PRESIDENTIAL LEADERSHIP CHALLENGES, OPPORTUNITIES, AND EXPECTATIONS

The contemporary higher education environment requires leaders with engaging communication skills and keen management abilities linked with a sense of vision and leadership.  While many of the day-to-day responsibilities may be appropriately delegated to campus leaders, the overall tone and direction are set by the President and most often carried out through the strategic planning process of the campus.  Western Washington’s recent planning activities may be viewed at   http://www.wwu.edu/president/action_plan.shtml.  Special attention may also be directed to the items which follow.

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LEADERSHIP & VISION

• Vision

Western Washington University has shaped a vision of “engaged excellence with the aspiration to become the premier public comprehensive university in the country.”  The next President will be expected to join with the Board, faculty, and staff and administration to lead with creativity and transparency to further define how this vision will be realized and how Western will develop over the next decade.

Western Washington is a value-driven University. The core values that support the mission include the following: excellence, engagement, diversity, community service, integrity, and innovation.  These values will provide a framework for more discussions around implementation of an integrated and distinctive Western Experience.  At the heart of this experience is a core academic commitment to the liberal arts as the educational foundation for all students along with opportunities to enter professions. The distinctive Western Experience is achieved through a personalized teaching and learning environment of the highest quality.  

Western’s President will provide leadership on how to expand the emphasis on a student-centered, personalized teaching and learning environment.

 Points of Distinctiveness

Building upon the great heritage and vision for “Western Washington University to become the premier public university in the country through engaged excellence,” the President, as spokesperson and leader, will help to define further and to communicate the many points of distinctiveness and pride of Western Washington University.  Those include the following:

• A growing reputation as the premier public comprehensive University in the Pacific Northwest;

• A national recognition for its commitment to student-faculty collaboration in the teaching and learning process and for the high degree of attention that students receive from faculty;

• A student-centered experience comparable to smaller private institutions and a commitment to compete with the top tier universities in the recruitment of undergraduate students;

• A commitment to teaching that is evidenced by students being taught by professors with an emphasis on small, upper-level classes where the faculty is engaged in one-on-one mentoring of students and where faculty actively involve students in undergraduate research and service;

• Western’s niche in quality undergraduate education that provides an integrated curricular and co-curricular program with a focus on diversity, leadership, service to the community, civic engagement, and wellness;

• An outstanding faculty, staff, administration and selective student body; 

• Multiple strengths in professional and pre-professional departments in areas such as the Woodring College of Education, the College of Business, pre-health sciences, behavioral neuroscience program, science, engineering technology, marine science, performance excellence in theatre and music, and self-designed programs in Fairhaven College;

• A beautiful campus in an unparalleled scenic setting between the Pacific Wilderness and Vancouver, which presents opportunities to collaborate with Canadian and Pacific Rim entities; and

• Themes of Western’s leadership in sustainability and campus wide commitment to sustainability that allows Western to continue to set standards in environmental leadership and to position itself as a national model. With one hundred percent renewable energy and one of the longest standing environmental colleges in the nation, (Huxley College of the Environment), the planning of green buildings, converting to a carbon neutral campus, and providing an example that others can follow regarding environmental sustainability, Western will help focus the nation on these significant themes.

• Diversity

Diversity is a priority throughout the University with an expectation that the spirit of diversity will permeate the University culture. This is evidenced in curriculum requirements in comparative gender & multicultural studies as well as in highly recognized academic programs and overall first-year retention rates above 80% for diverse students. Western Washington desires a comprehensive approach, an open dialogue, and a diversity plan that involves the full campus and its surrounding community as well as one that holds people accountable in addressing changing demographics.  There is stiff competition for diverse faculty, staff, administrators and students from other universities around the nation who have more financial resources.  This requires Western to have a strategic approach to attracting faculty, staff and administrators and to make continued investments in the recruitment and retention of diverse students.  Fresh ideas and strong support for diversity, equity, and inclusion should be articulated by University leadership.

• Waterfront Redevelopment

Western’s academic reputation has positioned the University as an attractive partner and powerful engine for economic growth in the Northwest.  Strategic opportunities for Western’s potential expansion of facilities and location are on the horizon, and they match well with Western’s commitment to being a visible and strategic partner with its community and in the higher education landscape of the State of Washington.

