Author T.C. Boyle will talk about his new novel, “When the Killing’s Done” — the one set in the Channel Islands off the coast of Santa Barbara — on Thursday, March 3 at 8 p.m. at Track 16 Gallery in Bergamot Station. Live Talks Los Angeles will make some tickets available to LA Observed readers. If you want a pair, drop me an email with “tickets” in the subject line. Kevin Roderick,www.laobserved.com
A trailer and all its contents were destroyed by fire on Friday night in the Village Trailer Park on
Colorado Avenue. The trailer’s 87-year old male resident escaped without injury.
The cause of the fire is under investigation.
Mark Solnick, the Santa Monica Red Cross’s Preparedness and Response Director, arrived on the scene promptly and met with the elderly man.
He is being housed in a local motel by the Santa Monica Red Cross pending more permanent arrangements for his housing. The Red Cross has also provided a Client Assistance (debit) Card so he
can replace necessities, such as clothing, eyeglasses and medications, and is providing additional services “as needed.”
The American Red Cross of Santa Monica is a publicly supported, 501(C)(3) nonprofit corporation that provides health and safety education, youth services, CPR and first aid training, disaster awareness and disaster relief efforts. For additional information or to inquire about other programs or assistance call 310-394-3773 or go online at www.redcrossofsantamonica.org.
RISE AND FALL OF SANTA MONICA COLLEGE: PART IV
The employees’ union, CSEA generated a plan for a work share program at the College. Under work share, employees have their work hours reduced with a corresponding wage cut that is offset by unemployment insurance. While classified employees are naturally loath to agree to any reduction in their wages, the union leadership was able to persuade them that retaining all the employees at a slightly lower wage was preferable to enabling the District to pick off employees little by little with the attendant anxiety and divisiveness that such activity brings to the workplace. The employees would lose 10% of their hours/wages with an average offset through unemployment of 5% for a net average loss of 5% depending on base salary.
But the District still had to agree to the plan, since layoffs are not negotiable. During what was perhaps the most contentious Board meeting in the College’s history, Robertson misrepresented the tentative agreement that had been reached on the work share program to the Board. The Board wanted clarification of the union’s position, but the classified representative sitting at the table represented the Classified Senate, an organization that was not involved in contract negotiations. Because of the large number of attendees at the Board meeting, the union representatives capable of explaining the program to the Board were outside of the Board room and the overflow room, watching the meeting on closed circuit television. Campus police barred union representatives from entering the Board room to address the Board on the work share issue. The work share program was voted down by the Board. The layoffs proceeded.
Approximately 47 permanent classified employees lost their jobs in the layoffs during the 2003 budget debacle at the College, a far cry from the District’s initial “demand” for 125. Included among the victims were three of the nine employees who served on the union’s executive board, including one of the two journeyman carpenters retained by the District and the sole staff photographer, an alumnus of the University of Chicago.
The Hay group’s classification study had determined that the College had seriously undervalued the photography position, meaning that the District was getting a great deal on photographic services. The District would have to pay significantly higher per diem costs for photographic services without a staff photographer. And that is precisely what has happened since 2003, particularly in light of the increasing scope of the College’s marketing initiatives.
The more proactive elements of the reactionary wing of California’s Republican Party launched its recall campaign against Governor Gray Davis and an Austrian bodybuilder and movie star, the most famous alumnus of Santa Monica College, capitalized on the public’s disaffection with the State’s gargantuan budget deficit to claim Davis’ throne toward the end of 2003.
Governor Schwarzenegger appointed Robertson to his Education Task Force. Soon thereafter, Schwarzenegger initiated a spirited campaign against nurses, school teachers, policemen, firemen, and other public service employees. If you’re running in the red, you either raise taxes or cut expenses and the Governator was not about to raise taxes.
Schwarzenegger’s Teutonic swagger did not impress either schoolmarms or nurses. They hounded Arnold all over the state and even outside the State wherever he went to raise money and bask in the adulation his celebrity status had always afforded him. His initiatives went down in flames. Governing the most populous and wealthiest state in the wealthiest nation in the history of the world was proving to be slightly more complicated than the political intricacies of Conan the Barbarian.
Soon after Robertson’s ascension to Schwarzenegger’s Education Task Force, the Governator nominated Margaret Quinones, the SMRRnik who had gutted SMC’s vocational education programs during her tenure as Chair and rejected the work share program, to the Board of Governors of the Community College system of the State of California over the objections of SMC’s faculty and the state political arm of community college faculty, the Faculty Association of California Community Colleges (FACCC).
