Dean of the School of Professional and Continuing Studies

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1 Dean of the School of Professional and Continuing Studies The University of Richmond seeks a visionary and collaborative leader who will blend innovation, strategy, and intellectual agility with a mission-driven commitment to the role of Dean of the School of Professional and Continuing Studies (SPCS). SPCS has for over 50 years carried out its mission to enrich lives and careers, by delivering exceptional educational programs; engaging passionate faculty and staff; and providing world-class support services to its students. From noncredit programs through undergraduate and graduate degrees, SPCS seeks to open students' minds to new ways of thinking and living, fostering a lifelong thirst for personal and professional growth. The University of Richmond seeks a dean who will lead SPCS and its significant commitment to and engagement with the greater Richmond community. The University The University of Richmond is a private university founded in Through its five schools and wide array of campus programming, the University combines the best qualities of a small liberal arts college and a large university. Its fundamental mission is to sustain a collaborative learning and research community that supports the personal and professional development of its members and the creation of new knowledge. With 4,180 full-time students, an 8:1 student-faculty ratio, and 90% of traditional undergraduate students living on campus, the University is remarkably studentcentered, focused on preparing students to live lives of purpose, thoughtful inquiry, and responsible leadership in a global and pluralistic society. The University s five schools are a unique combination of divisions and programs in an institution of its size and quality: the School of Arts and Sciences, the Robins School of Business, the Jepson School of Leadership Studies (the University s traditional undergraduate schools); the Richmond School of Law; and the School of Professional and Continuing Studies. Nestled among 350 acres of hundred-year-old pines, rolling hills, and inspiring architecture surrounding a 10-acre lake, the University of Richmond is cited without fail by The Princeton Review as one of the most beautiful campuses in the nation. The University is consistently ranked as one of the best liberal arts colleges in the nation--currently ranked 30th among national liberal arts colleges by U.S. News & World Report. The Robins School of Business is ranked 16th among

2 University of Richmond, Dean of the School of Professional and Continuing Studies Page 2 undergraduate business schools by Bloomberg Businessweek. The University has also been cited as a best value college by U.S. News & World Report, SmartMoney, Kiplinger s Personal Finance, and USA Today-Princeton Review. The University is fortunate to have considerable resources, particularly for an institution of its size. For the fiscal year , the University s endowment was valued at $2.3 billion and its total operating budget was in excess of $255 million. Richmond is committed to careful stewardship of these resources as well as to ensuring that excellent students have access to transformative educational opportunities. The University s strong resource base has supported continued expansion of the faculty in recent years, as well as other investments in academic programs. University Leadership and Governance The University of Richmond is currently engaged in a search for its tenth President, who is expected to take office during the summer of The new President will succeed Dr. Edward L. Ayers, who took office in July The University s most recent strategic plan, The Richmond Promise, was implemented under the leadership of President Ayers. The plan consists of five interlocking principles including: fostering a learning environment unlike any other in higher education by offering a distinct academic experience that integrates the University s five schools; ensuring access to and the affordability of a Richmond education; promoting diversity in the University community and an inclusive environment for students, faculty, and staff; broadening the University s engagement in the Richmond community; enhancing the student experience at all levels; and establishing meaningful ties between the institution and its graduates. The president s cabinet includes Provost Jacquelyn Fetrow, to whom the Dean of the School of Professional and Continuing Studies reports. The Dean will serve as a collaborative member of Dr. Fetrow s leadership team which comprises the Dean s Council (including the deans of the University s five schools), the Executive Director of the Bonner Center for Civic Engagement, the Dean of the Office of International Education, the University Registrar, the Director of Institutional Effectiveness, the Director of Operations and Finance in Academic Affairs, the Research Integrity Officer, and the Associate Provost. Richmond Metropolitan Region In 2014, Frommer s travel guide named the Richmond metropolitan region a top world-wide travel destination, citing historic sites, a world-class food scene, and the beautiful James River, which offers Class III and IV white-water rapids right in the heart of the city. With a population of almost 1.3 million, the Richmond region has a diverse economy and a strong workforce. Dynamic and cosmopolitan, the Richmond metropolitan area is home to Fortune 500 companies, tech start-ups, a Federal Reserve bank and the state capital. The metro region also consistently wins awards for its livability, affordability, and cultural riches. Within two hours of the Richmond metropolitan area is Washington, D.C., to the north, the Shenandoah Valley to the west, and Atlantic Ocean beaches to the east. The University is located just within the city limits, a 12-minute drive from downtown. The School of Professional and Continuing Studies A Rich History SPCS was originally called University College, and was established to meet the lifelong learning needs of Richmond s working professionals. Its first classes were held on September 17, 1962, on the original Richmond College campus closer to downtown Richmond. The school s foundation is

