PREPARED BY CURRENT STUDENTS &
CIRCULATED ON CAMPUS 10/19/04

Highlights of the Presidency of Lisa Marsh Ryerson

Background of Lisa Marsh Ryerson’s Presidency:

• The trustee appointment of the president was done abruptly and without the input of the Wells community – usually a college engages in a national presidential search in which every constituency plays a role;
  
• Opposition to her appointment was present within the community from the beginning.
  
• She is a president of undergraduate institution, yet does not posses a Ph.D. How can someone who has never taught at the college level build and sustain an academic program?
  

• For example, in 1998, a Masters in Education program was proposed. Along with a community initiated report, in 1999 an outside consulting group was hired to gauge its feasibility and a finalized report was submitted to the College in the same year. As of fall 2004, these initiatives have not been implemented and are only beginning to be considered.
  

• Coeducation alone will not halt deficit spending;
  
• No plan or committee is in place to plan—and more importantly, implement—a transition;
  
• The president cannot articulate a clear, tangible statement on how to make a transition;
  
• Without a plan, the academic program is neglected in the transition to coeducation. Historically the president has invested little into the academic program and academic planning (e.g. vacant tenure-track positions, the absence of a new science building, etc.) and there is no current evidence that suggests a change in priorities.
  

• Inability/unwillingness to answer straightforward questions;
  
• Mishandling press and lack of preparation for the amount of press;
  
• Misleading students as to what they can or cannot do (e.g. speak to the press)
  
• Undermining civil liberties and compromising legal rights (e.g. students cannot be locked in a building with no exits);
  
• No visible, forward movement concerning the investigation of assaults against students by a trustee and a professor emeritus;
  
• Locking students out of an open community space without reason (e.g. the Chapel);
  
• Lack of an effective structure for communication– e.g. members of the community where not aware of the announcement of the decision or given an opportunity to be present when the decision was announced.
  

• The Dean is able to disagree with the President;
  
• The Dean is able to advocate for the faculty and the academic program.
  

• There have been no changes in Admissions leadership or marketing strategies
  
• Admissions’ budget has been cut.
  
• There are only five/four recruiters traveling, who receive little to no support (e.g. are not given training, are responsible for planning own transportation, housing, etc.).
  

• The last strategic plan (begun under President Plane) was never finished/maintained under Ryerson;
  
• Faculty have called for a strategic/long-range plan for years;
  
• Last spring, faculty asked the president to appoint the Strategic Planning Committee in order to begin planning during the summer. Instead, the president ignored the request and did not appoint the committee until late August. The first meeting was not held until September.
  

• Master Plan
  
• Critical Issues Action Committee Report (final report in May 1998)
  
• Sustainable Wells Action Team Proposals
  
• 21^st Century Report
  
• Is there any evidence that the transition to coeducation will be properly implemented?
  

Wells College has many viable options but lacks leadership.