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Position Specification

Northern State University

Aberdeen, South Dakota

Vice President for Enrollment Management and Student Affairs

Institutional Background Northern State University (NSU) is a four-year public university located in Aberdeen, South Dakota. NSU is governed by the South Dakota Board of Regents and offers 38 majors and 42 minors, as well as six associate, eight pre-professional and nine graduate degrees. Initial funding for the construction of the Northern Normal and Industrial School (NNIS) was obtained in March 1901. After World War I, the State of South Dakota created normal (e.g., teaching) departments in four-year high schools, a move that impacted NNIS enrollment and also brought about concerted efforts to professionalize the teaching occupation, making it necessary to be certified to teach. The school was reorganized into three divisions: the pre-normal division, junior-normal division and senior-normal division. Each division would have its own dean. The name of the institution was changed in 1939 by the state legislature to Northern State Teachers College (NSTC). The school experienced many changes in its curriculum and program offerings throughout the WWII period. At that time, the institution began offering a flight and ground pilot program to train future military pilots, established a defense school, and also began to offer basic engineering programs.

In response to NSTC’s changing size and programs, the South Dakota State Legislature in 1964 changed the institution’s name to Northern State College. For the next two decades, Northern State College improved the quality of education and made significant changes to enhance the campus. In 1987, Northern State College received the second highest classification, from the Carnegie Commission, granted to any South Dakota college or university: Comprehensive I Institution. Within two years, the state recognized this achievement and changed the name for the final time from Northern State College to Northern State University. Aberdeen, South Dakota Aberdeen, South Dakota, is a place of blue sky, clean air, and wide-open spaces. With a population of about 26,000, Aberdeen is the third-largest city in the state. The city attracts businesses and students from all over the world, but still manages to maintain a safe, small-community atmosphere. Outdoor enthusiasts particularly enjoy the city’s extensive trail system for biking, walking

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and running, as well as the 210-acre Wylie Park. Cross-country skiing, outdoor ice skating or golfing on one of three courses are readily available. Cultural events and movies held at the historic Capitol Theatre downtown are also abundant. Aberdeen is regionally known for its live music, performed year-round, indoors and out. Sports fan will find plenty of opportunities to cheer on a favorite team. For the fifth straight year, the university’s men’s basketball team led the NCAA Division II nation in attendance at home games. In 2011–12, the Wolves drew a total of 50,726 fans for an average of 3,382 per game. The community is also home to the Aberdeen Wings, the city’s Junior A Tier II NAHL ice hockey team. Aberdeen is just a day trip away from the metro centers of Sioux Falls, South Dakota, and Fargo, North Dakota. Minneapolis/St. Paul is only a five-hour drive from campus. To learn more about the Aberdeen community, visit http://www.aberdeen-chamber.com/ . Institutional Vision, Mission and Values Vision NSU will be a nationally-recognized, student-centered institution committed to academic and extracurricular excellence, and providing global learning opportunities in a beautiful Midwestern setting. Mission The primary purpose of Northern State University is the preparation of elementary and secondary teachers, and a secondary purpose is to offer pre-professional, one-year and two-year terminal and junior college programs. Four-year degrees other than in education and graduate work may be authorized by the board of regents. NSU is a university dedicated to the pursuit of excellence in the liberal arts and in graduate and professional education. Its distinctiveness in its pursuit of mission derives from its coeducational and residential character, its size and location, and its role as a public, state-sponsored university. Values NSU’s students, faculty and staff are drawn together by the following values:

Connection o Valuing relationships by maintaining the highest ethical integrity in all we do. o Valuing our community through a commitment to responsible stewardship. o Valuing the future through the development of human, intellectual, cultural, financial and

environmental resources.

Community o Creating a vibrant community through teamwork, cooperation and mutual respect in an

environment that is diverse in knowledge, culture and world view.

Education o Expanding research and teaching to issues of importance to our community, state and

region. o Assuring academic rigor and the highest standards of excellence in all intellectual inquiry.

