Associate Vice President for Student Health and Well-Being

RESPONSIBILITIES OF THE POSITION

Summary

Reporting to the Vice President for Student Affairs and Academic Support and serving as part of the divisional leadership team, the Associate Vice President for Student Health and Well-Being (AVP) provides visionary, strategic, and operational leadership for developing a holistic, multidisciplinary approach to student health and well-being to 36,000+ students on the Columbia campus. The AVP manages and guides the three units that comprise Student Health and Well-Being—the Student Health Center (SHC), Campus Recreation, and Substance Abuse Prevention and Education (SAPE)—ensuring that these units work cohesively to set the standard for the mental and physical health and wellness of USC students and advance the mission of holistic student health and well-being across the University. The AVP plans, implements, and leads a comprehensive primary healthcare program, including clinical, mental health, ancillary, prevention, wellness, and advocacy services for the student body and the greater USC community; directs the development and implementation of short- and long-range strategic plans; advances and promotes research and policies that support environmental changes to enhance the health and well-being of the campus; administers accreditation and compliance protocols with local, state, and federal guidelines, laws, and standards; and oversees special programs such as the University Sponsored Student Health Insurance Program, the University Proof of Health Insurance Program, and the Immunization Program. 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.

The AVP manages and supervises a high-caliber team of 200 professionals, including seven direct reports, creates an inclusive environment that fosters high performance and accountability, and effectively administers and provides fiscal oversight for a comprehensive budget of over $20 million.

Specific/Additional Responsibilities

Staffing/Supervisory

• Lead Student Health and Well-Being employees, creating an inclusive environment that fosters high performance and accountability
• Provide coaching, guidance, and feedback to all direct reports and others as needed
• Support and actively identify opportunities for employee growth and development
• Establish and communicate clear expectations to produce excellent care and services while minimizing risk
• Provide overall organizational leadership, administering and guiding the operational activity of eight major organizational units (including the teams within Student Health Services, as well as Campus Recreation and SAPE) with combined personnel strength of 200+ permanent, part-time, and contract employees

Leadership

• Provide leadership to a comprehensive, integrated student healthcare system
• Advise the administration, along with other key University officials, on student health and well-being issues affecting the University of South Carolina (USC), including management of infectious disease immunization policies and outbreak response, student health insurance matters, and healthcare-related compliance and regulatory issues

Strategic Planning

• Participate in University, division, and departmental strategic planning processes
• Identify requirements, develop operational and financial plans and programs, provide information, and make recommendations to university officers, faculty and staff groups, and the Board of Trustees
• Direct the development and implementation of short- and long-range strategic plans for Student Health and Well-Being which are consistent with its mission and vision, as well as the mission and goals of the Division of Student Affairs and Academic Support and the University of South Carolina

Compliance and Accreditation

• Ensure compliance with state and federal regulations related to Student Health and Well-Being and the rules of applicable accrediting bodies
• Represent Student Health and Well-Being in legal matters
• Develop and implement policies, procedures, and practices for Student Health and Well-Being that meet legal requirements, codes, regulations and standards of licensing, accreditation, and other certifying bodies and University policies and procedures
• Monitor sponsored health insurance plan for students
• Set clear goals for quality, safety, and the patient experience using guidelines and evidence-based medicine and research
• Oversee the risk management program and other related programs to ensure compliance with accreditation and other state and federal laws

Fiscal/Resource Management

• Administer Student Health and Well-Being resources
• Oversee the development and submission of annual financial plans, operating budgets in excess of $20 million, and the generation of student health fees and fees for service revenues to support operating costs
• Actively seek, obtain, and provide oversight for grants which fund new initiatives and targeted programs
• Effectively operate Student Health and Well-Being as a self-supporting auxiliary enterprise within approved annual budget limitations
• Take appropriate action to maintain fiscal stability while meeting essential mission and operational requirements

Other

• Manage special programs such as the University-sponsored Student Health Insurance Plan
• Administer various aspects of the University Proof of Health Insurance Program and Immunization Program

QUALIFICATIONS AND CHARACTERISTICS

The successful candidate will possess an MD, DO, or a terminal degree in healthcare administration, public health, business administration, or related field of study and progressively responsible experience in the administration of a comprehensive college or university health services operation or other healthcare entity. For clinicians or physicians, the appropriate license and board certification for practice in South Carolina are required as a condition of employment. Other requirements include detailed knowledge and experience in public health preparedness, healthcare administration, and resource management, including budgeting, procurement, and human resources management, as well as considerable knowledge of laws, rules, and regulations governing patient care, HIPAA, patient information, operation of healthcare facilities, and accreditation. Preferred qualifications include experience as an executive director of a campus-based health center or experience working in an extensive complex medical practice within the medical home model; for clinicians or physicians, a master’s degree in Business Administration (MBA, MHA, MPH, etc.) is highly preferred. Administrative experience in a complex organizational setting with multispecialty clinics; supervisory and administrative experience with excellent communication skills; strong budget management experience; a demonstrated history of strategic management; knowledge concerning health and wellness education and promotion, epidemiology, and preventative medicine activities; health insurance program administration; and experience in healthcare contingencies and disaster planning and operation are highly desirable.

