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Position Specification

The University of Alabama at Birmingham

Birmingham, Alabama

Assistant Vice President for Student Experience

Institutional Background The University of Alabama at Birmingham (UAB) is a public university in Birmingham in the state of Alabama and is one of three institutions in the University of Alabama System. Since its inception in 1969, UAB has earned international renown for its innovative academic programs, groundbreaking research and scholarship, and leading-edge patient care. UAB is among 51 public and private universities classified by the Carnegie Foundation for both “very high research activity” and “community engagement.” UAB receives more than $400 million annually in research grants and contracts and ranks 10th among all public universities in funding from the National Institutes of Health. UAB attracts the best and brightest students from Alabama, the nation, and more than 100 countries around the world. In fall of 2016, 1,540 students enrolled in the UAB Honors College, the largest-ever class. In 2016, the university had its seventh year of record overall enrollment, with over 19,535 undergraduate, graduate, pre-professional, and post-doctoral students. Nearly 70 percent of the student body attends the university full-time, and more than 73 percent of the freshmen live on campus. With 23,000 employees, UAB is the largest single-site employer in the state of Alabama, with an annual state economic impact of more than $5 billion. Due to its growing and increasingly residential campus in the heart of a vibrant and diverse community, the university offers unparalleled opportunities for teaching, research, scholarship, and service. UAB offers undergraduates opportunities to participate in leading-edge, closely mentored research through such innovative academic programs as the Undergraduate Neurosciences Program and majors in public health and biomedical sciences, and new BS degrees are being developed in informatics, immunology, and cancer biology. The UAB Health System (UABHS), one of the largest academic medical centers in the United States, is affiliated with the university. UAB Hospital, the third-largest public hospital in the United States, sponsors residency programs in medical specialties, including internal medicine, neurology, surgery, radiology, and anesthesiology. UAB Hospital is the only ACS-verified Level I trauma center in Alabama, as rated by the American College of Surgeons Trauma Program. UAB is located in the Southside neighborhood of downtown Birmingham, spanning approximately 100 blocks and blending with the urban character of the community. The campus is rectangular in shape, with University Boulevard serving as the main axis of the rectangle and the Campus Green serving as the center of the campus. The medical center is home to health science schools and their teaching facilities, including UABHS. The medical center overlaps with the larger Birmingham Medical District, where, in addition to UABHS, non–UAB affiliated hospitals such as the Birmingham VA Medical Center, Children’s of Alabama, and Cooper Green Mercy Health Services are located.

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The area from the Campus Green west and University Boulevard south is the academic center of the campus, as well as the heart of student life. The Campus Green, developed between 2000 and 2007 as the center of student life on campus, represented an effort to convert the school from its previously commuter school feel into a more traditional residential campus. Athletics facilities, including Bartow Arena, are located on the far western side of campus. Construction projects are common across campus. Projects that are in planning, recently completed, or under construction include:

Hill Student Center

Freshman Residence Hall

Student Health & Wellness Center

Collat School of Business Building

Nursing Building Expansion

School of Health Professions expansion/renovation

Campus Green Project

Shelby Biomedical Research Building

Southern Bio-Safety Lab Alabama Birmingham

BBVA Compass Field (Soccer)

Football Operations Building

Track Facility Project

UAB Softball Complex

McCallum Health Sciences Building

Women and Infants Center

Hazelrig-Salter Radiation Oncology Facility

Abroms-Engel Institute for the Visual Arts

Heritage II Building

Intramural/Sports Complex Birmingham, Alabama

Birmingham is the largest city in Alabama. It is the county seat of Jefferson County. The city’s population was 212,237, according to the 2010 U.S. Census. The Birmingham-Hoover Metropolitan statistical area had a population of about 1,128,047, according to the 2010 Census, which is approximately one-quarter of Alabama’s population. Birmingham was founded in 1871, during the post–Civil War Reconstruction period, through the merger of three pre-existing farm towns, notably, former Elyton. It grew from there, annexing many more of its smaller neighbors, into an industrial and railroad transportation center with a focus on mining, the iron and steel industry, and railroading. Birmingham was named for Birmingham, England, one of the United Kingdom’s major industrial cities. Many, if not most, of the original settlers who founded Birmingham were of English ancestry. From its founding through the end of the 1960s, Birmingham was a primary industrial center of the South. The pace of Birmingham’s growth during the period 1881 to

