Corrections or additions?
These articles by Kathy Spring were prepared for the September 10,
2003 issue of U.S. 1 Newspaper. All rights reserved.
Red Cross Disaster Training: Ivan Walks
<B>Dr. Ivan Walks, who headed the District of
health department during the incomparably horrible September of 2001,
is not a big fan of duct tape as a disaster preparedness tool. But,
interestingly, while he chuckles over the tape solution, Walks, who
now heads up his own disaster preparedness consulting firm, says 1950s
bomb drills, which had children crouching under desks to save
from radiation, were a pretty good idea.
Walks, a smart, funny man whose common sense view of disaster
is uncommonly calming, gives the keynote address at the Red Cross’s
"Disaster Preparedness and Business Continuity Conference"
on Wednesday, September 17, at 8:15 a.m. at the Westin hotel in
Village. The cost for the event, which also features a number of other
speakers, is $175.
"I grew up in Southern California," says Walks. In that part
of the country, disasters — most commonly in the form of
but also mud slides, rock slides, and wild fires — are common.
He, therefore, became familiar with disaster preparedness as a young
"On the first day of school, we all brought a shoe box," he
recounts. "We put in our favorite non-perishable food —
were big — and a sealed letter from mom or dad." In the
he says, parents would write something like "`Ivan, I know
is happening. We’ll come and get you as soon as we can. Don’t
The boxes were piled into a corner, where they were on full view all
year, but the children rarely gave them a thought. That, says Walks,
is how disaster preparedness should work. A specific, concrete plan
should be in place, everyone should know about it, but it should not
cast a dark shadow.
Walks’ father, a Presbyterian minister, and his mother, a school
made education and social responsibility the twin pillars of family
life. "My father had a small church," Walks recalls, "but
he had day care, Head Start, a jobs program, and a health clinic."
Walks, who emigrated from Guyana with his parents as a young child,
is one of seven siblings — "we all have college degrees,"
he says. Surrounded by family in his early years, Walks has kept up
the tradition. In fact, the large, extended family in which he now
lives was, in a sense, started by his mother. "She introduced
my wife and me," he recounts. "She said `I met this girl,
and you have to meet her.’"
It turns out that his mother and his wife, Dawn Walks, a consultant
who holds a Ph.D. in education policy, attended the same private
in Georgetown, Guyana. Every few years, reunions are held for all
students, no matter what their year of graduation. The two women met
at a reunion, and Walks’ mother decided then and there that Dawn would
be the perfect wife for her son.
"My parents have been married forever," says Walks. "My
dad told me, `I always wanted a woman who loved me, but didn’t need
me.’" His father found those qualities in his mother, and says
Walks, his mother saw them in Dawn. The two now live outside of
D.C. Their household includes their three children, Dawn’s parents,
and the two children of her brother, who recently died of cancer.
Walks’ oldest daughter is in medical school at UCLA, where he
his own advanced medical training. He earned his M.D. from the
of California at Davis. And where did he earn his bachelor’s degree?
"I didn’t," says Walks, as he launches into a story.
"When I was being considered for the job with the District of
Columbia," he says, "my interviewer discovered that I didn’t
have a bachelor’s degree." Excited to have uncovered a potential
scandal, the interviewer called his medical school with the news.
"She got the dean on the phone," Walks recounts. "He said
`only the brightest and the best are admitted without a degree.’"
It is a mark of Walks’ confidence, and of his charm, that he tells
the story with humor, but without a trace of arrogance.
Walks indeed landed the job as the chief health officer of the
and as director of its Department of Health. Despite being a fan of
Tom Clancy books, one of which, he says, has a plot eerily similar
to the events of September 11, Walks could not have known that he
was accepting a normally low-profile job at a time when unprecedented
disasters were just around the corner.
The first was the crash of a terrorist-piloted plane into the
Like so many other people, Walks was personally touched by the
"I had a good friend on that plane," he says. Unlike most
other people, Walks had to protect the physical well-being of the
residents of the District.
"On September 11, I was at work in the same building as the
of the D.C. school board," he says. "It was chaotic. We didn’t
have a lot of direction." One decision he did help to make was
to keep the schools open. In a way, the reasoning for this decision
went back to his shoe box days in disaster-prone California. "It’s
really much better that the schools stay open," he says. "It
was a key decision."
