Issuu

2016

presidential prospectus

SUSQUEHANNA UNIVERSITY

welcome As Susquehanna University prepares to celebrate its 159th year of providing students with an excellent academic and life-enriching experience, the Board of Trustees is pleased to announce the search for Susquehanna’s 15th president, following the successful 16-year tenure of President L. Jay Lemons. The 15th president of Susquehanna University will join an institution with clear strategic direction and momentum, strong board, staff and faculty leadership, and an unwavering commitment to academic excellence and innovation. Susquehanna seeks a dynamic leader who will bring an exceptional record of leadership, the ability to engage in significant fundraising, and an energy, passion and commitment for the university’s mission and community. The next president will lead in the implementation of the current strategic plan, and will have the opportunity to build upon this plan, strengthening outcomes for students, engaging alumni and further building the university’s reputation and stature. THIS PROSPECTUS WILL INTRODUCE YOU TO THE SUSQUEHANNA COMMUNITY, ITS MISSION AND THE QUALITIES THE BOARD SEEKS IN THE PERSON WHO WILL LEAD THE INSTITUTION IN THE COMING YEARS. * See back cover for nomination information.

role of the president The president of Susquehanna University serves at the discretion of the Board of Trustees of the university and, as the chief executive officer of the institution, is responsible for its overall success. The president is responsible for maintaining the institution’s fiscal health and stability and for managing the organization and its resources in a sound and effective manner. The president is both the university’s intellectual leader and the primary link to external constituencies. The president articulates a collective vision that embraces Susquehanna’s strengths, traditions and direction for the future. As the intellectual leader of the university, the president creates an environment for lively discourse, scholarly inquiry and innovation within the university’s academic community. The president leads the university in creating a student-centered environment, with undergraduate teaching and learning as its top priority. The president advances the university’s mission through commitment to the values of collaboration, open communication, civility, service and diversity. He or she understands and nurtures the strong sense of community at Susquehanna. The president serves an equally central role in relationships with the Board of Trustees, alumni, donors and national networks in higher education. The president enjoys the support of an active and dedicated board and is responsible for working with the board and its chair to manage the university effectively and to plan for its growth. The president serves as a trustee and is an ex officio member of all committees, except for the Audit and Compensation committees. Susquehanna’s size and strong sense of community provide an environment in which the president plays a visible and personal role as the principal spokesperson for the university and as a leader in fundraising, marketing and alumni relations initiatives. The president is advised by many constituents and is assisted by the Senior Leadership Team composed of co-chief operating officers, the provost and dean of the faculty

and the vice president for finance and administration, as well as eight other senior members of the university community: • The Assistant to the President; • Associate Provost and Dean, School of Arts and Sciences; • Chief Communications Officer; • Dean, Sigmund Weis School of Business; • Vice President and Chief of Staff; • Vice President for Enrollment and Marketing; • Vice President for Student Engagement and Success; • Vice President for University Relations. In addition to the co-chief operating officers, the chief of staff and director of athletics report to the president. THE NEW PRESIDENT WILL HAVE THE OPPORTUNITY TO BUILD ON A STRONG FOUNDATION IN LEADING THE UNIVERSITY TO NEW LEVELS OF DISTINCTION, AND WILL ENJOY THE ENTHUSIASTIC SUPPORT AND DEDICATION OF THE UNIVERSITY’S CONSTITUENCIES IN EXPLORING SUSQUEHANNA’S NEW HORIZONS.

mission and strategic vision The university’s strategic plan, Susquehanna 2020: Thriving at the Intersections of Mission and Market, completed in June 2014, lays out four broad priorities for sustaining the institution’s work and increasing the value provided to students: 1) nurturing a culture of experimentation and innovation, 2) deepening intellectual engagement, 3) building a more diverse and global campus, and 4) optimizing enrollment and the success of students. It reflects an alignment of Susquehanna’s mission and strengths with the realities of changing markets and evolving instructional tools that require the institution to enroll and serve an ever more diverse student population. THE MISSION OF THE SUSQUEHANNA UNIVERSITY COMMUNITY IS TO EDUCATE STUDENTS FOR PRODUCTIVE, CREATIVE AND REFLECTIVE LIVES OF ACHIEVEMENT, LEADERSHIP AND SERVICE IN A DIVERSE, DYNAMIC AND INTERDEPENDENT WORLD.

