The University of North Carolina at Charlotte (UNC Charlotte) is the state’s urban research university and a driving force of growth, discovery, and innovation for the metro Carolinas, leveraging its location in the state’s largest city to offer internationally competitive programs of research and creative activity, exemplary undergraduate, graduate and professional programs, and a pioneering learning experience that prepares graduates to become active citizens of the world. UNC Charlotte is home to more than 30,000 students, including approximately 6,000 masters and doctoral candidates, representing each of North Carolina’s 100 counties, 49 states, and 25 countries. Founded in 1946, the campus sits on 1,000 wooded acres just eight miles from Uptown Charlotte, rated the number one “Most Up and Coming City in America” by Yelp. The University is the largest institution of higher education in the Charlotte region and the second largest of 17 constituent members of the University of North Carolina System. UNC Charlotte is a Doctoral and Research Intensive institution and has the largest research library in the Southern Piedmont region, with more than one million volumes.

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The Position

Position Description

Reporting to the vice chancellor for student affairs and serving as one of seven senior-level positions on the division’s senior leadership team, the associate vice chancellor for health and well-being (AVC) provides visionary, strategic, and operational leadership for developing a holistic, multidisciplinary approach to student health and well-being. The four Health and Well-Being units—Christine F. Price Center for Counseling and Psychological Services, University Recreation, Student Health Center, and Center for Wellness Promotion—work cohesively, in partnership with the College of Health and Human Services, to set the standard for the mental and physical wellness of UNC Charlotte students, as well as to advance the mission of holistic student health and well-being across the University. The AVC promotes cohesion among the units and seamless collaboration around holistic health and wellness; facilitates equity mindedness and cultural competence among all employees within the Health and Well-Being units; ensures the delivery of service with an equity-minded focus that is tailored for and responsive to the variety of student populations who seek these services (i.e., students of color, veterans, LGBTQ students, first-generation students, etc.); and develops mechanisms to receive regular feedback from students on their mental and physical well-being and on the services provided. In partnership with Division and University budget-management personnel, the AVC develops and monitors department budgets, identifies alternate revenue streams, and seeks opportunities for cost-savings. The AVC collaborates with department leaders and University personnel on long-term facility maintenance, including renovation, expansion, replacement cycles, and ongoing maintenance; develops robust peer-education programs in health and wellness education; ensures that Health and Well-Being units are proactive in their outreach efforts to directly engage students; nurtures a culture of assessment within each of the departments; and actively participates in or leads University and UNC System committees, including the food insecurity committee. The AVC develops and manages an annual operating budget of approximately $16 million and is responsible for 137 full-time staff, including five direct reports.

Qualifications

The successful candidate will possess a master’s degree (terminal degree preferred) in a field related to health and well-being, including but not limited to psychology, public health, counseling, social work, or health care administration, as well as eight or more years of full-time experience managing the physical or mental health of college-aged adults. The successful candidate will demonstrate an understanding of the intersection between diversity, equity, and inclusion and health-and-wellness outcomes, as well as how mental and physical well-being differs among diverse student populations. Additionally, supervisory experience, proficiency in budget management (with an emphasis on revenue generation), familiarity with current best practices for college student health and well-being, and experience with program assessment and evaluation are required. Preferred qualifications include experience managing mental or physical well-being on a college campus; an understanding of the holistic health and well-being needs of today’s college students; demonstrated leadership around diversity, equity, and inclusion; excellent written and oral communication skills; familiarity with best practices for college student health and well-being; experience with the development and execution of a strategic plan; a demonstrated ability to develop strong collaborative relationships both internal and external to the Division of Student Affairs; and strong organizational skills which can develop the four departments into a cohesive health and well-being force on campus, while still maintaining their individual identities.

In addition to the minimum academic and experiential requirements indicated above, other desired characteristics, skills, actions, and/or abilities noted from campus stakeholder discussions include the following:

  • a background in one of the four units of Health and Well-Being or closely related external experience working with a young-adult population, with the ability to look beyond that area of expertise and administer effectively across the units of the division;
  • strong leadership and management abilities in a complex environment that inspire staff and promote unity and teamwork, as well as human-relations skills to deal effectively with personnel issues when necessary;
  • demonstrated expertise in and a commitment to diversity, equity, and inclusion at all levels;
  • the ability to connect the departments which make up Health and Well-Being into a cohesive unit, breaking down any barriers and forming a strong team;great collaborative skills with internal departments and external colleagues, and the ability to understand the importance of interconnectedness, build strong relationships, and serve as an ambassador for Health and Well-Being as well as Student Affairs;
  • strong and visionary budgeting and finance skills, and the ability to be strategic in all budgetary decisions and forecasting;
  • strategic and data-informed decision-making with strong assessment skills and the capability to think fast on their feet when necessary, teach and lead on assessment, set expectations across the department, and devise and implement plans based on evidence;
  • knowledge and skills regarding facility management and operations;
  • strategic vision and the ability to motivate all levels of staff to support that vision;
  • demonstrated experience with organizational development, leadership and management, and the ability to motivate, inspire, support, and develop a team of committed professionals;
  • excellent communications with the ability to reach all levels of the University, especially in advocating for the needs of and promoting the vision of Health and Well-Being;
  • strong marketing skills, the ability to be the “face” of the division, and the ability to artfully tell the story of Health and Well-Being to all University constituents;
  • collegial relationships with the other assistant vice chancellors and an appreciation of the value of the leadership team and the support it provides;
  • a student-centered philosophy and educator’s mindset, in which the welfare of students, their health and well-being, and the improvement of the student experience are of the highest priority;
  • the ability to adapt to major changes on the spur of the moment, not overreact, and address situations with a cool and collected demeanor;
  • energy and excitement for the position, for health and well-being, and for the student-affairs profession in general;
  • a knowledge-base in medicine, hospital, or healthcare administration, with the ability to simultaneously walk in a higher-education and a healthcare environment;
  • demonstrated experience in embracing and utilizing new and innovative technology;
  • the ability to recognize the knowledge and experience of the current staff, and a willingness to obtain their perspectives and use their input in making decisions and changes;
  • innovative approach with a futuristic orientation, a willingness to try new opportunities, a commitment to remain informed on new trends and best practices, and the ability to lead significant change processes;
  • willingness to be visible on campus, to participate in the life of the campus, and to provide service wherever requested;
  • political savvy and tact;
  • ability to listen carefully, ask knowledgeable questions, learn the division, its units, and the intricacies of each, accept input from staff, and then make well-informed decisions;
  • a positive attitude, and the ability to have fun and laugh on the job;
  • a philosophy of support for the professional development of Health and Well-Being staff within national or regional organizations;
  • the ability to make difficult decisions when necessary, to conduct difficult conversations when pertinent, to listen to all sides of an issue, to balance the needs of the people with the needs of the organization, and to be resilient at all times regardless of the circumstances.

History of the Position

Dr. David Spano retired as the associate vice chancellor for health and well-being in October 2020, after leading the team of medical professionals, counselors, psychologists, and wellness-promotion staff for 15 years.  For two years he also led the creation of the University Recreation Center and the expansion of recreational staff and programs. Spelman Johnson has been enlisted to assist in conducting the search for the next associate vice chancellor.

Likely Opportunities, Priorities, and Challenges of the Position

The new associate vice chancellor for health and well-being must possess a broad and deep understanding of national best-practices and innovations with regard to counseling, health, recreation, and wellness, as well as technology, finances, and models for success in a large, growing, public university setting. The AVC should be an experienced or aspiring leader who has had success building and advancing a progressive program at another institution or related entity. They should be capable of managing multiple priorities and be equipped to contribute at both a strategic and tactical level to a vibrant and fast-paced Division of Student Affairs at UNC Charlotte.

It is essential to identify a competent and dedicated individual who can promote and develop the Health and Well-Being staff/team, set departmental priorities, systematically collaborate and partner with the University and the local community, and work proactively in tandem with the Health and Well-Being staff, campus colleagues, and institutional leadership to progressively, innovatively, and comprehensively move the program forward. The following were identified as possible opportunities, priorities, and challenges that will face the new associate vice chancellor for health and well-being:

  • The ability to grow, develop, and mentor a large and diverse professional staff, while building a strong, dedicated, and cohesive team, will be critical for success. The staff in the various units of Health and Well-Being is both large and diverse, with both seasoned and newer staff members, so the AVC must be a strong motivator with high-level supervisory and staff-development skills. While the Health and Well-Being concept is relatively new to UNC Charlotte, the vision of the vice chancellor for student affairs is of a division that works together to promote a holistic and comprehensive plan for the health and well-being of the student body, all the while embracing excellence and service from each of the units that make up the division. Support for the staff is critical, as professional development and involvement at all levels is expected. Long-serving staff bring a wealth of history and professional knowledge to the table, while newer staff bring fresh perspectives and progressive energy. Navigating through the needs of this multidimensional and intergenerational structure, as well as quickly getting to know the staff and its strengths and needs, will be exciting and rewarding for the new associate vice chancellor. Setting a strong, strategic vision for Health and Well-Being will be a critical priority for the new AVC, and will set the stage for comprehensive short- and long-term success.
  • With the AVC position focused on the overall leadership of the division (i.e., not having additional duties to lead one of the units within Health and Well-Being), there is great opportunity for an experienced professional to put their own mark on the Health and Well-Being program and build it to a higher level based on their experience, their innovative abilities, and national best-practices. The administration has tremendous support and high expectations for the AVC. The successful candidate will have an encouraging supervisor who will empower them to enact change, so the opportunity exists to bring an exciting new direction to the Health and Well-Being environment that can impact students positively for many years to come. Additionally, the current director of the Student Health Center is serving on an interim basis, so the new AVC will have the opportunity to hire someone for that position soon after arrival.
  • The scope of responsibilities in Health and Well-Being is wide, overseeing the Christine F. Price Center for Counseling and Psychological Services, University Recreation, the Student Health Center, and the Center for Wellness Promotion. The new AVC will need to quickly become familiar with all aspects under their purview and develop a comprehensive list of priorities. They will need to prioritize a great deal of time upon arrival for learning the nuances and goals of the internal units, the campus, and the Division of Student Affairs, discovering the needs of the staff and the individual departments, and beginning the process of reaching out across the University to establish themselves in this position. The AVC will be expected to get out of their office, attend student and University events, listen carefully to needs and expectations both within and external to Health and Well-Being, and establish themselves as the “face” of the division. The establishment of a new and comprehensive strategic plan for Health and Well-Being, in conjunction with the University’s strategic plan, will lay the foundations for future success and offer a road map going forward.
  • Founded in 1946, UNC Charlotte is a young but maturing institution on the move. The University, as well as the Division of Student Affairs, has a number of innovative and energized leaders in upper-level management, so there is a fresh and vibrant environment in which to work. UNC Charlotte is able to be nimble and think “outside the box” on many issues with an entrepreneurial spirit, possessing good resources, great talent, and highly engaged students. Additionally a new chancellor, Dr. Sharon Gaber, was named on July 1, 2020, and participating in a new administration from its beginning often means exciting opportunities. A new University strategic plan will be undertaken in the near future, providing the new AVC with the chance to have a positive impact from the very first days of their tenure. As a result of this energy and excitement, Student Affairs is operating at an extremely fast pace, with change and growth occurring quickly; the new AVC should expect to rapidly acclimate themselves, develop a plan, and begin implementation. With this fast pace also comes high expectations, so the new AVC should be ready to “hit the ground running” on day one.
  • The new AVC must commit to a comprehensive culture of collaboration and partnering across campus for maximum effectiveness. UNC Charlotte is committed to building relationships as a foundation of the campus culture, and strong collaboration is an absolute necessity in all endeavors to ensure success. Health and Well-Being touches a vast number of individuals, departments and other entities, so it will be crucial that the new AVC quickly reach out across campus to build strong partnerships that foster ongoing positive relationships and be a “connector” in all instances. These connections are essential in order to assess real needs, design student-centered programs, and provide high-end customer service at all times. It will be especially important for the AVC to quickly establish a relationship with the dean at the College of Health and Human Services, as this partnership will assist in informing many of the others going forward.
  • It will be helpful for the new AVC to understand and/or be well-versed in at least one of the four areas of Health and Well-Being at UNC Charlotte: counseling, health services, campus recreation, and wellness promotion. While not necessarily needing to be the expert in all four areas, the senior leader in the department will be expected to have working knowledge of them (or be able to quickly learn about them if not coming from higher education), and be able to effectively manage, support, and develop the staff who administer them on a daily basis. A strong understanding of organizational development will greatly assist the AVC in this endeavor, as will effective and transparent communication skills.
  • The University of North Carolina System Board of Governors has recently approved an increase in the UNC Charlotte student health fee that is significant enough to provide for more members of the medical team, additional counselors, and a marketing-and-advertising team for Health and Well-Being, beginning July 1, 2021.
  • Within the last five years, UNC Charlotte has opened a new Counseling Center and a new University Recreation Center. On the other hand, the Student Health Center is the oldest of the three facilities, and there is a strong desire to expand and determine what is needed in a 21st-century health center. The new AVC should immediately become familiar with the various aspects of these facilities within the Health and Well-Being purview and begin devising a long-term renovation, replacement, and maintenance plan to support future needs.
  • At the time of the new AVC’s arrival, the expectation is that the COVID-19 pandemic will be lessening, but its effects will still be felt for some time to come. The new AVC should arrive with the expectation that many ongoing questions around returning to “normal” will need to be addressed, and they should work diligently with staff, faculty, and students to imagine the path forward for Health and Well-Being in a post-pandemic campus environment.