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Strategic Plan From humble roots as the Northern Normal and Industrial School established in 1901, progress has been a constant in curriculum and life at Northern State University. In our 114-year history, our faculty and staff have continued to meet the needs of students at the university level and those in K-12 education through traditional, video and online teaching. The pursuit of our mission is as strong as the bricks that built our historic facilities on campus. It is through the exercise of our mission, vision and values that will allow our students to be successful in a global and ever-changing environment. As time passes, and technologies and economical advancements occur, Northern State University will remain dedicated to providing superior and affordable education to students. The Mission Forward strategic plan is designed to provide clear guidance as Northern State University endeavors to graduate global citizens to make a difference in the world. The changing needs of our students, faculty and community have been considered during the planning process. An overview of our five strategic goals found in this plan include:

Recruitment, retention and completion of students.

Building tomorrow’s leaders.

Excellence in delivery of learning.

Communicate our identity to the world.

Stewardship. For full details about the strategic plan, visit http://www.northern.edu/about/Pages/strategicplan.aspx.

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Leadership Dr. Timothy M. Downs, President

Dr. Timothy M. Downs began as the 17th president of Northern State University on June 27, 2016. Before joining NSU, Downs was the provost and chief academic officer of New York’s Niagara University. He provided leadership and supervision for all facets of Niagara University’s academic affairs work since 2011. As provost, Downs helped redefine the first-year student assessment process at Niagara to better place students in courses for academic success. He created a robust teaching and learning center on the Niagara University campus dedicated to faculty and staff development. This faculty development center also assisted instructors in the use of learning management systems and helped them develop new online and hybrid courses. Downs began his career as a professor and over time evolved into the administrative ranks in his position as provost. He also has extensive experience in the public higher education arena, with 14 years spent working in the state higher education systems of California and Kansas. Prior to his time at Niagara University, Downs was dean of

the College of Humanities, Business, and Education at Pennsylvania’s Gannon University, where he was employed for nine years. He previously was dean of graduate studies and research at Emporia State University in Kansas and assistant vice president for academic affairs at California State University, Los Angeles. He holds a Ph.D. in organizational communication from the University of Oklahoma, a master’s degree in communication studies from West Virginia University and a B.A., also in communication studies, from California State University, Sacramento. The Academic Program NSU’s student-faculty ratio is roughly 17 to 1. Classes are taught by full-time professors who are active in their fields, offering a challenging and engaging academic experience. More than 80 percent have Ph.D. degrees—and they share their expertise with students every day. NSU offers bachelor’s degrees in 41 areas of study, associate degrees in 8 areas of study, and master’s degrees in 9 areas of study. Schools and Departments Northern’s academic life springs from the College of Arts and Sciences and three schools, plus many academic departments. NSU offers undergraduate, graduate, international, online and pre-professional programs.

College of Arts and Sciences The College of Arts and Sciences is the largest academic unit on campus. CAS prepares students for the global workplace and for further study in post-baccalaureate and professional programs.

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School of Business Northern’s School of Business is an introduction to the world of management, marketing and finance, with a special emphasis on the global aspects of business.

The School of Business offers traditional majors, such as accounting, professional accounting, business administration, economics, finance, management, management information systems and marketing. Northern also offers unique majors in international business and banking and financial services.

Northern offers an online master’s degree in banking and financial services, which culminates in an on-campus experience in the final semester. The Center of Excellence in International Business is internationally accredited by the Network of International Business Schools.

School of Education For more than a century, the School of Education at Northern has built a reputation for preparing exemplary teachers. In fact, more of South Dakota’s teachers graduated from Northern than any other institution. Students don’t wait until after graduation to start making a real difference in children’s lives and in the world, in careers ranging from traditional classroom teaching to school counseling to e-learning. Education students get out into the classroom much earlier than their peers at other universities with our full-year student teaching experience. Students studying e-learning at Northern get training and hands-on experience using the very latest in classroom technology. The School of Education also is home to the NSU Reading Clinic, offering education students a chance to serve exceptional-need readers from across the country. Psychology and counseling students can explore research techniques at NSU's Behavioral Research Center.

School of Fine Arts NSU is a fully accredited institutional member of the National Association of Schools of Music and the National Association for Schools of Art and Design. Northern’s music program prepares students to teach K-12 music, preparing young musicians to perform, create and develop an understanding and appreciation of the art of music. Music courses and performance groups are open to students in all major fields of study. Art students will find ample space and equipment to explore art education, design, art history, advertising design, computer and design, drawing, painting, sculpture, photography, ceramics, printmaking and fiber arts.

