Chancellor Search The Position
The Board of Trustees of the Foothill-De Anza Community College District invites nominations and applications for the position of Chancellor of the district. The successful candidate in this national search will succeed Dr. Linda M. Thor, a widely recognized innovator in community college education, who is retiring.
One of the nation’s largest community college districts and seventh in size among California’s 72 districts, Foothill-De Anza includes Foothill College in Los Altos Hills and De Anza College in Cupertino. Publicly supported and locally oriented, the district, in addition to preparing students for university transfer and civic participation, fills an essential role in workforce development to meet the changing demands of surrounding high-tech communities. More than 63,000 students and 2,000 faculty and staff enjoy an unparalleled quality of life in an ideal climate, with physically pristine and fiscally sound campuses that have earned a global reputation for excellence.
Occupying more than 100 buildings on 200 acres in Silicon Valley, the Foothill-De Anza district is uniquely positioned to partner successfully with companies, government agencies and non-profit organizations in Santa Clara County and beyond. As chief executive officer of the district, the next chancellor will work with the presidents of the two colleges on an ambitious agenda to take the district to its next pinnacle of excellence and innovation.
By every measure, this is a phenomenal career opportunity.
2 District Overview
The Foothill-De Anza Community College District consists of two colleges located in the high-tech heart of Silicon Valley, just four miles from Stanford University and 30 miles south of San Francisco. The district is part of the California Community Colleges system, which has 112 colleges in 72 districts serving more than 2.3 million students, making it the largest system of higher education in the United States. The mission of the California Community Colleges is to provide transfer, vocational and basic skills education for students of all ages and abilities, and to advance California’s global economic growth and competitiveness.
The mission of the Foothill-De Anza Community College District is student success. We accomplish this by providing access to a dynamic learning environment that fosters excellence, opportunity and innovation in meeting the diverse educational and career goals of our students and communities.
A seven-member board of trustees governs the district. Voters from communities within the district’s boundaries elect five trustees and two student trustees serve in an advisory capacity. The district has a long history of electing professional, policy driven board members. Encompassing the Santa Clara County communities of Cupertino, Los Altos, Los Altos Hills, Mountain View, Palo Alto, Stanford, Sunnyvale and parts of Saratoga and San Jose, the district has a population of approximately 500,000 residents. More than 1 million students have attended the colleges since the opening of Foothill College in 1958 and De Anza College in 1967.
The district’s 63,000 students, and 470 full-time and 1,000 part-time faculty members make up a dynamic and successful community of scholars supported by nearly 500 dedicated classified professional staff and 115 talented supervisors and administrators. Academic excellence thrives in a vibrant multicultural community created by students, faculty and staff from a diverse mix of racial, ethnic and cultural backgrounds. Foothill-De Anza has a long and productive tradition of participatory governance. The Chancellor’s Advisory Council, comprised of faculty, staff and student leaders, is the main governance group that advises the chancellor on institutional planning, budgeting, and policy and procedures.
Foothill-De Anza enjoys strong support from a community that values and respects quality education. In 1999 and 2006, voters overwhelmingly approved district bond measures that have generated approximately $750 million for new construction, modernization and other capital improvements, including new technology, resulting in significant upgrades to the campuses. While much new construction has been completed, the district currently is building a new education center in Sunnyvale and planning a new district office building and boardroom on the Foothill College campus.
Local residents also serve on the district’s audit and finance committee, its bond oversight committee and are active participants in its non-profit foundation, which raises between $3 million and $5 million annually for program support at the colleges and direct student support, such as scholarships, book vouchers and internships.
3 Foothill College
Foothill College has a long-standing national reputation for teaching excellence and innovation. As the first community college in California to offer an online course for credit, Foothill College now offers 18 online associate degree programs and more than 200 online courses. The college gains about 30 percent of its enrollment from online education.
Foothill College has achieved state, regional and national acclaim for its numerous high-quality academic programs, including health care careers, accounting, music technology, geospatial technology, child development, computer programming and theatre arts, as well as for curriculum related to emerging technology such as bioinformatics, biomedical and nanoscience. The serene campus in Los Altos Hills rests on 122 acres of rolling foothills and has been called “the most beautiful community college ever built” by the San Francisco Chronicle.