Quinones, ironically first ran for the SMC Board of Trustees (BOT) in 2000 and solicited SMRR’s endorsement as a reform candidate, perhaps the only reform candidate capable of reigning in Robertson’s excesses without fear of accusations of anti-Hispanic bigotry or sexism, which were Robertson’s primary responses to any criticism or opposition. But no sooner had Quinones been elected to the SMCBOT than she completely reversed herself and became Robertson’s strongest advocate on the Board.
During her confirmation hearing before the California State Senate committee charged with approving gubernatorial nominees to the Board of Governors, the FACCC representative and a representative of SMC’s employees union presented the con positions to Quinones’ candidacy. It was a recital of all the poor decisions that the Board had made against the faculty, staff, and students of the College, particularly in response to the 2003 budget crisis. Quinones claimed that she had no alternatives to doing what she did at SMC with College facing a 25% budget shortfall. In truth, the budget was slightly less than break even at the time when the layoffs occurred and there were numerous alternatives (e.g. reduction of programs across the board rather than elimination of selected programs) to the vocational education program cuts.
While Quinones appointment was ratified, there were several nay votes. Among them was then-Senator Deborah Bowen, the current Secretary of the State of California. Bowen simply asked Quinones point blank if she had cut the vocational education programs, and voted against Quinones when Quinones replied in the affirmative. Quinones no longer serves on the Board of Governors, but she remains an unabashed supporter of Piedad Robertson.
In 2004, while Schwarzenegger was preaching the Republican gospel of the venality of public employees’ unions, which he termed “special interests,” SMC’s six-year accreditation study was due. Every six years, community colleges must undergo an accreditation review to remain in the education business. The Accrediting Commission for Community Colleges and Junior Colleges (ACCJC) division of WASC, the Western Association of Schools and Colleges performs accreditation for schools and community colleges in the region in which SMC is located. The group that visited SMC was chaired by the former President of Lake Tahoe Community College, a sophisticated and politically astute gentleman named Dr. Guy Lease.
The College performed a self-study prior to WASC’s site visit and submitted it to the WASC for review. Obviously, the self-study did not go out of its way to point out the problems with the College. The WASC group spent most of its time with senior administrators and the trustees, but it did meet with faculty and staff, although staff was only accorded two one-hour sessions in the course of the entire week that WASC was at the College.
But no amount of papering over problems or schmoozing with the WASC commissioners was going to cover up the abuses of the Robertson regime. Furthermore, SMC was one of three California community colleges placed on the State’s Fiscal Watch list as a Priority 1 (along with Compton and Palo Verde), meaning the College needed to take immediate corrective to prevent a takeover by the Chancellor’s office. There was no way for WASC to ignore that matter. So SMC was given its first conditional accreditation in its seventy-five year history. The College was given six months to address a host of issues including its planning processes, financial systems, shared governance mechanisms, among other issues.
To quote the ACCJC Evaluation Report:
“However, the team also found a college with deep-seated problems related to governance, communication, and trust. While there are many excellent governance and planning processes in place at Santa Monica College, there are problems with poor communication between campus constituent groups, inadequate funding and a lack of adequate reserves, inaccurate and conflicting financial data, linking and evaluating planning processes and outcomes, and a lack of focus on student learning outcomes.”
The College essentially found itself on probation. Under the gun, the College’s administration scrambled to comply with WASC’s directives. Robertson convened a task force to “fix” the problems with the shared governance system. The most pressing problem with the system was that faculty had withdrawn from participating in it and obviously needed to be assuaged to return to it.
Classified employees had never had any confidence that their recommendations would be adopted by management and it was difficult to find classified employees willing to serve on committees, knowing full well that their efforts were going to be futile in terms of affecting policy. It didn’t help that Robert Sammis, the Vice President of Human Resources, was loath to grant classified employees release time to participate in the program. Sammis, a former labor representative for CSEA, had become an employment attorney representing management, prior to coming to SMC. He was an avowed enemy of CSEA and knew the union’s weaknesses from inside. For him, release time was a concession rather than a mandate.
