search prospectus - bloomfield college · 2020-03-25 · search prospectus: president 6 rankings...

President

SEARCH PROSPECTUS:

TABLE OF CONTENTS

The Search 3

Location 3

Academic Offerings 4

Global Programs and Professional Studies 5

Faculty 5

Rankings and National Recognition 6

Accreditation 6

Enrollment and Student Profile 7

Residential Population 7

Capital Investments and Facilities 7

Division of Student Affairs 8

Athletics 8

Tuition 8

President's Cabinet 9

Trustees 9

Institution's Finances 10

Strategic Plan 10

Desired Experience and Expertise 11

Opportunities and Challenges for Bloomfield's 17th President 13

Nominations and Inquiries 14

2SEARCH PROSPECTUS: President


The Board of Trustees of Bloomfield College invites applications and nominations for the position of President. Bloomfield College is an independent institution of higher education. The College provides values-based learning within the liberal arts tradition and its programs prepare students for full participation in society and successful professional careers.

The College is seeking a President who can provide strategic leadership; relates well to faculty, staff and students; is comfortable in the role of friend raiser and fundraiser; understands the higher education landscape; and is able to help develop programs that are responsive to the needs of the local and regional marketplace. To help the College find an innovative and dynamic president, the following profile provides information about the College, a leadership agenda, desired qualifications for the next President, and information about the search process. The new President will take office on June 1, 2019, when President Richard A. Levao will step down after having served for 16 years.

With its beginnings as the German Theological School founded by the Presbytery of Newark in 1868, Bloomfield College has evolved to become

one of New Jersey’s leading private colleges, serving a diverse population. Strategically located in the New Jersey–New York metropolitan region, Bloomfield College offers academic programs at both the undergraduate and graduate levels, attracting both commuter and residential students to its tree-lined, urban 12-acre campus.

The mission of Bloomfield College is: To prepare

students to attain academic, personal and

professional excellence in a multicultural and

global society. Programs of study are rooted in the liberal arts, and assist students in obtaining the skills, knowledge, and values they need to become empowered individuals engaged in renewing themselves, their relationships, their workplaces, and their communities.

Recognized as one of the most diverse national liberal arts colleges in the United States, the College offers the lowest tuition rate of the private four-year institutions in New Jersey. Quality instruction, a commitment to student service, and improved facilities and grounds are just some of the attributes that have helped fuel an increase in prospective student interest and enhanced the campus environment.

THE SEARCH

The College is located in northern New Jersey just 15 miles from New York City in historic Bloomfield. Eleven NJ Transit lines stop within walking distance of the vibrant campus, making for an easy commute between the College, New York City, and many population and opportunity centers. Northern New Jersey itself is a cultural epicenter for entertainment, business, and employers that offer rich internship and career opportunities.

In addition, the downtown area of Bloomfield has recently undergone a dramatic transformation, with the construction of several new market rent housing developments and the opening of new retail establishments. The College’s Franklin Street Residence Hall is part of Bloomfield’s downtown revitalization.

LOCATION


ACADEMIC OFFERINGSThe College offers academic programs leading to both bachelor’s and master’s degrees in the liberal arts and professional fields. Programs are designed to help students think critically and quantitatively, speak effectively, write clearly, and develop aesthetic appreciations.

Bloomfield is a “workforce-ready” institution, building on a strong liberal arts core and offering programs in nursing, education, business, computer science, criminal justice, government and international studies, graphic design, animation, game development, and network engineering, as well as in science, mathematics, social sciences and the humanities. Bloomfield has designed its curriculum to provide graduates with a sound liberal arts grounding coupled with the skills and knowledge they will need to enter the workforce and develop in their careers.

Bloomfield currently offers more than 40 majors or concentrations, including student-designed majors where approved. The College’s academic programs are organized into seven areas of study: Business, Creative Arts and Technology, Education, Humanities, Natural Science and Mathematics, Social and Behavioral Sciences, and Nursing. Graduate programs are offered in teacher education, early childhood education, special education, fine arts and accounting. The most popular majors include psychology, sociology, nursing, creative arts and technology, and business.

The highly respected Frances M. McLaughlin Division of Nursing boasts a 94 percent licensure exam pass rate and was recently ranked second of all Bachelor of Science in Nursing programs in New Jersey. The Computer Science and Network Engineering programs report 70 percent of their graduates are employed in their fields of study upon graduation.

