Dr. Pamela Balch assumes presidency of W.Va. Wesleyan
BY WVWC 7-24-06
“I am coming home!”
 

Those were the first words Dr. Pamela Jubin Balch expressed when she learned of her selection as West Virginia Wesleyan College’s next president. A 1971 graduate of Wesleyan, Balch was the unanimous choice to become the college’s 18th — and first woman — president by the Board of Trustees.

Balch has spent 28 years in higher education and is coming to Wesleyan after serving as president of Mayville State University, N.D. Prior to Mayville, the Uniontown, Pa., native was the vice president for academic affairs and dean of the faculty at Bethany College, W.Va., vice provost for academic planning at California State University, Chico, and associate dean for academic affairs
at San Diego State University, Imperial Valley Campus.

She served as the director of Wesleyan’s graduate programs in education from 1985-88 and was a member of the education faculty at the college from 1978-88. Her professional career began as a public school teacher in Lewis and Monongalia counties.

Before she assumed her duties at Wesleyan last week, Balch and her husband, Patrick, released the following lengthy interview outlining their vision for the future of the college. Balch also discusses how her experience in education will shape her presidency.

Among the topics included are the relationship of the college and the United Methodist Church. “I believe the church remains an untapped giant that requires nurturing,” Balch said, adding that the church provides valuable financial support but is also a source of students as the college looks to shore up enrollment.

“There are many students in recent years looking for a place that offers a spiritual as well as a strong academic and extracurricular environment,” Balch said. “We can provide that whole package to students who are seeking that kind of campus.”

Balch also discusses other options concerning student recruitment.

“We need to look at new geographic markets, new delivery methods, a target for international students and non-traditional students, different recruiting strategies with more personalized materials, and, of course, strategies to retain the students we recruit,” Balch said. “We will also need to address student residence halls in the near future, provide an attractive curriculum for today’s students, embrace quality extracurricular and service learning opportunities, and offer appropriate services for students with special needs.”

Addressing a project long in development, Balch also pledged her commitment to completing the Virginia Thomas Law Center for the Performing Arts.

“Fundraising goals for the next 10 years should include completion of the Virginia Thomas Law Center for the Performing Arts, the David E. Reemsnyder Science Pavilion (these should be as soon as possible), construction of new residence halls, financing of five endowed faculty chairs or two or three endowed programs (possibly international, service learning, athletics, student programmatic needs, and faculty and staff development), improved salaries, and increased funding for unrestricted needs,” according to Balch.

Other topics discussed in the interview include the relationship of the college to Buckhannon and Upshur County, as well as an analysis of the strengths and weaknesses of small colleges.

You are in a unique position of returning to your alma mater and to a college where you have been both a professor and administrator. Describe the emotional feelings you had when the Board of Trustees notified you of your election as our next president?

It truly was a life-changing moment — one of coming full circle. The opportunity to serve WVWC in this capacity was always something that I had hoped might be possible. It is not often that one has the privilege to come back to his or her alma mater. Two variables had to align themselves. One was the timing of the presidential need at WVWC and the other was enough experience on my part to be ready to serve in the most efficient way. These two variables have come together. Since leaving Wesleyan in 1988 having spent 10 wonderful years there, I have had 18 years of enormously valuable training and experience to prepare me for the opportunities and challenges ahead. When I was anticipating the call from Joe Beeson and Chris Cox, my family and I were prepared that if they offered me the position, I was coming home. When the official question was asked if I would accept the leadership role at Wesleyan, to say that I was elated would be an understatement. My trips to Buckhannon only reinforced that this partnership is a perfect fit. Alumni, board members, faculty, staff, students and community members reminded me of how wonderful this home among the hills truly is.

