University of California

Transcription

1 University of California EXECUTIVE DIRECTOR EDUCATION ABROAD PROGRAM LEADERSHIP PROFILE March 2010 Prepared by Jean Dowdall, Ph.D. Robin Mamlet WITT / KIEFFER

2 THE OPPORTUNITY The University of California seeks an Executive Director for its nationally recognized Education Abroad Program. This position offers a unique opportunity for an experienced and entrepreneurial leader in international education with a record of academic accomplishment and commitment to academic excellence. Inquiries, nominations and applications are invited. The University of California Education Abroad Program (EAP) is the Universitywide international exchange program. Serving all ten campuses, EAP supports the mission of the University of California through instructional activities and exchange relationships around the world. Each year EAP sends over 4,000 students to 250 programs in 33 countries around the world; and brings approximately 1,300 international undergraduate and graduate reciprocity students from 120 partner universities to study on UC campuses. EAP provides the opportunity for students to become international citizens. Through study abroad, students gain skills necessary for success in the global environment and become prepared for their careers in our rapidly changing world. The Executive Director will lead the process of maintaining the program s academic excellence while completing its transformation to a financially self-sustaining business enterprise. The Executive Director has a full range of leadership responsibilities, including program planning and oversight, supervision of program staff, and developing a University response on international policy issues affecting the Education Abroad Program. The Executive Director will also play a vital role in the development and implementation of the University s international strategy. The Executive Director is responsible for ensuring that all EAP programs meet the standards of academic quality set by the Universitywide Academic Senate. Through a variety of monitoring instruments, including annual surveys of all student participants and periodic evaluations of each program conducted by UC faculty review committees, s/he ensures that each program's curriculum, instructors, and grading standards meet all of UC s academic requirements. The Executive Director acts promptly to remedy problems that jeopardize a program's academic quality, including recommending suspension or closure of a program, in consultation with the appropriate Academic Senate committee. In response to inquiries by Academic Senate or partner institutions, s/he also initiates actions that result ultimately in the establishment of new programs. The Executive Director reports to the Vice Provost, Academic Planning, Programs and Coordination. The Executive Director is also responsible to a Governing Committee which has oversight of the EAP program, and works in close collaboration with the Academic Senate including its University Committee on International Education (UCIE) and on Planning and Budget (UCPB) as well as with campus-based EAP offices. In leading the program, the Executive Director also works closely with state, local, and federal governmental agencies; WITT / KIEFFER 2

3 partners from the business community; and with leaders from government, the private sector, academia, and partner regions worldwide. Interested individuals should provide a letter describing their interest and experience in the context of the position expectations, a curriculum vitae, and the names of five references with phone numbers and addresses. References will not be contacted until candidates have been notified. These materials should be sent by to the consultants, Jean Dowdall, Ph.D., and Robin Mamlet, at UCEAP@wittkieffer.com. Items that cannot be ed may be sent to the consultants at Witt/Kieffer, 2015 Spring Road, Suite 510, Oak Brook IL Confidential inquiries can be directed to them at (630) Review of applications will continue until the position is filled. For full consideration, materials should be received by April 30. The position is available in Summer 2010 or as soon thereafter as possible. More information about UC is at Information about EAP is at Documents of particular relevance have been assembled on a search website at Candidates are strongly encouraged to review these documents before preparing their materials. THE EDUCATION ABROAD PROGRAM AT THE UNIVERSITY OF CALIFORNIA: MISSION AND CURRENT ISSUES EAP s core mission as a formal University instructional program is to serve as an agent of change: specifically, to help transform UC students into competent, effective, and responsible global citizens. Faculty and administrators share the conviction that international visibility and engagement is crucial to achieving the University s research, instructional, and service missions. A recent Task Force Report recommended the following reformulation of the mission, providing greater detail about EAP activities: The mission of UOEAP is to provide students with international learning opportunities to enhance their academic experience and to prepare them to be effective and responsible citizens of an increasingly interdependent global society. UOEAP coordinates summer, semester and year-long study abroad programs which combine high-quality academic experiences with immersion in the local culture; provides pre-and post-departure activities designed to help students gain the most from their international experiences; sponsors exchanges with international students; and coordinates the efforts of individual campus UOEAP offices. There are a number of elements of EAP s academic programming that offer particular educational value to EAP participants and significant return on investment to other EAP stakeholders, and must therefore be considered central to EAP s mission: WITT / KIEFFER 3

