The notion of using such a model has been discussed by the President's Action Committee on Inclusive Excellence (PACIE) since its inception.  Indeed, it was decided about three years ago that we would implement this model as a method of engaging the campus in dialogue about some of the areas of concern identified in our campus climate survey.   This year PACIE has been sharing the student results from the climate survey, the last group of those surveyed to be analyzed;  and in the spring of 2009 the first two Dialogue Action Teams (DAT) were organized.

Dialogue Action Teams are organized by a diverse group of people representing the entire community.  They include folks who represent the numerous perspectives in the Wheaton Community. They are guided by two trained facilitators who also represent the community's diversity, and employ a fair-minded discussion format.  The primary intention of the DAT is to move a community from talk to action.

A DAT consists of a small, diverse group of eight to twelve people;  the groups meet for five two-hour sessions.  Each DAT sets its own ground rules, which helps the group share the responsibility for the quality of the discussion.  The role of the facilitators is to help manage the flow of the group discussion.  The sessions begin with personal stories and examine the particular problem identified by the group. The ultimate goal of the DAT is take dialogue and turn it into a plan for action and change.

The two DAT's that have been operational this spring appear to have been successful.  I look forward to learning more about their action plans.  

It is my intention to participate in a DAT this summer.  I need to find two facilitators and an additional five to nine people who are willing to commit to participating in five two-hour sessions. I would like to begin in early June.  If you are interested in joining me, please send an email to:  president@wheatonma.edu.

Near the end of his article, Ross states

Sadly, African-American classical musicians today seem almost as lonely as ever.  They are accustomed to being viewed as walking paradoxes.  (New Yorker, April 13, 2009:  p. 81)

Arguably, one could make the same statement about African-American college presidents--especially of a liberal arts college.  Indeed, among the colleges represented in the Annapolis Group (an organization representing the top liberal arts colleges in the country (with about 125 members), there are three African-American presidents.  Why should this even be worthy of noting?  Well, under the best of all possible circumstances it would not be.  However, we live in the United States of America, which has a legacy of racism deeply embedded in its citizens' subconscious.

As a cellist and president of one of the Annapolis Group colleges who happens also to be African-American, I have relied on the lessons that I learned from my parents to guide me during my more than 40-year career.  These lessons have been especially valuable in situations where the fact that I am African-American is like the proverbial elephant in the room that no one wants to recognize.

Among the lessons that I learned from my parents was that not everyone would see my beautiful black skin and affirm my beauty.  Therefore, I was the only one who could determine always to view myself as beautiful no matter what others might say to me.  My father also taught me not to have any illusion of inclusion when it came to my interactions with folks of the other hue (Caucasians).  In other words, always keep your distance, take what they say with a grain of salt, and don't get too comfortable around them.

Over the years, I have developed ways of dealing with my circumstances that have built on the lessons learned from my parents.  In particular, I have learned not to seek or expect validation from anyone but myself.  In other words, I am not necessarily interested in other folks liking me as long as they respect me.  I can remember distinctly when I became aware of this particular trait when I served as the first director and the first African American head of the School of Music at the University of Texas at Austin (and the only African American faculty member among a School of Music faculty of about 100).  One of my renowned faculty members was engaged in an unethical practice;  I had interceded and put an end to the practice during the spring semester.  That fall, this colleague came to my office to talk with me about the change.  In the middle of our conversation, he looked up at me and said:  "You know Ron, I really want to like you."  I responded:  "XXX, it is really not necessary for you to like me!"  He turned red, and we ended our conversation within the next few minutes.

Ironically, that very same faculty member was effusive with praise for me as a cello teacher about two months later when one of my cello students performed his sophomore qualifying exam for acceptance as a performance major.  This colleague told me that he had never heard a more beautiful Bach Suite No. 3 in his career;  he went on to congratulate me for so beautifully preparing my student.  Thinking back on my conversation with him two months earlier, I just chuckled to myself.

Just as Marian Anderson was a "walking paradox" in the 1930s, African American classical musicians, presidents, indeed, African Americans in general remain a paradox in 2009.  Witness the amount of learning that has taken place in the past 2 years related to President Barack and Ms. Michelle Obama's family backgrounds and histories.  Most African American families remain an enigma to the majority of Caucasians in this country, because of the stereotypes developed from the negative images they experience in the media.

