[Please see my comments after the section on Chet Gladchuk’s presentation, pages 5 & 6, below. Mike Novak, President, USNA Class of 1970]

On November 7, 2012 the Council of Class Presidents (COCP) gathered in the Bo Coppedge Room to conduct the fall meeting. There were 54 class presidents in attendance.

Administrative Remarks:

Without objection from the COCP, the previous minutes, spring 2012, were unanimously approved. New elected class presidents were welcomed as ADM Mustin read their names in front of the audience.

Herein is the list of incoming and outgoing Class Presidents:

Summary of ADM Mustin Prepared Remarks

  1. Fellow Class Presidents,

    1. Chair has unambiguous final approval of Charter changes in the current Charter Section 2.4.2 as written, approved by the Council and promulgated by Frank Donovan only two short years ago. Importantly, this authority remains unchanged in the two versions of the Charter changes that are at issue.

    2. As I’m sure you’ve all seen in collegial organizations, fundamental disagreements usually end up with three options: 1 and 3 are too hard. 2 is a compromise acceptable to both 1 and 3.Roots of this decision modality go back to antiquity (3 Bears; too hot, too cold, just right.)

  2. We have 78 members. Only 18 responded to Chair’s request. 5 pro Chair 13 pro GovCom (10 from 70s group, with yet a different set of proposed changes.) None came close to numbers required for Charter change.

    1. In our classic too-hot-too cold- just right case we have on one hand a hard over change proposal that essentially turns the Chair into a rubber stamp. On the other hand, an equally hard over proposal that vastly expands the Chair’s authority. In the middle we have a Charter that was acceptable to Alcon only two short years ago and was signed into COCP law and duly promulgated.

    2. Lack of response tells me that more than three quarters of our Council don’t feel strongly enough about either set of proposed Charter changes to support them by vote. I conclude that constitutes overwhelming preference for present Charter.

    3. As noted, Section 2.4.2 remains unchallenged in the two change proposals at issue. The present Charter is not perfect, but it has served us adequately. Old Russian proverb: “Better is the deadly enemy of good enough.”

  3. As a subset of the above, Charter Section 3 and para 6 of Issue Paper Procedures give Chair unambiguous authority to develop procedures for Papers and to take final and appropriate action on them.

  4. My Modus Operandi is straightforward. In matters that are before the COCP I will never take an action that is not in compliance with the Chair’s formally approved responsibilities. I’m flexible. I’ll always solicit the Council’s inputs, although I’ll not always agree with all of them. Among other things, that’s why we’ve restructured the meeting formats as you requested so that Alcon can see which of the many issues on our plate the members want to approve. If for whatever reason the membership does not support a new initiative we’ll cancel the initiative.

  5. In sum, here are Chair’s final decisions.

    1. After due consideration, IAW Charter the Chair , with tacit support of more than three quarters of the Council, disapproves all of the proposed Charter changes and reaffirms the present Charter as written, approved, an promulgated.

    2. This divisive debate is over. Chair will not consider either Charter changes or previously rejected Issue Papers again unless smoking guns so dictate.

    3. No need or time for questions and answers on these dead issues today. We’ve allocated a large chunk of time at this meeting to address new initiatives in our search to find better ways for the Council to support our Alma Mater and the Brigade. We have not done enough in the last fourteen years to capitalize on our remarkable array of talent.

DECADE BREAKOUT MEETINGS: During these meetings the various decade representatives meet on the first deck of Alumni Hall. On 7NOV12, these decade groups met for 60 min and reviewed the following topics. Each COCP decade group was asked to discuss the following 4 Issues from Revitalization Plan.

  1. Mission and Objectives of COCP
  2. Prioritize items for Sharing ideas and “Best Practices”
  3. Prioritize desired speakers for meetings
  4. Proposed Decedent Affairs involvement by COCP (See read-ahead)
    (See Appendix A: “Revitalization Action Plan - The New COCP” by George Mushalko ’56-Sent 22 August 2012)

1930s-40s, Victor Delano ‘41: This decade group disagrees with the veto power suggested by ADM Mustin’s presentation. The ADM is on many governance bodies where he has great authority. There was also concern about the voting procedures those not in attendance should not have a vote in the affirmative. This goes against other procedures Victor Delano feels is precedent in similar organization bodies. The entire matter should be returned to the governance committee to examine what the Chairman wants to do for further conversation. Overall, the 1930s-40s believe the COCP is operating well but there may be need to revitalize the governance and planning committees to improve the effectiveness. The COCP must make an effort to maintain the Class President Handbook. Keep the handbook updated and use it effectively.