How will your previous experience help shape your presidency?
Knowing, understanding, and appreciating the culture of a campus and its surrounding community are critical to serving it well. As a student during the years 1968-1971, I experienced the richness of the liberal arts combined with the professional offerings. But equally important was the care and nurturing of faculty and staff, the importance of traditions, the relationship to the United Methodist Church, the variety of extracurricular activities and service opportunities that leave fond memories forever. I am a proud and grateful alumna. As a faculty member from 1978–1988, I walked in the shoes of faculty as they dealt with issues and decision-making processes. I did research with retention and attrition studies, worked with the graduate programs in education, and assessed student academic growth. I also served two terms on faculty council which provided an important examination of faculty issues, quality of education, and ways to improve the campus. What these experiences taught me is that collegial association and working together as administrators, board of trustees, faculty, staff and students are the keys to a successful campus environment. Thirteen years at WVWC provided me the understanding, passion, and care needed to take the college to its next level of excellence. Serving one’s alma mater is a unique and rare opportunity. I have listened to and have sung many college and university musical songs, but there is always one selection that brings a lump to my throat every time I hear it and, of course, you know that I am referring to “My Home Among the Hills.” In fact, when Duwane Squires sent me an e-mail one day to see if I had discovered this music on the website, I was in my Mayville State University office. I closed the door and listened with great emotion, knowing that I was making the right decision to come back to my alma mater.

What do you see as the strengths and opportunities at small colleges like Wesleyan, and what do you perceive as obstacles and threats?

Higher education has changed a great deal from its early days. Much of this is due to increased competition and the critical need to meet new market demands. Small colleges in particular need to be aware and responsive to such needs in order to thrive in these competitive markets. As we examine the threats and obstacles first, I think we will see how our strengths and opportunities can minimize these worries. One threat is the continuing decline in the West Virginia K-12 student population.

Another is the declining percentage of students choosing to attend a four-year residential traditional-type campus. A major obstacle for schools like Wesleyan is the problem of older residence halls and increasing deferred maintenance. Another concern is attracting and retaining excellent faculty and staff given our salary ranges. A strength to build on is the academic reputation of the college. Coupled with the dedication of faculty, staff, Board of Trustee members, and alumni, we can climb mountains. In addition, West Virginia Wesleyan College has always been a campus that pays attention to different learning styles of students. We need to maintain this learning environment. Another area of strength is the beauty of the campus. This is a bonus that needs to be emphasized. We are also in a safe environment with many outdoor opportunities. In order to succeed, Wesleyan will need to increase enrollment, become financially stable, make wise investments, improve salaries, do a better job of marketing, and increase our relationships with K-12, alumni, churches, corporations and local businesses. We cannot do business as usual. Small liberal arts colleges need to address nontraditional markets and examine new partnerships and collaborative models.

What do you see as the benefits of having a close relationship with The United Methodist Church?

This is our heritage and we need to celebrate this partnership. I believe the church remains an untapped giant that requires nurturing. There are many students in recent years looking for a place that offers a spiritual as well as a strong academic and extracurricular environment. We can provide that whole package to students who are seeking that kind of campus. This can be a strong niche for West Virginia Wesleyan College. One obvious benefit from a close church and campus relationship is the opportunity to increase our enrollment with the support of churches throughout the country and the world. This is an area I believe we need to tackle aggressively. Another benefit from this positive relationship is the opportunity for financial support. With good relationships, we will work to increase our support from The United Methodist Church. A third benefit from a close relationship is that it will reinforce the mission of the campus from its early days. It provides the value base for a campus whose purpose should be steadfast. I remember my days of attending chapel services, of seeing students “decorate” John Wesley, and learning religion through required core courses. These values stay with a student for a lifetime. Wesleyan students, no matter what their background or religion, need to understand the College’s heritage.

Wesleyan is a close-knit campus community. What steps will you take to continue and enhance this tradition?

