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Millersville University Presidential Search TOGETHER STRONG

Millersville University Presidential Search Millersville University Presidential Search 5 Mission Millersville University provides diverse, dynamic, meaningful experiences to inspire

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Presidential Search 1

Millersville University Presidential Search

TOGETHER STRONG

2 Millersville University Presidential Search 3

2 – Welcome

3 – About Millersville

4 – The Bold Path

6 – MU Facts

9 – Pennsylvania State System of Higher

Education Board of Governors

11 – Leadership Opportunity

18 – Appendix I - Points of Pride

19 – Appendix II - Council of Trustees

Cover: Biemesderfer Center, The former Library and now home to administrative offices.

Welcome Thank you for your interest in Millersville University of Pennsylvania’s presidential

search. As chair of the Council of Trustees, I can assure you that we are committed

to finding the best candidate to take the helm of our great university.

The Millersville University community is pulsing with life, creativity and

innovation. We have worked hard over the last several years to expand our

undergraduate and graduate program offerings and update campus buildings

with the latest technology including our upcoming brand-new net zero energy

Lombardo Welcome Center. In addition we have invested in high-impact practices

that prioritize student learning both in and out of the classroom.

The University is looking for a president who will embrace the great work already

being done here while also being committed to progress. There is a real opportunity

for leadership. The University is looking forward to the upcoming Middle States

2020 decennial review process. The new president will be able to use that review to

put his or her mark on the University’s next strategic plan.

We’re excited that you’re exploring a community that is Together Strong. Thank

you for your interest in Millersville University.

Michael G. Warfel ‘84

Chair, Council of Trustees

Millersville University of Pennsylvania is a top-ranked, public

university located in the northeast region of the United States. It

is committed to offering students a high-quality, comprehensive

university experience of exceptional value. Dedicated to

providing nationally recognized programs that embrace the

liberal arts, Millersville offers academic opportunities that are

supported by outstanding faculty who are accomplished scholars

and practitioners. Founded in 1855 as the first Normal School

in Pennsylvania, Millersville University is one of 14 universities

within the Pennsylvania State System of Higher Education.

Located on 250 acres in the heart of historic Lancaster County,

Pa., Millersville University enjoys a tranquil campus featuring

a pleasing mix of historic buildings and modern structures. Its

central locale affords easy access to the culture and excitement

of major East Coast cities such as Baltimore and Philadelphia.

Millersville serves 7,927 students and 70,000 alumni. There are

321 full-time faculty and 504 full-time staff and administration.

In 2011 the university completed the purchase of a world-class

performance facility in downtown Lancaster, Pa., to serve as a

gateway from the nearby campus to the hub of the city. Now

the home of The Ware Center, it is dedicated to innovation,

engagement and creativity, and the facility offers space for

academic and cultural events programs as well as elegant

performance areas.

With the completion of The Villages, our living-learning

communities, the university is embarking upon an improved on-

campus life for residential students.

About Millersville University

Millersville University Presidential Search

4 Millersville University Presidential Search 5

Mission

Millersville University provides diverse, dynamic, meaningful

experiences to inspire learners to grow both intellectually and

personally to enable them to contribute positively to local and

global communities.

Vision

We will transform each learner’s unique potential into the

capacity for successful engagement in career and

life opportunities.

Goals

Goal A. Engage learners to contribute positively to contemporary and future workplaces and communities.

Millersville University will provide a supportive and innovative

learning environment to prepare individuals (students, faculty,

staff, alumni and community members) to navigate their

professional and personal growth with curiosity, confidence

and compassion. We will accomplish this goal by embracing

diversity of thought and ideas, encouraging artistic and creative

expression, expanding use of current and emerging technologies

and promoting outreach that engages the community. Prioritized

strategies within this goal include:

• Create a learner-focused environment that contributes to

student success.

• Develop a faculty and staff that distinguish themselves as

creative, innovative and learner-focused leaders.

• Identify student interests and workforce needs and prepare

students to become career-ready across and within disciplines,

including preparation for post-graduate education.

• Lead in the development and adoption of experiential and

innovative strategies that enhance student learning.

• Nurture relationships between faculty, staff and students with

individuals and partners in our community.

Goal B. Ensure long-term success of the University.

Millersville University will enhance its capacity to serve the

public good as we build upon our reputation of academic

excellence and expand our sustainability practices. We will

accomplish this goal by managing our growth thoughtfully,

practicing fiscal responsibility, promoting environmental and civic

responsibility and seeking new markets and audiences to secure

our long-term financial stability. Prioritized strategies within this

goal include:

• Develop and execute a strategic enrollment management

plan that identifies strategies to enhance markets for out-of-

state and out-of-country recruitments and additional markets

such as transfer students and program completers with the

goal to systematically grow the University headcount to 9,000

by fall 2020.

• Enhance existing and develop new revenue streams

including possible new tuition models, fee structures and

housing models.

• Increase and enhance fundraising and friend-raising efforts to

support the University’s prioritized needs.

• Promote Millersville as a destination university by focusing

on rebranding and marketing efforts that promote our quality

experiences and excellence of programs to attract new markets

and grow current markets within Pennsylvania.

• Through the new academic program master plan, invest in

the development of new, innovative academic programs or

the revision of existing programs to meet emerging

workplace needs.

