The Opportunity

Suffolk University is a private, coeducational, nonsectarian university located in Boston, MA. Founded in 1906, the University enrolls over 7,000 students and offers bachelors, masters, and doctoral degree programs in its Law School, College of Arts & Sciences, and Sawyer Business School. The University has been woven into Boston’s thriving urban landscape, offering a truly immersive environment in which to live, learn, and explore. It is the ideal location for Suffolk to provide students with the keys to successful lives and careers: access, opportunity, and experience.

Counseling, Health & Wellness (CHW) is a fully integrated center providing counseling services, health services, wellness education, and self-help and other resources. The IACS accredited counseling center provides high quality, direct psychological counseling and crisis intervention services to a very diverse population of undergraduate, graduate, and law school students. The health clinic provides students with a number of healthcare services including physical exams, diagnosis and treatment of acute illnesses, evaluation and treatment of injuries, diagnostic testing and blood work, and vaccines. This integrated approach affords the opportunity for considerable collaboration between counseling, health, and wellness providers in a variety of interdisciplinary programs, and is designed to provide holistic care to Suffolk students. Most recently, the director of CHW has played a critical leadership role in the University’s response and planning related to COVID-19.

The Position

Role of the Director of Counseling, Health and Wellness for Suffolk University

Reporting to the vice president for student affairs and dean of students, the director of counseling, health and wellness provides leadership as well as clinical and managerial expertise to a strong team of college mental health clinicians, medical providers, wellness educators, and administrative staff. Counseling, Health and Wellness offers a broad array of services including scheduled and walk-in medical and mental health visits, telecounseling, urgent care and crisis intervention, peer education, pharmacological consultations and treatment, campus outreach programs, and holistic health education. In addition, a student health insurance program, a partnership with Massachusetts General Hospital and an off-campus psychological and medical referral service, is associated with CHW. The director is an integral member of the student affairs division and works collaboratively with numerous units including the dean of students, residence life and housing, international student services, academic support, diversity services, Title IX, risk management, and university police and security to address coordinated support for student success as well as crisis management. The director is responsible for developing and maintaining an annual operating budget of just over $200,000 and managing a highly skilled and passionate team of 21 professionals, six graduate counseling trainees, and eight graduate/undergraduate student workers.

Essential responsibilities include the following:

Administrative Management

  • Oversee mental health and medical clinical care, including clinical quality management, doctoral level psychotherapy and psychiatric care, outreach and consultation, professional and peer education programs, risk management, and staff professional development.
  • Implement and monitor compliance with all local, state and federal regulations pertaining to a mental health and healthcare delivery system.
  • Hire, train, supervise, and evaluate clinical and administrative staff assigned to CHW Center.
  • Coordinate the development and preparation of the annual budget and the annual report.
  • Provide leadership in departmental and divisional strategic planning activities, program review activities, assessment and learning outcome activities.
  • Manage CHW external contracts, including the MGH partnership, agreements regarding after-hours phone counseling, Suffolk student health insurance, the Center’s EMR system, online education and prevention modules, and others as clinically and/or administratively appropriate.
  • Identify quality improvement opportunities, service improvements, and emerging trends.
  • Compile statistics and conduct research to evaluate and report program effectiveness.
  • Oversee the maintenance of CHW electronic medical record-keeping system; ensure confidentiality of information and FERPA and HIPAA compliance.
  • Attend and conduct a variety of University and Division of Student Affairs meetings as assigned, including the CARE Meeting, Week-in-Review Meeting, and Incident Command Meeting, as well as participate in campus and community committees.

Clinical/Administrative Supervision and Training

  • Work collaboratively with the medical consultant to develop and implement a comprehensive program for clinical medical services which addresses medical and administrative supervision of health staff and current standards of practice in medicine.
  • Develop, implement, and evaluate health clinic policies and procedures.
  • Coordinate appropriate malpractice insurance and certifications of staff training/qualifications (e.g. CPR, first aid, AED, blood-borne pathogens).
  • Via supervision of the nurse practitioner/assistant director of medical operations, ensure that all equipment and supplies are available in good working order and calibrated per manufacturer’s guidelines, as well as oversee licensed lab and hazardous waste management.
  • Provide oversight for the quality of psychiatry services and mental health care provided by practitioners at the doctoral, social work, and pre-doctoral levels.
  • Develop, implement, and evaluate counseling services policies and procedures.
  • Via supervision of the Associate Director/APA Training Director, oversee and direct scope of services, staffing and educational quality of APA-approved doctoral health psychology counseling internship program and a counseling practicum program.