1920 earned its nicknames “The Magic City” and “The Pittsburgh of the South.” Much like Pittsburgh,

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Birmingham’s major industries were iron and steel production, plus a major component of the railroading industry, where rails and railroad cars were both manufactured in Birmingham. The two primary hubs of railroading in the Deep South were nearby Atlanta and Birmingham, beginning in the 1860s and continuing through to the present day. The economy diversified during the latter half of the 20th century. Though the manufacturing industry maintains a strong presence in Birmingham, other businesses and industries such as banking, telecommunications, transportation, electrical power transmission, medical care, college education, and insurance have risen in stature. Mining in the Birmingham area is no longer a major industry, with the exception of coal. Birmingham ranks as one of the most important business centers in the Southeastern United States and is also one of the largest banking centers in the country. In addition, the Birmingham area serves as headquarters to the Fortune 500 company Regions Financial, along with five Fortune 1000 companies. In higher education, Birmingham has been the location of the University of Alabama School of Medicine (formerly the Medical College of Alabama) and the University of Alabama School of Dentistry since 1947. Since that time, it has also obtained a campus of the University of Alabama, University of Alabama at Birmingham (founded circa 1969), one of three main campuses of the University of Alabama System. It is also home to three private institutions: Samford University, Birmingham-Southern College, and Miles College. Between these colleges and universities, the Birmingham area has major colleges of medicine, dentistry, optometry, pharmacy, law, engineering, and nursing. The city has three of the state’s five law schools: Cumberland School of Law, Birmingham School of Law, and Miles Law School. Birmingham is also the headquarters of the Southeastern Conference, one of the major U.S. collegiate athletic conferences. Visit the Chamber of Commerce link at http://www.birmingham-chamber.com.

Strategic Plan UAB is ensuring continued progress toward its goals through a dynamic and continually evolving campus-wide planning process that is its most comprehensive ever.

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UAB’s vision is to be an internationally renowned research university—a first choice for education and health care. UAB’s mission is to be a research university and academic health center that discovers, teaches, and applies knowledge for the intellectual, cultural, social, and economic benefit of Birmingham, the state, and beyond. In the past year, UAB has produced groundbreaking discoveries and innovations, delivering on its promise of “knowledge that will change your world.” Its overarching mission pillars embody its commitment to educate, advance research and discovery, care for the sick, respond to the needs of the community, and use knowledge to establish Alabama as a progressive economic center that can change the world. UAB is investing in mission-critical infrastructure and institution-wide initiatives that undergird the support of its faculty, staff, students, alumni, and community. Every school and department is identifying top priorities and actively collaborating to achieve them. UAB is aligning its greatest strengths for the benefit of UAB, Birmingham, Alabama, and beyond. Overarching Mission Pillars

1. Provide education that prepares diverse students to lead, teach, provide professional services, and become the prominent scholars and societal leaders of the future.

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2. Pursue research, scholarship, and creative activities that spur innovation, make UAB a vibrant cultural center, and expand UAB’s capability to continually discover and share new knowledge that benefits society.

3. Deliver the highest-quality patient care that reflects UAB’s ability to translate discoveries into

revolutionary therapies in one of the nation’s largest academic medical centers.

4. Encourage partnerships that improve education, the arts and humanities, health, economic prosperity, and quality of life through service at home and around the globe.

5. Foster and stimulate innovation and entrepreneurship that contribute to the economic

development and prosperity of the city of Birmingham, the state of Alabama, and beyond.

For additional information on the UAB Strategic Plan, go to: https://www.uab.edu/plan/. Leadership Ray L. Watts, MD, President

Ray L. Watts, MD, UAB’s seventh president, has demonstrated visionary leadership in education, research, and clinical care throughout his career. A Birmingham native and graduate of West End High School, Watts earned a bachelor’s degree in engineering at UAB in 1976. The collaborations he had with biomedical engineering students as an undergraduate inspired him to expand his career horizons and, four years later, he graduated from Washington University School of Medicine in St. Louis as valedictorian of his class. Watts completed a neurology residency, medical internship, and clinical fellowships at Harvard Medical School and Massachusetts General Hospital, followed by a two-year medical staff fellowship at the National Institutes of Health. Before returning to UAB in 2003, he was part of a team that helped to create an internationally renowned research and clinical center for Parkinson’s disease and other movement disorders at Emory University in Atlanta.