Sadly, 70 years following Marian Anderson's historic concert, the state of relations and understanding between African-Americans and Caucasians in this country has not advanced much further with respect to true understanding.  While Barack Obama's presidency offers a glimmer of hope, I don't hold out much opportunity for change until folks learn how to have open and honest conversations about race and ethnicity.  Unfortunately, most folks, regardless of race or ethnicity, have developed mechanisms for shielding themselves from negative external forces, which make it difficult to have such personal and often painful conversations.  In my next blog, I will explore an intercultural dialogue model that has been used successfully to engage people in conversations about difficult subjects.

Even though we're small in rank
We've only just begun
We join you Eliza's Daughters
We're Eliza's Sons.

Those are the closing lines of the song, "Men of '92," which was penned by former Dean of Students Sue Alexander at the start of Wheaton's transition to coeducation.

The song was first performed by the men of the Class of '92 at their matriculation ceremony in the fall of 1988. I am pleased to say that I performed it last night at special reunion concert held to mark the 20th anniversary of the Gentlemen Callers. Current members of the GC's, Dean Jack, Dean Emeritus Sue and I were joined by more than 70 percent of the alumni members of the group. You can watch/listen to the performance on YouTube.

Their performance was a magnificent success, judging by the enthusiastic response of the audience gathered in Cole Memorial Chapel. And the group is already planning for their twenty-fifth anniversary in 2014!

The reunion concert brought a long week to a great end. I began the week in California, traveling from San Francisco to Los Angeles early on Tuesday morning.  The highlight of my return to Los Angeles was a visit to Occidental College for lunch with Susan Mallory ’76 and President Robert Skotheim.  Susan is a member of the President’s Commission at Wheaton and also a member of the Board of Trustees at Occidental (she transferred to Occidental following two years at Wheaton).  She had wanted me to meet President Skortheim, former President of Whitman College and for twenty years President of the Huntington Library, so we decided last fall that my next visit with her would be at Occidental.

Located in Eagle Rock eight miles northeast of downtown Los Angeles, Occidental has been in the news of late, because of its relationship to President Obama.  Barack Obama attended Occidental for two years before transferring to Columbia University.  He arrived at Occidental during a period in which the College had made a commitment to become much more diverse.  Today it is one of the most diverse liberal arts colleges in the country.

I returned to Boston Logan Airport on Thursday, April 2, at 5 p.m..  Fortunately, the flight was not delayed (indeed, we landed about fifteen minutes early), because we were hosting a dinner for Wheaton’s new provost, Linda Eisenmann, and her husband, Stephen Ostrach, at 6:30 p.m.  I made it back to the house by 6:15 p .m.in time to greet our guests for dinner.

Friday morning I was back on my usual schedule having been away for a total of nine days (the longest period of time during this academic year).  I practiced the cello at 4:30 a.m. and met my trainer at the fitness center at 6 a.m.  Then followed a day filled with meetings and ending with a reception for our new provost.  Friday evening I rehearsed the “Men of ‘92” with the Gentlemen Callers and alums.

Saturday was a day of signing letters to donors and other documents left for me during my absence.  I left the house only twice:  to pick up my dry cleaning and the mail and to attend the Gentlemen Callers’ concert at 8 p.m.

Pomona is a quintessential liberals arts college, about the same size as Wheaton, which is why I agreed to chair the review. You always learn a tremendous amount by delving into the internal life of another institution--particularly one similar in size and mission to Wheaton. With our own reaccreditation visit from the New England Association of Schools and Colleges in the fall, the opportunity to lead the review of another school proved to be extremely valuable. Indeed, it affirmed the power of a community united around a common purpose.

This the first of two visits to Pomona, the second of which will be scheduled in two years.  The purpose of this first session (the Capacity and Preparatory Review) was to determine if the college is ready to undertake an Educational Effectiveness Review. Prior to the visit the college prepares a self-study, which is sent to the reviewers.  During the visit, it is our responsibility to ascertain the extent to which what is described and analyzed in the self-study reflects the realities that we experience in meeting with various constituents on the campus.

