Graduate, Patsy Culp explains why NEIT

Graduates love New England Tech! Don’t believe me?  Then listen to Patsy Culp explain why New England Tech was the perfect place for her.

If you would like additional information about any of New England Tech’s over 40 Associate, Bachelor’s, online and Master’s degree programs.

More Information | Apply Now

Contact the Admissions Office at 800-736-7744 or email NEITAdmissions@neit.edu 

Graduate, Ryan Beaulieau tells his story

Graduates love New England Tech! Don’t listen to me, hear Ryan Beaulieau talk about how New England Tech changed his life.

If you would like additional information about any of New England Tech’s over 40 Associate, Bachelor’s, online and Master’s degree programs.

More Information | Apply Now

Contact the Admissions Office at 800-736-7744 or email NEITAdmissions@neit.edu 

Welcome, Liz Robberson

Liz RobbersonLiz Robberson has joined NEIT’s Office of Student Support Services with an extensive background in career counseling. She previously served as the School to Career Coordinator at William M. Davies, Jr. Career and Technical High School as well as the Senior Career Educator and Communications and Marketing Project Coordinator at Johnson & Wales University.

Liz’s educational background includes a Master’s Degree in Education in Teaching and Learning from Johnson & Wales University and a Bachelor of Arts Degree in English/Secondary Education from Rhode Island College.

She will be assisting students enrolled in the following technologies: Architectural Building, Civil Engineering, Construction Management, Cyber Security, Electrical and Mechanical Engineering, Electronic Systems Engineering, Information Technology (Bachelor’s and Master’s level), Interior Design and Respiratory Care.

 

PBN: Dorms next step in NEIT growth

Fantastic story published recently in the Providence Business news about New England Tech’s history and more importantly its future plans.

GROWTH PLAN: New England Institute of Technology President Richard I. Gouse has four decades at the helm of the school. He’s currently overseeing the school’s expansion, which includes both degrees and its physical assets.

GROWTH PLAN: New England Institute of Technology President Richard I. Gouse has four decades at the helm of the school. He’s currently overseeing the school’s expansion, which includes both degrees and its physical assets. PBN PHOTO/MICHAEL SALERNO

By Patricia Daddona
PBN Staff Writer

12/1/14

Richard I. Gouse, president of the New England Institute of Technology for the past 43 years, is leading a new phase of growth at the commuter-based school to accommodate residential students.

NEIT has two Warwick campuses, and a third on 226 acres in East Greenwich. It is at the larger campus that plans for a $120 million expansion announced in early October are beginning to unfold.

It’s all a long way from where the school was in 1971, when Gouse and his late father, Julian, revived the failing New England Technical Institute founded by Ernest Earle in 1940.

“When I started in 1971, we were located in an old mill in South Providence,” he said. “It was pretty grim.”

By 1976, Gouse had broadened the mission of the school, turning it into the nonprofit, degree-granting college it is today.

Now, as the school continues to develop programming for more than 3,000 students, plans spanning the next three years will provide more than 300,000 square feet of new facilities, including a first-ever, 400-plus-room, on-campus dormitory, more classroom space, and a greater focus on information technology.

PBN: You’ve been president since 1971, when there were just four programs of study and 70 students. What potential did you see for this school then?

GOUSE: It was obvious that the hands-on technologies were becoming more sophisticated even in 1971, and if we wanted to grow in that direction of training people who were going to be able to perform in the job market, I thought we needed something more. That’s when I thought of making this into a college where the students could get a liberal arts background and get a chance to become a little more sophisticated.

PBN: What do you think a liberal arts or undergraduate degree adds to the technical skills?

GOUSE: As we all can see, technology is moving at the speed of light; things are changing very quickly. In order to be successful, you have to be able to grow and develop in your profession. And a liberal arts degree, which teaches a student to research, to grow, has become essential.

PBN: Where are you attracting students from?

GOUSE: Well, it’s a commuting school. That’s good and it also has its limitations. What we’re doing is addressing the limitations.

Right now, we’re [attracting] Massachusetts, Connecticut and Rhode Island [students]. We’re getting a lot more interest than we ever did before from outside of the state, even foreign countries, because of the uniqueness of some of the programs that we offer. And that really has moved us into that expansion mode.

The only way this school can expand, given the demographics of the immediate area, is to attract people from outside the immediate area.

We have a growing, older demographic in Rhode Island, we have declining [numbers of] high school graduates in Rhode Island and we have no growth in population. So if you want to stay at 2,900 or 3,000 students, we probably could, but if we want to expand and grow, it’s going to have to be from outside the immediate area. And that’s why we’re [adding] housing.

