Nick Howard: 2021 candidate for College of DuPage board

Bio

Village: Glen Ellyn

Age: 56

Occupation: CEO/Owner of a financial technology/software development company

Employer: Bantix Technologies

Civic involvement: Member of DuPage PADS Development and Taste of Hope Committees

Q&A

Q. Why are you running for this office, whether for reelection or election the first time? Is there a particular issue that motivates you, and if so, what is it?

A. I have always been a supporter and advocate of COD and all it has to offer the community. I also have fond memories of my time there as an adjunct faculty member. However, the most recent faculty contract negotiations and how the staff was treated are my main motivations for running. I am hoping to be part of the board, so we don't have to witness this again. If we are going to fulfill the principal tenet of the mission statement in creating a center for excellence in teaching and learning, the faculty are an integral, if not the most important, component for achieving that goal. The faculty's working conditions have a direct impact on the students' learning environment. Therefore, we need to support them as much as we can since they are supporting our students.

Q. How would you grade the current school board on its response to the pandemic? Why?

A. It is my understanding that the board (and the administration) was/were able to eventually get laptops, Wi-Fi devices, etc. delivered to those that needed the equipment. However, they were initially slow to react and not as proactive as they could or should have been. In the process, the college experience was ruined for many, and the semester lost for some, due to the board's lack of understanding about the socioeconomic realities of the district and their ability to provide for these particular needs themselves.

Q. Did your district continue to adequately serve students during the disruptions caused by the pandemic? If so, please cite an example of how it successfully adjusted to continue providing services. If not, please cite a specific example of what could have been done better.

A. As I mentioned above, they were able to serve the students at some point but the whole process should have been expedited with a greater sense of urgency. An example of where they fell down, can be seen by looking at what happened with the bookstore. Students were not able to get materials easily and specific courses were severely lacking in terms of what was available. When Chegg or Amazon were not options as alternative sources for textbooks or other requirements (i.e., specific faculty created packets), students had real difficulty getting what they needed. I'm not sure if this is a function of the store, the textbook provider or both but it is something that should be reviewed and remedied, so it doesn't happen again. Ultimately, the board is responsible for these shortcomings.

Q. Do you have a plan on how to safely and effectively conduct classes in the spring? What have you learned from the fall semester that you would change in the spring?

A. I am not sure how this applies to a current non-board member, but I will try to answer. Initially, the board was slow to get PPE into the necessary hands and reluctant to spend the funds needed in order to hire an adequate number of screeners. There should be no delay in making the necessary efforts to provide for the safety of those on campus whether it be faculty, staff or students. If the board follows state guidelines, proper safety measures are in place on campus, and vaccines become more widely available then the school should be able to resume normal activities for the fall semester.

Q. In tough economic times, many students (and working professionals) turn to a community college for its educational value. How do you ensure that a person's financial sacrifice results in an educational benefit?

A. The educational benefit will be there if we continue to support, recruit and hire competent and experienced faculty members. Ultimately, a student's education starts and ends with the faculty and the classes, certificates and programs that they create and develop. We also need to continually evaluate these offerings so we can be certain that they are inline with the times. As we emerge from the throes of the pandemic, I am sure we will learn more about areas of the job market that were underserved or where a more varied or depth of education and experience are required. As an example, there was no Homeland Security Department prior to 9/11 and now COD offers an unparalleled program in the same. We need to continue to innovate on this front.

Q. From the college's point of view, what budget issues will your district have to confront and what measures do you support to address them? If you believe cuts are necessary, what programs and expenses should be reduced or eliminated? On the income side, do you support any tax or fee increases?

A. In the most recent Budget Committee presentation, they discussed a decline in projected revenue over the next 5 years. This projection included a $1 per credit hour per year increase starting in 2022 for several years in order to help supplement this decrease. At this point, it does not appear to be anything too concerning. However, should action be necessary, I think the first order of business would be to look for cuts in staff where the word “interim” is in the job title and to review the numbers in the VP and senior admin. roles. There have been far too many of these positions, for far too long, and this should be discussed — even outside of the budget conversation. I would be OK with more than the $1 projected increase (mentioned above) to augment revenue. We are well below average price per credit hour in our state (by $9 to $11) while being the top school in our category. I see no need to go back to the taxpayers as they are covering their fair share at this point and I don't think faculty or program cuts should be on the list.