1950s, ADM Mustin ’55: There is a need to improve the COCP website so there is improved inter-class communication. Could we solicit and get a volunteer to manage this effort? If we don’t volunteer, how do we manage something like this? There was a debate to hire someone. Overall, there is a need for better communication.

1960s, ADM Smith ’61: He outlined the importance of 60s representing all alumni, both members and non-members of the Alumni Association. ADM Smith commented that the decade break-outs are important. There needs to be an increase in communication and sharing of ideas. He mentioned the importance of deceased and having lessons shared with other class leadership. They want to continually hear from the most authoritative voices form the Academy (not Washington, DC). We want to support our constituents; we want to know the hot subjects at the academy and how they are teaching. Share information on decedent affairs but do not be prescriptive.

1970s, Glen Woods ’78: 70s feels the mission and objectives is acceptable. They strongly value the break-out sessions. The best practices that are out there are not shared well enough. How do we better get the information down so people are more successful in the future? Incorporation processes are important and can be shared with younger classes. Communications with deceased families and notification procedures is important. These lessons should be better formalized. The COCP could improve the mentoring and indoctrination of the classes. Speakers interest is consistent with 60s decade. The 70s decade seeks improved understanding of programs that are successful on the yard and receive alumni support.

1980s, Ingar Grev ‘89: The most important discussion point was communications. There was a great deal of linkage with the agenda items proposed, and they are all tied with having good connections and messaging through the classes. The 80s have agreement that Superintendent, Commandant, and Dean are the priority because we receive more communication from the Alumni Association. Having midshipmen and faculty speak about what is going on at the school is very important to the 90s. It is important for reunion planning is critical for what we do for the alumni and the school. Having the decade breakout is so important. Updating, sharing, and leveraging best practices is very important.

1990s and 2000s, Joe Moreno ‘93: Leave the charter as is because it was recently reviewed and approved. Having the big three present at the COCP is important so we get the most recent updates on USNA. Suggestions were made to have questions sent in before the speaker and spend the time not doing a PPT talk, but simply having a question/answer session. Keeping the Class Handbook updated is important. Success stories and lessons learned are very important. Non-profits should feel welcome to attend and speak.

Communications Committee Presentation on “Horizontal Communications” - Ingar Grev '89

Microsoft Office 365 for Education Explanation and Review: Ingar provided an explanation of the new communication platform for the COCP - “Microsoft Office 365 for Education.” He explained the platform and how it would improve our ability to communicate as an organization. Details and the mechanics of this process are important and can be learned with the help of Alumni Association IT assistance; however, he noted the program was quite intuitive. The COCP will also serve as a test community for Microsoft Office 365 for Education since the Alumni Association will be replacing existing classmail with this platform. The entire COCP body is encouraged to use this email system for six months and provide feedback.

Video Conferencing

Fuzemeeting is available by reserving through the Alumni Association. Can dial-in or Skype and have a webinar. Reservations at [email protected]. This is a resource to the Naval Academy Alumni leadership.

Document Sharing and Website

The Document Sharing functionality and website are still under review. Having a searchable document archive is important. This is needed for issue papers, for COCP awareness and organizational effectiveness. Archiving must improve, we need to ensure there is document usage to save and search.

Questions for Look-up:

Foundation Support of Navy Athletics, RADM Thomas Lynch ‘64

Summary of the Athletic Scholarship Program. Explaining how the money from the Foundation is going to NAAA, NAPS, and USNA (Club, Intramural, awards, etc.). Athletic Excellence Fund: Scholar Athletes bring into the academy. “Friends of Navy Athletics” is growing and that supports retaining talent in the athletic ranks, especially coaches. There are opportunities for many people to bequeath money. This was an exceptional presentation and helped the COCP leaders understand the positive impact of the Foundation on USNA.

In the Shadow of Greatness, USNA 2002 and LCDR Josh Welle, USN

LCDR Welle provided an explanation on how the book was created and why it is important to the Navy and Marine Corps. The presentation was 30min and there were several questions about the importance of the book for USNA, USN, and USMC. The book is non-profit: All author profits from In the Shadow of Greatness go to the U.S. Naval Academy Class of 2002, Inc., a 501(c)(3) (status pending) organization set up exclusively for charitable purposes that support education, training, and excellence within the Navy, Marine Corps, and veteran communities. The authors and editors are not profiting from their participation in the book.