Direct Care and Consultation 

  • Provide direct care for students seeking mental health services, including clinical assessment, individual and group counseling, and documentation.
  • Provide emergency on-call support via CHW “Counselor on Call” system and, as needed, in major campus crises.
  • Serve as a resource and consultant to the campus community on issues related to student mental health and clinical health services.

Prevention, Education and Outreach

  • Coordinate and facilitate prevention and education holistic health programs to the campus community, and coordinate student referral services to on- and off-campus mental health and medical resources.
  • Via supervision of the Assistant Director for Wellness Education, coordinate and facilitate student and family orientation workshops and outreach and training programs for resident assistants, student leaders, faculty, staff, and the general Suffolk community.
  • Coordinate services with Disability Services, Residence Life, and other administrative units to address students’ comprehensive health and wellness needs.

History of the Position

In fall 2013 Suffolk University embarked on a new approach to medical and mental health care as its counseling center and walk-in medical clinic merged into one cohesive department utilizing an integrated approach focused on the holistic care of all students. The newly hired director at the time, Dr. Jean Joyce-Brady, oversaw this transition and has served in the director role ever since. Through her leadership and professionalism, the Counseling, Health & Wellness Center has grown into a highly functioning, well-respected department on campus. Dr. Joyce-Brady will retire this August and leaves behind a strong foundation from which the next director can build upon to help CHW continue to excel and reach new heights.

Opportunities and Challenges of the Role

The following were identified as possible opportunities and challenges that will face the new director:

  • Suffolk and CHW have enjoyed a strong director for many years. This director’s retirement leaves “big shoes to fill,” both within CHW and the broader Suffolk community.
  • Suffolk fully embraces social justice as does the staff of CHW. The new director must be intentional about social justice and hold this as a priority for CHW.
  • Starting a position during the pandemic will require a flexible administrator with experience leading through change.
  • Creatively use technology to enhance the student experience with CHW.
  • It will be important that the new director work to increase the diversity of the CHW staff to more appropriately represent the student population.
  • Understand and honor the differences of the individual centers while also continuing to advance CHW as one cohesive department.
  • The director must maintain a balance between all the centers within CHW, allowing equal representation and influence to department-wide decisions.
  • Continue to help all staff understand how they belong to the broader Division of Student Affairs and encourage their participation in division-wide initiatives and committees.
  • Explore new approaches to expand and optimize service capabilities that address growing needs by introducing proactive outreach, promotion, and educational programs directed to students, faculty, and the broader campus community.
  • Suffolk students are intelligent, hard-working, active, and want to be engaged.
  • Build an exemplary team through the enhancement of the current staff’s morale, and create a culture of authentic connections, honest information sharing, and solicitation of input from all staff.
  • The physical space of the health center is challenging as exam rooms currently double as workspaces.
  • Suffolk has a large international student population, and the new director must understand the complexities of this population with respect to both mental health and healthcare.
  • The staff of CHW are passionate, hard-working and very committed to their work.
  • CHW has an excellent reputation throughout campus and is well supported.

Measures of Success

At an appropriate interval after joining Suffolk University, the following items will define initial success for the director:

  • The director will have reviewed departmental and personnel strengths and weaknesses, and will have taken the appropriate time to meet with the staff and truly understand each staff member’s role as well as how they contribute to the larger organization.
  • The director will have maintained a leadership style that is credible and collegial while continuing to be highly effective.
  • The director will have worked to further integrate the culture of CHW, respecting the nuances between counseling and health and wellness services.
  • CHW staff will feel valued, supported and appreciated.
  • CHW will have continued to move forward in a positive manner, creating a welcoming environment for all students, and students are pleased with their experiences with the staff.
  • The director will have the confidence and trust of upper administration, CHW staff, other Student Affairs staff, and students.
  • The director will have made solid decisions, following protocols and applicable laws.
  • The director will have proved to be accessible, reliable and easily approachable.
  • The director will have demonstrated excellent communication and problem-solving skills, will have connected with key institutional and local stakeholders, and will have a good sense of the mission and priorities of Suffolk.
  • The director will have become a valued member of the Suffolk community by collaborating with colleagues on all aspects of student mental health, healthcare, and wellness needs, and by providing solid consultation to colleagues in need.

