Abstract

Dear Colleagues:I am writing this letter amidst the splendor of a New England fall, a time of year marked by transition from a leafy and robust spring and summer to the inevitable, if brilliant, decline preceding the coming of winter. This fall feels different, however. The loss that fall signifies seems deeper this year, its reach extending back to early summer. I'm referring to the passing of our beloved and inspiring NCTE Executive Director, colleague and friend Kent Williamson. Those who were fortunate to have known and worked with Kent can attest to his singular qualities. A visionary with a clear grasp of the here-and-now, Kent, like no other leader that I've known, saw the Big Picture-he was the best strategic thinker that I've seen-while recognizing the importance of paying attention to the details. He also had the gift of leading while making it seem as if WE were initiating. In other words, Kent was a first-rate listener and believed with his heart and soul that no group can thrive without the full engagement and collaboration of its members. In his memory and with his spirit, the CCCC Officers and NCTE staff will attempt to carry on Kent's work to the best of our abilities. I know that he would expect no less. Now onto my report. . . .FinancesThis organization continued to make investment gains ($216,922) even as it went $120,411 over budget on operations. We ran a genuine loss last year, as spending exceeded income from operations. In FY15 there were a few areas that led to the loss. Membership dues, as an example, are declining. Feedback on the work of the organization was positive, but many could get all they need from CCCC without being members. In the end, we were $13,938 below projections on membership dues.Ultimately, we need to focus more on strategic items based on our vision. We have $2.29 million in the contingency fund, but spending it wisely requires careful planning and making choices.Activities for FY16:* In addition to extending our substantial investment in access and equity ($32,829 for the PEP program to provide registration/support to contingent and adjunct faculty who need help to attend the CCCC Convention), we earmarked up to $3,000 of spending to match funds raised from the membership to provide a CCCC Contingent Faculty Travel Assistance Fund for convention attendance, and $3,000 to support the Chair's Scholarship Fund.* Now that the 5% amount from our contingency reserve is over $120,000, the FY16 budget splits that amount between research grants selected through an open application project (at least $100,000), and the cost of developing a database of graduate and undergraduate writing programs. This makes our investment in member research larger than it has been any year except for FY15, while also providing funds to build a renewable resource of benefit to students, faculty, and program administrators alike.* We included videotaping of member interviews and advocacy training across the convention.* We again provided $8,000 in funding to support a CCCC Policy Fellow position. This person has been working with our DC office to help coordinate follow-through actions in support of reports filed by our new state-based network of higher education policy analysts, and has provided research summaries and expert testimony/insights drawn from professional practice on public policy issues of concern to our organization. The funding provides a small honorarium ($3,000) and travel fund ($5,000) to help support these activities. The CCCC Policy Fellow is selected by the CCCC Chair and Secretary-Treasurer.* Under publications, we extended a third year of funding to support a CCCC Social Media Coordinator. This person works with staff as an independent contractor to both produce online events/discussions of interest to CCCC members (on the Connected Community and across other online social media platforms as well), and to more readily connect members to each other in social media contexts. …