The Opportunity

Reporting to the provost, the associate vice president for enrollment management (AVPEM) is the chief enrollment officer for the institution and oversees all services related to admissions, new student orientation and new student recruitment. The AVPEM will provide vision and strategic leadership to enrollment management and advise senior leadership on the best path forward in an ever-changing higher education landscape. As a visible and collaborative leader, the AVP will be expected to help South Alabama build on past successes while helping to prepare the university for the future by providing a strategic, technologically-efficient, and statistically supported vision for short- and long-term enrollment goals.

The Position

Role of the Associate Vice President for Enrollment Management for the University of South Alabama

Some of the specific duties of the AVPEM will include:

  • monitoring and evaluating the efficiency and effectiveness of the recruitment and selection program to identify, attract, admit, and enroll a highly-qualified diverse pool of traditional, non-traditional, and transfer students as well as assist with recruitment of graduate students;
  • developing, implementing and maintaining a strategic plan for assigned programs in Enrollment Services with a commitment to the student success of all recruited and enrolled students with particular attention paid to Adult Education, Early and Dual Enrollment Programs, and minority student retention;
  • coordinating enrollment projection and modeling efforts with Institutional Research by managing the collection, compilation and reporting of data for budgeting, enrollment management, program review, and planning;
  • partnering with the Scholarship Office on all internally-funded scholarships and overseeing the institutional scholarship budget;
  • driving and leading several enrollment marketing initiatives, including the recruitment team’s communication flow;
  • facilitating and coordinating the development and implementation of new technologies to improve and automate enrollment functions;
  • recommending and administering policies and procedures for the enrollment unit; overseeing all marketing publications including multimedia presentations; and
  • managing the hiring, training and professional development of a team of 30 with a total budget responsibility in excess of $2,000,000.

History of the Position

The associate vice president for enrollment management (AVPEM) position was vacated by a long-term professional in January of 2020. An interim AVPEM, Salvadore Liberto, has been hired through the Registry and started at South Alabama in February of 2020.

Opportunities and Challenges of the Role

With an interim AVPEM in place, much of the groundwork is being laid for the new associate vice president to step into an updated, energized, and collaborative enrollment management unit that will strive to enhance cross-campus collaboration with academic and administrative colleagues while also continuing to become adept at cultivating, recruiting, enrolling, and retaining students at South Alabama.

The use of technology will be key to the enhancement of services and communications in the enrollment area as will coordination with the enrollment projections and modeling efforts with Institutional Effectiveness. Collecting, analyzing, and reporting the data for budgeting, goal setting and planning are areas currently being addressed to facilitate the effective development of strategic plans and the creation of enrollment goals. The technology in the enrollment area is being reviewed and updated and the implementation of the Slate CRM during the 2019-20 academic year should prove to be extremely helpful in this regard. Slate will support the analysis of recruitment outreach, applications, attendance at enrollment events, communications with prospective students, and inform eventual outcomes. Initiating, maintaining, and refining data collection and analysis processes that will advance the university’s strategic plan and assist in evaluating recruitment, admission procedures, and leveraging financial aid will be a priority for the new AVPEM

The stakeholders at South Alabama indicated that collaboration across campus would be a key to success for the new associate vice president for enrollment management. By reaching out and engaging others to collaborate in the common goal of recruiting and retaining students, some initial plans have already been put into place to build the bridges required to work collectively toward this common goal. There are high expectations that the new AVPEM will exemplify a culture of collaboration and partnering, as well as clear and transparent communication across campus for maximum effectiveness. It will be expected that the incumbent quickly reaches out to all campus constituencies to build solid and mutually beneficial relationships that foster ongoing positive interactions, support the provost’s leadership agenda, and to act as a “chief connector” of the division. These connections are essential to accurately assessing the real needs of constituents, providing exceptional information and services, and ensuring that the enrollment management division is known for its customer and student-centered approach at all times.

A review of the financial aid awarding process for new students as well as the need-based and merit-based financial aid awarding policies is currently being undertaken. South Alabama has very recently begun to offer need-based institutional funding to assist students in meeting their educational costs, a plan that will continue to benefit from review and collaboration between the enrollment management team and the scholarship office.

