Golden Gate University Presidential Search Profile

Transcription

1 Golden Gate University Presidential Search Profile The Golden Gate University Board of Trustees has begun the search for its ninth President and invites nominations and applications from persons who will provide exceptional and distinguished leadership beginning summer Golden Gate University (GGU) has been an independent, private, non-profit institution of higher learning for 113 years and is the fourth oldest institution of its kind in California. GGU prepares individuals to lead and serve by providing high-quality, practice-based educational graduate programs in law, taxation, business, and accounting. GGU s strong undergraduate programs are structured for adult students who have some college credits but have not yet completed their degree. In each of its educational programs, GGU provides an innovative and challenging learning environment that embraces professional ethics and diversity. Today, GGU enrolls approximately 5,000 students and represents more than 68,000 alumni. The University s main campus is located in the heart of San Francisco s financial district. Additional small teaching sites include Seattle and Los Angeles. In addition to traditional full-time programs, GGU offers weekend and evening classes. Most degrees, with the exception of those in the School of Law, are offered entirely on-line. ABOUT GOLDEN GATE UNIVERSITY Golden Gate University traces its origins to an evening lecture series started by the San Francisco YMCA during the California Gold Rush in the early 1850s. The first degreeconferring program of the University started in 1901, with the formation of California's first evening law school. Today, GGU continues as a pioneer of adult education. For over a century, GGU has emphasized hands-on learning taught by professionals practicing in their fields. The University is accredited on an institution-wide basis by the Western Association of Schools and Colleges (WASC). GGU s five schools, with a brief explanation of the goals of each school and the year a University degree was first offered, is set forth below: 1. The School of Law (1901) Through a curriculum that blends practical skills training with legal theory, the American Bar Association (ABA) accredited Law School is designed to prepare students to be critical thinkers, problem solvers, and leaders. The Law School s broad-based curriculum is typified by innovative teaching and complemented by nationally recognized programs in tax, environmental law, and litigation skills. Its mission is to produce a diverse group of graduates with the skill, judgment, and moral compass to become exceptional lawyers and socially responsible members of the global community. 1

2 2. The School of Accounting (1908) Committed to being at the forefront of the nation s accounting field, the School of Accounting s goals are to provide a relevant professional educational experience, job placement, internship opportunities, and to ensure that instruction remains leading edge. 3. The Edward S. Ageno School of Business (1908) The Business School s mission is to prepare students for managerial and professional careers in a broad range of business fields through innovative programs that combine theory and practical experience. Its dedicated faculty are both academically and professionally-qualified working professionals. Students graduate with the knowledge, skills, and well-earned confidence needed to succeed in today's evolving business environment. 4. Undergraduate Programs (1933) GGU s undergraduate business degrees are designed to assist the student with previous college credit to complete their bachelor s degree. The educational model focuses on the best blend of professional practice and theory. In addition to the business core, the bachelor's degree programs include a comprehensive general education program with a focus on writing and communication skills, critical thinking, quantitative skills, and the breadth of a liberal arts education with a business viewpoint. 5. Bruce F. Braden School of Taxation (1970) Focused on providing students with practical taxation skills, the School of Taxation has enrolled larger numbers of students in the last 45 years than any other tax program in the nation. It is considered one of the nation s leading tax schools. The University is managed by a self-sustaining Board of Trustees who serve three-year terms. The Chair-elect will begin serving in February Currently, there are 28 board members selected from the worlds of business, law, accounting, taxation, and philanthropy. The majority of trustees are University alumni. GGU s endowment is approximately $70 million in restricted and unrestricted funds. Its annual operating budget is approximately $59 million. Although debt of $38 million can be serviced comfortably today, the University seeks additional funding and capitalization to ensure financial stability now and in the future. For additional information about GGU, please visit its presidential search website: LEADERSHIP PRIORITIES GGU s mission is to prepare individuals to lead and serve by providing high-quality, practicebased educational programs. Currently, 67% of GGU s students are enrolled in graduate business programs, 21% are enrolled in law school and 12% are enrolled in its undergraduate programs. 2