IN ACHIEVING ITS MISSION, SUSQUEHANNA EMBRACES THE FOLLOWING GUIDING VALUES: • A selective, residential, national liberal arts college focused on an undergraduate education integrating the liberal arts and preparation for professions and careers. • A learning community that values diversity; intellectual collaboration among faculty and students; scholarship, research and creative activity; health in mind, body and spirit; and learning in and out of the classroom. • An enduring community that inspires and empowers alumni to be perpetual stewards of their alma mater and to strengthen the core educational experience of students. • A working community that recognizes its faculty and staff as its greatest resource, values cooperation, and expects ethical behavior and mutual respect from all its members. • A responsible community committed to financial and environmental sustainability and a pragmatic and ambitious approach to its work. • A valuable resource serving the local community and region, while engaging in the larger world through strong national and international connections. • A physically attractive setting for reflection and learning. • A community that expresses its Lutheran heritage through the free and open exploration of ideas, commitment to service, development of individual talents and the welcoming of individuals of all backgrounds and beliefs.

the university: a perspective Susquehanna University is a thriving institution in the midst of planned growth. Led for the past 16 years by President L. Jay Lemons, the university has experienced increased enrollments, substantial gains in student quality, an enhanced scholarly environment and unprecedented financial strength. Contributing factors to this remarkable success include • a deep commitment to helping students develop their intellectual, social and vocational talents; • a n outstanding faculty dedicated to excellence in teaching, scholarship, advising and the university community as a whole; • a n environment that fosters close and supportive relationships among students, faculty and staff; • a curriculum that provides breadth and the integration of learning across liberal arts and professional disciplines; • a commitment to service learning and volunteerism; •p ositive student outcomes in job placement and graduate and professional school admissions; • extensive student participation in cocurricular and extracurricular activities; • an active, informed and dedicated Board of Trustees that is supportive of the faculty and administration; • an emphasis on institution-wide planning and evaluation and a culture of assessment; • prudent financial management that has produced cash reserves of $25 million; • growth in the endowment from $90 million in 2001 to more than $135 million today; • a beautiful and functional physical plant, with minimal deferred maintenance, that has benefited from an ongoing program of capital improvements; • generous financial support by the board, alumni and other friends that has produced over $120 million through two highly successful comprehensive campaigns since 2000; • a high level of regard in the region and active collaboration with community organizations; and • increasing recognition as a leading national liberal arts institution.

leadership opportunities and expectations The 15th president of Susquehanna University will join an institution with clear strategic direction and momentum, strong board, staff and faculty leadership, and an unwavering commitment to academic excellence and innovation. The next president must embrace Susquehanna’s traditions and lead the implementation of the current strategic plan, while forging a clear vision for the future that maximizes the university’s many strengths and enormous potential. Specific opportunities and challenges for the next president include: • Enhance national profile. Susquehanna University is a hidden gem, poised to heighten its national recognition, distinguishing itself among other liberal arts institutions. In the highly competitive private higher education space, Susquehanna must continue to articulate and promote its successes and points of distinction. The next president will be a tireless and passionate champion of the value of a liberal arts education and Susquehanna’s specific strengths, building local, national and international networks to further the goals of the university. • Chart financially sustainable future. The economic and enrollment challenges facing private higher education require strategic leadership and planning. As a tuition-driven institution, Susquehanna seeks to optimize the size and success of its student body, gradually increasing enrollments and retention rates over the next few years. In addition to increasing net tuition revenue, the president will spur efforts to identify and secure other sources of public and private financial support and partnerships consistent with Susquehanna’s mission. The next president will have a keen understanding of the higher education marketplace and the willingness and ability to develop relationships that will garner philanthropic support.

• Build upon curricular innovation and deepen intellectual engagement. Susquehanna has an accomplished faculty, a strong academic program, talented students and a beautiful campus. The university is committed to continuing experimentation and innovation that ensure academic excellence, which thrives at the intersection of mission and market. The president will cultivate a culture that supports, rewards and accelerates entrepreneurial efforts of faculty and staff, resulting in new programs, initiatives, majors and minors that further intellectual engagement and student success. • Expand diversity and inclusion initiatives. Building on the university’s recent successes in recruiting students of color and international students, the next president must engage the community in devising and articulating goals and clear strategies that further support diversity and inclusion for all constituencies, particularly faculty and staff. The next president will help promote a campus climate that attracts and retains people with diverse backgrounds and perspectives, recognizes individuals and groups who cultivate innovative programs, policies and initiatives, and acknowledges the role of diversity and inclusion in academic excellence and institutional effectiveness. • Lead a high-functioning organization. With a clear strategic direction, strong financial planning and healthy campus climate, Susquehanna has benefitted from experienced and effective administrative, faculty and board leadership. The president will lead continued efforts to employ best practices, anticipate market demands, and involve key constituents in decision-making and direction setting for the university. Hiring, mentoring and retaining a high-performing team of collaborative and collegial administrative and faculty leaders will be a key priority. • Bolster engagement with both current and new stakeholders. The university seeks to strengthen existing—and create new links with—alumni and business and civic leaders locally, in the greater Susquehanna Valley, and across the state. Additionally, the new president will need to locate and develop new partnerships and sources of support on a national and global basis, within the public and private, and philanthropic sectors, to better serve the university’s programs and its students. Such partnerships ideally will benefit students through curricular and career-related opportunities and the institution.