The classified staff had formed a task force on respect and professionalism and had engaged in a series of focus groups facilitated by veteran mediators Joan Goldsmith and Ken Cloke in April, 2002. Their book The End of Management and the Rise of Organizational Democracy had been published a few months earlier and as its title suggests, Goldsmith and Cloke promoted a radical departure from traditional hierarchical management of organizations such as SMC. Some of their ideas were incorporated into the task force’s recommendations, which were submitted to Robertson in May, 2002. They were perhaps somewhat premature in predicting the end of management and the rise of organizational democracy at SMC. None of the recommendations was adopted by Robertson. That remains true to this day.
While the focus groups came to naught, reinforcing classified staff’s deep distrust of the shared governance system, it did not deter the District from re-employing Goldsmith to shepherd the “reform” of the shared governance system. Although she had rebuffed Goldsmith’s task force recommendations, Robertson had contributed a review for the dust jacket of Cloke and Goldsmith’s 2003 homily, The Art of Waking People Up: Cultivating Awareness and Authenticity at Work. At least there was a statement on the dust jacket attributed to Robertson. And no one could deny that Robertson woke people up and cultivated awareness—albeit an awareness of impending doom.
Goldsmith facilitated the shared governance work group that would create the new structure(s) for participatory governance on campus in accordance with WASC’s recommendations. It was far from a facile facilitation. But then a miracle happened.
Robertson resigned. Whether it was a move she contemplated for a while, or a loss of interest in SMC, or a falling out with the Board, or the bad press she was getting, is known only to her and those she met with privately. She found a position as President of the Education Commission of the States (ECS), an organization that does research and analysis on public education for policy makers in all the states. Once again, she had landed on her feet in the wake of disaster. At SMC it was like the moment when Dorothy threw the pail of water on the Wicked Witch of the West.
There is always a sitting governor who Chairs the ECS and when Robertson arrived it was Mike Huckabee, the folksy, guitar-picking, former Southern Baptist minister who was the 44th Governor of Arkansas. He would soon be a contender for the Republican Presidential nomination and was on McCain’s short list of Vice Presidential nominees when McCain got the nod. While Huckabee lost out to Sarah Palin, he did wind up with his own show on Fox News and even replaced the iconic ABC radio broadcaster Paul Harvey upon Harvey’s demise. He’s still a player.
Robertson did not fare quite so well. It did not take the ECS ten years to figure her out and she was jettisoned after less than two years in office—the shortest tenure of any President or Executive Director in the history of the organization by a long shot. Robertson subsequently made the short list for the Chancellor position of the Riverside Community College District and was on her way to her next Inquisition when some of the more ethical and compassionate SMC faculty members took a trip over to Riverside to warn them about her, effectively ending her candidacy. Incidentally, Riverside Community College with an enrollment similar to SMC’s is rated number 18 among all colleges in the U.S. for granting associates degrees across all disciplines. Santa Monica College is not even in the top 100.
Whether the Riverside attempt is Robertson’s last gasp or not remains to be seen. Her ideological bent is perfect for the Tea Party, but she is about as telegenic as a stucco wall, unlike Palin, O’Donnell, and Bachmann who were catapulted into the national spotlight with their shrill-dumb-but-pretty act. Robertson’s name is almost never mentioned publicly on campus. It is as though she never was there.
And what happened to Rocky Young, the Presidential candidate rejected by the SMRRniks? He became the President of Pierce College, where one of SMC’s Trustees works as a professor of sociology. Under Young’s tenure at Pierce, enrollment increased by over 50% making it one of the fastest growing community colleges in California. After five years at Pierce, Young was made Chancellor of the Los Angeles Community Colleges, the largest community college system in the world. He got LACCD off of the Chancellor’s Watch List ending up with an 11% reserve by the time he retired in 2007. He is now a Director of the College Brain Trust, a consulting group providing fiscal and operational advice to all types of colleges. The College Brain Trust also retains Young’s old colleagues, Tom Donner and Randall Lawson, SMC’s Executive Vice President (highest ranking administrator under the President) as consultants.
With Robertson gone, Donner was back in charge as Interim President. But you don’t spend ten years aiding and abetting a wrecking ball in a polyester pants suit without some hubris rubbing off on you and Donner had lost some of his sense of humor about SMC. He had taken to calling himself Dr. Donner inasmuch as a J.D. degree is a Doctor of Jurisprudence degree. Sammis followed suit and so SMC had two lawyers at the helm with the “doctor” appellation, an affectation that would have made Donner laugh at an earlier phase of his career. Now he was faced with a deadline to get the College’s finances straightened out, develop an enrollment recovery plan, and hammer out a shared governance structure acceptable to the perpetually yammering constituencies at SMC.