Foothill College faculty are nationally recognized for their excellence in the classroom and educate approximately 27,000 day, evening and online students annually. Students may choose from 79 associate degree programs and 107 specialty certificate programs, or take classes in preparation for transfer to another college or university.
Each year the college awards more than 600 associate degrees and 500 certificates of achievement. In the past five years, more than 3,000 Foothill students have transferred to the University of California and California State University systems, and about 400 students a year transfer to private and out-of-state institutions including MIT, Stanford University, University of Southern California, Arizona State University and Georgetown University.
Foothill faculty and staff embrace the institution’s core values of honesty, integrity, trust, openness, transparency, forgiveness and sustainability, and are dedicated to the college’s mission of providing access to outstanding educational opportunities for all students. Whether through basic skills preparation, career training, lifelong learning or university transfer, the Foothill community is dedicated to the achievement of learning and student success. Foothill College is a multicultural institution that is committed to meeting the evolving higher education, economic and cultural needs of an increasingly technology-based global community.
4 De Anza College
De Anza College is an institution dedicated at its core to equity, social justice and a multicultural learning environment. The campus community is united behind related strategic initiatives that focus on outreach to historically underrepresented students, individualized attention to student success and community collaborations.
The college serves more than 37,000 students annually, providing the opportunity to earn an associate degree in 63 fields of study or one of 94 certificates of achievement. De Anza is consistently at or near the top statewide in transfers to four-year institutions, with more than 2,600 students transferring each year to campuses of the University of California and California State University, and still others heading to private and out-of-state institutions.
Yet an education at De Anza isn’t just about books and tests. Students also discover a diversity of people representing cultures from around the world, and learn how to become fully engaged, politically aware citizens. The college’s Institute of Community and Civic Engagement helps advance these goals.
Students attending De Anza enjoy the full college experience. They can join one of more than 70 clubs or start a new one; visit the California History Center, Fujitsu Planetarium, Cheeseman Environmental Study Area and the Euphrat Museum of Art; or participate on a sports team.
Learning at De Anza College happens in state-of-the-art facilities, nine of which are LEED certified, including one LEED Silver and two LEED Platinum buildings. A regional asset to the community, De Anza each year welcomes 30,000 friends, neighbors and future students who participate in Community Education programs, including noncredit, fee-based Short Courses and the Extended Year Summer Enrichment Program for youth.
5 Commitment to Diversity and Equity
Equity and diversity are core values of the Foothill-De Anza Community College District. The district is committed to helping all members of its community succeed by providing a supportive educational and work environment that is free from discrimination.
Foothill-De Anza welcomes and unites people of all ethnicities, genders, sexual orientations, socio-economic classes, religions, abilities and ages, and empowers them as individuals and as groups. The district regularly reviews its record of equity and diversity in employment and believes that culturally diverse teams yield more creative, synergistic and effective outcomes.
Both Foothill College and De Anza College have equity plans that unite the college behind closing achievement gaps across racial and ethnic groups, as well as for veterans and foster youth. The colleges work closely with the district Office of Institutional Research & Planning to identify obstacles to student success and how to overcome them. All major planning efforts address student equity, including program review, resource allocation, accreditation, and strategic and educational master planning.
The board of the district’s fundraising auxiliary, the Foothill-De Anza Foundation, has identified student equity, opportunity and success as funding priorities.