At UAB, Watts served as the John N. Whitaker Professor and chairman of the Department of Neurology. There, he led the development of an interdisciplinary research program aimed at translating scientific breakthroughs into promising new therapies for neurodegenerative diseases and played a key role in the establishment of the UAB Comprehensive Neuroscience Center. He also was named president of the University of Alabama Health Services Foundation. In 2010, Watts accepted the position of senior vice president and dean of the School of Medicine at UAB and later was named to the James C. Lee Jr. Endowed Chair. As dean, Watts—in partnership with UAB Health System and Health Services Foundation leaders—initiated the AMC21 comprehensive strategic plan, encompassing education, research, clinical care, and primary care. AMC21 aims to make UAB “the preferred academic medical center of the 21st century,” and has led to the recruitment of outstanding faculty, the launch of programs to accelerate research and drug discovery, and the development of a third regional medical campus in Montgomery, among other successes. He has been tireless in his efforts to enhance medical student training—from increasing available scholarships to supporting Equal Access Birmingham, a volunteer organization in which students provide care to underserved patients—and to foster stronger relationships with medical alumni throughout the state. “People want to invest in the future—in solutions that will have a real impact on our health, education, and our economy,” Watts said. “So the state and community want us to develop our ideas and capitalize

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on opportunities to lead. UAB can be one of the most dynamic and productive universities of the 21st century, and that is our vision.” Watts and his wife, Nancy, who just retired as a nurse at UAB, have five grown children.

College and Schools UAB offers undergraduate, graduate, and doctoral degrees in the following:

Arts and Sciences

Business

Education

Engineering

Health Professions

Honors College

Nursing

Public Health UAB’s professional schools are:

Dentistry

Medicine

Optometry

Index of Majors Accounting Information Systems African-American Studies International Studies Anthropology Kinesiology

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Art (BA) Management Art (BFA) Marketing Art Education Materials Engineering Biology Mathematics Biomedical Engineering Mechanical Engineering Chemistry Medical Technology Civil Engineering Music Communication Studies Music Education Computer and Information Sciences Natural Science Counselor Education Neuroscience Criminal Justice Nuclear Medicine Technology Early Childhood Non-Certification Nursing Early Childhood/Elementary Education Nursing Mobility Economics Philosophy Educational Leadership Physical Education Electrical Engineering Physics English Political Science Finance Psychology Foreign Languages Public Health Health Care Management Quantitative Methods Health Education Respiratory Therapy Health Information Management Social Work High School Education Sociology History Theatre Industrial Distribution The Student Body 2016–2017 Tuition and Fees

$9,936 in-state

$22,844 out-of-state Students

19,535 students

41% male/59% female

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An Overview of the Division of Student Affairs

The UAB Division of Student Affairs was established in 2015 with the hiring of John Jones, PhD, as vice president. Previously, the departments now within the division reported to the Provost or the Vice President for Financial Affairs and Administration. Changes within student affairs’ units during the past ten years have been transformational. There has been a pronounced shift, philosophically, to recruiting some of the brightest and best-prepared students who are enthusiastically interested in embracing their collegiate

experience. UAB’s student affairs offices, under the supervision of the Provost’s office for several years, have provided the resources, professional staff, and opportunities for students to do just that—“Start here, stay here!” In the past decade, UAB has added several new student facilities with the completion of the Campus Green, the world-class Recreation Center, the Dining Commons on the Green, 1,500 new residence hall beds, the Student Health and Wellness Center, and the brand-new Student Center, which opened in January. UAB students have witnessed a shift away from a commuter “suitcase” campus to a more traditional experience, with almost 70 percent of the freshman class living on campus. While many campuses are building apartment-style residence halls, UAB has been intentional in creating an environment that promotes socialization through shared living spaces with freshmen and shared experiences over meals and activities at the adjacent Dining Commons and Rec Center. In an effort to meet the busy student’s needs in an efficient, student-centric format, the OneStop Student Services Center was designed to be a single point of contact for students to conduct their out-of-classroom business. From class schedules to checking their student account, they can take care of business at the OneStop to provide more time to focus on their academic pursuits. Students also have the opportunity to choose from a wide variety of out-of-classroom experiences, from Greek life to intramural sports to campus employment to service on one of the many advisory boards to the facilities and services in this division. Leadership