• Position Millersville to become a recognized leader in civic

responsibility, global initiatives and sustainability – including

environmental stewardship.

Goal C. Embrace agility within our culture of excellence.

Millersville University will be adaptive, versatile and flexible

as we seek to achieve goals to enhance our learner-focused

environment and ensure our long-term success. We will

accomplish this goal by fostering agility in all of our individual

and collective practices, processes and structures where the

community embraces creativity and innovation, supports risks

and practices resiliency. Prioritized strategies within this

goal include:

• Establish new ways of doing business, reorganize structures,

update technology, reconsider facility use, and review budgets

and policies.

• Change our institutional culture to one where we anticipate

internal and external change to meet the needs of current and

future students.

EPPIC Values

The descriptions of our core values serve as guiding principles

to help us fulfill our mission, achieve our vision and attain our

goals. Individuals or units within the University community may

enhance or clarify these descriptions.

EXPLORATION Millersville University embraces a culture

of exploration, creating a dynamic learning environment that

fosters intellectual curiosity, creative intelligence, innovation,

forward-thinking ideas and exciting discoveries. Exploration

serves as an intentional way to strengthen University culture.

We place a high value on student-faculty research, scholarship

and collaborative projects.

PROFESSIONALISM: Millersville University is founded on

a tradition of academic excellence, expert knowledge and

professional collegiality. Our diverse community of learners

is comprised of skilled and dedicated educators and staff

who model maturity of thought and practice while exhibiting

mutual respect. The University provides opportunities for

professional development and growth, especially for our

students, using academic enhancement and collaborative

programs to emphasize the importance of critical thinking,

active listening, self-discovery, collaborative leadership, and

responsibility. Such professionalism fosters career readiness

and preparation for lives of service and success in the

global community.

PUBLIC MISSION: Millersville University’s mission calls

upon us to respond to the urgent and emerging needs of

our growing regional, urban and metropolitan communities.

Through interdisciplinary learning, collaborative and cross-

cultural experiences and a renewed focus on a liberal arts

tradition, our students become well-prepared for meaningful

participation in the broader society. Our commitment to

flexibility and accessibility in higher education reflects the

mission and vision of the University and ultimately has a

direct impact on the larger public good.

INTEGRITY: Millersville University steadfastly defends

freedom of thought, ideas and discourse as core to authentic

and honest scholarship. Our commitment to integrity is

measured by action and responsibility and engenders a

culture of trust, rich with opportunities for rigorous applied

learning and meaningful civic engagement and public

stewardship that are responsive to the needs of our vibrant

and evolving metropolitan region. Moreover, the University

consistently lives by and practices its institutional principles,

standards and beliefs.

COMPASSION: Millersville University’s ethos of compassion

permeates all of our endeavors and interactions. Learning

about and being sensitive to the experiences of people

and cultures whether nearby or afar, fosters individual,

professional and institutional growth. Compassion moves the

campus community towards focusing on each learner and

their unique potential to impact the public good.

Our Bold Path

6 Millersville University Presidential Search 7

Featured Programs Walker Center for Civic Responsibility

and Leadership

Entrepreneurial Leadership Center

Center for Public Scholarship and

Social Change

Experiential Learning and

Career Management

Global Opportunities At present, Millersville University has

300 study abroad programs available to

students to study abroad located in over

40 countries including Australia, Chile,

China, France, Germany, Japan, South

Africa, Spain and the United Kingdom.

First Year Experience Millersville University’s First Year

Experience Seminar is based on a course

model where each section of the course

focuses on a different topic of strong

interest to faculty and students. Seminars

are designed to jumpstart the process of

intellectual inquiry; students participate

in a free exchange of ideas through

discussion and oral presentations.

Marine Science Consortium Millersville University is a charter member

of the Marine Science Consortium at

Wallops Island, Va. The Consortium was

established in 1968 to promote teaching

and research in marine and

environmental sciences.

Costs 2016-17 Undergraduate Tuition and Fees (15

credits/annual)

$11,858 (Pa. residents)

$21,560 (out-of-state residents)

Room and board: $13,670

Graduate Tuition and Fees (per credit)

$641.75 (Pa. residents, per credit: tuition,

general fee & technology fee) $749.50

(out-of-state residents, per credit cost:

tuition, general fee & technology fee)

Financial Aid (2009-10)

Students received $2.3 million in

scholarships to 1,142 students (2017-18)

Fall 2016 Enrollment General Information

7927 Total students

6980 Undergraduate students

947 Graduate students

Female: 58%

Male: 42%

Minority 21.8 %

Pennsylvania residents: 93.5%

The Facts

Students Students: 7,927

Undergrad: 6,980

Grad: 947

Student-faculty ratio: 19:1

Average class size: 27

Faculty & Staff

Faculty: 321 full-time

Full-time instructional faculty with a Ph.D. or terminal

degree: 98%

Staff & administration: 504 full-time

Alumni 70,000 alumni

Where we are

Located in Millersville, Pa., population: 8,383 (2016 Census)

250 acres of gently rolling landscape at Millersville campus

Downtown Lancaster campus: The Ware Center is located at

42 North Prince St.

Millersville is located three miles from Lancaster City. Lancaster

City’s 2016 population was 59,218 (55% Caucasian, 16% African

American, and 39% Hispanic or Latino origin).

1 1⁄2 hours from Philadelphia

2 1⁄2 hours from Washington, D.C.