6 Institutional Excellence and Innovation
Foothill-De Anza is nationally recognized for its The Foothill College Science Learning Institute (SLI) is an contributions to research about community college innovative instructional model that draws on educational students and best educational practices, and faculty research and best practices to support successful and staff frequently make presentations at national teaching and learning of STEM-related content. The SLI and international conferences. The district’s Office of was founded in an environment of collaboration and Institutional Research & Planning works closely with the innovation, allowing dedicated faculty to teach, inspire colleges to support data-driven decisions that maximize and transform how STEM subjects are taught and learned. opportunities for student success. A key objective is to bring more students into STEM from historically underrepresented groups. In addition to Foothill-De Anza is leading a $57 million, five-year Online increasing university transfer rates, the institute prepares Education Initiative (OEI) to increase student transfer and students for work in biomedical devices, rapid prototyping, degree completion in California community colleges by nanotechnology and renewable energy systems. The SLI providing increased access to quality online courses and is strengthened by partnerships with the Bill & Melinda robust support services for students, faculty and staff. Gates Foundation’s Global Skills for College Completion, Over the next two years, 58 pilot colleges will begin to offer the Carnegie Foundation’s Statway project, the National online courses via a common course management system. Science Foundation’s STEMway and nanotechnology Foothill is one of the pilot colleges and brings its extensive projects, and award-winning campus programs such as online experience to the collaboration. Access to the new Math My Way. online ecosystem will be available to all 112 California community colleges free or at greatly reduced costs. With civic participation in the United States at an all-time low, De Anza College was a leader in establishing The Foothill is one of 15 colleges in California chosen by the Democracy Commitment, a national initiative that provides California Community Colleges Board of Governors to a platform for developing and expanding community offer a baccalaureate degree as part of a pilot program college programs, curricula and projects to engage authorized by the California Legislature. The college will students in civic learning and democratic practice. It now expand its respected dental hygiene program to include has more than 200 community college affiliates. courses leading to the new degree starting in fall 2016, addressing a regional workforce need and giving local On the De Anza campus, the Institute of Community and students an opportunity to continue their education. Civic Engagement works to empower students to become agents of change in their communities and beyond, and The district is a leader in environmental sustainability. to discover pathways to meaningful participation in local, Foothill-De Anza’s sustainability plan commits the state, and federal government decision-making processes. district to building to national Leadership in Energy and The results can be seen in communities throughout the Environmental Design (LEED) standards. In 2008, the Bay Area. Kirsch Center for Environmental Studies at De Anza became the first community college building in the nation The Krause Center for Innovation at Foothill College is a to receive LEED Platinum certification, the highest rating. regional center that empowers Silicon Valley educators and The district now has 10 LEED-certified buildings, offering students to use technology in the classroom to increase students, faculty and staff an optimal teaching and student success. Since it opened in 2000, the center has learning environment. Extensive photovoltaic arrays at both trained more than 15,000 local elementary, middle and campuses have reduced district energy costs by about $1 high school teachers from throughout the Bay Area. The million a year. KCI’s goal is to spread its transformative learning practices throughout California. De Anza College has fostered the development of Learning Communities – including First Year Experience, Impact Foothill-De Anza is a founding member of the League for AAPI, Latina/o Empowerment at De Anza, LinC, Math Innovation in the Community College and has continuously Performance Success, Puente and Sankofa – which maintained is position as one of 19 members of the Board have proven to increase the success rates of students of Directors, one of only two California districts on the underserved by their previous educational experiences. League board. De Anza Learning Communities provide students with the opportunity to connect more closely with classmates, teachers and advisers through linked courses and experiences, include peer mentoring. De Anza’s Learning Communities have been supported, in part, by multimillion- dollar federal and state grants, including Title III and AANAPISI.
7 Educational Opportunity Leading to Student Success
Over the past four years, with support from the governor In addition to its main campus, Foothill College operates and state legislature, the California Community Colleges the Middlefield Campus in Palo Alto, which will be replaced enacted a series of significant policy changes designed by a new Foothill–De Anza education center in Sunnyvale to increase student success. As the California economy in 2016. The new center will serve as a regional hub for recovered, these reforms have led to an infusion of new workforce training in new and emerging technologies in the state funding to help community colleges focus on closing Bay Area. Courses will be offered by Foothill, De Anza and achievement and opportunity gaps and increase student neighboring Mission College, marking an unprecedented completion. collaboration between community colleges and providing students with new education and career pathways. Built Currently the seventh largest in full-time