Kutztown University Address

August 21, 2015

Let me begin by thanking the entire University and the

Kutztown community for the warm reception we have received
since our arrival. Ann Marie and I are very appreciative for the
graciousness you have all shown us. I fully recognize the honor
I have been given to be named the 12th President of Kutztown
University.
As you all know, the borough of Kutztown is currently
celebrating its bicentennial year and next year Kutztown
University will celebrate its sesquicentennial or 150th year
celebration. These milestones are not only times of celebration
but also times for reflection on all the contributions our
community and university have made to enhance the lives of its
citizens and students over these many years. These milestones
also remind us of the responsibility we have to continue to
provide a quality educational experience and enriching
community to future populations. To continue to make
Kutztown a place where future students, faculty, and citizens
will want to work, learn, and lead fulfilling lives.

When I interviewed for this position, I was asked by the search

committee to address the following areas:
Future Opportunities and Challenges within Higher
Education and Role of Kutztown
Enrollment and Retention Strategies/Academic Excellence
Responsible Budgeting and Fiscal Management
Faculty and Staff Recruitment, Retention, and
Development
Advocacy for Diversity Initiatives
Engagement of Alumni
These are the topics Kutztown identified as being at the top of
the agenda for a new president. And so, these will be at the top
of my agenda for the coming year. As I go through each topic I
want to talk about how we will work together to turn concepts
into action.
Let me begin by talking about process I recognize how
important it is for me to become familiar with all aspects of the
university and community before determining future directions.
My intent is not so much to hit the ground running but to hit
the ground learning.

So, I will do the following in the next 150 days:

1. Visit all units and constituencies on campus
2. Establish roundtable/advisory groups (made up of those
engaged in the search or transition process)
3. Meet with local/regional community and government
leaders
4. Reinstitute a joint university/Kutztown council
5. Meet regularly with faculty and employee governance
leaders and groups as well as student leaders and groups
6. Continue the strategic planning process and make sure it is
completed this year
7. Establish a planning process that is bottom-up , based on
the strategic plan, and that will provide the basis for
university initiatives and the allocation of university
resources (this process will include identifying our
programs and areas of distinction for next year)
8. Learn the State system and develop a strong relationship
with the Chancellor, his staff, the Board of Governors, and
the other 13 presidents in the system
9. Visit top donors and alumni
Indeed, by doing these things I will hit the ground learning and
will be well prepared to move forward on the initiatives I will go
over in this presentation, as well as other initiatives that will
spring forward from the meetings I will have with you.
So, lets look at these topics:

Future Opportunities and Challenges within Higher

Education and Role of Kutztown
The traditional university will be in existence 25 years from now
and KU, a strong and vibrant comprehensive university, is on the
vanguard of providing a traditional university experience to
students.
Let me first say that we must double-down on what we do well.
A high percentage of KU students are first generation college
students and KU is well situated to recruit and serve the needs of
these student populations.
It is essential that while we will experiment with new courses
and programs we are, and always should be, at our foundation, a
University that requires a strong General/Liberal education that
prepares all our graduates not only for a job, but also prepares
them to lead fulfilling lives wherein they can think critically,
discern what is true and not true, and what is right and wrong.
As universities have done for a 1,000 years, we must continue to
put an emphasis in educating the whole person to create
individuals who contribute to their society and have a firm
understanding of themselves, others and the world.
This said, we must also recognize the changing demographic of
our student population and work hard to serve non-traditional
students so that they have the opportunity for educational and
personal growth though a college education.

These students will require additional models of delivery and

special support services to ensure they have access to a college
education.
We need to continue to adapt to their needs by looking at the
following:
Increase non-traditional delivery methods through distance
learning, weekend academy, and evening courses
Look at non-traditional semesters and clusters of courses
that better serve the needs of students who hold full time
jobs
Extension programs place bound students will need to
have us take courses to them
Establish additional certificates and specialized programs
that address the needs of professionals in the work force
Offer courses for non-degree seeking students that meet
their personal and professional needs