The AVPEM will be expected to form a cohesive divisional leadership team that has a shared understanding of strategic enrollment management and the institution’s strategic enrollment goals. A thorough review of the positions within the division as well as a review of organizational structure will enable the AVPEM to address staffing, technology, process, and policy deficiencies and to put recommendations for improvement, training and/or development in place for the team. Recognizing the long-term and loyal commitment of many current staff members at the university will go a long way toward infusing confidence in the team and with all institutional stakeholders.

Measures of Success

At an appropriate interval after joining the University of South Alabama, the following will initially define success for the associate vice president for enrollment management:

  • the associate vice president is a visible and engaged leader throughout campus and is collaborating with all constituents on enrollment and retention initiatives;
  • the associate vice president has assessed the entire enrollment team as well as existing efficiencies of the reporting offices, to develop plans that will further the university’s goals vis-à-vis best practices;
  • the associate vice president has initiated the creation and implementation of a new era in enrollment strategy and has begun to leverage South Alabama’s distinctions to enhance the university’s ability to enroll and retain a talented and diverse population of students;
  • the associate vice president has initiated the refinement and implementation of a highly effective communication plan with all prospective students from prospect stage through enrollment;
  • the associate vice president has developed and initiated plans for leading the next phase of the enrollment management team in its development by providing an inspirational, technologically sophisticated, strategic, and statistically supported vision for short- and long-term enrollment goals;
  • the associate vice president has successfully collaborated with the marketing and communications office to create print, web-based, and social media collateral for prospective students;
  • the associate vice president has developed strong relational ties with faculty and all other administrative units in efforts to collaborate on student recruitment and retention initiatives; and
  • the associate vice president will have become a recognized leader across the university who has advanced the institution based upon data driven higher education trends and success in meeting established and agreed-upon enrollment goals at South Alabama.

Qualifications and Characteristics

A bachelor’s degree is required (master’s degree preferred) and significant documented progressively responsible experience in higher education administration, with documented managerial capacity at least to the level of director. Significant experience in admissions, recruitment, student orientation, and international admissions will be expected of the new AVPEM. In order to succeed in this critical position, campus stakeholders indicated that the new associate vice president for enrollment management should be someone who:

  • is current on enrollment trends and best recruiting practices in higher education;
  • is innovative, creative and competitive;
  • is a relationship builder who will work to enhance the culture within the department and throughout the university;
  • has the credibility and gravitas to garner academic and collegial respect throughout the campus;
  • will take the time to understand South Alabama and its niche in the marketplace as a small, research institution with very strong medical, English, health, and honors programs;
  • has cultural awareness and will work to ensure that all students, particularly first generation students, enjoy success at South Alabama;
  • understands the needs of transfer students and will work to strengthen community college relationships;
  • understands the market for international students and will create an enrollment plan that will include recruitment and enrollment of students from around the world;
  • will work closely with the marketing and communications team to collaborate on print, web-based, and social media collateral for prospective students;
  • will understand and effectively utilize existing technology in the enrollment area to create efficiencies and a smooth communication flow;
  • is innovative and creative;
  • has good instincts for building relationships and has an appetite for collaboration;
  • is technologically savvy as well as budget-conscious;
  • will be student-centric;
  • is tenacious, will create a plan, and will be a change manager;
  • is transparent and will share data, information and strategic goals with senior leadership as well as with the enrollment management team members as appropriate;
  • is nimble and responsive to students and colleagues;
  • is energetic and friendly;
  • wants to “create a new curve;”
  • will strive to understand the greater Mobile community;
  • will ”deputize academic and administrative colleagues” to share in the role of recruiting students to South Alabama; and
  • will mobilize the entire enrollment management team.

Overview of the division of enrollment management

The organization of the enrollment management division is currently being reviewed by the interim associate vice president for enrollment management. As the enrollment operation at the university evolves and progresses, the new AVPEM will lead the next phase of its development, providing an inspirational, strategic, and statistically supported vision for achieving short- and long-term enrollment goals.