Keeping the children in school helped to reduce the gridlock that
would have been caused by parents rushing to school buildings. It
also allowed parents who were needed at work to stay there, and to
concentrate on the many vital tasks at hand with at least some peace
of mind as regards their children’s whereabouts and safety.
The District got through September 11, but was soon knocked down by
an even sneakier sneak attack — and a much more nebulous one —
when anthrax made a high-profile appearance on Capitol Hill, and a
low-profile, deadly appearance in the area’s main post office.
Walks says he and his department did some things right in that
but also made some mistakes, and that the mistakes had lethal
On September 24, Walks sent official memos to hospitals in and all
around the District describing the symptoms of anthrax, small pox,
and e-bola, the type of diseases that he thought terrorists might
try to spread. He asked that the hospitals call his office if anyone
with suspicious symptoms arrived at their doors.
"The first verified case in the D.C. area was in Virginia,"
Walks says. "The hospital called us because we had asked them
to." His conclusion: It’s vital to be proactive.
At the same time, Walks freely faults himself for
the danger to the District’s postal workers.
Before anthrax arrived in Washington, D.C., it had struck at a tabloid
newspaper in Florida. There, a journalist opened an envelope
the substance, became ill, and died. But there had been no reports
of illness among the postal workers who must have handled the letter.
"It was a case where we knew too much," says Walks. "You
can know too little, but you can also know too much." Using the
Florida incident as a model, health officials in Washington, D.C.,
rushed to screen, protect, and treat anyone who might have been nearby
when one of the letters sent to Capitol Hill were opened.
The subsequent scramble to protect the powerful, and their staffs,
received no end of media attention. Meanwhile, postal workers were
largely ignored. When several became ill, and two died, the situation
quickly became ugly.
"It broke down along race lines," says Walks. "Race and
class." There was an assumption that Congressmen were treated
aggressively — probably too aggressively — while the largely
black, relatively poorly paid postal workers were given short shrift.
Because of their race and class, their lives were less important.
Walks disputes that line of thinking, but does not duck
"You get stuck thinking you know more than you know," he says.
"No one thought the post office workers were at risk. When they
began to get ill, then everybody looked really stupid." Walks
includes himself in "everybody."
"I said `You idiot! You’re a scientist. You know spores are
than the envelope.’"
In meetings with letter carriers, Walks assured them that "it
wasn’t that you guys were dismissed because of race. No one knew."
Further, he let the postal workers know that their postmaster, a
white man, had been in the back room at the Brentwood facility, the
site of greatest contamination, after it was known that the
letters had passed through there.
"It was a big mistake, but in hindsight, who knew?" says
The challenge now, he says, is to assess what can be done differently
in the future. That, in essence, is the business of his company,
Ivan Walks and Associates (www.ivanwalks.com). Major clients
computer giant Oracle and E-Team, a prominent crisis management
company. Walks works with clients and lectures and writes on the
of how to prepare for crises of all sorts. His down-to-earth advice
appearances on all the major morning talk shows, evening news
and late-night comedy programs, Walks attended a microbiology
"All of the participants were given stuffed ducks," he
"They had all been wrapped up in duct tape." The props were
an introduction to a talk on "What do you do now that your duck
"I like Tom Ridge," says Walks, referring to the Homeland
Security chief, the man who first floated the idea of duct tape as
a first line of defense in case of attack. But he doesn’t think much
of instructing an anxious nation to run out and buy fat rolls of
Neither is he impressed by color-coded warnings that an unnamed
could soon happen somewhere.
<B>Create a plan. Here is where the Cold War era
civil defense drills come in. Boomers like to laugh at the drills
that had them diving under their school desks to practice readiness
for nuclear attack, but Walks says the drills were not as crazy as
they now look. No, a half-inch-thick wooden desk top would not keep
out radiation, but getting kids under them, in his opinion, could
In a crisis, any crisis, he explains, you do not want people running
all over the place. You want them where they are not in the way —
not hindering rescue efforts. And you want them where they can easily
be accounted for, and led on to the next step.
Children who had been drilled in both the desk diving routine and
in how to line up for a fire drill were children who could easily
have been led to safety, if not in a direct nuclear attack, then in
far more common crises, such as hurricanes, fires, or attacks by a
is true for adults. Groups of employees who practice an evacuation
routine are more likely to be able to help one another get to safety.