The College’s Honors Program offers students an academic environment that encourages and motivates students to excel in their academic work, leadership activities, and social responsibility. The College also has chapters in multiple national honor societies including:

• Alpha Chi (Juniors and Seniors)• Delta Mu Delta (Business)• Kappa Delta Pi (Education)• Psi Chi (Psychology)• Signa Theta International Honor Society

(Nursing)

The Center for Innovation in Teaching to Enhance

Learning (CITEL) serves the College community by providing a broad range of academic support services that assist students to pursue excellence in every aspect of their studies at Bloomfield College. CITEL services include a tutoring center and writing center; testing and test preparation; academic coaching; graduate school preparation; a group study hub; the Office of Adult, Transfer and Veteran Education; and the Summer Bridge program for incoming students.

The College also offers both a summer program (LEAP) and a first-year seminar (FYS) program to assist students in making a successful transition from high school to college life. These programs represent important components of the College’s ongoing efforts to improve student retention.


GLOBAL PROGRAMS AND PROFESSIONAL STUDIES

Under the auspices of the Office of International Training and Professional Studies (ITPS), Bloomfield College offers over 1,600 international and adult students the opportunity to pursue short-term credit and non-credit courses of study.

ITPS also offers international students the opportunity to study at Bloomfield for short-term summer sessions. Since 2001, Bloomfield’s international training through the Global Alliance Center (GAC) has worked with more than 8,000 international students. Partnerships have been established with over 300 universities and colleges in 30 countries, including China, Korea, Japan, Romania, Peru, Chile, Egypt and Mongolia. Global programs have included IT internships, ESL programs, hospital internships for international nursing students, teaching practicums for

professional teachers, IT project management, and English camps.

Corporate training and certificate programs provide working adults with opportunities for career advancement, while international students participate in semester and summer programs that include ESL, credit and non-credit courses. These programs are vendor-certified online technology courses (e.g. Microsoft) developed in partnership with local businesses to address specific industry needs. The Professional Studies programs encompasses a wide array of online certificate programs for individuals preparing for new careers. Each online course offers a challenging array of innovative options including online, blended, classroom and on-site instructional formats.

FACULTY

There are 68 full-time faculty, of which 82% hold doctoral or terminal degrees. The average class size is 14, while the student-to-teacher ratio is 16:1.

A full-time faculty member’s teaching load consists of three course units per semester, advising students, and service on at least one faculty committee. Excellence in teaching and dedication to student success lies at the heart of the faculty’s commitment to the College’s mission.

The College faculty are also engaged in scholarly and artistic pursuits and within the local community. In the past year alone, numerous members of faculty have published books or received awards and recognition:• Dr. Harry Franqui-Rivera, Associate Professor

of History, Soldiers of the Nation: Military

Service and Modern Puerto Rico, 1868-1952 (University of Nebraska Press).

• Dr. Demetris Nicolaides, Professor of Physics, In the Light of Science: Our Ancient Quest

for Knowledge and the Measure of Modern

Physics (Prometheus Books).• Dr. Vania Penha-Lopes, professor of Sociology,

Confronting Affirmative Action in Brazil: University Quotas Students and the Quest for

Racial Justice (Lexington Books). • Dr. Maryann DiLiberto, Professor of

Economics, presented a paper with Dr. Anne Bynoe from Pace University at the 44th Annual Northeast Business and Economics Association Conference in Port Jefferson, NY entitled, "An Analysis of the Student Loan Debt Crisis in the United States: The Causes, the Current Status, and the Future of Indebted Students." Their paper was published in the NBEA Conference Proceedings.

• Anita Pasmantier, Professor of Business, was awarded a Fulbright during the spring 2018 semester to teach in Italy.


RANKINGS AND NATIONAL RECOGNITION

According to a recent study published in the New

York Times, Bloomfield College holds the highest success rate among all New Jersey liberal arts colleges and universities in moving students forward in economic standing. The College is also among the nation's top colleges for helping students from low-income families enter the middle and upper class.

Bloomfield College is nationally recognized as a Minority Serving Institution of Higher Education (MSI). Under that designation, the College is the only four-year college or university in the state, and one of the few in the nation, to qualify under federal grant guidelines as both a Predominantly Black Institution (PBI) and an Hispanic Serving Institution (HSI). Widely published national reports rank Bloomfield as 20th out of 2,200 institutions

in percent of fifth quintile socioeconomic students who had moved to at least the 3rd quintile within 10 years of graduation. In that category the College ranked first in New Jersey. Furthermore, the College is one of only two colleges or universities in the state to be recognized by the Gates Foundation as a "Beating the Odds" institution, where student success significantly outperforms expectations of students based on various measurements.

