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LEADERSHIP STATEMENT

The following leadership statement was drafted by the Commissioner Search Task Force. Public input was solicited through April 2008 and is currently being reviewed by the Task Force.

Draft Leadership Statement

COMMISSIONER
DEPARTMENT OF HIGHER EDUCATION
COMMONWEALTH OF MASSACHUSETTS
LEADERSHIP STATEMENT

Massachusetts Public Higher Education
The Massachusetts public higher education system comprises 29 campuses—15 community colleges, nine state colleges, and five campuses of the University of Massachusetts—spread out among all regions of the Commonwealth. This public system exists to provide accessible, affordable, relevant, and rigorous programs that adapt to meet changing individual and societal needs for education and employment and is committed to continuous improvement and accountability in all aspects of teaching and learning. With a distinguished past, increasing and measurable accomplishments, and a dedication to becoming one of the nation's most outstanding systems, Massachusetts Public Higher Education serves approximately 260,000 students annually and, in 2006 alone, awarded more than 30,000 degrees and certificates.

Board of Higher Education
The 13-member Board of Higher Education (Board) is the statutorily created body in Massachusetts that, in collaboration with the Secretary of Education for the Commonwealth, is responsible for defining the mission of and coordinating the Commonwealth’s public higher education system. The Board works to create and maintain a system of public higher education that provides Massachusetts citizens with the opportunity to participate in academic and educational programs for their personal betterment and growth, to contribute to the area’s existing base of research and knowledge, and to contribute to the Commonwealth’s future economic growth and development.

The Board’s mission is to ensure that Massachusetts residents have the opportunity to benefit from a higher education system that enriches their lives and advances their contributions to the civic life, economic development, and social progress of the Commonwealth. To that end, the programs and services of Massachusetts higher education must meet standards of quality commensurate with the benefits it promises. It must also be truly accessible to the Commonwealth’s citizens in all their diversity. In addition, the growing diversity of the state’s population highlights the centrality and the challenge of widening access to higher education.

The Board’s core responsibilities are in the following functional areas: long-range strategic planning, academic policy and program approval, charter oversight of independent institutions in Massachusetts, administration of all state financial aid programs, fiscal and capital planning, institutional research and performance measurement, workforce development, collective bargaining for units at the state and community colleges, oversight of the Police Career Incentive Program, and oversight of the Commonwealth’s Optional Retirement Program. The Department of Higher Education is also increasingly engaged in preK-16 and college and career readiness initiatives, as well as general advocacy on behalf of the system.

The Board coordinates its activities within a renewed commitment to an integrated public education system, extending from early childhood through the university level. The Board also encourages and facilitates collaboration between educational institutions and business and industry to promote employment opportunities, educational improvements, and economic growth in the Commonwealth.

Commissioner of Higher Education
The Commissioner of Higher Education, the Chief Executive Officer of the Department of Higher Education, is responsible for implementing policies determined by the Board of Higher Education, and acts as the chief school officer for higher education in the Commonwealth. The Board is seeking a recognized leader with a passion for higher education, who will serve as an advocate for public higher education in Massachusetts, bringing a commitment to and understanding of the multiple missions of a complex system, and the broadest public access to programs of excellence. The Commissioner will be an outstanding communicator with an awareness of the responsibilities of public higher education in advancing the state’s social, cultural, and economic progress. He or she will be able to work in a multi-stakeholder context, including education officials, business leaders and elected officials.

The Commissioner, through the Board and in collaboration with the Secretary of Education, is responsible for overall coordination of the public higher education system. The ideal applicant will be able to work proactively and collaboratively in leading public and private higher education within a renewed spirit of common purpose among all sectors of the education system, the Legislature, and the workforce and economic development sectors. A successful candidate will demonstrate an understanding of all education sectors.

The Commissioner will be a policy entrepreneur who will develop and oversee the implementation of system-wide initiatives in areas of core concern to the Commonwealth such as college and career readiness, P-16 policy and program alignment, STEM (Science, Technology, Engineering and Mathematics) leadership, overcoming the nursing shortage, seamless articulation and transfer policies, diversity, teacher preparation and development, and efficiency in the shared use of resources. The Commissioner will be able to create and sustain partnerships among education and employer stakeholders. Building these initiatives and partnerships is one core form of the Commissioner’s system advocacy responsibilities.

The Commissioner of Higher Education will have an immediate focus on the development of an inclusive long-term strategic planning process for public higher education in Massachusetts. The Commissioner will be a team leader in the development and implementation of a strategic plan that builds on ongoing strategic planning initiatives at the campus, segmental and departmental levels, and the needs of the Commonwealth.

The Commissioner will serve as the primary spokesperson for public higher education and for higher education in the Commonwealth more generally. She or he must be a strong leader and skilled convener, who will approach problems with innovation and creativity. He or she must possess a deep understanding of higher education issues at the state, national, and international levels. The new Commissioner must be able to bring people together to discuss such diverse issues as workforce development, program accreditation, and student preparation and success, and be able to manage a staff to implement policies and programs as determined by the Board.

The new Commissioner should understand, appreciate, and support the critically important role of faculty, staff, and students in all segments of public higher education. As a partner with campus and segmental leaders in identifying, analyzing and addressing policy issues, the Commissioner should also seek to enhance collaborative and cooperative partnerships with and among faculty, staff and students from all segments of higher education.

Advocate
The characteristic identified as most important by everyone—members of the Search Committee and system leaders and constituencies—is that of an advocate, primarily for public higher education in the Commonwealth, but also on behalf of all of higher education.

Though Massachusetts public higher education is currently at a competitive disadvantage in regards to operating, capital, and student financial aid support, leadership by Massachusetts Governor Deval L. Patrick has fostered a climate of optimism and hope for the future of public higher education. Through the creation of the Governor’s “Readiness Project” to establish a comprehensive ten-year public education vision for the Commonwealth, through the filing of an historic $2 billion capital bond bill for public higher education, and with recent changes to public education governance structures, the Governor has identified public education and public higher education as a top priority in the years ahead.

Governmental, business, industry, media, and public policy organizations all agree that in order to remain competitive, Massachusetts must invest more heavily and strategically in our higher education infrastructure to enhance the state’s ability to develop the nation’s—and the world’s—most highly educated, creative, and adaptable workforce. However, such investment has not increased sufficiently to close operating, capital, financial aid and competitive salary funding gaps. The new Commissioner must, in words and in actions, be an advocate in addressing these important gaps and in advancing the interests of the higher education system in the Commonwealth. Advocacy must be data-driven, fact-based, and coordinated with campus and segmental leaders.

The Commissioner of Higher Education Search Committee’s consideration of candidates has begun and will continue until the position is filled. Applications and nominations should be sent to:

Frederick W. Clark, Jr., Chair
Commissioner of Higher Education Search Committee
One Ashburton Place, Room 1401
Boston, MA 02108