| West Chester University: All Aboard |
| Education | |
| Written by Liz Jones | |
| Monday, 31 December 2007 | |
 Dr. Madeleine Wing Adler discuses how a culture of civility and distributed leadership has helped this public university reach its potential.  Dr. Madeleine Wing Adler, President “When you ask students why they come to WCU, they first note the quality of the programs, for which we give thanks to our faculty. Then they site our beautiful campus, and we credit that to our groundskeepers and custodial staff. Everyone plays a role in attracting high quality students to our campus, and that is why we have people from all over the university serving on our enrollment management committee,” said Adler. About five years ago, after breaking down the barriers created by strata and status, Adler and her team created a strategic plan that consists of five transformations: human capital, diversity, resource development, responsiveness, and student success. Adler uses the word ‘transformations’ because she believes that the right language is essential to inciting change. “This is not a series of goals or objectives, it is a path to excellence achieved only through change.” Adler explained that human capital is an essential element to the distributed leadership model as everyone needs to play the role of a leader. Students, faculty, and staff are encouraged to participate in the more than 125 leadership programs WCU offers, from 15-minute online tutorials to all-day seminars and weekend retreats. According to Adler, civility and diversity go hand in hand. When she arrived at WCU, only 5% of the student body was made up of minorities but the university has since increased that number to 14% by drawing heavily from Philadelphia and other urban areas. WCU has also increased the number of minority faculty and staff through a multi-cultural commission developed last year. That movement is supported by the Frederick Douglass Institute, which recruits a handful of minority professors to teach at WCU during the summer session. According to Adler, the institute has been a strong recruiting tool. “In fact, a number of faculty members on our multi-cultural commission came to us via that route,” she said. In the early 1990s, 65% of WCU’s budget came from the state, but Adler immediately realized that the financial climate for the university would soon change and turned her attention toward resource development. Today, only 30% of WCU’s budget is funded by the state. “I knew we wouldn’t be able to raise tuition, because as a public university, we have an obligation to keep education affordable.” Instead, she called on local businesses, schools, and community leaders to create a substantial funding base. “Our students are the social, economic, educational, and charitable engine for the broader community, and as a result, we receive tremendous support,” said Adler, adding that 80% of WCU’s students stay in the area after graduation. Adler recalls the days when public universities in general were uncomfortable asking for funding, and WCU was no exception; three employees staffed the advancement department when she started. Thirty-two now staff the department, and the university has conducted two capital campaigns and established an annual fund. Developing resources also meant reaching out to alumni. “Our alumni assumed we were still receiving the majority of our funding from the state, so we had to educate them about the new regulations. It has taken 15 years to develop a culture of giving, but we have succeeded,” said Adler, noting that parents of current students are also generous in their donations. As the university had not previously been known for its community efforts, Adler was sure to make responsiveness one of the transitions of the strategic plan. Recently, the university, in conjunction with a leading pharmaceutical company in the region, developed the world’s first pharmaceutical product development major. “The CEO of a pharmaceutical company approached me one day with an idea. He said that the scientists he has hired from our biology and chemistry majors are wonderful, but the company needed scientists with marketing, writing, public speaking, and other skills to lead the industry into the future.” Local pharmaceutical companies continue to fund the program and offer internship opportunities, while representatives from those companies co-teach certain classes. “The program turned out to be a wonderful collaboration,” said Adler. Also in response to the region’s needs, WCU has built a new School of Music and a performing arts center with the financial support of the local business community, which recognizes that culture close to home supports employee retention. “Not everyone wants to drive to Philadelphia for cultural experiences,” said Adler, adding that last year, over 100,000 visitors enjoyed WCU’s on-campus cultural activities. Today, WCU is known throughout the community for its contributions. All 35 members of the management team serve on one or more corporate and nonprofit boards. Adler herself is involved with the Chester County Community Foundation, Big Brother Big Sister, the March of Dimes, and the Historical Society. “It is important to put a face on the university and make sure that its story is being told constantly. As a result, we get tremendous financial and moral support.” All of these efforts affect the point to the fifth transition: student success. “As we continue to lay the foundation for a culture of civility and distributed leadership and support it with the five transitions, we have become the flagship of the Pennsylvania state system of higher education, and one day, perhaps, we will become the finest public comprehensive university in the country.” |
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American Executive is a RedCoat Publishing publication.
American Executive is a RedCoat Publishing publication.
