests today, a little bit about yourself.

Dr. Kimberly Connor: Oh I think you did a pretty good job Xichelle. I’m not sure what I could add, sounds great.

Xichelle Hicks: Well we will move directly into our presentation. And Our presentation today is Courage in the Workplace Crating a Culture of Compassion. Dr. Connor.

Dr. Kimberly Connor: Thank you, the reason why we chose this topic, is because it came out of a blog that I wrote for the Huffington Post. I regularly blog for them on issues related to the practice of management in different settings. But the perspective that I take is one that is informed by my academic training. As you’ve heard from Xichelle, I’m not trained the way that some people are in customary management programs. I come from the humanities and my PHD is in religion and literature, so I bring a different understanding and a different skill set to how I see the conduct of management and how we can educate people in moral conduct in the workplace.

So part of what I try to do in these blogs, and my blog is on the culture of compassion, is the most recent. Is to show that some of our best practices in management don’t come from necessarily management or administrative text books, they come from our lives and experiences. And the great wealth of traditions that come out of our attempts to understand life and to make sense of it and to make it beautiful. And so one of those traditions that I was interested in, was the religious tradition of Buddhism and how some of the contemplative practices that have been developed by Buddhist scholars and practitioners over centuries have real practical meaning and application for how we conduct ourselves in our daily lives. But also how we function in the workplace. Recognizing that USF, for example, is a faith based institution opens us up to an understanding that our ideas come from multiple sources. And although USF is a Jesuit catholic university, it recognizes and welcomes wisdom from all traditions. And invites them into conversations with how we can improve our management practices.

So especially for students who are seeking a career in public administration or public service, one of the recurring challenges that you will face is the fact that people start with the hostility towards the government quite often. Especially in this day and age as we’ve seen in the current election, where so much of the response to the issues facing our country in the world, really derive from people’s frustration with government’s lack of productivity. So one of the things that might benefit how we function in government and also how you can keep doing your job with dignity and poise, is to look at resources that might help us in addressing the needs of the public that you have to do on a daily basis. And because government practice is often exhausting and convoluted and frustrating, not only does the employee feel that pressure and needs some compassionate care, but so does too the public. Who is trying to negotiate very complex system that is intended to meet their needs but doesn’t always do so directly?

So I think one of the ways to understand courage in the work place is to recognize that our jobs often ask of us tasks and functions that do require an element of courage. Simply in terms of how does courage express our capacity to care and to stay engaged and to commit ourselves to the job, no matter how frustrating it may be? And how in government settings can we do that in a way that honors the citizen and recognizes that government is intended to serve the citizen and not just to be a bureaucratic entity that is unresponsive to human dilemmas and human problems.

So, I think one of the reasons that I was interested in that is because, again out of our Jesuit tradition, we’ve developed a notion of servant leadership. And recognizing that our best leadership comes from when it’s motivated through the desire to serve, rather than to acquire power or wealth. And this is one of the aspects of education at USF that I think is singular and also very sustainable for those of you who wish a life in the public sector. Because you are bound to come into situations where conventional organizational and management practices may not be enough to address the kinds of needs that you will experience as an employee and the kinds of needs that your clients will bring to you.

And so I talked to a woman who is also trained in Buddhism and also Cognitive Science by the way and she realized that our of her long study of Buddhism and understanding about how the human brain works and responds to stress that the techniques of mindfulness and contemplative practice could help people to do their jobs better and to maintain a reservoir of courage that allows them to enact their practice in ways that benefit both the employee and the public that she serves.

And one interesting feature of her training that she offers through the Courage of Care Coalition is the recognition that these contemplative practices and meditation and mindfulness, all of these techniques we tend to misconstrue as an individual activity. And while yes indeed the individual does perform these activities and it benefits the individual these practices also are more effective and more sustainable if they incur in community. So rather than seeing you as a loan agent trying to take on all the needs of the public and to address all the challenges of working within the governmental system, the Courage of Care Coalition recommends that we build these at our capacity for caring by understanding that even though it is the individual who expends all the moral and physical capitals that’s required to do the job, and even though it’s the organization and the public that benefits from all that. We can as collective employees support each other in developing and sustaining this capacity for care.