Qualifications and Characteristics

A doctoral degree in psychology, eligibility for licensure as a psychologist in Massachusetts, and minimum of seven years of experience with counseling center administration are required. Experience working in a higher education setting and in an integrated medical/mental health program model utilizing electronic health records preferred. The successful candidate will demonstrate a strong student service orientation; have experience working with diverse populations including traditionally underserved populations such as international students, students of color, LBGTQ students, student with disabilities, veterans, nontraditional students, transfer students, and victims of interpersonal violence; and possess strong experience with crisis management. In addition, documented experience in the management of personnel, financial and facilities resources, and budgetary planning, strong interpersonal and communication skills, and an ability to analyze complex information and situations and direct appropriate action are essential to success. Strategic planning skills, project management ability, and a willingness to work flexible hours to meet the demands of the position will be important considerations in the selection of the director of counseling, health and wellness.

In addition to the above-stated qualifications and characteristics, Suffolk University stakeholders identified the following characteristics as important for the director (in no particular order):

  • Ability to effectively serve as the director for a large, integrated counseling, health and wellness center, while also having a solid understanding of the different cultures and approaches needed for each distinct center to thrive.
  • A genuine expert on issues of college health, with the capacity to educate the campus community and provide guidance when necessary.
  • Demonstrated leadership ability with excellent management skills and the ability to build a solid framework to effectively develop and manage a complex organization.
  • Strong team-building approach that continues to foster a positive relationship among the entire staff.
  • Credible, engaging, supportive, and approachable supervisor with knowledge of the responsibilities of each staff member’s position, respect for their work and contributions, and a proficiency at advocating for the programs and other needs of staff and students.
  • Strong future thinker and collaborator committed to advancing the integrated mental health/medical and wellness approach to the entire campus community.
  • Embrace innovation and creativity, and willing to try new services and/or approaches to most effectively meet the needs of the students.
  • Capacity to equally hold staff accountable and celebrate accomplishments and positive contributions.
  • Experience leading in a culture of change, with the capacity to motivate staff to accept and embrace change.
  • Proficient at formulating streamlined policies and protocols to guide and support the work of the department.
  • Serve as a true advocate and “face” for the entire department, positively representing their work and needs effectively to leadership and the campus community.
  • Deep understanding of principles of diversity and social justice, with the ability to enhance equity and inclusive communities with students and staff of various social, cultural, and educational backgrounds.
  • Sound understanding of higher education and how the various parts of an institution function to sustain its mission and goals.
  • Compassionate, accessible, transparent, ethical leader with excellent communication skills to clearly articulate vision, direction, and purpose and earn the respect and confidence of the faculty, staff, and students.
  • Genuinely enjoy working with students and helping all students experience success.
  • Solid administrative skills to efficiently manage CHW.
  • Actively support data collection, analysis, and data-driven decision making—and the systems and assessment measures that support these processes.
  • Highly energetic individual with a strong sense of self and ability to appropriately infuse humor and enthusiasm into the workplace and campus community.
  • Demonstrated commitment to a strong collaborative style and capacity to build bridges to departments, faculty, students, and the broader community.
  • Knowledge of strategic planning, project development, and organizational change management.
  • Maintain a commitment to continual improvement and professional development by encouraging staff to be actively engaged in professional associations and alert to evolving trends and emerging best practices.
  • Experienced facilitator with the ability to effectively engage in difficult conversations and mediations.

Overview of the Counseling, Health & Wellness Center

The Counseling, Health & Wellness Center is a welcoming and safe place for all Suffolk University students. The Center offers counseling and medical services as well as wellness education programs.

Counseling, Health & Wellness Mission Statement

Suffolk University’s Center for Counseling, Health & Wellness appreciates that health is multi-faceted and requires a holistic approach.