Enrollment and Retention Strategies/Academic Excellence

Nearly all universities are facing falling enrollments resulting
from demographics, the rising costs of education, falling state
support, the recession, and other factors.
But many universities are continuing to recruit and retain
students by initiating best practices and initiatives that have
proven successful.
I propose that, together, we look at the following initiatives:
Significantly enhance the Honors program and establish an
honors scholarship for the best students KU currently has
very few students with combined SAT scores over 1350
(less than 20) we need to significantly increase this
number and so, working with the interim provost and
cabinet, and approved by our Council of Trustees
Executive Committee, Im pleased to announce the
establishment of a new scholarship to be called the
Sesquicentennial Academic Honors Scholarship -- it will
offer students $7,000 a year or $28,000 over four years
awardees will have to be members of the Honors Program
and live in the Residence Halls their first 3 years so as to
serve as on-campus role-models to their fellow students.
Established Scholarships for other high achieving students
Our institution needs to devote additional resources, and
the foundation will be raising money, for other scholarship
programs that will address both merit and need.

 We have also established an incentive for transfer students

a $500 book award for any transfer student with an
Associate Degree.
We need to raise admission standards overall it should be
gradual with opportunities for students to demonstrate
college readiness by means in addition to SAT and GPA
but we should not accept students who are not prepared to
succeed in college. And for those students who can
demonstrate readiness by means in addition to SAT and
GPA, they must be provided additional support to help
them succeed. Dr. Zayaitz is working with CASA to
identify additional initiatives we can put in place to help
students who fall into this category.
We need to move forward in filling the vacant vice
president position -- this individual will be an expert in
enrollment management and we will discuss in the coming
weeks whether to broaden this persons role into student
affairs areas.
We need to broaden our recruiting initiatives to go too far
more high schools/recruit in other states and find ways to
get more students and their families on campus get them
on campus half will enroll.

 International Recruiting: we need to invest in our

international programs and international recruiting this
not only will increase our enrollment but will also diversify
our student body.
We need to develop a new marketing campaign - to do so
we must better define who we are a consulting company
will be coming in to help us find our brand so that we can
better tell our story. This year look for new marketing
initiatives centered around our programs and areas of
distinction and our Sesquicentennial celebration.
Enhanced webpage design (changes we have already
madeprograms of distinction, difference makers).
Identify additional avenues to reach potential students
through Social media.
I will ask for the help of each department and college by
encouraging these units to develop a recruitment and
retention plan, for both domestic and international students,
both graduate and undergraduate (as appropriate) I will
provide resources to help with departments and colleges in
these efforts.
We will work with community colleges to increase 2 plus 2
programs.

 Work with 4 year schools on building integrated Bachelor

to Masters Programs.
Review our First Year Experience program to ensure all
students have the help they need to succeed.
We need to work harder to recruit new students, and we
need to be aware of some simple facts that help us to retain
the students we have recruited:
1. Higher achieving students have higher retention rates
2. Financially stable students have higher retention rates
3. Students with jobs on campus have higher retention rates
4. International students have higher retention rates
5. Students active in sports, the arts, student organizations,
and active learning have higher retention rates
We need to do all we can to recruit more students who fall into
these categories.
We need to look at national trends and apply best practices
to everything we do we have to experiment and take risk.
If we do this enrollment and retention will go up and we
will have students who are prepared to meet the
expectations of their professors.

Responsible Budgeting and Fiscal Management

Since the great recession that hit our country 7 years ago,
virtually all universities are struggling financially. I know the
funding in Penn for higher education has dropped drastically
and we are now in a fiscal impasse at the state level. There has
been an increase in unfunded mandates, falling enrollment at
most System schools, financial aid has not kept up with rising
costs. Kutztown University has made many sacrifices in recent
years and the result is that we are in better financial health than
many other schools in the system. Even so, we will be in deficit
again this year and must do all we can to contain costs.
We must scrutinized all spending to ensure it is essential
We must continue to review programs with low enrollments
while at the same time, we must invest in growing
programs
Decisions must be data-driven with regard to hiring new or
replacement faculty and staff
I can state today that, because of our good fiscal
management these past years, there will be no lay-offs this
coming year (FY 16) based on budget shortfalls

But we cannot only cut our way out of a fiscal crises we must
do all we can to grow our way out by doing such things as:
The many enrollment and retention initiatives discussed
earlier (100 students represent a million dollars a year in
tuition and fees alone)
Increase initiatives in grant writing
Encourage colleges and other divisions to develop
fundraising plans and initiatives (this money would largely
stay in the colleges and departments to fund unit initiatives)
Increase corporate giving I will meet with regional
corporate leaders
Kutztown must begin the planning for a major capital
campaign (I will ask each college to establish a
distinguished alumni friend of the college advisory board
to help the college raise money to support expanded student
and faculty programs)

