THE OPPORTUNITY

Founded in 1874, Colorado College is an independent, coeducational, liberal arts and sciences college of bold ideas, located in the beautiful city of Colorado Springs on the Front Range of the Rocky Mountains at the foot of Pikes Peak. Ranked among the top 25 National Liberal Arts Colleges by U.S. News & World Report, Colorado College enjoys an unequivocal mission: to provide the finest liberal arts education in the country. What makes Colorado College distinct is its inimitable combination of program, place, and people. Colorado College is a unique institution in terms of geography and pedagogy. Set in the foothills of the Rocky Mountains, Colorado College is the only selective liberal arts college in the region and enrolls just over 2,000 undergraduate students. Through 37 academic departments, faculty engage students directly and prepare them for leadership in the 21st century. The college’s signature academic program, the Block Plan, is an intensive academic schedule that allows students to immerse themselves in a single subject for three and a half weeks, rather than balancing several courses over a semester. One example of the college’s innovative work is the integration with the world-renowned Colorado Springs Fine Arts Center (now the Fine Arts Center at Colorado College), which has greatly expanded arts programming and sparked new interdisciplinary learning opportunities. Students at Colorado College learn more than theoretical approaches; they learn to embrace the importance of diverse backgrounds and viewpoints and appreciate how diversity enriches their understanding of the world.

The Position

ROLE OF THE ASSISTANT VICE PRESIDENT OF DIVERSITY, EQUITY, AND INCLUSION FOR STAFF AND ADMINISTRATIVE OPERATIONS

Reporting to the senior vice president of finance and administration/treasurer, the assistant vice president (AVP) of diversity, equity, and inclusion for staff and administrative operations will provide thoughtful leadership and guidance to imbed the principles of diversity, equity, and inclusion (DEI) for staff and administrative operations. The AVP will coordinate the diversity, inclusion, and equity strategy for administrative programming, policies, procedures, procurement, and other administrative activities. The AVP collaborates as a member of a three-person leadership DEI team (senior associate deans in student life and academics) to lead the design, delivery, implementation, and analysis initiatives that will keep antiracism and DEI efforts a priority at the college. In addition, the AVP will assess policies and practices, including business and procurement, with a DEI lens that supports commitment to equity and diversity goals, diversity strategy for suppliers and vendors, and tracking accountabilities, metrics, and accomplishments. The AVP will work with the office of human resources to improve diversity, equity, and inclusion related to talent acquisition and co-develop, implement, and assess recruitment and hiring strategies to attract and retain a diverse workforce; provide consultation and feedback to human resources to use a DEI lens on staff recruitment, onboarding, and retention strategies; and partner with the recruitment and employment manager, the senior associate dean for equity, inclusion, and faculty development, and colleagues in the dean’s office to support equitable and inclusive searches for faculty, administrators, and staff. Further, the AVP will co-lead the development and implementation of DEI education initiatives, act as a subject matter expert to internal and external partners on DEI programming and educational offerings, and serve as a primary resource for the college’s Diversity and Equity Advisory Board.

Other key responsibilities:

  • Work and collaborate with the two senior associate deans to:
    • Co-lead the implementation of Colorado College’s diversity, equity, and inclusion strategies, including development and oversight of DEI programming specific to college operations and employees.
    • Introduce the antiracism framework to the campus community and trustees, and develop understanding, accountability, structure, and opportunities for college community members to embrace and further the college’s antiracism initiative.
    • Assist Colorado College in developing appropriate policies that reflect the lived realities of changing demographics.
    • Provide subject matter expertise and create solutions and ideas toward diversity interests.
    • Conduct analysis and presentation of diversity-related data.
    • Develop creative communication methods to highlight and showcase diversity and inclusion efforts, interests, and progress in the work.
    • Oversee the maintenance and updates to the DEI website.
    • Regularly report to the Antiracism Oversight Committee.
  • Forge and maintain effective working partnerships across the college. Build and maintain community partnerships, particularly with various multicultural communities in the greater Colorado Springs area, and be engaged with local diversity initiatives.
  • Represent Colorado College at key events and serve as an active member of the Colorado College community.
  • Promote a culture of safety and environmental protection by working in a safe manner; immediately reporting unsafe situations and accidents; following college procedures; and participating in appropriate safety training.
  • Demonstrate environmental sustainability by using college resources wisely and supporting the college’s sustainability initiatives and innovation.