qualities and capabilities The next president of Susquehanna University must possess a passion for the transforming power of a liberal arts and sciences education, be a charismatic leader capable of further raising the profile of the institution, and have the managerial expertise to ensure the university’s long-term prosperity. The president will have an observable love for the life of the mind, high regard for teaching and learning and deep commitment and interest in students. A terminal degree is expected. Other key qualifications include: • track record of being a visionary and transformative leader in a complex, mission-driven institution; •d emonstrated ability to attract and retain effective and diverse teams, able to bring out the best in others; • successful experience in strategic planning and implementation, able to unite and inspire others around shared goals and priorities; • strong financial acumen, with significant managerial and administrative experience; • enthusiasm and proven aptitude for fundraising, able to establish the groundwork for and lead a highly successful comprehensive campaign; and, • demonstrated ability to deliver results.

TO FUNCTION BEST AT SUSQUEHANNA UNIVERSITY, THE NEXT PRESIDENT WILL BE: • able to demonstrate the highest degree of personal integrity and ethical standards; • a clear and compelling communicator and listener, able to relate to and inspire confidence of all constituencies of the university—faculty, staff, students, alumni, donors, parents, board members, etc.; • a high-energy, approachable leader, willing to attend campus and community events, travel and entertain regularly; • c ollegial, collaborative and transparent, able to engage others in meaningful dialogue; •d eeply knowledgeable about higher education, including best practices and new trends; • a ble to embrace and advance the university’s culture and values of community, human dignity, diversity and inclusion; •n imble and innovative, willing to make hard decisions, and take measured risks to accomplish goals; • able to approach issues with intellectual rigor, curiosity, inclusion and critical thinking; • able to thrive in a residential liberal arts environment, participating fully as a member of the community; and • good-humored, resilient and able to have fun.

the university and its resources The campus is located in Selinsgrove, Pa., approximately 50 miles north of Harrisburg in the scenic Susquehanna River Valley and about a three–hour drive from Washington, D.C., Baltimore, Philadelphia and New York City. The three–county region of the Greater Susquehanna Valley has a population of 180,000 and is known for its quality of life, beautiful natural surroundings, and outstanding recreational opportunities. The region is also home to Bucknell University and the highly renowned Geisinger Health System.

H I S T O RY The university was founded in 1858 by the Reverend Benjamin Kurtz as a missionary institute to prepare Lutheran clergy for rural pastorates. From its opening, the institution offered a classical course of liberal arts studies in which the majority of students enrolled. It became a pioneer in coeducation with the admission of women in 1873, and was renamed as a university in 1895. It has offered degree programs in the liberal arts, business and music since 1900. The university’s historical and independent relationship with the Lutheran church continues today to enrich campus life. The tradition of the Evangelical Lutheran Church in America is a diverse and accepting one; the campus community welcomes individuals of all religious backgrounds and those with no religious commitments. The free exploration of ideas and values is central to the university’s mission. For most of its history, Susquehanna was modest in size and in the scope of its academic program, with a student body of around 500. In the early 1960s, the university grew to around 1,200 students and significantly expanded its liberal arts component. Today, Susquehanna University is nationally known as a selective, independent residential university enrolling approximately 2,200 students.