3 hours from New York City

Academic Offerings

Undergraduate:

Over 100 programs of study

Graduate:

Over 70 doctorate, master, certificate and certification programs

Academic Structure

College of Science and Technology

College of Education and Human Services

College of Arts, Humanities and Social Sciences

Honors College

College of Graduate Studies and Adult Learning

*Corporate University

*Nonprofit Resources Network

Campus Life

Housing

2,204 live in residence halls on campus. Coed, by wing or floor

4,367 off-campus not with parents

1,356 commuter with parents

Theme areas: First Year Experience, Honors College,

International, Service Learning and Leadership

4% of students belong to a fraternity/sorority (all non-residential)

Student Programs

More than 130 organizations including service and leadership

clubs, fraternities and sororities, campus musical groups, honor

societies, religious organizations, special interest clubs, sports

clubs and student media.

Opportunities

Civic & Community Engagement & Research Project (CCERP)

CCERP is the primary vehicle at Millersville University to foster,

focus and coordinate civic and community engagement

and research.

8 Millersville University Presidential Search 9

Admission Statistics (Fall 2016) 6,861 applications

4,767 offers of admission

1,326 students enrolling

2016 Freshman Profile

SAT Score: 1030

High School Percentile: 60.1%

Graduation Rates

Within 4 years:

36.5% (MU) (22.0% National*)

Within 5 years:

57.7% (MU) (40.8% National*)

Within 6 years:

61.1% (MU) (47.2% National*)

* 2008-2009 CSRDE Report

Operating Budget 2016-17 $146.2 million (includes auxiliaries)

22% from state appropriations

57% from tuition & fees

17% from auxiliary sources

4% from gifts, grants, contracts

and other revenue

Athletics 19 intercollegiate varsity sports competing

in NCAA Division II; Pennsylvania State

Athletic Conference

Men’s:

Baseball

Basketball

Football

Golf

Soccer

Tennis

Wrestling

Women’s

Basketball

Cross Country

Field Hockey

Golf

Lacrosse

Soccer

Softball

Swimming

Tennis

Track & Field (Indoor/Outdoor)

Volleyball

Plus a diverse range of intramural and

club programs.

Team Name

Marauders

School Colors

Black & Gold

Mascots

Marauder and sidekick Skully

PASSHE

The 14 Pennsylvania State System of Higher Education

universities include Millersville University as well as Bloomsburg,

California, Cheyney, Clarion, East Stroudsburg, Edinboro,

Indiana, Kutztown, Lock Haven, Mansfield, Shippensburg,

Slippery Rock and West Chester universities. PASSHE also

operates branch campuses in Clearfield, Freeport, Oil City and

Punxsutawney; and several regional centers, including the Dixon

University Center in Harrisburg.

PASSHE schools offer the lowest-cost, four-year baccalaureate

degree programs in the state. Enrollment currently rests at

107.000; 88 percent of which are Pennsylvania residents. Four of

five students will remain in the Commonwealth after graduation.

PASSHE universities make it easy for students to transfer

seamlessly from community colleges and other institutions.

More than one-fourth of all new students each year transfer from

another school.

Nearly 500,000 PASSHE alumni live in Pennsylvania, serving

as community leaders in the business, healthcare, public

administration and nonprofit sectors while generating an

aggregate annual income of $7 billion. PASSHE is the 13th largest

employer in the state, with more than 12,150 professional and

support staff.

The presidents of the 14 campuses that make up the State

System report to the interim chancellor of PASSHE, Dr. Karen

M. Whitney. The chancellor meets monthly with the campus

presidents and the presidents often communicate directly

with each other. Presidents have significant autonomy to run

their institutions.

Pennsylvania State System of Higher Education (PASSHE) and The Board of Governors

10 Millersville University Presidential Search 11

Dr. Karen M. Whitney, Interim Chancellor

The chancellor is the chief executive officer of the Pennsylvania

State System of Higher Education. Appointed by the Board of

Governors, the chancellor is responsible to the Board for overall

administration of PASSHE. The Executive Offices are located at

Dixon University Center in Harrisburg.

Dr. Whitney, president of Clarion University of Pennsylvania,

was selected by The Board of Governors of Pennsylvania’s State

System of Higher Education to serve as interim chancellor

following the retirement of Chancellor Frank T. Brogan. Whitney

began her tenure on September 12, 2017. A national search has

begun for Brogan’s successor.

Whitney has served as Clarion’s president since July 2010. She

recently completed a three-year term as chair of the presidents’

council for the 14 State System universities and is the longest

currently serving president in the System.

Whitney has assumed the role of interim chancellor at a time

when the Board of Governors is preparing an inclusive process

to develop an implementation plan as the next phase in the

strategic system review, which Chancellor Brogan and the Board

of Governors commissioned last year. The review resulted in a

series of recommendations, including—among other things—

organizing the universities and the System to focus on student

success, updating the governance structure and creating

opportunities for greater collaboration across the System.

Board of Governors

A 20-member Board of Governors is responsible for planning

and coordinating development and operation of the Pennsylvania

State System of Higher Education. The Board establishes broad

educational, fiscal and personnel policies, and oversees the

efficient management of PASSHE. Among other tasks, the Board

appoints the chancellor and university presidents, approves new

academic programs, sets tuition and coordinates and approves the

annual PASSHE operating budget.