Campus harmony and a supportive environment are top
priorities for me. It is important to keep people engaged, informed and part of the decision-making process whenever possible. Two-way communication is essential. I have many strategies that have been successful which I plan to implement at WVWC. With regard to communication, several ideas might help. Cabinet and administrative meetings will have minutes posted on the web. Monthly newsletters will come from the President’s Office. Weekly newspaper articles from the President will appear in our local paper. Many of these articles will highlight positive accomplishments of WVWC. “Think tanks” organized with volunteers from faculty and staff will brainstorm next steps in several key areas. There will be an open door policy for faculty, students, and staff. It is also important to recognize and reward personnel for achievements and accomplishments. These recognitions do not always have to be financial in nature, but they must be sincere. One example will be monthly birthday breakfasts for faculty, staff, and board members. This provides a chance for me to thank them, and it provides a casual forum in which everyone has the opportunity to communicate. It will also be important to engage the Board of Trustees more frequently in sessions with faculty, students, and staff.

What is your vision for Wesleyan’s leadership role in Buckhannon, the State, and the region?

I believe that Wesleyan has always had an important role in the local area, state, and region. The most recent example of this was the way everyone stepped up in the Sago mine tragedy. We were out of the country and when we turned on CNN, there was Wesley Chapel on the television screen with a heart-warming story of how the College was there for the families. My vision is to nurture Wesleyan’s leadership role, focus our visibility in proactive ways, and search out new connections and renew old connections around the region. The better Wesleyan does with enrollment, the better the economic development becomes for the local community, state, and region. Enrollment is a key to Wesleyan’s role and therefore will be a major goal throughout my time at the campus. I look forward to reuniting with the Appalachian College Association because the ties with a strong consortium like ACA are essential to improving the quality of the campus. I have already been asked to serve as a liaison for the American Council on Education for West Virginia for their Office of Women. That kind of partnership and visibility will bring positive connections between the Washington, DC organization and WVWC. Wesleyan must also be very active with the West Virginia Independent Colleges and Universities Association, The United Methodist Conference, K–12 and community colleges, the hospital, and other local agencies. I look forward to nurturing these important alliances as well as becoming involved with several community organizations. In order to be a strong leader, Wesleyan must have a positive image. This requires a strong mission, a good financial base, excellent academic and extracurricular programs, successful athletic teams, a coordinated public relations strategy, and a campus that exhibits pride to the outside world. I am convinced these ingredients can and will be achieved if we work together.

What steps will you take to ensure the College has a stable student-recruitment effort?
One of the favorite parts of my job is the challenge of enrollment management. When I assumed the presidency of Mayville, enrollment had been flat for over 30 years. With some targeted planning and willingness of the campus to explore the non-traditional student market, our enrollment grew 23 percent in three years. I have looked at the Wesleyan enrollment numbers and I am challenged to increase our numbers. Being competitive and goal seeking by nature, I would hope to surpass our highest enrollment, which occurred in 1977. This would be a challenging goal given the demographics of West Virginia and southwestern Pennsylvania and the market competition. Nevertheless, it is conceivable to achieve this objective. We need to look at new geographic markets, new delivery methods, a target for international students and non-traditional students, different recruiting strategies with more personalized materials, and of course, strategies to retain the students we recruit. We will also need to address student residence halls in the near future, provide an attractive curriculum for today’s students, embrace quality extracurricular and service learning opportunities, and offer appropriate services for students with special needs. Enrollment management becomes everyone’s job if it is to succeed. I am pleased to see the progress already for this fall and look forward to working with these efforts in the years to come.

What are your expectations of alumni and friends? What do you see as fund-raising priorities for the next ten years?

I intend to increase the annual fund and to increase the percentage and amounts of alumni giving. I would hope to work with students as early as their junior year to acquaint them with how to give as both a student and an alumnus. We should target parents and family members as well with expectations and suggestions. I would hope to increase financial support from the church. Grants would also be important to add to the financial base. I am optimistic that the Board would continue its financial support as we indicate the need with a plan of action. We should also expect additional support from corporations and businesses. Fund raising goals for the next ten years should include completion of the Virginia Thomas Law Center for the Performing Arts, the David E. Reemsnyder Science Pavilion (these should be as soon as possible), construction of new residence halls, financing of five endowed faculty chairs or two or three endowed programs (possibly international, service learning, athletics, student programmatic needs, and faculty and staff development), improved salaries, and increased funding for unrestricted needs.