As such, its mission is to provide integrated, culturally sensitive services that support the academic success and personal development of students as well as the overall health of the Suffolk University community.

Through counseling, medical services, consultation, educational outreach, mind-body practices and referral, its goal is to promote student well-being and resiliency while empowering students to develop self-advocacy and healthy decision-making.

Counseling

CHW Counseling’s primary goal is to provide timely and comprehensive short-term counseling services to Suffolk University undergraduate, graduate, and law students.

CHW Counseling is committed to using its full resources in helping to expand the positive and productive learning environment at Suffolk University for students, faculty, and administrators alike.

CHW Counseling is staffed by an interdisciplinary mental health team consisting of licensed psychologists, psychology doctoral interns, a psychiatric nurse practitioner, and licensed social workers. Entry-level staff members hired in CHW are required to become licensed. Accredited since 1975 by the International Association of Counseling Services (IACS) and with an American Psychological Association-approved (APA) doctoral internship program that was originally accredited in 1995, CHW Counseling Services continues to play a very active and important role in the life of the University. Staff provides a wide spectrum of services, including individual and group counseling, outreach and consultation, training, and supervision.

The Suffolk University Counseling Center has been accredited by the International Association of Counseling Services (IACS) since 1975. It has been a member of the Association of Psychology Postdoctoral and Internship Centers (APPIC) since 1981.

Healthcare

Suffolk’s healthcare services and programs are available to all registered Suffolk University students.

Please note that Suffolk University exempt and non-exempt employees, whether or not they are enrolled in Suffolk courses, are not eligible for CHW counseling and health services and are referred to the University’s EAP program and/or their personal health insurance resources.

Suffolk University Healthcare includes the following programs and services:

  • Physical exams
  • Diagnosis and treatment of acute illnesses
  • Evaluation and treatment of injuries
  • Diagnostic testing and blood work
  • Vaccines
  • Testing, diagnosis and treatment of STDs
  • Travel guidance
  • Contraceptive management, counseling and emergency contraception
  • Eating concerns
  • Health education
  • Sports physicals
  • Flu shots

Wellness Services

Suffolk University Wellness Services includes the following programs and services:

  • Consultations and referrals for students with concerns about substance use
  • AlcoholEdu and Haven information (a new student requirement)
  • BASICS (Brief Alcohol Screenings and Interventions for College Students) and CHOICES for voluntary and sanctioned students
  • Health Promotion workshops in and out of the classroom
  • Work with the Suffolk University Peer Health Educators (SUPERs)
  • Provide free reproductive health materials (condoms, oral dams etc.)
  • Oversee the Wellness Resource Center
  • Administer the American College Health Assessment Survey
  • Advocate for policy, procedural, and environmental changes that benefit the campus community

Self-Help Resources

There are resources for students to learn about a variety of health topics, including substance abuse, nutrition, mental health, stress, sleep, and more:

  • Alcohol, marijuana, & other drugs
  • Cold & flu
  • Culture & identity
  • Eating disorders & body image
  • Gambling
  • Healthy living for college students
  • Healthy relationships, relationship abuse, & sexual assault
  • Mental health (depression, anxiety, etc.)
  • Nutrition
  • Sexual health
  • Sleep
  • Stress management & self-care
  • Tobacco
  • Faculty & staff guide

Leadership of the Student Affairs Division

Ann Coyne, Ph.D., Vice President for Student Affairs & Dean of Students

Ann Coyne joined the Division of Student Affairs in 2006, and serves as the Dean of Students. She plays a pivotal role in the creation of transformative and engaging experiences for Suffolk students. As a student advocate, Dean Coyne supports the development of on- and off-campus partnerships and ensures programs and policies promote a safe, engaging and inclusive campus climate that facilitates students’ successful navigation of campus life.

Dean Coyne earned a BS ’82 in Communications and Speech from Suffolk, an MA in Higher Education Administration from Boston College and an Ed.D. in Educational Policy, Research and Administration from the University of Massachusetts at Amherst. She has held leadership positions at Stonehill College, Wentworth Institute of Technology, Fitchburg State College, Endicott College and the Massachusetts Board of Higher Education.