Eleven Board members are appointed to four-year terms by the

Governor of Pennsylvania. Their appointments are confirmed

by the state Senate. Three students, selected from among the

universities’ student government association presidents, serve

on the Board until graduation. Four legislators are selected by

the majority and minority leaders of the state Senate and House

of Representatives. The Governor of Pennsylvania or a designee

also is a Board member, as is the state secretary of education or a

designee.

The Board meets at least four times a year. Meetings of the Board

of Governors are subject to the Pennsylvania Public Agency Open

Meeting Law.

Millersville University - one of the most prominent of the 14

universities of the Pennsylvania State System of Higher Education

(PASSHE) - invites applications and nominations for the position

of president. Millersville is a vibrant, comprehensive, teaching-

focused, student-centered learning campus of almost 8,000

students located in bucolic Lancaster County. Millersville’s 15th

president will succeed Dr. John Anderson who will be

retiring in March, 2018 after five years of exceptional

presidential leadership.

The university is seeking an experienced leader with the

qualities to build on the institution’s reputation and take it to

even higher levels of academic excellence and student success.

The exceptionally qualified and committed faculty and staff are

proud of Millersville’s accomplishments, providing students with

outstanding academic and co-curricular experiences.

The new president will express a passion for the mission of

public education and understand the important social and

economic roles it plays in the region and state. The ability to

articulate the institution’s value will serve the president well as an

advocate for the university at the state level and as a “friendraiser”

and fundraiser with the university’s many and broadly based

constituents. This new president will arrive at a time when the

campus is poised to make the changes necessary to sustain

Millersville’s mission and relevance in the face of changing higher

education paradigms, and will lead specific initiatives aimed at a

continuing transformation of the campus thinking, practices

and culture.

Millersville’s next president will have the opportunity to lead

a vibrant, stable university towards future successes, partner

extensively in the community and reside in a beautiful region of

central Pennsylvania.

For information regarding a nomination or expression of personal

interest in this position, please see the section “Procedure for

Candidacy” near the end of this document.

Campus Organization and Governance

Millersville University is a proud member of Pennsylvania’s State

System of Higher Education—a university system that values

collaboration and coordination in the delivery of high-quality

educational opportunities across the Commonwealth. The State

System is Pennsylvania’s largest provider of higher education,

serving more than 100,000 students through 14 universities.

The president of Millersville University is the institution’s chief

executive, reporting to the Board of Governors of the State

System through the Chancellor. The President also works closely

with the university’s Council of Trustees regarding university

policy and fiduciary matters.

Responsibility for the day-to-day operations is entrusted to the

university president, who is the chief executive officer. The

Provost/Vice President for Academic Affairs, Vice President

for Finance/Administration, Vice President for Student Affairs

and Enrollment Management, Vice President for University

Advancement, and the Director of Social Equity all report directly

to the President.

Leadership Opportunity

12 Millersville University Presidential Search 13

All employees, except for managers, are represented by labor

collective bargaining units. American Federation of State County

and Municipal Employees, (AFSCME) represents the clerical,

plant, and technological employees. Association of Pennsylvania

State College and University Faculties and Association of

Pennsylvania State College and University Faculties for Non-

Faculty Athletic Coaches, (APSCUF and APSCUF- Coaches)

represents faculty and coaches. State College and University

Professional Association (SCUPA) represents State University

Administrator Staff, Pennsylvania Doctors Alliance (PDA)

represents University Healthcare Center Physicians, Office

of Professional Employees International Union Healthcare

Pennsylvania (OPEIU) represents Healthcare Center Nurses,

and Security, Police, and Fire Professionals of America (SPFPA)

represents Police and Security Officers.

Collective bargaining negotiation with the unions is conducted

at the state-wide level through the Office of the Chancellor in

Harrisburg with labor relations coordinated and human resources

managed at the university level under the direction of the

respective vice presidents through the institution’s chief human

resources officer. Labor relations at Millersville have historically

been positive and constructive, and remain so today.

The Role of the President

The president of Millersville University will be an engaged,

inspiring leader with a demonstrated commitment to Millersville’s

heritage and mission. The president will advance that mission

by building on the university’s traditions and strengths, actively

seeking consensus among all its constituencies, and exercising

superb management and decision making skills. The president

will communicate effectively with both internal and external

constituencies, articulating clearly and passionately Millersville’s

mission and strategic aspirations. She or he will work effectively

with Millersville’s Council of Trustees, the PASSHE Chancellor,

and the PASSHE Board of Governors in pursuit of the strategic

initiatives that will further strengthen the university and

the community.

The president will embrace the faculty’s commitment to

excellence in teaching, underscored by quality scholarship, and

understand the connections between the two. The president

will strengthen and foster a vibrant and diverse community of

students, faculty and staff, enhancing relationships with alumni,

parents, and others closely associated with the university. Finally,

the president will lead by modeling character, passion, integrity,

and the pursuit of knowledge.

