Visionary executive-level academic professional with a solid history of successfully providing university-wide leadership at large public regional comprehensive universities in a multicampus framework. Proven record of success working within and promoting a shared governance environment (both internal and external) to identify and achieve university priorities. Experienced in fostering and sustaining a student success-centered environment within a framework centered on a commitment to diversity, equity, inclusion, and belonging. Broad knowledge and skills in developing and implementing mission-driven strategic plans, including cultivating, expanding, and improving programs and processes to benefit students, faculty, and staff. Extensive experience managing university-wide budgets and resources, as well as developing and implementing strategies for financial sustainability. Skilled at relationship cultivation strategies for fundraising as well as building community partnerships.

EDUCATION

Doctor of Philosophy in Politics
University of Oxford

Master of Philosophy in Politics
University of Oxford

Master of Arts in Sociology
Temple University

Bachelor of Arts in Political Science
Messiah College

KEY LEADERSHIP/ADMINISTRATIVE EXPERIENCE

INTERIM PRESIDENT (JULY 2023-PRESENT), (ACTING PRESIDENT (MARCH 2023-JUNE 2023), EXECUTIVE VICE PRESIDENT AND CHIEF OPERATING OFFICER, (OCTOBER 2022-FEBRUARY 2023), PENNWEST UNIVERSITY, PASSHE EXECUTIVE ON LOAN

It is helpful to frame these roles as a Pennsylvania State System of Higher Education (PASSHE) executive on loan to Pennsylvania Western University (PennWest) in the context of my permanent role at West Chester University (WCU). WCU is the largest university in PASSHE; PennWest is the largest PASSHE university in Western Pennsylvania and the second-largest university in Western Pennsylvania overall. PennWest was founded on July 1, 2022 and reflects the integration of three independent PASSHE universities (California, Clarion, and Edinboro). These three institutions are many miles apart geographically (and are culturally quite different); therefore, the process and operationalization of this integration is very challenging.

A key focus of my permanent role as executive vice president (EVP) for WCU is resource allocation and financial sustainability, having responsibility for the university budget, which totals over $370 million, and participating in the work of the PASSHE Office of the Chancellor for the process of system redesign. I have served in several roles related to PASSHE redesign, including co-chairing the Investment Team (focused on financial sustainability), serving as one of the Chief Academic Officer leads for the State System Council of Chief Academic Officers (CAOs), and serving as a member of the system-wide group of Chief Financial Officers. I also led an analysis of efficiency/sustainability for course delivery, including developing and sharing tools for use by other university systems. In 2021, I led a peer review team focused on assisting struggling universities in improving financial sustainability. That work led to my most recent assignment as an executive on loan from PASSHE to PennWest University, where I served as EVP and chief operating officer from October to February. I was named acting president on March 1, 2023, and interim president on July 1, 2023. The initial charge for this work from the chancellor of PASSHE was to analyze organizational capability in academic and business functions, identify gaps and develop a plan to fill those gaps, align operations to enrollment, and put PennWest on a firm path toward financial sustainability. When my role transitioned to president, I became responsible for implementing the plan I had developed for the university to achieve financial sustainability.

Selected accomplishments

In the initial phase of this assignment, I conducted an organizational assessment to map out key areas of critical needs and operational challenges with a view to developing a path forward for achieving institutional financial sustainability. I then created a blueprint for refining/stabilizing operations that maps both progress to date as well as milestones and a timeline for future work. I also developed a model to determine the enrollment floor upon which the budget and operations need to be based to lay the foundation for financial sustainability by identifying and implementing strategies to address budget deficits.

Specific elements of financial sustainability include conducting reorganizations (noted below) that generated over $2 million in cost avoidance, identifying over $20 million in operational savings over the next three years, and lessening the rate of enrollment decline, with an overall increase projected by Fall 2025. This laid the groundwork for the pursuit of structural debt relief, which, if realized, will reduce the projected annual deficit across three years from $55 million to less than $5 million. It is encouraging that $9 million in debt relief has already been achieved.

Related to the work required to achieve financial sustainability, I developed a series of educational models for the campus community, nicknamed Budget 101, to ensure, through a shared governance framework, that we are all using a similar language and have a similar understanding of the ways in which a university budget works. This was a key component to successfully working with shared governance leadership to understand and address the needed steps toward financial sustainability.

I have also reinvigorated the commitment to shared governance, which had suffered during the process of integration. We have now reestablished a collaborative approach to the university's challenges, which is already having a positive impact on the goals we are trying to achieve.

As part of the blueprint for the university, I worked with the senior leadership team to reorganize the strategic enrollment management division and reassign resources to other divisions to maximize the impact of resources and strengthen enrollment and retention.

This past spring, I worked with senior academic leaders and faculty leaders on a reorganization that reduced the colleges of PennWest from six to three and reduced academic departments from 27 to 14. This allowed us to provide funding for assistant chairs across the three campuses of PennWest and to provide more opportunities for faculty to collaborate within departments that span three campuses, which will enhance student success.

