THE OPPORTUNITY

Founded in 1870, Colorado State University is one of the nation’s leading research universities and enrolls approximately 34,000 undergraduate, graduate, and professional students. CSU was the first institution in the world to earn a STARS (Sustainability Tracking, Assessment and Rating System) Platinum score. Located an hour north of the Denver metro area, Fort Collins is a culturally vibrant and progressive community of about 165,000. The city is situated on the Front Range of the Rocky Mountains with views of 14,000-foot peaks, and offers easy access to numerous cultural, recreational, and outdoor opportunities. Colorado State was ranked as a top tier university in U.S. News and World Report’s “America’s Best Colleges and Universities,” and Kiplinger’s Personal Finance Magazine rated it as one of the top public universities in the United States for educational quality and affordability.

The Position

ROLE OF THE DIRECTOR OF DINING SERVICES, LORY STUDENT CENTER, COLORADO STATE UNIVERSITY

Reporting to the assistant vice president and executive director of the Lory Student Center, the director of dining services, Lory Student Center, provides leadership and administrative direction for the day‐to‐day operations and long‐term strategic planning of retail dining services across Colorado State University. The position includes fiscal responsibility, coordination, supervision, and evaluation for all aspects of a complex array of retail dining operations which include Lory Catering, the Aspen Grille (in partnership with the Hospitality Management academic program), the University Club, two convenience stores, one brewpub and microbrewery (in partnership with the Fermentation Science academic program), five self‐operated quick-service locations, four retail coffee shops located within academic colleges, and six contracted quick‐service restaurants. The director maintains overall responsibility for decisions related to the sales, production, and service of safe, responsive, and healthy meals and beverages to an average daily customer base of 24,000 patrons as well as 3,000 annual catered events. The director has final authority for all decisions related to dining services programs, procedures, and policies; serves as operating manager for the university’s alcohol license and federal brewery permit; determines final approvals for alcoholic beverage service for Lory Catering; and recommends changes to university policy impacting alcohol service. The position oversees approximately 27 full-time staff members (including two direct reports), an average of 400 student and non‐student hourly employees, and an operating budget in excess of $7 million.

HISTORY OF THE POSITION

The current director holds responsibility for Lory Student Center dining as well as business services, and has held this role for the past 20 years. After his retirement, effective in April 2020, the position will be restructured as the director of dining services to provide a more directed focus on the retail dining needs, including non-residential dining and catering services, across the university.

OPPORTUNITIES AND CHALLENGES

The next director of dining services, Lory Student Center, Colorado State University (CSU), must possess a broad and deep understanding of national trends and best practices with regard to dining, catering, and retail operations, as well as an exemplary record of strong organizational and team development in a food or auxiliary services environment. The director should be a dynamic leader capable of managing complex situations; unwaveringly committed to the well-being and support of students; and equipped to contribute at both a strategic and operational level in a large, land-grant, institutional environment.

The Lory Student Center has a history of providing stellar service to students—particularly its dining services—and this standard of excellence requires attention to detail and forward thinking. A strong passion for dining services, the ability to show interest in and understand all aspects of a complex portfolio, and a comprehensive understanding of the changing dining and food-related needs of students are necessary for the candidate to be successful in this position.

It is essential to identify a competent and visionary individual who can promote and develop the staff, set departmental priorities, and boldly lead an already successful dining program into the future. The following were identified as possible opportunities, priorities, and challenges that will face the new director of dining services, Lory Student Center:

  • The new director will want to quickly build rapport with the Dining Services staff, the Lory Center staff, the Division of Student Affairs, partners and colleagues throughout campus, and external collaborators. The director should conduct a “listening tour” to foster open communication, increased transparency, opportunities for feedback, and stakeholder involvement. Relationships and collaboration on the CSU campus create an interconnectedness that makes the campus feel much smaller than it is, so the director should work diligently from day one to develop and promote these partnerships.
  • The current staff of Lory Dining Services is extremely committed to the vision of assisting students in every way, and dedicated to offering the best service possible. The new director should make it a priority to quickly get to know the staff as individuals, learn their particular needs, develop trust and confidence, provide comprehensive professional support, and oversee their ongoing growth.
  • Dining Services at the Lory Center is proud to be an independent, self-run operation that is not contracted out to a third-party entity, so the director has the opportunity and administrative support to be creative, innovative, and responsive. The staff of Dining Services is extremely proud of the services and quality of food they provide to the CSU campus, so the new director will be entering a positive and successful environment that is energized, student-focused, and ready for the influx of ideas a new director will bring to the table. The new director should be prepared to provide the same quality food, customer service, productivity, output, and yield currently in place, ensuring that all levels of management are part of the decision-making process.
  • The Lory Center operates two establishments that foster ongoing partnerships and collaborative educational opportunities with Academic Affairs: the Aspen Grille, in partnership with the Hospitality Management program; and the Ramskeller Pub, a brewpub and microbrewery operated in partnership with the Fermentation Science program. These programs are academic learning opportunities and program majors for many students, and each provides direct insights into real-world functionality from a hospitality and food-service perspective. The new director will be expected to further enhance these experiences for students, explore opportunities for deepening the partnerships, and seek out new and innovative collaborative opportunities.
  • Both CSU and the Lory Center support continued advancement and change, and that change can be fast and dramatic. The new director will be asked to come on board, learn the office, staff, and institution, and move forward quickly, while simultaneously ensuring that the programs and services currently in place continue to be celebrated and strengthened.
  • Diversity, equity, and inclusion are important parts of the CSU community, and the director 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 director needs to be a model for maintaining a strong sense of equity and an unbiased, supportive environment at all times.
  • Lory Dining Services is a hybrid auxiliary department consisting of contracted and self-operated retail dining units in the Lory Student Center and across the university. It also serves as the largest caterer in northern Colorado, with more than 3,000 catered events annually. It is important to note that Residential Dining Services is a separate department under the purview of Housing and Dining within the Division of Student Affairs, but the two work collaboratively to provide the best possible comprehensive dining experience for CSU students.
  • The position provides an excellent opportunity for direct student contact and impact. Many students and student organizations look to the director and Lory Dining Services for support, advisement, and direction. The new director should quickly reach out to these various students, learn their needs and desires, and develop strong partnerships.
  • Stakeholders consistently reiterate that they like working at CSU, are very supportive of each other, enjoy the vibrancy of the university and its collegiality, and believe that they have many opportunities to make a difference in their roles. Like the campus community, the Fort Collins community is also eclectic, close-knit, and welcoming to new members, and is often listed as a top place to live in national publications. It has a robust assortment of restaurants, food options, culture, and arts-related events, as well as recreation, sports, and other outdoor activities. The Denver metro area, including the Denver International Airport, is about an hour south, providing easy travel options and the attractions of a large city.

MEASURES OF SUCCESS

At an appropriate interval after joining the Colorado State University, the items listed below will define initial success for the new director of dining services, Lory Student Center:

  • Strategic and operational plans are being developed and implemented.
  • Strong relationships have been established, both internally and externally, especially with the Dining Services staff, the Lory Student Center staff, academic and administrative departments, students and student organizations, and the upper administration.
  • The Dining Services staff is working together cohesively as a team, morale is high and rising, staff vacancies are being filled as quickly as possible, training goals are being consistently met, and professional development opportunities are being undertaken.
  • Communication from the department is timely, robust, and transparent, both internally and to campus constituents.
  • The director is visible and recognizable on campus to the student body as the “face” of the department.
  • Satisfaction surveys show that students are satisfied with the service and options provided by Dining Services.
  • The Aspen Grille and the Ramskeller microbrewery are operating efficiently in the context of the educational mission and the operational mission for LSC, and the partnerships between Dining Services and the academic departments that oversee these operations are solid and productive.
  • Creative ideas, fresh innovations, new revenue streams, and cutting edge best practices are being developed, considered, and implemented.

QUALIFICATIONS AND CHARACTERISTICS

Minimum qualifications include a bachelor’s degree and a minimum of eight years of full‐time professional experience with responsibility and accountability at the administrative level in high-volume, institutional dining services operations (with a minimum of five of those years as an assistant and/or associate director or equivalent responsibilities).

Preferred Job Qualifications:

  • Personal or professional commitment to diversity as demonstrated by persistent effort, active planning, allocation of resources, and/or accountability for diverse outcomes.
  • Demonstrated experience developing, implementing, and supporting programs and services related to diversity, inclusion, and social justice.
  • Demonstrated experience with high-volume dining operations in both retail and catering areas.
  • Demonstrated experience with strategic planning, assessment, and initiative implementation at a departmental level.
  • Demonstrated ability to lead change and manage talent in a complex, diverse organization.
  • Strong financial acumen and analytical skills in budget development and fiscal management, including experience in taking corrective action in response to market demands.
  • Demonstrated experience in managing an alcohol license.
  • Strong interpersonal skills, including one‐on‐one support, working on a team, and interacting with a wide range of constituents; excellent interpersonal communication, organization, and administrative skills.
  • Demonstrated record of success supervising management personnel in multi‐level reporting relationships.
  • Demonstrated experience in marketing and merchandising, facilities planning and maintenance, long‐range planning, and human-resource management.
  • Ability to understand and support the objectives, goals, and activities of the institution and their implications for programs, policies, and decisions.
  • Demonstrated ability to stay abreast of business and industry knowledge and apply this knowledge in decision making.
  • Strong commitment to customer service.
  • Strong organizational skills and the ability to work well under pressure with multiple and consistently changing deadlines.
  • Willingness to accept and contribute to the university’s culture, which supports the Principles of Community (i.e. inclusion, integrity, respect, service, and social justice).