The president’s principal duties are to:

• Articulate the heritage, mission and value of

Millersville University;

• Ensure that the university pursues and achieves excellence

in its academic endeavors, including but not limited to quality

undergraduate and graduate academic offerings, regional and

national recognition of scholarly and creative activities of the

faculty and the achievement and success of its students;

• Lead faculty, staff and administrators to pursue focused goals

in a clear, purposeful way, including those that address

student needs, initiatives in teaching, aspirations in academic

scholarship, programs of service and leadership, and the

enhancement of faculty and staff;

• Appoint such staff officers and administrative leaders as

deemed necessary;

• Represent the university in policy discussions at the state level

with the Chancellor, the Chancellor’s office, and the PASSHE

Board of Governors;

• Strengthen partnerships with other institutions of education,

the business community, and residents of the local and

regional communities;

• Encourage alumni involvement in the university and

its activities;

• Raise funds from individual donors, private and nonprofit

sources, government grants, and corporations

and foundations.

Opportunities and Expectations for Leadership

Beyond the management of a complex academic enterprise,

the next president of Millersville University will be encouraged

to place particular emphasis on the following imperatives that

will continue to strengthen the university and add value to its

students, faculty, staff and community.

1. Foster a strong sense of community

The new president needs to be highly visible and engaged on a

regular basis and will serve the university by being passionate

about the value that Millersville brings to its stakeholders – both

on and off-campus. While the demands on a president’s time and

energies are heavy, this individual needs to maintain a presence

with students, faculty and staff that conveys a sense of genuine

enthusiasm for their activities, initiatives, and well-being. In

addition to his/her physical presence, the president should

continue to enhance a communication infrastructure that creates

an informed and engaged campus community and enables its

alignment with Millersville’s priorities.

The new president will partner with the Borough of Millersville,

the City of Lancaster and the immediate surrounding region. The

president must be able to build positive working relationships

with elected officials and community/business leaders. She or he

must continue to strengthen bridges to the local communities

by engaging actively with business and community neighbors in

discussing present “town/gown” issues and by working with them

to manage healthy physical and economic growth. A key goal

is to continuously build the local community’s appreciation for

Millersville University so that it is enthusiastically embraced as an

asset to the region.

Finally, the president should engage effectively with the “internal”

political units and leaders that impact Millersville. These include

the Council of Trustees, the PASSHE Board of Governors, the

PASSHE Chancellor and system leadership, fellow PASSHE

presidents, and the leaders of the local collective bargaining units.

To be especially effective here, the president should learn the

priorities of these unique constituents and be prepared to speak

their language.

2. Build, develop and retain a high performing leadership team

Millersville’s new president will assume office at a time of

transition within the President’s Cabinet. Historically, Millersville’s

president and the university have been well served by seasoned

and dedicated senior leaders, and the president will have the

opportunity to build a similarly contributing cabinet. As part

of this effort, the president should take a fresh look at the

current organizational structure and spans of control, and make

adjustments as appropriate

3. Refresh Millersville’s strategic priorities

In 2014, Millersville’s Council of Trustees approved “Our BOLD

Path,” the strategic plan that serves as the university’s blueprint

for growth and success through 2020. The current consensus

is that the pillars of this are still relevant, and that there is no

need for developing a comprehensive new plan. However, the

new president should take the opportunity to apply “fresh eyes”

to this plan and potentially sharpen those areas that present

Millersville in a more distinctive fashion, especially in its

reputation for academic quality, community engagement, and the

student experience. This “refresh” will also be consistent with the

university’s planning for the 2020 Middle States Reaccreditation.

14 Millersville University Presidential Search 15

4. Sharpen Millersville’s enrollment management strategies

In light of declining state appropriations for public higher

education and the desire to keep tuition increases at a minimum

necessary to sustain quality, the new president will be expected to

develop enrollment management strategies that increase revenue

from tuition, and generate new revenue streams that will be

critical to maintaining the quality of Millersville’s academic and

co-curricular programs, the depth of its faculty and staff expertise,

and the attractiveness of its facilities. On a positive note, in fall

2017 Millersville enrolled the largest freshman class in 13 years,

and continues to implement strategies designed to achieve its goal

of 9,000 students by 2020. Areas of growth here include out-of-

state and international students.

An example of an innovative and successful strategy in this area

was Millersville’s initiation in 2014 of a per-credit-hour tuition

arrangement, replacing the past undergraduate Pennsylvania

resident pricing structure which charged a flat rate for full-time

students who were enrolled in 12-18 credits. This not only

brings Millersville in line with many other higher education

institutions across the nation, but also produced significant new

revenues for the university. This program was approved as a pilot

by the PASSHE Board of Governors, and will require a two-year

extension in 2018.

The enrollment management focus should continue to embrace

strategies for retaining students, particularly those who are “at

risk” academically or financially. The president should ensure that

resources and attention be directed to ensuring student success

and continuity here.

5. Build and steward Millersville’s resources

The next president will support this goal by committing sufficient

time and energy to fundraising and stewardship. The generosity of

the Millersville “family” will be a true asset here – the university

in 2012 celebrated the successful completion of an $88 million

capital campaign (one of the largest in PASSHE history). The new

president will lead the planning to build on this success through

a focus on increasing annual giving from Millersville’s 70,000

alumni and by personally cultivating current and future donors.

Also, a feasibility study is currently underway for a “mini” capital

campaign with a proposed target of $35 million. It is expected that

by the time the new president takes office, over 50% of this goal

will have been raised during the quiet phase.

6. Enhance Millersville’s reputation for academic excellence and

student success

Millersville University has a deserved reputation as one of the

highest quality institutions within the PASSHE system. Through

its dedicated faculty and staff, the university is fulfilling its

obligation to provide students with access to a first class education

in a setting that focuses on their intellectual and personal growth.

