The Board of Visitors ended its nearly six-month-long search for the University's eighth president Jan. 11, unanimously electing Teresa A. Sullivan, provost and executive vice president for student affairs at the University of Michigan. Sullivan is set to become the University's first female president and will replace John T. Casteen, III, who will retire after 20 years at the helm Aug. 1.
The Board appears to have chosen an exceptionally well qualified individual to lead the University, and Sullivan's breadth of experience in college education and administration is remarkable. In addition to serving as Michigan's provost, Sullivan was also the school's chief budget officer, overseeing about one-quarter of the institution's $5.4 billion budget.
Prior to assuming her role at Michigan, Sullivan spent 27 years at the University of Texas, Austin. In 2002, she became executive vice chancellor for academic affairs for the University of Texas system's nine campuses. Sullivan is also a respected scholar in the field of labor force demography, authoring six books and dozens of articles while continuing to teach a class each year during her time at Michigan. In the words of University rector John Wynne, "Not only is she well versed in academic and student life, she knows the inner workings of the daily operations of a university, from finance and health care to athletics and how to support a second campus like the College at Wise." Mark Yudof, president of the University of California and former chancellor at Texas, put it more concisely in a Jan. 19 Washington Post article: "She's the full ticket. She has it all."
Sullivan is clearly an accomplished administrator and well deserving of these accolades. Furthermore, the Board should be applauded for seeking out and embracing a nontraditional candidate to lead the University into its third century. Still, no one ascends to as high profile an office as the University's presidency without facing some tough questions - every leader has both strengths and weaknesses. In Sullivan's case, the greatest obstacle likely will be her status as an outsider with no prior connection to the University community. Fundraising is one area where this learning curve may turn out to be the steepest.
Sullivan's experience lends her a distinct advantage in confronting this problem - both Michigan and Texas are positioned similarly to the University in academic prestige and administrative structure. Both institutions are relatively large, flagship state universities, and each is consistently ranked among the top public schools in the country. This means Sullivan is no stranger to dealing with penurious state legislatures and the peculiar challenges that accompany offering a top-notch education at a relatively low cost.
Nevertheless, it would be remiss to think that complete unfamiliarity with the University's culture is only a minor concern. Of the University's past four presidents, only Robert O'Neil came to Charlottesville as an outsider. Despite taking over with a clear set of goals in mind, his term lasted only five years, and he is certainly not remembered to be as transformational a figure as his predecessor Edgar Shannon or his successor, Casteen.
Sullivan may, of course, prove this comparison to be entirely incorrect. Many variables help determine how successful a university president will become, and trying to predict the eventual path of Sullivan's presidency would be an exercise in futility. It seems more productive to identify potential areas of weakness that ought to be addressed. As a newcomer to Grounds, Sullivan may find fundraising particularly challenging. She would be wise to reach out to key constituents within the larger University community and acquaint herself with the unique values and traditions that are hallmarks of Thomas Jefferson's institution. In building positive relationships with potential donors, Sullivan
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