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TRANSCRIPT
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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