What are your short-term and long-term goals for Wesleyan?

Short-term goals would include engaging everyone in a campuswide positive morale and enthusiasm for the future of WVWC. Patrick and I were recently reading our fortune cookies at a North Dakota Chinese restaurant and mine said, “Success is a team sport.” I couldn’t have said it better—the Board, administration, faculty, staff, students, alumni, friends, parents, and community members have to work in harmony to have a dynamic and vibrant campus. Another short-term goal is to complete the funding for at least one of the building projects so that we can move forward as soon as possible. It is important to all donors of the capital campaign to see that a major project has begun and that it has a definite completion date. We also need to prepare an effective and measurable strategic plan. This planning process crosses over between short-and-long term goal setting and we need to engage the campus and the board in a “think tank” effort to plan for immediate needs as well as longer-term goals. Long-term goals include the construction and renovation of residence halls, reaching our highest enrollment, establishment of several endowed chairs, an increase in the endowment, competitive salaries, a more diverse campus with a strong international component, better national recognition, an established fund for faculty and staff development needs, satisfied students and alumni, and strong community and church relationships.

Patrick, what role will you play as the “first man” of Wesleyan on campus and in the Buckhannon community?

I will be a positive supporter for campus projects and goals. Showing enthusiasm for campus goals will lead others in supporting needed projects. I will also be present at campus events from athletic contests to theatre and music performances to faculty and staff presentations. I look forward to hosting students, faculty, staff, alumni, and community members at the President’s house and will do some cooking and serving. My role in the community is also essential for maintaining and enhancing strong bonds between the campus and community. I have been active in Rotary, Lions, Kiwanis, Masons, and Shriners organizations and hope to be involved with several of these groups in Upshur County. It is important to support community events, including the K-12 constituency, church-sponsored events, and service projects. I will be active with both the campus and community as well as with the alumni and friends of the College.

You have obviously been a strong advocate for Pam. What strengths will she bring to Wesleyan? What strengths will you bring?

We make a good team and complement each other’s strengths. Pam is an enthusiastic and positive attitude workaholic. She is tirelessly persistent in completing tasks on time. She has a deep sensitivity for people’s needs and is a great listener and supporter. She is not one to take the credit for accomplishments because she truly believes in the “team” concept. She is a positive change agent without creating anxiety as the campus processes new ideas and begins new projects. I believe her strengths will serve the students of Wesleyan well because she will be a caring and effective role model. With regard to my strengths, I have always been a “people person.” I like to get to know folks as friends and I believe this will help with the communication between the campus and community. Students are comfortable asking for help with academic questions, personal issues, and professional advice. I believe my experience as a university professor in Colorado, California, and 18 years at West Virginia University will be an asset. I offer ideas to Pam and she can choose to think about them or eliminate them, but we do work well together in thinking about how to improve things academically, financially, and environmentally. Finally, from past experiences at both Bethany College and Mayville State, I have often been a complement to her fund-raising visits to key donors. I would see this as a benefit at Wesleyan.

Patrick, what changes in higher education are the most challenging for small private colleges and what opportunities should Wesleyan pursue?