Institution & Location

Institutional Background

UNC Charlotte, North Carolina’s urban research university, is integral to the social, cultural, and economic fabric of the Charlotte region and beyond. The fastest-growing university in the UNC System, it delivers high-value, high-quality education to a diverse population of nearly 30,000 students. UNC Charlotte was one of a generation of universities founded in metropolitan areas of the United States immediately after World War II in response to rising educational demands generated by the war as well as the rise of new technologies.

To serve returning veterans, North Carolina opened 14 evening college centers in communities across the state. The Charlotte Center opened on Sept. 23, 1946, offering evening classes to 278 freshmen and sophomore students in the facilities of Charlotte’s Central High School. After three years, the state closed the centers, declaring that on-campus facilities were sufficient to meet the needs of returning veterans and recent high-school graduates.

Charlotte’s education and business leaders, long aware of the area’s unmet needs for higher education, moved to have the Charlotte Center taken over by the city school district and operated as Charlotte College, offering the first two years of college courses.

Once Charlotte College became firmly established, efforts were launched to give it a campus of its own. With the backing of Charlotte business leaders and legislators from Mecklenburg and surrounding counties, land was acquired on the northern fringe of the city and bonds were passed to finance new facilities. In 1961, Charlotte College moved its growing student body into two new buildings on what was to become a 1,000-acre campus 10 miles from downtown Charlotte.

Three years later, the North Carolina legislature approved bills making Charlotte College a four-year, state-supported college. The next year, 1965, the legislature approved bills creating the University of North Carolina at Charlotte, the fourth campus of the statewide university system.

The most important figure in UNC Charlotte’s history during these early years was Bonnie Cone. Affectionately known as “Miss Bonnie,” Cone was instrumental in the growth and success of the nascent university. She held the title of director of Charlotte Center, became president after its conversion to Charlotte College, and served as acting chancellor during the college’s transition to UNC Charlotte. Her tireless advocacy for the establishment of a four-year, state-supported school in the Charlotte region is a foundation of the thriving university today.

Now a research-intensive university, UNC Charlotte has the second-largest undergraduate enrollment of the 17 institutions in the UNC System and is the largest institution in the Charlotte region. The university comprises seven professional colleges and more than 3,700 faculty and staff, offering 75 bachelor’s, 65 master’s, and 24 doctoral programs.

UNC Charlotte maintains a particular commitment to addressing the cultural, economic, educational, environmental, health, and social needs of the greater Charlotte region, and creates a positive fiscal impact of more than $2.1 billion.

The University’s academic growth has been accompanied by a rise in its infrastructure and connection to the city of Charlotte. With the opening of the LYNX Blue Line extension in 2018, uptown Charlotte is now just a short train ride away. At the 9th Street Station, a gaze upward reveals the Dubois Center at UNC Charlotte. The distinctive, 11-story glass structure at the corner of 9th and Brevard Streets, which opened in 2011, is the only UNC System classroom building conceived and designed specifically to serve the businesses, organizations, and people of an urban center.

Not quite 75 years after its founding, UNC Charlotte continues to grow exponentially, now boasting more than 140,000 living alumni and adding more than 8,400 new alumni each year.

Mission Statement

UNC Charlotte is North Carolina’s urban research university. It leverages its location in the state’s largest city to offer internationally competitive programs of research and creative activity, exemplary undergraduate, graduate, and professional programs, and a focused set of community engagement initiatives. UNC Charlotte maintains a particular commitment to addressing the cultural, economic, educational, environmental, health, and social needs of the greater Charlotte region.

University Vision and Values

In fulfilling its mission, UNC Charlotte envisions a University that promises:

  • An accessible and affordable quality education that equips students with intellectual and professional skills, ethical principles, and an international perspective.
  • A strong foundation in liberal arts and opportunities for experiential education to enhance students’ personal and professional growth.
  • A robust intellectual environment that values social and cultural diversity, free expression, collegiality, integrity, and mutual respect.
  • A safe, diverse, team-oriented, ethically responsible, and respectful workplace environment that develops the professional capacities of the faculty and staff.

To achieve a leadership position in higher education, UNC Charlotte will:

  • Rigorously assess progress toward the goals articulated by the university’s programs and plans.
  • Serve as faithful stewards of the public and private resources entrusted to the University and provide effective and efficient administrative services that exceed the expectations of its diverse constituencies.
  • Create meaningful collaborations among university, business, and community leaders to address issues and opportunities of the region.
  • Develop an infrastructure that makes learning accessible to those on campus and in the community and supports the scholarly activities of the faculty.
  • Pursue opportunities to enhance personal wellness through artistic, athletic, or recreational activities.
  • Operate an attractive, environmentally responsible, and sustainable campus integrated with the retail and residential neighborhoods that surround it.