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Northern offers a bachelor of arts in musical theater, a liberal arts degree with an emphasis on performance and studio activity. Our theater minor will complement bachelor’s degrees in English, speech, history and music. Northern also offers many opportunities to take part in campus theater productions.

The Student Body

Northern is home to students from multiple states and more than 30 different countries. Clubs and activities outside of the classroom offer a diverse learning opportunity and the chance to express a variety of points of view in a mutually respectful environment. NSU has more than 50 clubs and organizations in many categories: academic, arts and science, business, education, fine arts, cultural, service, faith-based and recreational. A variety of intramural sports offer a way for Northern students to stay active through friendly competition. Fitness classes are available to students at no charge.

Other facts about NSU’s student body include:

3,580 enrollment

514 graduate students

77% in-state residents

61% women

13% U.S. underrepresented students (undergraduates)

4% international students (undergraduates)

Tuition and Costs NSU offers a quality education at a very competitive cost. NSU has been named one of the nation’s top regional public schools by U.S. News & World Report for six years in a row. NSU also offers the largest guaranteed four-year scholarship in the Midwest.

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Estimated Costs for 2016–2017

S.D./N.D./Iowa Resident Minnesota Resident Other Non-Resident

Tuition $6,984 $8,105 $9,900

Fees $903 $903 $903

Room $3,445 $3,445 $3,445

Meal Plan $3,539 $3,539 $3,539

Books and Supplies

$1,200 $1,200 $1,200

Estimated Yearly Total $16,071 $17,192 $18,987

An Overview of the Division of Enrollment Management and Student Affairs The vice president of enrollment management and student affairs oversees a division of 26 staff members. As the chief admissions officer, the vice president directly oversees all eight admissions staff (six admissions representatives and two administrative assistants), as well as the director of financial aid and jump start advisor. The vice president has a dedicated administrative assistant who provides support across management functions and also coordinates testing programs and proctored exams. The associate vice president for student affairs reports to the vice president and is responsible for providing leadership and oversight to all student affairs departments, including:

Office of Student Affairs/Dean of Students

Career Placement

Counseling Center

Disability Services

Residence Life

Student Involvement/Leadership Initiatives

Student Rights and Responsibilities There is one administrative assistant supporting the work of student affairs. The overall structure is lean and the division has a strong hands-on culture, where staff readily flex their responsibilities to cover vacancies and lend assistance during high-demand periods.

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History of the Position

The position of vice president for enrollment management and student affairs (VPEMSA) is being enhanced under the direction of Dr. Timothy Downs. The hiring of a permanent VPEMSA is a top priority as Downs looks to shape his cabinet and address strategic goals for the university. The VPEMSA will join Northern during a time of significant momentum and will be a difference maker as the university charts its course for the future. While the VPEMSA will oversee student affairs, the day-to-day management of those units will be under the direction of the associate vice president for student affairs. This will leave the VPEMSA to concentrate on enrollment management and, in particular, on increasing the size of the incoming class to ensure incremental growth that aligns with institutional investments in infrastructure (e.g., renewal and expansion of residential facilities) and academic programs. Looking back to 2013–2014, the university had an executive director of enrollment management/director of admissions and a vice president of student affairs. When those two positions were vacated at approximately the same time, the university’s president—Dr. James Smith—hired JoEllen Linder to assume the interim leadership role overseeing a combined division as vice president for enrollment management and student affairs. Linder is now in her third year as the interim leader, having been hired under a provisional basis as the university awaited the arrival of a new president. Over the last few years, enrollment numbers have not been as strong as needed, particularly with regards to the full-time undergraduate population. By 2020, the university seeks to recruit 400 new students into the freshman class. There were 325 students in the incoming class in fall 2016 and that goal is being stretched to a target of 340 for fall 2017. Until recently, the organizational structure had all of residence life and student involvement reporting directly to the interim vice president in addition to admissions and related enrollment functions (e.g., financial aid and jump start programs). To better calibrate the portfolio of the vice president, going forward all student affairs units will report directly to the associate vice president for student affairs, who is a highly regarded professional. This will allow the vice president to remain focused on developing a strategic, data-driven recruitment plan, building capacity among admissions staff, working closely with the director of financial aid and other finance officers, and closely monitoring all enrollment management metrics. Dr. Francesca “Cheka” Leinwall serves as the associate vice president for student affairs and is highly regarded for her leadership capabilities, student focus, approachability and skill in motivating a high-performing, yet lean staff. She also serves as the director of the counseling center. The student affairs organization has provided solid programming and created opportunities for a successful out-of-classroom experience. The department has been able to accomplish a lot with the creativity and talents of hard-working, student-centered staff. For additional information describing individual units reporting to the vice president for enrollment management and student affairs, please visit:

Admissions: http://www.northern.edu/admissions

Financial Aid: http://www.northern.edu/financialaid

Student Affairs: http://www.northern.edu/studentlife Responsibilities of the Position Reporting directly to the president, the vice president for enrollment management and student affairs (VPEMSA) will be a key member of the senior cabinet driving change and excellence during a period of growth at Northern State University. The VPEMSA provides vision and leadership to build and implement data-driven, strategic enrollment management initiatives designed to support the university’s efforts to recruit and retain an academically strong and diverse student body. Fostering collaborative partnerships across the university to position the institution for future growth; developing enrollment projections and recruitment strategies using an analytical, systems-oriented approach; creating a culture of innovation

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informed by knowledge of trends and best practices; sustaining a division-wide commitment to exceptional customer service; and ensuring the strategic deployment of human, technological and fiscal resources to advance institutional strategic priorities are essential responsibilities of the VPEMSA. Additionally, the VPEMSA will serve as a key ambassador for the institution with external constituents (prospective students and families, local/regional educators and business representatives, alumni and members of the media) and will work closely with academic leaders, financial officers, athletic representatives, student affairs colleagues and marketing and communications experts to shape the messaging and raise the visibility of the outstanding educational opportunities available at Northern. The enrollment management and student affairs division includes admissions, financial aid, educational opportunity programs and a comprehensive student affairs organization that supports a vibrant student experience (residential life, student involvement/leadership counseling, career services, disabilities services, multicultural affairs, student rights and responsibilities, student center and the associate vice president for student affairs). The VPEMSA provides direction and development of the admissions team of eight staff, and manages a leadership team composed of the associate vice president for student affairs, director of financial aid, and jump start advisor. The vice president recommends and participates in the formation of new policies and interpretation of existing policies, as well as guides the planning, execution and analysis of division-wide assessment efforts. Fiscal management responsibilities include oversight of the division’s operational budget of over $3.1 million, and a financial aid budget of $17 million.

Characteristics of the Successful Candidate A progressive professional track record of success advancing admissions and enrollment goals in an accredited college or university environment are required. An understanding of best practices in enrollment management (predictive modelling, strategic analysis of financial aid and retention practices) coupled with the ability to use data-driven decisions to shape recruitment strategies and an unwavering commitment to maintaining excellent customer service in all operations/interactions are essential for success. Additional competencies and experience that will be important in the selection of the VPEMSA include an entrepreneurial/innovative approach to responsibilities; substantive budget management and supervisory experience, including the ability to motivate and build capacity among staff; excellent communication skills; familiarity with student affairs and its role in creating a vibrant campus culture that promotes learning and supports recruitment and retention goals; an ability to work collaboratively with all members of the campus community; and an enthusiastic and engaging personality. The ideal candidate will possess a master’s degree (minimum academic credential) pertaining to higher education administration or related field and also have experience with ERP, CRM and document-imaging systems; possess high facility with statistical analysis; and have a broad understanding of marketing, including the use of social media to drive brand and enrollment goals. Other capabilities and attributes identified as important by Northern State University stakeholders include.

Demonstrate an ability to think strategically;

Exhibit strong, collaborative team-building and relationship-building skills;

Have a track record of success working in, and leading within a large, diverse organizational structure and culture;

Support innovation and creativity—be equipped to draw on prior experience and best practices utilized in both public and private institutions—and unique opportunities that bring forth new ideas to address contemporary challenges;

Work with a sense of urgency;

Bring an understanding of, and deep respect for, public education;

Possess strong fiscal management ability;

Exhibit strong coaching ability and desire to strengthen and elevate the performance of others.