Besides, says Walks, just being able to swing into action, just having
assigned tasks to carry out in case of a disaster, creates calm in
on their plates, employers are now being asked to be the first line
of protection for the entire community. Many, says Walks, are taking
their responsibility seriously. Ways employers of any size can make
a difference include encouraging their workers to prepare a crisis
plan for their families and helping workers to draw up alternative
ways to get home if mass transit is down or roads are closed.
While employers are helping their employees, they are also helping
themselves. Workers who know that they can get in touch with family
members quickly in an emergency, and have a pre-designated place to
meet them, are more likely to be able to keep their minds on widgets
and budgets in uncertain times.
are looking throughout their facilities for a room that could house
their employees in case of an emergency. The ideal room, he says,
would be a large one with no windows in an interior space. Once
the room should be stocked with water, non-perishable food, and
communications devices, perhaps including a computer, a radio, and
don’t know where it is, or how to get to it. Identify calm,
employees and give each one responsibility for accounting for
on their floor, or even those on one section of a large floor, and
leading them to the safe room, or through an evacuation procedure.
health department, Walks found that fully 40,000 of the District’s
school children had not received their immunizations. He launched
a publicity campaign aimed at getting that number down to zero. Using
print and broadcast media, he informed parents that it was "No
shots, No school." By the time that he left office there were
just four children who had not yet received all of their vaccinations.
To his mind, this program was disaster preparedness, and very possibly
the best kind of disaster preparedness. "What if some really vile
terrorist decided to make the children sick?" he asks. So many
unvaccinated youngsters would make a city an easy target. And once
the children were sick, the parents would become ineffective workers.
"I have an eight-year-old and a four-year-old," he says.
they’re sick, I either don’t come to work, or can’t concentrate at
work." Multiplied across the workforce, the effect of such an
attack could be devastating on a number of levels, including business
continuity, an area which he says is not getting enough attention.
While children need their vaccinations, adults need to move fitness
to the top of their list of priorities. A strong immune system, Walks
points out, is the best defense in a time of unusual stress and of
crises of all kinds. Fit individuals are in a good position to ward
off at least some of the effects of some kinds of biological attacks.
And as we saw just a few weeks ago, they are much better able to walk
home in case of a black-out.
childhood classrooms. Because the stack was the result of a
well-communicated plan, it showed that there is no room for
a danger he sees creeping up on us just two years after the
horror of September 11. Because the stack was taken for granted once
it was assembled, it showed that normal life can — and must —
go on once a plan is in place.
"The only way we can turn an advantage over terrorists," says
Walks, "is to think of what we can prepare for and prevent, while
weighing that against the preservation of a lifestyle."
<B>Kathleen Reddick, professor and training
has witnessed some brutal lay-off dramas. Perhaps the worst, the one
she can’t get out of her mind, involves a professional woman, an
in a Manhattan office, who she describes as "big, you know, tall,
really tall." Reddick was on a consulting assignment when the
woman, made redundant in a merger, was called into the HR office to
receive the news of her lay-off.
"She came out with two little shopping bags," Reddick
"They were more like make-up bags." The bags were as
as the woman was large, and it was the contrast that struck Reddick.
"She had to stuff all of her shoes in those bags," she
"In New York everyone has 10 pairs of shoes under the desk, and
she had to stuff all of them into those tiny bags."
The incident occurred several years ago, but Reddick still smarts
as she pictures the woman, accompanied by a security guard, making
her way to the street, and leaving all of her dignity behind.
bad enough to have to go home and tell your family you’ve lost your
job," says Reddick, "but to have to go into the subway like
that . . ."
Reddick, professor in the department of business and economics at
St. Elizabeth’s College, and director of graduate programs in
talks about how to create a corporate culture where such dramas are
not played out when she speaks on "Human Resources: Reinventing
the Employee Environment" on Wednesday, September 17, at 9 a.m.
at the New Jersey Society of Association Executives at the Sheraton
Woodbridge. Other panels address "CEO Contracts,"
Your Industry’s Image," "Special Events: Innovative Ways to
Help Reinvent Non-Educational Programming," and "Technology
Strategy." Call 732-339-9085 for more information.
Reddick, a Manhattan native who was raised in East Orange, has been
at St. Elizabeth’s full time for four years. She is a graduate of
Seton Hall, where she completed her bachelor’s degree as an adult,
and went on to earn a master’s degree in business administration and
a doctorate in HR training and development, with a specialty in adult
learning theory. While going to school, she raised two children and
worked full time, and that was just part of it. "I was president
of my alumni association, president of the parish council, and
of the home school association; my husband was president of the Little
League; and that was just the tip of the iceberg."