Institutional Leadership

Sharon L. Gaber, Chancellor

Sharon L. Gaber, PhD, is the fifth chancellor of the University of North Carolina at Charlotte. An academic with a background in city and regional planning, Gaber is recognized nationally for her efforts while president of the University of Toledo to increase enrollment, improve graduation and retention rates, keep education affordable, increase research funding, improve the connection to the surrounding metro region, and make the campus environment diverse and inclusive. Prior to her five years in Toledo, Gaber served as provost and vice chancellor for academic affairs at the University of Arkansas. She has also been an interim provost at Auburn University and a faculty member and administrator for the University of Nebraska-Lincoln.

Gaber earned an AB in Economics and Urban Studies at Occidental College, an MPL in Urban Planning from the University of Southern California, and a PhD from Cornell University in City and Regional Planning.

Gaber is the author of articles on regional and urban planning, public policy, and the social dynamics that affect community decision-making. She is also co-author of a book on planning-research methods. Deeply engaged in community and regional activities, she has served as the Mid-American Conference representative on the Division 1 NCAA President’s Forum and as a member of the NCAA Strategic Plan Committee. In 2020 she was named a YWCA Northwest Ohio Milestone award recipient for women’s leadership. She is a member of the Charlotte Executive Leadership Council and the International Women’s Forum—Carolinas.

Officially the first woman to serve as chancellor of UNC Charlotte, Gaber follows the trail blazed by founding educator Bonnie Cone, who led the institution from 1946-1966.

Kevin Bailey, Vice Chancellor for Student Affairs

Kevin W. Bailey worked at Indiana University of Pennsylvania, Bowling Green State University, Millersville University of Pennsylvania, Tulane University, and the University of West Florida before returning to Charlotte in 2017 to serve as vice chancellor for student affairs.

Bailey, as most people call him, is a mentor, teacher, author, presenter, consultant, and leader in the student affairs profession. He has served elected or appointed positions in state, regional, and national organizations including the National Association of Student Personnel Administrators (NASPA), the Southern Association of College Student Affairs (SACSA), and ACPA-College Student Educators International. He was the chair for the 100th anniversary NASPA Conference in Philadelphia in March 2018. He has delivered numerous presentations and is the co-author of book chapters in the Jossey-Bass Publications Campus Crisis Management: A Comprehensive Guide to Planning, Prevention, Response and Recovery and the NASPA Publications Beginning Your Journey: A Guide for New Professionals in Student Affairs (4th edition) and Careers in Student Affairs: A Holistic Guide to Professional Development in Higher Education. As a Hurricane Katrina survivor, Bailey was the subject of a 2007 documentary produced by WIUP-TV on leadership and crisis.

Bailey holds a doctorate in higher education administration from Bowling Green State University and is a graduate of the Management Development Program sponsored by the Graduate School of Education at Harvard University. His master’s and bachelor’s degrees are from Indiana University of Pennsylvania. He is an only child originally from Philadelphia, PA, an avid Philadelphia Eagles fan, and a member of Kappa Alpha Psi Fraternity, Inc.. He volunteers with Big Brothers Big Sisters of Central Carolinas, and went to the same high school as Teller of Penn & Teller and Larry of the Three Stooges. He proudly boasts that he has never mowed a lawn in his life.

Benefits Overview

UNC Charlotte provides a comprehensive benefits program designed to attract and retain high-quality and diverse faculty and staff.

  • Medical Insurance
  • Flexible Spending Accounts
  • Pharmacy Benefits
  • Dental and Vision Plans
  • Group Term Life Insurance
  • Paid Parental Leave
  • Retirement Plan
  • Family Medical Leave
  • Education Benefits

For a full and detailed look at UNC Charlotte benefits, visit the website at https://hr.uncc.edu/benefits

Application & Nomination

Review of applications will begin April 2, 2021. 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 J. Scott Derrick at jsd@spelmanjohnson.com. Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895.

Visit the UNC Charlotte website at www.uncc.edu and the Student Affairs website studentaffairs.uncc.edu.

The University of North Carolina at Charlotte is an Affirmative Action/Equal Opportunity employer and an ADVANCE Institution that strives to create an academic climate in which the dignity of all individuals is respected and maintained. Women, minorities, veterans, and individuals with disabilities are encouraged to apply. All qualified applicants will receive consideration for employment without regard to race, color, religion, sex, national origin, protected veteran status, disability, gender identity, or sexual orientation. All applicants are subject to a criminal background check.