Courtesy photo
- Occupation:
retired as president and CEO of the Glenwood Springs Chamber Resort Association - Hometown:
born in Cleveland, Ohio; now reside in Carbondale - Years
in Colorado: 38 years - Family: husband, John; two grown children; and
three grandchildren - Civic Involvement: CMC 4-year degree lobbyist; 7D
for CMC campaign chair; Colorado commissions appointee for film, arts and
education; CMC Foundation Board of Directors member; Valley View Hospital and
Valley View Hospital Foundation Board of Directors member; Clean Energy Economy
for the Region founding member; U.S. Chamber Foundation’s Institute of
Organization Management Board of Trustees national chair; and CMC committee
volunteer, including 50th Anniversary Celebration.
When I was a kid,
my dad said, “If you continue to get straight A’s, we’re going to have to send
you to college.” You can bet I wanted to go! My immigrant mother went to work
to help pay tuition, and I became the first of my large Italian/American family
to earn a degree. It was a gift that I can only repay by giving it to someone
else.
I have been
preparing for this role for 30 years. As the CEO of the Glenwood Springs
Chamber of Commerce for three decades, I know about small-town challenges and
opportunities. I’ve learned how to engage diverse personalities and community
groups. During my tenure at the chamber, we earned several national awards for
excellence, not only for our organization but for the community. I didn’t
accomplish this alone. I did it due to the vision and oversight of the best leaders
in town, who served on my board of directors. These are the people who taught
me how to lead.
Teaching and
board governance are very different things. I taught nonprofit management for
many years, but it was when I served on the U.S. Chamber Institute’s Board of
Regents and eventually as chair of the national board that I became adept at
governance. I understand how to take a 360-degree view, budgeting and fiduciary
responsibilities, studying new educational trends and marketing techniques to
attract students, identifying resources, appreciation of faculty and staff,
listening to your constituents, navigating the political landscape and above
all: accountability, transparency and stewardship.
I have been passionate
about Colorado Mountain College for my entire career. Now that I am retired, I
have the time to devote to the institution that is so important to every
community it serves. I hope you vote for me so that I can contribute my
leadership skills to you and to CMC.
Priority No. 1: Affordable education
This is where I
put my money where my mouth is. I worked hard on two initiatives that
eventually resulted in the passage of 7D for CMC in 2018. Effectively, that
measure will keep tuition affordable because it allows the college to retain
revenue that would have otherwise been lost due to the Gallagher Amendment. I
am proud that the voters agreed overwhelmingly (by 71%).
I also serve on
the CMC Foundation Board. We are committed to raising additional money for
scholarships and facilities. We want to ensure than everyone who wants an
education gets one. As a Foundation Board member, I support the income-share
agreement loan program for immigrants who do not qualify for traditional loans.
It enables these students to pay a fixed percentage of their income after
graduation in exchange for up-front tuition.
It was the extraordinary
vision of CMC’s founders that students should be able to study, live and work
in their own mountain communities. It is my goal that the mill levy, stabilized
by 7D, combined with $3 million to $4 million in philanthropy raised each year
by the foundation, keep CMC the most affordable bachelor degree in Colorado.
Priority No. 2: Job preparation
Education equals
jobs. Like everything else, education is becoming more competitive, and the return
on investment is being examined by parents and students. Because of its
affordability and wide range of technical and career courses, CMC should
continue to shine in this area. But our work isn’t done yet.
I support
education for vital positions in our communities: teachers, nurses, emergency
responders, law enforcement, etc., and I think that we should expand
high-demand classes (e.g., nursing) where the number of applicants far exceeds
the space available.
I believe it’s
the Board of Trustees’ role to be aware of emerging trends because we can’t
even imagine the jobs the future holds. Health information technology, data
analysis, digital transformation and clean energy economy positions come to
mind. Above all, degrees and courses should reflect the needs and desires of the
residents and businesses in our diverse communities. These are the people who
pay the taxes to support the college. Researching their needs is critical.
Priority No. 3: Lifelong learning
The beauty of CMC
is that elective courses reflect the distinct character and personality of each
campus. At its heart, CMC is a community college, and these types of
courses make it possible for every member of the community, very young to very
old, to take advantage of continuing education. There is no age limit on
learning, and we should continue to expand these offerings.
Find more election coverage at SummitDaily.com/election.