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.

• The ability to lead the campus in a full-scale, holistic approach to health and wellness, coupled with the ability to look beyond the specific units and administer effectively across all of Student Health and Well-Being
• Strong leadership and organizational management abilities that inspire, develop, and motivate staff, recruit and retain high performers, promote unity and teamwork, and deal effectively with personnel issues when necessary
• A knowledge base in medicine or healthcare administration, with the ability to simultaneously walk in a higher-education and a healthcare environment
• Strategic vision and the ability to motivate all levels of staff to support that vision
• A creative approach with a futuristic orientation, a willingness to try new opportunities, a commitment to remain informed on new trends and best practices, the ability to lead significant change processes, and demonstrated experience in embracing and utilizing new and innovative technology
• Demonstrated expertise in and a commitment to diversity, equity, inclusion, social justice, and an unbiased perspective at all levels
• 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
• Political savvy and tact, with an understanding that they may be communicating at times with high-level administration, Board of Trustees, and the State of South Carolina Legislature
• Strong, transparent, and consistent communication skills, including active listening, public speaking, and written messaging, that can reach all levels of the University and communicate a clear vision to the community
• The ability to connect the units which make up Student Health and Well-Being into a cohesive unit, breaking down any barriers and forming a strong team
• Excellent 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 Student Health and Well-Being and Student Affairs and Academic Support
• Strong and visionary budgeting and finance skills, and the ability to be strategic in all budgetary decisions and forecasting
• An understanding of the importance of prioritizing mental health initiatives in all areas of the department
• 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
• Collegial relationships with the other Associate Vice Presidents 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
• Energy and excitement for the position, for overall health and well-being, and for the student affairs profession in general
• The ability to recognize the knowledge and experience of the current staff, and a willingness to obtain their perspectives and consider their input in making decisions and changes
• A willingness to be visible on campus, participate in the life of the University, and provide responsive and timely service wherever requested
• A positive attitude, a calm demeanor, and the ability to have fun and laugh on the job, even under stressful circumstances
• The self-awareness to realize personal and professional limitations, the humility to transparently communicate these limitations, and a willingness to support a healthy lifestyle and work/life balance in themselves and the staff

OPPORTUNITIES AND CHALLENGES OF THE ROLE

The new Associate Vice President for Student Health and Well-Being must possess a broad and deep understanding of national best-practices and innovations with regard to healthcare, recreation, substance abuse prevention and education, and overall wellness, as well as technology, finances, and models for success in a large, growing, public university setting. The AVP 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 and Academic Support at the University of South Carolina.

It is essential to identify a competent and dedicated individual who can promote and develop the Student 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 staff of each unit, 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 President for Student 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 in this role. The staffs of the various units of Student Health and Well-Being (Student Health Center, Campus Recreation, and Substance Abuse Prevention and Education) are large and diverse, with both seasoned and newer staff members, so the AVP must be a strong motivator with high-level supervisory and staff-development skills. While the Student Health and Well-Being concept is relatively new to USC, the vision of the Vice President for Student Affairs and Academic Support 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 AVP. Setting a strong, strategic vision for Student Health and Well-Being will be a critical priority for the new AVP and will set the stage for comprehensive short- and long-term success.

 

• With the AVP position focused on the overall leadership of the department (i.e., not having additional duties to lead one of the units within Student Health and Well-Being), there is great opportunity for an experienced professional to put their own mark on the Student Health and Well-Being program and build it to a high level based on their experience, their innovative abilities, and national best practices. The administration has tremendous support and high expectations for the AVP, and 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 Student Health and Well-Being environment that can impact students positively for many years to come. Additionally, the current directors of the Student Health Center and Campus Recreation are serving on an interim basis, so the new AVP will have the opportunity to hire individuals in those roles soon after arrival.