Often time’s courage is associated with extraordinary acts and especially in the government sector we would see that probably in military service more than anywhere else. And yet what this organization recognizes and what we recognize at USF and try to promote through our teaching of ethics, is recognition that we can support each other in developing these capacities for caring and sustain each other as we move through all the demands of our profession.

Xichelle Hicks: Great, Dr. Connor and while you were presenting, this is a topic that comes up in our phone conversations with perspective students quite often. You mentioned some key terms that I got excited about, because I hear it on the phone every day. Individuals that work in the public sector, whether it’s local government, state, federal, non-profit, that feel that stress the pressure, feel that frustration. And as they are having a conversation with me regarding whether to pursue their masters they also are wondering, should I continue in this career?
You also mention in your discussion about creating a community, where that community wherever your work environment is, can create an environment of compassion and courage and caring. But we see in so many environments that organizations are soloed or individuals their work loads are so heavy and busy that they get in at seven o’clock in the morning and leave at five o’clock in the evening and they don’t leave their desk for lunch. They don’t walk over to their peer to have a discussion.

So how can our students, how can individuals in public sector, if they don’t already have that community within their organizations, create that?

Dr. Kimberley Connor: Yeah, that’s a great question. I mean certainly once one gets established in a profession there can be movements towards advocacy for what the employee needs and what’s necessary to sustain a productive work environment. But part of it is incumbent on the leadership to recognize that they benefit tremendously from the compassionate acts of their employees. And that these compassionates acts require reservoirs of courage to be able, as you say, to do on a daily basis where there are so many pressures and so many influences. And so, part of it is recognizing leadership’s role in all of this. That you can even look at it in terms of cost benefits, that if they want their organizations to benefit from the compassionate care of their employees, and their exercise of courage they will recognize that and build that into their organizational systems.

So that they create a context of support for that and recognize that it’s a collaborative process its’ and organizational process, that recognizes that human development and the sustenance of the courage necessary to perform your task no matter what it is, is indeed a collaborative one. And that we can accomplish these goals on our own. And I think that’s the strongest take-away from Brooke’s organization.

Another way of looking at it, might be describing it is, we are trying to develop habits of being. So that we’re not just reflectively responding to every crisis and every moment with some new strategy, but that we have a reservoir of understanding and a way of looking at the world in being in the world that allows us to accommodate that stress. Instead of submitting to it and also recognizing that the stress, while it may come from external sources we have the internal resources to be able to respond to that stress with dignity and poise. I know professor Loney could probably underscore this point, because often times in public administration we talk about the ways that organizations have external controls to manage conduct and behavior but that we also, as individuals possess internal controls that allow us an opportunity to exercise what I call, stealing from Abraham Lincoln the better angels of our nature. So that we can use the resources that are already within us. And I think it’s really just about participating in a workplace culture that recognizes the need for that collaboration and for sustaining each other in these essential way that often have more to do with who we are than what we do.

Xichelle Hicks: Professor Loney, do you have anything to add to what Dr. Connor shared?

Dr. Timothy Loney: Yeah, you know that’s some great thoughts from Dr. Connor. What came to mind as she was speaking and in sort of a pragmatic sense, you know one way to handle this in an organization is through the promulgation of actual values, principals and forums that we would live by within that organization. And those can be very important, its sort of the motivation to get people to interact and play. And that of course, is very critical because we also know that its both difficult to recruit employees and to retain them when the values in the organization are not in sync, certainly with their values and prevailing values in society. So, this is a very important consideration and if you look at really highly successful high performing organizations they’re usually pretty good about recognizing the need for values and forums within the organization. Thank you Xichelle.

Xichelle Hicks: Great and the other goal, Courage in the Workplace Creating a Culture of Compassion, that we will share with all of our participants when we send out the recording, does speak to some of the benefits. But I do want to track back to the idea of we have the tools within. Dr. Connor if it’s not an outside resource, such as a retreat or a seminar, what are some activities, what are some individual techniques that our students, our professionals in the public sector can do? You did mention meditation you mentioned connecting with one’s spirituality but can you give some other examples?