academic life Boasting a strong liberal arts program enhanced by equally robust professional programs, the university enrolls approximately 2,200 students in the School of Arts and Sciences and the AACSB–accredited Sigmund Weis School of Business. Degrees offered include the Bachelor of Arts, Bachelor of Music and Bachelor of Science. Susquehanna offers more than 60 majors and minors, as well as preprofessional programs and an interdisciplinary honors program. Faculty innovation has led to the creation of a series of academic programs, majors and minors that blend institutional mission and an ongoing commitment to liberal arts education with applied learning and opportunities for students to see possibilities for future practice. A 13:1 student–faculty ratio facilitates close relationships with professors and a personalized learning experience. In recent years, the university has prioritized creating a culture of assessment in both academic and administrative work and now has a strong foundation and structures in place for continuing success. Beginning in the fall of 2009, Susquehanna implemented an innovative new Central Curriculum that spans all academic programs and provides the means for all students to achieve the university’s learning goals. The Central Curriculum is organized in five main areas: richness of thought, natural world, human interaction, intellectual skills and connections. A capstone experience, while not formally a part of the Central Curriculum, is also a key requirement for all students. The goal is to ensure that all students who desire an internship or significant research experience will have access to (at least) one during their time at Susquehanna. Distinctive elements of this curriculum include its approach to diversity studies, ethics, teamwork, writing, interdisciplinary work, and the development of intellectual skills. The Central Curriculum also includes the cross–cultural Global Opportunities (GO) requirement. Susquehanna is among only a handful of schools to require a cross-cultural experience for all students and is the only institution that requires a

post–travel course in which students reflect on how that experience changed them. An award–winning program, GO provides students with semester–long opportunities, shorter (two–week minimum), faculty–led programs, and Go Your Own Way opportunities for students to design their own programs. About 85 percent of Susquehanna students do their off–campus study outside the United States. Cooperative programs allow students to pursue joint degrees in liberal arts and professional studies with several distinguished institutional partners. They include Allied Health Joint Programs with Thomas Jefferson University, dentistry through the Temple University School of Dentistry, and engineering with Columbia University.

FA C U L T Y The university attracts talented and enthusiastic faculty whose primary commitment is excellence in teaching. Faculty are active in a wide variety of scholarly activities that enhance their effectiveness as teachers. Strong advising and mentoring, plus an environment that supports opportunities for informal interactions between students and faculty, are hallmarks of the institution. Susquehanna faculty go out of their way to give students the mix of challenge and support that enables them to reach new levels of insight and achievement. There are annual faculty awards for excellence in teaching, service and advising. The university’s full-time teaching faculty numbers 135.5 (which includes four individuals who hold shared positions). The percentage of full-time faculty holding the doctorate or terminal degree in their field is over 92 percent. Adjunct faculty represent an additional 40 FTE. Excluding Education, Music and Studio Arts, part-time faculty deliver approximately 17 percent of instruction, against a strategic plan goal of being under 20 percent. Sixty-four percent of the faculty is tenured; their average age is 49 and their average years of service is 10. More than 18 percent are members of historically underrepresented populations/groups, and 45 percent are women. Susquehanna’s faculty meet as one body with the deans of the two schools reporting to the provost. The president is a member of the governing faculty and attends its meetings. The high-quality work and scholarship of the faculty have earned support from highly competitive funders including the National Science Foundation; National Institutes of Health; U.S. Department of Education, R.K. Mellon Foundation; and the A.W. Mellon Foundation.

A C C R E D I TAT I O N A N D H I G H E R E D U C AT I O N E N G A G E M E N T In reaffirming Susquehanna’s accreditation in June 2014, the Middle States Commission on Higher Education “commend[ed] the institution on the quality of the self-study process and report.” A commendation is the most positive outcome an institution can receive and is evidence of the strength of Susquehanna’s academic programs, governance and leadership, and planning and resource allocation. The review team noted that Susquehanna has “a strong sense of mission, an enviable core curriculum, a culture of assessment and transparency that fosters trust and collegiality, and a history of intentional planning that produced excellent results for many years.” Its only substantive recommendation was that the university “continue its work regarding careful enrollment and retention management as well as pricing strategies, including financial aid.” With over 84 percent of revenues derived from tuition, the strategic plan emphasizes the necessity of optimizing enrollment and student persistence and success. The Sigmund Weis School of Business is one of only 11 business programs at national liberal arts institutions accredited by AACSB International—the Association to Advance Collegiate Schools of Business. AACSB accreditation is the hallmark of excellence in business education, and has been earned by less than 5 percent of the world’s business schools. Programs for the preparation of elementary and secondary education teachers at the bachelor’s level are approved by the Pennsylvania Department of Education. The Department of Music is accredited by the National Association of Schools of Music, and the Department of Chemistry is accredited by the American Chemical Society. The graduates in accounting are eligible to sit for the New York State licensure examination in Certified Public Accounting. Susquehanna is also a member of the American Association of Colleges and Universities, the American Council on Education, the Council of Independent Colleges, the American Council of Learned Societies, the National Association of Independent Colleges and Universities, and the Annapolis Group, an organization of the leading national independent liberal arts colleges. The president’s active participation in regional and national organizations and the development of national networks all serve to increase Susquehanna’s visibility and stature. This includes the Network of ELCA Colleges and Universities and the Lutheran Educational Conference of North America, which seek to encourage, assist and promote cooperation among Lutheran colleges and universities in the United States and Canada.