At least Donner held everyone in contempt. He never hired anyone smarter than he was, so he regarded managers as mindless drones. He had complete contempt for tenured faculty, whom he felt could all be replaced with use-‘em-as-you-need-‘em adjuncts. And classified employees were losers who could only make it to the lowest trophic level of the College. Everyone was just an accounting headache. Donner was getting cranky.
There was a major hitch in reforming the shared governance system at SMC. The Academic Senate, then run by history professor Leslie Kawaguchi and political science professor Richard Tahvildaran-Jesswein wanted the new shared governance scheme to divide power between faculty and management with marginal participation of classified staff and students.
AB1725 established shared governance as part of the Education Code in 1988 by requiring the Board of Governors to adopt regulations setting:
“…minimum standards governing procedures established by governing boards in community college districts to ensure faculty, staff, and students the right to participate effectively in district and college governance, and the opportunity to express their opinions at the campus level and to ensure that their opinions are given every reasonable consideration…”
Prior to AB1725 there were mechanisms by which the Academic Senate participated in various aspects of governing community colleges in regard to curriculum, grading, course offerings, and other elements relating to instruction. But AB1725 brought staff and students into the process of governing community colleges. There are numerous considerations outside of the instructional domain of interest to all the stakeholders in community colleges. Like what kind of food there’s going to be on campus for instance.
Tahvildaran-Jesswein, a relentlessly self-aggrandizing sycophant who looks like a lapsed Krishnoid and talks like a Beverly Hills hairdresser, had a plan for the campus-wide shared governance council (the District Planning and Advisory Council or DPAC) that would “ratify” and then forward the recommendations culled from the various subcommittees (technology, facilities, student services, human resources) to the President of the College. All the constituencies on DPAC (management, faculty, classified staff, students) would vote on what would be recommended to the President. Management would have seven votes. Faculty would have seven votes. Classified staff would have three votes. Students would have three votes.
In other words, either faculty or management could outvote both the classified staff and students combined on any recommendation to be sent to the President. And these were non-binding recommendations to begin with! The President could simply ignore them. Besides what did faculty know about hazardous chemicals on campus, or safety concerns, or interdepartmental clerical glitches, or turnaround time on purchase requisitions, or communication problems between payroll and HR, or response time of work stations in computer labs, or any of a host of work-related issues known only to the classified employees? If management knew about these matters, they certainly had done little to address them.
It is interesting to note that in the recent flap over Tahvildaran-Jesswein’s transparently self-serving exploitation of his students in exchange for academic credit, there is little mention by either the Board or the Academic Senate that he fully intended to marginalize student involvement (through his weighted voting scheme) in the governance of his employer, Santa Monica College, even though they are by far the largest and most impacted of the College’s stakeholders.
Needless to say, Tahvildaran-Jesswein’s lop-sided voting plan did not sit well with classified staff, already disaffected with the College’s increasingly authoritarian bent. When Moore had run the College, anyone who caused problems was vulnerable irrespective of their title. Moore’s political inclination was that managers were there to do his bidding, improve the College, and make him look good. He did not want managers to establish their own power base and he would switch them around if and when he felt like it. Robertson was an unreconstructed class warrior and her class was the ruling class and the ruling class at SMC was Administration and Management. They could do no wrong, as long as they did not incur her displeasure. The peons were eminently expendable.
It was hard enough to get classified staff to volunteer for the participatory governance committees at best. Who wants to make proposals or do research when there is little chance of having any effect? With Tahvildaran-Jesswein’s scheme for “reforming” the system, there was even less potential for having an impact. Classified staff simply did not want to be involved in a shared governance system solely so the College could represent that they were in compliance with AB1725 and they rejected the Tahvildaran-Jesswein handicap.
Oddly enough classified staff had an ally in the Faculty Association (FA). The FA did its level best to stay out of shared governance and solely focus on the contractual negotiation of terms and conditions of faculty employment on campus. As a union, they were not near and dear to the heart of the Administration, frequently at odds with their cohorts in the Academic Senate, and certainly had their differences with management. The FA had actually made sure that Department Chairs, who have the largest impact on their work situation, remained as faculty and did not become management. The FA was okay with the idea of each constituency having an equal vote on DPAC and in the end, after seemingly endless quibbling, each constituency wound up with two votes.