Millersville’s next president will be expected to demonstrate a firm

commitment to extending these successes through innovations in

curriculum, programs, and instructional delivery. The president

should seek out and encourage “high impact” programs and

practices that will more effectively respond to changing student

expectations for academic content and delivery and build

Millersville’s reputation as a destination campus because of its

unique offerings.

Some examples of these distinctive programs include Millersville’s

nationally recognized earth sciences/meteorology degree and its

online curriculum supporting adult learners, such as the MSN

program in nursing education. The president will support growth

in this area by not only encouraging innovative thinking and

planning, but by investing both physical and human resources to

enable this growth.

7. Foster a campus of inclusion and diversity

Although Millersville has worked effectively in recent years to

significantly expand the diversity of its students, faculty and staff

the need for continued progress remains an important goal. The

new president must lend personal authority and passion to efforts

underway to change this profile through targeted recruiting. Of

note, the Lancaster region has undergone a major demographic

shift in recent years with an influx of Latino residents, so it will be

even more important for the university to present a campus profile

that is aligned with its region. The president should utilize the

visibility of the president’s office to promote a culture of diverse

and progressive thought, and lead through appropriate

and reflective comments about social issues that impact the

university community.

Presidential Qualities and Qualifications

Millersville University’s president first and foremost embraces,

embodies, and champions the mission of the university. The ideal

candidate for the position must therefore appreciate the history,

culture and spirit of this distinctive university. It is essential that

the president convey a passion for Millersville’s character and the

willingness to enthusiastically communicate the university’s strengths

and priorities.

Millersville’s president must demonstrate a managerial approach

that emphasizes clear and transparent communication, a team

orientation, and the ability to delegate authority and hold people

accountable. The next president must combine these attributes

with creativity, the ability to assess and undertake calculated risks,

a tolerance for ambiguity, optimism, and a sense of self-confidence

balanced with humility. Like most effective leaders, Millersville’s

president must be able to balance the need to engage in appropriate

levels of collaboration and consultation with the essential ability to

make timely and informed decisions.

The president will expend considerable time and energy working

with external constituencies to generate the resources the university

needs to carry on and expand its operations and enhance its profile.

This includes personal involvement in fundraising from private

individuals and organizations; interactions with print, broadcast and

online media; and sensitivity to the impact those interactions will

have on the university. In building these external relationships, the

president must demonstrate considerable skill and experience as a

communicator and negotiator, and possess the diplomatic dexterity,

political savvy, courage of convictions, self-awareness, and judgment

necessary for superb leadership.

The ideal candidate for Millersville’s presidency will possess a

great deal of the following professional qualifications and personal

characteristics:

Professional Qualifications

Academic credentials

A Ph.D. or other terminal degree is preferred. In lieu of a terminal

degree, candidates should have a demonstrated record of successful

executive leadership and comparable credentials and/or experience

sufficient to warrant the respect and complete confidence of the

academic community.

Financial acumen

Experience in managing the financial and budgeting operations of

a complex unit or enterprise is a prerequisite for this position. Prior

financial management experience will provide the foundation for

effectively managing all major business aspects of the university.

Also valuable will be creative thinking and entrepreneurial skills,

especially as they relate to identifying and implementing new

revenues streams for the university.

Fundraising

Raising resources is critical to the growth and progress of Millersville,

and the president assumes a key role in this process. The president

provides overall direction to the strategies to cultivate and raise

necessary funds. The president will have demonstrated both a talent

and an enthusiasm for fundraising, including interpersonal and

social skills – and a passion about Millersville’s mission – to cultivate

financial support and partnerships in the private sector.

16 Millersville University Presidential Search 17

Team building

A successful track record of recruiting, developing and retaining a

high-performing leadership team and culture.

Community involvement

Millersville must constantly be sensitive to its community presence

and image, and the president must have a high level of involvement

and visibility in the area. As a leading employer in the region,

Millersville University plays an important role in the economic

and community development of the region. The president must be

personally engaged in the appropriate community organizations and

causes. Experience in community, organization, or nonprofit boards

would be indicators that the new President would continue such

initiatives in this position.

Advocacy

As a public institution, Millersville is regularly impacted by how

its external stakeholders perceive its value in the local region and

Commonwealth of Pennsylvania. Millersville’s president must

possess the political acumen to position the university effectively and

positively with political, business, and civic leaders.

Higher education issues, economics and trends

The president should be fluent in the current and emerging topics

in higher education, particularly those that are relevant to a public

regional comprehensive university. This should include working

knowledge of changing university financial models, enrollment

trends, intercollegiate athletics and instructional delivery methods

such as online learning.

University governance

The president should possess the ability to balance the strong

executive leadership needed to ensure that decisions are made in a

timely and fair manner with sensitivity to the culture of collective

bargaining, shared governance, tenure, and academic freedom

at Millersville. This includes seeking appropriate input for major

decisions; reaching out to faculty, staff, and students and encouraging

their engagement in campus matters; and conveying a collaborative

leadership style.

Working knowledge of multi-level governance practices is essential,

and having collective bargaining experience in a university setting is

preferred. Experience and familiarity working with boards and how

they operate would help the new president develop a collaborative

partnership with Millersville’s Council of Trustees and the PASSHE

Board of Governors.