It was an intensive visit, which concluded with a private meeting between me and the President and an exit interview with a larger group of administrators and faculty. As soon as that meeting was over on Friday, I drove to the Los Angeles International Airport to take a flight to Tucson, Arizona.  I flew to Tucson to have dinner with John and Adrienne Mars '58 (Life Trustee).  The next morning I flew back to Los Angeles for a brunch at the home of Barbara Davenport '60 and John McLoughlin.

The brunch was attended by about 50 Wheaton people.  Included in the crowd were the parents of several current students, including the parents of the two Rory's (Rory McGonigle and Rory Wurfbain, both of whom are members of the Class of 2012 !).  Interim Provost Elita Pastra-Landis and I were the speakers for the event.  Fortunately, it was an absolutely picture-perfect California day, so we were outside in Barbara and John's beautiful garden. On Sunday, a college gathering at the home of Wheaton parents in San Francisco.

On the library steps, with members of Posse.

So, naturally, I’ll be sharing what I hear from talking and working with students, faculty and staff; the thrill of rooting on our athletic teams and the enjoyment of taking in cultural events on campus.

However, I will also use this space to talk about our extended college community, which you can find in every corner of this country and in locations around the world. I’m often traveling on college business, and I hear many interesting stories. I hope to share some of those here as well.

Finally, I will use this as a place to keep copies of substantive email messages that I send to the campus (such as those that I’ve written about the economic challenges we all face).

My hope is that you will tell me what you are seeing and doing, too. Address email to president at wheatoncollege.edu and let me know what’s on your mind.

During their deliberations, the Trustees approved a comprehensive fee of $49,440 for the 2009-2010 academic year. The new comprehensive fee, which represents a 3 percent increase over last year, was recommended by the administration as the most responsible course of action to sustain the quality of a Wheaton education in spite of the significant financial pressures confronting all colleges.

The new tuition, room and board rates--which represent the lowest increase in ten years--will be combined with more than $2 million in cost reduction measures to maintain academic quality and fiscal stability. The financial turmoil of the past six months has reduced the market value of Wheaton's endowment by 25 percent. In addition, annual giving to the college has decreased as well; yearly gifts are currently down 15 percent from last year. Given these declines, spending reductions will be unavoidable over the next few years.

While reducing the college's budget will require that we make tough decisions, I am confident in our ability as a community to be creative and flexible. To lead the way, the college vice presidents and I will be taking a voluntary pay cut - 7.5 percent for myself and 3.75 percent for the vice presidents. Of course, this step merely begins the process.

It is clear that we must freeze staff and faculty salaries, and stop all new hires, except where necessary for reasons of safety, for example. In addition, we will be required to accomplish our work more efficiently. I would like to avoid layoffs if at all possible, but layoffs may be inevitable. The majority of the college's budget is allocated to personnel expenses. Nevertheless, I continue to be guided by the three principles I outlined in the fall: sustaining academic quality, enhancing student financial aid and preserving the strength of the college community.

The importance of preserving quality cannot be overstated. Even as the college looks to reduce costs, we must invest strategically in initiatives that will maintain and enhance our academic strength. The most significant investment that the college will make in sustaining quality will be in student scholarship support. We plan to increase resources allocated for financial aid by 10 percent. These enhancements are critical on several levels. Financial aid ensures access to Wheaton for many families, a fact that will only grow as we struggle through this recession. It also is an issue of quality. A strong financial aid program benefits all students by sustaining the diversity and quality of the campus community, enriching class discussion as well as life on campus.

On a related note, the Board of Trustees, the Budget Advisory Committee and the President's Council participated in a plenary discussion about how best to respond to the long-term financial challenges that all colleges must confront in the years ahead. Stephen H. Brooks, Ph.D. of S.H. Brooks Co, an economist who has worked with Wheaton as a consultant on enrollment management and financial aid issues, presented student recruitment and financial aid trends, highlighting the difficulties that the rising costs of a college education pose for all institutions. The plenary session started a conversation about institutional change that must continue here on campus in the months ahead.

