On Thursday, October 30, I participated in a live online chat with faculty and staff. Below is a transcript of the questions and answers.
I look forward to continuing the conversation.
Question: Some people became very nervous after your message to the community about the economy. Can you give us more details about this issue?
Answer: This is an important question. We are monitoring key variables on almost a daily basis. Because the economy remains both dynamic and fragile, I think the most prudent course of action is to diligently review the current budget and create as much savings as is possible. Those savings will be used to support students who struggle to meet their financial obligations to the University. I believe this will both protect our student body and our faculty and staff. Let me be specific, by doing this I believe we best protect everyone’s position at the University. Currently our financial position remains very strong.
Question: Ok….so its now 2013….what is your vision of the University?
Answer: US News and World Report, date, September 2013 “Because of the notoriety of Philadelphia University as the ‘model professional university’ US News and World Report has added a ranking category titled Professional University. In this category, by acclamation of the Academy, Philadelphia University has been ranked number 1. The University has redefined the intersection between professional and liberal arts education. Their graduates are getting jobs at a record pace and salaries.”
Question: In what ways do you anticipate that the current economic situation in the US will impact Philadelphia University and our strategic plan?
Answer: The current economic environment forces us to focus on the key elements of the plan and in many ways accelerates the requirement for implementation. The most significant impact of the current economic situation will be a demand by parents and students for a clear value proposition from colleges and universities. Our strategic plan confronts that issue head on. Having said that, I realize that philanthropic giving may be affected and we will have to be very specific to match our plan with donor intent.
Question: With a successfully executed strategic plan, how do you envision the campus’ growth/expansion in five to ten years - both in enrollment and the campus’ physical structure?
Answer: Our plan clearly requires this University to grow. Undergraduate population will grow consistently in small increments, maybe 10 to 50 new students a year. Graduate education will grow at a faster pace. We hope that will be 40 to 60 per year. Facilities contemplated are: a science facility, a signature DEC building and residence halls. I hope that’s just a start.
Question: What kind of addition will there be to the faculty and staff with this expansion?
Answer: The specific programs will be dictated by the individual schools through their deans. Therefore, additional faculty and staff will mirror the requirements outlined in the programs. We will continue to follow the model that balances academic and professional faculty.
Question: When do you anticipate that the new residence hall will be constructed?
Answer: We believe we have a need for 500+ additional beds. We have a special committee of the board, led by a real estate expert currently formulating a plan to add those beds within the next 5 years. Clearly the state of the economy will effect pacing of the acquisition or construction of those beds.
Question: Will any programs be phased out in light of the new DEC proposal?
Answer: The phasing in and phasing out of specific programs is recommended by the UEC and GEC, respectively. The DEC strategy does not require either addition or subtraction of any specific program. It is a framework for disciplinary integration and that is the requirement.
Question: Are we going to be closed tomorrow for the Phillies parade?!!?!?!
Answer: I do not feel comfortable canceling classes without a long and serious discussion with the faculty. For example, closing classes for the Day of Service was a month-long debate and was approved by the faculty because they believe learning objectives were enhanced. The only exception to this rule is in crisis. While I celebrate with you the Phillies victory, I cannot in good conscience call it a crisis.
Question: William R. Brody, outgoing president of Johns Hopkins University, recently said: “Being a university president is like being a cemetery caretaker: You have thousands of people under you, but no one listens.” Your opinion?
Answer: Thank God I’m not at Johns Hopkins University. We had over 160 people speak loudly in strategic planning committees over the last year. I think being a university president is better categorized as being a part of the community with a clear mission to make peoples lives better. I’m not sure I could ask for more.
Question: Philadelphia is a bit unusual. What do you feel are good benchmark institutions that we should be looking at or aspiring to emulate?
Answer: I have struggled with this question for the past 14 months. Because Philadelphia University uniquely blends liberal arts with professional education and collaborates across disciplines so robustly, we have a highly differentiated culture. Because of that culture we are a rare institution. That is why the model professional mantra has emerged. We do have baseline institutions we benchmark in relationship to size, faculty, salaries, programs, etc. But the whole is different than the sum of the parts.
Question: At one point, a bridge over Henry Avenue at the intersection of School House Lane was being considered. Is this plan still on the table?
Answer: Managing the pedestrian and automobile traffic is an issue we are constantly striving to answer. While the bridge is still an option, funding is difficult and therefore unlikely. We need to continue to explore other options.
Question: Have you read Big Man on Campus: A University President Speaks Out on Higher Education by Stephen Joel Trachtenberg?
Answer: After reading this book I called Dr. Trachtenberg. He is a delightful man. As a follow-up to our telephone conversation, I invited him to Nantucket and he graciously accepted. We spent most of the day together discussing the hot issues in higher education. A couple of bits of advice I remember clearly: never take your eye off of enrollment. No matter what your endowment you will grow your budget to use the resources. Without consistent enrollment an institution falters. Second, after discussing the mission of Philadelphia University, he stood in the middle of the restaurant and applauded. You would assume correctly that I paid for dinner.