Part I. Personal Information and Demographic Data
Applicant Full Name / Nombre completo:
Sahidha Odige
Applicant Title / Título:
Director of Academic Affairs
Institution or System / Institución o Sistema:
Bronx Community College, CUNY
Address for Official Correspondence / Dirección oficial donde recibe su correspondencia:
Sahidha.Odige@bcc.cuny.edu
Mobile Phone / Número de celular:
347-831-8609
Work Phone / Número del trabajo:
718-289-5698
Track of interest / Área de interés:
English track
Which platform do you prefer the Academy to be offered on? / ¿En qué plataforma prefiere que se ofrezca la Academia?
Zoom
Languages / Idiomas:
English
Have teach an online course in the past three years / ¿Ha enseñado un curso en línea en los pasados tres años?:
No
Have taken an online course in the past three years / ¿Ha tomado un curso en línea en los pasados tres años?:
Yes
Have you been in charge of an instructional technology initiative / ¿Ha liderado alguna iniciativa de tecnología instruccional?:
Yes
Have you been in charge of a distance education initiative / ¿Ha liderado alguna iniciativa de educación a distancia?:
Yes
Years of experience in Higher Education / Años de experiencia en educación superior:
21 or more years
Gender / Género:
Female
Age Range / Edad:
41 to 50
Are you Hispanic / ¿Es usted hispano?:
Yes
Race Category / Raza:
Asian Black or African American
Part II. Education
Highest Earned Degree / Grado más alto de educación obtenido:
MPA
College/University / Colegio/Universidad:
John Jay College, CUNY
Field/Major / Campo de estudio/Especialidad:
Public Administration
Other Degrees Earned / Otros grados obtenidos:
Part III. Experience
Present Responsibilities (up to 150 words) / Resumen de responsabilidades (máximo de 150 palabras) *
Coordinate CUNY-Wide grant (CUE) with over $600,000 annual budget to coordinate the undergraduate experience to support student success.
● Superviseacademmic support including, the Learning Commons, the Science and Math Lab and the Writing Center;
● Author proposals for annual supplemental CUE funding (RFPs);
● Secured over one million dollars in funding to support academic support and developmental redesign initiatives.
● Serve as BCC Immersion Director, scheduling courses that provide intensive developmental workshops for students in Math, English, ESL, and Reading;
● Design and facilitate developmental workshops in various modalities using Continuing Education Teachers;
● Oversee the integration of diverse services with internal and external partners to meet a broad range of student needs;
Academic and Professional Distinctions and Honors (up tp 150 words) / Reconocimientos y premios académicos y profesionales (máximo de 150 palabras)
Co-Chair, Middle States Commission Committee on Design and Delivery of Students Learning Experience;
● Campus Co-Chair for CUNY Academic Momentum Campaign;
● Served on College Senate (elected);
● Represented the College on University-wide committees;
● Served on the following committees: College-wide Strategic Planning, Strategic Enrollment Management Planning, Tutoring Advisory Council;
● Served on the Bronx Opportunity Network Council, made up of community-based pre-college programs;
● Represented the college on the CUNY-wide Coordinated Undergraduate Education Council, which shares expertise, resources, and high-impact practices; and,
● Member of the college Retention Task Force working with the following areas: Enrollment Management, Admissions, Registrar, Bursar, Advisement, Financial Aid, and Information Technology.
Civil and Community Activities (up to 150 words) / Actividades civiles y comunitarias (máximo de 150 palabras)
American Society for Public Administration, Member
American Association of Women in Community Colleges, Member
John Jay Alumni Association, Member
Teaneck Southern Baseball League, Board Member
Professional Goals (up to 150 words) / Metas profesionales (máximo de 150 palabras):
My professional goal is to serve as a community college’s Vice-President of Strategic Initiatives. I have served on both the administrative and academic sides of higher education and have found that both struggle to appreciate the other. In every position I have served, I have attempted to ensure that the institution’s mission and the student’s needs guide all decisions in every area of the campus. As the VP of Strategic Initiatives, I would serve as the person responsible for assuring that all areas of the campus, whether academic or administrative, are guided by the college’s mission and vision.
Please explain what you expect to gain by participating in the H-LTLA (up to 150 words) / Explique lo que espera adquirir al participar en la H-LTLA (máximo de 150 palabras):
If selected, I hope that I will gain skills that teach me how to facilitate understanding between faculty and administration on the importance of adopting learning technologies that increase enrollment and meet the demands of a new workforce utilizing multiple modalities.