students and student life STUDENT PROFILE AND FIRST-YEAR CLASS At 647 students, the Class of 2020 will be second in size only to last year’s recordsetting cohort. These 647 students were selected from the largest applicant pool in Susquehanna’s history and our admit percentage continues a gradual decline to 67 percent. The enrolling class is drawn from 21 states and three countries. About 52 percent are from Pennsylvania. Fifty-seven percent are female; 43 percent are male. The average SAT score for first-year students is 1120 and the average ACT is 25. The average GPA for the class is 3.46. This fall, with strong representation from the class of 2020, more than 18 percent of the student body will be from historically underrepresented populations/groups—an increase from 7 percent in 2001.

FINANCIAL AID More than 96 percent of Susquehanna’s students receive some form of financial aid (grants, scholarships, loans and work-study) including academic merit scholarships offered regardless of financial need. Twenty-seven percent of the Class of 2020 is Pell-eligible, a demonstration of Susquehanna’s commitment to access. Tuition and fees, room and board for the 2016–17 year will be $55,340. Susquehanna is one of the best institutions in the nation at making a high-quality liberal arts education accessible to students of modest means and, once here, they graduate at high rates and have academic and cocurricular opportunities that lead to outstanding outcomes. In September 2014, the New York Times ranked Susquehanna University among the top 10 most economically diverse colleges and universities in the country. The newspaper assessed 100 institutions with four-year graduation rates of at least 75 percent on the basis of their enrollment of students receiving Pell Grants (available only to families with high levels of financial need) and the net price for low- to middleincome students. The institution’s embrace of economic diversity not only enriches campus culture, but also makes it easier for first-generation college students and students of modest means to choose Susquehanna over other options. Continuing Susquehanna’s tradition as a place of access, support and welcome, 36 percent of the Class of 2020 will be the first in their family to attend college. The Times’ analysis confirms what we’ve always known—Susquehanna does far more with much less than other more well-endowed peers, reflecting the university’s guiding value of being, “A responsible community committed to financial and environmental sustainability and a pragmatic and ambitious approach to its work.” Forbes business magazine recently named Susquehanna University one of America’s 300 Best Value Colleges. The ranking is based on tuition costs, school quality, graduation success and postgraduate earnings. Ninety percent of students have a professional internship, practicum or research experience, which is a tangible benefit for job or graduate school preparation. That’s in addition to the higher-order thinking skills and 21st-century competencies of critical thinking, writing, teamwork and communication skills that employers and graduate schools are seeking.

OUTCOMES Susquehanna students exceed expectations for persistence and academic achievement. As recently as 2009, Susquehanna ranked third in the nation in graduation rates among very competitive colleges in The American Enterprise Institute’s 2009 Diplomas and Dropouts study. Moreover, Susquehanna’s success relative to its admissions selectivity is consistently underscored by high rankings for actual vs. predicted graduation rates by The Washington Monthly and U.S. News & World Report’s Best Colleges. Susquehanna students regularly distinguish themselves as scholars, performers, authors and leaders. Typically, 94 percent of each graduating class is employed or enrolled in graduate school within six months. Approximately 25 percent of liberal arts and sciences students enter graduate or professional school immediately after graduation from Susquehanna. The Career Development Center provides a variety of resources to help students in vocational exploration, job and internship search, professional and graduate school applications, and seeking postgraduate fellowships. The Council on Undergraduate Research has named Susquehanna as one of 57 leading universities and colleges in supporting undergraduate research, a high-impact practice that contributes to student learning and success. Over the past 16 years, more than 350 Susquehanna students have been invited to present their research at the council’s National Conference on Undergraduate Research. By working closely with faculty on research projects, even during their first two years, students develop skills and confidence that make them competitive for graduate fellowships and future leadership roles.

The Fulbright organization has ranked Susquehanna among the top liberal arts schools in the nation for acceptance into the Fulbright U.S. Student Program. With 11 students accepted for Fulbrights in the past four years, Susquehanna students have been highly competitive because of their required cross-cultural Global Opportunities experiences and their high interest in foreign language courses.