The AVPEM will be tasked with conducting a review of each of the areas within the division to improve performance, build capacity, and strengthen organizational effectiveness to renew and drive change. The AVPEM will focus on leading the department in developing an effective program for promoting and marketing admission programs that will advance enrollment goals across the various groups of students served by the university, including Adult Education, Early and Dual Enrollment Programs, and minority student retention. Important for the new AVPEM will be building collaborative community partnerships and creating a vibrant work environment while focusing staff on the core mission of being student centered as they implement new foundational procedures and technology. Encouraging staff to adhere to the culture of the university with collaboration, integrity and honesty will be integral to the success of the AVPEM who will directly supervise the following individuals and the accompanying teams totaling 30 individuals:

  • Director, Office of Admissions
  • Assistant Director, Enrollment Services
  • Director, Office of New Student Recruitment
  • Director, Office of New Student Orientation and Special Events
  • Associate Director, Communication Center

Enrollment Services Organizational Chart

Admissions, New Student Recruitment

The University is home to nearly 14,000 students and more than 100 academic programs. The 1,200-acre campus has been transformed over the last decade with new academic buildings and athletic facilities, including Hancock Whitney Stadium, which will host its first football game in the fall of 2020.

At the core of the University of South Alabama’s academic offering are nine colleges and schools, the newest is South’s Honors College, which is focused on research, scholarship and cultural engagement. The university also offers the Summer Undergraduate Research Fellowship program. Graduate education is also a priority at the university.

New Student Orientation

The office of new student orientation helps new students transition to the University of South Alabama. In addition to registering for classes, students become familiar with the campus and resources available for students through the office.

All incoming undergraduate students must attend orientation for the academic term in which they plan to enroll. This includes:

  • incoming freshmen
  • incoming transfer, second bachelor’s, and adult freshman students
  • non-degree seeking students
  • Pathway University of South Alabama participants
  • all incoming students who attended orientation for a previous academic term, but did not take classes at the university for that term

Enrollment Services Communication Center

The communications center is a wing of the recruitment operation that manages all of the enrollment services calling campaigns, occasionally offering assistance to other units, such as student success and housing. Communication center staff call students who need to move forward in the admissions process – complete applications, sign up for housing or orientation, or register for an event. The team consists of the associate director and a team of approximately 15-20 student callers. The AVPEM will work closely with the associate director to select and refine the calling campaigns.

Leadership of the division

The division will be overseen by the interim provost and senior vice president for academic affairs, Dr. Andrea Kent, who serves as the dean of the college of education and professional studies. Dr. G. David Johnson, current provost and senior vice president for academic affairs, plans to step down from his position on September 1, 2020.

Academic Services Organizational Chart

Institution & Location

Institutional Overview

Institutional background

The University of South Alabama was founded in 1963 without a single building to call its own. More than 50 years and quite a few buildings later, the university is a vibrant institution that continues to serve as a catalyst for transformational change in the city, the state, and the Gulf Coast region.

The University of South Alabama’s story began in the early 1960s, when Mobile’s civic leaders saw the need to improve access to higher education in southwest Alabama. Realizing the region had outgrown the small extension program that operated out of a building downtown, they formulated plans for a four-year, degree-granting institution. On May 3, 1963, a bill creating a new, independent university successfully passed the Alabama Legislature, and the University of South Alabama was born.

Classes began in June 1964 at a new, $1 million building in west Mobile. Initial enrollment totaled 276. The extent of the pent-up demand for education became obvious when the first fall semester began. Enrollment leaped to 928 and it continues to grow. Today, the university enrolls more than 14,000 students annually and has awarded more than 90,000 degrees.

The first campus building is now named the Frederick Palmer Whiddon Administration Building, after the university’s first president. Whiddon helped establish the university and remained at its helm until retiring in 1998. His successor, longtime faculty member and administrator V. Gordon Moulton, oversaw a new era of growth into the 21st century. Dr. Tony G. Waldrop, selected in 2014 as the university’s third president, continues the University of South Alabama tradition of visionary leadership focused on discovery, health and learning.