Part IV. Professional References
Professional Reference #1 (Include name, title, institution, phone, and email) / Referencia profesional #1 (incluya nombre, título, institución, número de teléfono, y correo electrónico):
Dr. Alexander Ott
Associate Dean for Curriculum Matters and Academic Programs | Academic Affairs
Bronx Community College, CUNY
718.289.5497
Alexander.ott@bcc.cuny.edu
Professional Reference #2 (Include name, title, institution, phone, and email) / Referencia profesional #2 (incluya nombre, título, institución, número de teléfono, y correo electrónico)
Dr. Simone Rodriguez-Dorestant
Vice-President for Workforce Development, Continuing Education, and Strategic Partnerships
Kingsborough Community College, CUNY
718-368-6927
Simone.Rodriguez@kbcc.cuny.edu
Professional Reference #3 (Include name, title, institution, phone, and email) / Referencia profesional #3 (incluya nombre, título, institución, número de teléfono, y correo electrónico)
Katherine Acevedo-Coppa, Ed.S.
Academic Affairs Manager/College P & B Secretary/BCC – CRSP Director
CUNY Bronx Community College
Katherine.Acevedo-Coppa@bcc.cuny.edu
(718)289-5165
Upload a letter from a president, chancellor, or administrator stating the nominee’s qualifications for the program, leadership strengths, and development opportunities. NOTE: If at the moment of sending the application you don’t have a signed nomination letter, please upload a document with the evidence that it is being processed (for example: a print screen of an email requesting the letter) along with the contact information of the person in charge of completing it. (Accepted format: pdf) / Someta una carta de un presidente, decano o administrador que indique las cualificaciones del candidato para el programa, sus fortalezas de liderazgo y oportunidades de desarrollo. NOTA: Si al momento de enviar la solicitud no tiene una carta de nominación firmada, por favor suba un documento con la constancia de que se está tramitando (por ejemplo: una pantalla impresa de un correo electrónico solicitando la carta) junto con la información de contacto de la persona encargada de completarlo. (Formato aceptado: PDF)
Part V. Initiative and Mentor
A letter describing a project that you will consider implementing at your campus or organization with the name of the Mentor of your preference. Your Mentor can be different from your references and should be a staff with experience in the area selected. The Mentor information will be submitted with the signature to confirm the availability to guide the implementation of your campus initiative. NOTE: If at the moment of sending the application you don’t have the signature of your Mentor on the project letter, please upload a document with the evidence (for example: a print screen of an email requesting the signature of your Mentor) that it is being processed along with the contact information of the Mentor. (Accepted format: pdf)* / Una carta que describa un proyecto que considerará implementar en su campus u organización con el nombre del mentor de su preferencia. Su mentor puede ser diferente a sus referencias y debe ser una persona con experiencia en el área seleccionada. La información del mentor se enviará con la firma para confirmar la disponibilidad para guiar la implementación de su iniciativa. NOTA: Si al momento de enviar la solicitud no tiene la firma de su mentor en la carta del proyecto, por favor cargue un documento con la evidencia (por ejemplo: una pantalla impresa de un correo electrónico solicitando la firma de su mentor) que se está procesando junto con la información de contacto del mentor (Formato aceptado: PDF)
Part VI. Statement of Purpose
1. From your perspective, what are the top three issues facing higher education today? Why? (no more than 300 words) / Desde su perspectiva, ¿cuáles son los tres principales problemas que enfrenta la educación superior hoy día? ¿Por qué? (máximo de 300 palabras)
1. Technological Integration and Educational Innovation: While technology offers numerous opportunities to enhance learning experiences and improve educational outcomes, its integration into higher education has been uneven. Some institutions struggle to leverage digital tools effectively, impeding the adoption of innovative teaching methods and hindering student engagement. Moreover, as online learning and remote education become more prevalent, concerns arise regarding the quality of instruction, student support, and the digital divide that can leave underserved students behind. Institutions must invest in technology infrastructure, provide faculty development, and prioritize pedagogical approaches that leverage technology to foster active learning and personalized education.