Organizational Charts for the Counseling, Health & Wellness Center

Institution & Location

Institutional Overview

Institutional Background/History

Suffolk University is a private, coeducational, nonsectarian university located in Boston. Founded in 1906, the University offers bachelor’s, master’s, and doctoral degree programs in its Law School, College of Arts & Sciences, and Sawyer Business School.

From its roots in an evening law class with a handful of students, Suffolk University has evolved into a global institution that blends traditional and experiential learning and taps partner organizations and mentors in Boston and beyond.

Founder Gleason Archer hailed from rural Maine and worked hard to support his law school aspirations. He was fortunate in meeting a benefactor, George Frost, who paid for Archer’s education and asked only that Archer pass his generosity along to others. Archer took this advice to heart and in 1906 began teaching law in his home in the evenings.

Celebrating diversity has always been at Suffolk’s core, and the institution was at the forefront in embracing a diverse student population, with African American, Asian, Native American, and women students finding a home here since its earliest days.

The school now known as the College of Arts & Sciences was founded in 1934. Two years later the predecessor to the Sawyer Business School welcomed its first students. That same year all three schools were incorporated as Suffolk University. In time the University expanded from a night-school format to incorporate a range of full- and part-time programs.

A tradition of public service was firmly established in Suffolk University’s earliest days. Many alumni have been elected to public office at the state, local, and national levels; some began their terms in office while studying at Suffolk. And Suffolk alumni work diligently on behalf of their fellow citizens in nonprofits, the judiciary, and in policy-making positions at every level.

Building on the promise of its founding, Suffolk University continues to anticipate and respond to the needs of a diverse student body. Through carefully designed curriculum, mentoring, networking, and service learning, the University creates opportunities that help students to meet their goals.

Students combine classroom studies with experiential learning opportunities and career-shaping internships at influential institutions, and they forge strong, essential connections with professional mentors. Suffolk students benefit from their close proximity to Boston’s top employers, including the key business, healthcare, biotechnology, and start-up industries that increasingly define the city. Partnerships with the Museum of African American History, the Boston Public Schools, the judiciary, Habitat for Humanity, and many other entities engage faculty and students in groundbreaking scholarship and community participation. Upon graduation, Suffolk students are well prepared for success.

The University’s reputation for excellence draws students from across the nation and around the world to its urban campus. Students come from a variety of economic and cultural backgrounds to contribute to and engage in a vibrant campus environment with programming that enriches not only the academic, but also the social and personal experiences of all students.

In addition, students gain international exposure as they study at the University’s Madrid campus and take advantage of additional study abroad programs, global travel seminars, and faculty-led study tours.

When they graduate, Suffolk students join a proud alumni community of more than 80,000 members who span the globe and are innovators and leaders in their fields. These Suffolk alumni are deeply invested in the success of today’s graduates.

Since 1906, Suffolk University has been transforming lives through its rich learning environment that positions students for professional and personal success. Those who best know the University realize that its success comes from the dedication of its people – the faculty, administrators, staff, alumni, and students who have created an academic environment that is exceptional.

Greater Boston Area

Boston Massachusetts is one of the world’s favorite cities, with over 19 million domestic and over 1.7 overseas visitors traveling to the area annually, making it a leading tourist destination.

There are annual events which need no further introduction, including the Boston Marathon, 4th of July, or First Night/First Day. And there are many seasonal specialties near and dear to Bostonians: Lilac Sunday or the Duckings Day Parade in springtime, Boston Pride Festival for an entire week every June, the Head of the Charles Regatta in fall, or a Nutcracker performance for the holiday.

Boston dining is increasingly a destination all its own. The restaurant scene is delicious and dynamic. Select from Boston’s acclaimed restaurants to neighborhood bistros, and from contemporary cuisine to traditional New England fare with a few surprises to an eclectic mix of ethnic dishes, making for a gastronomical United Nations!

Each of the city’s neighborhoods has a remarkably different style and tone. From the Back Bay’s cosmopolitan streets and ornate Victorian town houses, to the aromas spilling into the narrow and jumbled 17th century streets of Boston’s North End, to the spirited and funky neighborhood squares of Cambridge, all are within easy distance from one another.