Certainly, the rising costs of higher education are right at the top of the list for small private colleges. Along with that concern is the reality of increasing numbers of high school students who decide not to go to the “traditional” liberal arts college. Another challenge is the economy of scale phenomena facing smaller colleges. It takes much of the basic cost to maintain a campus of 1500 students as it does for a larger university. Yet, the total tuition income is so much less at small institutions that they have to find other ways to obtain enough funding to compete. A third challenge and one that I noted when we were on campus is the need to address deferred maintenance. This is costly, but appearance is important for prospective students, alumni, and guests who visit the campus for a variety of reasons. Once a plan is determined, people just need to be asked—and that includes students, community, and alumni. I will gladly work with volunteer helpers who want to tackle a deferred problem area. I view opportunity as a process to discover new ways of doing things—academic partnerships with other universities, new ways of
delivering academic programs, and engaging new audiences to help the school. WVWC has great potential for the future and I look forward to helping in whatever ways I can.

Pam, you have been described as a high-energy worker who puts in long hours each week. When you do relax, what are your hobbies?

To be an effective leader, one truly does need to put in long hours, but it is important to enjoy what you are doing. I love my work and have a feeling of satisfaction when others are pleased with their accomplishments. Patrick and I do enjoy traveling and have visited all 50 states and over 60 countries. In addition, we enjoy shopping for antiques and “fixer up” projects. While I don’t have time for music, I still enjoy sitting at the piano for a few minutes here and there. And, now of course, we will only be an hour from our one-year old grandson, so that will be the best hobby of all!



What do you see as the benefits of having a close relationship with The United Methodist Church?
This is our heritage and we need to celebrate this partnership. I believe the church remains an untapped giant that requires nurturing. There are many students in recent years looking for a place that offers a spiritual as well as a strong academic and extracurricular environment. We can provide that whole package to students who are seeking that kind of campus. This can be a strong niche for West Virginia Wesleyan College. One obvious benefit from a close church and campus relationship is the opportunity to increase our enrollment with the support of churches throughout the country and the world. This is an area I believe we need to tackle aggressively. Another benefit from this positive relationship is the opportunity for financial support. With good relationships, we will work to increase our support from the United Methodist Church. A third benefit from a close relationship is that it will reinforce the mission of the campus from its early days. It provides the value base for a campus whose purpose should be steadfast. I remember my days of attending chapel services, of seeing students “decorate” John Wesley, and learning religion through required core courses. These values stay with a student for a lifetime. Wesleyan students, no matter what their background or religion, need to understand the college’s heritage.

Wesleyan is a close-knit campus community. What steps will you take to continue and enhance this tradition?

Campus harmony and a supportive environment are top priorities for me. It is important to keep people engaged, informed and part of the decision-making process whenever possible. Two-way communication is essential. I have many strategies that have been successful which I plan to implement at WVWC. With regard to communication, several ideas might help. Cabinet and administrative meetings will have minutes posted on the web. Monthly newsletters will come from the President’s Office. Weekly newspaper articles from the President will appear in our local paper. Many of these articles will highlight positive accomplishments of WVWC. “Think tanks” organized with volunteers from faculty and staff will brainstorm next steps in several key areas. There will be an open door policy for faculty, students, and staff. It is also important to recognize and reward personnel for achievements and accomplishments. These recognitions do not always have to be financial in nature, but they must be sincere. One example will be monthly birthday breakfasts for faculty, staff, and board members. This provides a chance for me to thank them, and it provides a casual forum in which everyone has the opportunity to communicate. It will also be important to engage the Board of Trustees more frequently in sessions with faculty, students, and staff.

What is your vision for Wesleyan’s leadership role in Buckhannon, the state, and the region?