4 Strong and active UC faculty oversight; Academic integration into degree programs; The special value of EAP as a collaborative trans-campus program; Immersion programs; Research, internship and community service opportunities; Exchange programs that internationalize UC campuses; Language and culture programs; Special focus programs (e.g., programs that attract constituencies of UC students who have not traditionally participated in EAP programs or would not otherwise be able to participate). The academic excellence of EAP s academic programming is well established. The principal challenge EAP faces in supporting its activities is to ensure that they are also subject to high standards of efficiency, cost-effectiveness, and accountability. Fiscal reforms became the focus of attention in fall 2005 in response to a one-time deficit; the cost of doing business significantly exceeded revenues. A variety of concrete steps were taken to bring revenues and expenditures into balance, including comprehensive financial controls, cost saving business systems, and a revenue model that is based on the fees paid by students who participate in the program. The latter is particularly important for the program s long-term financial success because it protects it to a large extent from the annual variations in the state s support. Prior to 2009, the program was funded entirely by central subsidy. Going forward, its revenues will reflect its attractiveness to students. As a consequence of these and other measure, the deficit had been corrected and the program is poised to succeed academically as well as financially under its new Executive Director who will continue to exercise rigor in controlling costs while also focusing active and entrepreneurial attention on opportunities for growth and new revenues. Organizational and physical location of EAP: The EAP offices are located in Goleta, California, close to the UC Santa Barbara campus. The city of Goleta is located in southern Santa Barbara County's Goleta Valley on the central coast of California, approximately eight miles northwest of Santa Barbara and 90 miles north of Los Angeles, between Los Padres National Forest's Santa Ynez Mountains and the Pacific Ocean. The former farming region has been transformed into a high technology research area and an urban bedroom community. Often referred to as "Silicon Beach," Goleta Valley today is characterized by high technology, including diversified electronics, telecommunications, and remote sensing manufacturing industries. Organizationally, EAP reports to the Office of the President (known as OP or UCOP and headed by President Mark Yudof) in Oakland. The Executive Director reports to the Vice Provost for Academic Planning, Programs, and Coordination (Daniel Greenstein) within the Office of the Provost and Executive Vice President for Academic Affairs (Lawrence H. Pitts). This WITT / KIEFFER 4

5 relationship reflects its historic development and the fact that until recently the program was funded almost entirely by a central fund subsidy distributed by UCOP. As EAP transitions to a funding model based on the fees of participating students, and as its new Governing Committee grows into its oversight role, this central administrative location is no longer deemed essential. Further, there are very real advantages that may result from a campus location, for example, where the program could draw directly upon infrastructure and expertise not available at the system s administrative offices, yet essential to the success of an academic program. Accordingly, the Governing Committee is exploring the possibility of relocating the responsibility for managing EAP to a single campus. In so doing, it is drawing upon models successfully established for other campus-based system-wide entities multi-campus instructional and research programs, for example. Such entities operate under the general direction of UCOP but delegate day-to-day operations and decision-making to a director, with important support functions based on a campus. While the relocation of administrative responsibilities would certainly change the Executive Director s reporting relationship, it would not change his/her responsibilities or diminish his/her salary. Further, while the program s physical relocation would be a possibility, it appears at this stage to be a remote possibility. STRUCTURE AND GOVERNANCE OF EAP Approximately 150 people are part of the EAP team. Reporting directly to the Executive Director are approximately 71 staff in the following offices: Academic Programs, organized into four world regions, each with a director and six or seven staff; Budget and Finance; Human Resources; Reciprocal Exchanges; Information Technology; Planning and Outreach. EAP offices (or units functioning similarly) are located on nine UC campuses, typically headed by a faculty Campus Director and an Administrative Director. The EAP offices are typically located with the international office and these units are responsible for recruiting UC students interested in studying abroad, and assisting them to identify the programs that best meet their needs (either EAP programs, programs of other universities, or third-party provider programs). These units report to campus administrators based on the respective campuses, not to the EAP Executive Director, but because they have a key function in recruiting students, relations with these offices are clearly of great importance. WITT / KIEFFER 5

