Session 13
NONPROFIT
ORGANIZATIONS, COMMUNITY AND SOCIAL WORK TRACK
AND HEALTH CARE/ PUBLIC HEALTH TRACK
Track
Chair: Jan Zahrly, University of North Dakota
Session
Chairs: Jonathan E. Smith and Kathleen M. Hiemstra, John Carroll University
CASES:
Cleaning Up the Mess: What Next with the
Janitor?
Jonathan E.
Smith and Kathleen M. Heimstra, John Carroll University
The Xavier’s Center for Development (XCD)
– Gulbai Tekda Project
Shreekant
G. Joag, St. John’s University
Blind Men’s Association: Making India’s
Blind Visible
Shreekant
G. Joag, St. John’s University
Walton Arts Center: Act 2
John Todd
and Donald D. White, University of Arkansas
Pacificare and HMHP: Managing Integration
in the HMO Industry
Roberto
Vinaja, University of Texas Pan American
Habitat for Humanity Restore: A Case
Study in Supply Chain Management
Gary L.
Stading and F. Barry Lawrence, Texas A&M University
Session 14
NONPROFIT
ORGANIZATIONS, COMMUNITY AND SOCIAL WORK TRACK
AND
HEALTH CARE/ PUBLIC HEALTH TRACK
Track Chair
and Session Chair: Jan Zahrly, University of North Dakota
CASES:
Cohabitation and Conflict of Interest in
a Public Agency: A Study of How Power and Political Considerations May Impact
Organizational Decisions
Duane Dove
and Wingham Liddel, Sonoma State University
The Hoffman Agency
Eugene C.
Baten and Cheryl A. Harrison, Central Connecticut State University
A.W.A.R.E. (Always Wanted a Riding
Experience)
John K.
Ross III and Eric G. Kirby, Southwest Texas State University
Capital Coast Health Limited: Being a
Good Employer in the Midst of Change
Anne Marie Francesco, Hong Kong Baptist University
H. Alvin
Ng, Massey University at Wellington
Dying to Talk about Death
Terry A.
Wolfer, University of South Carolina
Team Bonding or Hazing
Jan Zahrly,
University of North Dakota
Cleaning Up the Mess: What Next with the
Janitor?
Jonathan E. Smith & Kathleen M.
Hiemstra
John Carroll University
Case Objectives and Use
Cleaning up the mess can be used in graduate or
undergraduate courses. It can be used
in a Non-Profit course (management practices), in a Human Resources course
(violence in the workplace or discrimination law), in Organizational
Communication (employee/employee communication, persuasion) or in an
organizational behavior course (motivation).
This case illustrates personnel issues at a non-profit organization
(church) that center on a difficult employee.
Students must balance a number of issues that board members for a small
non-profit organization have to deal with and make decisions about. Among the issues are the firing and/or
retaining of employees, actions consistent with a non-profit mission,
supervision issues and issues of violence in the workplace. The question of
protection under the Americans with Disabilities Act is also raised.
Case Synopsis
Trinity
Church’s staff parish committee (personnel committee) was concluding its
monthly meeting when Jane Duncan, the associate minister, described a
confrontation with the janitor, Tom. As
she was asking Tom to stop his work and assist church members, he became
agitated, angry and threw down a mop almost striking her. She was uncertain whether he meant to hit
her with the mop or just lost control of his temper. She told the committee that she was frightened.
After
questioning her regarding the incident, the committee learned that other church
employees were having problems with Tom and his attitude. Jane asked members of the committee to meet
with Tom. They decided to have the
committee chair, James Peters and a committee member who was also a former
chair, Ed Williams, meet with Tom.
Their meeting's purpose was to discuss the issue, get Tom's side and
make a decision about what actions needed to be taken.
They
went into the meeting knowing that Tom did well with regular duties, but was
thrown when things came up that interrupted his routine duties. While Jane was his supervisor, there had
often been problems because other church staff and members would ask Tom to do
things for them.
In considering the meeting, these were some of the other facts that James and Ed knew. Tom replaced several part-time janitors and was full time. When he had lacked housing, the church had secured housing and furnishings. Tom also had a history of chemical dependency and diabetes. While there had been no direct discussion about the chemical dependency, this committee had previously acted to help Tom manage his diabetes. Tom and Ed now were to assess the situation. Their decision would be supported by the committee and church.