Dr. Kimberly Connor: Well some of the examples again just come from what you might experience in a Masters of Public Administration at USF. Both the organizational and theoretical dimensions of learning to practice public administration but then in our ethics course one of the things we do is we practice what it means to be a moral agent in the workplace and we continually apply, we read in the theoretical literature both the great wisdom traditions from, you know Aristotle and Plato. But then also modern and contemporary scholarship that gives evidence based reasoning for why certain techniques work and other techniques don’t work. And it’s this balance of both qualitative and quantitative understanding of how humans act In the workplace, what it means to sustain a moral world view, that I think really enables our students to move forward and so for example in my class one of the things I emphasize is the constant application of theory and what we read. So that it never stays in an abstract realm but is always brought down to the level of personal conduct. But what we also, when we get into the specific circumstances of a case or a life experience we also then, try to extrapolate from that general principles that you can apply to other settings. And these principals can come from, as I say, from traditional philosophical readings they can come from public administration theory or they can come from surprising sources.

For example, I often have my students read poems and to understand the way that a poetic mind might reconfigure a vision of reality to reveal a new truth that allows us to handle a very common situation. One poem we use for example, written by W.B. Yates is called To a Friend Who’s Work Has Come to Nothing. And I think we all have experiences in our lives where all of our good and hard work has come to nothing. And yet what the poet recommends in this poem as a way to respond to the frustrating and often exhausting process is not the kind of information you might get from elsewhere it’s not going to come out with a straight punch need of do this, this and this. And I think the best gift we can give our students is to give them that confidence to have this intellectual and imaginative flexibility to draw from experiences and readings across many sectors and many sources of information so that they are able to extract the information that is most relevant to them. And that they can most comfortable apply to the work place.

Xichelle Hicks: That’s a great recommendation; it’s a great recommendation because it’s something that we can all apply in our individual situations regardless of where we work. Non-profit, health care or any government, so thank you for that. We actually have a few questions from some of our participants today. This question can be answered by both you Dr. Connor and Dr. Loney. But it does speak specifically to the ethics class. In your ethics class do you address how one can approach challenges when your organization holds fundamentally different values than you employee each have?

Dr. Kimberly Connor: Yeah I can do that, and Tim might also want to jump in here. Because one of the texts that we use, written by a well-known public administrator academic, called the Responsible Administrator. He spends a lot of time Terry Cooper, discussing role conflicts. And the ways that we try to negotiate role conflicts. And I think once you start talking about role conflicts you’ve come to understand that it’s not just int eh workplace that we experience role conflict but we experience it, in deed throughout all of life. Where we’re asked to perform multiple identities and multiple settings, and so part of what we try to do in ethics is to help students come back to the core of their identity to the core of their rational understanding of what moral conduct is.

So that they always have this reservoir from which to draw. And that we can avoid role conflict, that’s just the nature of living in our world. But how we negotiate those role conflicts says more about us than striving to try to eliminate them. And so how we do that is by scaffolding our needs, and understanding what the priorities are in different settings that allow us to choose to prioritize a certain role over another for that occasion, but to also understand that that is not a fixed entity.

Just as humans have a fluid identity that requires the exercise of different aspects of our personality on different occasions, I think maybe another word for that might be, code switching, right? You don’t’ talk to your parents the same way that you talk to your kids. And that once we understand that then we start to develop the elasticity and the improvisatory skills that we need to know which conflict requires which role for us to step into and to prioritize in that moment to create the best outcome for everyone, including ourselves. In going back to the Courage of Care Coalition of sustaining compassion if we can find ways to do that in our personal life, and I would hope that we would also be able to build this into our work place settings, then we can improvise and respond to these different role demands with more poise and comfort. Because we have that core sense of what is needed to sustain care because our focus is always on the needs that we are trying to meet.

Xichelle Hicks: Great, thank you. Dr. Loney anything to add in regards to the question on how one as an employee when you work with an organization where the organization’s fundamental values differ completely from yours, anything else you would like to add?

