Judy Hample
United States
0
years old
Judy Hample is a retired educator, university administrator, and education management professional.
Judy Hample is a professional in education management who has retired from positions as both an educator and a university administrator.
Hample led the Pennsylvania State System of Higher Education, or PASSHE, in developing the nation’s first System comprehensive institutional performance accountability program linked to performance funding. Using this System Strategic Plan, 14 universities’ performances were tracked on a series of performance measures, and improved performances were rewarded with additional operational dollars. Today, almost a third of the states’ legislatures have imposed similar types of programs to increase the accountability for state funding.
As a higher education leader, Judy has always been results-oriented. As a CEO, she made herself an agent of change and reform driven by both knowledge and passion. With innovation, creativity, and accountability, she served to enhance the quality of her organizations. She also has the distinction of being the first woman president in 100 years of the historically female institution, the University of Mary Washington.
Her greatest administrative talent is being an agent of change, for which she has been both praised and criticized. Driven to enhance the quality of her students’ educational experiences, she is a lifelong advocate of education. Creating and strengthening educational opportunities for women, students of color, and first generation college students has always been a paramount issue of concern to her.
The keys to Hample’s success are her impeccable preparation and research, dedication, energy, and passion. She has also had key mentors who offered her high-quality advice, allowing her to make the best possible decisions for her future.
Hample led the Pennsylvania State System of Higher Education, or PASSHE, in developing the nation’s first System comprehensive institutional performance accountability program linked to performance funding. Using this System Strategic Plan, 14 universities’ performances were tracked on a series of performance measures, and improved performances were rewarded with additional operational dollars. Today, almost a third of the states’ legislatures have imposed similar types of programs to increase the accountability for state funding.
As a higher education leader, Judy has always been results-oriented. As a CEO, she made herself an agent of change and reform driven by both knowledge and passion. With innovation, creativity, and accountability, she served to enhance the quality of her organizations. She also has the distinction of being the first woman president in 100 years of the historically female institution, the University of Mary Washington.
Her greatest administrative talent is being an agent of change, for which she has been both praised and criticized. Driven to enhance the quality of her students’ educational experiences, she is a lifelong advocate of education. Creating and strengthening educational opportunities for women, students of color, and first generation college students has always been a paramount issue of concern to her.
The keys to Hample’s success are her impeccable preparation and research, dedication, energy, and passion. She has also had key mentors who offered her high-quality advice, allowing her to make the best possible decisions for her future.
Throughout her career in education, from student to administrator, Judy Hample has showcased passion and dedication. It is these qualities that have led her to the success and respect that she enjoys today in the educational industry.
Educational Background
Judy Hample laid the foundation for her success in the field of education by first obtaining a quality education herself. This meant first enrolling at David Lipscomb University, where she studied until 1969. She then graduated with her Bachelor of Arts degree in Communication and Secondary Education (French).
Afterward, she attended Ohio State University for her graduate studies. She graduated once again in 1974, this time earning both a Master of Arts and a Ph.D. degree in Communication.
Work Experience
Out of college, Judy Hample got her first faculty appointment with the University of Illinois at Urbana-Champaign as a lecturer and the director of intercollegiate debate in their department of speech communication. She received her first administrative appointments at Western Illinois University, where she became a department division director. Later, she was made assistant dean for their college of arts and sciences. She also served as dean for Emporia State University’s College of Liberal Arts and Sciences, dean at Indiana State University’s College of Arts and Sciences, and senior vice president and chief academic officer for the University of Toledo.
Between 1998 and 2001, Judy served the Florida Board of Regents in several positions. She began as vice chancellor for planning, budgeting, and policy analysis before later moving on to executive vice chancellor between 1999 and 2000, then chancellor in 2001. At the time, the Florida State University System had an operating budget of more than $5 billion and consisted of more than 40,000 employees and over 247,000 students throughout 11 different institutions.
Hample left the Florida Board of Regents in 2001 to take a position as the second chancellor of the Pennsylvania State System of Higher Education (PASSHE) in 2001. Here she oversaw more than 12,000 faculty and staff as well as an annual operating budget of $1.8 billion. Much of her work centered on the headquarters of PASSHE in Harrisburg, PA, the Dixon University Center.