Navy Athletics Update, Chet Gladchuk

Chet talked about sustaining success and the importance of not “falling asleep at the switch.” USNA is very successful to date and we must continue that. There are several efforts to renovate the stadium and key infrastructures to support Navy athletics. Several projects to look forward to are: stadium seating,

[Comments from Mike Novak, President, USNA Class of 1970: The text covering Chet Gladchuck’s presentation, above, is incomplete. In particular, I asked Chet about the current uncertainty of the 2015 football schedule. Our 45th Reunion is scheduled for the last weekend of September, 2015, when a home game against SMU was scheduled. With Navy’s joining of the Big East Conference, that game is in all likelihood not going to occur, and there may not even be a home game on that weekend. We have already reserved a hotel for that weekend; and if we need to reschedule our Reunion, we need to know that as soon as possible. When will we know the schedule? Chet said that the schedule would not be firm for some time. (VADM Mustin told me that Chet had told him that the 2015 schedule may not be firm until 18 months prior to the beginning of the season.) Chet then said that the Conference would allow him to select one or two weekends that would be reserved for home games. He added that he would “probably” know “soon” which weekend(s) would be reserved for home games, and that he would let us know. I tried to tie him down on when he would know, and all he would sway was, “Soon.”]

AA Board of Trustees Chairman’s Presentation Chanel
ADM Robert Natter ’67, Hank Sanford, Bill O’Connor, Skid Heyworth

Skid Heyworth walked through the 2020 Strategic Plan for the Naval Academy, “For All the Right Reasons”.

Hank Sanford: Explained the nature of the financial situation and where the AA is focused. The Naval Academy wants to take the lead in developing these efforts.

Bill O’Connor: Talks about the campaign vision and the operationalized effort. The campaign will then require leadership. Exemplary leadership will be needed to be successful. From 1998-2002, the Alumni Association accomplished so very much. By 2005, you could see the success of the efforts. The Center for Academy Excellence and other initiatives will make the school more successful.

He walked through each strategic initiative for the COCP. Having unrestrictive gifts is very important. There is great success with the “First Gift Program”. The COCP is leaders of leaders and there is expectation that the classes will continue to be generous.

ADM Natter: Plan 2020 is in progress and moving along well. The object is participation. It is not so important of how much you give, it is important to participate. ADM commented it is important for the COCP to increase participation; it is not about “how much, it’s about how many.” It is important to have the financial security of their employees. Communication is very important. We need to be on the same sheet of music and focus on participation.

Discussion

ADM Miller Presentation

COCP advocacy is very important to the Naval Academy outreach. The Superintendent said “thank you” for your participation and support to the school. There was a discussion about Persistence and Resilience through the experiences of Brad Snyder, Class of 2006. Those interested in NAVY SEALS and other challenges is focused on mental fortitude. Midshipmen are receiving the most focused and intensive ethical leadership experience. There is now a mandatory cyber security course. He talked in detail about the importance of Forrestal Lectures and bringing in talent and inspiring speakers. Success is measurable in the admissions process; it is due to the high acceptance rate of those who are given an appointment. The athletic excellence is equally important to the academic and professional development. Teaching people to be winners is very important to the institution. The Academy is passionate about recruiting talented men and women from diverse backgrounds. He discussed the importance of physical repair in Lejeune Hall, Mahan Hall, and other key areas of the yard. Throughout, he stressed the differences between USNA and civilian liberal arts colleges and universities, in which we are included for accounting convenience as a liberal arts institution in many surveys. He pointed out that we remain essentially an engineering institution with major emphasis on professional military subjects in the areas of moral, mental and physical preparation for a military career.>

Questions & Discussion

New Business

Admiral Mustin called for volunteers to replace LCDR Josh Welle as secretary. Josh Welle has great orders, sadly for the COCP, to an XO/CO tour on the West Coast. Therefore, we need a new secretary. This is a great opportunity for a relatively junior officer to see the spectrum of Alumni leaders from the 30s through 2012 in action up close and personal.
Qualifications:

Next COCP meeting is to be held on 25 March 2013. All COCP members were reminded to review minutes and pay close attention to read-ahead material for future meetings.

ADM Mustin reminded all that the Agenda had a note asking that Decade Reps prepare written recommendations for action on items discussed at the Decade Representatives event and submit electronically in 30 days. That date is 7 December 2012.

Meeting was adjourned at approximately 1500, 7NOV12.