3 As a mission-driven institution, it is essential that the next President appreciate, embrace and strengthen GGU s unique educational model, character, and legacy that includes: A unique blend of faculty. Although it retains traditional, full-time professors, the majority of faculty members in the business schools are adjunct faculty working in their field of expertise. A distinct student population. GGU s business schools cater to the non-traditional, parttime student who is a working professional with an average age of 33. In fact, more than 80% of the students attend classes in the evenings or on-line. Law students fit a more traditional student profile. Most attend the University s full-time day program and their average age is 26. GGU also celebrates a diverse student population: 13% of the students enrolled at GGU are international students from approximately 57 countries, 37% are students of color for many of whom English is not their first language. GGU seeks an inspiring President with an informed vision who is capable of leading the University and its five distinct schools to financial stability and success in the ever-changing, competitive world of 21 st Century higher education. The Board of Trustees and GGU community have set forth the following agenda in an effort to assist the next President in prioritizing his/her leadership: 1. Inspire and Lead Strategic Change Inspiring and leading strategic change will be an essential priority of the President. For over 100 years, GGU has enjoyed a proud legacy of effectively educating students to meet their professional and academic aspirations. Now is the time for GGU to strategically chart its future. The new President will lead GGU to create an inspirational vision and build a strong strategic plan through a collaborative process with GGU senior leadership and stakeholders. 2. Strengthen and Expand Financial Resources and Sources of Revenue As a non-profit academic institution, GGU is currently over 90% tuition-dependent. The University s financial stability and strength will become increasingly important as more institutions of higher education move into the San Francisco Bay Area and competition increases. Thus, it is critical that GGU s President assess, strengthen, and take steps to expand its financial resources and sources of alternative revenue. This includes, but is not limited to, evaluating the best use of current real estate and facilities. 3

4 3. Strengthen Philanthropy Among Internal and External Constituencies Fundraising will be an important priority for the President. In partnership with University Advancement, the President s focus will be to create a culture of giving and stimulate philanthropy among the Board of Trustees, alumni, the President s cabinet, faculty, and the San Francisco Bay Area community. More specifically, the President must actively represent GGU at fundraising functions, drive University Advancement to secure donations and grants, launch the 2020 Comprehensive Campaign, and build the endowment. 4. Nurture, Expand, and Leverage GGU in the San Francisco Bay Area and Silicon Valley Communities GGU has been a valuable member of the San Francisco business community for over a century. It has provided education to thousands of students and helped employers satisfy workforce demands. It also has drawn on the business and legal community for its toprated adjunct professors who bring their firsthand professional experiences into the classroom and provide employment networking opportunities. Thus, the President will be responsible for nurturing, expanding and leveraging GGU s historically strong ties with the San Francisco Bay Area and Silicon Valley business communities in order to strengthen the University s appeal and stature. This includes developing partnerships with corporations, nonprofit groups, and government entities.. 5. Strengthen Enrollment by Reaffirming GGU s Commitment to its Students and to the Changing Landscape of Higher Education The University s unique educational mission and purpose has allowed it to successfully address the needs of primarily non-traditional students for decades. GGU must continue to confidently, intentionally and strategically position itself to attract students and provide them with an exceptional, relevant and distinctive educational experience. The President must lead GGU in anticipating and addressing future changes in the educational landscape in order to act quickly, out-pace competitors, and remain at the forefront of its higher education market. 6. Unify, Inspire and Strengthen GGU s Diverse Academic Community GGU s academic community is unified by a remarkably dedicated team of professionals and a strong faculty who provide high-quality classroom instruction. The President will be responsible for celebrating the unique characteristics of each of its five schools while creating a sense of community across all disciplines, schools and services. 4

