Indiana University-Purdue University Indianapolis Position Description Indiana University-Purdue University Indianapolis (IUPUI) invites nominations and applications for the position of Dean of the School of Liberal Arts. IUPUI seeks an exceptional individual with the vision, scholarly credentials, and administrative abilities to provide strategic leadership for its School of Liberal Arts. The University IUPUI is Indiana s urban research campus, offering undergraduate and graduate education, professional degrees in medicine, dentistry, nursing, law, business, and social work, and is a national leader in life sciences research, civic engagement, service learning, and first-year experiences. IUPUI was created in 1969 as a partnership between Indiana and Purdue Universities, with IU as the managing partner. Purdue missions at IUPUI are met by the School of Science and the School of Engineering and Technology. IUPUI, together with IU Bloomington, form the academic core of the eight-campus statewide Indiana University System. From the start, IUPUI was designed to be an integral part of a revived Indianapolis, the state capital and now the 13 th largest city in the nation. Many separately located schools were gathered to form a new campus on 512 acres immediately adjoining a lively downtown, three blocks from the state capital and next to an area that is home to museums, a zoo, and NCAA headquarters. IUPUI has been a major contributor to the city s ascendency, just as the city s cultural development, high quality of life, and reasonable living costs have helped IUPUI attract outstanding faculty, staff, and students. For several years US News and World Report has ranked IUPUI among America s top up and coming national universities. It was seventh on that list in 2014. With over 30,000 students and more than 2,500 faculty, $337 million in research volume, and a $1.3 billion operating budget, IUPUI is already one of the Midwest s largest research campuses. IUPUI recently won national awards for its health and life sciences programs,
December 2014 Page 2 urban engagement, first-year experience, learning communities, undergraduate research, service learning, and international partnerships. IUPUI ranks among the top fifteen campuses nationally in the number of first-professional degrees conferred and seventh in the number of health-related degrees. IUPUI is a comprehensive campus of 17 affiliated schools. More than half of the campus s faculty are clustered in the health sciences medicine, dentistry, nursing, health and rehabilitation sciences, and social work. Several schools Business and Education, for example operate jointly on Indiana University s Bloomington and Indianapolis campuses. Two schools Science and Engineering & Technology grant Purdue degrees. The School of Liberal Arts is an Indiana University school and its students receive IU degrees. Each of the 17 schools in Indianapolis has its own website accessible through www.iupui.edu. IUPUI is governed as part of the Indiana University System, which has its president s office in Bloomington and campuses in that city, Richmond, Kokomo, Gary, Fort Wayne, South Bend, New Albany, and Indianapolis. The system is overseen by a nine-member Indiana University Board of Trustees, which meets six times a year on the campuses around the state. University president Michael A. McRobbie and the board of trustees appoint and supervise chancellors for each of Indiana University s eight campuses. IUPUI Chancellor Charles Bantz serves simultaneously as the system s executive vice president. IUPUI s mission is to advance the State of Indiana and the intellectual growth of its citizens to the highest levels nationally and internationally through research and creative activity, teaching and learning, and civic engagement. In an accompanying vision statement, IUPUI seeks to be a leading research institution recognized for the success of its students, its advances in health and life sciences, and its intellectual, economic, and cultural contributions to the well-being of the citizens of Indianapolis, the state of Indiana and beyond. Indiana University is known nationally for its implementation of responsibility center management (RCM), which it began in 1989. Virtually all tuition, research, and other revenues flow directly to academic units; all IUPUI deans, including that for the School of Liberal Arts, are responsible for generating and managing their revenue streams, including those for tuition, research, gift, and fee income. The ability to carry forward unspent operating dollars and reserve funds from year to year enables deans to engage in multi-year planning and budgeting. Likewise, at the campus level, IUPUI and its sister campuses bear responsibility for their own budgets and fundraising. On that score, IUPUI raised $1 billion in a capital campaign ending in 2003 and more than $1.3 billion in a campaign concluded in 2013. Campus administration is supported by an assessment on schools, augmented by a small percentage of tuition revenue for reallocation to campus-wide priorities identified by the chancellor. IUPUI has a long history of campus, budgetary, and academic planning (current versions, with yearly updates, may be seen on its website); a Resource Planning