HISTORY OF THE POSITION

In fall 2018, Colorado College underwent an external review of racism conducted by Roger Worthington, PhD, executive director of the Center for Diversity and Inclusion in Higher Education. A final report and recommendations were delivered in May 2019. Over summer 2019, a small group with representation from the faculty, student body, Board of Trustees, and administration met to draft the goals, strategy, timeline, and metrics for Colorado College’s work going forward. The implementation plan was developed to guide Colorado College’s ongoing, long-term efforts toward becoming an antiracist institution.

Rather than relying on one chief diversity officer to oversee the implementation of the antiracism plan, Colorado College decided to build the college’s capacity for inclusive excellence by (1) creating a campus committee to oversee this work and (2) elevating the leadership of this work to a diverse three-person team made up of members with expertise in equity, diversity, and inclusion. The assistant vice president of diversity, equity, and inclusion for staff and administration operations will focus on employees; the senior associate dean for equity, inclusion, and faculty development will focus on the academic program; and the senior associate dean of students for equity and inclusion/director of the Butler Center will focus on students. The AVP, along with the other DEI leaders, will be dedicated to the college’s diversity and inclusion goals, lead strategic implementation, and keep antiracism front and center at the college. This three-person approach will improve efficacy and accountability in this work, allowing for greater reach and collaboration. Barbara Wilson, associate vice president of administrative services and acting Title IX coordinator, is currently leading staff DEI efforts on an interim basis until the AVP position is filled.

OPPORTUNITIES AND CHALLENGES

The Colorado College campus community has evolved rapidly in recent years. The college is committed to growing diversity among its student body while at the same time enhancing diversity throughout its staff and faculty. Accordingly, there is a strong commitment and growing excitement from institutional stakeholders to develop and embrace antiracism and DEI initiatives on campus. Developing and sustaining a culture that builds an inclusive community is a key institutional priority and the foundation on which the AVP’s work will be built in collaboration with the senior associate dean for equity, inclusion, and faculty development and the senior associate dean of students for equity and inclusion/director of the Butler Center.

In transitioning to Colorado College, the AVP may encounter a number of opportunities and challenges as shared by college stakeholders.

  • From a mission/vision perspective, Colorado College is deeply committed to and encourages principles of antiracism, diversity, equity, and inclusion. In collaboration with institutional DEI leaders, the AVP will need to continue to provide services that align with those broader institutional characteristics, mission, and values.
  • The AVP will need to build collegial relationships and work collaboratively across campus, diligently engaging deans, department chairs, directors, and other institutional leaders in dialogue about how to better support underrepresented populations as they become active and engaged members of the college community.
  • While there are designated DEI leaders for students and faculty whose purpose is to ensure departments and offices on campus are doing outstanding work and are highly committed to diversity efforts, these initiatives will need to be coordinated and leveraged effectively. It is expected that the new AVP will work collaboratively to bring units together to discuss diversity efforts and, more importantly, share ideas and resources to develop a more comprehensive and collaborative approach to supporting diversity, equity, and inclusion at Colorado College.
  • While candidates may possess a breadth and depth of experience in institutional DEI and antiracist initiatives, it will be important that the administrative operations component of the job be given equitable attention in terms of how DEI should impact internal policies and practices and commitment to external business stakeholders (e.g., vendors, suppliers, etc.).
  • The AVP will work collaboratively to establish a “best practices” environment, including educational training programs and other offerings, in which dialogue about diversity is normalized and help create an atmosphere in which it is safe to explore concepts such as inclusion, privilege, bias, inequity, institutional and social racism, gender and gender identity, religious diversity and faith journeys, microaggression, personal stories, and other experiences with diversity.
  • As a highly collaborative leader, the AVP must maintain a highly visible and active presence on campus, directly serving staff and supporting the college’s institutional priorities and values directed at building and supporting a diverse community; regularly connect with key stakeholders; and identify opportunities to leverage relationships available through the diverse communities in Colorado Springs.
  • The college recognizes that, as a new position, the work of the AVP is dynamic and will continue to evolve over the next few years. This process will require patience, forward-thinking action, creativity, and flexibility, as well as high emotional intelligence, as the AVP may need to challenge the Colorado College community and facilitate change. The AVP will be building an identity for the position and for the organization.
  • Stakeholders shared that navigating the pace of the Block Plan and its impact on the campus can stimulate pressures and issues on the work environment.