Mission Statement

At Suffolk University we are driven by the power of education, inclusion, and engagement to change lives and positively impact communities. Committed to excellence, we provide students with experiential and transformational learning opportunities that begin in the center of Boston, reach across the globe, and lead to extraordinary outcomes for our graduates.

Vision

Suffolk University will be a leader in experiential learning, known nationally and internationally for excellence in providing students access to real-world and global learning opportunities through outstanding academic and co-curricular programs and partnerships that take full advantage of our borderless, urban campuses in Boston and Madrid.

We will advance our mission by ensuring that our students gain the core competencies needed to build successful careers in a rapidly changing world. A sharp focus on preparing students and alumni for lifelong career and community success will put Suffolk at the forefront of career education efforts at colleges and universities nationwide.

Core Values

  • Student-Centered
  • Opportunity
  • Scholarly and Professional Excellence
  • Sound Financial Management
  • Community Engagement
  • Social Responsibility
  • Diversity
  • Integrity

Suffolk 2025: Strategic Plan

The experience of being part of the city of Boston works its way into every aspect of a Suffolk education, both inside and outside of the classroom—and our students embrace it. Our location in the heart of the city puts us at the center of a borderless and global community. We bring together a powerful combination of limitless real-world learning opportunities in our downtown location and individual mentoring and connections with faculty and staff. That distinctive approach leads our students on exciting new journeys and prepares our graduates for career and life success.

The Suffolk community shares a mindset of serving others. From our founding in 1906, we have been and remain an institution with a fundamental belief in the power of education to improve lives and positively impact communities, locally and around the world. At a time when accessing education is becoming increasingly difficult for many, we are more committed to that powerful mission than ever before, and to ensuring that students from all backgrounds can access life-changing educational opportunity.

Over the course of the 2018–2019 academic year, members of the Suffolk community came together as part of a strategic planning process in order to understand in depth our advantages, our challenges, and our opportunities. We wanted to uncover those elements of our distinctive identity that will help us better stand out in a crowded higher education marketplace, with more than 60 colleges and universities in greater Boston alone. We considered where we can invest to maximize opportunities for our students and our community, and to ensure ever greater levels of success for the University in the years and decades to come. The result is Suffolk 2025, a strategic plan that will guide us in decision-making and focus over the next six years.

At the heart of the plan are three key areas of University-wide focus and commitment: Integrated Education; Building Community and Partnerships; and Enhancing Reputation and Reach. The plan calls for a number of investments in major new initiatives including the following:

  • A comprehensive and expanded Center for Career Education & Professional Development with a focus on collaborating with academic units on career readiness, working to ensure that Suffolk students and alumni gain the needed competencies for success in a changing world. The Center will connect every part of the University, including our alumni community, to career development resources and opportunities.
  • A new school that brings together our vast expertise in the public arena, including public affairs, politics, public service, public management and the law. The school will build on our historic commitment to community engagement and social responsibility.
  • New and stronger domestic and international alumni networks and local and global partnerships that create opportunities for students and graduates and strengthen connections between the University and its growing worldwide alumni network.

Integrated Education

Suffolk’s focus on experience-based learning, career readiness and adaptability prepares students and graduates to thrive in a rapidly evolving and global work world. We are identifying the knowledge, attributes and skills—including the power skills of human interaction—that graduates need to be successful throughout their careers and lives. And we are incorporating that understanding into our curriculum and program development.

Experiential Learning is a distinctive feature of a Suffolk education. It is a primary learning and teaching tool here, and it leads our students to discover new career and life pathways. Suffolk students deeply engage in learning through opportunities such as hands-on research projects; consulting with area businesses and organizations; service-learning and volunteer opportunities across the city; internships at area companies, agencies and non-profits; study and travel abroad, including at our campus in Madrid, Spain; and co-curricular activities in the residence halls, University clubs and student organizations.

Suffolk 2025 calls for expanding our experientially-based educational approach so that from the moment a student begins at Suffolk they are combining theory and practice, with reflection on that practice in both our academic and co-curricular programs. This extends across schools, majors and degree levels.