 

• The scope of responsibilities in Student Health and Well-Being is wide, overseeing Student Health Services, Campus Recreation, and Substance Abuse Prevention and Education, and the 10 sub-units that comprise them. The new AVP 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 and Academic Support, discovering the needs of the staff and the individual units, and beginning the process of reaching out across the University to establish themselves in this position. The AVP 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 Student Health and Well-Being, and establish themselves as the “face” of the division. The establishment of a new and comprehensive strategic plan for Student Health and Well-Being, in conjunction with the University’s upcoming strategic plan, will lay the foundations for future success and offer a road map going forward. Additionally, within 30-45 days of the arrival of the new AVP, American College Health Association (ACHA) will begin a third-party assessment and complete review of all operations under the purview of Student Health and Well-Being. With this comprehensive report, the AVP will have another tool to guide them in implementing future changes and initiatives.

 

• The University of South Carolina has a relatively new Vice President for Student Affairs and Academic Support, J. Rex Tolliver, as well as a number of innovative and energized leaders in upper-level management, so there is a fresh and vibrant environment in which to work. USC 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 President, Dr. Michael Amiridis, was named on July 1, 2022, 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 AVP 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 and Academic Support is operating at an extremely fast pace, with change and growth occurring quickly; the new AVP should expect to rapidly acclimate themselves, develop a plan, and begin implementation. With this fast pace also comes high expectations, so the new AVP should be ready to “hit the ground running” on day one.

 

• The new AVP must commit to a comprehensive culture of collaboration and partnering across campus for maximum effectiveness. The University of South Carolina 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. Student Health and Well-Being touches a vast number of individuals, departments, and other entities, so it will be crucial that the new AVP 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 and responsive customer service at all times. Upon arrival, the AVP should consider undertaking a comprehensive “listening tour” to begin these collaborative efforts and establish a baseline of needs going forward.

 

• It will be helpful for the new AVP to understand and/or be well-versed in at least one of the three areas of Student Health and Well-Being at USC. While not necessarily needing to be the expert in all three areas, the senior leader in the department will be expected to have working knowledge of them (or be able to quickly learn about them, particularly 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 AVP in this endeavor, as will effective and transparent communication skills.

 

• Diversity, equity, inclusion, and social justice are essential parts of the USC community, and the AVP should be a leader in supporting, understanding, embracing, and nurturing these concepts. There are a large number of underrepresented populations within the institution, and the units within Student Health and Well-Being need to be a model for maintaining a strong sense of equity and an unbiased environment at all times. The new AVP should be a champion for diversity, equity, and inclusion in all its forms and should strive to nurture and embrace these concepts throughout the organization.

 

• The AVP must possess solid fiscal management skills and the ability to administer large, complex budgets effectively. There are many different funding streams throughout the organization, and the AVP will have opportunities to develop new and innovative sources of revenue over time. Additionally, there is a significant portfolio of physical facilities within Student Health and Well-Being, including a relatively new Center for Health and Well-Being (built in 2017), the extensive Strom Thurmond Wellness & Fitness Center, the Solomon Blatt Physical Education Center, and more; the AVP must be able to work within the division’s centralized finance and facilities model to administer the budgets, deferred maintenance, renovations, and capital planning initiatives associated with these current facilities and begin planning for the future.

 

• In this role, the AVP will have an excellent support system in their fellow Associate Vice Presidents within the division. Some of these individuals have been with the University for many years, while others are still relatively new, but all report that their colleagues have consistently been very willing to collaborate, share knowledge, and provide a collegial network that set them up for success. The new AVP for Student Health and Well-Being can expect this same welcoming and supportive environment in which to work.

 

• The AVP should be present and visible across the campus, attend student and University-sponsored events, listen carefully to needs and expectations both within and external to Student Health and Well-Being, and establish themselves as a high-end collaborator and avid supporter of students and their well-being.

 

• Across the board, stakeholders reiterated that they liked working at the University of South Carolina, are very supportive of each other, enjoy the vibrancy and pace of the University, feel much camaraderie, and believe that there are many opportunities to make a big difference in this role. Enrollment is growing, construction is ongoing, and USC is an established influence in South Carolina and around the Southeast. Columbia is also a growing and developing capital city, and the University is contributing significantly to this growth, so the new AVP can expect many of the amenities that come along with a much larger metropolitan city, as well as the great atmosphere and hospitality of the South. With a temperate climate that promotes outdoor activities year-round, an arts, entertainment, and “foodie” culture, strong community support of USC and local sports, and easy access within a couple hours to both the mountains and the coast (as well as the historic city of Charleston), Columbia is an ideal location for all walks of life.