The Bellingham Waterfront Redevelopment Project is one of the largest urban redevelopment projects in the nation.  The current waterfront planning area includes 228 acres of waterfront property with Western Washington‘s proposed expansion encompassing at least 12 acres.  The project provides a unique partnership for the Port of Bellingham, the City of Bellingham, and Western Washington University.

Through visionary leadership, the President will guide further development of the plan, help shape the message, and keep constituents informed of the progress of the University’s efforts on this initiative. 

• Changing Demographics and Enrollment Planning

The changing demographics and transitions occurring in higher education in the State of Washington will have a heightened priority that calls for thoughtful, collaborative, and strategic leadership.  The University should be a major partner in conversations surrounding these issues.  Ensuring Western’s continued niche will require campus investment in recruitment and retention of undergraduates.

These conversations will be influenced by the projected plateau and predicted slight decline in high school graduates and the recent decline in community college transfers entering universities; the retention of sophomore and freshmen students;  the legislative plan for the University of Washington to potentially open a new campus 60 miles to the south of Western Washington in North Sound; the development of  K-12 initiatives to address the pipeline issue; the balance of graduate and undergraduate education; the delivery of education in new and different ways; and articulation agreements with community and technical colleges which facilitate seamless transitions. 

There will also be shifting post-secondary needs of potential students in the State of Washington and the entire Northwest region. These shiftswill bedetermined by emerging technologies, market conditions, and emerging industry and environmental needs.  Western must position itself to continue to build its competitive position in these areas.

• External Relations

High value is placed upon Western’s connections with its broader communities.

Western will continue to strengthen its connection to the community by emphasizing the value and asset of the University to the region and the City of Bellingham and by building strong legislative ties within the region, the State, and the nation. It is committed to strategic alliances within the community, region, and State.

Building upon a previous, successful private giving campaign, the President will have the responsibility to lead an ambitious fund-raising effort to reinforce and amplify the characteristics that make the Western Washington experience unique.  A solid base is in place to launch new fundraising initiatives.

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MANAGEMENT

• Best Management Practices

Western desires to chart an optimal course in order to achieve engaged excellence by using best business practices in its operation and management support systems.  The overall goal is to have an innovative and responsive structure that is efficient, effective, and transparent in all its management support systems and in its administrative structures. 

 

Western must continue to examine its management and operating support systems to ensure it is using the best business practices to achieve its goals while avoiding unnecessary duplication of effort and assuring quality control.  Decision-making that is supported by established platforms to generate the appropriate data is under review.  Making those same data platforms accessible to all stakeholders will demonstrate a valued transparency in the decision-making process that is welcomed on campus.   

Administrative and academic information technologies are critical core functions that touch everyone on campus on an almost daily basis. Teaching, librarianship and administrative processes have changed over the past decade with technology becoming a principal tool aiding both the instructional process and administrative decision making.  The use of technology, the continued funding of technology, and where it will reside are issues for discussion.

Space allocation at Western remains a high priority as growth demands and programs have stretched available space in some cases beyond functionality.  Creative space planning and utilization along with any redistribution to meet the academic, research, and service needs must be accomplished with a long range view toward balancing the critical programmatic space needs with a commitment to protecting the beauty of the campus landscape within a safe environment.

Western’s strategic plan calls for Western to “commit itself to demonstrating accountability and the effective stewardship of resources. Therefore, the University should promote effective management of its resources and demonstrate consistent accountability to all of its stakeholders.” 

• Hiring Talent/Delegating Authority

Building an upper administrative team that works with the Board, faculty, staff and administrators to address the future is both a challenge and an opportunity.  A number of critical positions among the senior leadership team are open. The search for these positions will need to be a high priority, starting with the Provost position.  The University faces an increasingly competitive national marketplace for the services of all faculty, administration, and staff.   Recruitment and retention strategies may need to incorporate strategies used by other universities in expensive real estate markets.  An on-going emphasis on competitive faculty and staff salaries is an important part of the strategic plan of the University. 