Faculty and Staff Recruitment, Retention, and Development

No finer place to work than on a college campus
The University should provide fair pay, and an opportunity for
development and advancement a place where faculty are
supported in their teaching, research and service.
The University must promote a positive environment wherein all
are excited about their work, are fulfilled by their careers, and
are engaged in the mission of the institution.
We need to create additional opportunities to recognize faculty
and staff that are doing great things (for example: I ask that all
current faculty with a scholarly book in print who are willing to
share it send a copy to me and I will put it on display in the
presidents house).
We need to provide incentives, as the contract allows, for such
things as research money and travel
We need to support Faculty/Staff Development programs so that
assistance is available for those who request it in teaching,
research, and in working with technology
We need to ensure faculty are supported in their effort to write
and receive grants
Appropriate technology should be available to support teaching
and research

All employees should have the opportunity to evaluate their

supervisors through a 360 degree evaluation system for
administrators who manage units
Working through the faculty governance system, and through
regular meetings and open houses, we must make sure that the
voices of faculty and staff are heard and that they are full
participants in the decision making of the university
Advocacy for Diversity Initiatives
KU has had some success in increasing our diversity but we
need to do more
Increase Student diversity: Develop relationships with urban
schools and by going into diverse communities and providing
role models, so as to inspire young people to go to college.
We need to do more to diversify our faculty through special
programs that provide an incentive to attract diverse candidates
to our university.
Ensure diverse students, faculty, and staff are supported on
campus and in the community.

Engagement of Alumni
We will have a dynamic alumni events calendar with activities
around the country
We will identify opinion leaders among alumni and, out of
their loyalty to KU ask them to serve as KU ambassadors
We will enhance our efforts to get alumni to come back!
Sporting events, fine arts events, speaking to classes, special
receptions
We need to recognize alumni through awards, talk about them in
newsletters they want to help and we need to find ways to help
them to help us.
Kutztown has the goal of greatly increasing the funds raised
through giving and it is through a universitys relationship with
alumni that these fundraising goals are met.

Conclusion
So, these are the initiatives I place before you as we move into
this new academic year. To address the many challenges before
us requires collaboration among many different stakeholders.
Most certainly the students, faculty and staff must be a major
force in deciding the directions we will go so too, the many
other stakeholders associated with the university must be
consulted alumni, parents, community members, legislators,
and others.
We must be bold as we move forward, but at the same time we
must be measured and ensure that our decisions are data-driven,
benchmarked against best practices and other institutions, and
have broad consensus. Paul Robson said to be bold we must
leave our chains behind us. He was speaking of the civil rights
movement of the 1930s. So too, does this apply to us today, to
be bold we must not be tied down in past practices that no
longer work or prevent us from moving forward with new ideas
that will benefit our students and our institution.
You have heard me say that there are two times to plant a tree
the best time was 25 years ago. The second best time is now.
So, in making decisions we must strive to do things in the
present while considering how those decisions will contribute to
building a firm foundation for future stakeholders.
Soon after Ann Marie and I arrived we went to a special event in
the community and met an alumna named Erica. She graduated
with a BSW and masters in Social Work she spoke of her

gratefulness to her professors and her love for the university.

She mentioned that she came from a town in the area which use
to have a billboard at the entrance that said "through these doors
walk some of the worlds most important people."
Through these doors walk some of the worlds most important
people.
So too, shall this be at Kutztown University. There are many
great universities in the state and country but KU is OUR
University and has a uniqueness that only those who have
worked here or gone to school here can understand. As we
welcome our new students and our new employees we must do
all we can make them feel that indeed, when they walk through
our doors, they will count as among the worlds most important
people. We must prove to them that they have made the right
choice and have come to the right place.
If we can do this, we will have created a learning environment
that will change lives for the better like this alumna I met
our students will be inspired to become a part of our history,
share our values, and play a role in our future, and that through
this association they will feel that they are a part of something
bigger than themselves. These most important of people will
come together, and engage our institution with a selflessness that
can only lead to more positive and fulfilling lives.
And so this concludes our Opening Day event. My best wishes
to you all! Have a great year!