As new programs attracted more students, the university’s footprint and facilities expanded. Almost from the moment the university accepted its first students, its leaders began ambitiously working toward establishing a medical school. The College of Medicine charter class began in 1973, and the focus on health education was later complemented by the College of Nursing and the Pat Capps Covey College of Allied Health Professions.

Today, the university provides a high-quality education in business, the liberal arts, education, engineering, computing, the sciences, and healthcare. It offers more than 100 undergraduate, graduate and doctoral programs through its ten colleges and schools. The university campus also includes the University of South Alabama Technology & Research Park, an incubator of economic development and technological innovation. On the east side of Mobile Bay, the university’s Baldwin County Campus provides eastern shore residents convenient access to educational programs.

The University of South Alabama encompasses a comprehensive health system composed of two hospitals — USA University Hospital and USA Children’s & Women’s Hospital — along with the USA Mitchell Cancer Institute and the USA Physicians Group. This combination of advanced healthcare services has improved the lives of countless residents throughout the entire region.

A charter member of the Sun Belt Conference, the University of South Alabama fields 17 Division I sports, including baseball, softball, basketball, soccer, volleyball, and tennis. The Jaguars football program, established in 2009, played in its first bowl game, the Raycom Media Camellia Bowl, in 2014.

The Barry Goldwater Scholarship and Excellence in Education Program

University of South Alabama sophomore Honors Biomedical Science major Richard Fu, sophomore Honors Chemistry major Hannah Giannini, junior Honors Meteorology major Samantha Michlowicz, and sophomore CIS major John Pomerat were all named Scholars from the Barry Goldwater Scholarship and Excellence in Education Program in March of 2020.

Having a scholar be named from any institution in any given year is a recognition in itself given the prestige of the Goldwater Scholarship Program. Having all four nominees be recognized as scholars is unprecedented. Notable as well is the sophomore cohort representing the university’s 2020 awardees which historically represents 20 percent of those recognized nationally.

The Barry Goldwater Scholarship and Excellence in Education Program was established by Congress in 1986 to honor Arizona Senator Barry M. Goldwater, who served 30 years of service in the U.S. Senate. The purpose of the Foundation is to ensure a continuing source of highly qualified scientists, mathematicians and engineers by awarding scholarships to college students who intend to pursue careers in these fields.

The 2020 class of Goldwater Scholars represent “…an estimated pool of over 5,000 college sophomores and juniors, 1343 natural science, engineering and mathematics students were nominated by 461 academic institutions to compete for the 2020 Goldwater scholarships. Of students who reported, 191 of the scholars are men, 203 are women, and virtually all intend to obtain a Ph.D. as their highest degree objective. Fifty Scholars are mathematics and computer science majors, 287 are majoring in the natural sciences, and 59 are majoring in engineering.”

This 2020 class places the total number of scholars from the University of South Alabama at 12. As part of the scholarship, all four will receive funds to cover the cost of tuition, fees, books, and room and board up to a maximum of $7,500 per year for two years for those of sophomore status and one year for those of junior status.

While the university’s process to select the 2020 nominees, a maximum of four per institution, began in late September of 2019, each scholar had already amassed an impressive portfolio of their scholarly work, which for many started early in their first year. A brief description of the 2020 Goldwater Scholars, listed by institution, can be found at

About Mobile, AL

Funky, feisty and festive. Historic, hip and happening. Or colorful, cool and cultured. You can call this coastal town a lot of things when you have a vibrant 300-year history with lots of stories to tell and long-standing traditions celebrated on a regular basis. Once called the Paris of the South, Mobile has long been the cultural center of the Gulf Coast and provides an authentic southern experience.

Founded by the French in 1702, Mobile is Alabama’s oldest city and a major port facility for the region. The city’s three centuries of history have been inextricably tied to the development of its port and the economic prosperity of the adjoining area. The city hosted the first Mardi Gras festivities in North America and has a rich cultural heritage. Mobile was the final destination of the last enslaved Africans brought to the United States shortly before the outbreak of the Civil War. During the turbulent years of the civil rights movement, Mobile earned a reputation of tolerance in part because of the absence of violent demonstrations seen in many southern cities. Today, Mobile continues to serve a crucial economic role as a major port facility for the state and region. Notable people from Mobile include baseball greats Satchel Paige, Billy Williams, Willie McCovey, Hank Aaron, and Ozzie Smith. Famous figures in the arts include James Reese Europe, John Augustus Walker, Eugene Sledge, Eugene Walter, and Julian Lee Rayford.