I believe that Wesleyan has always had an important role in the local area, state, and region. The most recent example of this was the way everyone stepped up in the Sago mine tragedy. We were out of the country and when we turned on CNN, there was Wesley Chapel on the television screen with a heart-warming story of how the college was there for the families. My vision is to nurture Wesleyan’s leadership role, focus our visibility in proactive ways, and search out new connections and renew old connections around the region. The better Wesleyan does with enrollment, the better the economic development becomes for the local community, state, and region. Enrollment is a key to Wesleyan’s role and therefore will be a major goal throughout my time at the campus. I look forward to reuniting with the Appalachian College Association because the ties with a strong consortium like ACA are essential to improving the quality of the campus. I have already been asked to serve as a liaison for the American Council on Education for West Virginia for their Office of Women. That kind of partnership and visibility will bring positive connections between the Washington, DC organization and WVWC. Wesleyan must also be very active with the West Virginia Independent Colleges and Universities Association, The United Methodist Conference, K–12 and community colleges, the hospital, and other local agencies. I look forward to nurturing these important alliances as well as becoming involved with several community organizations. In order to be a strong leader, Wesleyan must have a positive image. This requires a strong mission, a good financial base, excellent academic and extracurricular programs, successful athletic teams, a coordinated public relations strategy and a campus that exhibits pride to the outside world. I am convinced these ingredients can and will be achieved if we work together.

What steps will you take to ensure the college has a stable student-recruitment effort?
One of the favorite parts of my job is the challenge of enrollment management. When I assumed the presidency of Mayville, enrollment had been flat for over 30 years. With some targeted planning and willingness of the campus to explore the non-traditional student market, our enrollment grew 23 percent in three years. I have looked at the Wesleyan enrollment numbers and I am challenged to increase our numbers. Being competitive and goal seeking by nature, I would hope to surpass our highest enrollment, which occurred in 1977. This would be a challenging goal given the demographics of West Virginia and southwestern Pennsylvania and the market competition. Nevertheless, it is conceivable to achieve this objective. We need to look at new geographic markets, new delivery methods, a target for international students and non-traditional students, different recruiting strategies with more personalized materials, and of course, strategies to retain the students we recruit. We will also need to address student residence halls in the near future, provide an attractive curriculum for today’s students, embrace quality extracurricular and service learning opportunities and offer appropriate services for students with special needs. Enrollment management becomes everyone’s job if it is to succeed. I am pleased to see the progress already for this fall and look forward to working with these efforts in the years to come.

What are your expectations of alumni and friends? What do you see as fund-raising priorities for the next 10 years?

I intend to increase the annual fund and to increase the percentage and amounts of alumni giving. I would hope to work with students as early as their junior year to acquaint them with how to give as both a student and an alumnus. We should target parents and family members as well with expectations and suggestions. I would hope to increase financial support from the church. Grants would also be important to add to the financial base. I am optimistic that the board would continue its financial support as we indicate the need with a plan of action. We should also expect additional support from corporations and businesses. Fund raising goals for the next ten years should include completion of the Virginia Thomas Law Center for the Performing Arts, the David E. Reemsnyder Science Pavilion (these should be as soon as possible), construction of new residence halls, financing of five endowed faculty chairs or two or three endowed programs (possibly international, service learning, athletics, student programmatic needs, and faculty and staff development), improved salaries, and increased funding for unrestricted needs.

What are your short-term and long-term goals for Wesleyan?

Short-term goals would include engaging everyone in a campuswide positive morale and enthusiasm for the future of WVWC. Patrick and I were recently reading our fortune cookies at a North Dakota Chinese restaurant and mine said, “Success is a team sport.” I couldn’t have said it better — the board, administration, faculty, staff, students, alumni, friends, parents and community members have to work in harmony to have a dynamic and vibrant campus. Another short-term goal is to complete the funding for at least one of the building projects so that we can move forward as soon as possible. It is important to all donors of the capital campaign to see that a major project has begun and that it has a definite completion date.
We also need to prepare an effective and measurable strategic plan. This planning process crosses over between short-and-long term goal setting and we need to engage the campus and the board in a “think tank” effort to plan for immediate needs as well as longer-term goals. Long-term goals include the construction and renovation of residence halls, reaching our highest enrollment, establishment of several endowed chairs, an increase in the endowment, competitive salaries, a more diverse campus with a strong international component, better national recognition, an established fund for faculty and staff development needs, satisfied students and alumni and strong community and church relationships.