MEASURES OF SUCCESS

At an appropriate interval after joining Colorado College, a number of accomplishments will initially define success for the new AVP:

  • Utilized antiracism and DEI initiatives to facilitate the transformation of Colorado College into an antiracist institution;
  • Earned the respect of the campus community through broad buy in, positive working relationships, accessibility, and honest, open communication to antiracism and DEI initiatives;
  • Established as a highly visible, approachable leader on campus
  • Ensured that resources are properly aligned for success of DEI and antiracist initiatives;
  • Maintained a steady focus on, and advocacy for, diversity, equity, and inclusion issues—ensured Colorado College continues efforts to create a welcoming and inclusive working environment in which all staff feel supported, valued, and empowered to thrive.

QUALIFICATIONS AND CHARACTERISTICS

Candidates must possess a master’s degree from an accredited university with a minimum of five years of demonstrable experience leading DEI initiatives and programming designed to build cultural competence on issues of race, ethnicity, class, gender, sexual identity, and religion. Qualified candidates possessing a doctoral degree, DEI training and/or development certification(s), and/or advanced training in diversity related fields are strongly encouraged to apply. Experience developing and delivering DEI training and experience in higher education institutions is highly desirable. The successful candidate must demonstrate knowledge, skills, awareness of and commitment to contemporary issues of inclusion, social justice, diversity, access, and equity, including the current research and pedagogical approaches that inform and address these issues. Further, the candidate must demonstrate an ability to provide coaching and consultation to individuals and groups with respect to cultural challenges and conflicts. Desired qualities also include the ability to maintain confidentiality and exercise discretion; inspire confidence, maintain credibility, and positively represent the DEI leadership team; and recommend appropriate interventions, make referrals, and provide information regarding college policies and procedures.

Additionally, various stakeholders identified a number of characteristics, skills, actions, and/or abilities as important attributes of the AVP:

  • Understands dynamics of higher education;
  • Demonstrates collaboration skills with internal departments and external colleagues, with the ability to understand the importance of interconnectedness and partnerships;
  • An easy conversationalist, active listener, transparent communicator with robust public relations skills, and the ability to reach all levels of the college;
  • Excellent problem solving skills, with the ability to determine needs, address issues, and manage change effectively;
  • Unquestioned integrity, compassion, and empathy for all constituents with the ability to remain fair and unbiased at all times;
  • Enthusiasm for the role, passion for the work, and a positive attitude even in the face of adversity;
  • An innovator with a futuristic orientation and a willingness to try new opportunities, remain informed on new trends and best practices, and lead significant change processes;
  • Experience in diplomacy, political savviness, and mediation, as well as the ability to develop consensus around difficult issues;
  • Demonstrated skills as an advocate and champion for diversity, equity, and inclusivity, along with a willingness to stand up for these values;
  • The ability to conduct difficult conversations when pertinent, to listen to all sides of an issue, and to remain “cool under pressure” no matter the situation;
  • A strong relationship builder who is open-minded, resilient, culturally aware, able to navigate sensitive issues, and work with different personalities;
  • Someone who is motivated and inspired by new challenges and who is not afraid to be the face of the college in front of different audiences;
  • A personable and approachable demeanor, charisma, and the ability to have fun on the job, even though the subject matter can be heavy and intense.

An Overview of the Division of Finance and Administration

The division of finance and administration provides support for Colorado College’s students, faculty, staff, and community partners.  The division’s work is guided by the college’s mission—to provide the finest liberal arts education in the country while developing habits of intellect and imagination that prepare students for lifelong learning and leadership.

Leadership of the Division of Finance and Administration

Robert G. Moore – Senior Vice President and Vice President of Finance and Administration/Treasurer

Moore is currently the senior vice president of Colorado College and is the vice president of finance and administration/treasurer. His areas of responsibility include endowment management, controller’s office, budget office, human resources office, facilities services, purchasing services, dining operations, bookstore operations, and operations of the managed properties of the college.

Prior to coming to Colorado College, he served as the vice president for budget and finance at the University of Colorado and as the vice president for finance and operations at the Colorado School of Mines. He also has served as the deputy executive director for the Colorado Commission on Higher Education and as the staff director for the Joint Budget Committee of the Colorado General Assembly.

Moore currently serves as vice chair for the National Association of College and University Business Officers and past president for the Western Association of College and University Business Officers. He previously served on the Board of Directors for University Hospital and on the Douglas County School Board.