LEADERSHIP Susquehanna encourages student participation in university decision-making. Students have many opportunities to develop leadership skills during their four years including leadership coursework and the Leadership Passport program built on the social change model of student development. The Student Government Association also gives students an active voice and role in governing the university through forums for student opinions that deal with issues of concern to the entire student body. Student representatives also serve on university committees and the Board of Trustees. Each year, 60 students and a team of six faculty and staff facilitators participate in a weeklong LeaderShape Institute that builds community and inspires participants to be better campus leaders.

HOUSING The university guarantees housing for all students in a variety of residential living options ranging from traditional residence halls, townhouses, social and professional fraternity and sorority houses, and such project or theme houses as the Scholars’ House, the Writers’ House, the Women’s Studies House, the GO House and the Presser International House.

ACTIVITIES, CLUBS, O R G A N I Z AT I O N S A N D G R E E K L I F E Students can join more than 150 clubs and organizations ranging from leadership and service groups to special interest clubs. There are 22 honor societies and professional organizations, 11 Greek–letter organizations, 16 intramural sports teams and 23 varsity sports teams (Division III). A relatively constant 25–30 percent of the student body joins the six national social fraternities and five national social sororities. Theme houses at the university include the Scholars’ House, Multicultural House, the Women’s Studies House and the Hillel House.

SOCIAL LIFE TRAX, a free, on-campus, student-run late-night entertainment venue, features a dance floor, DJ booth, billiards area, bar, performance stage, high-tech sound and lighting and an outdoor patio. A range of student organizations host events at TRAX on Friday and Saturday nights. The Student Activities Committee brings nationally and regionally known bands, DJs, coffeehouse acts, films, magicians, speakers and comedians to campus. Charlie’s is a student-run coffeehouse and entertainment venue in the Degenstein Campus Center that features programming seven days a week.

TRADITIONS Some of the many rich traditions that connect generations of Susquehannans are: SU SERVE, celebrated every April, when hundreds of student and alumni volunteers contribute more than 50,000 service hours to 2,000 community organizations across the country and around the world. Since 1981, the annual Thanksgiving Dinner brings the student body together to be served by faculty and staff. It is one of Susquehanna’s most memorable and meaningful traditions. At Senior Scholars Day, seniors present research findings in the form of poster displays and oral presentations. Music students present recitals, while graphic design students display artwork in the Cunningham Center for Music and Art. The day also allows students to honor the professors they have worked so closely with during their time at Susquehanna. The annual Senior Hike is a tradition dating back to 1880, when seniors make the 1,400foot climb to the summit of nearby Mt. Mahanoy to take in a spectacular view of the valley.

CIVIC ENGAGEMENT Susquehanna considers service an integral part of education and more than 75 percent of the student body volunteer in any given year. Last year, Susquehanna students contributed more than 32,000 hours of service to the community. For the ninth consecutive year, Susquehanna has earned a place on the President’s Higher Education Community Service Honor Roll for its role in solving community problems, placing students on a lifelong path of civic engagement, and achieving meaningful, measureable outcomes in the communities they serve. The Johnson Center for Civic Engagement supports and encourages faculty and student interest in community service and service learning courses.

C U LT U R A L E V E N T S A wide range of cultural events is offered to students, faculty, staff and surrounding communities throughout the academic year. The university’s Artist Series brings nationally known artists and performers to campus as does the Visiting Writers Program, the Claritas Distinguished Lecture in the Sciences, and the Schmidt Lectureship in Ethics. The Stella Freeman Weis Cultural Endowment sponsors an annual recital that features world-class musicians. There is also a full schedule of lectures, gallery exhibitions, student and faculty recitals and concerts, theatre productions and musicals.

RELIGIOUS AND SPIRITUAL LIFE The chaplain to the university creates an open and welcoming atmosphere that serves Susquehanna’s religiously diverse student population well. Students participate in a number of campus religious organizations and activities including a growing interfaith organization. The chaplain works actively with the Catholic Campus Ministry, the director of Jewish life and campus Hillel organization, and the Muslim Student Organization. The annual Christmas Candlelight Service, Passover Seder and Diwali Dinner are among the traditions that bring the campus community together.