equivalent on property the district obtained at no cost through the students (FTES) among California community college federal public benefit conveyance process, the center is districts, Foothill-De Anza projects that FTES enrollment well located to support business and industry partnerships demand will grow by nearly 13 percent, and headcount by at the gateway to one of Silicon Valley’s premier technology 13 percent, between 2014 and 2030. Online education is a parks. key element in maintaining student access in the district. To strengthen the alignment between the district and In 2013-14, Foothill and De Anza colleges ranked at or near business community, the Chancellor’s Business and the top among California’s 112 community colleges for Industry Advisory Council meets quarterly to discuss transfers to the University of California and the California employment, training and educational needs within the State University systems. De Anza College ranked first in service area and to offer advice, insight and assistance California for CSU transfers and second in UC transfers, in addressing major planning and operational challenges and Foothill ranked seventh in UC transfers. Many students facing the district. from both colleges also transfer to top private and out- of-state universities. In addition to university transfer, An early entrant into international education, Foothill-De Anza the colleges offer a wide range of certificate programs in attracts students from more than 100 countries. Twelve career and technical education along with educational percent of its enrollment is comprised of international opportunities for lifelong learners. and out-of-state students. Study abroad programs give Foothill-De Anza students the opportunity to pursue Whether the goal is university transfer or preparing for a studies in Europe, Asia, Central America and beyond. career, Foothill and De Anza students succeed at rates well above the state average by almost all measures on Both colleges have formed mutually beneficial educational the California Community Colleges Student Success alliances with neighboring public school districts to Scorecard. Within their peer groups of like institutions, collaborate on student completion. Initiatives include Foothill and De Anza rank at the top on multiple measures, Middle College, concurrent enrollment and community including completion, which is the percentage of students service work-study. Two years ago, Foothill College who completed a degree, certificate or transfer-related launched a month-long STEM Summer Camp program for outcomes. high school students from throughout the region, targeting student populations that are traditionally underrepresented Between them, Foothill College and De Anza College offer in STEM. De Anza College annually hosts a leadership more than 65 workforce education programs leading to conference, Youth Voices United for Change, for local high certificates and degrees in high-demand career fields. school students. Accelerated career training and employment services are available through De Anza’s Occupational Training Institute Foothill-De Anza has played a leading role in statewide for economically disadvantaged students seeking rapid efforts to help community colleges in California improve the entry or re-entry to the workforce. teaching of basic skills and English as a Second Language. The statewide Basic Skills Initiative is intended to increase Foothill and De Anza offer students a variety of federal, equity for students by enabling them to achieve their state and institutional financial aid options, including fee academic goals. waivers, grants and scholarships, loans and work-study employment.
8 District Budget
The Foothill-De Anza Community College District has a long history of fiscal strength. The recent “Great Recession” created significant fiscal challenges for the district. Yet with careful planning and prudent fiscal practices, Foothill-De Anza was able to successfully manage state budget cuts and maintain healthy fund balances to support operations during fiscally volatile times. The district relied primarily on unrestricted ending fund balances to cover operating deficits experienced over the past two years. In fiscal year 2013-14, revenues exceeded expenses and the unrestricted general fund balance increased slightly.
For 2014-15, the Board of Trustees approved a budget with a $2 million structural deficit. However, the district also reported a $44 million fund balance and specifically identified $16 million to close any structural budget deficits while the colleges and district planned for adjustments to balance their budgets. However, the district has postponed plans for any additional budget cuts in the immediate future because of our substantial one-time reserves and increased state funding for community colleges in 2014-15. Further state funding increases are proposed for 2015-16.
When and if Foothill-De Anza will need to make any new budget cuts to close the $2 million structural deficit will depend on the outcome of the state budget process for 2015-16 and how much increased revenue is allocated to the California Community Colleges system.
The past several years have been challenging for all community college districts in our state, requiring difficult adjustments. Despite these challenges, Foothill-De Anza has remained fiscally sound and continued to effectively serve more than 63,000 students (31,000 FTES) annually with the highest quality instructional programs and student services.
There are many well-documented fiscal hurdles for community colleges to overcome in the years ahead, but Foothill-De Anza is well positioned to take advantage of any new state financial support and to weather the inevitable fiscal storms on the near or distant horizon.
9 Expectations of the Chancellor
The Chancellor of the Foothill-De Anza Community College • Providing leadership for the role of technology in higher District must provide strong, consistent and visionary education, including resource allocation and support of leadership. innovative uses of technology to expand service to students.