John R. Jones, PhD, was named vice president for student affairs in June 2015. He provides leadership and direction to the Division of Student Affairs, which consists of Student Health, Counseling Services, Disability Support Services, Health Promotion, Veteran Services, Career & Professional Development, Dining, Housing and Residence Life, Hill Student Center, Campus Recreation, Student Involvement & Leadership, Student Multicultural & Diversity Programs, Student Advocacy, Rights & Conduct, Fraternity & Sorority Life, Parent & Family Services, Student Media, and Marketing & Communications. Jones earned his doctorate in higher education administration from the University of Iowa and joined University of North Carolina-Pembroke (UNCP) in 2013 as vice chancellor for student affairs, promoting student learning and personal growth by providing strategic leadership and vision for programs,

services, and opportunities that encourage student success. Prior to UNCP, Jones worked in college administration at Purdue University, Indiana University-Purdue University Indianapolis, and Northern Illinois University. He has served on the board of directors for the Association for Student Conduct Administration, the Madame Walker Urban Life Center in Indianapolis, and the Center for Academic Integrity. Jones also served in the Army National Guard for 17 years.

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Organizational Structure of the Division

Student Affairs Strategic Plan In January 2016, the Division of Student Affairs began the process of building an organization based on research, sound principles, profession-leading practices, student success, and exemplary performance standards. Over the course of ten months, the professionals within the division engaged in a series of efforts to evaluate present programs, envision the future best entity and develop a series of priorities, objectives, and initiatives for the next five years. Summary of the Process Directors from across the division were primarily involved in the process to create the vision, mission, and core values, while the entire division was included in the review and revision of these guiding principles. The next step in the planning process involved an extensive evaluation of the environmental threats and opportunities in which the work of Student Affairs takes place, as well as an in-depth review of existing student, staff, and faculty, and stakeholder data collected in recent years concerning the culture, concerns, services, and opportunities for improvement perceived by the university as a whole. The Student Affairs leadership created three distinct yet interconnected committees made up of students, faculty, and staff:

Environmental Scan: Opportunities and Threats

Data Collection and Review

Goals and Objectives Each committee was charged with discovering, analyzing, and synthesizing current trends, perceptions, limitations, needs, and resources to be incorporated into a series of divisional priorities that align with those of the University of Alabama System, the University of Alabama at Birmingham, the community, and the students. The plan outlines those priorities, objectives, and implementation initiatives in detail. It

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is a living, breathing document; some initiatives are already in motion, and some areas may even have gaps that the division intends to fill. Strategic Priorities The Strategic Priorities represent what is most important to the division. These four standards guide the division and serve as the lens through which staff examine everything they do. I. A Student Affairs Organization Based on Excellence As partners in this scholastic enterprise, Student Affairs must strive for excellence in creating learning environments and experiences that are student-centered. In advancing student success, the division will provide exceptional, innovative, and effective practices that contribute to UAB being “an internationally renowned research university.” II. Supportive and Inclusive Communities While recognizing and embracing UAB’s distinctive history, location, and diversity, the division creates and sustains an inclusive environment for all. As the division establishes traditions and practices that celebrate UAB’s multicultural heritage, it will empower students to emerge as global leaders. III. Engagement and Learning The division is committed to student success and will create opportunities and pathways for students to engage beyond the classroom. Through this increased co-curricular engagement, students will be best prepared for the global workplace, lifelong learning, and goal achievement. IV. Innovation in Resource Stewardship The division strives to be forward-thinking stewards of its resources. All staff will role model effective, sustainable, and ethical stewardship of all resources used to promote and enhance student success. For complete details of the division’s strategic plan, go to: https://www.uab.edu/studentaffairs/home/strategic-plan. UAB Student Experience Career & Professional Development Career & Professional Development at UAB helps students reach their career goals through exploring, experiencing, preparing, and succeeding. It provides the resources and guidance necessary for students to gain the experience needed to successfully navigate the competitive job market and achieve their career goals. The mission of UAB Career & Professional Development is to engage students and postdocs in the career development process of exploring career options, gaining experience in a chosen field, preparing for the job or graduate school search, and succeeding in their career goals. To do this, the office is organized to address both student and employer development. These areas function collaboratively, preparing students to interview with appropriate skills and presentation abilities when employers are ready to post jobs and hire. The shared vision is for UAB students and postdocs to be well prepared and empowered to successfully pursue meaningful careers throughout their lifetime. Through DragonTrail jobs and employer outreach, the office assists students in the identification of internship and career opportunities and hosts events to facilitate networking and interviewing.