3 University of Richmond, Dean of the School of Professional and Continuing Studies Page 3 rooted in the desire to provide higher education opportunities to working adults and to provide a separate University division dedicated to non-traditional learners. University College thrived in a city that lacked education opportunities for non-traditional learners. Within a year, its program offerings had expanded to include numerous programs that are still offered today. In 1974, the University continued meeting educational needs with services that included a variety of noncredit programs. In 1995 the school was renamed the School of Continuing Studies, to better align itself with the other four schools of the University. In 2012, the School changed its name once again to the School of Professional and Continuing Studies. The new name more accurately reflects the School s programs along with its ongoing mission to enrich lives and careers of working professionals. Recently, the School marked its 50th anniversary with a year-long celebration. SPCS is a crucial link among the University of Richmond, the city of Richmond, and the broader regional community and it continues to thrive with a mission aligned with the core mission and values of the broader University. Leadership and Governance within the School The governance and advisory structure within SPCS is in alignment with the School s various program offerings and student and alumni interests. A senior leadership team of three associate deans, one representative from the faculty, and one director oversee general SPCS operations. Fulltime, non-tenure track faculty direct the credit-bearing academic programs and centers. Individual SPCS program directors oversee the development and administration of all SPCS-originated programs and are responsible for student services and outreach efforts, including enrollment management, advising, and marketing. The Dean receives guidance and input from advisory groups, including the SPCS Academic Council and the Adjunct Faculty Advisory Council. SPCS also relies on input from the Student Government Association, the SPCS Alumni Association Board, and the Dean s Ambassadors Circle (composed of SPCS alumni and donors). Programs and Initiatives The numerous programs and topic areas offered by SPCS complement the curriculum of the University and the needs of students, staff, faculty, and alumni at a liberal arts college, enabling SPCS to serve students with a wide range of goals. Students in SPCS enroll in courses not only with other SPCS students, but also at times with traditional-age students from the three undergraduate schools. This approach creates a rich learning environment that supports diversity of experience and thought, invaluable to adult students. The School s offerings fall into five categories: 1) Degree programs in SPCS serve approximately 600 students per semester and present a diverse student body: 71% female, 29% male; Degree students range in age from 18 to 88 with the average age being 35; 77% part time, 23% full time; and 20% are students of color. In terms of level, 41% of SPCS students are pursuing an undergraduate degree, 43% are pursuing a graduate degree, and 16% are non degree-seeking. They may be returning to school to complete bachelor s degrees they started years earlier, transferring from community colleges and other universities, pursuing graduate study, seeking to enrich their personal or professional lives, or rediscovering their love for learning in retirement. Bachelor and Master s degree programs include