PBN: How will the relationship between the East Greenwich and two Warwick campuses evolve as you undergo this $120 million expansion?

GOUSE: This all began in 2007. We started planning for this development, and our initial thoughts were that we would bring everything to this campus.

PBN: Obviously, you didn’t build this building [on the East Greenwich campus], Brooks Pharmacy did, but did you have plans before that?

GOUSE: We were planning on locating a campus. We were in Warwick; that was fine for what we thought we were doing at that point, but when it came to a thought of expanding, we were landlocked.

One of the main parts of our planning back then was the ability to sell the Post Road campus. What happened in 2008 is, the real estate market fell apart, and our ability to sell became limited.

So, we kind of crept back into that Post Road facility. Eventually, we’d like to be all on one campus, but economically, the right thing to do is to still use that facility. And the square footage we have there now we need; we’re using it.

PBN: You’ve talked about expansion as an idea; how does it fit into your long-range plan?

GOUSE: The whole expansion plan is really a move toward allowing the students to have the more traditional college experience, as well as still concentrating on the commuting student. This changes the student’s experience entirely. It will allow for extracurricular athletics on campus, the living experience. Hopefully, it will appeal to a whole new group of people – although our students that are presently commuting are also very enthusiastic about this kind of development. I think they would really appreciate the identification of this school in the general public as being a true university.

PBN: How much housing are you building?

GOUSE: There are two stages, the first with 400 beds. And we’re presently housing through a cooperative effort with our housing coordinator off campus.

PBN: Besides attracting out-of-state and foreign students, are there other rationales for expanding now?

GOUSE: Just the addition of other programs that we think would be really valuable. We’re constantly in touch with the employers in this area. We have an extensive technical advisory committee [of] 300 people. We want to hear from them about new programs and what changes we need in existing programs.

PBN: What’s the time frame for the expansion?

GOUSE: [For] the first part of it, there’s going to be an expansion in this building that’s going to occur in the spring. [But] because the 220 acres needs roadways, we have wetlands that we’ve got provision to cross, so we have to bridge the wetlands, we have to bring in sewer, water and electricity. That’s a $4 million job that’s being done right now. That will enable future expansion. And there’s a $15 million addition to this building that is going to begin in the spring. Sometime in the fall of 2015, there’ll be [construction of] the dormitories, which are supposed to be ready in the fall of 2017.

PBN: How important is it to try and stylistically match what you have here?

GOUSE: Very important. You do want a lasting, appealing campus and that’s where we’re headed. The architecture is critical to tie it all together – not necessarily have it look all the same, but have a feel that it all belongs together. While you were right in remembering this building being Brooks, what happened was Rite-Aid bought Brooks in 2007. This building had been built with a shell inside that really wasn’t a finished interior.

PBN: You’re expanding offerings in information technology, advanced manufacturing, sciences, architecture, engineering, video and audio production. What is demand like?

GOUSE: Rhode Island’s an interesting place, OK? We talk about a skills gap, but what we really do need is more high-tech jobs.

During the recession it was actually challenging for our kids even in IT to find the jobs they were looking for in Rhode Island. We would like to see more good jobs coming into Rhode Island, and hopefully there will be.

Right now, [more than] 90 percent of our students seeking jobs are getting jobs within a short time after they graduate – in fact most of them before they graduate – but I would like to see more good companies coming into Rhode Island, more employment possibilities. I think that’s really very important.

But if we expand into housing, we will be getting students from outside this area. And then it becomes more of a function of what the employability is for where they’re going to be going. The biggest problem here isn’t that the colleges aren’t providing enough talent for the local business community. The biggest challenge here is to have more opportunities for these students.

PBN: You have a new online RN-to-BSN program: Do you plan more online programming? Or is this designed to fill an unmet need?

GOUSE: Let’s talk about the RN-to-BSN program first. The field of nursing is moving away from associate degree-level nurses. They’re really looking to have a more sophisticated, better-trained level of nursing, and that’s where the BSN comes in. The hospitals are asking nurses to get to this level. [The program] received accreditation less than a year ago. The tuition rate is far lower than an on-campus program; it offers a lot for those people looking to make that move.

In general, it really benefits the students to come here and have an on-the-job-type environment, working with the actual equipment. For audio-video production, we have two HD television studios; it’s very hard to teach that on the Internet.

But we [also] offer a hybrid program where the students can come here on a more flexible schedule and actually get the lab experience, that hands-on job environment training, but then take a lot of their courses on a distance-learning basis.

PBN: How are you financing the expansion?

