November 9, 1999
TO: Board of Trustees, Chancellor Morrie Anderson, MnSCU Presidents, Executive Staff
FR: Mike Vekich, chair, Board of Trustees
RE: Notes from October 28 Meeting on Chancellor Search Process
The following are notes from the October 28, 1999, meeting held at Normandale CC to brainstorm on the upcoming process to select MnSCU's next chancellor. The official minutes of that meeting are attached showing those who attended. The next meeting is November 15, 1999, 2-4 p.m., International Hall, World Trade Center.
The October 28 meeting involved two hours of round table discussion on guiding principles for the search process, suggested tactics for a successful search and key issues to be considered. The meeting began with a presentation of an outline of the purpose for this and future meetings.
- Generate ideas on how to move forward with the chancellor search process.
- Critical issues discussion and guiding principles:
- Issues facing system
- Critical skills required in the chancellor position
- Identification of stakeholders
- Encouraging stakeholders
- Profile of search committee
- Management of process
The stated goal for this particular meeting was to discuss and establish guiding principles for the search process. The ideas brought forth in the discussion fell into five categories:
A. Guiding Principles for Search Process
- Strategic listening is necessary.
- Go for best candidate available.
- Should pursue a chancellor that will be here for 10+ years.
- Utilize multiple and diverse recruitment strategies.
- Maintain confidentiality of candidates.
- Honor and exercise Affirmative Action principles.
- Establish clear criteria for internal MnSCU candidates.
- Develop a clearly articulated charge for search committee.
- Accomplish more with the search process than just hire a chancellor - improve relationships with stakeholders, improve board image, etc. Identify those opportunities. Tremendous opportunity to define who we (MnSCU) are and what we want to become.
- Be Clear: Board of Trustees is the decision-making body in the selection of a chancellor.
B. Suggested Tactics for Search Process
- Develop and complete a "strategic listening" process prior to the creation of a formal search committee (see next section).
- Timelines should be clear.
- Goal: Develop and draw from a large pool of candidates.
- Send early mailing to key stakeholders describing search process and inviting their nomination of candidates. Work the national network.
- A Trustee should not be head of the search committee.
- Committee should not be too large, but with clear paths for input from others.
- Committee should represent all MnSCU constituencies.
- Educate all stakeholders on the role of the search committee; charge, boundaries, how it operates, etc. Distinguish between search committee and selection committee.
- Define proper roles of all key players - Board, staff, search committee, executive search, etc.
- Pursue a comprehensive "environmental scan" prior to engaging the actual search process.
- Past searches should be reviewed - including the U of M president search. Scan recent searches conducted by other systems in the nation.
- Review material published by MnSCU, AGB, ACCT, etc. on presidential search process.
- Scan the competitive environment re: salary, contracts, benefits etc. What is common in other systems?
- Use consultants for three key roles - (1) scan (2) educating on the search process (3) executive search.
- Develop a marketing campaign to sell MnSCU system to candidates.
- Develop Internet web site for search process: information for potential candidates and interested stakeholders; provide opportunities for input; interactive interviews; post content of interviews; timelines, search process and general search information; etc.
C. Thoughts on the Proposed "Strategic Listening Process"
- "Strategic listening" is necessary.
- Start communication with campuses.
- Establish clear pathways for input from all stakeholder groups.
- "Strategic listening" process should involve sessions held at each of MnSCU's 36 institutions, or possibly on all 53 campuses. The Board or individual Board members should be in attendance at each session.
- Listening sessions should focus on questions broader than the search for a chancellor - Who is MnSCU? How does (or should) MnSCU serve the needs of unique stakeholders?
- Listen to the special needs of MnSCU colleges and universities.
- Presidents responsible for logistics and participants for their respective listening sessions.
- As part of the listening sessions, visit editorial boards, radio and television in each location. Tell the MnSCU story.
- Target end of Jan.-March 2000 for completion of listening process.
D. Characteristics of a Successful Chancellor
- Key desired skills/characteristics for chancellor must be clearly articulated before search for an individual begins.
- Consensus View: Chancellor should be steeped in academic principles and experience, but also a manager. Important that a new chancellor have an academic background so they can understand the academic language and culture.
- Another view expressed: Must the new chancellor be from academia? Give consideration to transformation issues. Could the new chancellor be from another discipline?
- Need to consider time frame for appointment - 2-years, 4-years, long term? Candidates will want to know, and that issue will affect the pool.
- Should pursue a long-term chancellor - 10+ years.
E. Next Steps
- Establish draft search and "strategic listening" timeline for consideration.
- Provide information to MnSCU presidents on first meeting and thoughts on strategic listening process.
- Identify opportunities to meet with presidents or representative presidents' group.
- Pursue discussions with potential "environmental scan" consultant. Work with Linda Baer.
- Consider preparation of a "listening session" model for use by campuses.
- Next meeting: November 15, 1999 (time) (location)