Reddick didn’t add "commuter" to her list of activities, but
it must have been part of the picture, because she lived in Union
and worked, for a number of years, at setting up training departments
for libraries in the five boroughs of Manhattan and in Westchester.
Her job took her to the New York Public Library and also to a
array of specialized libraries, including those of the French
the New York Fire Department, MOMA, and Carnegie Hall.
Much as she loved the work, it became a "burn-out job," she
says, largely because of the travel involved. "I was in a
borough every day," she says.
Her work with the libraries included teaching head librarians how
to teach the librarians under them to use the Internet, a new and
frightening development for professionals who had earned their MLS
degrees in the pre-You’ve Got Mail era. The librarians had to learn
not only for themselves, but also so that they could pass the
along to their patrons. Not everyone welcomed the change.
"Lots of people have a fear of returning to school, especially
if your livelihood depends on it," she finds. This was true with
the librarians, and it can be true with the students she is now
"I have a lot of returning students," she says. "I tell
them `you can do it!’ I started from nothing, and I did it."
In a way, Reddick is starting all over once again. After a happy
and 33 years of civic involvement in Union, she has just closed on
a new house in New Providence. After the death of her husband, a few
years ago, she decided it was "time for a change." As she
prepares for her talk on new workplace environments, she says her
upcoming move also involves an environmental shift. The new house
will also be home to her mother and to her son and his wife, and,
she speculates hopefully, perhaps grandchildren one day.
While Reddick is enthusiastic about her new personal environment,
she is a bit pessimistic about the immediate future of the corporate
environment. Driven, she says, by mergers and acquisitions, the
circa late-summer 2003, is often not a happy place to be.
For her parents, she says, employment was "cradle to grave."
For Boomers like herself and like her husband, there was an assurance
that if skills were a good match, "our work ethic would sustain
us for as long as we wanted the job." There was, she points out,
"a mutual loyalty." Now, loyalty is out, and serial lay-offs
The results are not pretty.
For every professional sent away like a thief, shoes falling out of
tiny shopping bags, there is a little cohort of co-workers left
Co-workers who witnessed the humiliating exit, and who wonder when
their time will come.
"There is guilt," says Reddick. "There is grief."
There is also a loss of socialization as office buddies, some of them
longtime friends, disappear. And then there is the extra work as the
departed employee’s tasks are divided up. "Maybe there is a raise,
and maybe not," says Reddick. If there is no raise, there is
If there is a raise, there is often guilt. Mix it all together, and
an office can roil with hostility. But, wait, there’s more bad news
— or potential bad news.
"Where there was one culture before a merger, there are now three
cultures," says Reddick. There is the culture of the old company,
the culture of the acquirer, and the blended culture. Sort of like
the Brady Bunch, but with a lot more anger. This anger may be more
than management bargained for.
"People become unmotivated," says Reddick. "They may
or strike. They find ways to sabotage goals." Employees caught
in an especially inept merger may even sue. That is what happened,
Reddick recounts, when a group of international investors took over
a family cosmetics company, and promptly fired a worker who had been
on staff since day one. She was 93. She filed an age discrimination
claim, and she won.
Faced with merger madness — and resulting anger — managers
do have options beyond barricading themselves into their offices and
praying for Friday, says Reddick. Here are some ideas:
through a brutal merger with Compaq, is a manager Reddick admires.
"She talks about the importance of bringing people together and
communicating openly," Reddick says. "She says `talk from
your heart as well as your head.’ You need intelligence, but you also
everyone know right away. Don’t wait until the rumor mill grabs it,
speculation runs wild, and everyone becomes crazed with anxiety.
Reddick asks her management students if their bosses know what it
is that they do. Most report that the bosses have no idea of their
day-to-day duties. This being the case, it is hard for anyone to see
his place in the company’s mission. Far better to take the time to
understand each employer’s contribution and to assure him that without
it, the company’s product or service would not live up to its
each company has stories. There is likely to be the one about the
guy who walked six miles to work during the big blizzard and the one
about the new salesperson who met the multi-million-dollar client
when they shared a cab during the blackout. Tell the stories to
and be on the look-out for new stories. Says Reddick, "Get people
involved early on in stories, myths, and jargon."
camp, and it can work in the office. Try out some version of color
wars, but with an emphasis on fun, and, at least at first, on
As teams reach the easy goals, raise them up a bit, suggests Reddick.