Appendix A, Submitted 22AUG12:
REVITALIZATION ACTION PLAN—THE NEW COCP

  1. Reexamine the mission, goals, and objectives of the organization and need for change.
    • Why was it formed?
    • Has the mission/objectives changed?
    • What accomplished (for COCP members, USNA, Alumni Assn., Athletic Assn., etc.) and where fell short
    • Results of COCP membership on the Board of Trustees? Benefit to COCP members? To BOT?
    • Objectives now poorly stated, need to be re-examined and correctly stated
    • Is the COCP rightly organized for its goals and its relationship to organizations above?
      (SEE SECTION I OF THE ATTACHMENT FOR EXPANSION ON THIS SECTION—ALSO RELATED SECTION IV OF THE ATTACHMENT)
  2. PROMOTE AND ENHANCE THE INTERACTION AND SHARING OF IDEAS AND BEST PRACTICES OF CLASSES TO A SIGNIFICANT AND MAJOR PART OF COCP OPERATIONS AND MEETINGS
    • To include activities, organization, communications/interaction within class, and externally with Alumni Assn., USNA, other classes, widow involvement and inclusion, administration (exec cmtee, company reps, finance, constitution and by-laws, division of responsibilities, meetings,)
    • Include at least 2 or 3 agenda items at each COCP meeting each item covered by up to three classes (old, mid, recent 20 years). Secretary document each item briefed for inclusion in a “President’s Guide to Sound Administrative Practices” OR an added section to a revised President’s Handbook. Have some coverage/review of reunions at each fall meeting to benefit classes reunion planning in the early stages (as a minimum walk thru reunion handbook with attendees as a catalyst for commenting and adding own experiences)
  3. ESTABLISH CRITERIA AND DEVELOP LISTS OF FEATURE, SPECIAL, AND ENHANCEMENT SPEAKERS
    • FEATURE SPEAKERS:
      • Criteria: Those having high and/or influential positions on current operations and the future direction and plans for the Naval Academy or Alumni Association or Athletic Association
      • Who: As a minimum the Superintendent, Commandant, Director of Athletics, President of Alumni Association, Foundation Director, Academic Dean, Director of Admissions
      • Frequency: Perhaps every other COCP meeting for most (Supe, CEO Alumni Assn., Athletic Director, etc.)
      • Construct a complete list for Planning Committee use and keep current by adding or deleting names over time
      • At least two on each meeting agenda
    • SPECIAL SPEAKERS:
      • Criteria: Topics that relate to the Naval Academy but can be briefed at a lower level and more specific in nature that directly help class presidents managing classes
      • Who: Examples: USNA Architect on new and planned refurbished facilities and correlate with Supe’s Strategic Plan; Foundation on annual plan, class gifting projects underway and planned, and the emergent capital campaign (and how Class Presidents fit in); Alumni Assn. reunion coordinator on two way flow and how she can help; Reflections on the DGA by AA Administrator and winning classes
      • Frequency: TBD but at least one per meeting
      • Construct a complete list for Planning Committee and keep current by adding or deleting names over time
    • ENHANCEMENT SPEAKERS:
      • Criteria: Broaden our knowledge on various related topics and areas of benefit to Class Leaders
      • Who: Examples: Navy budget office tracking the USNA budget (could be resp person on Supe’s Staff). Deputy Commandant, MIDN life today—liberty/weekends, daily schedule, class/study schedule, summer activities, parades, noon meal formations, Sat AM professional development, etc.; Academic Dept. speakers like on Middle East, China, cyber warfare, economic outlook; US Naval Institute (purpose, mbshp benefits, view of today’s Navy from articles published, etc.; review of Naval Academy, Athletic Ass’, and Alumni Assn. organizations and operation and our entry points/contacts for help/questions.
      • Frequency: TBD but at least one in each meeting
      • Construct a complete list for Planning Committee and keep current by adding or deleting names over time
  4. EXAMINE COCP ORGANIZATION TO MEET TODAY’S NEEDS AS COCP HAS EVOLVED
    • Originally mirrored the BOT Organization with a BOT focus. Valid Today?
    • Examine committee structure relevance and usefulness today?
    • Review purpose, accomplishments over last year and plans for next year
    • Membership (In what and what do?), (2) Governance (meaning, of what, purpose, results and plans, (3) Communications (what covers, accomplishments and plans), (4) Planning Committee (how’s it done on agendas, future direction of COCP, right composition of idea folks in membership changes). Establish requirement for each committee to cover both results of last six months and plans for the next six months at each meeting and discuss need to continue the committee (since committee structure mirrored after BOT but functions of COCP and BOT/AA not parallel).