This fall, we launched a new campus leadership team model at each of PennWest's three campuses, which includes an academic dean, a campus administrator, and a student affairs professional. These triads provide leadership on the ground and face-to-face at each campus to ensure that students, faculty, and staff can get answers to questions and help with problems in real time (a challenge/lesson learned during the prior inaugural year of integration).

Finally, this fall, reallocating some of the dollars that we collectively saved (across units) as we approached the end of the fiscal year, we worked collaboratively with faculty and staff to relaunch the computer replacement cycle for faculty, staff, and student labs. Nearly half of the faculty and staff had computers that were older than five years, and this infusion one-time dollars, generated by intentional year-end savings, has allowed us to get on the path of an ongoing computer refresh cycle.

EXECUTIVE VICE PRESIDENT AND PROVOST (JANUARY 2017-OCTOBER 2022), WEST CHESTER UNIVERSITY

After serving for two years as provost and vice president for academic affairs at WCU, I was named EVP while retaining my role as provost. My university budget work as EVP has included developing and refining a critical needs budgeting process, refining the accumulation and use of university reserves, and working with each vice president to achieve university-wide goals as well as the financial goals of their divisions. My PASSHE work as EVP has included serving as a co-chair on a multi-year system-wide financial sustainability committee that developed policy language and metrics for promoting and assessing the financial sustainability of the 10 (formerly 14) PASSHE universities. I also served as a co-lead for the system-wide group of chief academic officers and on the system-wide group of chief financial officers. Labor relations is another area that falls within the scope of my EVP role, which includes working with the collective bargaining agreements of the unions represented on campus: American Federation of State, County, and Municipal Employees (AFSCME); Association of Pennsylvania College and University Faculty (APSCUF); Office of Professional Employees International Union Healthcare of Pennsylvania (OPEIU); Pennsylvania State System of Higher Education Officers Association (POA); Security, Police, and Fire Professionals of America (SPFPA); and State College and University Professionals Association (SCUPA).

In my role as provost, I provided strategic leadership for the Academic Affairs Division at WCU, the largest university in PASSHE. The Academic Affairs Division is comprised of six colleges/schools offering over 100 academic degree programs and houses the Office of Institutional Research, the Center for International Programs, the offices of undergraduate admissions, enrollment management, financial aid, graduate studies, undergraduate student support services, and information services and technology. Roughly 1,000 faculty serve more than 17,000 students, 3,000 of whom are graduate students. While I provided strategic leadership, the deputy provost and vice president for Academic Operations provided operational leadership for the units housed within the division. Utilizing a budget of over $190 million, the specific responsibilities of this office include overseeing curriculum development, general education, new program development, program review, assessment, accreditation, articulation agreements with other two- and four-year institutions, academic policies, faculty development, the tenure and promotion process, and the consistent application of academic standards and academic policies.

Selected accomplishments

Led the accreditation reaffirmation effort from the Middle States Commission on Higher Education (MSCHE), which was granted in August 2021. Developed tools for the self-study process that were recognized as a best practice by MSCHE and were subsequently used by MSCHE in its self-study training institute.

Facilitated the launch of the Moonshot for Equity at WCU, created by EAB, Inc., which is an equityminded cohesive plan that provides research-based practices, policies, and technology to institutions interested in reducing and eliminating equity gaps while supporting community engagement to enhance postsecondary student success.

Led a semester-long study of an anthology on race, class, and gender with the President's Cabinet and the deans to promote a deeper understanding and common language among our senior leaders regarding diversity, equity, and inclusion in order to examine and revise policies/practices from an inclusive perspective.

Led the development of a Grow Your Own program aimed at increasing diversity in our faculty by providing a pathway for graduate students to become tenure-track faculty members at WCU.

Worked with several constituencies, including vice presidents, deans, faculty, and staff, to develop and implement a “trusting team” statement that reflects our commitment to working together collaboratively, transparently, and compassionately.

Served on a committee charged with developing a new allocation formula for the Board of Governors (BOG) to use for distributing the Commonwealth allocation for PASSHE universities in 2021. The formula includes funding directly tied to student success measures as well as student needs, in addition to funding enrollments. I contributed significantly to the model refined by the committee and eventually adopted by the BOG.

Served as co-chair of the WCU Budget Review Committee, which serves to educate the campus community about budgetary decisions and gather feedback from key stakeholders regarding budget priorities.

Led the development of a critical needs process for allocating new resources and reallocating existing resources to identify the budget priorities of the institution. Facilitated the review and refinement of budget processes related to the university's reserve accounts, including revisions to the base budget to fund institutional priorities.

Participated in cultivation strategies for fundraising efforts and led asks for two major gifts, totaling $1.95 million.

Facilitated and provided resources for the development of the university's first engineering program in biomedical engineering. Managed the planning process for the facilities necessary to support the new program, the anchor of a new 195,000-square-foot academic and student life building, which was launched in Fall 2019.