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Fraternity & Sorority Life UAB’s sororities and fraternities are diverse organizations that allow students to find a home away from home during their time at UAB. These organizations focus on scholarship, service and philanthropy, leadership, campus involvement, and brotherhood/sisterhood. The organizations currently fall under four main councils: the College Panhellenic Council (CPH), the Interfraternity Council (IFC), the Multicultural Greek Council (MGC), and the National Panhellenic Council (NPHC). Currently, fraternity and sorority members have high levels of involvement within and outside of their organizations, and the All-Greek average GPA is higher than the All-student GPA at UAB. No matter the council or organization, fraternity and sorority life is an outstanding opportunity to make the most of one’s college experience. UAB Greek-letter organizations are as follows. Interfraternity Council:

ΑΤΩ - Alpha Tau Omega ΔΣΦ - Delta Sigma Phi ΛΧΑ - Lambda Chi Alpha ΠΚΦ - Pi Kappa Phi ΤΚΕ - Tau Kappa Epsilon ΘΧ - Theta Chi

National Pan-Hellenic Council

ΑΦΑ - Alpha Phi Alpha Fraternity Inc. ΑΚΑ - Alpha Kappa Alpha Sorority Inc. ΚΑΨ - Kappa Alpha Psi Fraternity Inc. ΩΨΦ - Omega Psi Phi Fraternity Inc. ΔΣΘ - Delta Sigma Theta Sorority Inc. ΦΒΣ - Phi Beta Sigma Fraternity Inc. ΖΦΒ - Zeta Phi Beta Sorority Inc. ΣΓΡ - Sigma Gamma Rho Sorority Inc.

Panhellenic Council

ΑΓΔ - Alpha Gamma Delta ΑΟΠ - Alpha Omicron Pi ΑΞΔ - Alpha Xi Delta ΔΓ - Delta Gamma

Multicultural Organizations

ΒΧΘ - Beta Chi Theta Fraternity Inc. ΔΕΨ - Delta Epsilon Psi Fraternity Inc. ∆ΦΩ - Delta Phi Omega Sorority Inc. ΣΛΓ - Sigma Lambda Gamma Sorority Inc. ΣΣP - Sigma Sigma Rho Sorority Inc.

Multicultural & Diversity Programs Student Multicultural & Diversity Programs serves the UAB community, especially students, by developing programs and resources that promote multicultural and social justice awareness, education, and appreciation. Additionally, it supports the growth of students’ attitudes, ideas, and behaviors as they relate to multicultural issues and personal and social identities. Student Multicultural & Diversity Programs focuses on the six areas of cultural engagement, student leadership, dialogue and critical thought, mentorship programs, LGBTQ programs, and diversity training, each creating opportunities for student involvement and education, advocacy, and awareness.