Key initiatives include the following:

  • Creating a faculty-led Center for Experiential Learning that will foster and support course development, co-curricular initiatives, symposia, and faculty research.
  • Recruiting faculty who are committed to experiential education.
  • Building a foundation of experiential learning from the first semester of a student’s program through requirements in the Core Curriculum, internships and co-curricular initiatives.

Career Readiness is at the core of the University’s mission. Suffolk University will be a leader in preparing students for career success, and in professional development and lifelong learning programs for alumni.

Key initiatives include the following:

  • Develop programming and build a new home in a visible location for a comprehensive Center for Career Education & Professional Development with staff expertise in specific subject areas; the Center will offer a clear path to success for students in all majors and programs as well as for alumni.
  • Enhance capabilities in international career advising.
  • Create an industry model of employer development and advising that identifies essential career competencies that students need to acquire and works to ensure their incorporation in our programmatic offerings.

The New School, focused on the public arena, aligns with Suffolk’s commitment to community, civil discourse and the promotion of programs relevant to the 21st century marketplace. It will bring together expertise from the College of Arts & Sciences, the Sawyer Business School and Suffolk University Law School and will be the primary home for the University’s Ford Hall Forum, the nation’s longest running free and open public lecture series, and the Moakley Center, which for more than 35 years has been providing education, training, and research opportunities for public servants and community leaders. Its guiding organizational principle will be interdisciplinary collaboration in support of the public sphere.

Building Community and Partnerships

A major Suffolk University strength is in our community. We are committed to building stronger connections between our students, employees, and alumni in an inclusive and increasingly diverse environment. Diversity and inclusion are core values and central to our historic mission, and a greater focus on these will enhance the overall experience of the entire community and make us stronger. And we are focused on expanding opportunities for our students and graduates through new educational, corporate and non-profit partnerships, locally and around the world.

Faculty and Staff

  • Increase the number of faculty and staff from historically underrepresented groups.
  • Develop opportunities for professional growth and enrichment that help employees fulfill their responsibilities.
  • Expand our Doctoral Fellowship program and other programs that build a pipeline of diverse faculty candidates and increase the scholarly engagement of students in the area of cultural competence.

Students

  • Increase programming to support students from historically underrepresented groups.
  • Explore opportunities to increase financial aid options, especially for students from historically underrepresented groups.
  • Evaluate online opportunities focusing on nontraditional students.
  • Expand permanent student housing capacity.
  • Identify and put in place new performing arts spaces.
  • Continue to expand athletics offerings.

Alumni

  • Build stronger connections with our alumni community around the world, including through domestic, international, and affinity networks with a focus on engaging alumni across all life stages and developing a culture of philanthropy.
  • Create interesting and emotionally engaging content about alumni, the power of philanthropy, and the success of the University.
  • Provide interactive capabilities for professional and social networking and information-sharing, and opportunities for affinity groups and regional alumni groups to connect.

Partners

  • Develop quarterly events to cultivate and engage key local corporate and foundation stakeholders.
  • Develop multifaceted, long-term, and mutually beneficial partnerships with corporations and foundations. Create partnerships with employment leaders in finance, biotech, law, and technology, in collaboration with internal offices, alumni volunteers, and board leadership.

Enhancing Reputation and Reach

We are focusing on reputation so that the world will know the impact of a Suffolk education on individual students and better underscore our significant contributions to the Boston community and to communities around the world. Enhancing our reputation will support efforts to broaden our reach and make a Suffolk education available to more students, including underserved populations.

Key initiatives include the following:

  • Develop a more deliberate, coordinated, and proactive approach to rankings, working to maximize our position, but always in ways that put integrity and data accuracy at the center of all we do; support both University and programmatic rankings efforts with central resources.
  • Drive positive impressions of Suffolk through increased and broader outreach to influencers and opinion makers, especially by harnessing the power of our alumni network to spread the word about the power of a Suffolk education.
  • Create a central events office that works across the University to maximize impact and promotion.
  • Enhance Advancement communications capabilities to support alumni engagement and fundraising goals so that our alumni and friends better understand our mission and our goals, and can help us achieve them.
  • Invest in resources needed to better reach and build the University’s reputation with prospective students of all schools.
  • Increase student recruitment efforts nationwide, with further expansion in the south and southwest.

