The Science & Art of Provostship During Faculty Retrenchment
Joshua Powers (William Paterson University of New Jersey)
This case study explores the challenges faced by William Paterson University during the financial and enrollment decline compounded by the COVID-19 pandemic. Focusing on regional state universities, the study highlights the gap between faculty size and student enrollment, which became unsustainable by 2020.
The provost implemented a data-driven approach to align faculty numbers with student enrollment, addressing overstaffing through transparent union engagement, retirement options, and layoffs as a last resort. The process combined objective, data-based analysis with emotional intelligence, acknowledging the pain and uncertainty experienced by faculty. William Paterson University also shifted its strategic focus toward serving adult learners through expanded online programs, increasing the proportion of undergraduate students aged 25 and older. These efforts contributed to financial stabilization, improved student retention, and a more sustainable student-faculty ratio. The study emphasizes the importance of leadership balancing both analytical rigor and empathy in navigating institutional crises.
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Note from the authors
The pandemic laid bare the financial challenges many regional state universities had been facing for some time. This article offers a case window into William Paterson University, a regional state University in New Jersey, that was able to navigate a difficult, but necessary reduction in the faculty size and come out the other side much stronger and on a positive trajectory. Central to this was a mix of science and art. Its components, and the ultimate outcome, are described in this article.