With the development of the executive team, Western Washington is looking forward to a visionary President who will foster an environment of mutual trust, respect, and transparency among the President, Board, administration, staff, students, and faculty. Involvement, collaboration, teamwork, and transparent and wise use of input in the decision-making process rise to the surface in discussions of leadership style.

A major part of Western’s excellence and quality resides in its faculty and staff.  The vitality of the campus is reflected in all its members.  As Western focuses on its vision of becoming the premiere  public comprehensive university, additional professional development opportunities will be needed to ensure the collective capability to meet that vision.  Technological advances and changing expectations along with the call for innovation, creativity, and involvement mount challenges in meeting staff and faculty needs for professional development.

• Labor Relations

This is a critical transition period in Western Washington University’s history.   Western has a tradition of collaborative governance but less experience with faculty labor relations.  The faculty recently unionized and is negotiating its first contract. The President will work to foster an environment where all employees feel their contributions are respected, appreciated, and valued.

• Identity

The Western Washington University story is unique, and some believe it remains a too well-kept secret.  When students talk about their experience, it is with genuine pride. The Western story is built on the integrity of the student experience. Western will continue to find creative ways to tell this story of engaged excellence throughout the State and nation.  Priorities include the opportunity to elevate the identity of Western Washington as well as to coordinate and transmit internal and external messages beyond word of mouth to more public venues.  This will allow a natural extension of Western pride into the campus community and around the State and nation.  As previously stated, the Western story includes academic excellence, a selective student body, a commitment to diversity, undergraduate opportunities in research and in leadership and civic engagement, the focus on teaching and learning, a student- centered environment, strong co-curricular and student support programs, top athletic programs, and an institutional commitment to sustainability.   These efforts will strengthen the University’s internal relationships as well as position the University for greater success in recruiting students, soliciting donors, and in coordinating efforts with governmental agencies.

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RESOURCE DEVELOPMENT

Resource development is a major challenge for any leader. Western has a growing reputation and rich opportunities for advancement.  Resources come in many forms including enrolling new students; increasing the diversity of the student body; retaining current students; increasing private, corporate, and alumni giving; acquiring new space; securing grants and contracts; and developing partnerships with the local, State, and federal government.  Effective resource enhancement strategies can be developed under the leadership of the President with the active support of key academic and senior administrators.  Leaders often find themselves constrained by current demands and limited resources.  Leaders today must look for innovative solutions to resource development.  Use of technology, improvement in campus climate, and a student development focus are some ways that have been mentioned to address components of this complex issue.

• Fundraising

The University’s first capital campaign was a success and raised approximately $24 million.  The President has an opportunity to lead an ambitious effort to reinforce and amplify the characteristics that make the Western Washington experience distinctive.  There are major opportunities to increase friend raising and fund raising in the Puget Sound area and nationwide.  Senior administrators and Academic Deans and their colleges are eager to contribute to the goal and to assist in the creation of an environment of giving.

• Funding

 

The University envisions a cohesive legislative effort with many strategic alliances to position itself politically.  There is a need to build a distinctive relationship in a way that identifies Western as a singular institution rather than being viewed as one of a group of comprehensive universities in the State.  The President should help set a public agenda for the Governor and Legislature in funding higher education. The University Foundation is a significant resource and has taken steps to increase public outreach by using Board members and arranging Board functions in Seattle.  The Foundation is fully engaged, supportive, and looking for opportunities to garner additional resources for the University. 

• Grants and Contracts

Western Washington wishes to build a strong presence in Washington, D.C. with the goal of increasing the research and teaching grants, contracts, and research support for faculty. 

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OPPORTUNITY REVIEW

The President of Western Washington University will have an opportunity to serve as spokesperson for one of the best public comprehensive universities in the nation.  The Waterfront Development will lead to national and international exposure on redevelopment and environmental issues.  Building strategic alliances will bring new resources to the University.  Producing graduates with the most relevant and useful education for lifelong learning seeks no greater reward.

This is an extraordinary opportunity for a person seeking a challenge to be a transformational leader for Western Washington University in a rapidly changing global environment.  The potential reward for professional satisfaction is significant. Further refining the vision for the University with the Board, faculty, staff, administrators and students and shaping its future will require a leader with the vision, enthusiasm, and interpersonal skills to lead the way.