Scott Mangino

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Scott Mangino
Image of Scott Mangino

Education

Bachelor's

Iona College, 2008

Graduate

University of Florida, 2010

Personal
Birthplace
Niskayuna, N.Y.
Profession
Director
Contact

Scott Mangino (Democratic Party) ran for election to the University of Colorado Board of Regents to represent District 1. He did not appear on the ballot for the Democratic primary on June 28, 2022.

Mangino completed Ballotpedia's Candidate Connection survey in 2021. Click here to read the survey answers.

Biography

Scott Mangino was born in Niskayuna, New York. He earned a bachelor's degree from Iona College in 2008 and a graduate degree from the University of Florida in 2010. Mangino's professional experience includes working as a director of employer product at Jobcase, Inc. He previously worked in higher education administration and in the technology industry with StarRez, Workday, and RahRah.[1]

Elections

2022

See also: Colorado State Board of Regents election, 2022

General election

General election for University of Colorado Board of Regents District 1

Wanda James defeated Amy Naes and Ben Pope in the general election for University of Colorado Board of Regents District 1 on November 8, 2022.

Candidate
%
Votes
Image of Wanda James
Wanda James (D) Candidate Connection
 
78.6
 
213,030
Amy Naes (R)
 
21.4
 
57,953
Image of Ben Pope
Ben Pope (D) (Write-in)
 
0.0
 
51

Total votes: 271,034
Candidate Connection = candidate completed the Ballotpedia Candidate Connection survey.
If you are a candidate and would like to tell readers and voters more about why they should vote for you, complete the Ballotpedia Candidate Connection Survey.

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Democratic primary election

Democratic primary for University of Colorado Board of Regents District 1

Wanda James defeated Johnnie Nguyen in the Democratic primary for University of Colorado Board of Regents District 1 on June 28, 2022.

Candidate
%
Votes
Image of Wanda James
Wanda James Candidate Connection
 
51.3
 
45,617
Image of Johnnie Nguyen
Johnnie Nguyen Candidate Connection
 
48.7
 
43,334

Total votes: 88,951
Candidate Connection = candidate completed the Ballotpedia Candidate Connection survey.
If you are a candidate and would like to tell readers and voters more about why they should vote for you, complete the Ballotpedia Candidate Connection Survey.

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Withdrawn or disqualified candidates

Republican primary election

Republican primary for University of Colorado Board of Regents District 1

Amy Naes advanced from the Republican primary for University of Colorado Board of Regents District 1 on June 28, 2022.

Candidate
%
Votes
Amy Naes
 
100.0
 
19,386

Total votes: 19,386
Candidate Connection = candidate completed the Ballotpedia Candidate Connection survey.
If you are a candidate and would like to tell readers and voters more about why they should vote for you, complete the Ballotpedia Candidate Connection Survey.

Do you want a spreadsheet of this type of data? Contact our sales team.

Campaign themes

2022

Ballotpedia survey responses

See also: Ballotpedia's Candidate Connection

Candidate Connection

Scott Mangino completed Ballotpedia's Candidate Connection survey in 2021. The survey questions appear in bold and are followed by Mangino's responses. Candidates are asked three required questions for this survey, but they may answer additional optional questions as well.