Institution & Location

INSTITUTION: AN OVERVIEW

Institutional Background/History

Colorado College’s history is one full of proud tradition and progressive culture. The conventions upon which the school was based continue to live through the current college’s students, faculty, and staff. In the early years, before there existed so much as a permanent building, Colorado College gathered a small faculty whose roots ran to New England scholarship. Today’s faculty, although more diverse philosophically, still balances teaching and scholarship as the college’s traditional strength. Established in 1874, two years before Colorado became a state, Colorado College’s history is a long and proud one as a coeducational institution.

In 1871, General William Jackson Palmer, founder of the Denver and Rio Grande Railroad, laid out the city of Colorado Springs along his new line from Denver. Envisioning a model city, he reserved land and contributed funds for a college, which was to open May 6, 1874.

The college’s first building, Cutler Hall, was occupied in 1880; the first bachelor’s degrees were conferred in 1882. Under President William F. Slocum, who served from 1888 to 1917, the campus took the shape it held until the 1950s. During this time, the college reached scholarly maturity, especially by significantly expanding and improving the library’s holdings and by attracting leading scholars in a number of fields. Phi Beta Kappa was chartered in 1904.

Since the mid-1950s, the campus has been almost entirely rebuilt. New facilities include three large residence halls, Worner Campus Center, Tutt Library, Olin Hall of Science and the Barnes Science Center, Honnen Ice Rink, Boettcher Health Center, Schlessman Pool, Armstrong Hall of Humanities, Palmer Hall, El Pomar Sports Center, and Packard Hall of Music and Art. The Gaslight Plaza Building, previously known as the Plaza Hotel and the Plaza Building, was purchased by the college in March 1991 and was renamed the William I. Spencer Center in public ceremonies on October 5, 1991 to honor the retiring charter trustee and board chairman. Bill Spencer served on the board from 1967 until 1991 and was chair from 1984 to 1991. The building houses development, communications, and human resources. Turn-of-the-century Bemis, Cossitt, Cutler, Montgomery, and Palmer Halls, and the William I. Spencer Center are on the National Register of Historic Places.

The Colorado College campus has undergone significant changes over recent years. From the early 2000s with the construction of the Western Ridge Housing Complex, the completion of the Russell T. Tutt Science Center, as well as the revitalization of the east campus, now home to the Greek Quad and several “theme” houses, the college’s campus has been abuzz with change and development.

In 2008, campus welcomed the opening of the Edith Kinney Gaylord Cornerstone Arts Center, an interdisciplinary arts building allowing for innovative, experimental, and collaborative projects in a unique space with state-of-the-art technology.

In the spring of 2013, Colorado College completed the addition of the Adam F. Press Fitness Center, a state-of-the-art facility dedicated to the health of the college community. The renovations to El Pomar Sports Center and the addition of the Adam F. Press Fitness Center have reinvigorated and energized the college’s access to health and wellness and continue to be a huge asset to the needs of students, faculty, and staff.

Perhaps more significant than the physical development of the campus is its academic vigor. The college’s curriculum includes a number of interdisciplinary programs: Southwest studies, feminist and gender studies, Asian studies, biochemistry, environmental sciences, neuroscience, Latin American studies, Russian and Eurasian studies, and race and ethnic studies, as well as a strong across-the-curriculum writing program and a thriving Summer Session.

The citizens of Colorado Springs 100 years ago were so proud of their young town’s progress and prosperity that they filled a Century Chest full of descriptive memorabilia opened on January 1, 2001.

This time capsule contains more than 100 essays and photographs depicting community life a century ago. A splendid ceremony in 1901 at Colorado College marked the sealing of the large steel-riveted box, that stands today in the college’s Tutt Library. Louis R. Ehrich, in his speech “Posteritism,” expressed his hope that the people of 2000 would give a similar Century Chest to their descendants.

About Colorado Springs, Colorado

The Ute, Arapaho, and Cheyenne peoples were the first recorded inhabitants of an area which would become Colorado Springs. As part of the land included in the United States’ 1803 Louisiana Purchase, the current city area was designated a section of the 1854 Kansas Territory. In 1859, after the first local settlement was established, it became part of the Jefferson Territory and then that of El Paso County. Colorado City, at the Front Range confluence of Fountain and Camp creeks, was formally organized on August 13, 1859 during the Pike’s Peak Gold Rush. It served as the capital of the Colorado Territory from November 5, 1861, until August 14, 1862, when the capital was moved to Denver.

Today, Colorado Springs is a home rule municipality that is the largest city by area (194.9 square miles) in Colorado as well as the county seat and the most populous municipality of El Paso County, Colorado.  Located 60 miles south of Denver, in east central Colorado, the city stands more than one mile above sea level; the city lies near the base of Pikes Peak, which rises 14,115 feet above sea level on the eastern edge of the Southern Rocky Mountains.

