Associate Vice Chancellor and Dean of Students

Responsibilities of the Position

The University of North Carolina at Greensboro (UNC Greensboro) seeks a dynamic and student-centered professional as its associate vice chancellor and dean of students (AVC/DOS).

Reporting to Dr. Cathy Akens, vice chancellor for student affairs, the AVC/DOS serves as a trusted campus leader and as a member of the vice chancellor for student affairs senior leadership team. The successful AVC/DOS will provide strategic direction for the divisions health and well-being programs and oversee student crisis management for the campus community. Consistent with UNC Greensboros commitment to student success, the AVC/DOS manages student concerns that directly impact their persistence, retention, and success at the university.

With an operating budget of approximately $14 million, the next AVC/DOS provides leadership for personnel, budgets, operations, and facilities for the departments under their purview. These departments include: office of the dean of students (including the office of student rights and responsibilities), office of accessibility resources and services, recreation and wellness, military affiliated services, and student health services (including the counseling center). Leading a talented team that advances student success, the AVC/DOS will directly supervise four directors and the associate dean of students.

A successful AVC/DOS will be a visible presence on campus, leading in collaborative and innovative ways to advance the mission and goals of the institution. They must build strong coalitions and relationships with campus stakeholders and undergird important decisions with appreciation for the complex needs of a diverse student body. The AVC/DOS will promote and foster a community of care, and develop and strengthen environments and systems to support student well-being.

Additional responsibilities of the role:

• Provide vision for the creation of new initiatives that advance the division of student affairs (DSA) and the universitys strategic priorities.
• Serve as a member of the vice chancellors senior leadership team and participate in divisional strategic planning, policy development, budgeting, and personnel management functions.
• Manage a team of 110 full-time employees, 240 student employees, and 15 graduate assistants.
• Represent the vice chancellor at select meetings and provide leadership for the division in their absence.
• Oversee policy creation and regulation interpretation related to student behavior and risk mitigation.
• Maintain a visible presence on campus and develop strong working relationships with faculty, staff, students, and community partners that promote student learning and success.
• Engage in ongoing evaluation and assessment of all programs and activities to ensure continuous improvement, alignment with strategic direction, and positive student outcomes.
• Ensure sound systems for student crisis response and follow-up, including providing direction to the dean of students office staff regarding protocols for crisis management, including student deaths, distressed students, family outreach, and campus communications.
• Co-chair the behavioral assessment team.
• Provide guidance to the campus CARE team and serve as a member.
• Serve as liaison to campus ministry groups and the Spartan open pantry.
• Train and advise faculty and staff on identifying students in distress and managing student behavioral concerns.
• Maintain regular communication with university police, counseling, and residential life regarding student matters.
• Provide leadership to select DSA committees and projects, and represent the division on various university committees.
• Attend student meetings, events, and university functions.
• Engage in professional development and professional associations to remain informed about contemporary issues impacting the work and encourage the same among staff.

Qualifications and Characteristics of the Successful Candidate

A masters degree in higher education administration or a related area, and a minimum of ten years of progressive experience in higher education, with at least three of those years directing a department or functional area within student affairs, is required.

A doctorate in higher education administration or a related area, and extensive experience in a dean of students office managing crises, behavioral assessment, and student well-being, is strongly preferred.

In addition to the qualifications stated above, key stakeholders identified the following skills and attributes of a successful candidate:

• Substantial budget oversight experience, including navigating various funding sources.
• Exceptional communication skills, including emotional intelligence and the ability to discern audience, timing, and methods.
• Excellent interpersonal skills, including possessing executive presence, and a commitment to working with individuals from differing backgrounds.
• Demonstrated leadership, sound judgment, political acumen, and discernment during challenging circumstances.
• Committed to a culture of care by fostering meaningful dialogue, collaborative partnerships, and sustained actions that demonstrate empathy and a strong sense of community.
• Proven ability to build and maintain high-performance teams.
• Understands practices and policies related to legal and compliance issues, student conduct, and behavioral intervention.
• Strong grasp of best practices related to student well-being and success.

History of the Position

Dr. Brett Carter will retire from UNC Greensboro after a transformative career in higher education and student affairs. Carter has served as AVC/DOS since 2010 and at the university for nearly 30 years. UNC Greensboro has retained Spelman Johnson to identify their next associate vice chancellor and dean of students.

Opportunities and Challenges of the Role

In transitioning to the University of North Carolina at Greensboro the associate vice chancellor and dean of students will encounter the following opportunities, priorities, and challenges, as shared by key campus stakeholders:

• The next AVC/DOS will be welcomed by an expert team of professionals leading units within this portfolio. The teams commitment to student success, rooted in care and community, will provide the next leader with ample support during their transition.
• Members of the division of student affairs consistently identified the divisions organizational culture as a key factor in their success. The vice chancellor has cultivated an environment in which team members feel valued and appreciated, and see themselves as integral to a cohesive ecosystem committed to one another and to students.
• UNC Greensboro serves a student body that responds quickly to implemented support measures. The AVC/DOS will undoubtedly observe the immediate and tangible impact on students.
• UNC Greensboro prides itself on its diverse student body and impact on social mobility. The AVC/DOS will find supportive colleagues who were drawn to UNCG for their commitment to the mission.
• The outgoing AVC/DOS has served the institution for over 30 years. As a result, the successor must proactively and deliberately establish a visible presence and begin building and sustaining relationships across campus from the outset.
• UNC Greensboro has proudly been named a JED Campus. Currently in year two of a four-year partnership, this designation with the JED Foundation supports campuses in promoting a culture of positive mental health and well-being. The university has encouraged high engagement with this project.
• The new AVC/DOS has an opportunity to exercise leadership as the university updates necessary business processes amid growth. A leader with a growth mindset will anticipate change and support staff through shifts aimed at ensuring sustained success across the university.

Measures of Success

The items listed below will define success for the associate vice chancellor and dean of students throughout their first year of employment:

• Established themselves as a trusted resource across the campus for university administration, faculty, staff, and students.
• Cultivated strong working relationships and rapport with direct reports and continuously demonstrates the ability to maintain a unified community-oriented team.
• Viewed as a visible administrator who regularly attends events, convenes collaborative opportunities, and remains accessible to students, staff, and faculty.
• Seen as a student advocate who champions a deepening culture of care and sense of belonging.
• Consistently provides honest yet caring feedback to students and staff and is trusted for their discernment and strong decision-making, during times of crisis and in day-to-day operations.
• Viewed as an engaged and trustworthy member of the senior leadership team, contributing to key division and university strategic priorities.

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