Facilitated the development of the Ramp Up program, which aims to increase first-year retention by providing academic and support resources to increase student confidence and goal setting for timely graduation. In the first two years of the program, participants increased both their retention rates and their GPAs.

Facilitated the development of the Women's Leadership Forum, an annual program offering professional development workshops to help WCU women faculty, staff, and managers build their leadership skills.

Actively engaged with the community, serving on several boards, including Leadership Chester County, the Chester County Economic Development Council (CCEDC), CCEDC Executive Committee, and Chester County Hospital, a Penn Medicine affiliate (University of Pennsylvania).

PROVOST AND VICE PRESIDENT FOR ACADEMIC AFFAIRS (FEBRUARY 2016-JANUARY 2017), INTERIM (JUNE 2015- FEBRUARY 2016), WEST CHESTER UNIVERSITY

I provided leadership for the Division of Academic Affairs at WCU. Managing a budget of $124 million, my specific responsibilities included overseeing curriculum development, general education, new program development, program review, assessment, accreditation, articulation agreements with other 2- and 4-year institutions, academic policies, faculty development, and the tenure and promotion process. I oversaw and ensured the consistent application of academic standards and policies. I also provided oversight for the deans of the colleges that comprise the Academic Affairs Division, the associate vice president for academic planning and administration, the director of the Center for International Programs, the associate provost and dean of graduate studies, and the assistant provost. Served on the President's Cabinet and provided leadership on university committees, including the Budget Review Committee and the Enrollment Management Committee, articulating and promoting the university's mission and vision on behalf of the Division of Academic Affairs.

Selected accomplishments

Participated in the effort of the President's Cabinet to rewrite the university's mission to focus on outcomes and student success. The revised mission clearly and succinctly states that our work is to prepare students to be personally and professionally successful and to contribute to the common good. Most importantly, it describes the institution as “a community of educators,” recognizing that all employees are engaged in educating our students.

Led the reorganization of the Division of Academic Affairs in support of the university's strategic plan. Using a process grounded in the principles of collegiality and inclusion, we successfully implemented the new organizational structure with the involvement of the institution's major shared governance bodies. Established the Department of Women's and Gender Studies as part of the process.

Co-chaired the Periodic Review Report team with the associate provost and interim assistant vice president for academic affairs. Our report was accepted by the MSCHE, and accreditation was reaffirmed for another five-year period.

Provided leadership for the revision of the university's general education program, resulting in a pathway approach to major choice. This new approach leverages team-taught first-year experience courses to allow students to explore broad meta-disciplinary areas (i.e., Behavioral and Social Science; Culture and Communications; Education and Social Work; Integrative Health; Science, Technology, Engineering, and Mathematics). Furthermore, all students are required to complete a portfolio of learning centered on general education goals and a capstone experience wherein those goals and program learning outcomes are assessed.

Collaborated with the associate provost and the vice president for Student Affairs to establish a crossdivisional partnership in support of creating a co-curricular transcript to record experiential learning activities over the course of a student's collegiate career.

Supported the development of a Community Mental Health Clinic to support the placement of students from the Clinical Doctorate in Psychology program, which is accredited by the American Psychological Association.

Supported the foundation of WCU's first autism support program designed to assist students with autism spectrum disorders throughout their college careers. The program provides direct support in the areas of executive functioning, self-care, social competence, self-advocacy, and career preparation. The program also has a permanent facility, which includes a merchandise shop where students enrolled in the program have the opportunity to acquire occupational skills and employment experiences.

Supported the creation of the Achieve! student success program for special admit students who were traditionally limited to 12 credits in their first semester, allowing them to enroll in 15 credits. The program successfully increased the number of college-level credits earned by this population of students without a negative impact on grade point average or fall-to-spring retention.

ASSOCIATE PROVOST AND DEAN OF GRADUATE STUDIES (DECEMBER 2013-JUNE 2015), ASSOCIATE VICE PRESIDENT FOR ACADEMIC AFFAIRS AND DEAN OF GRADUATE STUDIES AND EXTENDED EDUCATION, INTERIM (MAY 2012- DECEMBER 2013), WEST CHESTER UNIVERSITY

In these roles, I provided leadership in the areas of curriculum development, general education, new program development, program review, assessment, accreditation, articulation agreements with other 2- and 4-year institutions, academic policies, and faculty development. I served as a liaison with PASSHE and MSCHE. I provided leadership for graduate studies at the university level and engaged in strategic planning related to graduate and extended education. I provided oversight and ensured the consistent application of academic standards and academic policies, including administration of probation and dismissal procedures, grade appeals, and academic integrity hearings for graduate and undergraduate students. Additional leadership responsibilities included supervising and providing support for the work of the dean of Undergraduate Studies, the director of Institutional Research, and the Office of Graduate Studies, managing a $5.4 million budget and overseeing a total of 92 direct/indirect reports.