Mobile has a deep history of cultural rituals, which include the Azalea Trail, hosting America’s Junior Miss Pageant, and of course, Mardi Gras. The city is home to the USS Alabama and Battleship Park, the Bellingrath Gardens and Home, the Mobile Botanical Gardens, the Gulf Coast Exploreum, the Mobile Museum of Art, the William and Emily Hearin Mobile Carnival Museum, and the award-winning History Museum of Mobile. For 300 years, the city of Mobile has been at the forefront of the cultural, economic, and political history of the Gulf Coast. Mobile continues to be dependent upon the port facility for the majority of its economic prosperity. The city is one of the most culturally diverse in the South. Mobile has more than 150 historic buildings and historic districts on the National Register of Historic Places presenting a wide variety of notable architectural and other structures, ranging from Government Street Presbyterian Church (1837) to the USS Drum submarine.

Mission, Vision, and Strategic Plan

Mission: The University of South Alabama, with a global reach and special focus on the Gulf Coast, strives to make a difference in the lives of those it serves through promoting discovery, health, and learning.

Core Values: The University of South Alabama affirms the following core values as essential to the accomplishment of its mission:

  • Diversity and a Global Perspective
  • Excellence
  • Freedom in the Pursuit of Knowledge
  • Integrity
  • Transparency and Participation in Decision-Making

Vision: The University of South Alabama will be a leading comprehensive public university internationally recognized for educational, research, and healthcare excellence as well as for its positive intellectual, cultural, and economic impact on those it serves.

Essential activities: While the Strategic Plan highlights those areas of work upon which the University will place special emphasis, success in any area is dependent also upon effectively engaging in the following activities:

  • engaging and developing faculty and staff and supporting their efforts in advancing the mission and priorities;
  • being fiscally responsible;
  • meeting our development and fund-raising targets;
  • implementing our marketing and communications strategies;
  • engaging our alumni.

The University of South Alabama Strategic Plan is organized around five institutional priorities:

  1. Student Success and Access
  2. Enhancement of Research and Graduate Education
  3. Global Engagement
  4. Excellence in Healthcare
  5. University-Community Engagement

Student Success and Access: To develop, implement, and assess initiatives and practices to ensure all students are offered the resources, structure, and relationships necessary for high-quality learning, academic persistence, and degree completion.

  • Objective 1.1: Increase the persistence, progression, and degree completion of undergraduate and graduate students.
  • Objective 1.2: Ensure students are meeting learning outcomes established by the faculty.
  • Objective 1.3: Ensure recruitment and admission of a high-quality, diverse student body that is well prepared for college study and representative of the racial/ethnic, gender, and social class diversity of the region.
  • Objective 1.4: Increase students’ access to a diverse faculty and staff among whom students may find exemplars and mentors.
  • Objective 1.5: Increase faculty and student engagement through excellence in instruction, advising, and academic/professional mentorship.
  • Objective 1.6: Offer student programming that increases student engagement with the University and meets co-curricular learning outcomes established by Student and Academic Affairs.
  • Objective 1.7: Provide a safe and civil environment.
  • Objective 1.8: Increase enrollment in a fiscally responsible manner while strengthening academic standards for admission.

Enhancement of Research and Graduate Education: To increase USA productivity in discovery, research, scholarship, and creative activities and ensure excellence in graduate education.