With luck, everyone will get so involved in working together, and
trying to beat a friendly rival, that productivity will return to
a fractured workplace.
a difficult employment environment, but she sees this environment
giving way. "No management trends lasts forever," she says.
"There are cycles." Serial firing, followed by hiring cheaper
workers, is unlikely to last. For one thing, she points out, it’s
very expensive. For another, it is very disruptive. Loyalty is about
to make a come-back, she predicts.
Meanwhile, she has a final piece of advice: Let them eat cake.
"Build celebrations into the acquisition budget," says
Until things calm down, find something — anything — to
Corporate sanity on a large scale may be a few years off, but if
is to be kept to a manageable level, the partying needs to start right
Think of sexual harassment at work and chances are that
a picture of a construction site or a manufacturing plant will pop
up. "That’s the stereotype," says John Sarno
of the Employers Association of New Jersey (EANJ). "People think
it’s more common in blue collar settings." The reality is
"The trend over the past three years," he says, "is that
most of the high visibility cases have involved brokerages, insurance
companies, banks," he says. But he has seen that the problem
across all industries." The results are unpleasant — for
Not only do the victims suffer, but employers open themselves up to
substantial liability. No employer can control every action of every
employee, but, says Sarno, every employer can take steps that will
substantially reduce the possibility that his workplace will be judged
"hostile" and that he will be taken to court.
After decades of publicity, and thousands of man years of training,
it would be reasonable to think that sexual harassment would have
been swept out of every corner of every office. But the issue is still
enough of a concern that EANJ has scheduled a series of workshops
to educate employers and supervisors. "The Ultimate Sex Harassment
Training Breakfast Series" begins with a workshop on Understanding
the Law on Thursday, September 18. The second session, Investigating
the Complaint, takes place on Thursday, October 16. The final session,
Defending the Company’s Decision, is scheduled for Thursday, December
4. Registration for all three, two-hour sessions takes place at 7:30
a.m. at the Mansion at Fairleigh Dickinson University. The cost for
all three is $165. Call 973-758-6800 for more information.
Preventing liability for sexual harassment is within employers’ reach,
says Sarno, especially since the U.S. Supreme Court in 1997 handed
down two significant decisions. The court rulings indicate that an
employer who provides education on recognizing and preventing sexual
harassment and who responds vigorously to complaints will
bolster his defense should an employee file a lawsuit.
"Employers should be able to show that there has been a concerted
effort to raise awareness," says Sarno. "They should issue
policies and make sure that employees have copies of the
These policies can address everything from dating to language to
cubicle art work. "It even extends to dress codes," says
He explains that some employers are opting for a requirement that
work clothes be more conservative, or at least less revealing. As
far as dating goes, he says that some companies demand disclosure,
particularly when a supervisor is dating a direct report. Some
apprised of the situation, will transfer one of the employees to
Language and office decorations bring up difficult issues.
are walking a fine line," says Sarno. What is funny to nearly
everyone in the office may be offensive to a few people — or maybe
to just one person.
While one cubicle dweller may offend another with a cartoon or by
recounting — in great detail — the plot of an R-rated movie,
the bigger problem tends to involve offensive behavior by a
"Supervisors control the workplace," Sarno points out.
are in control, so they have a special duty. What they do sets the
tone." Companies incur greater liability, he says, when the
is the harasser.
Harassers, whether supervisors or co-workers, can be either men or
women. There are now plenty of cases where it is women who are doing
the harassing, says Sarno, but, he adds, whether the harasser is male
or female, the victim is almost always a woman.
Employers need to stop all harassers, and Sarno provides some guidance
on doing so:
situations, communication is vital. Tell all employees — and
supervisors — just what is at stake. Explain the concept of
and let employees know that each of them plays an important part in
"Explain that the goal is that a hostile workplace never
advises Sarno, "and it is more likely that they will work with
the policy." This frank communication, he adds, minimizes the
chances that supervisors will resent employees who complain.
says Sarno. "Even if it’s trivial, respond." Investigate each
and every complaint. Doing so makes it very unlikely that conduct
will escalate to the point where courts will find that "a hostile,
intimidating workplace" has been allowed to exist.
offenses are reported, speak to those responsible right away. An
talk might be enough in some circumstances, while a repeat incident
might require a written warning.
sometimes raise complaints, but the most serious sexual harassment,
says Sarno, generally involves "joking" of a sexual nature,
and unrelenting sex-based bullying. "Harassment and bullying are
very closely connected," Sarno finds. And just what sort of person
would engage in this unsavory behavior? "Someone," he says,
"whose desire for power and control is inappropriate."
