PRESIDENT CHRIS FIORENTINO:
STUDENT-CENTERED LISTENER,
PROBLEM SOLVER,
COMMUNICATOR,
CONNECTOR

I’LL MISS EVERYTHING ABOUT WCU.

Our alumni often say that, but this time, it’s President Christopher Fiorentino, who will retire June 30, 2024.

Pictured on our cover outside the University’s newest building, the Sciences and Engineering Center & The Commons (SECC), Fiorentino has overseen a plethora of physical plant, student-support, and curricular improvements that define the student success mission of the University. The SECC’s completion and its certification as LEED Gold (Leadership in Energy and Environmental Design) for achieving a high level of sustainability in its construction, operations, and maintenance are accomplishments that Fiorentino considers among the highlights of his 41-year career.

That the 175,000-square-foot building was completed during the pandemic was an outstanding effort by a team who he says “dreams big. The pandemic made dealing with unforeseen problems of unexpected findings underground and soil issues more difficult, but with a combination of careful management of resources and bond funds, we persevered to complete an absolutely incredible building.”

A hallmark of Fiorentino’s leadership is not only his ability to gather the right team at the right time but to motivate those people. Professor Jana Nestlerode saw that from the early days of Fiorentino’s tenure since they joined the University at roughly the same time, she in criminal justice and he in economics. He became her “dean, vice-president, president, and friend. He has also been an inspirational role model for me, and for so many others.

“Chris is able to inspire others to greater achievements,” she says. “He responds to adversities with patience and forbearance. When pursuing a new advancement, he will gather a team to brainstorm and plan. The tendency of so many of us is to see only the obstacles; Chris teaches his teams to see the possibilities and the many ways to succeed. That success is readily apparent in all he has done for West Chester University.”

His leadership has been recognized many times, most recently, earning him induction into the Chester County Hall of Fame by the Chester County Economic Development Council (CCEDC), which will honor him May 15. He has also been named to Philadelphia Business Journal’s Power 100 list in 2021, 2022, and 2023.

“The pandemic was a leadership challenge that put me in a position to lead through it,” says Fiorentino. “We made good decisions based on the information we had and, at heart, I’m a problem solver. I’ll actually miss those opportunities to solve problems.”

Fiorentino sometimes discussed pandemic challenges with his wife, Sue Fiorentino ’86 (see related article), who is not only a WCU professor of human resource management, but an attorney with extensive expertise in human resources as well. “She has great instincts and often contributed valuable insights,” he notes. “Sue is an incredible partner who’s been engaged with the University from the beginning.”

Completing the SECC was only one of the multiple challenges Fiorentino faced as a University president leading through the pandemic. Safeguarding the University’s community of educators was his primary concern.

“This became most clear with the pandemic beginning in February 2020,” recalls William Helzlsouer, senior associate vice president and chief human resources officer. “Chris established as a guiding principle from the beginning that all policies, work, decisions, etc., were made to protect our most precious resource: the University’s people — our colleagues, friends, students. Because of that clarity, our decisions may be hard ones but they’re made for the right reasons: Protect our people and their jobs.”

Helzlsouer says one of the major draws for him to join WCU five years ago was Fiorentino and “his thoughtful, pragmatic approach to labor issues.” Seven unions cover the majority of employees in Pennsylvania’s State System of Higher Education (PASSHE) while some employees, including managers, are non-represented. Fiorentino’s in a unique position since he came up through the faculty and has been able to maintain those solid relationships so that faculty trust him.

“Chris sees unions as partners in the workplace so our approach to labor relations comes from the top,” Helzlsouer says. “As a president and a negotiator, he can work on behalf of the University and PASSHE while acknowledging the needs of union members as labor partners. The result: We have a better workplace with colleagues who have better careers.”

RELATIONSHIPS: RESPECTING, LISTENING, COMMUNICATING

That respect carries over into all Fiorentino’s professional relationships, including “town/gown” interactions between the University and surrounding municipalities.

“I worked hard to rebuild relationships with local municipalities because they had become strained,” Fiorentino explains. “There’s value to having a university in the community. But we have to be forthright and open about our plans, foster good relationships through trust. I invited the chair of the West Goshen board of supervisors to meet me in my office and was told that that person had been there for 35 years and it was the first time he’d been invited to the president’s office.”

He’s built those connections from years of outreach and community involvement. When Fiorentino was dean of the College of Business and Public Management (CBPM, 1993-2013), he worked with West Chester Borough on business district revitalization and was appointed a founding member of the West Chester Business Improvement District Authority. He forged relationships while serving on numerous Chester County business and community boards including the Chester County Economic Development Council and the Chester County Keystone Innovation Zone.

Being so in touch with the municipalities early on, Fiorentino saw gaps that the University could fill and, as dean, spearheaded the development of the Center for Community Solutions, which links business and civic leaders who have research needs with University faculty and staff who can address those needs. He was instrumental in the establishment of the Cottrell Entrepreneurial Leadership Center, the Center for Social and Economic Policy Research, and the Center for Geographic Information Systems and Spatial Analysis.