  • Objective 2.1: Increase resources and infrastructure to support faculty research and scholarly activity.
  • Objective 2.2: Increase the recognition for the excellence of graduate programs.
  • Objective 2.3: Increase opportunities for undergraduate and graduate students to participate with faculty in research, discovery, and creative activities.
  • Objective 2.4: Provide support for the Health System and University partnerships in inter-disciplinary collaborative research projects, grants, contracts, and translational research projects.
  • Objective 2.5: Increase the number of regional, national, and international collaborations in research, scholarly, and creative activities.
  • Objective 2.6: Advance entrepreneurial activities that support the development of new technologies.
  • Objective 2.7: Increase the dissemination and impact of research and scholarship produced by USA faculty and postdoctoral fellows on Mobile, nationally, and internationally.
  • Objective 2.8: Increase faculty participation in making application for and securing external funding.

Global Engagement: To strengthen the connections and collaborations between the University and the larger world by enhancing faculty, staff, and students’ international experiences and their understanding of other societies and cultures.

  • Objective 3.1: Increase the diversity of the international student body.
  • Objective 3.2: Increase the incorporation of global perspectives into the educational environment.
  • Objective 3.3: Increase engagement with international businesses and organizations especially those with a local presence.

Excellence in Health Care: To actively participate in research, to educate healthcare professionals, and to be the region’s leader in patients’ access to care, outcomes, and satisfaction by providing healthcare that uses an inter-professional approach, is efficient, and is informed by research and education

  • Objective 4.1: Achieve exceptional patient quality and satisfaction for the USA Hospitals, Clinics and the Mitchell Cancer Institute in comparison to peer groups.
  • Objective 4.2: Adapt to reimbursement changes based on patient outcomes and value to provide financial stability and a quality teaching environment.
  • Objective 4.3: Ensure excellence in the educational outcomes for health professionals.

University-Community Engagement: To define, support, and strategically advance the University of South Alabama’s commitment to ongoing, permanent, sustainable, and mutually beneficial partnerships with the communities it serves.

  • Objective 5.1: Increase experiential learning opportunities for USA students in the private and public sectors.
  • Objective 5.2: Increase strategic engagement of faculty, staff, and students with business, government, non-profit and other organizations directly involved in regional economic, civic, and cultural development.
  • Objective 5.3: Increase University outreach to encourage community participation in University-life.


Dr. Tony G. Waldrop, President

Dr. Tony G. Waldrop was named the third president of the University of South Alabama on February of 2014.

Under Dr. Waldrop’s leadership, the University of South Alabama has significantly increased graduation rates and retention rates for first year students. His tenure has included new partnerships with community stakeholders, a focus on diversity and inclusion, and expansion of USA Health.

In his inauguration address, Dr. Waldrop outlined five priorities that now form the basis for the University’s strategic direction: Student Access and Success; Enhancement of Research and Graduate Education; Global Engagement; Excellence in Healthcare; and University-Community Engagement. These priorities also form the framework of Upward & Onward, a $150 million comprehensive fundraising campaign that was publicly launched in 2015.

With the University’s emphasis on academic persistence and graduation, as well as an expansion of first-year advising, University of South Alabama’s retention rate has increased significantly. Enrollment standards have been strengthened, while at the same time the University has formally partnered with area community colleges to provide additional pathways for students to earn a four-year degree.

The University has also has created new avenues for student success through the launch of an Honors College and the Global USA division, which acts as a clearinghouse for all aspects of international education.

At USA Health, facility enhancements include renovations and expansions at USA Children’s & Women’s Hospital and the Trauma Center at USA Medical Center, along with construction of the Strada Patient Care Center, and USA Mitchell Cancer Institute’s Kilborn Clinic in nearby Fairhope. With a history of offering specialty healthcare not available elsewhere in the region, the University, during Dr. Waldrop’s tenure, also has grown its primary care network to bring academic medicine to more patients.

An accomplished researcher, teacher and administrator in higher education for more than 30 years, Dr. Waldrop came to USA after serving four years as provost and executive vice president at the University of Central Florida, with previous stints as vice chancellor for research and economic development at the University of North Carolina and vice chancellor for research at the University of Illinois.

Dr. Waldrop has a bachelor’s degree in political science, a master’s in physical education, and a Ph.D. in physiology, all from the University of North Carolina. Dr. Waldrop also attained athletic success at North Carolina, winning two NCAA championships as a mile runner on the track and field team and, in 1974, setting a world record for the indoor mile.