5 7. Engage the Board of Trustees in Strengthening the University Members of GGU s Board of Trustees, most of whom are University alumni, are extremely knowledgeable about GGU the school and deeply committed to its mission. The Board Members are generous with their time, energy and resources. The President will be responsible for further engaging the Board in a collaborative relationship establishing best practices in University governance. 8. Continue to Strengthen GGU s Commitment to On-line Education GGU has delivered business education via entirely online courses for many years. Online students now comprise a significant portion of GGU s student body. The next President will lead efforts to enhance GGU s online learning capabilities including implementation of new technologies to remain competitive in this fast-moving field in order to maintain and grow online enrollment. DESIRED PRESIDENTIAL ATTRIBUTES: Generally, the President will demonstrate an enthusiastic commitment to GGU s distinct mission to prepare individuals to lead and serve by providing high-quality, practice-based educational programs for the world of 21 st Century higher education. The President will also passionately embrace the University s unique character and legacy in higher education s primarily adult student market. Interested and qualified candidates from traditional academic settings, as well as those outside the academy, are encouraged to apply. GGU s President will be: A goal-focused and direction-setting visionary. The President must be capable of leading the University in new directions. The President must be proficient at creating and articulating a compelling vision for the University s future and capable of inspiring a diverse group of stakeholders around it. Developing incremental steps and goals for driving the vision s strategic implementation must also be the President s strength. Analytical and capable of critically identifying and assessing the University s current strengths and weaknesses. The President must be prepared to make and implement informed, data-driven, and strategic decisions with clarity of vision and in a manner consistent with GGU s mission and educational priorities. A strong business leader with organizational skills and operational experience in successfully managing a budget at least comparable in complexity and scope to GGU. The President will be responsible for determining the appropriate use of University 5

6 resources and ensuring that the University maintains enrollment and retention goals by being strategically positioned to attract students. A collaborative leader who connects and works well with the University s stakeholders. The President must be capable of inspiring widespread understanding and participation in major decisions affecting the University through open dialogue and transparency. The President must also have a thorough understanding and appreciation of the unique leadership requirements of an academic institution and be capable of effectively balancing decisive leadership with respectful inclusivity. An effective and transparent communicator with excellent written, oral and interpersonal communication skills. The President must be able to build agreement around strategic ideas with the courage to make decisions and take calculated risks after thoughtful analysis. A proven fundraiser. The President must be capable of creating and stimulating a robust culture of philanthropy among a diverse group of GGU stakeholders and work effectively with University Advancement to launch the 2020 Comprehensive Campaign. A leader with an advanced degree who values higher education, teaching, learning and scholarship. In addition, an understanding of the unique trends and challenges affecting ABA accredited law schools is desirable. The President must be constantly engaged in the national conversation around higher education and learning. A team-builder who hires well and values, motivates, inspires and develops others. The President must also establish accountability for performance and engage in thoughtful succession planning. Capable of effectively partnering with the Board of Trustees in establishing best practices in University governance. A confident leader with a professional presence who engages others with integrity, enthusiasm, humility, creativity, and a sense of humor. 6

7 NOMINATIONS AND APPLICATIONS The Presidential Search Committee will begin a review of applications immediately and continue work until an appointment is made. To assure full consideration, applications should be received by December 12, 2014 and include a letter of interest, curriculum vitae and five professional references with addresses and telephone numbers. References will not be contacted without prior authorization from the applicant. Applications and nominations should be sent electronically (MS Word or PDF Format) to ggupresident@agbsearch.com. The search is being assisted by Jamie Ferrare, Ph.D. Managing Principal of AGB Search, jpf@agbsearch.com, , Shannon McCambridge, J.D., L.L.M Consultant, AGB Search, skm@agbsearch.com, , and Anne Hoffman, Consultant, AGB Search, aeh@agbsearch.com, EEO STATEMENT Golden Gate University is an Equal Opportunity Employer and encourages applications from women, minorities, people of color, persons with disabilities, and members of the LGBTQI community. The Immigration Reform and Control Act of 1986 requires that all new employees provide verification of their legal right to work in the United States on their first day of employment. 7