U.S. News & World Report recently ranked Bloomfield College the 15th most diverse National Liberal Arts College in the United States. The

Princeton Review recently ranked the game design program, in the Creative Arts and Technology Division of the College, #2 in New Jersey and #44 overall on the undergraduate schools list.

ACCREDITATION

Bloomfield College is chartered by the State of New Jersey and accredited by the Middle States Commission on Higher Education. The College successfully completed its last 10-year accreditation from Middle Sates in 2012. Its academic programs are approved by the New Jersey Commission on Higher Education. The Nursing Program at Bloomfield is accredited by the New Jersey Board of Nursing and the Commission on Collegiate Nursing Education. The Program is a member of the National League for Nursing. Bloomfield College is related to the Presbyterian Church, USA, through the Synod of the Northeast and is a member of the Association of Presbyterian Colleges and Universities.


One of the strengths of the College is the rich diversity of its students. The College’s commitment to serving first generation students from diverse socio-economic backgrounds is critical to its mission. For fall 2018, total enrollment stands at 1,691 students, with 92% as full-time undergraduates. Ninety-one percent of all students are from diverse socioeconomic and cultural backgrounds, including 50% African-American and another 29% Hispanic. More than half of Bloomfield students identify themselves as first-generation and are the first in their families to enroll in college. About 58% of students are from Essex, Hudson, or Passaic counties. Bloomfield serves students from all 21 counties of New Jersey, as well as numerous foreign countries. More than 55 nationalities are represented on the College’s 12-acre campus, reflecting the College’s commitment to diversity.

The traditional undergraduate student acceptance rate for Bloomfield College in fall 2017 was 71%. Bloomfield students have high financial need. The median family income for traditional undergraduate students in the fall of 2017 was $29,300, compared with a median family income in New Jersey of $72,093. Of the 2,078 students enrolled during the 2016-2017 Academic Year, 68.8% received federal grants and 57% received New Jersey state grants. Overall, Bloomfield College provided $56.7 million in financial aid in the fall of 2016.

For the fall 2006 entering cohort, Bloomfield College’s total graduation rate (which expands the time horizon reviewed beyond six years and includes graduation from other institutions) was 57%. The College also reviews the ratio of incoming students to graduating students. That ratio for the spring of 2015 was 51%.

ENROLLMENT AND STUDENT PROFILE

Since 1999, the College has made significant additions and improvements to campus facilities. These include: • The Center for Technology and Creativity,

which offers state-of the-art technology that supports academic programs in animation, game design, digital video and music technology

• Talbott Hall, which was renovated in 2014 to provide a new student center with meeting and dining facilities

• Franklin Street Residence Hall, built in 2014, an 80,000-square-foot residence hall that accommodates 234 students

• 23 Park Residence Hall, completed in 2016,

which offers housing for 53 students• Additional facility investments which include

construction of the Learning Resource Center (2009) and renovations to the Liberty Street Residence Hall

CAPITAL INVESTMENTS AND FACILITIES

The size of the residential student population has doubled since 2004 and recently the College built two new, state-of-the-art residential halls to keep up with the demand. The College offers a range

of housing options from traditional residence halls, to apartments and community houses. Thirty-five percent of students live on campus, with about half of the first-year students class residing on campus.

RESIDENTIAL POPULATION


The Student Affairs Division offers a variety of programs and services to support students in their educational and personal development. Seeking to promote the integration of curricular and co-curricular learning, the division has many elements, including:• Athletics • Center for Student Leadership & Engagement• Residential Education and Housing• Food Services• Health Services• Counseling Services• Chaplain and Spiritual Life• Career Services

• Educational Opportunity Fund• Campus Security/Safety

A critical focus for Student Affairs is student retention and engagement. Beginning with a comprehensive orientation and first-year programming, the College offers a continuous array of services to promote student activities, campus engagement and student success. Engagement in community service is also emphasized: the College is committed to mutually beneficial community partnerships with many projects and programs focusing on service and community outreach. Last year alone, Bloomfield students performed more than 6,000 hours of service.

DIVISION OF STUDENT AFFAIRS

The Bloomfield College Bears compete in the Central Atlantic Collegiate Conference and offer NCAA Division II intercollegiate athletics. Men’s sports are baseball, basketball, cross country, soccer, tennis, and track and field; women’s sports are basketball, bowling, cross country, soccer, softball, track and field, and volleyball. The department employs 27 full- and part-time staff and coaches. Bloomfield College currently offers scholarships for 12 intercollegiate sports.