EDUCATIONAL LEADERSHIP • Advancing the district’s commitment to diversity and Foothill-De Anza, a national leader in educational cultural pluralism through appropriate hiring policies, innovation, provides access to a dynamic learning curriculum development, extracurricular activities and environment that fosters excellence, opportunity and affiliation with community organizations. innovation in meeting the educational and career goals of our students and communities. The district offers a • Developing and implementing innovative programs and variety of programs and services including preparation opportunities that allow all staff to acquire knowledge for university transfer, career and technical training, and skills for professional growth. basic skills education, continuing education and lifelong learning courses that foster cultural growth, life enrichment and skills improvement. Foothill-De Anza advances FISCAL LEADERSHIP California’s economic growth and global competitiveness As chief executive officer of the district, the Chancellor will: through education, training and services that contribute to continuous work force improvement, a particular concern • Manage the district’s resources with a keen in the surrounding high-tech communities. understanding of how the colleges are funded so as to guide wise decisions when allocating scarce resources At the direction of the Board of Trustees, the Chancellor and developing multi-year analyses of policies and provides leadership to fulfill this mission, responding to the trends affecting revenues and expenses. changing demographics and needs of Silicon Valley by: • Strengthen the district’s financial position, anticipate • Guiding an effective long-range planning process fiscal uncertainties and effectively guide the district that is inclusive and ensures the highest quality of during times of fiscal crisis to make sound student- instruction, student services, community services, and centered decisions. overall management and administration within available resources. This includes the Facilities Master Plan, • Develop new sources of external funding, promote which is supported by more than $700 million in bonds income-generating ventures and partnerships with passed in 1998 ($248 million) and 2006 ($488 million). business and industry, and serve as an effective spokesperson for increased funding at the local, state • Working with the presidents of Foothill and De Anza and national levels. colleges in focusing on the colleges’ primary roles of teaching and learning, improving academic programs • Oversee district and college budgets and ensure input and providing for optimum student access and success from representatives of all constituencies. consistent with resources.
10 MANAGEMENT LEADERSHIP As a leader who values the contributions of all employees As the chief executive officer of the district, the Chancellor will: and students, the Chancellor will:
• Supervise and evaluate the two college presidents and • Respect, empower and encourage the contribution of three vice chancellors and oversee Central Services students and employees at all levels in the district. and the Foothill-De Anza Foundation. • Support the district’s commitment to participatory • Strengthen management systems for sound decision- governance and the role of all constituents including making and effective policy implementation, with faculty, administrators, classified staff and students. emphasis on flexibility, accountability and continuous These constituents participate in the decision-making improvement. process and in the development of recommendations to the Board of Trustees. • Ensure the recruitment, hiring and retention of highly qualified and culturally diverse faculty, administrators • Respect the role of the faculty in curriculum, academic and classified staff in accordance with board policies. and professional matters.
• Provide leadership related to district-led initiatives and • Strengthen cooperative relationships between and campus priorities. among the colleges and Central Services. • Champion the district’s environmental sustainability program and its commitment to build to national “green building” standards. COMMUNITY LEADERSHIP Through effective communication with the community the • Ensure that the district’s technology infrastructure Chancellor will: and support systems are robust and consistent with the Technology Master Plan. The district’s technology • Articulate and promote a strong, innovative vision of the portfolio should reflect its unique location and district to the educational, political, business and civic opportunities in the Silicon Valley and its statewide leaders of the community, the state and the nation. leadership role in the Online Education Initiative. • Advocate for the educational and financial needs of the district to local, state and federal government officials. GOVERNANCE LEADERSHIP AND COLLECTIVE BARGAINING • Strengthen existing ties and develop new sustainable Foothill-De Anza prides itself as a model of shared partnerships with business, industry, local communities, governance and participatory leadership. Administrators, other colleges and universities, K-12 schools and other faculty and staff share a responsibility to provide input entities. to the vision and administration of the district, including its key goals and objectives, operational policies and • Inspire community leaders and organizations to support procedures, and execution of its mission. Constituency and participate in district programs and services. groups work collectively to review and implement policy and to achieve the highest outcomes on behalf of our students and community. In addition, the district works in • Work with the Foothill-De Anza Foundation to raise a collaborative environment with employee representatives funds from the private sector, and inspire and motivate of five unions and two associations, representing faculty, members of the community to assist in these efforts. staff and administrative employee constituency groups. Employee unions enjoy full collective bargaining rights and • Encourage Foothill-De Anza leaders to engage with associations meet and confer on matters affecting their the community, respond to the diverse interests in the employment. In addition, our retirees play an important role community, and represent community needs to the in continuing support to the district and colleges. district and the colleges.
11 Required Minimum Qualifications
• Understanding of, sensitivity to, and respect for the diverse academic, socio-economic, ethnic, religious and cultural backgrounds, disability and sexual orientation of community college students, faculty and staff.
• Master’s degree required; earned doctorate preferred.
• Experience working with boards of trustees or comparable governance structures.
• Five to ten years experience in progressively responsible positions in educational administration; comparable experience in business or non-profit entities will be considered.