Selected accomplishments

Provided leadership for efforts related to increasing graduate enrollments, which resulted in reversing a projected 16% decline and exceeding Fall 2013 graduate enrollment targets. The positive trend continued with Fall 2014 graduate enrollment numbers exceeding Fall 2013 enrollments by 5% and Spring 2015 enrollments exceeding targets by nearly nine percent.

Facilitated the development and approval of the university's first applied doctoral program (the Doctor of Nursing Practice), including assessment planning, differential tuition modeling, conducting a program feasibility study, and leading the approval process at both the PASSHE and MSCHE levels.

Developed a new graduate assistantship financial allocation model to increase the number of graduate assistantships available. The new model allowed for the awarding of 36% more assistantships without allocating any additional university dollars.

Developed and secured base funding for a graduate coordinator/chair compensation model, which provided predictable base funding for graduate coordinators/chairs during the academic year and in the summer.

Led strategic planning efforts at the graduate level, including new program development, existing program revision, the transition from a master's comprehensive to a doctoral granting institution, and the completion of a graduate strategic plan aligned with the university's new strategic plan.

Served as co-author with the chair of the Master of Public Administration Program in writing the self-study for initial National Association of Schools of Public Affairs and Administration (NASPAA) accreditation.

Reorganized the Office of Graduate Studies and Extended Education to improve communication and processes, increase organizational effectiveness, and improve graduate enrollment and retention rates. Provided leadership at the senior administration level of a university-wide assurance of student learning initiative implemented by the Faculty Associate for Teaching, Learning, and Assessment to ensure that all programs have consistent and high-quality assessment plans and are closing the feedback loops by refining programs based on assessment data.

Reviewed and evaluated the goals and outcomes of the undergraduate student services offices, including pre-major advising, the Office of Services for Students with Disabilities, the tutoring center, the freshman interest groups program, and the academic development program. Worked with the dean of Undergraduate Studies to develop key performance indicators for each area.

Facilitated the preparation and submission of several new academic programs (both undergraduate and graduate) for submission to PASSHE's Office of the Chancellor.

Served as the provost's representative on the university's curriculum committee and facilitated the development and approval of academic policies and programs.

Participated in the university's strategic planning process by developing initiatives and objectives for several key areas in Academic Affairs, including graduate education, distance education, and assurance of student learning, as well as serving on the writing team and preparing the public version of the Phase 1 Implementation Plan.

Led the university program review process for both academic and non-credit bearing units.

Supported Academic Affairs faculty development efforts, including new faculty orientation, the Committee for Excellence in Learning and Teaching, and related initiatives let by the Faculty Associate for Teaching, Learning, and Assessment.

FOUNDING DIRECTOR, MASTER OF PUBLIC ADMINISTRATION (JULY 2010-MAY 2012) & POLITICAL SCIENCE ASSISTANT CHAIR FOR GRADUATE AFFAIRS (JULY 2011-MAY 2012), WEST CHESTER UNIVERSITY

I initiated a degree designation change from the Master of Science in Administration (MSA) to the Master of Public Administration (MPA) program and served as the director of the new program, managing a distinct program budget, building the schedule for all graduate courses, evaluating program faculty, recruiting and admitting graduate students, advising students, conducting graduation clearances, and teaching the program's core and elective courses. My leadership responsibilities included pursuing national accreditation, assessing student learning outcomes, and consistently building a strong MPA faculty of tenure-track professors and non-tenure track practitioners.

Selected accomplishments

Assumed leadership of the previous program in Spring 2007. After a period of evaluation, and as a result of the hiring of a new faculty member, I began a process of moving toward a degree designation change from the MSA to the MPA. The degree designation change was granted by PASSHE in July 2010.

Collaborated with another faculty member to revise 30 existing MSA courses into MPA courses and prepare two new courses to update the curriculum as part of the degree designation change noted above.

Chaired two searches and served on another as MPA director, resulting in the establishment of the first recognized graduate faculty group within the department. Worked with the dean to request new lines and reassign existing lines to increase the number of full-time tenured and tenure-track graduate MPA faculty from one to five.

Increased MPA enrollments by more than 60% between 2010 and 2012 and by more than 150% from 2007 to 2012, both in terms of matriculated students and seats in classes.

Began the process of pursuing national accreditation through NASPAA by receiving institutional membership in Fall 2010 and by being accepted into eligibility status in Summer 2011. The self-study report was submitted in August 2013 with a site in Spring 2014.

Worked with the department during Spring and Summer 2011 to establish clear autonomy for the program and program faculty as part of the efforts related to NASPAA accreditation. This included the establishment of the Assistant Chair for Graduate Studies, which allows the department chair to assign evaluation responsibilities for program faculty to the MPA director. This was accomplished through a revision of the department's constitution.

DIRECTOR, MASTER OF SCIENCE IN ADMINISTRATION (JANUARY 2007-JUNE 2010), WEST CHESTER UNIVERSITY

As the director of the Master of Science in Administration (MSA) program, I built the schedule for all graduate courses, recruited and admitted graduate students, advised students, conducted graduation clearances, and taught the program's core and elective courses. Leadership responsibilities included assessing student learning outcomes and updating program offerings.