Inappropriate and dangerous — both to his victim and to the health
of his employer’s business.
Entrepreneurs who want to get on the inside track with
bankers, mentors, and governmental officials can sign up for an
course, the Entrepreneurial Training Institute, starting this month.
Interest in this course has snowballed in recent years, and more than
133 students graduated last year, dramatically adding to the total
of 800 people who have taken the course over the past decade.
All courses listed here run on a weeknight from 6 to 9 p.m. for eight
weeks and cost $295, which is not refundable. To graduate and
in the mentoring program, participants must attend six of the eight
At Raritan Valley College in North Branch, ETI starts on Wednesday,
September 17. It opens on Monday, September 22, in Mount Laurel at
the Burlington County College High Technology Center.
Another section meeting this fall is open to not-for-profit
It starts Thursday, September 18, at 6 p.m., at Mercer County
School’s Assunpink campus at 1085 Old Trenton Road. For profit
pay the standard $295 fee. Non-profits must pay an additional $400
that includes a readiness assessment by Seton Hall Institute on Work.
Registration is absolutely required. Call 609-292-9279.
Another set of classes starts in the spring, when there will be a
special course oriented to technology-based firms. It will be held
at DeVry Institute in North Brunswick.
The Princeton Area Community Foundation is accepting proposals for
funding from public benefit (nonprofit) organizations serving the
people of greater Mercer County. The deadline for fall grants is
September 19, for consideration for a December grant. Organizations
that applied for a grant in the spring of 2003 are not eligible.
Proposals will be considered if they fit one of the following
$10,000 will be considered for programs provided by nonprofit
with proven competence in building the self-sufficiency of low-income
populations in Mercer County. The Community Foundation recognizes
that all aspects of a person’s life — personal health, economic
stability, living conditions, and learning opportunities — are
interrelated. The foundation seeks programs that "make a permanent
difference in people’s lives."
$5,000 will be considered for efforts to improve the productivity
of a nonprofit organization. Such efforts might include training and
developing boards of trustees, improving fundraising, designing and
implementing ways to evaluate and measure outcomes, addressing issues
of diversity, doing better strategic planning, or improving the use
of technology. Priority will be given to organizations that document
a track record of achieving results.
Grants up to $50,000 will be considered for projects that strengthen
communities in Mercer County by building on the existing strengths
and resources of the region. Priority will be given to projects in
Trenton and for work to build regional partnerships across municipal
Full grant guidelines and application materials are available on the
Princeton Area Community Foundation website at www.pacf.org
PACF promotes philanthropy, provides charitable giving expertise to
individuals and corporations, and makes grants to local nonprofit
organizations and schools. The foundation can be reached at
or at www.pacf.org
At Mercer County Community College and other New Jersey
two-year colleges, part-time students now have the opportunity to
qualify for state financial aid through a new $3.5 million
for the Higher Education Student Assistance Authority (HESAA) Pilot
Part-Time Tuition Aid Grant (TAG) Program. HESAA’s goal is to get
the awards out this fall.
Students taking 6 to 8 credits could receive up to $500 per year.
Students taking 9 to 11 credits could receive up to $750 per year.
Spring semester awards may change according to state appropriations.
Eligibility for the awards is based on financial need. Applicants
must be U.S. citizens or eligible non-citizens and must have been
New Jersey residents for at least a year; they must be accepted in
a program of study leading to a degree or certificate; and must have
a high school diploma or GED certificate; be registered with the
Service (if required); not be in default status on a student loan
or owe a refund on any Title IV federal aid program; and maintain
satisfactory academic progress.
An estimated 6,800 part-time students statewide are expected to
for the awards, which until now have been available only to full-time
Application materials are available at Mercer County Community
Financial Aid Office, Student Center, second floor, 1200 Old Trenton
Road, West Windsor. Call 609-586-4800, ext. 3210, or apply online
at the financial aid page of MCCC’s website (www.mccc.edu).
Corrections or additions?
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