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

  • administrative and managerial experience at progressive levels in a food service, culinary, or hospitality setting, with the ability to plan strategically, globally, and operationally;
  • an understanding of a self-operated food service environment highly preferred, but management experience with a third-party food service vendor or experience in corporate hospitality services are also valuable;
  • sound leadership and organizational-development abilities that inspire and develop staff, providing professional and personal development opportunities and promoting unity and teamwork throughout the department;
  • demonstrated experience in retail food services and large catering operations, with an understanding of the cyclical nature of this environment in a higher-education setting;
  • strong managerial and higher-level administrative skills, with the ability to build a strong organization of food-service professionals and promote a clear vision;
  • demonstrated skills as an advocate and champion for diversity, equity, inclusivity, accessibility, and social justice, and a willingness to stand up for these values;
  • strong budget and finance skills, with the ability to forecast needs, project revenues, track expenses, negotiate contracts, control costs, manage franchisees, understand inventory and POS systems, and determine reserves and yields;
  • transparent communications, excellent public relations skills, and the ability to reach all levels of the university as well as external stakeholders;
  • a commitment to partnering with academics in support of the mission of the Lory Student Center and the university;
  • experience in and a focus on all aspects of sustainability;
  • demonstrated collaboration skills with internal departments and external colleagues, with the ability to understand the importance of interconnectedness and partnerships;
  • ability to recognize the strengths of the current members of the team and utilize these skills for the benefit of the entire department;
  • strategic risk-taking and promotion of creativity in every area of the position;
  • strong marketing skills, with the ability to tell the story of Lory Dining Services, foster new and innovative revenue streams, and promote the successes and services of the department;
  • the ability to be approachable by students at all times, with a continuous focus on improving the student experience;
  • strategic development of both short- and long-term views around CSU’s student needs, assessment, and operational plans, and effective communication of those plans to the community;
  • comprehensive understanding of the needs of students from many ethnic and cultural backgrounds and their lifestyle choices related to food (i.e., vegetarian, vegan, kosher, etc.), and a commitment to providing appropriate choices for these students;
  • an understanding of food allergies, food insecurities, and other food-related circumstances requiring special attention;
  • knowledge of trends, innovations, and best practices in the food service industry, with demonstrated successes in implementing these concepts;
  • ability to listen carefully, ask knowledgeable questions, learn the culture of the university and the department, accept input from staff, and then make well-informed decisions;
  • visibility and willingness to get out of the office, attend student events, serve on campus committees, and proactively interact with the campus community;
  • energy and enthusiasm for the role, passion for the work, and a positive attitude, even in the face of adversity;
  • a futuristic orientation and a willingness to try new opportunities, remain informed on new trends and best practices, and lead significant change processes;
  • a comprehensive commitment to customer service at all times and in all situations;
  • an understanding of alcohol laws in relation to a college environment and the nuances of navigating those laws;
  • a willingness to learn and grow in all areas of the position, with an openness to feedback and continual assessment;
  • adaptability in all situations, and the flexibility to adeptly and quickly move from one “lane” to another as circumstances dictate;
  • problem-solving skills, with the ability to determine needs, quickly and appropriately address issues, and provide vision for the future; and
  • the ability to make difficult decisions when necessary and to balance the needs of the people with the needs of the organization.

THE INSTITUTION/DIVISION/DEPARTMENT: AN OVERVIEW

An Overview of the Division of Student Affairs

“The Division of Student Affairs fosters a campus community that supports students in the development of their unique potential, inspiring them to be active learners, successful graduates, and engaged global citizens.

“We’re proud of what we have built at Colorado State, but we are not done yet. With a firm foundation in our land-grant heritage, students at CSU are not afraid to think bigger. They are not afraid to ask the hard questions or follow their passions. Students here do not just place value on the results—they embrace the process that got them there.”

Leadership of the Division of Student Affairs

Dr. Blanche Hughes received her bachelor’s degree from Earlham College, and a master’s of education degree in student affairs and doctorate degree in sociology from Colorado State University. She is currently in her 13th year as the vice president for student affairs at CSU. In this role, she works with a division that includes 21 departments that collaborate with other units in the university community to help students and staff be successful. Dr. Hughes teaches a first-year undergraduate seminar course, as well as teaching and advising in the Student Affairs in Higher Education graduate program.