4 University of Richmond, Dean of the School of Professional and Continuing Studies Page 4 Liberal Arts, Education/Teacher Licensure, Information Systems, Nonprofit Studies, and Human Resource Management. Degree students are fully integrated into the UR campus and all of its academic, co-curricular, and extracurricular offerings, including IT support, full access to the library and its online databases, student pricing for Modlin Center events, and student-section privileges at University sporting events. 2) Certificate and non-credit programs, which typically enroll 5,000 students annually, offer personal enrichment or professional development in a wide range of interest. Key topic areas include cooking and baking, history and humanities, fitness and self improvement, interior decorating and professional organization, language and culture studies, nonprofit management and fundraising, test prep, computer skills, wedding and event planning, communications and writing, e-marketing, social media and web, and youth programs. SPCS also partners with leading adult and continuing education providers to offer online courses and programs of study for professional development including the Certified Financial Planner preparation program, Chartered Tax Professional (CTP ) Certificate, Certified Webinar Planner, and Certified Alternative Dispute Resolution. 3) Osher Institute for Lifelong Learning, established in 2004, is designed for adults aged 50 and better interested in being part of a community that combines intellectual stimulation and civic engagement. Over 600 active members participate in its programs, which include an extensive array of courses in the liberal arts in the fall, spring and summer semesters. These offerings are a combination of undergraduate credit courses for audit, special interest mini-courses, and free lectures. Programs also include community service projects, special events and programs, and special interest groups organized by members. 4) Centers and Institutes, which extend the University s reach into the Richmond community in areas that include arts integration into the K-12 curriculum (Partners in the Arts), career management and coaching, culinary arts and food services, and school leadership (Center for Leadership in Education). Partners in the Arts is the premier arts integration program in the Richmond region that trains teachers in arts integration across the curriculum and funds arts integration efforts in area schools. Each year, SPCS and the Center for Leadership in Education offer educational and training opportunities to more than 500 Richmond-area teachers and administrators. 5) University of Richmond Summer School serves everyone from college-bound teens to full-time undergraduate students to adult learners and working professionals. Through the Summer School, SPCS degree students can enhance their educational experience by participating in summer study abroad programs designed for the unique needs of non-traditional students. Summer School enrolls approximately 1,000 students each summer, generating 1,600-1,800 registrations. Administration and Financial Oversight The Dean oversees an operating budget of $9,000,000 (FY2016); projected revenue for the same period is $9,150,000. The Dean is responsible for revenue generation to support all SPCS expenses and return a small net revenue to the University. SPCS has 13 full-time dedicated faculty members, 200 adjunct faculty, and approximately 50 full- and part-time staff. Although SPCS functions with a high degree of autonomy, particularly in its outreach efforts to develop and market programs, enroll students and manage its overall enrollment, SPCS enjoys substantial benefits from the University s central administrative services, including the registrar, financial aid, IT and computer services, advancement and development, and the use of University classroom space. The recently concluded capital campaign (December 2014) raised $5.1 million for SPCS, including

5 University of Richmond, Dean of the School of Professional and Continuing Studies Page 5 eight newly endowed scholarships of $25,000 or more. Endowments of $1.7 million support the work of Partners in the Arts and $1 million for the Osher Lifelong Learning Institute. SPCS has over $2 million in approximately 20 named endowed scholarships. The Role of the Dean - Challenges and Opportunities The new Dean of the School of Professional and Continuing Studies will find a community excited to build on its rich history and strong foundation of enriching lives and careers as well as its robust links to the Richmond community. Expectations of the next Dean will include the following: Develop a bold and distinctive academic vision for the SPCS Strategically lead the School s portfolio and reach in ways that are consistent with the University s mission and values, harmonious with the offerings of the University s other schools, in line with the University s desire to maintain stable enrollment within its Carnegie classification, compliant with accreditation regulations, and revenue-positive; Champion the needs of non-traditional learners of all ages; Work with faculty to develop the modes of instructional delivery in person, online, or blended that are aimed at an exceptional educational experience and appropriate for its students, its programs, and the mission and needs of the University; Guide the assessment of current programs and possible niches for future offerings; and Ensure the exceptional educational quality expected from a University of Richmond education. Lead innovation and collaboration within the University of Richmond Develop innovative and creative partnerships and resource-sharing opportunities through skillful relationship-building across the University; Ensure that non-traditional learners have the support of and access to appropriate learning resources of the University; Serve as an imaginative partner and leading resource for best practices in technologyassisted learning for others throughout the University; and Collaborate with other academic units to ensure that distinctive programs are available and accessible to a broad range of learners. Enhance the University s connection with and service to the Richmond community Maintain and develop existing and forge new external partnerships with business, government, education, and service organizations that further the mission and goals of SPCS and the University of Richmond; Cultivate and nurture lasting and meaningful relationships with SPCS alumni; Identify ways to support and develop community engagement opportunities that transform student learning, deepen faculty engagement, and partner with community organizations; Develop meaningful and sustained relationships with constituents in the Richmond region that further the University s mission of working with unrepresented and diverse communities; and Leverage alumni, major philanthropic donors, local corporations, regional and national grant organizations, and traditional advisory groups in support of the School s missions and goals. Effectively manage the School s complex operations Build upon a dedicated community of faculty and staff, and ensure a nimble organizational structure that fosters innovation, collaboration, and initiative;