AT H L ET I C S , F I T N E S S A N D R E C R E AT I O N Susquehanna is a founding member of the Landmark Conference, a nine–institution athletics conference committed to engaging in athletics competition and other collaborative activities, including an annual student research conference. The entire campus community is enriched by a strong program of athletics and physical education that encourages participation by student-athletes in a wide variety of varsity, club and intramural sports, and promotes personal fitness among students, faculty and staff. Susquehanna is a strong competitor in the NCAA Division III, fielding teams in 23 sports in the Landmark Conference, Centennial Conference (football and women’s golf) and the Empire 8 (men’s golf). For the third time in five years, Susquehanna’s student-athletes have won the Landmark Conference President’s Trophy as the conference’s best overall athletics program. More than a third of the student body are varsity athletes and more than half of Susquehanna’s students participate in dozens of intramural or club sports, sharing 26 acres of playing fields with the varsity athletics teams. The sports and fitness complex provides state-of-the-art athletic, recreational and fitness facilities to the entire campus community. The Outdoor Recreation Center is a convenient place for students to rent equipment for activities including camping, canoeing and cross-country skiing. The center also organizes off-campus excursions such as skiing, ice-skating and hiking.

facilities The university is well-known for its beautiful 325-acre campus and Georgian architecture. Two of the more than 80 buildings are on the National Register of Historic Places. Since 2001, more than $125 million has been invested in capital projects, including new student-housing complexes, three academic buildings and a renovated/expanded athletics complex. The Degenstein Campus Center was renovated in 2005, and in 2006, a storage facility was converted into “TRAX”—a popular student–designed and student–run campus nightclub. A $32 million state–of–the–art LEED–certified science facility was completed in spring 2010, followed by a comprehensive renovation of Fisher Hall, the university’s former science facility. In 2012, the university purchased the Pine Meadow apartment complex, which was adjacent to the northwest corner of the campus, and renovated it to provide a housing option for students called the 18th Street Commons. This complex provides students with apartment–style living space similar to what many of them will experience living independently as young professionals. In addition to the apartment complex acquisition, Susquehanna’s acreage has expanded through strategic purchases of contiguous properties and land including a neighboring church property that was renovated to provide a home for the university’s highly regarded Writers Institute and a new health clinic facility operated in conjunction with the Geisinger Medical Center. The university also acquired a neighboring farm that is used for environmental and ecological education and research. The Blough-Weis Library provides access to a full variety of electronic media and online resources as well as traditional collections. Renovated in 2014, the library contains the Scholarly Grounds coffee shop and offers inviting study, presentation and gathering spaces for students, faculty and staff. A new admissions/welcome center, fully funded by trustee philanthropy, will open in January 2017. As the gateway for prospective students and their families, the admissions house is a door of opportunity, and the design of this new building is consistent with the high-quality and welcoming academic experience all students can expect to find at Susquehanna.

human and financial resources Susquehanna is a strong and healthy institution. There is a deep sense of common commitment by trustees, faculty and staff to the university’s mission; the quality of educational programs is high; and the facilities are among the best in the nation among liberal arts colleges. Cash reserves of $25 million reflect a commitment to fiscal discipline, and total financial resources are greater than at any time in the institution’s history. The university’s annual operating budget is $76 million. Its endowment is valued at $134.8 million (as of May 1, 2016), and the value of the university’s total assets is $338.5 million, earning an “A2” debt rating from Moody’s, a three-step improvement over the past 20 years. Although operating in an environment where median family income is stagnant and families are increasingly price-sensitive, the Susquehanna value proposition remains strong, and the next leader will have an opportunity to build from a foundation that includes not just finances, but people and product. Susquehanna’s greatest resource is its people. From its humble beginnings, the commitment of its founders and earliest faculty was essential to nurturing and sustaining the institution. Today, Susquehanna is blessed with a wise and generous board as well as a talented and devoted faculty and staff. These people and their collective capacity and human capital are critical to the future of the university and the accomplishment of its mission. Susquehanna has a strong tradition of disciplined planning efforts. This is a place where resources have been stewarded well. This tradition of discipline and stewardship has created the resource base that permits Susquehanna to thoughtfully consider the future and be intentional in adapting. Strategic innovations include improved admissions operations, increased focus on international recruiting, and investments in marketing that include a newly designed website. The campus community has also developed new curricular and cocurricular programs to attract new students.

Susquehanna is also investing in the development of its administrative leaders with the assistance of the Gallup organization. The Gates Fund for Excellence in Leadership was established with a $1 million gift by Board Vice Chair Signe Gates ’71. It provides resources for developing and maximizing the leadership skills of senior leaders so that Susquehanna is prepared to deal effectively with the challenges of the coming decade. It builds on Ms. Gates’ commitment to nurturing the institution’s most important resource—its people—that she has also supported through the Gates and WIT (Whatever It Takes) award programs she established in 2006.