Information technology

In today’s world of rapid technological advances and applications, a

working knowledge of the direction and possibilities of information

technology is vitally important in steering advances and shaping

communications at Millersville. While this is primarily at an

oversight level, personal knowledge of technology and use of social

media applications and trends will be highly beneficial.

Personal Attributes

Academic excellence

Commitment to an environment where teaching and student success

are the top priority, supported with strong research and scholarship.

Student orientation

A commitment to keeping students at the center of Millersville’s

programs and operations, with their academic and holistic

development being the ultimate goal.

Executive disposition

Conveying an image that is consistent with the university’s

expectation for its top executive; demonstrating the qualities,

traits, work ethic, high energy, and demeanor that command

leadership respect.

Enhanced communications

Drawing on refined skills of listening, discerning, inspiring and

explaining, the new president will effectively connect with key

individuals and groups. These include faculty, staff, students,

alumni, administrators, donors, legislators and other stakeholders.

Experience in fostering collaboration and building partnerships that

help accomplish the University’s strategic goals, promote and make

the case for Millersville University.

Progressive thinking and behavior

Conveying an entrepreneurial spirit that encourages new ways

of approaching problems and opportunities, and a willingness to

foster and inspire change in organizations, practices, and culture.

Possess an ability to encourage change in a diplomatic – not

confrontational – fashion.

Drive for results

Setting high goals for personal and group accomplishment; using

measurement methods to monitor progress toward goal attainment;

tenaciously working to meet or exceed those goals while deriving

satisfaction from the process of goal achievement and continuous

improvement. This will be especially important as Millersville’s

annual appropriation from PASSHE is based on specific

performance outcomes.

Valuing diversity

A demonstrated commitment to diversity, inclusion and equity, and

the ability to articulate a strong rationale for their importance to

effective learning at Millersville.

Authenticity

A genuineness which engenders trust, encompasses integrity and self-

confidence, but conveys humility. A person who takes their role very

seriously but not themself.

Visibility and approachability

A willingness and interest in regularly being “out and about” through

attendance at campus academic, cultural, and athletic events, with

an additional investment of time spent externally in the Millersville

community. A high level of comfort in encouraging – and accepting

– insights, feedback, suggestions, and constructive criticism from a

myriad of Millersville stakeholders.

Personal values

A leader who exhibits and embodies integrity, collegiality, leadership

development, support of scholarship, and enthusiasm. A leader who

values participating in a campus community that honors tradition,

embraces intelligent growth, and reflects its collegiality, respect,

mutual support, and warmth. Above all, a servant leader who has

the courage and conviction to make the necessary decisions in a

compassionate way to ensure Millersville’s long-term success.

Opportunity Summary

The president of Millersville University will be presented with the

opportunity to achieve the following professional and personal

accomplishments:

• Lead one of the most respected public universities

in Pennsylvania towards higher levels of success and

distinction;

• Partner with a dedicated, energetic and collaborative faculty

and staff;

• Participate in efforts to influence education policy at the

state level;

• Be an active and influential leader in the Millersville

community, and meaningfully impact the quality of life

and the continued success of the greater Millersville – and

Lancaster – region.

Presidential Selection Process

According to the PASSHE guidelines, the Millersville presidential

search committee will oversee the process of recruiting and

screening candidates. After initial confidential interviews,

a small number of continuing candidates are invited to

campus for a series of public and private meetings with

Millersville constituents. The search committee is charged with

recommending two qualified finalists to the Millersville Council

of Trustees. After acting on this recommendation, the Council

forwards these two names to the PASSHE Chancellor and the

Board of Governors. After appropriate interviews in Harrisburg

and in consultation with the Chancellor and the Millersville

Council leadership, the Board of Governors will appoint the

new president.

Procedure for Candidacy

Nominations, expressions of interest, and applications are invited.

Interested individuals should provide a letter describing their

interest in and qualifications for the position, current curriculum

vitae, and the names and contact information of five references.

This material should be sent via email to the university’s

consultants, John K. Thornburgh, Robert M. Smith, Ph.D. and

Khalilah Lawson at: [email protected].

This search will be conducted with respect for candidate

confidentiality, which will be maintained until continuing

candidates will be invited to campus towards the end of the

process. References will not be contacted without the candidate’s

prior knowledge and approval. To receive full consideration,

applications should be received by December 1, 2017. Review

of candidate materials will begin in late 2017 with the goal of

having the new president appointed in the second quarter of

2018. Confidential inquiries and questions concerning this search

may be sent by email to [email protected] or

directed to John K. Thornburgh at (412) 209-2666 or

Khalilah Lawson at (630) 575-6915.

18 Millersville University Presidential Search 19

• The university has opened an Intercultural Center designed

to foster a sense of inclusivity and community on campus

through events, programs and campus-wide conversations

between cultural groups.

• Millersville enrolled about 20 new international students for

the fall 2017 academic semester.

Developing Life and Leadership Skills

• The Nonprofit Resource Network serves more

than 100 regional nonprofit organizations in

Southeastern Pennsylvania.

• The Corporate University provided workforce training for

businesses throughout central Pennsylvania.

• The university scored above average on College Scorecard

released by the U.S. Department of Education, 2016.

• The Center for Student Involvement & Leadership helps

to connect students with involvement opportunities

on campus.