WCU GROWS BEYOND MAIN CAMPUS

Fiorentino says his predecessors contributed to his success.

Former President Madeleine Wing Adler (president from 1992 to 2008) saw the need for fundraising and a broader awareness of the University’s value in the region. “She charged me with getting us known for the CBPM,” he explains. “Good relationships with regional business, government, non-profits establish connections that create opportunities for our students. We can connect our faculty experts with other government agencies, and non-profits, which loops students in.” He cites examples including providing GIS support for organizations, social work and health field placements, clinicals, and internships. “It goes along with being a valued University engaged in the community.

“My focus as dean was to acquire resources. Madeleine’s distributed leadership model gave deans freedom to explore options. I had the freedom to think big — and think bigger.”

Fiorentino set his sights on expanding CBPM’s reputation and achieving Association to Advance Collegiate Schools of Business (AACSB) accreditation. “To do that we need faculty engaged in scholarship and research. We never lost our focus because scholarship informs teaching.”

With some out-of-the-box thinking, he found ways to reconfigure budgets to move summer school revenue directly to each of the deans, who could keep those tuition dollars within their schools to support students and faculty.

Another example is Fiorentino’s creativity in purchasing the Graduate Center, inspired by Penn State’s Great Valley campus. “Could we do that and make our MBA and other programs more accessible and convenient?” he asked of Adler and the administration. “Can I run this as an independent organization in order to keep the funds within the college? We floated a $7M 20-year bond to buy the building and revenues paid faculty, helped pay for the AACSB accreditation, expand travel budgets [for conferences, etc.] — it lifted all boats.” He credits Adler and institutional leaders for seeing the potential.

“We empowered deans to take risks to generate additional income and channel that to support our mission and the individual schools,” he says. “It was actually fun to have the latitude to do these things and support the real educational activities for the deans and departments. Knowing this power, I wanted to support this.”

In 2013 during the presidency of Greg Weisenstein (2009 to 2016), Fiorentino was named WCU’s first vice president for external operations to manage the new Philadelphia location at 7th and Market Streets and to oversee distance education and professional development studies. “Greg set the table for me to be successful especially with graduate education and international education.”

“Chris knows how the numbers work, not only because of his expertise in economics but because he was faculty, too,” says John Villella ’76, M’82, who joined the University on the same day in 1983 as the president, both as adjunct faculty. Villella served as executive deputy to the president beginning with Weisenstein and retired in June 2022 as vice president for university affairs and Fiorentino’s chief of staff. “As a University leader, he has a fiduciary responsibility. We have succeeded with limited state support and continue to offer our high quality education with a modest price.”

Villella recalls that Fiorentino hired the first employees to manage the Philadelphia location after meeting with the Community College of Philadelphia, stakeholders, and politicians. “He had a vision for the Philly site. He knew we were a landmark institute not serving the needs of the Philadelphia community and he recognized the opportunities for this region and the state.”

West Chester’s reputation in Philadelphia and beyond continues to grow. “I don’t deserve all the credit,” says Fiorentino. “Our improved image reflects the work of lots of people on campus.”

Roger Ware ’82, who served on the WCU Foundation Board of Trustees, is a long-time University supporter whose admiration for Fiorentino’s work is palpable.

“Chris has accomplished so much in seven years,” he says, citing record enrollment, national rankings, public image, accreditations, and improvements to campus and programs. “No one who graduated in 1982 ever envisioned that West Chester University would be granting doctoral degrees and be an R2 research institution. We put students first then and we do it even more so now.”

Ware retired in January 2022 as president and CEO of Genesee General after 40 years in commercial underwriting. He recalls Fiorentino seeking his advice during the pandemic and says that’s a tactic he admires. “Chris is a transformational leader. He put together a strong team and allowed his people autonomy. And he’s always sought input, even from those outside the campus.”

But even with Fiorentino’s 24-7 job, Ware noticed that he stops and talks to people across campus or uptown, “and that is rare for a university president.”

“People love to tell their stories,” says Fiorentino. “As dean, I connected with alumni, some for the first time since they graduated, and after listening to their stories, then I could tell them the University’s stories. I told them stories that make them want to support us. Success breeds success, for example, the [Wells brothers’ support for the] Wells School of Music. That message is, ‘We’re worth supporting.’

“I’m excited for the future of philanthropy on campus. In recent years, we’ve been staying more engaged with alumni right out of the gate. Look at the number of young alumni coming back for events!”

CONTINUITY

That he spent all 41 years of his academic and administrative career at West Chester University is another accomplishment that puts Fiorentino in a league of his own. From faculty to interim dean to dean to vice president of external operations, he has a record few other current university presidents can match.

“Because he’s been here his entire career, he understands what makes WCU special, the culture, what made us successful even before took the role,” says Helzlsouer. “And he’s continued that success in new ways, with new ideas.”