GOUSE: The school has not to this point done a real lot of borrowing. I think we have outstanding about $49 million for this building and the other campuses. And by the time this expansion happens, we hope our endowment will be in the neighborhood of $200 million. Between bonding and our endowment, we will at least be able to fund this portion of our expansion.

PBN: Will there be an impact on tuition?

GOUSE: No.

PBN: Any plans to expand master’s degrees?

GOUSE: We’ve just received approval for our third master’s degree. It’s in construction management. And … the New England Association [of Schools and Colleges], our accrediting body, they require you to apply for the first, second and third master’s degree. After that, you can apply to be exempted from making further applications. So, that’s what we plan on doing a year from now. The construction-management degree will be offered in the spring.

PBN: So how long did it take you to design this program?

GOUSE: It probably took a year.

STEVE KITCHIN: [NEIT’s vice president of corporate education and training]: About 22 years ago the hospital association said, ‘Look, things are changing in the operating room; we don’t need two nurses; we only need one.’ Within the time that we had that conversation with the hospitals [to create surgical technology programming]: we had labs built, curriculum developed, we had staff hired – within six months.

If we’re not keeping our ears to the ground about the demand side of the labor market, we’re not doing our job here. Everything we’re doing here is based on demand-side economics and preparing our kids to meet that demand. Richard has built an environment here where we all feel very entrepreneurial.

PBN: So you’ve been here 43 years. What more do you envision for the school … and the expansion?

GOUSE: It probably will take me the next 43 years! There’s a lot of things to be done. And that [rendering of the campus layout] is a 50-year plan. If you’re going to have a true college experience, you’re going to have to have all of the things that the kids want and dormitories alone won’t do that. You’re going to have to have an athletic program; a more aggressive extracurricular program.

PBN: Now, you don’t have another 43 years to complete the vision, but have you thought about succession planning?

GOUSE: I do believe the best kind of succession program is when you develop talent within the organization. I’m not a tremendous fan of doing a nationwide search for people who look like they’d be the right fit – especially when you have a unique culture, which we do have here.

So, we have a number of people here who are hopefully moving up and I think they all buy into the kind of culture that we have here, which is important. That’s where I hope we’ll find the talent for the future. •

Visit the Providence Business for more info

Annette Niemczyk, A “Woman to Watch”

Annette Niemczyk

Annette Niemczyk

NEIT graduate, Annette Niemczyk, received a Bachelor of Science degree in Computer Information Systems Technology, Networking Concentration, in September, 2004, and an Associate in Science degree in Computer Servicing Technology in March, 2003. Since that time, Annette has worked at Envision Technology Advisors in Pawtucket, RI, for 11 years.

Her hard work and dedication to the field of Information Technology was recently recognized by Providence Business News (PBN). Annette was nominated by the CEO of her company, Todd Knapp. She was named a “Woman to Watch” in the Technical Services category of this year’s Business Women Awards program from PBN. Annette joins 11 other award winners and 12 Achievement Honorees for 2014. As she stated, “I am honored to have been selected for this award. Technology has always been one of my passions, and it has been an amazing and rewarding experience climbing the ladder both technically and professionally with Envision.” 

Because of her commitment to excellence, Annette is reaping many rewards. She now shares her story with Tech News readers. 

What made you decide to attend NEIT? 

When I was first deciding on a career path, I was interested in Information Technology (IT) and athletics but knew that IT would be a better long term option. I had completed my freshman year at UMass Dartmouth. I was two weeks away from starting my sophomore year and decided that the IT program at UMass didn’t offer the courses I really wanted. I heard about New England Tech and quickly realized that its IT program was more focused in the areas I wanted to pursue, which is networking and infrastructure.  I was impressed with the hands-on approach to learning as well.  Because of the October start, the timing worked out perfectly for me.   

How did you choose your program? 

I was always interested in computers growing up, especially the physical characteristics. New England Tech’s networking program was very specific for what I wanted to do as a career. 

What did you do to get started with your career? 

One of my professors knew the owner of Envision Technology Advisors. During my last year at New England Tech, Envision was looking for interns, and my name came up. I worked as an intern from August, 2003 to September, 2004, at which time I graduated from NEIT.  I got my business cards and was asked to come on full-time as an engineer!  Internships are so important for students to get their careers going.  Seeing the day-to-day operations of a company are so valuable.

Tell us about your position. 

The company was growing quickly and because of my work ethic, I was promoted from Engineer to Senior Engineer within two years. In my current position as Senior Engineer, I provide IT services in the areas of infrastructure, security, networking, and virtualization. I work with two types of clients. First, I work with clients on their day-to-day operations, which involves consulting and helping them build their business from a technical aspect. These duties may include hands-on work or depending on the size of the company, I may be consulting with the IT Department developing its strategy. For the second type of client, I work as an engineer executing high level projects from start to finish.  