ATHLETICS

Bloomfield College tuition is $29,950 and is currently the lowest for any New Jersey private institution. Ninety-five percent of all students receive financial aid and many students are able to attend the College at or below the direct cost of a public institution. Committed to cost transparency, the College eliminated comprehensive and course fees in 2014. As a result, families are well aware of the cost of attendance up front, with no hidden expenses or fees.

TUITION


The President’s Cabinet includes six Vice Presidents in the following areas:• Academic Affairs • Student Affairs • Finance and Administration • Global Programs and Professional Studies • Enrollment Management • Institutional Advancement

The Cabinet is a highly engaged and collegial group with a strong combination of expertise and experience. The new president will have the opportunity to appoint a Vice President for Advancement. Collectively, all Cabinet members express a deep commitment to the College’s mission and are eager for new leadership to drive a strategic planning process to meet short-term financial needs and long-term growth.

PRESIDENT'S CABINET

The Board of Trustees currently consists of 35 members, including the President, who is a voting member. The institution’s by-laws allow up to 39 board members. The relationship between the President and members of the Board is particularly strong, as is the relationship between the Board and the President’s Cabinet.

Standing committees of the Board include: Executive, Academic Affairs, Audit, Compensation, Development and Public Affairs, Enrollment Management, Financial Affairs and Capital Projects, Honorary Degree, International Training and Professional Studies, Investment, Strategic Growth Initiatives Task Force, Student Affairs, and Trusteeship and Governance.

TRUSTEES

ALUMNI

There are more than 11,100 alumni of Bloomfield College and approximately 8,300 live in New Jersey. Bloomfield alumni are employed in a wide variety of industries both locally and nationally. Local employment opportunities for Bloomfield graduates include a robust mix of businesses, government agencies, and community organizations.


The new President will encounter an immediate need to address the College’s finances. From 2004-2018, the College completed over $90 million in capital improvements and was able to build a small reserve of $12 million. After 14 years of operating “in the black,” recent declines in enrollment have triggered operational deficits resulting in operational and staff reductions over the past six years. The current deficit will present the new President with significant challenges and opportunities.

Given the College’s heavy dependence on traditional full-time undergraduate enrollments, the

need to expand academic programs to attract non-traditional adult and on-line students is critical. In addition, improving student retention represents a robust opportunity for improving both enrollment and financial stability and growth.

Finally, the College must expand its institutional advancement activities to increase revenue and expand outreach to potential donors and partners. The College’s Annual Fund currently stands at $300,000-$400,000 which is reflective of the limited number and resources among the College alumni.

INSTITUTION'S FINANCES

The Board of Trustees and the College community will look to the next President to lead the next iteration of a highly ambitious strategic plan and, in doing so, develop a clear strategic vision. They anticipate that the next President will review and build on what has been accomplished and take a leadership role in branding and positioning the institution; and that this will lead to greater

academic excellence, attractiveness, affordability, sustainability, and net tuition for the College.

The Board has identified enrollment growth, expanding academic programs, and improving retention as major strategic priorities in the current "ReVision 21" Academic Master Plan. In addition, there is a Campus Master Plan.

INSTITUTION'S FINANCES


The next President of Bloomfield College will be a visionary and entrepreneurial leader who will

be able to advance innovation while embracing

the rich heritage and values of the institution. It

is expected that the new President will inspire,

foster, and promote a strong sense of community

on campus and within the Bloomfield community.

PROVIDE DISTINGUISHED/TRUSTED LEADERSHIP Bloomfield College is a caring community of residential and commuter students, faculty, and staff, living and working together in an atmosphere of respect and common purpose. The faculty and staff will look to the President for leadership, collaboration, and empowerment. The President must engage the entire community in reflecting, visioning, and planning for the future of the institution—which must include strengthening the academic mission and program and setting and achieving high standards. S/he must embrace diversity in thought and action and model a life of intellectual achievement and acceptance.

A concerted effort to improve communication between the senior administration, faculty and staff, and to instill a spirit of teamwork, information-sharing, mutual respect, trust, and transparency in decision-making, are essential components of a successful presidency. The new President will provide a style of leadership that cultivates and strengthens these values among the entire community.

CLARIFY IDENTITY AND ACADEMIC DIRECTION The next President must articulate a vision for the coming decade that integrates fidelity to the College’s mission to serve a diverse population with a comprehensive enrollment management plan, aggressive fundraising and outreach to community partnerships, and diversification of academic programs.

