Vice President of Student Affairs - Prince George's Community College - Prince George's Community ...
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Vice President of
Student Affairs
Prince George’s Community College
1
P
rince George’s Community College (PGCC) announces the continuation of its search for
its next Vice President of Student Affairs (VPSA) to fill this critical and influential position
with a qualified person who truly understands and appreciates the essence of the College.
This includes its rich history as a predominantly black institution, an abiding passion for the
success of all members of the PGCC community, and optimism about the promise of the future for its
graduates and community members. In light of our core commitment to facilitating an extraordinary
student experience and the lessons learned from the Covid-19 pandemic, the questions for the next
VPSA to answer are: How will you improve a comprehensive, student-ready, learning-centered system
for student affairs, and how will you lead that effort?
The Opportunity a steadfast focus on the College’s mission and
Our new president, Dr. Falecia D. Williams, joined extraordinary service to students.
Prince George’s Community College in August The Vice President of Student Affairs will report
2020. She is engaging the College’s internal com- directly to President Williams, serve as a member
munity and external stakeholders in developing a of the Senior Team, represent the College’s posture
new vision and strategic imperatives for the work. on the student experience in state-level meetings,
It is an exciting time for the College, characterized and operate as a trusted advisor and advocate for
by new energy, a progressive outlook, an intentional the highest quality for student services. The ability
focus on student success and equitable outcomes, to cultivate and sustain positive relationships with
and a hunger for dynamic partnerships and systems staff, campus leaders, and peers, coupled with an
to strengthen our organizational effectiveness. unwavering passion for the mission of community
Prince George’s Community College seeks college, will be prominent in the chosen candi-
a strategic, visionary, transformative, inclusive, date’s portfolio of achievements.
decisive leader with the ability to foster innova-
tion, design systems, maximize collaboration, and
strengthen the execution of the work through Student Affairs at Prince
and with colleagues. The ideal candidate has held George’s Community College
progressively responsible leadership roles Student Affairs is comprised of six administra-
with demonstrated experience tive units: Student Affairs Operations, Enrollment
building strong teams and Management, Academic and Career Advising,
infrastructure focused on Financial Aid, Student Success & Engagement,
student success, equity and Athletics. The staff and administrators within
and inclusion, and Student Affairs strive to promote an environment
professional that allows students to succeed and complete their
excellence. educational goals. This past year, the team focused
The successful on the entire student experience from the front-
candidate will door to graduation and beyond.
be a proven leader The direct reports for the Vice President of
with solid experience Student Affairs are:
leading and navigating • Executive Associate II
change while fostering • Director for Athletics
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• Director for Student Financial Aid • Design, imple-
• Director for Student Affairs ment, and maintain
• Dean for Student Enrollment Services an organizational
• Director for Student Academic Planning and structure to effectively
Career Readiness accomplish the division’s
• Dean for Student Success and Engagement goals and objectives,
ensuring they align with
Principal duties and responsibilities of the Vice institutional goals. The VPSA
President of Student Affairs include: oversees the recruitment,
• Advise and assist the president and senior lead- training, supervision, profes-
ership team in addressing College issues, policies, sional development, and evaluation of
and strategic plans related to complex student the division’s professional and student staff.
issues and concerns, emerging trends in student • Maintain a visible and engaging presence
life and student affairs in higher education, as at PGCC’s main campus and satellite locations
well as crisis situations in light of Covid-19. with external constituents, stakeholders,
• Establish and implement short- and long- and students, becoming the “face” of
range goals and objectives, strategic plans, Student Affairs.
policies, and standard operating procedures in • Manage the division’s resources and budget,
student affairs that are aligned and integrated ensuring the appropriate use of government
to promote the academic success of students funding (local, state, and federal) and funding
in credit and noncredit programs. from other external sources.
• Collaborate across divisions and with other • Ensure that student conduct, development,
vice presidents to support the College’s and student-related policies and services
mission and student success by leveraging comply with federal, state, and local laws,
available resources. rules, and regulations, including the Clery Act,
Title IX, and ADA/504.
Prince George’s Community College is one of 16
“There’s something special about
community colleges in Maryland that are compre-
Prince George’s Community College. hensive, open-admission institutions with afford-
We have a proud 62-year legacy, able tuition. The College’s main campus is in Largo,
and five additional locations within Prince George’s
with a focus on all who seek to learn, County offer degree, certificate, and continuing
including underrepresented and education programs conveniently close to where
students live and work. The annual total undupli-
non-traditional students.”
cated headcount in FY 2020 was 33,280, an 11%
– President Falecia D. Williams, Ed.D. drop from the 37,411 in FY 2019.