12 Opportunities and Challenges
In addition to meeting the Expectations of the Chancellor described above, as leader of the district the new Chancellor will:
1. Champion innovative teaching and learning policies, programs and services that lead to student success.
2. Passionately support strategies for resolving the achievement gap and addressing the social inequities facing our students.
3. Ensure that the colleges of the district continue their national recognition for exemplary new model programs while enhancing existing and emerging ones.
4. Be an inspirational leader who motivates staff throughout the district to strive for excellence while also holding them accountable for meeting the needs of the communities we serve.
5. Implement creative practice for attracting and hiring a large number of new and diverse staff, faculty and administrators who are committed to our vision and mission.
6. Develop relationships leading to additional partnerships with local business and industry, educational institutions (P-16), and governmental and non-profit agencies that lead to enhanced service to our communities.
7. Advocate for the district and colleges at the local, state and national levels and influence policy development and legislation.
8. Ensure fiscal stability and identify and acquire new sources of revenue through a variety of approaches including, but not limited to, working closely with the district foundation, being a superb fundraiser, implementing effective enrollment management, and reallocating resources as needed.
9. Honor the unique identities of each college while also encouraging and expecting successful collaboration between them that benefits students.
10. Facilitate the continuation of a cohesive and effective Board of Trustees that understands and supports the mission of the Foothill-De Anza Community College District.
13 Desired Attributes
In addition, the district seeks a leader with the following • Understanding and respect for collective bargaining, qualities, skills and characteristics: with a commitment to mutual gains bargaining coupled with well developed interpersonal skills that support • Visionary, passionate, inspirational and thoughtful productive working relationships between and among leadership with an understanding of the mission of a various constituents. multi-college district in a diverse and educationally complex community. • Understanding of the educational and administrative uses of technology, and willingness to pursue • Demonstrated commitment to quality instruction, technological opportunities available for education in student success and academic excellence; teaching the Silicon Valley. and/or student service experience preferred. • Understanding of, and commitment to, participatory • Ability to work with the Board of Trustees and assist governance as practiced in the California Community board members in their roles as policymakers, district Colleges. spokespersons and representatives of the community. • Ability to solve problems creatively, make decisions in a • Evidence of a commitment to, and appreciation of, fair and consistent manner and to work in environments diversity in faculty, staff, students, and the community. that are organizationally complex with differing points of view. • Demonstrated skill in both strategic and operational planning and financial management through • An honest and ethical person who leads with collaborative budgeting processes. enthusiasm, confidence, integrity, vitality and a sense of humor, thus creating an environment that encourages • Ability to champion the district to local, state, and mutual respect for individuals, their opinions and federal legislators. accomplishments in a climate of accessibility, trust and collegiality, and who respects institutional traditions. • Successful experience in building partnerships, resource development and fundraising.
• Interest in being actively engaged at the state and national levels.
14 Application Process To ensure full consideration, application materials should be received no later than April 24, 2015. The position will remain open until filled. This is a confidential search process.
To apply, please submit these four (4) separate documents:
• A letter of application that succinctly addresses the minimum qualifications, the opportunities and challenges identified and the desired attributes, and how your experience and professional qualifications prepare you to serve the needs of the Foothill-De Anza Community College District (not to exceed 5 pages)
• A current resume including an email address and cellular telephone number.
• A reference list with the names, home and business telephone numbers and email addresses of eight references from current or former institutions: three supervisors (one board member); two direct reports; and three faculty members (or comparable if the candidate isn’t coming from an educational institution).
• Candidate Summary Sheet, which is a brief synopsis of your professional career. You can download the template for this form here.
These four (4) documents will be the only application information presented to the Chancellor Search Committee.
Go to http://www.acctsearches.org to apply.
In addition, you must send a paper copy of your application to:
Foothill-De Anza Chancellor Search ATTN: Dr. Narcisa Polonio ACCT 1101 17th St., NW, Suite 300 Washington DC 20036
For additional information, nominations or confidential inquiries please contact:
• Pamila Fisher, Ed.D., ACCT Consultant [email protected] or (406) 570-0516.
• Narcisa Polonio, Ed.D., Executive Vice President of Board Leadership Services [email protected] or (202) 276-1983 (cell).
• Laurie Savona, Ed.D., Operations Officer for Search Services, [email protected] or (202) 595-4300 (cell). An ACCT Search 15