In this position, Judy Hample regularly communicated with the presidents of 14 constituent system universities. She also represented the System to the governor, the legislature, and over half a million alumni still living in Pennsylvania, as well as represented the board and presidents during negotiations with the System’s seven labor unions. Additionally, she reported to an appointed board of governors.
On June 25 of 2007, she announced her plans to leave her chancellor position, and on June 30 of 2008, she made good on those plans. The board granted her Chancellor Emeritus status upon her departure in recognition for all of the contributions that she had made to both the System and the Commonwealth.
Judy Hample then became the president of the University of Mary Washington in July of 2008, making her the first female president of this traditionally female institution. Except for a few day students, the university had been an all-girls school since its founding in 1908, up until 1970.
Then, in February of 2010, Hample announced her intent to resign from the University of Mary Washington due to personal reasons. She left on June 30, three years prior to the end of her contract.
In every administrative post that she has held, Judy Hample has labored to ensure equal employment opportunities for both women and persons of color. She hired the Commonwealth’s first-ever Hispanic university president out of more than 250 higher education institutions in Pennsylvania, many of them with a long and prestigious history. During her tenure, she was also responsible for hiring the System’s first African-American female university president.
Professional Organizations
In addition to her university and institutional positions, she has also been active in a variety of professional organizations. These include the American Association of State Colleges and Universities (AASCU), the State Higher Education Executive Officers (SHEEO), and the National Association of State Universities and Land Grant Colleges (NASULGC). In addition, Judy has also served the American Council on Education (ACE) as a board member of their Commission on Women in Higher Education.
Educational Background
Judy Hample laid the foundation for her success in the field of education by first obtaining a quality education herself. This meant first enrolling at David Lipscomb University, where she studied until 1969. She then graduated with her Bachelor of Arts degree in Communication and Secondary Education (French).
Afterward, she attended Ohio State University for her graduate studies. She graduated once again in 1974, this time earning both a Master of Arts and a Ph.D. degree in Communication.
Work Experience
Out of college, Judy Hample got her first faculty appointment with the University of Illinois at Urbana-Champaign as a lecturer and the director of intercollegiate debate in their department of speech communication. She received her first administrative appointments at Western Illinois University, where she became a department division director. Later, she was made assistant dean for their college of arts and sciences. She also served as dean for Emporia State University’s College of Liberal Arts and Sciences, dean at Indiana State University’s College of Arts and Sciences, and senior vice president and chief academic officer for the University of Toledo.
Between 1998 and 2001, Judy served the Florida Board of Regents in several positions. She began as vice chancellor for planning, budgeting, and policy analysis before later moving on to executive vice chancellor between 1999 and 2000, then chancellor in 2001. At the time, the Florida State University System had an operating budget of more than $5 billion and consisted of more than 40,000 employees and over 247,000 students throughout 11 different institutions.
Hample left the Florida Board of Regents in 2001 to take a position as the second chancellor of the Pennsylvania State System of Higher Education (PASSHE) in 2001. Here she oversaw more than 12,000 faculty and staff as well as an annual operating budget of $1.8 billion. Much of her work centered on the headquarters of PASSHE in Harrisburg, PA, the Dixon University Center.
In this position, Judy Hample regularly communicated with the presidents of 14 constituent system universities. She also represented the System to the governor, the legislature, and over half a million alumni still living in Pennsylvania, as well as represented the board and presidents during negotiations with the System’s seven labor unions. Additionally, she reported to an appointed board of governors.
On June 25 of 2007, she announced her plans to leave her chancellor position, and on June 30 of 2008, she made good on those plans. The board granted her Chancellor Emeritus status upon her departure in recognition for all of the contributions that she had made to both the System and the Commonwealth.
Judy Hample then became the president of the University of Mary Washington in July of 2008, making her the first female president of this traditionally female institution. Except for a few day students, the university had been an all-girls school since its founding in 1908, up until 1970.
Then, in February of 2010, Hample announced her intent to resign from the University of Mary Washington due to personal reasons. She left on June 30, three years prior to the end of her contract.