The College was initially accredited by the
Middle States Commission on Higher Education in
• Foster greater student engagement through 1969. It received reaffirmation of its accreditation
healthy and thriving organizations that are in June 2015 along with more than 20 commen-
diverse in scope and mission, including aca- dations reflecting the College’s ongoing commit-
demic, Greek, international, multicultural, ment to student success. Based on the new 8-year
leadership development, political, professional, timeline, the next accreditation review is scheduled
recreational, and service organizations. to occur in 2023.
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The system of governance at Prince George’s engagement, and strategic partnerships that inspire
Community College is one of a collaborative nature educational, career, and personal success.
grounded in integrity, transparency, and respect.
Myriad bodies are involved in the governance Mission
system, and they have distinct roles as iden- Prince George’s Community College provides afford-
tified by formal recognition in the College able, high-quality learning experiences that support
Code of Policies. This includes, but is not personal, professional, and educational development
limited to, representative constituency for diverse populations, contributing to the economic
groups such as faculty, students, admin- equity and cultural vibrancy of our community.
istrators, professional staff, technical and
support staff, and American Federation Strategic Goals
of State, County and Municipal Strategic goals are intended to focus the institution
Employees — Local 1646. in a manner that will facilitate its ability to leverage
With student success strengths and resources that best serve its mission for
a high priority, the the period defined by this strategic plan. They include:
College became a • Student Success: Creating and sustaining
Pathways institution in optimal conditions for students to design and
2015 to help students achieve academic, career, and personal goals.
reach their goals with • Regional Impact: Driving strategic partnerships
certainty. The program lays out to identify and respond to the region’s present
the specific sequence of classes and future priorities.
needed to reach 10 academic goals, • Organizational Excellence: Creating and
saving students time and money. A Promise sustaining agile, effective, and efficient institu-
Scholarship program developed in partnership with tional synergies.
Prince George’s County funds student tuition and
fees not covered by other scholarships or grants,
removing any financial obstacles for those seeking The College’s Values
higher education.
The campus itself is the site of three new state- Excellence – We strive to ensure quality outcomes
of-the-art facilities that have opened in recent through rigorous learning experiences designed to
years. They include a Center for Performing Arts, develop the mind and build character through civic
a Culinary Arts Center, and a Center for Health engagement and service-learning.
Studies. In addition, a number of renovations and Our Actions:
expansions have been completed, and an $87.5 • We are proactive, not reactive.
million project is currently underway to provide • We handle and fix problems (not just pass
high-tech classrooms for students at Marlboro Hall them on).
when it reopens in July 2023.
Success – We believe all individuals have the
potential to realize their goals.
The College’s Vision, Mission, Our Actions:
and Strategic Goals: • We set high expectations for our
colleagues and ourselves and hold each
Vision other accountable.
Prince George’s Community College is the region’s • We support innovation and act boldly to be a
premier center for innovations in learning, community better Prince George’s Community College.
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Diversity – We promote opportunities to expand Bureau, U.S. Internal Revenue Service, NASA-
our worldview through exposure to and a Goddard Space Flight Center, U.S. Department
greater understanding of all peoples, cultures, of Agriculture, National Maritime Intelligence
and lifestyles. Integration Office, National Oceanic and
Our Actions: Atmospheric Administration, U.S. Food and Drug
• We collaborate across the College – under- Administration, and U.S. National Archives and
standing we all bring something to the table Records Administration. A major partner in edu-
(we are all in this together). cation, Prince George’s County Public Schools
Respect – We treat every person with the same
humanity, courtesy, and civility that we expect
for ourselves.
Our Actions: “This College really invests in students
• We model the behavior we expect. to make sure they can continue to work
• We agree and disagree in responsible ways.
toward their educational goals.”
Professionalism – We believe all individuals will – Paulette Foxx-Dawodu,
approach their responsibilities ethically, fairly, and Technology Client Support Services
with high standards.
Our Actions:
• We manage our College resources responsibly.
• We respond to all communications in a
timely manner. serves 130,000 students and is the second-larg-
• We work with our colleagues to set expecta- est system in the state and the 17th largest in the
tions for which we can be held accountable. nation. The University of Maryland College Park,
the flagship institution; Bowie State University,
Lifelong Learning – We promote learning and the first historically Black college in Maryland; and
development at all stages of life. We believe learn- the University of Maryland Global Campus, for-
ing takes place at all times, both inside and outside merly UMUC, are located within 8 miles of Prince
of the classroom. We honor and embrace all forms George’s Community College and serve as three
of learning, both formal and informal. of the top transfer universities.