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UAB Inclusive Campus Statement “I will strive to build an inclusive community at UAB. I believe that every student, faculty, and staff member has the right to be treated with dignity, respect, and self-worth. I will work to ensure that my behavior and my actions do not harass or make fun of anyone due to their race, gender, culture, faith, class, sexual orientation, disability, or any other difference. Although I know I am not perfect and I will make mistakes, I believe that it is my responsibility to act in a manner free of bias, exclusion, and discrimination. I believe I have the power to build an inclusive UAB.” University Programs Board The University Programs Board (UPB) is a student programming council that works as a cohesive unit to plan programs stemming from the Office of Student Involvement and Leadership. These programs include spirit and traditions like Welcome Week, Talent Search, and Springfest; entertainment such as concerts, comedians, and movies; and special events like the Fall Concert and the Miss UAB Scholarship Pageant. The UPB provides UAB students with the opportunity for involvement, leadership experience, and the ability to create fun and exciting programs that enhance the energy of campus life. Students can become a part of UPB as a general member, a board director, or the executive council. Student Government Association The Undergraduate Student Government Association (USGA) comprises elected and appointed students from a wide variety of majors and backgrounds. The USGA is divided into three branches: executive, legislative, and judicial. The executive branch is further divided into four committees: legislative, student services, communications, and finance. The vice presidents of each of the committees, together with the chief of staff and the president, serve on the executive council. The USGA aims to represent the undergraduate student by advocating for student interests and empowering student voice. It provides students with the opportunity to influence both their academic and social experiences at UAB. In order to accomplish its mission, many USGA leaders work closely with UAB faculty and administration to propel both short- and long-term student goals. In addition to policy work, the USGA works on services, programs, and distributing funds to student organizations in order to develop and foster a more collaborative UAB community. The Office of Student Advocacy, Rights and Conduct A student’s first priority at UAB is to get a great education, plain and simple. The Non-Academic Student Code of Conduct Policy, maintained by the Office of Student Advocacy, Rights and Conduct (SARC), provides the guidelines that protect a student’s chance at getting that top-quality education by setting the standard for what it means to be a successful student. The Office of Student Advocacy, Rights and Conduct, with regards to student conduct, is one of many channels that the university can use to foster the personal development of its students. In cases where a student engages in non-academic misconduct, the conduct process is also an approach used to protect the safety of the university community. While the conduct process does adjudicate misconduct, it is not a legal system. The conduct process does not use the same procedures, burdens of proof, or rules of evidence as the legal systems. In order to maintain an educational tone, the university takes steps to ensure that the process is as non-adversarial as possible, while still safeguarding the rights of students. The non-academic misconduct process is an integral part of the educational mission and goals of UAB and Student Experience. SARC oversees and implements the non-academic misconduct process. The non-academic misconduct process is designed to provide and help maintain an educational atmosphere, with emphasis on developing individual understanding and acceptance of personal and social responsibilities;

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creating a sense of belonging within a welcoming environment; and challenging and supporting students to reflect, integrate, and act upon their UAB experience. History of the Position Andy Marsch served as Assistant Vice President for Student Experience until his retirement in April 2016. Marsch had been in an assistant vice president role at UAB since 1998 and was a member of the student affairs staff since 1983. The position has been vacant since May 2016.

Responsibilities of the Position Reporting to the Vice President for Student Affairs, the Assistant Vice President (AVP) for Student Experience is a member of the Division of Student Affairs cabinet and a larger leadership team that includes Student Affairs directors. The AVP provides leadership and has administrative responsibility for Student Advocacy, Rights and Conduct; Student Involvement and Leadership, which includes USGA, the Council of Presidents and Fraternity & Sorority Life, the Behavioral Assessment Team, and the Bias Reporting Committee; Commuter and Non-Traditional Student Services; Career & Professional Development; Parent and Family Services; and Multicultural & Diversity Programs. The AVP is responsible for developing, implementing, and assessing programs, services, and initiatives that enhance the overall student experience on campus and assists in establishing a student culture that is supportive of diversity and inclusion where students respect difference, take responsibility for their actions, and exercise leadership. The AVP supervises 34 full-time staff, including seven direct reports, and manages an annual budget of $3.5 million.

Characteristics of the Successful Candidate The successful candidate will possess a master’s degree in a related field, with at least ten years of progressively responsible experience in student affairs in higher education. A doctoral degree is strongly preferred. The ideal candidate will possess the ability to work effectively and develop positive working relationships with diverse constituents; significant experience administering student conduct and disciplinary procedures; knowledge of Title IX; experience advising student organizations and clubs; and excellent analytical and communication skills. In addition, candidates must have experience in program development and assessment; the ability to navigate circumstances that require effective negotiation, mediation, and conflict resolution skills; knowledge of general business practices and fiscal management; knowledge of best practice programs; and the ability to ensure effective oversight of human resources and staff development. As articulated by UAB stakeholders, the successful candidate will ideally possess the following qualities and attributes (in no particular order):

Exhibit strategic thinking and an ability to effectively plan for the future, build capacity, and anticipate change.

Demonstrate the capacity to serve as a thought leader to keep the division and the institution on the forefront of trends and best practices.

Possess a deep and articulate understanding of the issues and dynamics of difference, and be a champion for diversity, inclusion, and social justice.

Demonstrate a record of superior communication and presentation skills, successful relationship building, and collaboration with internal (i.e., students, faculty, staff, and administrators) and external (i.e., alumni, parents, employers, and community members) constituencies.