alumni engagement and fundraising In 2010, Susquehanna University concluded its Changing Lives, Building Futures comprehensive campaign that followed two highly successful campaigns during the 1990s and 2000s. The Changing Lives campaign exceeded its $70 million goal by more than $5 million, and its centerpiece was the $32 million Natural Sciences Center, which opened in 2010 and for which gifts and grants covered 50 percent of the total project cost. All three campaigns have generated more than $170 million in philanthropic support, greatly expanding the university’s infrastructure, programming and endowment. Fundraising results have averaged $10 million annually since 2010, including significant competitive grants: • A $2.25 million R.K. Mellon Foundation grant in 2014 for a three-year Freshwater Research Initiative to further understanding of the ecological issues impacting the Susquehanna River and its tributaries. • A $100,000 Andrew W. Mellon Foundation grant in 2015 to develop practical, applied academic minors that can be paired with arts and humanities majors. • A $1.2 million National Science Foundation grant in 2016 to support the recruitment and education of chemistry, physics and mathematics majors pursuing teaching careers in high-need school districts through the NSF’s Robert Noyce Teacher Scholarship Program.

The Board of Trustees’ leadership in fundraising has been consistent and generous: trustees were responsible for providing over 40 percent of the Changing Lives campaign total. Most recently, the board committed $7.3 million in personal philanthropy to fully fund the new admissions/welcome center that will open in January 2017. The 15,500-square-foot building is being designed by architect Peter Bohlin of Bohlin Cywinski Jackson. Bohlin and his firm have designed several distinctive buildings, including the New York City Apple Store on Fifth Avenue, Bill Gates’ home in Medina, Wash., and Pixar’s headquarters in Emeryville, Calif. The admissions building project is part of a proposed campaign, presently in its quiet phase and likely to see a public goal of at least $120 million. The public phase will not begin until after the new president’s arrival. A Campaign Readiness Team (CRT) composed of trustees, alumni and senior leadership at the university has spent the past 18 months engaged in preparation for a comprehensive campaign. A preliminary case for support has been tested and revised and includes these emerging, broad priorities: 1) creating access for students (scholarships); 2) investing in people, largely faculty and staff, to assure that students benefit from the highest quality programs and experiences; 3) strengthening outcomes-based activities that lead to student success after graduation; 4) enabling innovation; and 5) engaging alumni as contributors of human/experiential capital (beyond financial) to improve the student experience. The new president will be able to help shape these priorities. On engaging graduates: the Board of Trustees made this a priority through an ad-hoc Alumni Engagement Task Force in 2012. A resulting Institutional Statement on Alumni Engagement affirms a “commitment to developing and sustaining lifetime connections with students.” In the campaign, organic alumni goodwill will evolve to a systematic, managed set of programs that produce value for students, for graduates and for the university. Roles and attendant goals to which all alumni can contribute are in development. Susquehanna may be the only institution in the country embracing this type of approach: one that actually measures alumni engagement and expresses it in terms of results that contribute to a successful campaign effort.

GOVERNANCE Susquehanna is governed by a high-functioning Board of Trustees of up to 41 members, including five representatives of the ELCA, two faculty members and two students. The board is independent and elects all its own members. Trustee engagement and satisfaction are high as is the board’s value as a resource to the university’s administrative leadership. Emphasizing the importance of “governance as leadership,” the board continually examines its structure and practices in its ongoing efforts to bring the greatest value to its work. Through a decade-long focus on governance, the board has sought to make its work more meaningful to the university and more rewarding for its members. As part of its focus on board education and social capital building, the board holds an annual summer retreat also attended by members of the administration and faculty. This summer marks the 40th anniversary of the retreat. The current chair of the Board of Trustees is a Susquehanna alumnus and the chairman and CEO of Prudential Financial, Inc. He is joined on the board by other noted business and civic leaders with experience in education, business, finance, human resources, health care, public service and the law.

N O M I N AT I O N S A N D A P P L I CAT I O N S Review of candidates for the presidency of Susquehanna University will begin in the summer of 2016 and will continue until the position is filled, with an anticipated starting date no later than July 1, 2017. Nominations, inquiries and expressions of interest should be forwarded, in confidence, to: Shelly Weiss Storbeck, Managing Partner Susan VanGilder, Partner Matthew Bunting, Senior Associate Lindsay Allison, Associate Storbeck/Pimentel and Associates, LP SusquehannaPresident@storbeckpimentel.com As a living, learning and working community, Susquehanna University affirms its commitment to being an engaged, culturally inclusive campus. As we seek to embody the rich diversity of the human community, we commit ourselves to the full participation of persons who represent the breadth of human difference. The university encourages candidates from historically underrepresented groups to apply. Susquehanna University is an Equal Opportunity Employer.