Our Actions: The County continues to grow its commitment
• We change, grow, and adapt. to economic vitality and residents’ well-being
through such employers as Verizon, United Parcel
Service, Giant Food, Safeway Foods, Adelphi
About Prince George’s County Laboratory Center, Gaylord Resort and Convention
With 908,670 people, Prince George’s County Center, MGM National Harbor, University of
is the second most populous county out of 24 Maryland Capital Region Health System, Doctors
in the state of Maryland. In 2019, the median Community Hospital, and Medstar Southern
family income of Prince George’s County house- Maryland Hospital Center. Additionally, 95% of all
holds was $84,920 ($6,000 above the national businesses identify as small businesses, and more
median family income for the United States than 4,000 nonprofit organizations are based in
in FY 2020). The 500-square-mile jurisdiction Prince George’s County. Combined, these busi-
is home to federal agencies that include Joint nesses and others account for a workforce of
Base Andrews and Air Force One, U.S. Census 515,000 employees.
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Leadership Agenda for the Use equity-minded
Vice President of Student Affairs practices and design.
The Vice President of
The Vice President of Student Affairs will: Student Affairs will be
committed to equity-minded
Provide strategic and visionary leadership. practices and design across
As a member of the College’s senior leadership programs and services that
team and chief student affairs officer, the Vice lead to positive change and
President of Student Affairs will articulate a com- productive outcomes for
pelling, bold, and innovative strategic imperative students, employees, and
for the student affairs area focused on building a partners. The College’s demographic
knowledgeable, versatile team and nimble, effec- data indicate a diverse student body based
tive service model designed to improve the student on race/ethnicity, age, gender, socio-economic
experience and core operations for a complex and status, and veteran status, including more than
distinctive portfolio of programs and services. The 50% of students considered first-generation.
ability to authentically assess the environmental “First-gen students” have unique support needs
context, performance data, operational effective- similar to those who are underrepresented and
ness, and barriers to success will be fundamental to English language learners. The successful candi-
designing and executing sustainable and progres- date will embody a strong vision for advancing
sive models across all aspects of student services. justice, equity, diversity, and inclusion in partner-
ship with the College community.
Codify learning and holistic student supports
as core pillars of student affairs. Champion a student-engaged community
The Vice President of Student Affairs will relent- and enriched campus life.
lessly pursue the highest levels attainable for Prince George’s Community College is a commuter
learning and student success outcomes within institution serving a very diverse student popu-
the student affairs area and in partnership with lation distributed across multiple locations with
academic affairs and all areas of the College. varied needs and interests. The Vice President of
The importance of working collaboratively with Student Affairs will need to offer fresh insights for
President Williams, the Senior Team, direct reports, actively and effectively engaging students beyond
leaders across the College, and students to max- their classes in ways that build their agency and
imize the College’s responsiveness to achieving promote the completion of their educational and life
equitable outcomes is paramount. Being well goals. The Vice President of Student Affairs has the
versed in programs and services that mitigate opportunity to envision post-pandemic systems for
academic and non-academic barriers to student strengthening students’ intellectual, emotional, phys-
success is critical. This leader will embrace ical, social, and career growth through co-curricular
learning and holistic student sup- partnerships, programs, and services.
ports within the bevy of
innovative, promising Foster deep engagement and exceptional
practices deployed to responsiveness to students.
strengthen outcomes As the face and voice of the Office of Student
in enrollment manage- Affairs, the Vice President of Student Affairs will
ment, academic advis- possess excellent communication skills, both
ing, engagement, reten- written and oral, and the ability to engage and
tion, and completion. inspire staff, faculty, administration, academic
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affairs, enrollment management, and senior Qualifications and Desired
members of leadership to achieve meaningful Characteristics of the New
systemic change that supports and advances the Vice President of Student Affairs
goals of the College, specifically student access, The Vice President of Student Affairs will have a
retention, persistence, and completion. Crafting, distinguished record in student affairs in higher edu-
conveying, and championing the critical narrative cation, preferably in a community college or similar
for engaging students with care, concern, and con- learning environment. This individual will have a deep
scientiousness is an essential aspect of the work. commitment to serving the total needs of a diverse,
The next leader will vigorously inspire the College’s urban/suburban, multi-generational community of
ongoing attention to this need. learners to support the attainment of their educa-
tional and career development goals and objectives.