Selected accomplishments

Assumed leadership of the program in Spring 2007 and focused on reversing the trend of declining enrollments within the program with a view to making the program more relevant and updating program offerings. Enrollments increased by 53% during the time I was the MSA director.

Established an MSA nonprofit advisory board of regional nonprofit leaders and WCU faculty to develop a nonprofit concentration for the MSA. In the context of WCU's mission of meeting needs in the Commonwealth of PA, this was in response to a regional demand for nonprofit leaders. This concentration remained part of the degree after the degree designation change to the MPA occurred.

Consolidated and eliminated redundant program concentrations to address both low enrollment issues and issues related to program coherence. The net result was a decrease from nine to three concentrations (General Public Administration, Human Resource Management, and Nonprofit Administration).

FOUNDING DIRECTOR, CENTER FOR SOCIAL AND ECONOMIC POLICY RESEARCH (AUGUST 1998-MAY 2012), WEST CHESTER UNIVERSITY

I served as the founding director of the Center for Social and Economic Policy Research (CSEPR), managing a selfsupport budget and managing both temporary and contract-based staff for projects. Leadership responsibilities included generating new internal and external contracts, directing research projects, preparing technical reports, presenting results to various constituencies, and involving graduate students in CSEPR work where possible.

Selected accomplishments

Built numerous relationships with external community leaders in both the nonprofit and public sectors. The CSEPR routinely receives requests from regional and local agencies to conduct research and has established a significant presence in the region.

Acquired more than $5 million in external and internal contracts with local, regional, and statewide agencies and organizations over the life of the CSEPR.

Managed a self-support budget for all expenses related to the business of the CSEPR.

Completed a number of feasibility studies for a variety of WCU graduate programs related to expanding graduate education offerings.

Provided high-quality research locally and regionally, consistent with WCU's mission, utilizing WCU students and faculty wherever possible.

Served as a resource for numerous governmental organizations seeking to better understand citizen opinions and perceptions of public service provision, including the collection of community input into strategic planning efforts for Chester County.

Prepared and disseminated dozens of technical research reports, presented findings in a variety of public and community venues (radio, print media, television, and live events), and maintained an active research presence on behalf of WCU for local and regional nonprofit, public, and private organizations.

ADDITIONAL LEADERSHIP/SERVICE

COMMITTEE MEMBER, PASSHE ACADEMIC PROGRAM REVIEW COMMITTEE (JULY 2012-PRESENT), PASSHE

I currently serve as one of 11 members of the PASSHE Academic Program Review Committee. The committee, comprised of university chief academic officers, associate provosts, academic deans, and faculty, reviews formal letters of intent and full program proposals for new academic programs submitted by the 14 universities of PASSHE and recommends decisions or actions on those proposals to the Office of the Chancellor. Members are invited to serve by the Office of the Chancellor. All new program proposals must move through the process before they can be offered at the universities. Appointed to the Doctoral Subcommittee in August 2013.

CHAIR, CURRICULUM AND POLICIES COUNCIL (APRIL 2004-MAY 2007, MAY 2010-MAY 2012), WEST CHESTER UNIVERSITY

The Curriculum and Academic Policies Council (CAPC) serves two curricular purposes. One is to develop, revise, and recommend new academic programs and to recommend the revision or elimination of existing academic programs proposed by faculty. The other is to develop, revise, and recommend academic policies. These purposes are carried out in a legislative assembly (comprised of elected faculty, elected or appointed students, and administrators) that recommends curricular and academic policy matters to the academic vice president and provost. CAPC exists as a shared governance body, functioning under the authority of PASSHE, the Collective Bargaining Agreement between the System, the faculty union (APSCUF), and the PASSHE BOG. Leadership responsibilities included overseeing the business of CAPC, representing CAPC to campus constituencies, such as the president, the CAO, and the academic deans, and working with faculty preparers to refine proposals, convening regular CAPC Executive meetings, and chairing the CAPC Assembly meetings. The CAPC chair is also expected to interpret academic policies and procedures on a regular basis and to provide advice to academic administrators regarding their implementation.

GENERAL EDUCATION CHAIR, CURRICULUM AND POLICIES COUNCIL (APRIL 2002-APRIL 2004, APRIL 2007-MAY 2010), WEST CHESTER UNIVERSITY

I led the development of the current university General Education assessment plan, used data collected to refine the assessment process, participated in general education assessment as both a reviewer and an analyst, and prepared general education assessment reports for the past six years.

SPECIAL ASSISTANT FOR GRADUATE STUDIES (JUNE 2011-MAY 2012), WEST CHESTER UNIVERSITY

I served as the special assistant to the dean of Graduate Studies, handling academic petitions for exceptions to policy grade changes and student issues, as well as assisting with efforts for strategic planning within graduate programs and across the university.