The Board's Campaign Steering Committee also reached an important decision during its meeting. In light of the current economic climate and the Board's commitment to the college's strategic plan, members of the steering committee decided to extend the nucleus fund phase of the campaign. Hence, there will not be a public announcement of the campaign in July.

The Board of Trustees took action on a number of other issues during the weekend, including:

• granting tenure and promoting to the rank of associate professor the following three faculty members: Stephanie Burlington Daniels, theatre; Rolf Nelson, psychology; and Russell Williams, economics
• approving the awarding of honorary degrees to Donna Hurd Drohan '69, Sandra Ohrn Moose '63, Anne J. Neilson '49 and Massachusetts Gov. Deval Patrick. (Gov. Patrick will be our commencement speaker.)
• moving the Board’s fall meeting to Oct. 2-3 to coincide with the celebration of Wheaton's 175th anniversary and the 200th birthday of Eliza Baylies Wheaton, who played a significant role in the founding of the country’s first higher education institution for women.

With the challenges the college must confront, the importance of maintaining a strong and collaborative community has never been greater. I remain committed to working with the entire campus to develop the most effective plan for sustaining Wheaton in these difficult times.

I will convene a community meeting in Weber Theatre on Wednesday, March 4th, 9:30 to 11:00 a.m. to share the information that we have about addressing the financial problems ahead and to gather input for the decisions still to be made this spring.

Best wishes,

Ron

The month of January is traditionally when the college develops its budget projections. The Board of Trustees reviews and approves the preliminary budget option in February when it sets the comprehensive fee for the following year. As you might imagine, given the economic downturn, budget planning this year is particularly difficult because Wheaton is not immune to the current global recession.

Earlier today, the Budget Advisory Committee reviewed preliminary budget options for FY'10, and I want to share the major outlines of those projections with the entire community. My hope is that this information informs our discussions during the open office hours I will hold next week.

I am eager to hear your thoughts on the challenges we face, your perspective on the implications of the cost reduction strategies under consideration, and your ideas about how to move forward. Wheaton's success in weathering this economic turbulence will depend upon the strength of our community and our ability to work together.

Indeed, it is important to celebrate the strengths that will sustain our community. One measure of our continuing strength is reflected in the more than 3,200 students who have applied to Wheaton for the Class of 2013. Although our applications numbers have declined this year when compared to last (as they have at nearly every private selective liberal arts college this year), Wheaton continues to hold strong appeal among high school students. This appeal arises directly from the personal nature of the education that the college offers, and it testifies to the talents of faculty, staff and students.

The importance of preserving Wheaton's academic quality cannot be overestimated. Even as the college will look to reduce costs, we must invest strategically in initiatives that will maintain and enhance our strengths. The science center project remains an important objective. We will complete construction documents for the building by the end of March. At present, the finance office is preparing the documentation necessary to secure the required debt financing for this project, although we continue to wait for its availability at reasonable rates. The college received initial approval for our science center plans from the Health & Educational Facilities Authority (HEFA) last month. We are acting on other opportunities to improve campus life, such as enhancements to Balfour-Hood Café and to many residence hall common spaces this semester.

Short and long-term challenges
Still, Wheaton faces significant short-term and long-term challenges. The next eighteen months will be difficult because we must reduce the college's operating costs substantially. Wheaton's operates on a relatively lean budget and depends upon tuition revenue, so reducing costs will require great creativity, flexibility and patience from the entire community.

No one can predict how long this recession will last. But it is clear that Wheaton must achieve substantial cost savings over several successive fiscal years For example, the loss in Wheaton's endowment value during the first six months of this fiscal year, which I reported to you last week, will impact endowment revenue for as much as five years.

During February, we must focus on the immediate challenges of the coming fiscal year: reducing operating expenditures, allocating more funds for financial aid to preserve students' access to Wheaton and taking every step to safeguard faculty and staff positions. This will not be an easy task.

Financial aid and comprehensive fee
Our preliminary FY'10 budget options include a further increase in the financial aid spending rate, which would result in allocating $1 million more for student support next year. This would provide critical support amid the economic difficulties besetting so many college students and their families.

The preliminary budget options, which the Board of Trustees will consider, include three different alternatives for setting the comprehensive fee for the 2009-2010 academic year-ranging from a 2.3 percent tuition increase to no increase. Ultimately, the trustees will decide which course to take in setting the comprehensive fee. However, all three options assume a freeze on faculty and staff salaries, and a hiring freeze.