Although the College has made some significant strides over the years, there are uncertainties about what College priorities are and should be for the next decade. How can the institution offer an appropriate range of distinctive and rigorous

programs to meet the expectations of students and employers? How should the institution brand itself? How can sufficient funds be generated to support the College, its programs, and its personnel? What are the steps necessary to clearly define the nature of the academic programs?

The next leader for Bloomfield College will work with academic leadership to advance program innovation, strengthen program quality, and develop appropriate modes of instruction to suit all types of learners in both the undergraduate and graduate areas. The President must provide balance in protecting tradition, values, and commitment to the liberal arts and professional programs, while ensuring outward visibility, creativity, and forward momentum.

The new President will need to work collaboratively with a unionized faculty that values the academic enterprise and must be able to lead a reinvigorated planning process that integrates the College’s mission with the need to identify new sources of revenue through academic program expansion and growth.

INCREASE COLLEGE ENROLLMENTLike many small private institutions, enrollment growth represents one of the major challenges confronting Bloomfield. After several years of enrollment growth, the College has experienced an overall decrease in FTE enrollment that has led to cost and staff reductions. Having relied heavily on full-time student enrollments, Bloomfield has significant opportunities for revenue growth with the adoption of new programs to serve graduate, part-time, adult and online populations.

The new President must quickly assess current enrollment issues, lead an effort to establish new goals and initiatives, and implement strategies to support the new goals. This will require working closely with the Board of Trustees to propose and advocate optimal achievable goals for undergraduate and graduate enrollment that are mission-relevant and complementary to the core curriculum. Program standards and assessment models must be reassessed to ensure the highest quality returns for students and the community.

DESIRED EXPERIENCE AND EXPERTISE


Distinctive programs should be marketed and promoted to both undergraduate and graduate students.

The new President must also create an environment for faculty and staff in which they can feel assured that viable strategies are in place to address enrollment and budget concerns.

RAISE FUNDS AND ALLOCATE RESOURCESBloomfield College’s primary challenges are those facing many small private colleges today: the need for more abundant resources, given the institution’s dependence on tuition; for funding to expand facilities, especially to build a new student center and expand student sport facilities; to become better known beyond the immediate region; and to enroll and retain talented students from a broader geographic range.

The College is engaged in a major capital campaign which began in March of 2014 with a goal to raise $20 million. The institution has currently raised more than $13 million and there are major initiatives planned this year, including several events focused on the College’s 150-year anniversary.

The new President must increase fundraising and partnerships to support the College’s mission and be a steward of the College’s finances and investment performance from both strategic and operational perspectives. With a small endowment of $16.5 million and limited financial reserves, the College’s endowment will need the immediate and focused attention of the President and Board of Trustees. They must prioritize needs and embrace fundraising with donors, foundations, corporations, and new audiences. There will be an expectation of extensive travel for the President and the advancement team.

ENGAGE EXTERNALLYThe President must serve as an external interpreter and enthusiastic spokesperson for the College; its academic mission and its programs; engage the community in Bloomfield; play an active role in state-wide and national conversations about higher education; and seek out relationships and partnerships with government, industry,

corporations, and foundations and other philanthropic entities. Given the strong relationships the previous President has established with state legislators and the larger community, the new President must be adept at sustaining and building relationships with the local community and identifying new sources for fundraising beyond the traditional alumni community.

STRENGTHEN THE STUDENT EXPERIENCEThe quality of student life and overall welfare of the student body are of great concern within the Bloomfield community. A clear focus on students' needs and satisfaction is needed to strengthen support services, as well as to address the need for facilities that provide a more inviting atmosphere for both commuter and residential students. Presidential leadership is needed to engage the community of trustees, faculty, and staff in efforts to provide an educational experience more sensitive to the needs of Bloomfield students.

STRENGTHEN GOVERNANCE The new President will work closely with the Board of Trustees on key initiatives. The President will lead the development of key performance indicators (dashboard) to monitor goals each year. These goals must be realistic, honest, and transparent to the Board and to the Cabinet members who will be responsible for achieving them. They must be tied to the budget process and monitored frequently to assure success. The new President will maintain close communication with the Board Chair and Executive Committee of the Board as strategies are implemented, monitored and assessed.

Over the past few years, there have been efforts to raise the Board’s level of performance through a structured work plan, a proactive involvement of trustees in fundraising, and exposing Board members to “best practices” in governance. The Board is beginning to engage more directly with key institutional issues.