________________________
Contact Person: Jonathan E. Smith;Mail: Dept of Management, Marketing, and Logistics, Boler School of Business, John Carroll University, Cleveland, OH 44118. Voice: (216) 397- 4605: E-mail jsmith @jc.edu
THE XAVIER’S CENTER FOR DEVELOPMENT (XCD)-GULBAI TEKDA PROJECT[1]
Shreekant G. Joag, St. John’s University, New York
Case Objectives and Use
This case demonstrates the complex interplay of conflicting objectives and environmental constraints in marketing services such as education, health, economic development, and lifestyle to uneducated, ignorant, superstitious, and very poor masses through a nonprofit organization. The case traces the consorted efforts of one organization to improve the lives of people living in a slum, and presents the story of its glowing successes, dwarfed only by the enormity of challenge that still remains untouched.
The case brings out the unique separation of their beneficiaries and benefactors in nonprofit organizations and raises many important issues. What is a need, who defines market needs, how far should marketers go to make the needs felt by consumers, what time horizon must one use and how can one measure the success or failure of a nonprofit organization?
The case is ideally suited for use in graduate and senior level undergraduate classes as well as in executive development programs in services marketing and marketing strategy. It explores the whole arena of creation of demand, marketing of services, and marketing by nonprofit organizations. The case can be used as a two-step learning experience: the first step would identify the problem areas in the present marketing operation while the second step would actually develop specific recommendations and present them in the form of a written and oral report.
Case Synopsis
For the last 23 years, Father Fernandez and his St. Xavier’s Center for Development (XCD) have dedicated their energies to develop the Gulbai Tekda slum settled by one of the most uneducated, superstitious, and poor communities in the city of Ahmedabad, India. It was his mission to identify the needs of the slum dwellers, make them aware of those needs, and translate the awareness into a demand for his services. Much has been accomplished during the history of the project but much more remains to be done.
As Fr. Fernandez prepares to retire, he is faced with a very tough task. He must evaluate the performance of his project and advise the governing board to either continue the project or terminate it. He is not sure whether to consider the project a great success based on its achievements or a failure based on the enormous challenges that still remain untouched.
BLIND MEN’S ASSOCIATION: MAKING INDIA’S BLIND VISIBLE[2]
Shreekant G. Joag, St. John’s University, New York
Case Objectives and Use
This case demonstrates the multiple challenges involved in bringing the problems of neglected segments, such as the blind and disabled, to the forefront of the social agenda, and making the society and the government care for them. The challenges of marketing such a cause are especially great in a poor third world country like India, where even the able-bodied and educated are not fully employed.
The case enumerates the efforts of India’s most effective nonprofit charitable organization devoted to marketing the cause of the blind, the enormous strides made by it, and its continued struggle to come to the grips of the problem. Its major challenge is not to evoke just a one-time sympathy from the society, but to win its long-term and sustained commitment and support that would stand the test of time. There is so much to do, so little resources, and much lesser time.
The case is ideally suited for use in graduate and senior level undergraduate classes as well as in executive development programs in services marketing and marketing strategy. It explores the arena of marketing for nonprofit organizations. The case can be used as a multi-step learning experience involving problem definition, prioritizing and selecting problems for focused attention, and preparing specific recommendations in the form of a written and oral report.
Case Synopsis
Blind Men’s Association Ahmedabad, INDIA (BMA) is the country’s largest nonprofit organization dedicated to the cause of the blind and disabled. It not only works at the grass-roots level, but also guides other regional and national level organizations to start innovative programs for the blind, and supports them by training their teachers, social workers, and other volunteers. It also advises the government in formulating policies and laws for the welfare of the blind. Finally, it represents the country in international forums of like-minded organizations, and brings the latest know-how in the field to the country for dissemination.
Bipin Chandani is the new Managing Director of BMA. His immediate assignment is to evaluate the organization's performance in the past, analyze the reasons for its successes and failures, and develop a long-term strategy for BMA to promote the cause of the blind and the disabled effectively. He would have to present the plan to BMA’s Board of Trustees which would be his first such presentation since taking over the responsibility of the organization.