Cost containment measures
I am well aware that a salary and hiring freeze may present difficulties for many employees and departments, but I am committed to avoiding employee layoffs wherever possible. I cannot make any guarantees at this point, but I would much prefer to maintain current staff and faculty to ensure the strength of our community and the quality of our programs.

Operating budget reductions
A freeze on salary increases and hiring is necessary, but not sufficient, to balance our FY'10 budget. The college may need to reduce operations expenditures by as much as five percent, for the fiscal year starting on July 1. While the exact amount of these spending reductions remains to be determined, substantial budget cuts will be necessary. This is a sobering reality.

However, as we weigh options for budget reductions, I am committed to the three priorities that I outlined in the fall: sustaining academic quality, increasing resources for financial aid to maintain students' access to a Wheaton education and strengthening the community and our ability to collaborate effectively.

Community consultation and process
I am asking the community to discuss this situation in greater detail over the next few months. The Budget Advisory Committee will continue to meet weekly to analyze budget options and represent the broad interests of the campus.

I will hold several open office hour sessions in the Presidents' House on Tuesday, Feb. 3 from 10 to 11 a.m., Wednesday, Feb. 4 from 4 to 5 p.m. and Monday, Feb. 16 from 8:30-10:00 a.m. for further discussion of these issues. I also plan to hold an open office hour specifically for students on Thursday, Feb. 5 from 3:30 to 5 p.m., as well as meet with the Student Government Association. As always, please feel free to send me email, if you have comments or suggestions.

Following the February 21 Board meeting, I will convene a community meeting in Weber Theatre on Wednesday, March 4th, 9:30 - 11:00 a.m. to review the budget option approved by the Board, discuss the proposals under consideration and gather input for the decisions that lie ahead. I will share more details closer to the date of the meeting.

I close with a note of thanks to the entire campus community for each person's contributions to our collective strength.

Sincerely,
Ron

While the concept of spring seems terribly distant at the moment, we are well and truly on our way to warmer weather and better days. The second semester always passes quickly, and the pace of activity this year promises to pick up soon.

This spring will bring many critical decision points for the college, all of them complicated by the national economic recession. The issues to be addressed include how to increase the financial aid dollars in our operational budget for the next academic year, the establishment of the 2009-2010 comprehensive fee and the timing of next steps for the science center building project. And that is a highly selective and incomplete list.

We will need the assistance of the entire campus to reach wise decisions on how to enhance Wheaton's strength in this challenging environment. With help from many members of the community, the President's Council has identified numerous spending reductions for 2009-2010 which may be critical to our success. In the coming weeks, I plan to spend time talking with students, faculty and staff about these proposals and soliciting still more suggestions.

While these are likely to be difficult and uncomfortable discussions, I am confident in our community's ability to rise to the occasion. The Wheaton tradition is one of realizing success in doing more with less and of creativity and agility in pursuit of our goals. We can take some satisfaction in Wheaton's financial stability. Our prudent management of resources, including the utilization of net tuition revenue, several years' successes in achieving enrollment targets and successes in fundraising have made significant contributions to our current fiscal strength. Add to this our minimal level of debt and wise allocation of endowed funds, we are in an overall healthy financial situation.

Nevertheless, the ongoing recession has already affected the college and will continue to do so. Wheaton's endowment has lost about 25 percent of its value since June 30, 2008; and fundraising progress has slowed considerably. Wheaton is not unique in this regard, of course. The last month has brought announcements from many other institutions about hiring freezes, salary freezes and more. Even now, the situation remains highly fluid. For example, it will be four months before we can accurately project the full extent of the demand for financial aid among current students as well as members of the Class of 2013.

Increasing resources for financial aid is one of our highest priorities. As the impact of this economic crisis spreads, we must prepare to allocate more of our budget to meet the increasing financial needs of our students and their families. At the same time, we are committed to investing in quality where it matters most. To me, this means recognizing that Wheaton's educational programs depend upon our faculty and staff.