What do you feel ultimately prepared you for your position? 

My internship at Envision was the key to my success. It bridged the gap from book knowledge to real world experience. My classes were good, especially those that were hands-on. The hands-on classes really sparked my interest and made it stick! 

Do you have any advice for graduates who are just beginning their job search? 

My biggest piece of advice is to be hungry to learn. That motivation and drive you need to get through the learning process at the entry level will get you to the next level.  You have to be willing to put in the effort upfront to get what you want in the end.  You have to earn where you want to go. It just doesn’t happen. 

What can current students do to better prepare themselves for jobs in this field?

Get out and look for internships. Look for industry exposure.  That is the biggest thing a student can do. All the certifications are great, but getting practical real world exposure is what counts.

Graduate Feedback

“(I) also wanted to note, every place I interviewed was extremely impressed with not just what I know, but the fact that I went to NEIT. Your school has an excellent reputation out in the professional world. It really allowed me to pick and choose who I wanted to work for (I received many job offers before accepting this one).”  Justin Viera 3/2010 Associate degree in Network Engineering Technology and currently enrolled in the Bachelor degree in Network Engineering Technology 

If you would like additional information about any of New England Tech’s over 40 Associate, Bachelor’s and Master’s degree programs.

More Information | Apply Now

Contact the Admissions Office at 800-736-7744 or email NEITAdmissions@neit.edu 

The Genie Is Out of the Bottle for Silicon Valley: Lack of Diversity 

So why are there so few women in technical jobs?  Is it that they aren’t being advanced at the same rate as the men?  Or is it that there are so few women entering the technology sector?  If it is the latter, then isn’t it time women stop letting men take these high paying job when women can do them just as well as any man.  Let’s get more women to join the technology workforce.

From: Huffington Post.com

As the U.S. technology sector has boomed, women and minorities have largely been left behind. This is what’s clear in the wake of recent disclosures on workforce demographics from a handful of tech companies.

On June 25, Facebook became the latest tech giant to publicly release its demographic data, which indicated that men represent nearly 70 percent of all global employees. Worse yet, of the 31 percent of women in the company, a mere 15 percent work in jobs that are actually technical. (Women hold 47 percent of non-technical jobs.) When it comes to the top of the pyramid, although Facebook boasts COO Sheryl Sandberg, more than three-quarters of senior-level jobs (77 percent) globally are held by men. Among these senior-level executives in the U.S., nearly three-quarters (74 percent) are white, leaving just a quarter of the pie for everyone else (19 percent are Asian, 4 percent Hispanic, 2 percent black, and 1 percent two or more races#.Yahoo released a similar report two weeks ago, revealing that although the tech company is among the few with a female CEO, less than a quarter #23 percent) of people in VP roles or higher are women. Yahoo’s figures match Facebook’s exactly when it comes to percentage of women globally in technical jobs: while women comprise nearly 40 percent of global employees, disappointing 15 percent have jobs related to technology. Yahoo has a higher percentage of non-white workers than Facebook (50 percent) — but most (39 percent) are Asian, with Hispanic (4 percent), black (2 percent), and those of more than one race (4 percent) still sorely underrepresented.

Similarly, Google’s first diversity report, published at the end of May, showed that men account for 70 percent of the global headcount and 83 percent of the tech staff. Women occupy only 21 percent of leadership positions, and 17 percent of tech jobs at the company. While these numbers are incrementally higher than Yahoo’s or Facebook’s, it’s notable that Google has no female executive officers, and only one woman on its senior leadership team. Google’s workforce is 61 percent white.

While these and other tech companies (including LinkedIn) have a long way to go in improving their track record on diversity, these disclosures demonstrate a first step of commitment toward accountability and future change. The fact that Facebook, Yahoo, Google and LinkedIn have chosen to submit this information to the general public puts pressure on other tech companies to do the same. The message behind these actions is that keeping this problem a secret is not the solution. Tech companies can no longer hide from the glaring reality that they are still largely male and white — especially when it comes to the top positions and (in most cases) the tech jobs.

Working closely with a number of tech companies, SHAMBAUGH Leadership has seen that several important interconnections need to be addressed in parallel within an organization to effect change in this area. Here are a few thoughts that reflect important steps for organizations and leaders to take:

via The Genie Is Out of the Bottle for Silicon Valley: Lack of Diversity | Rebecca Shambaugh.