Walton Arts Center: Act 2
John
Todd, University of Arkansas
Donald
D. White, University of Arkansas
This
case provides an opportunity for students to enhance their management skills,
particularly those skills required to facilitate an organizational
transition. Data is presented which can
be used to study a variety of issues, including strategic planning, financial
analysis, marketing strategy, not-for-profit management, and leadership
style. Although this is a
not-for-profit enterprise, most of the issues presented are also found in
business organizations.
The
case can be taught either as a freestanding case or as the second part
of a two-part series. The first case, Walton Arts Center: Start-Up and Development, describes the
organization’s earlier years. All
background information from that case necessary for analysis of the current
issues is incorporated in the current case.
The
case and teaching note were written for use in either undergraduate or graduate
courses in Strategic Management (formulation and implementation of strategy)
and Organizational Behavior. The case could
also be useful in Not-for-profit Management and Arts Administration courses.
Case
Synopsis
The Walton Arts Center was established in 1992 and enjoyed considerable success in its early years. Its founder and original CEO, a very popular individual in the community, left in 1997. The Senior Vice-President, Anita Scism, was appointed as his successor a year later after a long search for external candidates. Although she was well liked by nearly everyone, the new President faced a formidable challenge of building credibility as a leader.
The
Center’s revenues had declined substantially in the year prior to Scism’s
appointment, creating a threat to the financial viability of the Center. The new President’s first responses were to
cut operating expenses and restructure the organization. Longer term, important strategic, financial,
marketing, and leadership issues needed to be addressed.
____________________
Contact Person: John Todd, BADM 402, University of Arkansas,
Fayetteville, AR 72701.Voice
(501) 575-4059; FAX (501) 575-3241; e-mail: johnt@comp.uark.edu
PACIFICARE AND HMHP:
MANAGING INTEGRATION IN THE HMO INDUSTRY
Roberto Vinaja - University of Texas Pan American
This case analyzes the integration challenges faced by PacifiCare after closing its $117.5 million purchase of Harris Methodist Health Plans. This case describes a merger between two companies in the highly turbulent health maintenance organization (HMO) industry and illustrates the related challenges and synergies. The merger leaves many issues to
be resolved including: building leases, information systems and equipment leases, organization restructuring, service continuity,expected premium increases, increased market consolidation, business processes integration, relocation and downsizing. This case can be used in strategic management and/or healthcare administration courses for
undergraduates, MBAs, and MHCA students.
PacifiCare is one of the nation's largest health care services and its primary operations included managed care products for both employer groups and Medicare beneficiaries in nine states serving approximately four million members. PacifiCare had just replaced the head of its Texas and Oklahoma operations with James Cassidy, a former Prudential
Healthcare executive. The turbulent Health Maintenance Organization (HMO) environment in Texas is a challenge for any executive. Health insurance companies have been merging in hopes of gaining an edge over doctors and hospitals. In response, doctor groups and hospital systems were consolidating in order to keep their negotiation leverage. PacifiCare of Texas had faced serious problems during 1999. Its membership dropped to 48,600 from 62,309 in 1998. In addition, PacifiCare posted losses of $1.3 million. PacifiCare had the highest physician turnover rate for plans in North Texas, 25.6 percent, meaning that one in four of the doctors left the network between 1997 and 1998.
Former company president Pat Feyen had attributed PacifiCare's troubles to financial problems within physicians' groups in Texas. Harris Methodist Health Plans (HMHP) was the largest HMO in North Texas, with 312,676 members, controlling 26 percent of the market. Harris reported a $54.6 million loss for the year 1999, and had been in the news for potential mergers and lawsuits. PacifiCare has been trying to gain a foothold in Texas while increasing the market share of Secure Horizon, its Medicare product. PacifiCare's membership in Texas has grown six fold with the addition of about 312,676 Harris HMO members. The merger would also widen PacifiCare's geographic reach, improve disease management through information systems, and strengthen its leverage in negotiations with doctors and hospitals. Member service could very well be disrupted by the consolidation. The merging trends could determine the four or five HMO survivors that will likely dominate the local HMO market. Assuming the operations of 300,000-plus members is certainly a challenge, but if PacifiCare could survive through the challenge it certainly would position itself as a key player in the Texas market.