Of course giving management an equal voice along with faculty, staff, and students actually undermines the intent of AB1725 since management is essentially “advising” itself and influencing the advice given by the other constituencies. The whole point of AB1725 is to provide the stakeholders who do not make decisions an opportunity to influence those decisions through recommendations. At SMC, the President appoints the Chair of DPAC, who is always an administrator, and all the subcommittees have administrators in Chair positions, through which they can further manipulate the recommendations. Such is the fear of SMC’s administration of the notion that perhaps faculty, students, and classified staff might recommend a course of action that clashed with their own agenda and the even greater fear that the underlings might be right.
Nevertheless, an agreement on shared governance had been reached and “Dr.” Donner could check that one off his list of WASC requirements to clear accreditation. The Board Policy establishing the District Planning and Advisory Council (DPAC) was adopted in January, 2005. DPAC’s charter was approved in April, 2005—it has since been amended eight times.
But the College had a much bigger problem that could not so easily be solved. SMC had just cut a substantial number of course offerings for the cost savings of the salaries of the adjunct faculty whose contracts had not been renewed. Fewer courses meant fewer students and fewer students meant less revenue. Less revenue meant that the District could not rehire adjunct faculty in order to expand course offerings and recoup enrollment losses. Further erosion of enrollment due to increased competition among community colleges and/or other institutions competing with community college, or due to tuition rise, or economic downturn, could lead to further revenue losses. They called it the death spiral—a positive feedback loop of decline leading to further decline.
Every SMC Board was obsessed with growth. The College “needed” to grow. The State offered financial inducements for growth—“growth money.” And the College wanted it. At least the administrators wanted it since they control the money and more is better. Classified staff salaries were geared to the State’s cost of living adjustment (COLA) which was basically a calculation of inflation. The COLA was passed on to staff and faculty and then the unions negotiated for points over COLA, a negotiation not strictly geared to enrollment levels. During the Robertson administration, the points over COLA disappeared. Then COLA disappeared. By the time the current Board was voted in, classified staff salaries were approximately 14% behind inflation. More students simply meant more work for less money.
In 2004 with enrollment down nearly 20%, the Board was obsessed with recouping enrollment and avoiding the ominous “death spiral.” But how was the College to bring in more students, having cut so many course offerings? And where was the College to recruit new students?
Foreign students and out-of-state students produce far more revenue for a community college than California residents as they are required to pay far higher tuition rates, and much of the money they pay stays with the community college at which they are registered. And SMC had been successfully recruiting foreign students and out-of-state students for decades.
Of course, the Board had cut the College’s innovative Architecture program, which drew in foreign students. The Office Information Systems program, which was essential to foreign students needing to develop keyboarding skills had also been cut. And there were fewer courses in many other areas of instruction of interest to foreign students. There was also the persistent problem of finding housing for the foreign students and the never-ending parking conundrum: increased enrollment decreased availability of parking spaces. Furthermore, other community colleges as well as state universities were competing for those precious foreign student dollars.
On the other hand, where were you to get more local students to boost enrollment? The further you got from the College, the longer the commute and the greater the likelihood that the students were living closer to another community college that offered similar courses, sometimes taught by the same adjunct faculty, who are called “freeway fliers” due to their going from campus to campus to teach their courses.
Watch Out! The Clowns Are Back!
The Bayside District Corporation, a semi-private company that sort
of manages downtown Santa Monica for the City of Santa Monica, spent $60,000 and two years crafting a new “identity” for itself.
Henceforth, downtown Santa Monica will be called Downtown Santa Monica, Inc.
We have always called it downtown Santa Monica, because that’s what it is. In fact, we don’t know anyone who hasn’t called it downtown Santa Monica.
But, according to a story in the Santa Monica Daily Press, ‘“The new name better represents the goals and mission of the corporation,’ said Kathleen Rawson, chief executive officer of the district.”
Of course, it does, because that’s what it is, was and will be. Whoever named it “Bayside” should have been fired on the spot, There was no “Bayside” – ever except in the minds of people with more ego than sense.
But, according to the Daily Press story, “’It’s way more than an identity,’ Rawson said. ‘It’s how it’s perceived, and what its assets are.’