The Board will work collaboratively with the new President to place emphasis on recruiting new board members who are persons of access and influence to assist the College in its continued growth and development.

DESIRED EXPERIENCE AND EXPERTISE (cont.)


For the past 16 years, the College has benefited from the leadership of outgoing President Richard A. Levao. The leadership transition represents a tremendous opportunity for a new President to lead the College into a new chapter of institutional growth and transformation.

The next President of Bloomfield College will be asked to write the next chapter in the history of this unique institution. The new President will inherit an institution at a critical crossroads in the College’s history and will need to “hit the ground running” and be able to articulate a vision to transform the college’s mission into a comprehensive plan.

The College seeks a new a President who possesses both a deep commitment to diversity and the academic, financial, and strategic acumen to offer strong, collaborative, and transparent leadership within the community.

QUALIFICATIONS:The 17th president of Bloomfield College should ideally possess an earned doctorate, a comparable terminal degree, or an equivalent combination of education and experience. S/he must have an established record of successful institutional leadership in complex institutions or organizations and the capacity to inspire others to embrace change. The successful candidate must be a dynamic leader with demonstrated expertise in strategic planning, finance, and institutional advancement combined with an established record of success in building strong leadership teams, fostering institutional engagement, and embracing technology and innovation.

LEADERSHIP AND PERSONAL QUALITIES: The next president of Bloomfield will be: • A visionary leader of demonstrated

accomplishment who can fully engage the faculty and staff in articulating and shaping the educational vision for Bloomfield

• A leader who recognizes and affirms the mission of Bloomfield and is deeply

committed to expanding access to higher education

• An energetic person who both sets the tone and the example for faculty, staff, and students with the capacity for building enthusiasm about Bloomfield and who is accessible to those constituents through a visible campus presence

• A leader who understands the complexities of institutional change and possesses the interpersonal skills to act decisively in a thoughtful and purposeful manner

• A leader with established expertise in strategic planning and the ability to develop and execute on initiatives across all aspects of the College: academic and student affairs, finance, advancement and enrollment management

• An executive with a proven track record of success in managing both human and financial resources

• An experienced fundraiser with demonstrated success in and enthusiasm for soliciting financial support from alumni, foundations, and the broader community

• A person with experience working in government relations; knowledge of New Jersey political landscape would be beneficial

• A person willing to make a deep personal commitment to Bloomfield, who is “in it for the long run,” and will continue to expand Bloomfield’s footprint within the local community, the state, and in higher education nationally

• A person of integrity and honesty who values the importance of open, honest dialogue and possesses the ability to make decisions in a transparent manner

• A person of good humor and humility who fosters open communication across the community

OPPORTUNITIES AND CHALLENGES FOR BLOOMFIELD'S 17TH PRESIDENT: "WRITING YOUR OWN STORY"


To apply, a candidate should prepare a detailed letter of interest addressing the issues and desired attributes for Bloomfield College. The candidate should also include a full resume (CV) with relevant administrative responsibilities and accomplishments along with the names, phone numbers, and email addresses of five references with the relationship for each reference. References will not be contacted until later and only with the candidate’s knowledge.

By College’s policy and search committee affirmation, all information from and about candidates will be kept in strict confidence. For full consideration by the Search Committee, applications should be submitted by November 9, 2018.

Send applications and nominations to: [email protected]

Additional information about the institution can be found at https://www.bloomfield.edu.

Assisting in the search for Bloomfield College are:Maya Ranchod Kirkhope, Senior Consultant at Academic Search, Inc. [email protected] or (703) 380-9195

Cynthia Patterson, Senior Consultant at Academic Search, [email protected] or (561) 901-9272

Bloomfield College is an equal opportunity employer.

NOMINATIONS AND INQUIRIES

ABOUT ACADEMIC SEARCH

Academic Search, Inc. is assisting Bloomfield College in this work. For more than four decades, Academic Search has offered executive search services exclusively to institutions of higher education. Academic Search was founded on the principle of strengthening higher education leadership through professional search services. We are the only search firm in the nation with a formal relationship to a premier leadership development program. As the subsidiary of the American Academic Leadership Institute (AALI), Academic Search provides substantial financial support to a number of leadership identification, development, and support programs across all sectors of public and private higher education. For more information, visit http://www.academic-search.com/.

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search prospectus - bloomfield college · 2020-03-25 · search prospectus: president 6 rankings...

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