By Rev. Donald L. Perryman, Ph.D.
The Truth Contributor
A genuine leader is not a searcher for consensus but a molder of consensus. – Martin Luther King, Jr.
Count me among those who believe Matt Schroeder should be hired as The University of Toledo’s (UT) permanent president, and the reason is simple.
UT has been adrift for too long, with short-term leadership transitions leading to a critical financial juncture. The university, like many others, is grappling with a crisis of declining enrollment and escalating expenses. These include faculty salaries, benefits, administration and infrastructure costs, all of which are driving up the cost of education.
UT needs a leader who can steer it through the complex financial landscape of higher education. State funding needs to keep pace with inflation, and federal funding is often earmarked for specific projects. This leaves universities increasingly reliant on tuition, adding to the financial burden on students. The fallout from the student debt crisis and the financial losses from reduced international enrollment due to COVID-19 further compound the issue.
UT is now at a crossroads and needs a leader who can chart a course for the future and provide long-term stability and a clear direction rather than choosing another short-term fix.
That leader is Matt Schroeder, who has shown that he understands the institution’s challenges and is deeply vested in its long-term success.
Currently serving as interim president, Schroeder is not rooted in the typical academic profile, which makes him ideally suited to take the reins of leadership at UT. With his extensive experience at the University of Toledo Foundation and later as chief of staff under Presidents Gaber and Postel, Schroeder – a Toledo native – brings a nuanced understanding of UT’s operations and culture. He has been described as a peacemaker and problem solver. Therefore, his strong finance background and pragmatic approach to university-community relations are just what the university needs.
For example, during Matt’s tenure at the foundation, he was instrumental in bringing the first Children’s Defense Fund Freedom School to Toledo, housing it at UT, and smoothing over conflicts between the university and community stakeholders. His collaborative and solution-oriented nature makes him the ideal candidate for permanent leadership, especially for an institution that must balance diverse interests with limited resources.
His genuine concern for people – students, faculty, and the broader community- also sets Matt Schroeder apart. While his predecessors viewed their tenure as a stepping stone to more prestigious opportunities, Schroeder has demonstrated a deep commitment to Toledo. His default style is one of personal engagement and compassion, often reaching out unsolicited to check on community members’ well-being.
In addition to his people skills, Schroeder, perhaps more notably, brings valued strengths in financial management and organizational efficiency. Under his interim leadership, he has already calmed areas of tension within the university, particularly through his efforts to rebuild trust with the Greek community. The ability to navigate these complexities while creating and maintaining goodwill highlights his effective leadership style.
However, the next challenge Schroeder faces is the perceptions and concerns created by the decision to decentralize UT’s DEI office during his interim leadership. UT’s actions regarding diversity, equity, and inclusion have sparked intense backlash within the community, as highlighted in The Truth’s August 8, 2024 edition in the article, “The Community Discusses the Decision at UT to Dissolve DEI Position.” Many in the community remain outraged and are concerned that decentralizing DEI efforts could lead to a lack of accountability and visibility, ultimately diminishing the university’s ability to address issues of equity and representation effectively.
These concerns are echoed in Eugene T. Parker III’s article “What’s Lost in Dismantling DEI Offices” in Inside Higher Ed. Parker argues that dismantling centralized DEI offices can weaken a university’s coordinated efforts to promote diversity and inclusion. Parker maintains that a centralized DEI office ensures the cohesive strategy, strong leadership, and unified efforts across campus needed to advance equity and justice.
I am told that after Dr. Willie McKether left UT to pursue another position, the DEI department, under his successor, appointed under President Sharon Gaber, was ineffective at promoting its goals and failed to take meaningful action when needed.
UT understands that the decision “does not sit well with the Black community,” whose perception is that UT basically “took the DEI head out along with other Black people in leadership positions.” However, I am also told that the decision to decentralize DEI was more about budget considerations and the need to consolidate several areas throughout the university than anything else.
I see the problem as an opportunity for Schroeder to demonstrate that his leadership is not only financially prudent but also deeply committed to fostering an inclusive campus environment from the administration down to the students.
The bottom line is that Presidents Gaber and Postel’s tenures were characterized by high costs and little lasting impact. They saw UT merely as a personal and professional launchpad for more elite positions. Matt Schroeder is a leader who can bring stability, financial intellect and a genuine commitment to the University of Toledo. He is homegrown. His deep ties to the university and connection to the Toledo community uniquely qualify him for the permanent presidency.
However, to fully earn this role, Schroeder must embrace the opportunity to strengthen UT’s commitment to diversity, equity, and inclusion. If so, he will showcase his leadership as independent, forward-thinking, and inclusive, paving the way for a more prosperous and equitable future for the University of Toledo.
Contact Rev. Donald Perryman, PhD, at drdlperryman@centerofhopebaptist.org