INTERIM CHAIR, DEPARTMENT OF POLITICAL SCIENCE (FALL 2010), WEST CHESTER UNIVERSITY

As interim chair, I managed the department budget, built the schedule of department courses, oversaw the development and revision of undergraduate curriculum changes, initiated a strategic planning process for the department, conducted graduation clearances, and represented the department in all college- and university-wide matters.

SPECIAL ASSISTANT TO THE PRESIDENT, STRATEGIC PLANNING CABINET LIAISON (SPRING 2003 TO 2006), WEST CHESTER UNIVERSITY

In the role of special assistant to the president as the cabinet liaison to the Strategic Planning and Resource Council (SPRC), I regularly attended functions of President's Cabinet and President's Council and was invited to the President's Council Retreat in the summer in order to ensure that SPRC was aware of relevant issues that the President's Cabinet was dealing with as well as keeping Cabinet apprised of the issues that SPRC was addressing. In this role, I also presented information about SPRC and campus activities related to the Strategic Plan at the Fund Board Retreat/Council of Trustees Retreat each year.

UNIVERSITY PROGRAM REVIEW OFFICER (SPRING 2003-FALL 2005), WEST CHESTER UNIVERSITY

University Program Review is mandated by the PASSHE BOG policy to review programs every five years to determine if the programs should be continued, put on probation, or discontinued. For each program, I prepared a program review report internal to WCU and worked with the chair and deans for each department until a final report (which included numerous recommendations for changes) was agreed upon by all parties. I then prepared a formal submission for PASSHE based on the BOG policy. The normal workload for this position is 6-8 programs per year. However, when I assumed responsibility for it, there was a significant backlog. As a result, during the time I held the position, I completed 36 program reviews—31 for academic programs and 5 for other programs.

PASSHE STRATEGIC PLAN STATE SYSTEM LIAISON (FALL 2004-2005), PASSHE

Related to my role as special assistant to the president, I was asked in Fall 2004 to serve as WCU's representative to PASSHE for the drafting of the PASSHE Statewide Strategic Plan. This committee was made up of one representative from each of the 14 campuses and was chaired by Vice Chancellor Peter Garland. We met at the PASSHE office throughout 2004-2005, and in Spring 2005, we completed the PASSHE Strategic Plan entitled Leading the Way.

ACADEMIC APPOINTMENTS

  • Professor of Public Policy and Administration, West Chester University of Pennsylvania, June 2006-present
  • Associate Professor of Political Science, West Chester University of Pennsylvania, Spring 2001-Spring 2006
  • Assistant Professor of Political Science, West Chester University of Pennsylvania, Fall 1996-Spring 2001
  • Harrisburg Area Community College, Lancaster Campus, Instructor in Sociology, Summer 1992-Summer 1996
  • Temple University, Instructor in Sociology, Fall 1991-1993

COURSES TAUGHT

  • Research Methods for Public Administrators (G)
  • Compensation Analysis and Benefits Planning (G)
  • Public Administration Capstone (G)
  • Political Analysis (UG)
  • Advanced Political Analysis (UG)
  • Applied Pennsylvania Politics (UG)
  • Applied Public Policy (UG)
  • American National Government (UG)
  • Racial and Ethnic Politics (UG)
  • Women in Politics (UG)
  • Political Philosophy (UG)
  • Contemporary Political Philosophy (UG)
  • Public Opinion and Propaganda (UG)
  • Introduction to Sociology (UG)
  • Comparative Societal Development (UG)
  • Race and Ethnicity (UG)
  • Group Dynamics (UG)
  • Sociology of Aging (UG)
  • Race, Class and Gender (UG)
  • Honors American Government (UG)

JOURNAL ARTICLES AND SCHOLARLY MANUSCRIPTS

“Interpreting, Reporting and Using Results.” In Student Affairs Assessment, Evaluation and Research. 2019. Zebulun R. Davenport and Vicki L. Wise, eds. Charles C. Thomas, Publisher. R. Lorraine Bernotsky.

“Evaluating College Readiness: Are Federal and State Policies Helping or Hindering the Effort?” 2016. Educational Policy 30 (3). Steven L. Kramer, Jeffery L. Osgood, Jr., R. Lorraine Bernotsky, Edward Wolff, F. Joseph Merlino, Tanya I. Garcia and Helen M. Kramer.

“Guiding Principles to Impact an Institution-Wide Assessment Initiative.” 2015. Research & Practice in Assessment 10 (Summer). Scott Heinerichs, R. Lorraine Bernotsky and Loretta Rieser Danner.

“Determining Demand & Capacity for Master’s Level Supervised Program: One University’s Feasibility Study.” 2014. Nutrition and Dietetic Educators Preceptors: Line (1). Mary Beth Gilboy, Lynn Monahan Couch, Jeffery L. Osgood, Jr and R. Lorraine Bernotsky.

“Yesterday’s Gains vs. Today’s Realities: Lessons from Ten Years of Economic Development Practice.” 2012. Economic Development Quarterly. 26 (4). Jeffery L. Osgood, Jr., Susan M. Opp and R. Lorraine Bernotsky.