Colorado Springs has an estimated population of 472,688 and a metro population of approximately 738,939, making it Colorado’s second most populous city, behind Denver, and the 39th most populous city in the United States. The United States Air Force Academy opened in 1958 just north of Colorado Springs. The city also is home to 24 national sports governing bodies, including the United States Olympic Committee, the United States Olympic Training Center, and USA Hockey. The Metropolitan Policy Program at Brookings found Colorado Springs to be the fastest-growing city for millennials, and in 2018 U.S. News & World Report named Colorado Springs the most desirable place to live in the United States.

Mission and Vision

At Colorado College (CC) our goal is to provide the finest liberal arts education in the country. Drawing upon the adventurous spirit of the Rocky Mountain West, we challenge students, one course at a time, to develop those habits of intellect and imagination that will prepare them for learning and leadership throughout their lives.

Our unique  system provides students with the most immersive and we feel rewarding method of learning possible. It offers in-depth study of a subject, oftentimes covering far more material than most semester-based programs, at demanding and inspiring levels.

We offer unparalleled access to the outdoors, and CC students are no strangers to the adventurous spirit that flourishes here in the Rocky Mountain West. This attitude is something that is instilled into everything we do here. Curiosity is the driver, and ingenuity is the outcome.

Our academic environment challenges our students and drives them toward discovery. The nature of the Block Plan enables students to truly find and pursue their passions. Additionally, many courses venture elsewhere beyond the classroom–whether it be studying astronomy at our Baca campus or simply taking your readings outside. CC allows students and professors alike to make their college experience whatever they choose it to be.

At CC, we pride ourselves not solely upon academic rigors and standards, but also on the traits it seeks to bring out in its students. We encourage and facilitate numerous opportunities for student volunteer work, such as BreakOut trips, as well as offering students leadership positions both on campus and within the local Colorado Springs community. Leadership is something that we strive for in everything we do at CC, because the leadership skills cultivated here will allow students to become leaders in whichever careers they pursue.

Strategic Plan

As Colorado College moves forward with new strategic initiatives, our mission remains the same—providing the finest liberal arts education in the country. Yes, it’s a simple statement. But in these complicated times, it helps everyone at the college to focus clearly on what is most important—connecting our primary goal to our daily work.

How do we back up such a bold statement? With the Block Plan and our distinctive place in the foothills of the Rocky Mountains. Both support our strategic focus with a spirit of adventure—a rigorous exploration that develops habits of intellect and imagination.

We believe the best liberal arts education in the country is the one that engages students most directly and best prepares them for learning and leadership in the 21st century. In a time of rapid change and globalization, a liberal arts education is more important than ever to give students the opportunity to think creatively and to focus on details while being able to see the big picture. As a recent survey of 700 employers in the United States indicated, businesses are desperately seeking qualified candidates who can communicate effectively, adapt to new situations, solve problems, and make decisions. In other words, they need highly skilled liberal arts graduates.

At Colorado College, students learn more than theoretical approaches to the arts and sciences—they learn firsthand from faculty and staff who have dedicated their lives to creating a better world. Students learn the importance of diverse backgrounds and viewpoints—and they appreciate how diversity enriches their understanding of the world. Every day they see these lessons in action.

They also receive an educational experience that draws inspiration from the spirit of the Rocky Mountains. We believe the liberal arts involves an intellectual adventure, one that requires challenging hearts and minds in new ways, as well as providing space for reflection and contemplation—and our natural surroundings provides the perfect environment for these types of engagement.

Colorado College builds habits of intellect and imagination to succeed in a challenging, complex world.  That’s what the finest liberal arts education in the country offers its students.

To read the entire Colorado College Strategic Plan, Building on the Block:

https://www.coloradocollege.edu/theplan/

Leadership

Jill Tiefenthaler became Colorado College’s 13th president on July 1, 2011 and announced her departure from the institution, effective June 2020. After Tiefenthaler’s departure, Robert G. Moore, senior vice president and vice president of finance and administration/treasurer and Mike Edmonds, vice president for student life and dean of students, were appointed acting co-presidents by the Colorado College Board of Trustees and will remain in this role until the president-elect, L. Song Richardson, assumes the presidency on July 1, 2021.