6 EAP administrative offices overseas (also known as study centers) are located in each of the approximately 30 countries where EAP has programs. Leadership and administrative arrangements of these offices vary greatly from site to site and include UC faculty directors on two-year full appointments, professional staff hired locally, and faculty and/or professional staff from partner universities, serving either full-time or part-time. The UC governance system is linked to EAP in several ways. Responsible to the Governing Committee. A Joint Senate-Administrative Task Force Report on the EAP submitted in May 2009 recommended the establishment of a Governing Committee. Its purpose is to provide oversight of the EAP, to advise on the program s strategic, financial, and organizational direction, and to provide administrative review for the performance of the program and the Executive Director. It includes representation from the Academic Senate, and is involved in the selection and evaluation of the Executive Director. Works in close collaboration with the University Committee on International Education (UCIE) of the Academic Senate. Works in close collaboration with the University Committee on Planning and Budget (UCPB). THE ROLE OF THE EXECUTIVE DIRECTOR The following position description has been developed by the University, detailing the significant role of the EAP Executive Director for strategic leadership, management, and policy with regard to international matters. 1) Strategic leadership and program development (30%): The Executive Director is responsible for the successful ongoing operation of its high-quality academic programs and for the development and implementation of the program s strategic and business plan. In this regard s/he will: Strengthen the program to ensure that it continues to provide high quality offerings that meet the approval of UC departments and Academic Senate committees*; fulfills the interests and ambitions of participating students; and is rated highly by UC/EAP alumni; Demonstrate innovative thinking in developing a 21 st century strategy for this important University program; position the program so it provides the highest quality programs that are designed to respond to student interest, and are competitive in the academic marketplace of study abroad programs offered by other universities and private entities; WITT / KIEFFER 6

7 Develop the program s resources through student fees and other means so it provides the highest quality offerings to UC students at a competitive price; Develop and implement strategic academic and business plans that ensure study abroad opportunities are available and accessible to a diverse range of UC students; Participate in national and international associations and initiatives as appropriate for the Executive Director of a leading, world-class study abroad program, staying abreast of industry trends and issues, and representing the University of California. *Academic program development is subject to the oversight of the Universitywide Academic Senate. 2) Program, staff, and budgetary management (40%): The Executive Director has a broad set of responsibilities commensurate with a complex international program. S/he: Manages a budget of $21 million made up largely of the fees that participating students pay toward their study abroad programs, and ensures efficient and effective business and administrative operations of EAP programs; Manages a team of 150 people located in EAP s Universitywide headquarters and around the world, including faculty, students and staff; conveying a vision for this team and instilling values and expectations appropriate to the implementation of an academically sound, efficient, effective, and high quality program that involves academic content, student services, and safety and security issues; Develops and maintains an appropriate range of study abroad opportunities for UC students, focusing in particular on programs that add significant value to campus offerings, working with qualified third-party providers and foreign institutions where appropriate; Negotiates contracts, memoranda of understanding, and partnership agreements with universities abroad and collaborations with other study abroad programs; Markets EAP programs aggressively and recruits students to participate in them; oversees market research that ensures the program is responsive to trends in this increasingly crowded and competitive industry; Oversees student support services including those designed to ensure the safety and well being of students studying abroad in EAP programs. WITT / KIEFFER 7

8 3) Policy development, implementation, and interpretation (20%): The Executive Director provides collaborative leadership in developing and implementing UC s policy in the education abroad arena. This entails significant understanding of a broad range of policy issues and how such issues could affect the University of California s overall international strategy, and/or its faculty, staff, and students. The Executive Director: Advises the Academic Senate, Universitywide and campus leadership on key policy issues and trends and patterns in international education, on roles for the University, and on national initiatives impacting EAP; Develops EAP policy within the context of UC s long-range planning goals; and directs the development of communications related to international education, promoting and providing avenues for open communication on EAP policy issues within the University community; Advises in the development of messaging and communications strategies to explain the University s position on international issues affecting EAP as they arise, highlighting to the public and other key University constituents the university s missions vis-à-vis its international education efforts. 4) Contributing to the University s International Strategy: 10% As a senior leader in the University with responsibility for a large international program, the Executive Director will: Promote UC academic programs to our partner universities and support the educational activities of reciprocity students at UC campuses; Contribute to the development and realization of the University s international strategy and of the partnerships both at home and abroad that enable it to leverage the University s strength in an international setting; Collaborate closely with Chancellors, Executive Vice Chancellors, Deans, and the Academic Senate to promote an international perspective in the University s major academic and other programs; Work closely with state, local, and federal governmental agencies; partners from the business community; and with leaders from government, the private sector, academia, and partners worldwide to provide students with the skills necessary for success in the global environment and become prepared for their careers in our rapidly changing world. WITT / KIEFFER 8