Five Questions With: NEIT Alum Nick Kishfy

“THERE’S A certain camaraderie that working together in a high-risk endeavor tends to bring out in people,” said Nick Kishfy, co-founder of Warren-based Mojo Tech.

From PBN.com

The Mojo Tech co-founder talks about the Warren company and how it resembles a startup.

PBN: What do you do at Mojo Tech?

KISHFY: We focus mainly on creating Web applications using Ruby on Rails, although we also develop software for the iPhone. Web applications are different from websites and blogs in that they require custom development and can’t be built using off-the-shelf solutions. The software that we build is often labeled “Web 2.0” because it relies on relatively new Internet technologies, which enable Web applications to do much more than was possible even a few years ago. We produce many applications for entrepreneurs and startups, but we also work with nonprofits and larger companies when their in-house teams need a boost or lack the right expertise.

PBN: Are your employees and clients concentrated in Rhode Island, or spread out?

KISHFY: Our core development team is here in Rhode Island, and we prefer to hire locally. (In fact, we’re looking for a Rhode Island-based junior Rails developer now.) It’s not easy to find great engineers locally, so we also have a few remote employees. Prior to starting Mojo Tech, I managed globally distributed development teams for a few startups, and that experience has really helped us grow the company to include off-site employees and avoid many of the communications and efficiency issues associated with a distributed team.

Our clients are spread out all over the world. We’re currently working on projects for companies in Rhode Island as well as San Francisco, New York, Boston and Pisa, Italy. Working simultaneously on projects for clients on the West Coast and in Europe can make for some long days, but we enjoy the challenge.

PBN: Can you tell me about some of those projects?

Click the link to continue reading Five Questions With: Nick Kishfy – Providence Business News.

Girl Code: How Teens Are Breaking Barriers in the Tech World | TeenVogue.com

What can we do to help increase the number of girls that enter career paths that involve STEM (Science, Technology, Engineering and Math) careers? Being a ‘techie’ doesn’t have to be for boys only.

From Teenvogue.com:

These days, most everyone is tech-savvy—from being up to date on the coolest gadgets to hopping around on social media, it’s hard not to be. But as much as these things are an integral part of daily life, women are still woefully underrepresented in STEM—science, technology, engineering, and mathematics—fields.

Only one-quarter of all computer science jobs are held by women, and the statistics aren’t improving: According to research, only 14 percent of all comp sci graduates last year were female. While the numbers can be discouraging, there’s a new crop of girl coders making themselves known in the tech world.

Jackie, 22, is one of them. She believes there’s a cultural stigma about girls in tech and admits to being a “secret coder” for years because she didn’t see herself in a profession dominated by “greasy dudes in old hoodies, crowded around a computer screen in a dark room.” Casey, a high school junior, says it’s a hard-to-break cycle. “Girls aren’t brought up to aspire to be in STEM, and we don’t have many role models,” she explains. “It’s hard to spark widespread interest: Not a lot of girls are in coding because not a lot of girls are in coding.”

Jackie’s desire to code began when she wanted to start a blog but was unsatisfied by the template designs available. She decided to customize her own by following tutorials online, and though she found the step-by-step instructions tedious at first, she learned to write her own code—and love it. “It’s like creating high-concept art,” she says.

LaTorria, an engineer at Microsoft, agrees that creativity is key. “Coding is similar to learning a new language,” she explains. In fact, when you code, you’re often writing in what are called programming languages. “Once you learn the language, you can speak it, or in this case, tell the code what task you would like the computer to perform. The interesting part about coding is discovering how truly creative you can be when you get over the initial challenges.”

Sixteen-year-old Ming taught herself to code in first grade using the MIT program Scratch, going on to learn languages like HTML, CSS, and JavaScript. “For me, the most interesting part is the logic,” she says. “I love solving puzzles. That’s pretty much all coding is, detangling the different elements, getting them to line up, and then having them all work together.”

via Girl Code: How Teens Are Breaking Barriers in the Tech World | TeenVogue.com.

5 IT Skills Companies are Looking For Today – WorkIntelligent.ly

What do IT pros need to know to succeed in today’s new world of work? Earlier this year, Foote Partners interviewed 500 IT managers to examine the skills and tools not subject to the usual IT certifications in order to see where growth opportunities lay. Let’s look at their top growth areas and by extension, where you should be focusing your own IT skills development in the near future.

  1. Network Security Management
  2. NoSQL Database Technologies
  3. HBase
  4. Data Visualization
  5. Data Architecture

via 5 IT Skills Companies are Looking For Today – WorkIntelligent.ly.