After earning his doctorate, he continued his training at the University of Texas Southwestern Medical Center in Dallas in 1982 as a Research Fellow in the Cardiopulmonary Division, receiving a National Institutes of Health Postdoctoral Fellowship at the Moss Heart Center.

Dr. David G. Johnson, Provost and Senior Vice President for Academic Affairs

Dr. Johnson has served as Provost and Senior Vice President for Academic Affairs since 2009. Dr. Johnson began his career at South Alabama in 1984 as an instructor of sociology and has held roles of increasing responsibility since becoming an assistant professor of sociology in 1985. He holds a bachelor of arts in political science and psychology from Coker College in Harksville, South Carolina, a master of science in sociology from Texas A & M University and a Ph.D. in sociology from Southern Illinois University in Carbondale, Illinois. He will be stepping down from his current position in September of 2020.

Dr. Andrea Kent, Interim Provost and Senior Vice President for Academic Affairs

Effective September of 2020, Dr. Kent will assume the role of interim provost and senior vice president for academic affairs. She is currently the dean of the college of education, has been a member of the faculty of the college for the past 15 years, and assumed the role of dean in January of 2016. A native of Mobile, Alabama, Dr. Kent earned her bachelor’s degree in early childhood and elementary education from the University of Mobile, her master’s degree in early childhood education from the University of South Alabama, and her Ph.D. in instructional design and development from the University of South Alabama.

Academic Programs and Faculty

More than three-quarters of instruction at the University of South Alabama is delivered by full time faculty, a very high rate for a research intensive institution. Faculty and staff are committed to providing the resources that students need to be academically successful, including a new Student Advising Center and Student Academic Success, which offers academic success workshops, first-year experience courses, peer mentoring, and peer tutoring.

The 1,218 scholars (faculty) at the University of South Alabama promote an environment where curiosity and discovery are given free rein. Within this culture, the university can respond to citizens and global issues with bold ideas infused with creative energy. The outcomes are high-quality research and scholarship, new information and opportunities, the transformation of traditional disciplines, new partnerships, the formation of emerging fields of inquiry, and innovation for societal applications.

Collaboration and community engagement are integral to the research enterprise at the University of South Alabama.


  • Office of Community Engagement
  • Center for Integrative Studies in Science, Technology, Engineering, and Mathematics
  • Common Read/Common World
  • Honors College
  • Innovation in Learning Center
  • Office of Undergraduate Research

Colleges, Schools, Departments

  • Pat Capps Covey College of Allied Health Professions
  • College of Arts and Sciences
  • Mitchell College of Business
  • College of Education and Professional Studies
  • College of Engineering
  • College of Medicine
  • Auburn University Harrison School of Pharmacy at USA
  • Global USA
  • Graduate School
  • College of Nursing
  • College of Computing
  • Honors College

The Student Body

The University of South Alabama Class of 2023, with 1,617 students, is the most academically talented first year class in the university’s history. The class includes young leaders, philanthropists and dedicated athletes. The total 2019 student enrollment is 14, 397.

Incoming first year international students are from 17 foreign countries: Brazil, Canada, Germany, India, Nigeria, Australia, Czech Republic, Thailand, Belgium, Iceland, Switzerland, Spain, Nepal, France, Saudi Arabia, United Kingdom and Vietnam.

Incoming first year students represent 27 states, including Alabama.

Benefits Overview

Benefits at the university include the following:

  • USA Health and Dental Plans
  • Flexible Spending Accounts
  • Life and Disability Plans
  • Retirement Plans
  • Educational Benefit Plan
  • Global Travel Assistance
  • Miscellaneous other benefits

For a more detailed look at benefits, visit the website at

Application & Nomination

Review of applications will begin June 5, 2020 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 Kendra E. Dane at Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895.

Visit the University of South Alabama website at

The University of South Alabama is an EO/AA employer and does not discriminate on the basis of race, color, national origin, sex (including pregnancy, sexual orientation, gender identity and gender expression), religion, age, genetic information, disability, or protected veteran status.