    • Explore need to establish new committees to meet today’s needs and abolish/subsume old Committees that have outlived their usefulness. Two examples of new committees:
    • Documentation/Handbook Committee: As done now Handbooks, Guides, etc. are done by ad hoc teams which are quickly disbanded, leaving no one in charge to manage, update, and keep handbooks visible to COCP members. As a result, are neglected and lose visibility and usefulness. Existing handbooks need critical review to make more useful and current.
    • Reunions and Best Practices/Innovations Committee: Review various approaches and options for reunions by classes (point out differences of old, mid, and new classes also). Work closely with the Alumni Assn. Reunion Coordinator in building a data base. Research all classes for sound and attractive approaches to various elements of class management like web sites, communications, organization, widows, etc. Be responsible for creating and maintaining the new handbook covering this area.
    • Review role of decade’s groups and decade leaders
    • Purpose/”job description”, surface specific issues of import to the classes like XXXX,
    • Assure these get before the entire COCP body with recommendations where feasible o Input to revitalization and other such future projects
    • BOT role—benefits to COCP and classes, specific accomplishments, feedback to COCP o Develop agenda for breakout sessions and send out with COCP meeting Agenda
    • Review role and relationships of COCP to the Alumni Assn., Academy, Athletic Assn., Foundation, etc. o What we want, what we can do for them,
    • Provide guidance for presenters where we would like certain areas covered and provide feedback to speakers (written or Chair summarize at end of talk)
    • Review role, size, accomplishments and need for an Executive Committee in the new COCP
  5. AGENDA DEVELOPMENT GUIDE/FORMAT
    • Primary/only opportunity for information and idea/best practices sharing
    • Establish number of feature, special, and enhancement speakers for each meeting
    • Develop/maintain list of speakers (canvass membership by showing list periodically at meetings
    • Establish number of class idea/best practices; presentations for each meeting and develop and maintain list (solicit areas of concern/interest to members)
    • Be open to adding areas of topical and pop-up areas of interest and concern to the group
    • Like briefing by the Newport Strategic Planning Group from ADM Jimmy Hogg (Ret.), Director or CNO’s Strategic advisory group.
    • Make better use of sponsors at meetings—ignored (rude) by having speak over lunch during table talk (which is great for exchanging ideas and meeting new people)
    • Have a spot on the agenda where one COCP person describes each business and contact individual—best at the beginning of the day
    • Avoid “gap fillers” with no or little interest or benefit to the group like midshipmen projects, class gifting projects, midshipmen foreign immersion tours
    • Substitute overview and purpose of agenda, action items from the last meeting and status and COCP direction and introduction of corporate sponsors for administrivia such as new Presidents, approval of minutes (which no one remembers anyway), etc.
    • Have a recap at end of the meeting with summary of the day and action items for the next meeting
  6. REVIEW HANDBOOKS, UPDATE/IMPROVE, FEEDBACK ON USE
    • Examine need for additional handbooks
    • Develop other documentation (e.g. reunion data, widow’s action akin to ‘48’sguide),
    • Provide hard copy of each handbook to membership—perhaps just front end with details then available on the COCP website
    • Hard look at COCP web site for usefulness and ease of use
    • ALL HANDBOOKS TO HAVE main/highlights section with expansion in attachments (aka Class Gifting Handbook)
  7. REVIEW AND SOLICIT COMMENTS ON ACTION PLAN AND “NEW COCP”
    • Provide Read ahead in advance of the fall 2012 COCP meeting
    • Set aside adequate time at fall 2012 meeting for critique, suggestions for improvement, additions, To include: suggest additional meeting agenda items, best practices/ideas, speakers, etc.
    • Critique on revised goals /objectives of COCP and organizational issues/changes
    • Need to define relationship (give. take) to Alum Assoc, Athletic Assoc, BOT, Academy
    • Obtain volunteers to help implement the plan
    • Consider Quick Look (staccato format) for minutes in place of the current detailed format and thus avoid the long delays. Prepared and e-mailed within 1 week of the meeting.

NOTE: THIS SECTION PROVIDES THE OVERALL SCOPE OF THE PLAN. THE ATTACHMENT PROVIDES THE DETAILS FOR IMPLEMENTATION BY EXPANDING ON EACH OF THESE SECTIONS. THE ATTACHMENT WILL BE AVAILABLE AT COCP WEBSITE.

Updated: September 30, 2018
Curator: Ed Moore