9 OPPORTUNITIES AND EXPECTATIONS FOR LEADERSHIP The new Executive Director will be asked to address the following leadership challenges and opportunities, and will be evaluated on the basis of success in these areas: Maintain the core of excellence of the 49-year old Education Abroad Program at UC: Success will be measured by student participation, student satisfaction, breadth and quality of academic course offerings, and high profile of partner institutions; Shape program offerings: Meet the expectations of the Academic Senate with regard to the quality, scope and breadth of academic program offerings while remaining competitive in a crowded marketplace for study abroad. Bring innovative and entrepreneurial leadership to the task of building programs of the highest quality that respond to student interests and compete with the growing array of study abroad programs offered by others; Develop a self-sustaining business model: Complete the program s transition from a centrally supported program to one that is largely fee-based, achieving a financially viable and self-sustaining business model; Develop program staff: Effectively manage the program unit in a way that increases professional development opportunities, maintains and enhances staff morale, recognizes and appreciates diversity, and provides staff with opportunities for cross-training and professional and career development. QUALIFICATIONS The University of California is seeking a dynamic academic leader who is highly competent in both academic and strategic management dimensions of this flagship program. The following qualifications are required: Academic accomplishments: Ph.D., Ed.D. or comparable terminal degree; faculty members with the necessary experience are encouraged to apply. Exceptional candidates with a Master s degree in administration, public policy, or international study who have clearly demonstrated success in managing self-supporting academic programs will be considered; Professional experience: At least five years of relevant work experience in an academic, non-profit, or for-profit organization; at least five years in a leadership position that includes presiding over an academic program at a college or university level; high level understanding of trends in higher education in general and of undergraduate education in WITT / KIEFFER 9

10 particular; International experience: At least five years experience in international education, whether as a faculty member or program administrator; in-depth knowledge of the current marketplace for international education; Strategic and budget skills: Demonstrable skill in strategic, academic program, and business planning and implementation; experience managing complex budgets that support a variety of programs and activities; Resource development sills: Demonstrable skill in resource development; Effectiveness in shared governance: Ability to work well and productively in the University s environment of shared governance; Personal qualities: Superior interpersonal, cross-cultural, oral and written communication skills; Appreciation of diversity: An appreciation for the mission and responsibilities of a university serving a multi-ethnic state, and demonstrated commitment to diversity. In addition, the following qualifications are preferred: Familiarity with market research: Broad understanding of institutional and market research and its functions in the development of viable academic programs; Familiarity with the University of California: Broad understanding of policy and practice at the University of California. PROCEDURE FOR CANDIDACY Inquiries, nominations and applications are invited. Interested individuals should provide a letter describing their interest and experience in the context of the position expectations, a curriculum vitae, and the names of five references with phone numbers and addresses. References will not be contacted until candidates have been notified. These materials should be sent by to the consultants, Jean Dowdall, Ph.D., and Robin Mamlet, at UCEAP@wittkieffer.com. Items that cannot be ed may be sent to the consultants at Witt/Kieffer, 2015 Spring Road, Suite 510, Oak Brook IL Confidential inquiries can be directed to them at (630) WITT / KIEFFER 10

11 Review of applications will continue until the position is filled. For full consideration, materials should be received by April 30. The position is available in Summer 2010 or as soon thereafter as possible. As noted above, more information about UC is at Information about EAP is at Documents of particular relevance have been assembled on a search website at Candidates are strongly encouraged to review these documents before preparing their materials. The University of California is an Affirmative Action/Equal Opportunity Employer The material presented in this position specification should be relied on for informational purposes only. This material has been copied, compiled, or quoted in part from University of California documents and personal interviews and is believed to be reliable. Naturally, while every effort has been made to ensure the accuracy of this information, the original source documents and factual situations govern. WITT / KIEFFER 11