December 2014 Page 3 Committee has advised the chancellor on priorities and their funding over the years. Central funding has supported the recruitment of underrepresented faculty, scholarship assistance (increasing retention and graduation rates), recruitment of out-of-state and international students (each up 60% since 2002), recruitment of students of color (up from 16% to 19%), establishment of an Honors College, start-up costs for a School of Public Health, a variety of new degree programs, and creation of 37 interdisciplinary signature centers that over time have attracted $136 million in external funding. An elected Faculty Council has a central role in assuring faculty participation in IUPUI s institutional governance. There is a staff council, student government association, and various administrative councils. Once a month, the chancellor meets with the academic deans and vice chancellors as a group. The schools rely heavily on central facilities, such as the library and cross-campus IT services managed by the IU system. Cross-school cooperation is enhanced by monthly deans meetings. When IUPUI was founded, it served as the public postsecondary general-access point for students in the Indianapolis area; more recently, with the statewide development of a community college system, IUPUI has focused on serving better-prepared undergraduate students in four-year programs and on developing new graduate programs. In the 1990s, the campus created an innovative University College for new entrants without declared majors. University College helped increase the campus completion rate from 23% in 2002 to 35% in 2011. Aggressive use of high-impact practices in undergraduate education learning communities, peer tutoring, service learning, undergraduate research, and innovations in teaching and advising lie at the core of this accomplishment, as does equally vigorous use of assessment data. IUPUI has a long-term commitment to bring its completion rates to the top among urban public universities. IUPUI enrollment is currently more than 30,000, including 8,000 in graduate or professional programs. Eighty-nine percent of the undergraduates are Indiana residents; 57% are female, 17% self-classify as an ethnic minority, and 6% are international. Instate tuition and fees come to $8,909 a year, out-of-state $30,088; 72% of entrants receive financial aid. Enrollment is expected to increase as new housing (slated for completion in 2016) and academic space are added. Altogether, IUPUI offers 250 degree programs; all professional and pre-professional programs have earned programmatic accreditation. The institution itself is accredited by the Higher Learning Commission. IUPUI recently completed a new strategic plan, Our Commitment to Indiana and Beyond, which reaffirms the campus s commitment to the city of Indianapolis and the state of Indiana, as well as to continued national and global engagement to improve the quality of life in communities worldwide. The following strategic goals and objectives are identified: Promote undergraduate student learning and success Increase capacity for graduate education Transform online education Optimize our enrollment management Leverage our strengths in health and life sciences
December 2014 Page 4 Accelerate innovation and discovery through research and creative activity Deepen our commitment to community engagement Strengthen internationalization efforts Promote an inclusive campus climate Develop faculty and staff. The complete plan can be accessed here: http://strategicplan.iupui.edu/ The Bicentennial Strategic Plan for Indiana University, approved by the Board of Trustees at its December 2014 meeting, includes eight strategic priorities that will be addressed between now and IU s bicentennial in 2020. The plan provides a roadmap for IU s efforts to remain among the best public research universities: http://strategicplan.iu.edu/ Location Indianapolis, encompassing a metropolitan population of 1.9 million, is the 13 th largest city in the nation and is the state s capital. This diverse city boasts a high quality of life and reasonable cost of living and is also home to outstanding cultural institutions, several professional sports teams, and companies such as Eli Lilly & Co, Roche Diagnostics, and Dow AgroSciences. IUPUI is an integral part of the Indianapolis community. Its location in the heart of Central Indiana facilitates working closely with government, business, and other community organizations and enhances collaboration in research, education, economic development, and numerous cultural initiatives. IUPUI is just blocks away from the Indiana Government Center, and adjacent to White River Park, home of the NCAA National Headquarters, the Indiana State Museum, the Indianapolis Zoo, and the Eiteljorg Museum. School of Liberal Arts Established in 1972, the School of Liberal Arts is Indiana s University s only school with an exclusive focus on teaching and research in the humanities and social sciences. The urban Indianapolis setting creates opportunities for academic experience beyond the boundaries of campus and classroom. A hallmark of the IUPUI campus, its impact goes well beyond the School. Liberal Arts creates and exchanges knowledge that promotes understanding of the human experience, grounded in the liberal arts tradition and with a commitment to diversity and an eye for practical application of knowledge and community engagement. The School of Liberal Arts provides substantial student opportunities in research, hands-on community experience, and global learning. The School of Liberal Arts comprises 12 academic departments: Anthropology, Communication Studies, Economics, English, Geography, History, Journalism & Public Relations, Philosophy, Political Science, Religious Studies, Sociology, and World
