University Business - November 2006 - (Page 59)

fidence allows her to embrace the good ideas that bubble up from her staff, that her generosity of spirit allows her to share credit for the college's success. Staff members with an affinity for hard work thrived. She took a chance on me when I was relatively young, Serrata says. She has allowed me to grow with the institution. Others burned out. She pushed her staff so hard that I thought some of them would break, says Mike Perez, city manager for McAllen and a member of the committee that interviewed presi- dential candidates, including Reed. She was relentless. Reed concedes that the work simply wore some people out. But Reed is quick to share credit for the college's success with her staff. she doesn't possess the demeanor of a drill sergeant. Wedded to her tenacity and resilience is an easygoing manner that disarms people. Vacant structures became STC's She's so down to earth, you think you're talking to a fourth-grade first buildings; the joke at the time teacher, Perez says. She's got about an inch of softness around her before you hit the steel. Don't be fooled by her high voice and her was that the president goes to ga- bubbly personality. The woman is tenacious and tough. rage sales and buys the garages. The College of Choice The president's commitment to South Texas College and its stu- It worked. Voters endorsed the college, created a tax district, and dents is informed by her own experience. Her life took a dramatic floated a $20 million bond issue to construct the first buildings. In upward turn when she enrolled in community college, she says. 2001, Reed went on the campaign trail again and convinced voters Reed is determined to provide that same chance for learning to the to pass a $98 million bond referendum for the college. people of Starr and Hidalgo counties. I know what it meant to Few people could understand her vision when she was first hired, me, she says. Everyone should have the same opportunity. says Leila Salinas, coordinator of the college's instructional resources In STC's early years, the institution billed itself as The People's lab. She really could see things that other people could not see. College. A logo depicted people reaching upward, a symbol of how STC would give everyone an opportunity to be an equal partici- Devising a Business Plan pant in society, Reed says. The battle cry was, `Go to college and Reed likens the creation of a college to the launch of a company. earn a living wage so that you can provide for your family.' It's just like starting a business, she says. Where are we going to The college has been a transformative force. Since its opening, locate? How do we market it? How do we price the product? the Starr County unemployment rate has declined from 40 percent Initially, the college held classes in any unoccupied space ad- to about 13 percent. In Hidalgo, unemployment has fallen from 24 ministrators could find, including church basements, police sta- percent to 7 percent. The consensus opinion in this corner of the tions, a converted laundromat, and vacant buildings, recalls Reed, state is that Shirley Reed and her college have been a critical factor who bought up surplus portable buildings that had been used as in the region's rising economic fortunes. food-stamp distribution centers. The joke at the time was that the Today, STC bills itself as The College of Choice. Its leaders president goes to garage sales and buys the garages, she says. routinely collaborate with employers to train workers in the right By all accounts, Reed has acquitted herself with gusto putting skills. They strive, as well, to prepare students for advanced academic in 12- to 14-hour days, seven days a week, for the first five years. endeavors, including the pursuit of four-year and advanced degrees. She is aggressive. She is enthusiastic. She is organized, Gurwitz Across constituencies, Reed has pushed to make the college user- says. You know when she asks you to do something that she's ready friendly. She has an outstanding perception of what students would to stay with you and work side by side to get it done. like to see and what their needs are and what we can do to fulfill Early in her tenure, Reed realized she needed a crackerjack staff those. She knows that it's not easy when you have too many respon- but couldn't afford to hire established top-shelf talent. She would sibilities, family and work and school, Salinas says. I think she re- have to grow her own. She assembled her staff by giving opportu- ally gets her fulfillment from knowing that what she does matters nities to inexperienced people in whom she saw leadership poten- and that it will make a difference to a lot of people who need it. tial. If they performed well, she gave them more. She told us that The secret of her success? Reed says there is none: Quite frankly, the college was like a train that was starting to move and that if we the road map was very clear. It was simply a case of one hurdle at a were not ready, we would not be able to keep up, Salinas says. time, one partnership at a time, one coalition at a time. Little by little, she created a team. Subordinates say Reed's con- universitybusiness.com November 2006 | 59 Stars.indd 59 10/24/06 10:38:45 AM http://www.universitybusiness.com

Table of Contents for the Digital Edition of University Business - November 2006

Table of Contents
College Index
Company Index
Advisory Board
Editor's Note
Stats Watch
People Watch
Sense of Place
Viewpoint
Marketing
Human Resources
Money Matters
Community Colleges
Wireless: The "n" is Near
TECH Central
Rising Stars
Coming Back from Katrina
Business Technology
What's New
Calendar of Events
Direct Connect
End Note

University Business - November 2006