Dr. Timothy Loney: Well you know that’s an excellent question, and it’s not an easy one to answer, and I think Kim gave some excellent insights on that. As I mentioned before with this notion of organization values, I think you know we all come to an organization with different values and when you run into that valued conflict in the organization I suppose there are a couple of ways to look at it. You know if you’re in a very subordinate position it can be very challenging in terms of how to confront that value. Clearly if you’re in a position of influence and authority, and of course one of the things we’re trying to help train our students to do is to be leaders out there. In their organizations and clearly once they’re in that position they’re in a place where they can influence those values. I think that goes back to some of the points that Kim made.

And clearly one of the ways to do it is to be a role model certainly for others in the organization and set the tone. You know it’s interesting, I think in terms of graduate education, I think it goes back to Kim’s point as well, that you know one of our responsibilities is to expose students to a variety of situations in life and in organizations and to enhance their perspective and increase their paragons and their views. And in that process we’re also trying ideally to expose them to, what I call, best practices out there. And you know one of the challenges for students sometimes is the dissonance between what we’re teaching in class and what happens in the real world where they are.

And something I always tell students is that you know one of the ways I can be helpful to them is clearly to help educate them on other perspectives and hope that someday or today, depending on their positions in their organizations, that they can influence and change the way things are and move organizations in more positive directions. And clearly from my background, I’ve got a large background in quality management, there’s always an opportunity to improve something, you know, in an organization and again in a nutshell what we’re trying to do is expose people in thinking, I’m also thinking of a very popular book, way back in the eighties I guess or maybe even the seventies, the Greeting of America: Conciseness one, two and three. And the author said that you can’t control anything that you don’t understand and clearly what we’re trying to do and what Kim is doing in her courses is to broaden your understanding of different perspectives and hope that you will take to those and use them in a meaningful way.

Ok, so that was a long winded statement so let me open that up for other questions, thank you so much.

Xichelle Hicks: Ok, great thank you Dr. Loney. In the article Dr. Connor, there’s a quote that I loved, it states “where courage becomes part of the picture is when one chooses a professional life that requires daily acts of mercy. Courage, Brooke observed is the quality of the capacity for caring. Courage of care believes that we are empowered by others who we serve and the compassionate impulse generates the courage necessary to confront and respond to suffering”.

So my question to follow-up with that quote, is how does individuals that work out in our communities serving and caring for individuals, how do they sustain the courage how do they maintain the efforts to keep the momentum going when they are out daily doing these types of work?

Dr. Kimberly Connor: Well yeah I mean that’s the “gazillion” dollar question, isn’t it. But I would offer that that kind of courage is necessary in many aspects of life. And what this article tried to highlight and what this organization recognizes is that we often appreciate and acknowledge courage in other settings but not in the work place. And we assume that just because someone is getting paid that that’s compensation enough for these extraordinary acts that they perform on a daily basis. In that same article Brooke also mentioned that compassion is a stance it’s not a feelings or an encounter and I think that’s one way of looking at it. It’s how do you choose to go through life as an individual and it takes a stand that you want to acknowledge other human beings in a compassionate kind of way than you enrich your life with the kinds of things that move you towards compassion. And that elicit that kind of response from you. Now that can be a tremendous challenge for those of us living in San Francisco with over Seven Thousands of our citizens living on the streets; we can’t avoid the need to have a compassionate response to our citizens who are living terrible lives. And yet many of us get a nerve to homelessness and we walk passed people and ignore them, or worse, you know strike out, with judgement and fear and anger. And so again I think the mindfulness techniques are one way we can do that, but I think everyone has resources in his or her life to which they can turn. It will help them build these reservoirs of compassion then allow us to enact courage on a daily basis. And maybe to understand that courage doesn’t exist in an exalted realm but courage is really just an act of showing up for life that we all have to do every day no matter what our job is.

I also, going back to the earlier question about a certain kind of workplace; Tim had excellent organizational answers but I would offer too, that it’s not unreasonable that if you’re in a certain setting to say that it’s not a good fit. And that that’s a legitimate response. When the Dali Lama spoke at the University of San Francisco a while back, one of the things someone asked him, what do you do when you face a problem you can’t solve? And he said “you walk away”. That may not be the kind of answer we expect but as he elaborated on it, it made so much more sense. Because what he offered was that often times in our arrogance we assume that we can solve every problem, and then the problem becomes not the original conflict but our presumption that we can always have a solution to every situation. And sometimes the best solution is to recognize that we cannot be effective in this setting and that we need to move on and try to use our talents and our knowledge and our skills in ways that are more effective. And that in itself is an act of courage that requires compassion towards self as well. And I think that is an important thing to remember that self-care is necessary in order to in enact care for others.