“Urban Political Theory and the Case of the Local Government Simulation.” 2012. Journal of Political Science Education 8 (2). Jeffery L. Osgood, Jr., Chris Stangl and R. Lorraine Bernotsky.

“An Economic Impact Study of the Pennsylvania State System of Higher Education.” 2006. Pennsylvania Economic Association Proceedings. Thomas O. Armstrong, R. Lorraine Bernotsky, Lou Bohl-Fabian and Khalil Yazdi.

“An Economic Development Inventory for the Pennsylvania State System of Higher Education.” 2005. Pennsylvania Economic Association Proceedings. Thomas O. Armstrong, R. Lorraine Bernotsky, Lou Bohl-Fabian, Peter H. Loedel and Khalil Yazdi.

“The Quest for Political Equality: Participation and Representation of Women in the United States.” 1997. International Issues 40 (6). R. Lorraine Bernotsky and Frauke I. Schnell.

TECHNICAL REPORTS (MOST RECENT TEN YEARS)

“Path to Sustainability Project.” National Association of College and University Business Officers (NACUBO)/ Baker Tilly. 2023. R. Lorraine (Laurie) Bernotsky, David Capitano, Jim Hundrieser, Jeffery Osgood, Randy Roberson and Christine Smith.

“Master of Public Health & Dietetic Internship: Need Analysis.” Center for Social and Economic Policy Research. 2012. Jeffery L. Osgood, Jr. and R. Lorraine Bernotsky.

“Findings from the 2012 West Chester University Transfer Student Study.” Center for Social and Economic Policy Research. 2012. Jeffery L. Osgood, Jr. and R. Lorraine Bernotsky.

“Thornbury Township Police Services Survey: Final Data Analyses and Key Findings.” Center for Social and Economic Policy Research. 2012. R. Lorraine Bernotsky and Jeffery L. Osgood, Jr.

“Findings form the 2011 West Chester University Strategic Planning Stakeholder Analysis.” Center for Social and Economic Policy Research. 2011. Jeffery L. Osgood, Jr. and R. Lorraine Bernotsky.

“Market Study for the Collaborative MA in Foreign Languages: Collaborative Languages and Cultures Survey Report.” Center for Social and Economic Policy Research. 2011. R. Lorraine Bernotsky and Jeffery L. Osgood, Jr.

“Greater Harrisburg Health Start Health Needs Analysis.” Center for Social and Economic Policy Research. 2011. R. Lorraine Bernotsky and L. Jeffery Osgood, Jr., with GIS Assistance from Matin Katirai.

“Center for Healthy Schools Needs Assessment.” Center for Social and Economic Policy Research. 2011. R. Lorraine Bernotsky and Jeffery L. Osgood, Jr.

“Economic Impact of the Expansion of the College of Health Sciences at West Chester University of Pennsylvania.” Center for Social and Economic Policy Research. 2011. R. Lorraine Bernotsky and Jeffery L. Osgood, Jr.

“ENDO Pharmaceuticals Biostatistics Graduate Degree Feasibility Study.” Center for Social and Economic Policy Research. 2011. Jeffery L. Osgood, Jr., R. Lorraine Bernotsky and Matin Katirai.

“Doctorate of Nursing Practice: Needs & Market Analysis.” Center for Social and Economic Policy Research. 2011. R. Lorraine Bernotsky, Jeffery L. Osgood, Jr. and Matin Katirai.

“The Octorara Area Economic Development Inventory.” Center for Social and Economic Policy Research. 2011. Matin Katirai, Jeffery L. Osgood, Jr., R. Lorraine Bernotsky and Heather Rhu.

INTERNATIONAL AND NATIONAL ACADEMIC CONFERENCE PRESENTATIONS (MOST RECENT 10 YEARS)

“How to Drive a Sustainability Journey That Honors Realities and Respects Stakeholders.” NACUBO Annual Meeting, Orlando, FL, July 2023. Presented with Leslie Brunelli, Robert Cramer, Sharon Minnich, Gregory J. Sanial and Christine Smith.

“Is Cost Cutting the Solution to Balancing Your Budget?” NACUBO Annual Meeting, Orlando, FL, July 2023. Presented with Diane Hoose Goddard and Jim Hundreiser.

“Spotlight on Financial Aid.” American Association of State Colleges and Universities (AASCU)/NACUBO joint symposium, CAO and CBO Collaborations: Working Together for Financial Sustainability and Equitable Student Success, Washington, D.C., September 2022. Presented as facilitator.

“NACUBO Consulting: Public University Case Study.” NACUBO Annual Meeting, Denver, CO, July 2022. Presented with Carrie Birckbichler, Guilbert Brown, Diane Hoose Goddard, Jim Hundreiser and Agnes Wong Nickerson.

“What Can We Afford to Offer? Academic Programs, Enrollment and Faulty Complement: A Model for Financial Sustainability.” Eastern Association of College and University Business Officers (EACUBO) Annual Meeting, Philadelphia, PA, March 2022. Presented with Christopher Florentino.