Contact Person: Roberto Vinaja, University of Texas Pan American, 1201
W. University Dr., Edinburg, TX 78539 Voice (956) 287-1681; FAX (956) 287-3367;
e-mail vinajar@panam.edu
Gary L. Stading & F. Barry Lawrence
Case Objectives and Use
The
Habitat for Humanity is a global philanthropic organization dedicated to
providing affordable housing to the less fortunate. As is typical of any large scale building effort, maintaining the
logistical operations for these housing projects requires a supply line. The supply lines of a Habitat project,
however, are somewhat different than those of “normal” contractors and
builders. While contractors have the
luxury of hiring workers and purchasing materials, Habitat does not have this
luxury. Habitat relies on a steady flow
of donated materials and a steady flow of volunteer workers.
This
case explores the common themes between managing a business and managing a
philanthropic organization, especially in the face of high growth
opportunities. It is designed to
explore the distinct differences between running a business and managing a
non-profit organization.
Despite
the differences, the importance of managing a logistics system is the
underlying theme. Understanding the
importance of inter-relationships between technology, facility lay-out, and
inventory management are crucial in meeting the customer expectations. This case also discusses the importance
identifying and capitalizing on fortunate opportunities when they arise.
While Habitat does have employees on its payrolls and it does buy some materials, it does not sustain itself with these luxuries. It instead relies on donations and volunteers. Because of this dynamic, the normal supply chain resource flows are somewhat unique. The supply chain problems considered typical for normal building operations are complicated in Habitat projects by the unknowns associated with volunteers and donations.
After the first year and a half, the Restore had grown from basically nothing to a recognizable business entity. It was contributing cash to the Habitat parent organization from its positive cash flows. It had expanded its facilities and adopted a more formal organizational infrastructure. Many of Restore current business and inventory management practices have evolved from manual, patchwork systems installed by volunteers simply trying to make due. This case asks the students to examine what will be required by Habitat management in terms of resources, systems, and funding to meet the needs of continued organizational growth.
Contact: Gary L. Stading, MS 3367 ETID Dept., Texas A&M University, College Station, TX 77843-3367, (979) 845-4976, stading@entc.tamu.edu
Cohabitation and Conflict of Interest in a Public Agency:
A Study of how Power and Political Considerations may Impact
Organizational Decisions
Duane Dove and Wingham
Liddell
Sonoma State University
Case Objective and Use
The case demonstrates the exercise of power in a public agency, which
arguably might be a clear violation of state law. The student is encouraged to consider the relative power of
various participants in the situation, and the potential consequences resulting
from alternative actions that could be taken by key individuals and
groups. By considering the consequences
of alternate decisions, students will better understand courses of action by
decision-makers that ignored state law and exposed the organization to
significant financial liability.
The case would be appropriate for courses in Organizational Behavior,
Human Resource Management, or Business and Ethics. It could be used in conjunction with the study of power,
politics, ethics, or sexual harassment.
Case Synopsis
The case explores a long existing situation in a public school district
in a high socio-
economic area. It involves the
hiring of an individual in a human resource office, the subsequent
establishment of a romantic relationship with the chief manager of that office,
alleged preferential treatment of the subordinate, all amidst protests of an
improper conflict of interest based on cohabitation and jointly purchase real
estate by the two principals.
The ”establishment” comes to the defense of the “embattled” couple in
the face of state law that prohibits supervisors from taking actions in matters
of personnel from which the supervisor might enjoy material gain.
The case is unusual in that it is based to a great extent on public
records and documents prepared by officials defending the alleged improper
relationship. Decisions made by the
school board, Superintendent of Schools, and District Attorney are
documented. The decisions appear
aberrant and imprudent in the current environment in which consensual
relationships change quickly into coerced relationships exposing organizations
who “knew or should have known” to extensive liability. A plausible explanation for the
decision-makers behavior may lie in the power dynamics of the situation.
Contact Person: Duane Dove,
Sonoma State University, Rohnert
Park, CA 94928
Mail: School of Business, Sonoma State University, Rohnert Park, CA 94928
Voice: (707) 664-2954, Fax: (707) 664-4009, e-mail:
duane.dove@sonoma.edu
This case demonstrates the dynamics between dominant and subdominant groups in a mid-size social service agency. The situation described in the case allows the reader to see how power, politics and decision making plays out between these two organizational groups. The student is encouraged to identify various critical points throughout the case in which other decisions or actions may have resulted in a positive outcome.
