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March 24, 2016 Dr. Toni Murdock Mr. Matthew Kilcoyne R.H. Perry

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March 24, 2016 Dr. Toni Murdock Mr. Matthew Kilcoyne R.H. Perry March 24, 2016 Dr. Toni Murdock Mr. Matthew Kilcoyne R.H. Perry & Associates 2607 31st Street, NW Washington, DC 20008 Dear Dr. Murdock and Mr. Kilcoyne: I very much appreciated hearing of my nomination for the Presidency of the University of Louisiana System. As a result, I am pleased to submit this confidential letter of interest, Curriculum Vitae, and five references for your consideration. This leadership opportunity is a remarkable match to my personal values and goals with a professional career path that promotes the success of transformational universities that are highly student-centered and community-engaged: a clear and defining mission of the University of Louisiana System. The opportunity to address the major issues in higher education from a System perspective is both challenging and inviting, as well. Additionally, the remarkable timing of this position opening allows me to consider returning to Louisiana where I began my academic career at the University of Louisiana- Monroe School of Pharmacy and enjoyed successful professional growth over a fifteen year period progressing from the faculty to Vice Provost and Dean of Graduate Studies and Research. This period enabled my significant participation and contributions to the growth of ULM and to the University of Louisiana System developing an intimate understanding of Louisiana. I believe that my nearly 35 year career can provide the Preferred Qualifications as a strategic thinker and person of vision identified for the next UL System President: Have successful experience as a college/university president or senior administrator (multiple campus experience is an added plus); Possess expertise in strategic planning, finance, and board relations: I have had the privilege to serve at five universities including Ball State University (2014-2016), the University of Maine (2011-2014), Southern Illinois University Edwardsville (2006-2011), the University of Nevada, Las Vegas (1999-2006) and the University of Louisiana, Monroe (1981-84; 1988-1999) advancing from the Professoriate to the Presidency. These universities represent a diverse range of comprehensive, land grant and urban cultures that have provided a personal set of experiences, values, and skills uniquely preparing me for leadership and impact. These universities have ranged in size from 12,000 to 29,000 students; full-time instructional faculty up to 950; up to 220 campus degree programs; individual University budgets of nearly $450M and in University Systems with budgets up to $830M. These institutions have provided deep academic experience in managing undergraduate, graduate (master’s/doctoral), and professional programs (including architecture, business, education, law, engineering, agriculture, and health sciences such as veterinary medicine, medicine, nursing, public health, dental medicine, pharmacy, and allied health sciences) as well as administrative experience in managing diverse teams through strategic human resources. This experience has resulted in significant contributions to community workforce preparation, economic development, and quality of life. My administrative career has been defined by enabling each institution to more quickly realize its academic vision through focused strategic planning and enhanced resources development. At each university, I have modeled a creative and entrepreneurial spirit that has fundamentally enhanced the quality and impact of each institution. This entrepreneurial spirit, no doubt grounded in my six years of corporate experience, complements my practical commitment to sound fiscal management essential during these times of economic uncertainty. As President of Ball State University, I was at the forefront of leading a refreshed university vision and planning process (The Centennial Commitment 18 by ’18) in preparation for the University’s Centennial in 2018. Key focus areas included programs defined as Student-Centered, Community-Engaged, and best practices guiding all planning and operations consistent with a model 21st Century Public Research University. Key success metrics included: overall increases in student enrollment (2.6%) to 21,196 students; student success in retention and graduation rates with four year rates showing the highest rate of increase for all Indiana public universities (12% over five years to 44.7%); balanced annual budget with new 2015 Moody’s and Standard and poor’s Bond Ratings maintained at Aa3 due to “the University’s strong, integrated management approach”; new community economic development partnerships with the city, county, and state; and consistently providing high quality student life experiences that were inclusive and diverse. As President of the University of Maine, I led a transformational strategic planning process known as the Blue Sky Project promoting student success and community engagement. The Blue Sky Project succeeded quickly as an inclusive, creative, and integrated approach to planning and implementation. The University enjoyed unprecedented success in: 2 student recruitment (22% increase in new freshmen in two years) and retention (a 5% increase to 81% first to second year retention in just two years); renewal of the physical plant ($85M invested in FY 2013); continued success in research and development with average annual research expenditures of $100M from FY 2011-13 (ranking in the Top 100 public American Research Universities by the Center for Measuring University Performance); supporting University Cooperative Extension through a successful legislative bond initiative; increased advancement success demonstrated by the highest total endowment to date ($232M) and greatest number of new first time donors in 2013 (2,000 giving $2.7M); The University of Maine continues to be highly ranked as a Tier 1 university of choice by U.S. News and World Report, Forbes Magazine, Princeton Review, and Fiske Guide. As Provost at Southern Illinois University Edwardsville, I led five academic imperatives related to (1) academic quality and assessment, (2) student success through improved retention, (3) faculty development and diversity, (4) enrollment management, and (5) educational outreach. Such efforts contributed to: unprecedented numbers of new and more diverse student applications at both the undergraduate and graduate levels; extramural grant funding increasing by 32% to $30M; annual ranking as a top, “up and coming” Midwest Institution in its category by U.S. News & World Report; and citation of the Senior Assignment Capstone Experience as a national best practice by the American Association of Colleges and Universities. In my roles as Senior Vice Provost and Vice President for Research and Graduate Studies at UNLV, I contributed to UNLV achieving our vision of becoming a nationally recognized, premier urban research university. This was possible, in part, by developing an effective, team-oriented, and agile divisional organization that strategically leveraged diverse sources of funding with strategic faculty and graduate student recruitment leading to: increasing annual extramural funding by the faculty from $59M to $95M in three years; increasing the number and quality of graduate programs from 74 to 108 (including 34 doctoral programs) over 7 years; external validation of institutional success by the Chronicle of Higher Education, the National Science Foundation, and Academic Analytics indicating that UNLV became one of the fastest growing institutions in America for research and scholarly productivity; the Center for Measuring University Performance 2008 Annual Report published by Arizona State University indicating that UNLV was the fifth fastest growing 3 institution in receipt of total research dollars among the Top 156 public American Research Universities from 1997-2006. Understand the role of a system president in facilitating and assisting the campus presidents in achieving the mission and goals of their institutions; Understand and support performance model funding: As a senior administrator of member institutions in university systems in Louisiana, Nevada, Illinois, Maine and Indiana, I have routinely worked closely with System Officers and Governing Boards (Regents, Trustees, and Commissioners) as well as through regional organizations including the Southern Association of Colleges and Schools, Northwest Commission on Colleges and Universities, and the North Central Association of Colleges and Schools to aggressively address higher education challenges and seek cost-effective solutions and, in turn, successfully promote and advocate for the local and statewide agenda for higher education. As a member of the University of Maine System Presidents Council, Southern Illinois University Academic Affairs Group, the Nevada System of Higher Education Research Affairs Council, and several Louisiana Board of Regents Advisory Committees, I regularly worked with higher education and State leadership to further institutional and state-wide commitments to student access and success. These activities have included developing ongoing partnerships with local and regional community colleges to improve articulation. Also, working with the University of Maine System and the Indiana Commission of Higher Education, I assisted in developing and implementing performance funding strategies and metrics to promote institutional success in student retention and graduation as well as development of high impact academic programs. Be an effective communicator for higher education to influence legislators and
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