“The process created a focused plan to realign the area with its core goals — to preserve the feel of Santa Monica by ensuring that locals visit the area and create an authentic feel for visitors to enjoy.
“Santa Monica residents visit the downtown area once a week, Rawson said, but the business district wants to see those numbers increase by creating an environment that attracts those that pass by every day.
“The district aims to prevent Downtown from becoming stale by creating a tourist-driven image rather than Santa Monica’s true personality — a mix of high art, hard science and flip flops.”
Who is this woman and what is she talking about?
And just as these marketing geniuses have finally recognized that Downtown Santa Monica is, in fact, downtown Santa Monica, they are unmaking it by piling some major bad projects on.
Hold on to your hats. And flipflops. The clowns are back.
The Santa Monica High School Bands will host the UCLA Brass Ensemble in concert in Barnum Hall on Monday, February 28th, at 7:00 p.m.
The group is led by Pat Sheridan, a world-famous tuba virtuoso, who is
said to be “absolutely hilarious.” The concert is free and everyone is invited.
Free parking will be available in the North Lot (from 4th St., drive east on Olympic, turn right into the alley, and right again into the lot).
Patrick Sheridan is a Lecturer of Music at The UCLA Herb Alpert School of Music, teaches the tuba/euphonium studio at UCLA, coaches other brass instruments in independent study performance courses and conducts the UCLA Brass Ensemble.
He is also one of the most celebrated soloists in his instrument’s history. He has performed more than 3,000 concerts in over 50 countries in venues ranging from the White House to NBA half-time shows to the Hollywood Bowl.
At 20 years of age, Patrick became a member of “The President’s Own” United States Marine Band. During his military service, he thrilled audiences across the United States with his amazing virtuosity and musicianship as one of the band’s primary soloists. Since then, Patrick has gone on to become an incredibly diverse artist. He performs more than 75 concerts annually with orchestras, bands, and chamber ensembles and in recital, and he also performs with the creative collective, The Big Bottom Band.
His wind students occupy principal positions in major international ensembles in Amsterdam, Berlin, Vienna, Rome, Paris, Madrid, Tokyo, Hong Kong, among others. In 2001, he founded The Institute for Performance Success. This ‘peak performance’ training institute is dedicated to bringing fresh and innovative learning environments to performers, teachers, executives, athletes and others seeking ‘peak performance’ in their careers.
With Sam Pilafian, Sheridan is the co-author of the world’s best-selling breathing method for instrumental improvement, “The Breathing Gym.” He is also co-author of the GIA publication, “Leadership Success,” with Dr. Tim Lautzenheiser. Mr. Sheridan is currently on the music faculty at Arizona State University as well as UCLA.
Sheridan also works as a composer and arranger. His music and arrangements have been performed internationally by symphony orchestras, concert bands, marching bands, jazz bands and drum corps. Most recently his music was performed by the US Army Band and at the American Bandmasters Association’s national convention.
He also co-composed with Sam Pilafian a new piece for tuba and wind band, The Strait of Hormuz, which he premiered at the 62nd Annual Midwest Clinics in December 2008. They are also working on a double concerto for Joe Alessi and Wycliffe Gordon to be premiered at the CBDNA National Conference in 2011 by the University of New Mexico’s Wind Symphony with Eric Rombach-Kendall conducting. Patrick’s music, arrangements, CDs, DVDs, and books are published by Focus on Music, GIA Publications, De Haske Music, Mythen Hollanda and Dillon Music Publishing.
Mr. Sheridan has over 20 years’ experience in the music industry as a design consultant. Instruments influenced by his designs are played in hundreds of professional orchestras, military bands and chamber ensembles around the world. Thousands of university, high school, middle school and elementary school students play on instruments in which he has been involved in the design process. He currently works as a design consultant for Jupiter Band Instruments, Inc.
He was also a part of the design team responsible for Jupiter’s Quantum Marching Project which introduced five new marching brass models in 2008. Ensembles competing in Drum Corps International and Bands of America as well as collegiate marching bands around the United States are using these instruments with great success. He is currently working on a new line of Jupiter professional brass to be introduced in 2009. Patrick is also an Artist and Educational Ambassador for Jupiter.
He is a member of ASCAP, an Honorary Member of Kappa Kappa Psi and a Trustee of The International Music Camp. He holds a Master of Business Administration degree with an emphasis in finance and marketing from the University of Michigan.