YC Dean's Office:

Raising Standards, Eyebrows

Two years ago, Dean of Yeshiva College, Dr. Norman Adler introduced his conception of a new structure for the Dean's Office. He envisioned clear delineation of the responsibilities of each administrative post under him in an attempt to maximize efficiency. Whatever his intentions, a large percentage of the YC student body is currently dissatisfied with the current revamped system.

Over the past two years, a series of personnel moves has changed the face of the office. Rabbi Michael Hecht departed this summer to head Yeshiva's feeder high school, The Marsha Stern Talmudical Academy, leaving his former position of Associate YC Dean vacant. His former colleague, Assistant Dean Dr. Joyce Jesionowski, a relative newcomer to the office, remains the only dean currently seeing students on a regular basis. At the start of the academic year, Dr. Nada Beth Glick assumed the position of Director of the Academic Advisement Center, while Dr. Frank Felsenstein was appointed head of the Honors Program.

In spite of the increase in number of administrators, students have grumbled about difficulties interacting with the office. "The office is not a user-friendly place anymore," declared one student who had been waiting in line for almost an hour. "It's a hassle getting the simplest thing accomplished there."

These complaints contrast sharply with Dean Adler's description of desired improvements to the office. "When I came here [to Yeshiva], I wanted this office to have a friendly face and be open to students," remarked Dr. Adler. "Over the last four years, we have virtually cut out all long lines." Adler referred to the advisement center as a key example of this openness. "We have open office hours every day, as well as five advisors. I'm happy to say that anyone who wishes can be seen within a short period of time."

Dr. Glick concurred with Adler's description of the Advisement Center. The deans and the Advisement Center function together as a team," she affirmed, " but while we are an arm of the Dean's Office, dividing some of their work, we are also very intensively student-focused. Oftentimes, when the deans are too busy, we handle some of the mechanics, but we don't want to do so mechanically."

Some students conceded that the advisement center served some of their needs. "Sure the advisors are friendly and helpful," pointed out a biology major, "but they have no real power. To accomplish many things, you still need to see a dean." Students suggest that difficulty in seeing a dean is the most glaring problem. "Dean Jesionowski sees students for two hours a day at most," complained an English major, "and since she's the only dean we can talk to, there isn't enough time to fully meet student needs."

Dr. Jesionowski was empathetic to these complaints, but defended her limiting of walk-in office hours. "I could see students all day, but then I'd be neglecting all of the other responsibilities I have," she contended. "I'm here from 9 until 6, and frequently I stay well past 8. There are many things I need to deal with during this time, and I can't just ignore them."

Other students viewed Dr. Jesionowski as inflexible to the needs of MYP students. "I have seder all morning," noted one MYP student, "and in the afternoon, I have classes during her office hours. Even if I need a simple signature to switch classes, she won't see me unless I show up during these specific hours."

Dr. Jesionowski disputed these arguments as well. "I was told that I can't hold office hours in the morning, due to the yeshiva schedule," she said, "and yet my afternoon office hours are also considered unsympathetic to students. This is sort of a Catch-22, isn't it?" Addressing accusations of inflexibility, she proceeded to reiterate her perceived role in YC. "I'm not simply a hand that signs add-drop forms," she admonished, "if I was, there would be a flow of students rapidly passing through my office. I think that would be irresponsibility on my part. In my capacity as an educator, I do have long conversations with students before I approve their requests, because that is what I'm here for. Even 'routine' business is an occasion for discussion. Why is the student dropping this course? Has he taken into account that he needs to fulfill that requirement? If I don't discuss these things with students, then I'm failing them as their dean." Dr. Jesionowski admitted that these discussions sometimes become heated, but asserted that she only "gets frustrated when students insist on shortchanging themselves of an education."

Portrayals of Dr. Jesionowski as unsympathetic elicited surprise in some. "I have dealt with her many times since I started at YC," said a Canadian student, who requested anonymity, "and I have had nothing but good experiences with her. She has been extremely helpful in regard to all problems I have had."

General sentiment on campus suggested that the continued vacancy in the position of associate dean had affected the perception of the Dean's Office. Student leaders have met with Dr. Lowengrub, Vice President for Academic Affairs, to discuss this issue along with others not pertaining to the dean's office. YCSC President Jonathan Mell declined to comment about details of the meeting, adding only that "the meeting was called primarily to address agendas pertaining to Sy Syms, and only briefly touched upon the situation at the YC office." Dr. Lowengrub also refused to discuss any specifics, briefly noting that "the matter is under investigation, and I'm very careful not to pass judgement until matters have been thoroughly checked out." Dr. Adler addressed the complaints in greater detail. "One real problem we have here is that we are understaffed," he explained. "There is no unit in the country that has two secretaries serving a thousand students and few hundred faculty." When asked if he had plans to upgrade the office staff or add a new associate dean, Dr. Adler indicated that such plans were in the works, but that he could not provide specifics. "We have already added extra people, however there are literally thousands of student calls and requests in some weeks during the year. The administration is aware of this problem, and is trying to build up an infrastructure, but we want it to be of the highest quality. We can't just hire people off of the street, as there is a certain kind of orientation we are looking for. We certainly won't have new administrators for another six months," he estimated.

Students echoed Dr. Adler's assessment of the need for more office staff. "Part of the problem with the Dean's Office stems from the disorganization of the office staff," accused another YC student who requested anonymity. "The work-study guys are capable of very little, and the regular staff is imposing and unfriendly." Dr. Glick contested this point strongly. "While I think students feel that the office is heavily overloaded, and would like more staff, we would certainly come to a screeching halt without the wonderful work of the current staff, particularly the work-study students," she contended. "I do think, however, that the deans have clearly felt the need for more resources. After all, we are a small school with a small staff; everyone is almost always busy."

The overall view of the Dean's Office suggested a wide polarization of opinion, both within the student body, as well as among the faculty. Asked for a possible explanation for this trend, Dean. Adler attempted to characterize the nature of the dissatisfaction. "We are trying to make this the preeminent, Jewish intellectual experience for college students in the country," he stated, "and what we want, is for this school to be of the highest order intellectually. Part of that means that the social group from which this college derives its strength, specifically, the generally orthodox, Torah-oriented population, has to reconceptualize how they think of Yeshiva College. It is not simply an extension of the high school, but rather a first rate college embedded in a yeshiva. This shift in perception is what we are trying to bring about, partly by reconfiguring the office's structure and workings to those fitting the college mold," concluded Dr. Adler. "Unfortunately, the process of changing is sometimes painful."