Expand all | Collapse all

I'm Scott Mangino and I'm running to be the next University of Colorado Regent. I've spent my career either working in or working for higher education. I believe it's time to embrace this new normal and be unapologetically committed to transparency, innovation, and change. I grew up in a blended, blue-collar family in Troy – part of the NY Capital District. As the youngest of seven children, I developed a variety of skillsets that would benefit me throughout my life – from adaptability to compromise, negotiation skills to humility, and more. I'm currently a technology leader from Denver, CO, and a graduate of Iona College (New Rochelle, NY) and the University of Florida (Gainesville, FL).
  • Unapologetically Committed to Innovation, Change, and Transparency: I am unafraid to say what is on my mind and call out nonsense when I see it. I don’t believe in closed-door conversations and sticking with tradition. As Regent, I will work tirelessly to push our organization into the future by developing cutting-edge technology, rethinking antiquated policies, and providing open, honest dialogue with our community and colleagues.
  • Building a Better Future – One Student and One Skill at a Time: While well-educated and properly equipped with the necessary hard skills, employers are reporting a dramatic drop in basic soft skills among recent hires. As an institution of higher learning dedicated to educating and preparing our students for successful lives and careers, it is our responsibility to build partnerships with industry leaders, business visionaries, and policymakers to develop innovative solutions for modern problems. It falls on the Board of Regents and our partnerships to help develop meaningful and impactful ways to support our students as they grow the soft skills necessary to thrive in a modern workforce.
  • Prioritizing Our People: One thing that sets the University of Colorado apart from every other institution of higher learning is our robust sense of community and the tremendous talents of our team. Our staff and faculty are our greatest assets – yet they are often treated as afterthoughts. While students will come and go, it is our team of highly trained, well-respected, and tremendously experienced staff and faculty who are there for the University day in and day out. As Regent, it will be my goal to not only attract the best talent in higher learning but to retain the best people we can. I will see to it that we prioritize their needs, starting by paying our staff and faculty what they are worth.
I'm personally passionate about the upskilling and reskilling of America's workforce. Too many times, when there is unemployment or job loss, we misinterpret the problem. Automation will continue and cannot be fought. I believe it is a much better use of our energy and resources to ensure our workforce has proactive pathways to the careers of tomorrow, not the careers of yesterday. A winning approach to this problem is the constant partnership between higher education and America's employers. If we don't know what the skills of tomorrow are, then can't teach them today. Additionally, higher education needs to evolve away from traditional 2-year and 4-year degrees in two ways:

1) micro-credentials are the future in a new skills-based economy - acquiring the appropriate skills efficiently and effectively when you need them,

2) we have accepted that an associate's degree takes 2 years to complete and a bachelor's degree takes 4 years to complete - this is wrong and needs to change. Higher education needs to do everything possible to ensure it's learners obtain their degrees and credentials as quick as possible.
Unlike most states where the Board of Regents/Trustees/Governors of the state university system is appointed by the Governor, in Colorado we are elected. This model acknowledges that public higher education and the state as a whole are interdependent. Those impacted by the decisions and actions of a university are not just those students, faculty, and staff - but the communities in which those institutions exist.
I look up to my late grandfather the most. Our family is full of extremely hard-working people and to me at least, he is where it started. He served in the US Navy and when he came home he was my town's mailman for most of his career. Everyone knew him and everyone knew they could rely on him. He was always there. He showed me, my mother, my aunts, and uncles what it takes to build a life on hard work and determination.
Honesty. Transparency. Humility. Too many times we put our elected leaders on pedestals. This may be justified, but this ensures we fail to acknowledge them as humans first. They have great ideas and bad ones. They are successful at times and fail at other times. They are human. It starts with the leader to acknowledge this first in order to ensure those they lead do as well.
I guess there were two that come to mind one less significant than the other. The first would have been the 1996 Summer Olympics in Atlanta. I was 9 years old and I remember the torchbearer route traveled right through my hometown (Troy, NY), and my entire elementary school piled out onto the front lawn of our school to watch. The second and more significant event would have been September 11th. I was in high school and actually was out of school that day. I was with my (now) sister-in-law and my brother. My sister just got married a few days prior and my brother was in town for the Wedding, on leave from active duty in the Marines. I was out of school because we were bringing him to JFK airport in Queens to fly back to Okinawa where he was stationed. We just dropped him off at the airport, were on our way back to upstate NY and were on the Whitestone Bridge when the radio cut out and into the announcement of what just happened a couple miles west of us. I remember the instant fear and worry. We just dropped my brother off for a flight. I remember our cell phones being cut off. I remember racing to the closest rest stop 60 miles away to find a payphone to attempt to call him. I remember the crowds at the rest stop and the people letting us jump in line to make the call. I remember having to wait hours to hear back from him. But we finally did.
My very first job was actually three jobs at the same time. Starting in middle school I washed dishes at two different restaurants and worked at a local jewelry store engraving promotional items, signs, trophies, and gifts. I worked at both restaurants for 2 years and at the jewelry store for 7 years.
I don't. I think this office requires someone with an understanding of higher education and how it operates, but who is willing to throw out all of their pre-conceived notions in the name of innovation. It takes someone acknowledging that if we don't change as our people change, then we are dying.

Note: Ballotpedia reserves the right to edit Candidate Connection survey responses. Any edits made by Ballotpedia will be clearly marked with [brackets] for the public. If the candidate disagrees with an edit, he or she may request the full removal of the survey response from Ballotpedia.org. Ballotpedia does not edit or correct typographical errors unless the candidate's campaign requests it.

See also


External links

Footnotes

  1. Information submitted to Ballotpedia through the Candidate Connection survey on May 31, 2021