These priorities--increasing financial aid and protecting people--will serve as guidelines for us as we move forward in considering cost reduction initiatives. It is our hope that these initiatives will serve to make Wheaton stronger, not only financially but also as a community.

Wheaton can and will weather this economic storm. Your active support and commitment will make an enormous difference, and I will be calling on all faculty, staff and students to contribute their best thinking and energy. I will be holding open office hours in the Presidents' House on Tuesday, Feb. 3 from 10 to 11 a.m., Wednesday, Feb. 4 from 4 to 5 p.m., and Monday, February 16 from 8:30-10:00 a.m. for further discussion of these issues. I also plan to attend the first Student Government Association meeting of the semester. I look forward to working with you.

Thanks for all that you have done, and will do, to sustain Wheaton's distinctive and transformative teaching and learning community.

Best,
Ron

The past week has brought daily announcements of hiring freezes, construction postponements and other cost-saving measures at colleges and universities throughout New England and across the country. As you know, Wheaton has taken similar steps in seeking cost containment strategies and in examining employee hiring plans carefully.

Uncertainty remains over how long and severe this financial downturn will be for colleges as well as individuals. In this environment, Wheaton’s plans will continue to take shape as the true impact of the economic slump becomes clearer. The college’s response, however, will be shaped by our priorities. They are:

** Increasing resources for financial aid. As the impact of this economic crisis spreads, we must prepare to allocate more of our budget to meet the increasing financial needs of our students and their families.

** Supporting the academic mission of the college. This must begin with the recognition that the college’s quality education depends upon the faculty and staff, who deliver our programs.

** Strengthening our community. Wheaton’s vitality depends upon our ability to work together creatively with limited resources and with flexibility to respond to changing and challenging circumstances.

I have been heartened by the constructive response of the community to the financial difficulties that we face. I met with the college’s senior department managers several weeks ago, and I received more than 60 suggestions for controlling costs. All of these ideas will be considered closely, and I welcome more proposals as they occur to you.

Wheaton’s success depends upon how well we work together toward common goals. Open communication and transparent decision-making are vital to the collaboration that will be required from each of us. To that end, I will write to you again with updates on our progress, as more information becomes available.

I would also like to invite you to come to the Presidents’ House on next Monday, November 24, at 3:30 to 5:00 P.M. for further discussion of these issues and any other matters that concern you.

I appreciate all that you do to endow Wheaton with its distinctive and powerful teaching and learning community.

Thanks,
Ron

The ongoing global financial crisis has caused turmoil throughout much of the U.S. economy and it has provoked uneasiness on many college campuses. In the past week, members of the Wheaton community have asked me whether and how Wheaton has been affected by the recent downturn in world financial markets.

Happily, I can report that the college’s financial situation remains strong, thanks to sound budget control and the institution’s extremely low reliance on debt financing. Nevertheless, Wheaton needs to take steps now to prepare for potential future impacts. Given the depth of the financial problems besetting our economy, we should anticipate the possibility of a substantial increase in demand on the college’s financial aid budget this spring and next year. To help our students and families, the college must prepare to allocate more resources now for scholarship support.

Beginning today, I am directing college officers and department heads to conduct a careful review before filling open staff positions. My intention is not to institute a hiring freeze, but to ensure that hiring decisions are evaluated carefully, given the drastically changed environment. I will expect a report from the appropriate college officer before authorizing personnel searches for new or open positions.

In addition, every department should scrutinize non-essential spending for cost-saving potential. For example, entertainment expenditures, such as catering expenses, should be eliminated or scaled back. I have already directed my own staff to reduce expenses for events that my office typically hosts, including those at the Presidents’ House. I would welcome your suggestions about other areas in which the college might realize cost savings.

Additional cost-saving measures may be required, but acting immediately to contain spending will help to alleviate potential problems that may arise over the next year. The Board of Trustees will discuss the financial crisis and its potential affect on Wheaton at its meeting later this week, though no particular action by the Trustees is anticipated.

In closing, I want to emphasize Wheaton’s robust financial health. We are taking action now to maintain the college’s financial stability and to ensure our students’ access to a Wheaton education in this time of ongoing economic challenge. I appreciate your support on behalf of our students and the college.

Sincerely,
Ron