The teaching note was written for introductory courses in management or organization theory/behavior at the undergraduate level. The suggested role plays allow the students to understand what transpired from the vantage point of a dominant group member as well as that of a subdominant group member. It also affords the student an opportunity to develop alternative strategies and actions that may lead to a win-win situation.
The case opens by revealing that the Board of Directors at the Hoffman Agency, a social service organization, has received a letter from four (4) Program Directors requesting the dismissal of their manager, the Executive Director of the Agency. In response, the executive committee of the Board meets to discuss this request. During the meeting a couple of surprises are revealed. The following day, the Board receives a letter supporting the request that has been signed off by 50% of the Agency’s employees. The Board of Directors forms a special committee to investigate the charges. In the meantime, the Director takes other steps to clear his name. Subsequently the original four (4) Directors are dismissed.
Contact Person: Eugene C. Baten,
Central Connecticut State University, New Britain, CT 06050
Mail: CCSU-School of Business, Management and Organization,
1615 Stanley Street, New Britain, CT 06050
Voice mail: (860) 832-3256 E-mail: Baten @CCSU.Edu Fax: (860) 832-3285
A.W.A.R.E. (Always Wanted A Riding Experience)
John K. Ross III, Southwest Texas State University
Eric G. Kirby, Southwest Texas State University
This case works well following lectures on business-level strategy in an undergraduate strategic management class. In particular, it is useful to illustrate the relationship between a small business and its external environment. The case also highlights the importance of revenue generation for not-for-profit (NFP) organizations. The teaching objectives of this case include: (1) providing students with an understanding of the impact of the external environment on a business; (2) illustrating the importance of continually seeking new sources of revenue generation; and (3) highlighting the issues particular to successfully managing an NFP.
Case Synopsis
It’s a typically beautiful morning in central Texas as Sherry stands at the office door watching the bustle of activity in the arena. It was just before the first client arrived and Bobby, the Lead Instructor, and several volunteers were getting “Duke” ready for Cindy. Duke is a 1000-pound horse that will be lead from his stall, groomed, tacked, and then provide Cindy an hour of physical and emotional therapy. Cindy is a beautiful nine-year-old girl with cerebral palsy that uses a small walker and leg braces to walk and will, for a short time, allow Duke to be her legs - and friend.
A.W.A.R.E. (Always Wanted A Riding Experience) is a 501(c)3 not-for-profit therapeutic horseback riding center located in San Marcos, Texas (30 miles south of Austin). Founded in 1986, A.W.A.R.E. has found a ready clientele for their specialized type of therapy and growth occurred quickly. In the years that followed, they were able to get local companies to donate a large facility, gain national accreditation, and attract a strong volunteer executive director.
Recently, A.W.A.R.E. has been experiencing cash flow difficulties, with expenses increasing and revenues decreasing. The founder left the organization a couple years ago, the current board of directors is growing weary of their efforts, and the executive director is stepping down for health reasons. Most recently, A.W.A.R.E.’s largest source of revenue during the summer months announced it was not going to be using their services any more. While A.W.A.R.E. does have many assets (such as a rapid increase in the value of its facility due to new development in the immediate area), and also has many untapped sources of potential revenues, it is facing several short-term and long-term issues that need to be resolved soon to ensure the center’s viability.
Contact Person: Dr. Eric G. Kirby, Department of Management, Southwest Texas State University, San Marcos, TX 78666-4616. Office: 512-245-2606; Fax: 512-245-3089; e-mail: egkirby@swt.edu
CAPITAL COAST HEALTH
LIMITED:
BEING A GOOD EMPLOYER IN THE MIDST OF CHANGE
Anne Marie Francesco, Hong Kong Baptist University
H. Alvin Ng, Massey University at Wellington
The case begins with a request from the governing board of Capital Coast
Health Ltd. (CCH), a government funded healthcare provider in Central
New Zealand, to the CEO, Leo Mercer, to provide information about Equal
Employment Opportunity policies and practices in the organization. Leo
passes this request on to Robin Carey, the head of Human Resources.
Although EEO is one of the issues, the main focus of the case is
managing change.
When Leo assumed the leadership of CCH in 1997, he was confronted with
serious internal problems and a persistent annual financial deficit that
had been with the organization since its inception. Working in an
uncertain and rapidly changing healthcare environment and constrained by
government regulations, the CEO had to find a way to deliver quality
care to the community and at the same time, motivate a large team of
professionals who were already weary after years of change. In his
first year and a half as CEO, Leo made many changes and succeeded in
substantially reducing the financial deficit. Although Leo's employees
acknowledged his success, they still had many pressing concerns that
needed to be addressed.