Xichelle Hicks: Great, thank you Dr. Connor. We do have a question from one of our participants and I would like for the participant if I do not present your question correctly, if you can just resubmit it, but from what I’m reading here, it looks like, the question has to do with language. How we choose to speak to an employee in an organization is an example of individual technique for example when addressing a worker on a mistake or an error they may use the phrase “next time” because this language says that the worker is capable. So I think what our participant is saying, that one of the internal techniques that colleagues can use with each other is watching our language. We know that phrase, it’s not what you say it’s how you say it, and just the way we use language to reinforce and encourage and demonstrate that, we believe that the individual has the courage, has the ability to do the job well.

So I don’t know if Dr. Loney or if you Dr. Connor would like to discuss how we communicate with our colleagues how we communicate with our managers and supervisors and how that all ties into courage, care and compassion in the workplace.

Dr. Kimberly Connor: Well I guess I’ll jump in and then Tim can add to it, again I could go back to some of the foundational principles on which USF bases its educational philosophy. And several are relevant here. One is a principal that we derive from our founders the Jesuits which is called cura personalis, and that in Latin translated is “care of the whole person”. So I think if we see people outside of their specific role at work and try to understand the whole person who is enacting their identity in the job and furthermore to go with another principle of Jesuit education which is, context. That we always try to understand people, where they start.

And what they’re bringing to the experience. That we may not fully understand or know but if we take the time to get to know the context out of which people’s responses includes their language, out of which context these responses occur then we can be more sensitive to and appreciative of their unique perspective on an experience. That we may not share but from which we can learn. And the only other thing I would add that I think is relevant here, especially in when talking about instructions in ethics and moral conduct is to recognize that why moral conduct is informed by our belief systems and our feelings and our emotions, primarily ethics is a process of rational decision making. And so if we can stay within the realm of reason and speak to one another with evidence based responses that are not emotionally driven but come from a rational and balanced way of looking at something that also recognizes the needs of the human person.

There’s another Jesuit concept for this term, and it’s called discernment. Discernment is a process of decision making that recognizes that what influences our moral decisions don’t just come from one source, but they come from multiple sources. And that the most thoughtful and engaged ethical response to any situation is one that recognizes these multiple streams that come into our consciousness that move us towards making a moral choice. And this comes from reason and feeling and experience and prayer and any other kind of resources that may influence you on your daily life. But not one of them should take precedence over the other. They all combine and recognize just as we recognize the whole student in the notion of cura personalis, to recognize that as humans we have multiple faculties available to us in order to enact the best decision for everyone.

Xichelle Hicks: That was so awesome, thank you very much for wrapping up our conversation on courage and compassion in the workplace. We still have quite a few questions that we could cover on this topic, our participants are engaged and they do have questions and so I do encourage everyone to please email me any additional questions. I can certainly share them with Dr. Connor and get you all responses. But we do want to move along to our section of the presentation today, that discuss the online MPA program.

And so I’ll go ahead and transition into that. But Dr. Connor thank you so much for your insight and everything that you’ve shared on this topic, as well as what you shared about the leadership ethics class that you teach.

So our program is 100% online. Its thirteen courses that ideally can be completed in 24 months if students take classes year round. We do have three enrollment periods for our program that is fall, and we are excepting applications for fall 2016 right now, classes begin on August 23rd and our deadline is June 15th. We also applications for spring semester that’s January, and summer semester which is May.

We are NASPA accredited. So our MPA program does have the NASPA accreditation, and as you can tell from our presentation today from Dr. Connor and Dr. Loney we do have experienced faculty.

I would like at this time to ask Tim, Dr. Loney, to speak a little bit to our faculty. So I will go ahead and pull up that slide and we will speak to our faculty, Tim?