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Likely Opportunities, Priorities and Challenges of the Position

The scope of the VPEMSA’s portfolio is broad and opportunities abound to be a real change agent, shaping the future and culture of the university. The vice president will need to retain a sharp focus on strategic priorities—particularly increasing the recruitment of new undergraduate students. Going forward, there is a need to act with a sense of urgency to develop data-driven plans that will guide recruitment and retention initiatives throughout the entirety of the VPEMSA’s portfolio and ensure these are well socialized throughout the campus community. A strategic recruitment plan that builds on the unique market strengths of Northern State University—including its reputation of excellence in preparing graduates to assume teaching and leadership positions within other educational institutions, its outstanding programs in the fine and performing arts, successful athletic programs, dedicated faculty and Northern’s commitment to each student’s success—must be devised, executed and carefully monitored. Refocusing outreach to include more touches to prospective freshman and sophomore high school students will help build the brand and excitement for the opportunities and tremendous value of a Northern education. The board and senior officers have set their sights on increasing the incoming class of first-year students from the current level of 325 to 400 by 2020. Forging a strong and collaborative partnership with the associate vice president for student affairs is also imperative, as that professional is the key driver of campus life programming and services designed to support a vibrant student experience and achieve retention goals. Additional priorities and opportunities to exercise vision and leadership include:

Strengthen Capacity of Admissions Staff—There has been a high turnover of admissions staff, especially among first-time professionals (a phenomenon that many institutions share with Northern). At Northern, there are a lot of new staff members around the table. These individuals need mentoring and professional development opportunities, as well as scheduled meetings to share information, identify successful practices and monitor success, and receive feedback on their efforts. Given the heavy travel demands placed on admissions representatives, it is especially important to find creative ways to keep the lines of communication open and to recognize individual and collective efforts that contribute to incremental goal achievement. Bringing a coaching style of leadership to bear as these working relationships are nurtured will help staff feel they are contributing in ways that have a profound impact not only on individual students who matriculate to the university, but on the culture and sustainability of the institution itself, which will help immeasurably with staff retention. Making adjustments to the admissions organizational structure as internal talent is developed is anticipated with the potential for promotions for one or more individuals to take on a greater day-to-day management responsibility for office operations and thus afford the vice president greater flexibility to focus on broad, strategic initiatives.

Evaluate the Student Affairs Organization—In close collaboration with the associate vice president for student affairs, examine the current structure and delegation of responsibilities and advocate for creative allocation and maximization of all available resources. As needed to ensure a vibrant out-of-classroom experience that complements students’ academic education and adds value to their residential experience, advocate for additional resources—which will be more plausible as enrollment grows. Currently, the student affairs organization is small and some individuals, including the associate vice president, are performing in multiple capacities. One administrative assistant provides supports to both the vice president and, when possible, to the associate vice president while also carrying responsibility for many other duties, including coordination of all testing and proctoring of exams. Currently, there is no full-time staff presence managing multicultural affairs. (Student health services is outsourced to Avera St. Luke’s, a local health services provider. Campus safety and security is also outsourced to the local Aberdeen police department. Health services and campus safety are treated as auxiliaries and their

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contracts with outside agencies are managed by the vice president for finance and administration.)

Instill a Customer Service Culture—The vice president will need to instill a culture of excellence with regards to customer service throughout the admissions function, as well as other areas, and keep a sharp focus on making every encounter with prospective students, family members, alumni, and other members of the campus community positive. Recruitment success at Northern depends heavily on individual interactions and relationships—every student counts.

Grow the Residential Student Population—Considerable investment is being made to transform the residential living experience for students through the construction of new facilities. With these expanded options comes the goal to increase occupancy, strengthen residential programming and support the university’s shift from a historically “suitcase college” to a more dynamic, residential community where students find opportunities to engage in meaningful leadership initiatives, service opportunities, recreational and social exchanges that propel their interest in remaining on campus throughout the weekends.

Scholarship Offerings—Alignment of Northern State University’s scholarship offerings with enrollment goals is largely governed by the board of regents and foundation policies. An assessment of the WolfPACT scholarship—which provides a guaranteed four-year scholarship to all students meeting ACT score requirements—and building of additional scholarship models will be needed to support enrollment growth. There will be a need to have, or develop, a strong understanding of scholarship rules unique to South Dakota and to work collaboratively with the Northern State University Foundation.