“Collaborating for Financial Sustainability.” EACUBO Annual Meeting, Virtual, October 2020. Presented with Guilbert Brown, Robert Thorn and Sharon Minnich.

“Sustaining Assessment Using a Data-Informed and Shared Governance Approach.” 2017. MSCHE Annual Conference, Philadelphia, PA. Presented with Jeffery Osgood and Scott Heinerichs.

“Leveraging Planning and Reporting Software to Demonstrate Institutional Effectiveness.” AASCU Annual Winter Meeting, Austin, TX, February 2016. Presented with Scott Heinerichs.

“Prejudicial Nonresponse: When Does Non-Ignorable Missing Data Destroy Internal Validity?” European Survey Research Association Biennial Conference, Reykjavik, Iceland, July 2015. Presented with Steven Kramer, Edward Wolff and Jeffery Osgood.

“Moving from Quantity to Quality to Demonstrate Student Learning Outcomes: An Assessment Reboot.” AASCU Annual Winter Meeting, New Orleans, LA, February 2015. Presented with Linda Lamwers and Scott Heinerichs.

“Evaluating How K-12 Programs Affect College Success: Can State Longitudinal Data Systems Do the Job?” AERA Annual Meeting, San Francisco, CA, April 2013. Presented with Steven Kramer, Edward Wolff and Jeffery Osgood.

“Changing Institutional Attention: Understanding the Transfer Student Experience in a Native-Centered Institution.” Students in Transition National Conference, Philadelphia, Pennsylvania, October 2012. Presented with Idna Corbett, Jeffery L. Osgood, Jr. and Rodney Mader.

“Prejudicial vs. Non-Prejudicial Response Bias in Quasi-Experiments.” Modern Modeling Methods Conference. Storrs, CT, May 2012. Presented with Steven Kramer, Jeffery L. Osgood and Edward Wolff.

PODCASTS/WEBCASTS

“Model for Regional Public Institutions to Transform Their Business Model.” NACUBO. Forthcoming October 26, 2023. Presented with David Capitano, Jim Hundrieser, Gavin Leach, and Jeffery Osgood.

“Applying Business Principles to Course Offerings.” In Brief, NACUBO. April 21, 2023. Interviewed with Jim Hundrieser by Ursula Gross.

“Top Five Higher Education Business Issues: Navigating Resource Constraints.” In Brief, NACUBO. January 18, 2023. Interviewed with Jim Hundrieser by Liz Clark.

“West Chester University Connects Student Readiness with Student Success.” Higher Ed Advisor, Baker Tilly. April 14, 2022. Interviewed with Christopher Fiorentino by David Capitano.

“Achieving Student and Institutional Success with Data Analytics.” Higher Ed Advisor, Baker Tilly. June 15, 2021. Interviewed with Christopher Fiorentino by David Capitano.

“The Quick Pivot to Remote Education.” FutureEd. March 23, 2020. Interviewed with Christine Hafer by Jeff Selingo and Michael Horn.

COMMUNITY LEADERSHIP (MOST RECENT 10 YEARS)

Board Member, Chester County Hospital (Penn Medicine), September 2021–Present.

Executive Board Member, Chester County Economic Development Council, August 2019 to present; Secretary, August 2021 to September 2023; Treasurer, October 2023–Present.

Board Member, Chester County Economic Development Council, July 2017–Present.

Recipient of Chester County Chamber of Business and Industry Female Business Leader of the Year, June 2021.

Recipient of the Chester County Fund for Women and Girls Champions of Change Gladys Black Woman of Distinction Award, October 2019.

Board Member, Leadership Chester County, Spring 2011–Fall 2021.

PROFESSIONAL DEVELOPMENT AND SERVICE (MOST RECENT TEN YEARS)

“New Business Officers Program.” Faculty presenter, NACUBO Annual Meeting, Orlando, FL, July 2023

NACUBO Consultant, August 2021–Present.

Strategic Site Visit Accreditation Team Member: NASPAA, February 2022.

American Academic Leadership Institute, Academy for New Provosts, served as mentor, August 2020–July 2021 and November 2022–present.

“Workshop for Women Provosts.” Organizer, American Association of State Colleges and Universities Academic Affairs Summer Meeting, July 2019.

Strategic Site Visit Accreditation Team Member: NASPAA, March 2019.

Strategic Site Visit Accreditation Team Member: NASPAA, February 2018.

“Institute for Educational Management (IEM).” Harvard Institutes for Higher Education (HIHE), July 2016. Participated in a two-week residential professional development program.

“Becoming a Provost.” American Association of State Colleges and Universities, June 2013–June 2014. Participated in year-long training sessions, including attendance at workshops at two national conferences.

“Accreditation in a Changing Environment.” Middle States Commission on Higher Education, Annual Conference, Philadelphia, PA, December 2012. Attended as WCU’s Middle States Accreditation Liaison Officer.