Dr. Timothy Loney: Yeah, thanks Xichelle. As you can see form the slide there are approximately twelve full time faculty members and we have at least seventeen part time faculty members. You know, we run the gamut from, essentially everybody has a theoretical background, most of our faculty have doctorates, law degrees. Most of our faculty have a professional experience. The chair of the department is the chief of police Tony Rivera, city of San Francisco. Some of our faculty have been city managers and directors of non-profit organizations. So we bring a lot of both experience and theory to the program and to you as a student in the program. Thanks Xichelle.

Xichelle Hicks: Alright great, so now I will speak to the curriculum. As you can tell already we have a great curriculum that is based on application. Our faculty’s goal is that within our program you will be able to walk away immediately with theory and concepts and best practices that you can apply to your professional environment right away, and based on our presentation today even your personal lives. But our foundational courses for our MPA program is: public administration as field and practice in contemporary society, so our public administration theory course, leadership ethics, quantitative ethics, which is our statistics course, management in organization theory. So those are the first four courses that our students take.

After that the other additional core courses are: public policy analysis, human resource planning and management, economics and financial public managers, strategic management of public communications, public sector budgeting, emerging technologies for public mangers, strategic planning and implementation, policy and program evaluation and we do wrap up the program with our innogrative seminar which is a seminar that takes a look at all the courses that you’ve taken into the program and students reply to briefs and memos on different topics.

We also have twenty-four hour technical support, so our students in the program if you have any technology issues or concerns we do offer twenty-four hour technical support. We have a writing center where students can send in their research papers to be reviewed and get feedback. We also provide student services, for all of our students the entire time during the program. And if students are in the area you have full access to our campus and all of our guest speakers. So students that participate in the online MPA program you are a part of the University of San Francisco’s community and family.

Tim do you have anything that you would like to add in regards to curriculum before we move on to the admissions process?

Dr. Timothy Loney: No, I don’t think so, I mean again essentially we’re addressing all of the areas that are covered by our accreditation NASPA and all of the key functional areas that will be important for our students in their careers. And again we try to use that final cap stone course, as a way to pull that all together for you. And also get some practice in developing proposals to present in either your current organizations or some of your targeted organizations in the future. Thanks Xichelle.

Xichelle Hicks: Great, so as I mentioned earlier we are currently accepting applications for fall 2016. Our deadline is June 15th and classes begin on August 23rd. I am here to assist you with the process. Our application process is pretty seamless. We have an online application we utilize a system called Apply Yourself. So you as an applicant have full visibility into the process. We do require two professional letters of recommendations, your resume or your CV, your personal statement and unofficial transcripts for the purpose of the admissions process. So please I encourage anyone that has questions about the program, questions about the admissions process to please reach out to me.

So we’re going to move on, and I do appreciate everyone’s participation. As mentioned our dates and you can get that information from me individually via email. We do want to thank everyone for their participation today. We want to thank Dr. Kim Connor for your time, your energy, your passion. We can tell from our presentation that this is a topic, Compassion Courage and Caring and serving the community is truly something that you believe in. And we appreciate your time today. Dr. Loney as always, Tim we appreciate you being available not only for us, your admissions team, but also for our applicants and students, thank you for participating today? Any final words Dr. Connor?

Dr. Kimberly Connor: No I think it’s all great.

Xichelle Hicks: Ok, fantastic. Dr. Loney any final words?

Dr. Tim Loney: No, I want to go back to one of Kim’s points about courage, you know, what is it that Woody Allen Says? “Seventy percent of success is just showing up”

Dr. Kimberly Connor: Oh yeah, I think it’s “ninety percent of life is showing up”. Yeah

Dr. Tim Loney: Right, so hopefully that’s just a thought not only for your life but hopefully in thinking about us at USF and it’s something you will keep in mind to help you succeed in a successful way within our program. So again I think we appreciate that you’re looking us over, it’s sort of like buying a new car, you know you want to kick the tires and make sure it works. And we enjoy having these opportunities to do that with you, again and thank you very much for taking the time today.

Xichelle Hicks: Great, thank you Dr. Loney. Thank you everyone for your time, for your participation. Please reach out to me for any questions on the program or the admissions process. Thank you and have a great afternoon.

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