Throughout his presidency, Fiorentino has instilled a spirit of innovation and ownership that has empowered students, faculty, and staff. Helzlsouer says Fiorentino has the “ability to connect everyone with our mission of student success. He understands and expresses to colleagues that their work has immediate impact on student success. He connects people to the mission so that our work is more than just a paycheck.” That’s resulted in such initiatives as:

• New programming for first-generation college students and support with “WCU’s 1st”;
• Placement of student success coordinators in each of the University’s six colleges and two schools to provide students with information and resources so they can make well-informed decisions about their education;
• The implementation of a mandatory, four-credit First-Year Experience course for all first-year students to make self-discoveries and expand perspectives;
• Engagement in the national Moon Shot for Equity student-success mission designed to help underserved populations of students in the Southeastern PA region graduate from college;
• The opening of a Resource Pantry to assist students who have significant need; and
• The founding of the D-CAP program, which provides supports to degree-seeking students with Autism Spectrum Disorder (ASD), including the first-of-its-kind on-campus convenience store to provide workplace training for students with ASD to practice social and professional skills.

The Fund to Finish

Despite declining numbers of high school students nationwide, WCU admitted its largest incoming class in 2023: 3,030 first-year students up from 2,628 in fall of 2021, with enrollment topping 17,000 students. As of fall 2023, 25.1% of the University’s student body are students of color — the highest in WCU history.

Fiorentino has never wavered from the mission of student success and while he successfully leveraged the Graduate Center and the Philadelphia location to increase enrollments, he continued to see obstacles to student success, both from his time as a faculty member and dean, and as president listening to his teams.

“Students have to do the work to put themselves on a different life trajectory,” he says, “but since our mission is student success, the onus is on us. We have to identify the impediments and modify or do better to ensure our students all reach the finish line: graduation. Why did some students do well, then not schedule for their final semester? … We found that, for one thing, fines deterred them from re-enrolling.”

This was the catalyst for establishing the Fund to Finish, which was created in partnership with a lead donor.

“In this seat, I’ve spoken with donors and others who are anxious to support students with direct student support. We’ve been able to fund micro-scholarships and mini-grants. We’ve refocused fundraising so that we can get students those final steps to the finish line,” explains Fiorentino. Proceeds from this year’s Gala support the fund.

Beside him at the Gala and at most fundraising and major campus events, Sue has been a highly visible presidential spouse with a unique position as alumna and faculty member. The president calls her his “thought partner” as well as his life partner.

“They’ve been the best team for the University” during this time, says Roger Ware.

Moving Forward

This spring, the completion of the 150Forward Campaign, which exceeded its $65M goal, came earlier than expected.

And since “Reimagining Student Success: Building on WCU’s Momentum” was recently announced as the University’s next strategic plan, Fiorentino has laid the groundwork for his successor, Lorraine “Laurie” Bernotsky, as the 16th president.

With all these accomplishments in only seven years as president, Ware thinks, “If there was a Mount Rushmore for WCU, Chris would be on it.”

“I didn’t do this for the accolades,” Fiorentino emphasizes. The dean’s suite in the College of Business and Public Management was named for him a few years ago and, although he was surprised, he said it’s an honor to be recognized. “It’s not why I have this job, nor something I expect. West Chester University — we change lives and it’s an honor to have spent my career in this profession. We thrive on challenge.”

WEST CHESTER UNIVERSITY — WE CHANGE LIVES AND IT’S AN HONOR TO HAVE SPENT MY CAREER IN THIS PROFESSION.
- Christopher Fiorentino
President, West Chester University

 

 

A food drive held for his inauguration netted 1.5 tons of food for the WCU Resource Pantry.

 

AS A PRESIDENT AND A NEGOTIATOR, HE CAN WORK ON BEHALF OF THE UNIVERSITY AND PASSHE WHILE ACKNOWLEDGING THE NEEDS OF UNION MEMBERS AS LABOR PARTNERS. THE RESULT: WE HAVE A BETTER WORKPLACE WITH COLLEAGUES WHO HAVE BETTER CAREERS.
- William Helzlsouer Senior Associate Vice President and Chief Human Resources Officer

 

AS A UNIVERSITY LEADER, HE HAS A FIDUCIARY RESPONSIBILITY. WE HAVE SUCCEEDED WITH LIMITED STATE SUPPORT AND CONTINUE TO OFFER OUR HIGH QUALITY EDUCATION WITH A MODEST PRICE.
- John Villella ’76, M’82 Former Vice President for University Affairs and Chief of Staff

 

The president signs the final beam to be placed during the SECC construction amid pandemic protocols.

 

NO ONE WHO GRADUATED IN 1982 EVER ENVISIONED THAT WEST CHESTER UNIVERSITY WOULD BE GRANTING DOCTORAL DEGREES AND BE AN R2 RESEARCH INSTITUTION. WE PUT STUDENTS FIRST THEN AND WE DO IT EVEN MORE SO NOW.
- Roger Ware ’82 Former Member WCU Foundation Board of Trustees