1. To demonstrate the impact of the internal and external environments
on the organization
2. To illustrate the management of change process
3. To consider the impact of change on organizational climate and
employee motivation
The case is intended for undergraduate or graduate courses such as
Principles of Management, Organizational Behavior, Human Resource
Management or international or cross-cultural courses on the same
subjects.
Contact Person: Anne Marie Francesco, Hong Kong Baptist University,
Kowloon Tong, Hong Kong, Tel: 852-2339-5215, Fax: 852-2339-5583,
e-mail: mnamf@hkbu.edu.hk
DYING TO TALK ABOUT DEATH
Terry A. Wolfer
University of South Carolina
Case Objectives and Use
In this case, the theoretical concepts to be explored and applied include client self-determination, informed consent, advocacy, transference and counter transference relationships, spirituality, and terminal care.
Written for a master’s level capstone course in social work, the case may also be useful at the graduate level for specialized courses on social work practice with individuals, medical social work, mental health services, religion and spirituality, or death and dying.
Case Synopsis
Novice social worker Cynthia Smith was responsible for providing social services to Becky Ingram, a young adult patient who is severely disfigured by childhood-onset diabetes mellitus and terminally ill. When a physician abruptly advised Becky to stop dialysis, Becky “fell apart” mentally and emotionally. Confronted by Becky’s overwhelming anxiety and dependency, Cynthia wondered how best to help Becky now.
Contact: Terry A. Wolfer, College of Social Work, University of South Carolina, Columbia, SC 29208; E-mail: terry.wolfer@sc.edu; Telephone: 803-777-9486; FAX: 803-777-3498.
TEAM BONDING OR HAZING ?
Jan Zahrly, University of North Dakota
This case demonstrates the ethical and trust issues involved in whistle-blowing. The case details a situation where college students force others to engage in excessive alcohol abuse as a team-building exercise. These activities also place the victims at extreme risk of injury or death. When faculty and other students are aware of the alcohol abuse, there are many behavioral options from doing nothing to trying to change behavior internally to making the situation public. Students are encouraged to critically analyze cultural norms about harmful behavior to self and others. Students could also analyze the possible destructive effects of their various behaviors.
The case is useful for undergraduate or graduate organizational behavior, business and society, ethics and human resource management classes. It is useful in teaching social and peer pressure, cultural values, and individual values.
Rebecca Jordan, an associate professor in a business school, learned from several students and a coach about a hazing ritual that the football team enforced on new members each year. Dr. Jordan did not have first-hand evidence of the hazing but believed it to be true. In a ritual that had occurred for decades, the upperclassmen on the football team sponsored a private party before the season started and required all new team members (usually freshmen or transfer students) to attend and drink excessive amounts of alcohol. Rookies had to drink enough alcohol to become sick enough to vomit on an opposing team tee-shirt.
Dr. Jordan had talked to the Dean of Students and the Vice President of Student Affairs on several occasions about the hazing but was always reminded that faculty and administrators did not have evidence, only second-hand reports of the activities. Last fall, as Rebecca was leaving a student retention meeting involving faculty and student resident hall staffers, Nick Matthews stopped her. Nick was a senior finance major who was director of a resident hall, and was a very responsible student. He told her the football team had put on its “rookie round-up” the weekend before and a freshman student had almost died in Nick’s residence hall. Rebecca realized that Nick wanted her to do something, but what could she do and retain the trust of students? When would a student die from this hazing? Would other students confirm the hazing publicly?
_______________________
Contact Person: Jan Zahrly, University of North Dakota, Department of Management, Grand Forks, ND 58202
Voice (701)777-4697; FAX (701) 777-4092; zahrly@badlands.nodak.edu
[1] Contact Person: Shreekant G. Joag, St. John’s University, Jamaica, NY 11439, USA., Voice 718-990-6161x7374, Fax 718-990-1868, Email joags@stjohns.edu
[2] Contact Person: Shreekant G. Joag, St. John’s University, Jamaica, NY 11439, USA., Voice 718-990-6161x7374, Fax 718-990-1868, Email joags@stjohns.edu