December 2014 Page 5 Languages & Cultures. In addition, there are 26 academic programs and more than a dozen research and resource centers and institutes. The Center on Philanthropy recently became an independent, autonomous school but continues to have strong connections with faculty in the School of Liberal Arts, which offers 20 undergraduate majors (as well as joint degrees and tracks within some of those major areas) and several undergraduate certificates. An honors program was approved in 2013. Most departments offer graduate degrees and certificates, several departments offer dual degree programs, and students may also choose a Ph.D. program in economics or health communication, the latter of which is new in 2014. There are 2,240 undergraduate majors and over 300 graduate students. More than 970 students graduated in 2014. The average age of Liberal Arts undergraduates is 25; 64% of undergraduates are female, and the School attracts a substantial number of non-traditional students. Forty percent of majors have taken all of their coursework at IUPUI/IU. In 2013-2014, the School of Liberal Arts provided more than $225,000 in scholarships and awards to its majors and minors. Liberal Arts students recently studied abroad in China, Mexico, Greece, Kenya, Spain, Japan, England, Jordan, Zambia, France, Germany, and many other nations around the globe. The School of Liberal Arts has 263 full-time faculty members (160 tenure-track, 88 lecturers, 15 visiting) and 175 part-time faculty. The School features world-renowned centers for research in the humanities and social sciences. The Institute for American Thought and the Center for the Study of Religion and American Culture are both housed in the School of Liberal Arts and are two of ten centers/institutes awarded Signature Research Center status at IUPUI. Religion & American Culture is the oldest and largest such research center in the nation. The Institute for American Thought houses the papers of and produces scholarly volumes on Frederick Douglass, Ray Bradbury, and the philosophers George Santayana, Charles Peirce, and Josiah Royce. Journals edited in the School include: Religion and American Culture: A Journal of Interpretation, Journal of Teaching Writing, Journal of Africana Religions, The Santayana Bulletin, and The New Ray Bradbury Review. State-of-the-art technology generates groundbreaking liberal arts research in fields like geographic information science (GIS), health geographics, digital humanities, and professional editing. Over the last five years, Liberal Arts faculty received $30,828,610 in external grants and contracts. The School of Liberal Arts hosts over 20 active student organizations, plus the Liberal Arts Student Council, which collaborate with several campus-wide student organizations. The purpose of the Council is to support the exchange of information between Liberal Arts students and the School, as well as between Liberal Arts students and the campus level undergraduate student government. The Council allocates student activities funds to student organizations housed in the IU School of Liberal Arts. Liberal Arts Student Council hosts meetings with the Dean and is active in many School events. The Liberal Arts Student Council earned recognition as Student Council of the Year in 2013-2014.
December 2014 Page 6 Recent Liberal Arts Highlights: The school s academic program innovations included admitting the first students to the new Ph.D. program in Health Communication and adding a new undergraduate Minor in Native American and Indigenous Studies. IUPUI s largest-enrolling undergraduate course, COMM R110, Public Speaking, is now available online. In addition, the entire first-year sequence of language instruction in Spanish, French, and German is now available online. Online versions of several courses were added in other departments as well. Innovations in research and creative activity included becoming the home of Ray Bradbury s papers, manuscripts, and memorabilia, receiving a large National Endowment for the Humanities grant to study the historical emergence of HIV/AIDS, and presenting the findings of the nationwide, multi-year project on The Bible in American Life. Innovations in civic engagement included providing English language training to Indianapolis growing immigrant communities through the Indianapolis-Marion County Public Library, and collaboration with federal agents in the recovery and identification of Native American and other artifacts. As 2013-14 drew to a close, the IU Board of Trustees approved the merger of the IU School of Journalism at IUPUI into the IU School of Liberal Arts. The new Department of Journalism and Public Relations is the School s 12 th department. Budget The School of Liberal Arts has an operating budget of over $50 million, which the Dean manages and, through the RCM financial management system, pays expenses and allocates financial resources to support strategic priorities and programmatic objectives. RCM basic principles are: a) Costs and income attributable to a campus are assigned to individual schools; b) Each school has substantial control over its income, expenditures, and therefore its programs; c) Each school has incentives to increase income and reduce costs; and d) Each school retains unexpended funds as reserves and is responsible for repaying any deficits. Under RCM, the School treats as income a share of state appropriations for the University, the tuition charged its students, and other income it generates. The School s costs include assessments charged to it by the University such as assessments for overhead (e.g., building maintenance, utilities) and shared campus costs (e.g., administration, computer labs). Responsibilities of the Dean The Dean is the School's Chief Executive Officer, and leads it in accordance with the University's mission and goals. Among the Dean's general responsibilities are to: lead and articulate the School s strategic vision; provide dynamic leadership for the School and campus; recruit and retain a quality student body and assure strong student services;