Song Richardson – President-Elect

Song Richardson, a legal scholar, dedicated educator, lawyer, and expert on implicit racial and gender bias, was appointed the 14th president of Colorado College in a unanimous vote by the Colorado College Board of Trustees on December 9, 2020. She was announced via a video that included an introduction by trustees and perspectives from the CC student body, faculty, and staff, as well as a powerful message from Richardson to the CC community.

Richardson currently is the dean and chancellor’s professor of law at the University of California, Irvine School of Law. At the time of her appointment as UCI Law’s second dean, she was the only woman of color to lead a top-30 law school. She holds joint appointments in UCI Law’s Department of Criminology, Law, and Society, and in the Department of Asian American Studies. She received her AB from Harvard College and her JD from Yale Law School.

Richardson’s interdisciplinary research uses lessons from cognitive and social psychology to study decision-making and judgment in a variety of contexts. Her scholarship has been published by law journals at Harvard, Yale, Berkeley, Cornell, Duke, and Northwestern, among others. She is working on a book that reflects on the current reckoning with anti-Blackness that is occurring across the United States and its implications for law and policy.

Her legal career includes partnership at a criminal defense law firm and work as a state and federal public defender. She was also an assistant counsel at the NAACP Legal Defense and Educational Fund, Inc. She was a Skadden Arps Public Interest Fellow with the National Immigration Law Center in Los Angeles and the Legal Aid Society’s Immigration Unit in Brooklyn, NY.

Richardson frequently speaks on the science of implicit bias and its influence on decisions, perceptions, and judgments. She has consulted with public and private entities developing practices to address racial and gender disparities. She is a leading expert on race and policing and has worked with police departments addressing the impact of race on their policing practices.

Her awards and recognitions include the American Association of Law School’s Derrick Bell Award, which recognizes a faculty member’s extraordinary contributions to legal education through mentoring, teaching, and scholarship; the National Asian Pacific American Bar Association Trailblazer Award; being named one of the Top Women Lawyers in California; and being chosen as one of the two most influential Korean Americans in Orange County.

Richardson is a member of the American Law Institute. She is on the Executive Committee of the Association of American Law Schools and serves on the Board of Equal Justice Works. In 2020, she was appointed by California Governor Gavin Newsom to the California Penal Code Revision Committee.

Organizational Charts for Campus

ABOUT THE BLOCK PLAN

Introduced in 1970, Colorado College’s Block Plan is an intensive and immersive academic schedule that allows students to engage with a single subject for three and a half weeks. With this approach, CC students are not required to juggle multiple subjects throughout a semester. The entire college runs one block at a time, with each block covering the same amount of material as a semester system.

The result? Students can choose to study the film industry on location in Hollywood, then find Jupiter during evening labs in Barnes observatory, or traverse the natural wonders of the Southwest as a field archaeologist. Classes are small, hands-on, and highly focused.

The Block Plan Basics:

  • A block lasts for three and a half weeks, beginning on a Monday and ending on the following fourth Wednesday.
  • One block is equal to one class on the semester plan.
  • The plan offers four blocks per semester (eight blocks per year), plus optional half blocks in the winter and during Summer Session in the summer.
  • Class typically meets 9 a.m. to 12 p.m., Monday through Friday, with applicable labs in the afternoon, but professors are free to schedule classes in the format they feel is most suited to the subject matter.

Affording both ample independence and guidance, the Block Plan keeps undergraduates energized and engaged during their four years at Colorado College.

The Student Body

Female: 1,264

Male: 1,006

Total: 2,270

American Ethnic Minority: 608

International: 162

Unspecified: 33

White: 1,459

Student to Faculty ratio:  10:1

Benefits Overview

Employees of Colorado College have the following benefits, among others, available to them:

  • Medical insurance
  • Dental insurance
  • Vision insurance
  • Life and disability insurance
  • Prescription drug plans
  • Retirement plans
  • Flexible spending accounts
  • Education assistance
  • Employee assistance program

https://mybensite.com/coloradocollege/

Application & Nomination

Review of applications will begin immediately and continue until the position is filled. To apply for this position please click on the Apply button, complete the brief application process, and upload your resume and position-specific cover letter. Nominations for this position may be emailed to Quincy Martin III at qm3@spelmanjohnson.com. Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895.

Visit the Colorado College website at www.coloradocollege.edu

Colorado College is an equal opportunity employer committed to increasing the diversity of its community. We do not discriminate on the basis of race, color, national origin, gender, age, religion, gender identity or expression, disability, or sexual orientation in our educational programs and activities or our employment practices.