Regional Demographics—Recruiting in traditional markets is proving increasingly competitive as institutions seek to enroll a declining population of graduating high school students. Students are selecting colleges and universities that offer competitive scholarship and financial aid packages and where they will derive the best value from their education investment. The new vice president must build a strategic recruitment process that leverages personnel and technological resources, strengthens and expands traditional feeder markets, mobilizes support from alumni, opens new markets and consistently communicates Northern’s value proposition.

Budget Allocation—The vice president will have to be innovative, creative and entrepreneurial. A knowledge and history of prioritizing resources—personnel, programs, fiscal and technological—to support key institutional initiatives as identified by the president and board of regents will be critical to success

Technology—There will be a need for an assessment of the software system, Ellucian Recruiter, that is in place. As real-time monitoring of the admissions funnel is critically important, there is a keen desire, as expressed by President Downs, to develop a key performance indicator (KPI) dashboard-based model that will inform not only the vice president but other members of the senior leadership team throughout the recruitment/enrollment cycle.

Build Collaborative Working Relationships—The vice president must work closely with the president and provost to build a stronger enrollment management unit and service-oriented campus culture that engages all faculty and staff in support of enrollment objectives. Being transparent with campus partners in sharing timely data concerning recruitment practices, admissions funnel metrics, and yield results will be key to building relationships as well as strengthening campus culture. Faculty in particular like to know that their contributions matter, so providing a feedback process when they volunteer time to participate in open house and other special events that showcase the campus and its academic programs to prospective students will be greatly valued. Working closely with the director of marketing, as well as advancement officers,

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director of athletics and head coaches to better integrate efforts in all of these areas with a strategic enrollment management plan will also be an important priority.

Measures of Success for the Position The following items will define success for the VPEMSA throughout the first year of employment:

Developing Systems and Structure—The development of systems and structures that will facilitate change and growth in enrollment and enhance the student experience should be evident. Systems put into place should be designed with sustainability in mind and be built upon best practices in the use of data analytics;

Trending Upward—There is clear evidence that the institution is trending favorably with regards

to enrollment improvement;

Transparency—There will be transparency with the new systems and policies that will afford faculty and the campus community to be more knowledgeable about enrollment trends and their respective role in continuing to improve and sustain student enrollment;

Creativity and Innovation—The VPEMSA is demonstrating creativity, innovation and an entrepreneurial approach to building the Division of Enrollment Management and Student Affairs;

Resource Allocation—Upon review of personnel, budgets, programs and services, the VPEMSA has demonstrated an ability to appropriately allocate resources to enhance and improve enrollment and scholarship models;

Residential Capacity—The new residence hall, as well as the current campus residence hall system, will move toward reaching full capacity and efforts will be invested in advancing the construction of two new facilities that will replace outdated halls.

Benefits Overview The State of South Dakota offers a comprehensive benefit package that includes the following:

Medical Plans: full cost of health insurance is covered for employee

Vision Plan

Dental Plan

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Hospital Indemnity Plan

Accident Insurance Plan

Short-Term Disability

Flexible Spending Accounts

Health Savings Account

Health Reimbursement Account

Life Insurance

Long-Term Care

Retirement Plan and Tax Sheltered Annuities (TIAACREF, American Funds, AIG, Ameriprise Financial, Waddell & Reed, Fidelity, NY Life, Vanguard, Horace Mann, and AXA Equitable options available)

Employee Assistance Program.

To learn more about employee benefits, please visit http://benefits.sd.gov/default.aspx . Application and Nomination Review of applications will begin February 14, 2017, and will continue until the position is filled. A resume with an accompanying cover letter may be submitted via the Spelman Johnson website at www.spelmanandjohnson.com/open-positions. Nominations for this position may be emailed to Valerie Szymkowicz (vbs@spelmanjohnson.com) or Dell Robinson (ddr@spelmanjohnson.com). Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895.

Spelman Johnson Vice President for Enrollment Management and Student Affairs

Northern State University Valerie B. Szymkowicz, Senior Associate

Dell R. Robinson, Search Associate

Visit the Northern State University website at http://www.northern.edu

Northern State University is an AA/EOE employer.

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.