2. Skills Gap and Workforce Readiness: There is a growing disconnect between the skills that higher education institutions provide and the job market’s needs. Many employers report difficulty finding graduates with the necessary competencies to thrive in the workforce. As technology advances and the nature of work changes, institutions must adapt curricula to ensure graduates are equipped with relevant skills, such as critical thinking, problem-solving, communication, and digital literacy. Bridging the skills gap and enhancing workforce readiness requires closer collaboration between academia, industry, and legislators.
3. Affordability and Accessibility: The rising cost of higher education has become a significant concern, making it increasingly difficult for students to afford tuition fees, textbooks, and living expenses. This financial burden often leads to student loan debt, discourages certain individuals from pursuing higher education, and exacerbates social and economic inequality. Additionally, the accessibility of education for underrepresented groups, including minorities, low-income individuals, and individuals with disabilities, remains a challenge. Overcoming these barriers is crucial for creating a more equitable and inclusive higher education system.
2. What are your own institution’s priorities and challenges with regard to leveraging instructional technology and distance education for the benefit of the entire organization? (no more than 300 words) / ¿Cuáles son las prioridades y los retos de su institución con respecto al aprovechamiento de la tecnología educativa y la educación a distancia en beneficio de toda la organización? (máximo de 300 palabras)
Priorities:
1. Enhancing learning experiences: BCC aims to leverage instructional technology to create engaging and interactive learning experiences for students, utilizing multimedia resources, simulations, and other digital tools.
2. Increasing accessibility: BCC strives to ensure that educational resources and technologies are accessible to all learners, regardless of their physical location, abilities, or learning styles.
3. Promoting flexibility and convenience: Distance education will allow BCC to offer flexible learning options, enabling students to access educational materials and participate in courses at their own pace and from various locations.
4. Expanding reach: Institutions often aim to expand their enrollment by extending their educational offerings to a wider audience by leveraging technology, allowing them to reach learners who may not have access to traditional brick-and-mortar institutions.
5. Improving assessment and feedback: Leveraging instructional technology can provide BCC with the tools to enhance assessment methods, automate grading processes, and offer timely feedback to students.
Challenges:
1. Infrastructure and technical requirements: Like most community colleges, BCC is underfunded and needs to ensure they have the necessary technical infrastructure and support to effectively deliver instructional technology and distance education, including reliable internet connectivity, appropriate hardware, and software systems.
2. Training and professional development: Faculty and staff require training and ongoing professional development to effectively utilize instructional technology tools and methodologies and adapt to new technologies and pedagogical approaches.
3. Quality assurance: Maintaining quality standards in online education can be a challenge. BCC will need to develop robust mechanisms for course design, instructional delivery, student support, and assessment to ensure the educational experience is rigorous and aligned with learning outcomes.
4. Student engagement and motivation: In the online environment, keeping students engaged and motivated can be more challenging, as they may face distractions and a sense of isolation. BCC recognizes the need to implement strategies to promote active participation, interaction, and community building.
5. Security and privacy: Protecting student data, ensuring secure online transactions, and maintaining privacy can be significant concerns. The BCC Information Technology office needs to implement appropriate security measures and comply with relevant data protection regulations.
3. If have the influence to instill change at your Institution, was one thing you could change, what would that be; and what is the unique aspect of your institution you would like to keep? (no more than 300 words) / Si pudiera influir para lograr algún cambio en su institución, ¿cuál sería? y ¿cuál es el aspecto único de su institución que le gustaría mantener? (máximo de 300 palabras)
If I had the influence to instill change at BCC, I would prioritize strengthening the career development and job placement support for students. While academic education is crucial, equipping students with the necessary skills, resources, and networks to succeed in their chosen careers is equally important.
To address this, I would focus on expanding career counseling services, internship and job placement programs, and networking opportunities. This could involve establishing partnerships with industry professionals and organizations, organizing career fairs and workshops, and providing mentorship programs to connect students with experienced professionals in their fields of interest. By enhancing career development support, we can help students make informed career choices, gain practical experience, and successfully transition into the workforce.
As for the unique aspect of my institution that I would like to preserve it would be its strong emphasis on interdisciplinary learning and collaboration. Many colleges have specialized departments or faculties, but an institution that encourages interdisciplinary approaches can offer a unique advantage to its students. Students can develop a broader perspective, enhance their critical thinking skills, and tackle complex real-world challenges from multiple angles by fostering collaboration across different disciplines. This interdisciplinary approach can be a valuable asset, and I would strive to maintain and further promote it within the institution.