Looking for Chancellor Right

Panel sketches a vision of an ideal leader

by Daniel J. Fitzgibbons, Chronicle staff

anted: visionary educator committed to undergraduate teaching and cutting-edge research who is a master manager and fund-raiser, inspirational leader and team player.

     That's the nutshell version of a 14-page document developed by the Chancellor Search Committee outlining the qualities and qualifications the panel is seeking in a new executive for the Amherst campus.

     Titled "An Invitation To Apply for the Position of Chancellor," the piece offers potential candidates a capsule view of the campus's strengths and weaknesses, while detailing some of the challenges awaiting the next chancellor. The document, which was prepared by the search committee with the assistance of Isaacson, Miller, an executive search firm, and staff from the President's Office, is posted online
(www.umassp.edu).

     Stating the University system's desire to recruit a chancellor for the "flagship campus," the document states, "The higher education leadership of the Commonwealth, the University trustees, the Board of Higher Education, and the President of the University, are strongly supportive of this appointment and expect it to enhance an already formidable, nationally competitive, student-centered, research-intensive university. While continuing to pursue the classic university missions of teaching and learning, public service, and research, UMA is committed, to a degree that will distinguish it among great public research universities, to mobilizing and sustaining the intellectual life of its undergraduate students."

     Noting the "knowledge intensive" nature of the state economy, the document underscores the University's role in producing exceptional graduates.

     "Under the direction of the new Chancellor, UMA must clarify its mission; revitalize its academic core and management systems; and expand its partnerships with all of its stakeholders," reads the invitation.

     The prospectus goes on to trace the history of the institution and assess enrollment trends and financial aid data. Information on the faculty, student life, national rankings and development and alumni relations efforts also are included.

     A section on campus finances also contains data recently highlighted in a review led by Medical School Chancellor Aaron Lazare. Those points include an analysis that Amherst campus capital expenditures are significantly below the average expenditures of a group of peers, but its overall spending per student FTE is close to par.

     Lazare also noted that the campus receives significantly above average income from tuition and fees, and significantly below average revenues from state support, gifts and endowment.

     The document also reiterates that roughly 1,000 faculty positions have been filled since 1985 and that 500 retirements are projected over the next decade. "Faculty size and composition in relation to student enrollments, the curriculum, and research challenges present a significant leadership opportunity," states the report.

     The document also acknowledges that "Immediate, substantial increases in state appropriations are unlikely given a softening economy and competing priorities" and that "large-scale distance learning, commercial ventures and intellectual property, and growth in endowments are the most immediate and most promising areas for revenue growth."
In a section titled "The Challenges," the document says that the Amherst campus is at a "key juncture" where with "strong state support and growing support from other stakeholders" the institution can build upon its areas of strength and high quality faculty.

     "The Chancellor we seek must be a pioneer in understanding where great American public universities are headed and an active entrepreneur in getting UMA there ahead of the pack," says the document.

     Detailing six specific challenges, the committee says each "underscores the fundamental need for a new Chancellor well prepared to inspire and orchestrate a renaissance of hope and confidence in the excellence possible at UMA. Each illustrates the need to articulate and renew the central academic mission of the campus and the necessity to establish a management process capable of implementing that mission."

     In the area of "reaffirming the undergraduate teaching and student life mission" of the campus, the document says, "The next Chancellor will need to articulate the value of a liberal education in a democratic society and to a healthy economy; seize the broad, but currently unfocussed support of key constituencies; and re-energize the undergraduate teaching and learning mission of the campus. Renewing and rebuilding the core faculty of undergraduate teacher/scholars will also be critical to the success of this effort. Attending to residential and other student life issues must continue to be a high priority. Finally, the new Chancellor will need to re-affirm the synergistic connection between top-flight faculty research and the best undergraduate teaching. In doing so, UMA undergraduate education will emerge as a model for other Research I universities."

     The document also stresses the need for the new chancellor to expand strategic research initiatives and scholarly activity through systemwide collaborations and partnerships with external organizations. The document specifically identifies the life sciences initiative as a model for future partnerships.

     Also highlighted is the need to rebuild the academic side of the institution. "To advance a renewed academic mission for UMA, the new Chancellor must restore morale and connect the financial reshaping of the institution to the renewal of its key faculty resources. The challenge to the new Chancellor will be to support and shape the renewal of the core faculty in such a way as to enhance the quality, diversity, and reputation of the institution as a national leader among Research I universities," says the report.

     The search committee also recognizes the importance of outreach and public service, which are reflected in the land grant mission of the University.
"The next Chancellor will have the opportunity to bring vision and coordination to the entire outreach enterprise," the document states.

     On the subject of rebuilding the campus's physical and information infrastructure, the committee says the next chancellor "will need to bring imagination, effective fund raising, and discipline to capital spending decisions," while exploring new avenues for support and building upon ongoing efforts to improve efficiency and customer service.

     The committee calls strengthening the management and finance of the campus the "summary challenge" facing a new leader. "The next Chancellor will need to establish immediate control over the University's management, fund raising, and financial systems both through personal mastery of much of their detail and through building exceptional teams of University officers and operating systems in each of these areas. Anchoring management, fund raising, and finance in a renewed UMA mission, the new Chancellor must begin to build the management tools needed for effective entrepreneurial and strategic growth. Considerable data is available, various initiatives are underway, and many fine staff and faculty members will eagerly join this effort. Several Vice Chancellors and the Provost are on interim appointments, and the new Chancellor will have the opportunity to form a highly effective senior management team," notes the analysis.

     The document also identifies several leadership and character qualities the committee deems important.

     As an academic leader, says the committee, the next chancellor should have a vision for the "emerging University of the 21st century and the capacity to turn that vision into an achievable reality."

     To that end, the ideal candidate should be able to serve as an example of personal intellect, scholarship, and academic stature; secure support for academic initiatives from any quarter; be passionate about intellectual growth, especially of undergraduates; build rigorous academic partnerships with institutions, corporations, foundations, legislators and other supporters; and champion and defend intellectual life among faculty, students, the community and the world at large, says the report.

     In the area of management, the committee wants the chancellor to recruit and lead an empowered and exceptional leadership group; embed performance-based, business-like procedures and values in a shared governance system; bring financial and administrative skills matching the scale of the University; drive the strategic actions of the University by making choices; taking risks; opening, merging and closing programs; build momentum; leverage success; and be comfortable with technology and use it effectively to increase institutional efficiency.

     The document also outlines the need for the new chancellor to lead aggressive fund-raising efforts; address the campus's physical needs through an effective master plan; identify new income-generating projects that fit the mission of the campus; and address diversity as an opportunity to add strength and new resources to the University.

     In terms of the personal character, the committee seeks a chancellor who is "equally at home in a residence hall and a boardroom," says the document. "We need a leader with presence and stature, who is open to all people, loves ideas and will thrive in this challenging position while maintaining a healthy personal life."

     Such a candidate, adds the committee, should be able to "build strong relationships through patience, sincerity, decency and bring outstanding communications skills as a listener, writer [and] articulate speaker."

     In addition, a well-suited candidate should "provide an example of enthusiasm, optimism, resiliency [and] strength" and "have the scars, tested good humor, and maturity that come from having mostly, but not always, succeeded - and having learned from experience." Lastly, the report notes, the next campus leader should be "trustworthy, have integrity," and "be of good character."