In every administrative post that she has held, Judy Hample has labored to ensure equal employment opportunities for both women and persons of color. She hired the Commonwealth’s first-ever Hispanic university president out of more than 250 higher education institutions in Pennsylvania, many of them with a long and prestigious history. During her tenure, she was also responsible for hiring the System’s first African-American female university president.
Professional Organizations
In addition to her university and institutional positions, she has also been active in a variety of professional organizations. These include the American Association of State Colleges and Universities (AASCU), the State Higher Education Executive Officers (SHEEO), and the National Association of State Universities and Land Grant Colleges (NASULGC). In addition, Judy has also served the American Council on Education (ACE) as a board member of their Commission on Women in Higher Education.
Moving forward, Judy Hample is looking to reconnect to the academic community in a more informal manner after her retirement. For instance, she would like to speak on a variety of hot button topics in the higher education arena. She would also like to share her industry expertise and comments through writing and publication.
To accomplish this, she is planning to write either a book or a series of monographs with Dr. Adam Herbert over the next three years or so. At the moment, the two are still deciding on which themes to include in the book or books. They know, however, that it will address issues relating to higher education. It is also likely to address issues of gender and minority in higher education, as both Hample and Dr. Herbert have experienced these issues firsthand.
Another issue that she seeks to address with her informal advocacy work is the rising cost of tuition and the effect that it is having on students. As she explains, declining state support for public universities has led to many institutions shifting the burden of cost onto the students through higher fees, which only makes obtaining a higher education more difficult. In her opinion, this problem of runaway tuition rates will not be solved until more states recognize the cultural and economic value of their higher education institutions.
Beyond all of that, Judy Hample is simply looking forward to getting back to her full health so that she can continue to serve as the passionate agent of growth and progressive change for higher educational institutions that she has been thus far in her career.
To accomplish this, she is planning to write either a book or a series of monographs with Dr. Adam Herbert over the next three years or so. At the moment, the two are still deciding on which themes to include in the book or books. They know, however, that it will address issues relating to higher education. It is also likely to address issues of gender and minority in higher education, as both Hample and Dr. Herbert have experienced these issues firsthand.
Another issue that she seeks to address with her informal advocacy work is the rising cost of tuition and the effect that it is having on students. As she explains, declining state support for public universities has led to many institutions shifting the burden of cost onto the students through higher fees, which only makes obtaining a higher education more difficult. In her opinion, this problem of runaway tuition rates will not be solved until more states recognize the cultural and economic value of their higher education institutions.
Beyond all of that, Judy Hample is simply looking forward to getting back to her full health so that she can continue to serve as the passionate agent of growth and progressive change for higher educational institutions that she has been thus far in her career.
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Education
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David Lipscomb University , United States , Nashville, Tennessee
Bachelor of Arts in Communication and Secondary Education (French)www.lipscomb.edu08/1965 - 05/1969 -
Ohio State University , United States , Columbus, Ohio
Master of Arts and Ph.D. in Communicationwww.osu.edu/- 01/1974
Career History
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Maine , Portland ,
Materials ManagementtoEducation Management Professional , United States , Washington DC
not definedto 12/2099Lecturer and Director of Intercollegiate Debate , United States , Champaign, Illinois
illinois.edutoAssistant Dean for the College of Arts and Sciences , United States , Macomb, Illinois
www.wiu.edutoDean of the College of Liberal Arts and Sciences , United States , Emporia, Kansas
www.emporia.edutoDean of the College of Arts and Sciences , United States , Terre Haute, Indiana
cms.indstate.edu/toSenior Vice President and Chief Academic Officer , United States , Toledo, Ohio
not definedtoFamily & Friends-
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United States, Montana, Victor -
United States, Mississippi, Ocean Springs -
United States, Massachusetts, Brant Rock -
United States, Arizona, Glendale
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United States
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United States, Alabama, Huntsville
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United States, Minnesota, Maple Grove
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United States, Ohio, Columbus
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United States, Ohio, Grove City
Core Competencies- Education
- Executive Leadership
- Management
- Planning
- Operations
- Leadership
- Communication
Greatest AttributesNo Greatest Attributes Specified
Business AchievementsNo Business Achievements Specified
Worst Failures in BusinessNo Worst Failures in Business Specified
Political PartyNo Political Party Specified
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