Bring strong leadership, visionary, and managerial skills to the position.

Be flexible to adapt to changing circumstances and committed to continuous assessment and process improvement.

Navigate complex environments and systems inherent in a large, decentralized public university structure.

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Demonstrate a student-centered philosophy and management style.

Be an individual of impeccable integrity and high ethical standards.

Be proactive, reaching out to engage students and involve them in decision making.

Possess a good sense of humor and the ability to connect with all constituents of the university, particularly current students.

Be knowledgeable about higher education legal issues, risk management, and student judicial affairs, and be comfortable educating others with regard to these matters.

Possess a solid understanding of the threat assessment and behavioral intervention processes within the context of higher education, and have direct experience working with teams addressing these concerns that impact student learning and success.

Demonstrate ability to respond with equanimity to crisis, high-risk, and stressful situations.

Be comfortable as a highly visible campus administrator supporting all types of campus, student, and community activities and events; maintain a high level of student interaction and engagement.

Empower staff to reach personal and professional goals through a supportive work environment, positive staff development, and calculated risk taking.

Be a good listener, open to feedback, and an open-minded, team-oriented leader.

Likely Opportunities, Priorities, and Challenges of the Position The Assistant Vice President will have the unique opportunity to participate in building a new Student Affairs Division at a growing institution. The departments within the division functioned with a different reporting structure for five years, so it will be important to establish an environment that promotes collaborative relationships and leverages the collective knowledge of the Student Affairs staff.

The division recently adopted a new strategic plan. Implementation and assessment of the strategic objectives will be a high priority.

Maintain a high level of direct involvement with students, serve as a student advocate and ombudsperson, and lead efforts to support student engagement, learning, and success.

Play a lead role in the division’s response to emergencies and crises involving students, and coordinate closely with internal and external contacts to respond to crises, provide assistance on matters of student welfare, and maintain a safe and welcoming environment for students.

Initiate constructive responses to such issues as alcohol and drug use, interpersonal conflict and violence, and high-risk behavior among students, and establish clear operational, student life, and crisis management procedures and protocols.

Forge a strong connection with academic affairs and other segments of the campus community.

Serve as a champion for the division, delivering a clear message that reinforces the value of student affairs staff and the contributions they make each day to support student success and the mission of the institution.

Measures of Success for the Position At an appropriate interval after joining UAB, the following items will define success for the new Assistant Vice President for Student Experience.

A thorough assessment of student services areas within the portfolio of the Assistant Vice President has been conducted, and clear goals have been established within the parameters of the Student Affairs strategic plan.

Strong, productive relationships with all direct reports are clearly in place; reporting department heads are a strong and resilient team that works with synergy and shared purpose, readily collaborating across departmental lines.

A culture of assessment has been established throughout all reporting units.

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Students have responded favorably to the new Assistant Vice President and report a high level of satisfaction.

A strong collaborative relationship with all aspects of student and academic affairs has been established.

The Assistant Vice President has become a valued member of the Student Affairs senior leadership team.

Benefits Overview

Medical Insurance

Dental Insurance

Pharmacy Plan

Vision Plan

Flexible Spending Account

Disability Plan

Life and other insurance plans

Educational Assistance and Tuition Plans

Retirement Plans For more information, visit http://www.uab.edu/humanresources/home/benefits. Application and Nomination Applications, including a position-specific cover letter and resume, may be submitted online at http://www.spelmanjohnson.com. Nominations for this position may be emailed to Mark A. Hall at mah@spelmanjohnson.com. Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895.

Spelman Johnson Assistant Vice President for Student Experience – The University of Alabama at

Birmingham Mark A. Hall, Vice President

Visit website at www.uab.edu

UAB is an Equal Opportunity/Affirmative Action Employer committed to fostering a diverse, equitable, and family-friendly environment in which all faculty and staff can excel and achieve work/life balance,

irrespective of race, national origin, age, genetic or family medical history, gender, faith, gender identity and expression, as well as sexual orientation. UAB also encourages applications from individuals with

disabilities and veterans. Spelman Johnson has prepared this document based on personal interviews and information copied, compiled, or quoted in part from source documents obtained from our client institution, and, as such, the contents of this document are believed to be reliable. While every effort has been made to ensure the accuracy of this information, the original source documents and factual situations

govern, and the material presented here should be relied upon for informational purposes only.