December 2014 Page 7 conduct quality hiring of School personnel and implement a meaningful evaluation system; assure fiscal responsibility in the RCM environment and garner resources in support of vision; hire, mentor, and retain high quality faculty; assure diversity and access; strengthen existing degree programs and stimulate development of new programs as warranted; provide infrastructure and support to increase funding and scholarship; and, maintain own standing in the discipline and serve as a good University citizen. The Dean of the School of Liberal Arts reports to the Executive Vice Chancellor. Reporting to the Dean are the Chairs of the twelve departments as well as the following: Associate Dean for Student Affairs, Assistant Dean for Finance and Administration, Associate Dean for Research, Associate Dean for Faculty Affairs, Associate Dean for Academic Programs, Associate Dean for Development and External Affairs, and Director of Facilities and Technical Services. Challenges and Opportunities The following are opportunities and challenges for the new Dean of the School of Liberal Arts: Growing Enrollment and Expanding Programs. The next Dean must ensure the growth, retention, and strengthening of the student body in part to address recent enrollment declines here as well as nationally in liberal arts colleges. The Dean will provide leadership for recruiting efforts and will ensure that the School is actively identifying and enrolling strong classes. Improving student services must be a priority for the next dean, particularly in the areas of recruiting highability students and providing better advising and career counseling that will increase retention and graduation rates. The Dean must be innovative and creative in regard to future program development and expansion, including exploring new pedagogical methods such as online delivery, flipped classrooms, and creating an environment to promote excellence and distinction in meaningful ways. Value of Liberal Arts and Effective Marketing. The School of Liberal Arts has earned a reputation for high quality programs and scholarship. The School is a distinctive community of scholars. The Dean must articulate liberal arts and its value to a number of audiences and via a number of avenues, including improved technological methods such as an enhanced website. The Dean should take every opportunity to communicate the value of a liberal arts education, as career preparation and as beneficial for quality of life and society. The Dean needs to be an eloquent and persistent advocate for the liberal arts and the ways in which it prepares students for lives of thoughtful, effective, and purposeful engagement in the world.
December 2014 Page 8 Budget Management. Within the existing RCM model utilized at IUPUI, the Dean of the School of Liberal Arts has the opportunity to construct a budget that can be geared towards the future development and strategy of the School. The Dean provides leadership in using the budget to drive both strategic initiatives and day-to-day operations. This requires a particular focus on increasing revenues through enrollments and fund raising to create a positive cash flow for future strategic investments. Strategic Visioning and Organizational Enhancement. The Dean will have the opportunity to lead a collaborative and transparent strategic planning process within the School as the current plan is expiring in 2015. S/he should assess the current organizational structure and support systems to ensure efficient and high performing operations. Fund-Raising and Developing New Resources. IUPUI was one of the first public institutions to raise over a billion dollars in a capital campaign, and has since raised more than $1.3 billion in a second campaign that ended in 2013. A quiet phase of a new campaign for the entire IU system is underway, which will be formally launched with a goal of over $2 billion. All deans are expected to spend a substantial amount of time in fundraising and the next Dean of Liberal Arts will be expected to establish a strong record of seeking and obtaining new private resources. The Dean, working with the School s office of development, must enhance fund-raising opportunities for the School by creating stronger relationships with alumni, as well as identifying other key donors. Developing Faculty and Staff. The incoming dean must support and develop faculty and staff. The Dean should recognize how varied the faculty are, both fulltime and part-time, and the different needs of each. S/he will be expected to continue a model of supporting and appreciating staff as well as to develop and implement robust training opportunities and clearly defined career paths. The Dean should recognize the decline of staffing levels and find ways to provide new resources and institute equitable workloads. Strengthening Diversity. IUPUI has an historic commitment to diversity. Enhanced ethnic, religious, racial, and gender diversity needs to be encouraged in the recruitment of students, faculty, and staff. Additionally, the curriculum provides students the opportunity to address global issues and to develop crosscultural communication skills, and would be enhanced through more extensive interaction with people from other cultures. Achieving campus diversity goals will require sustained and vigorous commitment from the entire community. Expanding Research. The School of Liberal Arts has set a very strong research agenda. The School must develop new research initiatives and continue to garner external support. The Dean will work with and support the faculty to meet this aggressive agenda.