Providing responsible stewardship

• The university has begun the silent phase of a three-

year $32 million campaign that will support student

scholarships, high-impact practices and athletics.

• With the completion of the university’s first net-zero

energy building, the Lombardo Welcome Center, which is

set to open in spring 2018, the university will cement its

commitment to sustainability for the future.

• Millersville is moving forward with plans to demolish

several small buildings on campus that will bring us into

compliance with PASSHE’s Inventory Adjustments and

Future Space guidelines.

Appendix II

Millersville University Council of Trustees

Each Pennsylvania state-owned university has a Council of

Trustees, consisting of 11 members appointed by the Governor

with the approval of the Senate. Primarily, the trustees are

responsible to make recommendations to the chancellor for the

appointment and dismissal of the president and to approve the

university budget, new academic programs, contracts and fees

other than tuition.

The trustees are an active, valuable supporting force for

Millersville University. The president frequently consults with

trustees on University issues, and they assist with public relations

and advancement. Trustees further support the university by

serving actively on the Strategic Planning and Resource

Council, the capital campaign cabinet and the boards of

affiliated organizations

Mr. Michael G. Warfel ’84, Chairman

Dr. Richard L. Frerichs ’64, Vice Chairman

Mr. Kevin F. Harley ’86, Secretary

Dr. James P. Argires

Sen. Gibson E. Armstrong

Ms. Kaitlyn M. Bistline ’19, Student

Member

Rep. Jordan A. Harris ’06

Dr. William B. McIlwaine

Mr. Brian A. Rider ’87

Gerald S. Robinson, Esq.

Mrs. Ann S. Womble

President John M. Anderson, ex officio

Appendix I

Creating Academic Programs of

National Distinction

• For six years in a row Millersville University has received

the INSIGHT into Diversity Magazine’s Higher Education

Excellence in Diversity (HEED) Award.

• U.S. News & World Report Best Colleges issued for 2017

and 2018 ranked Millersville University within the 30 “Top

Public Schools” — Regional Universities (North).

• More than 390 students presented at Made in Millersville,

a 15 percent increase over the prior year and the largest

number of students presenting in the three-year history of

the program.

• Saxbys, a new café on campus, opened during the

spring semester in 2016. It offers new entrepreneurial

opportunities to students. The café is completely student

run and offers the same level of service as a full-

service shop.

• Approximately 95 percent of alumni who graduated in

2015-16 reported employment or enrollment in graduate

or professional school six to 10 months after graduation.

• Millersville now offers three new doctoral programs:

Doctorate in Education - Educational Leadership;

Doctor of Nursing Practice; Doctor of Social Work -

Leadership Education.

• The university now offers these new degrees and programs:

Bachelor of Design in Interactive and Graphic Design;

Bachelor of Science in Automation and Intelligent

Robotics Engineering Technology; Master of Education in

Assessment, Curriculum and Teaching; two Graduate-Level

PDE Endorsements: Online and STEM Education; minor in

Integrative STEM Education Methods.

Nurturing a Passion for Learning

• Faculty members in all colleges publish a wide variety

of academic books, appear regularly in peer-reviewed

journals, serve as editors for journals in their disciplines,

receive prestigious fellowships and serve as leaders of their

professional organizations at the state and national levels.

• Millersville faculty and staff were awarded over $6 million

in external grant funding during 2016-17.

• Student teams placed first in the 35th Annual Association

for Computer Machinery International Computer

Programming contest.

• At present, Millersville University has 300 study abroad

programs available to students located in over 40 countries

including Australia, Chile, China, France, Germany, Japan,

South Africa, Spain and the United Kingdom.

• The Engaged Scholars Program brings together faculty

interested in service-learning and community-based

research to build a community of practitioners that

collaborate and support each other in the development of

engaged public scholarship.

Fostering an Appreciation for the Liberal Arts

• The Walker Center for Civic Responsibility and Leadership

provides student-centered educational and development

projects and activities based on the premise that civic

education equips students to become active leaders in

civic affairs.

• The Center for Environmental Science promotes

research, collaborations and novel approaches to regional

environmental problems in the four major areas of air

quality, land use, water resources and biological resources.

• The Center for Pennsylvania German Studies is a

clearinghouse for information on the Pennsylvania German

culture in America. The Center’s activities include research,

documentation and the gathering and dissemination

of information.

Cultivating a Community of Diverse People,

Thoughts and Perspectives

• The Migrant Education Program is the largest in

Pennsylvania and provides educational support for migrant

students and their families throughout a three-county

geographic area.

Points of Pride

20 Millersville University

Millersville University is a member of the Pennsylvania State System of Higher Education and is an equal opportunity employer M/F/H/V.

The material presented in this position specification should be relied on for informational purposes only. This material has been copied, compiled, or quoted in part from Millersville University documents and personal interviews and is believed to be reliable. Naturally, while every effort has been made to ensure the accuracy of this information, the original source documents and factual situations govern.

Witt/Kieffer is the nation’s leading executive search firm dedicated to serving education, health care, and not-for-profit communities nationwide. Our mission is to identify outstanding leadership solutions for organizations committed to improving the quality of life. Witt/Kieffer has served more than 800 colleges and universities, as well as community, cultural, and service organizations. We focus on searches for presidents/chancellors; provosts; vice presidents for advancement, finance, student affairs, enrollment management, and technology; deans; and directors of major service/academic units.

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