Leadership

Marisa Kelly, President

Marisa Kelly was named Suffolk’s permanent president in March 2018 after guiding the University as acting president for 20 months. Her leadership accomplishments are both concrete—shattering fundraising goals, adopting innovative curriculum, embracing best practices in governance—and more subtle—fostering an environment of inclusion and instilling confidence in students, faculty, and staff.

At a time of changing demographics, Suffolk is seeing positive enrollment trends under Kelly’s leadership. And her focus on financial management, local and international partnerships, and academic excellence are yielding positive trends for the University and enhancing the educational environment.

Kelly joined Suffolk University as senior vice president for academic affairs and provost in August 2014, with responsibility for working collaboratively to ensure the quality of the educational experience for students at all levels, in and outside of the classroom. In that role Kelly distinguished herself on the senior leadership team and demonstrated her commitment to experiential learning and the development of interdisciplinary educational opportunities.

Kelly, whose academic discipline is political science, has a distinguished record of collaborative academic leadership. Before joining Suffolk she served as provost at Ithaca College, dean and McQuinn Distinguished Chair of the College of Arts & Sciences at the University of St. Thomas, MN, and spent 12 years as a faculty member and administrator at University of the Pacific in Stockton, California.

She holds a PhD in Political Science from the University of Kansas, an MA in Political Theory from San Francisco State University, and a BA in Government from California State University at Sacramento.

Faculty

  • 356 full-time and 284 part-time faculty
  • 90 percent of full-time faculty have a PhD or terminal degree
  • 1:13 Faculty/student ratio (undergraduate)
  • 1:16 Faculty/student ratio (Law School)
  • 20 students in an average undergraduate classroom
  • 70+ academic programs
  • 900+ courses

Schools and Programs at Suffolk

Suffolk University academics span more than 100 undergraduate, graduate, and professional programs of study. From traditional classes combined with real-word experiences to internships, research projects, study abroad, and more, Suffolk University academic programs open a world of opportunity through educational excellence

  • College of Arts & Sciences
  • Suffolk University Law School
  • Sawyer Business School
  • Madrid Campus
  • Continuing Education

Institutes and Research Centers

  • Center for Entrepreneurship
  • Center for Executive Education
  • Center for Innovative Collaboration and Leadership
  • Center for Real Estate
  • Center for Restorative Justice
  • Center for Teaching & Scholarly Excellence
  • Center for Women’s Health and Human Rights
  • Ford Hall Forum
  • Institute on Law Practice Technology and Innovation
  • Institute for Public Service
  • Moakley Archive and Institute
  • Moakley Center for Public Management
  • Poetry Center
  • Suffolk University Political Research Center
  • Barbara and Richard M. Rosenberg Institute for East Asian Studies
  • Sagan Energy Research Laboratory

The Student Body (as of Fall 2019)

  • 7,288 Full-and part-time students
  • 4,983 Undergraduate students
  • 1,197 Graduate students
  • 1,108 Law students
  • 1,331 International students (undergraduate and graduate)
  • 100+ Student clubs and organizations
  • 19 NCAA Division III athletic teams

Benefits Overview

Benefits at Suffolk University include the following:

  • Medical Insurance
  • Vision Insurance
  • Prescription Drug Coverage
  • Dental Insurance
  • Flexible Spending Accounts
  • Health Savings Account
  • Retirement Plans
  • Commuter Benefits
  • Tuition Benefits
  • Employee Assistance Program
  • Group Insurance
  • Discounted Auto and Home Insurance
  • Accident Insurance
  • Critical Illness Insurance
  • Life and Disability Insurance
  • Metro Credit Union
  • Health Connector

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

https://www.suffolk.edu/about/directory/human-resources-office/benefits

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 Heather J. Larabee at hjl@spelmanjohnson.com. Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895.

Visit the Suffolk University website at www.suffolk.edu

Suffolk University does not discriminate against any person on the basis of race, color, national origin, ancestry, religious creed, sex, gender identity, sexual orientation, marital status, disability, age, genetic information, or status as a veteran in admission to, access to, treatment in, or employment in its programs, activities, or employment.