December 2014 Page 9 Rewarding Quality Teaching. The School of Liberal Arts has a commitment to quality undergraduate and graduate teaching. The School seeks to provide an intellectual climate and a curriculum that challenge students to think critically, communicate clearly, and succeed in their chosen fields. The Dean must continue to emphasize this core value of quality teaching and create opportunities to recognize and reward it. The Space Challenge. The School of Liberal Arts has outgrown its home in Cavanaugh Hall. Over the next several years, working creatively and collaboratively with the University, the next Dean will need to find solutions to this key space challenge. Building Relationships Across IUPUI. It is important for the Dean to continue to play an active, engaged, and transparent role with the faculty, staff, and students. The School s relative size and diversity of programs have always been strengths, both internally and externally. The Dean will need to be an advocate for the entire School, working cooperatively with the other deans and IUPUI administrators. The Deans have strong, collaborative relationships and the dean of Liberal Arts is a key member of this group. Community Engagement. IUPUI is an engaged campus where students and faculty are working with the larger community to benefit the public good. The School incorporates service learning courses, internships and volunteer opportunities into the curriculum. The Dean will be engaged in the community and the city of Indianapolis and should also seek additional opportunities to build upon the campus strength of civic engagement. Qualifications of the Dean Successful applicants must have the academic qualifications and achievements consistent with an appointment as a tenured, Full Professor. Candidates should also have an administrative record that demonstrates the following: innovative and effective leadership in higher education; ability to articulate an ambitious vision; a strong understanding of budgeting and how to use a budget to drive strategic initiatives; demonstrated ability to lead admirably through change; commitment to campus civic engagement and high regard for public scholarship a strong commitment to diversity and a record that evidences success in enhancing it; a collegial administrative style that promotes a sense of academic respect and collaboration with faculty, staff, and students;
December 2014 Page 10 an ability to foster strong connections between internal and external constituencies; experience working within a diverse community of undergraduate and graduate students, staff, and faculty in a complex university setting; capability to be a forceful advocate for the School, its faculty, and academic programs, both internally and externally; experience in reconciling differing opinions and developing solutions; experience with strategic planning, extramural funding, assessment, instructional technology, and interdisciplinary approaches in education; ability and commitment in strengthening an environment that fosters and supports research and scholarship; respect for a variety of approaches to scholarship and a commitment to interdisciplinarity, and; a commitment to enhancing School resources through external fundraising. Additionally, the successful candidate will have the following personal qualifications and characteristics: the highest personal integrity; a dynamic and energized leadership style; outstanding listening and communication skills; transparency in dealings with others and acceptance of diverging perspectives; skills and the capacity to bring individuals and groups with diverse views to consensus and common action; ability to formulate and inspire others with a clear vision; ability to frame issues and conflicts in ways that foster resolution; commitment to academic freedom; capacity to value and enjoy personal contact and communication with students, faculty, and staff; and, poise, stamina, and a sense of humor. Information for Candidates The review of credentials will begin immediately and will continue until the position is filled. Steve Leo, Principal, and Lesley Boyd, Consulting Principal, of Storbeck/Pimentel & Associates, are assisting IUPUI in the search process. Questions, requests for information, and all written nominations and applications should be sent by email to: IUPUIDeanLA@storbeckpimentel.com. Indiana University is an equal opportunity and affirmative action employer. All qualified applicants will receive consideration for employment without regard to race, color, ethnicity, religion, age, sex, sexual orientation or identity, national origin, disability status, or protected veteran status. This institution is also a provider of ADA services.