Promote professional growth and achievement The ideal candidate must have the following profes-
through development, training, and mentoring. sional qualifications and personal attributes:
The skills, competencies, and accomplishments • An advanced degree, with an earned doctorate
of staff, including front-line employees, should be required, in higher education, management,
recognized, valued, rewarded, and relied upon as administration, leadership, or a related field.
subject matter experts. Similarly, all staff must • Adherence to the highest ethical standards,
engage in lifelong learning for professional values, and principles, including honesty,
growth and mastery. The Vice President integrity, trustworthiness, and discretion.
of Student Affairs will acknowledge the • A demonstrated understanding of and com-
importance of mentoring, help colleagues mitment to the mission and philosophy of
discern appropriate career pathways, community colleges in the 21st century, which
and develop systems for ongoing emphasizes both academic study and career
professional growth through preparation for the world of work.
workshops, retreats, par- • A demonstrated commitment to excellence
ticipation in professional in education, training, and development, both
organizations, profes- inside and outside the classroom, for student
sional certification, development, empowerment, and success. This
education and training, should include a record of using technology
and other external opportu- effectively (for conducting student and com-
nities to increase achievement, munity forums, virtual staff meetings, academic
retention, professional engagement, advising, office hours, proctoring exams, etc.)
productivity, and enjoyment. and implementing creative and innovative pro-
gramming and services that promote student
Demonstrate knowledge and experience development, success, and wellness.
with legal issues in higher education. • A record of progressive leadership responsi-
As higher education has been faced with an bilities and substantive senior-level adminis-
increasing array of complex legal matters, there is a trative experience in a complex student affairs
need for both knowledge and experience with Title division in higher education. Evidence of using
IX, FERPA, ADA, and the Clery Act. The sensitivity, data to make decisions and assess the efficacy
professionalism, and confidentiality necessary for of student affairs programming and services.
addressing these issues and underlying topics such • A history of being collaborative, visible, and
as the student code of conduct, sexual harassment, relatable to students, institutional leadership,
and disability accommodations are ethical impera- faculty, alumni, and other stakeholders.
tives for the Vice President of Student Affairs. Also, proven skill in fostering collaborative,
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consultative, and meaningful partnerships The search is being assisted by:
between student affairs, academic affairs, and Dr. Wayne Wormley and Joy Yablonsky
other institutional constituents and stakehold- of AGB Search
ers that advance student success.
• Strong interpersonal skills, including the ability Nominations and inquiries may be directed to:
to communicate effectively in both written • wayne.wormley@agbsearch.com |
and oral forms, and those required to be an (215) 432-7913
engaged listener. • joy.yablonsky@agbsearch.com | (215) 934-1386
• A demonstrable ability to engage students
(both credit and noncredit) to seek their input Application materials should be submitted
on an ongoing basis and be mindful of the electronically (in Adobe PDF or MS Word) to
unique needs of the diverse student popula- PrinceGeorgesCC_VPSA@agbsearch.com
tion of PGCC. and include:
• The ability to establish, encourage, and foster • Cover letter responding to the “Leadership
an environment of respect, recognition, and Agenda for the Vice President of Student
inclusion of diverse backgrounds and per- Affairs” in this profile.
spectives as demonstrated through a record • Complete resume or curriculum vitae.
of success in advancing diversity, equity, and • Contact information (email and phone) for
inclusion initiatives on a college campus. five professional references, none of whom
• A clear commitment to mentoring and devel- will be contacted without prior knowledge
oping staff for ongoing professional growth and permission of the candidate.
and development.
• Demonstrated financial acumen; effective All nominations, inquiries, and applications will
human resource, financial, and organizational be received and evaluated in complete confidence;
management experience; and the ability to references will not be contacted without the candi-
respond to fiscal limitations and other chal- date’s expressed permission.
lenges collaboratively and creatively, especially
in light of Covid-19.
• A record of compliance with state and federal
laws, rules, and regulations, including knowl- “We leverage all of Prince George’s
edge of the Clery Act, Title IX, ADA, etc.
Community College assets
and point them to
Procedure for Nomination and Application greater impact.”
For full consideration, all application materials
should be received by May 14, 2021. The Search – June Evans, Innovation Hub.
Committee for the Vice President of Student
Affairs will begin reviewing applications on May 18,
2021, and will continue until the position is filled.
Nominations and expressions of interest are
encouraged and will be accepted through the
application deadline. An appointment is antici-
pated by late June, with an anticipated start date
of August 1, 2021, based on the successful candi-
date’s current commitments.
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Equal opportunity employment has been, and will
continue to be, a fundamental principle at Prince
George’s Community College, where employment is
based upon personal capabilities and qualifications
without discrimination because of race, color, creed,
gender identity, religion, sex, age, national origin,
disability, sexual orientation, or any other charac-
teristic protected by law. This policy applies to all
policies and procedures relating to recruitment and
hiring, benefits, termination, and all other terms and
conditions of employment. Questions or concerns
should be referred to the human resources office.
In compliance with federal law, all persons hired will
be required to verify identity and eligibility to work
in the U.S. and complete employment eligibility
verification paperwork.
www.pgcc.edu
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