6 University of Richmond, Dean of the School of Professional and Continuing Studies Page 6 Exercise superb budgetary, enrollment, and administrative skills in order to grow net revenue, maximize efficiencies, and assess cost structures; Foster a climate of excellence, one that is able to adapt to ever-changing economic and market conditions; and Hire, mentor, and retain a diverse, high-performing, and collegial administrative and instructional team that endeavors to meet measurable goals. Desired Qualities and Qualifications The University of Richmond seeks a dean who is committed to non-traditional undergraduate studies, master s and post-master s graduate and professional/continuing education, and values the role of these programs within a liberal arts university and in community engagement. As a visible leader of and strong advocate for the School of Professional and Continuing Studies, including its mission, values, and vibrant community spirit, the next dean must embrace personally those qualities. Candidates are expected to hold a terminal degree and have a record of leadership and innovation in staff and program management. Experience in higher education is a plus but experience in other related fields or some combination is also welcomed. Highly valued qualities include strong communication, collaborative, and listening skills; entrepreneurial spirit; energy, tenacity, and resiliency; and a desire to lead a distinctive program in a highly-integrated and collaborative environment. Other desirable characteristics and abilities are: Leadership and Vision Forward-thinking and able to bring creativity and strategic vision to SPCS that aligns with the University s Carnegie classification; Academically and intellectually astute with an ability to span a broad range of disciplines; and Experienced in developing resources in an entrepreneurial manner, including thinking creatively about developing revenue-positive strategies, writing grants, traditional fundraising, developing external partnerships, and other strategies. Collaboration, Innovation, Inclusivity Enthusiasm for and a desire to embrace and align with the mission and values of the University of Richmond; Desire to be a collaborative, innovative, and visible presence on the Dean s Council and with other campus partners; Eagerness to explore distinctive opportunities and develop substantive relationships with others in the Richmond region, including K-12 institutions and community college; and Understanding of and the passion to provide for the unique needs of non-traditional students of all ages. Community Engagement and Relationship-building Willing and able to establish and maintain mutually beneficial partnerships, throughout the University, into the Richmond regional community, and beyond; Ability to create lasting and meaningful relationships with SPCS alumni; and Understanding of effective partnership-building with diverse and underrepresented communities. Management and Administrative Expertise Demonstrated success in strategic planning, enrollment management, program development and assessment, student recruitment, marketing and assessment of market needs, and fit within the institution;

7 University of Richmond, Dean of the School of Professional and Continuing Studies Page 7 Sophisticated financial understanding, analytical ability, good judgment, and a strong operational focus to successfully implement innovative ideas; Talented and supportive manager of human resources and organizational structure; Knowledge of compliance, risk management, and accreditation policies, and experience working with regulatory and accreditation agencies in relation to educational programs. Knowledge of Pedagogy and Delivery Models Familiarity and experience with a variety of instructional technologies and a desire to lead the faculty s exploration of new educational tools and delivery methods, including technology-enhanced teaching and learning models that are mission-appropriate and aimed at transformational learning experiences; A sharp sense of emerging trends in graduate and continuing education, best practices, and market opportunities; and Understanding of and appreciation for the value of international experiences for both traditional and non-traditional students. Contact Please send nominations, applications and queries, in confidence and electronically to: Susan VanGilder, Principal Veronica Fitzgerald, Consulting Associate Storbeck/Pimentel & Associates, LP [email protected] The University has a policy of non-discrimination with regard to race, religion, national or ethnic origin, age, sex, sexual orientation, gender identity, gender expression, disability, status as a veteran, or any classification protected by local, state or federal law.