She is also a member of the President’s leadership team. In October of 2019, Blanche accepted the role of lead administrator of the Race Bias and Equity Initiative at the request of President Joyce McConnell.

Before becoming vice president, Blanche spent six years as the associate vice president for student affairs, 11 years as the director of black student services at Colorado State University, and also served as a professor of the Sociology Department at Pikes Peak Community College for two years, one of them as chair of the department.

Blanche is married to Wayne Hughes and they have four children (two are alumnae of CSU) and five grandchildren.

Lory Student Center

“The Lory Student Center (LSC) serves as a supportive, creative gathering place for exchanging ideas, socializing, challenging social and cultural norms, engaging in campus activities, eating, playing, shopping, relaxing, gathering, and learning. In other words, it is the CSU students’ home away from home. It is dedicated to promoting a supportive, creative, learning environment by developing campus community through a diversity of high-quality, student-centered programs and services.”

The LSC has more than 15 top-of-the-line food venues, as well as dining service options. TransFort buses provide transportation throughout Fort Collins. Recently, an on-campus bus system has been incorporated to make travel around campus easy and enjoyable, making the Lory Student Center the hub for free transportation. It is also home to the Colorado State University Bookstore.

LSC Values

“The LSC is proud to foster an environment that honors and respects all members of the University community, and creates a friendly, inviting destination for students, faculty, staff, alumni, and guests.

“We value the provision of stable, flexible employment that embraces enthusiastic teamwork, development of employees, and superior customer service for both internal and external customers.

“We are proud to be the gathering place for the campus community, offering vibrant social, educational, recreational, and cultural activities that stimulate discussion and debate.

“We believe in the mutual respect that develops through positive, collaborative relationships among individuals. Learning about one another and celebrating the rich diversity of people and ideas within our community is at the core of what we value.”

LSC Mission

“The mission of the Lory Student Center (LSC) is to serve as a student‐centered organization at the heart of campus, providing programs and services that create an inclusive community and inspire active, engaged learning. As an auxiliary enterprise within the Division of Student Affairs, the Lory Student Center is a comprehensive student union, recognized nationally as one of the leading university centers in the country. The LSC annual operating budget is approximately $40 million. Nearly 125 full‐time career staff and 650 student and hourly staff serve approximately 24,000 people entering the facility on a daily basis, and the LSC hosts approximately 13,000 annual events and meetings. Areas within the Lory Student Center include the CSU Bookstore; Campus Activities; Marketing (Colab); Operations; Student Leadership, Involvement & Community Engagement (SLiCE); an extensive array of business and service partners; and Lory Dining Services.

“Lory Dining Services is a hybrid auxiliary department consisting of an innovative blend of contracted and self‐operated retail dining units in the Lory Student Center and across the university, and serves as the largest caterer in northern Colorado, with more than 3,000 annual catered events. With an annual operating budget of $7 million, Lory Dining Services takes pride in their team of over 400 employees,

who strive to anticipate future dining trends in serving the diverse dining needs of our university community. Supporting the academic mission, as evidenced by partnerships with faculty in running the state‐of‐the art Ramskeller Microbrewery and Aspen Grille restaurant operations, working with student organizations and University departments in supporting the wide array of cultural celebrations on campus, and a focus on remaining profitable and growing our business model, all serve as indicators of Lory Dining Services’ pride and is reflective of recent recognitions that includes the Loyal E. Horton Gold and Grand Prize awards from the National Association of College and University Food Services (NACUFS).”

Leadership of the Lory Student Center

Dr. Mike Ellis serves as the assistant vice President for student affairs and the executive director of the Lory Student Center at Colorado State University. He has direct supervisory responsibility for a $40 million auxiliary enterprise that includes Campus Activities; the Associated Students of Colorado State University (ASCSU); the Student Leadership, Involvement and Community Engagement (SLiCE) Office; the University Bookstore; Business and Dining Services; and LSC Operations. The Lory Student Center consists of 360,000 square feet and depends upon 115 career staff and more than 650 student and hourly employees for its daily operations. In his 20 years at CSU, Mike has been part of the master planning process for the Lory Student Center, which includes completion of more than $100 million in building improvements and a $24 million renovation of the north end to begin in May of 2020. Mike also assists in the coordination of the Division of Student Affairs budgeting activities in excess of approximately $182 million.

Mike received his Bachelor of Arts degree from the University of California-Irvine, a Master of Arts degree in College Student Personnel Administration from the University of Maryland-College Park, his Doctor of Education degree in Educational Leadership with a concentration in higher education from the University of Utah, and most recently served as the Dean of Student Life on the Spring 2018 Semester at Sea voyage.  As an Assistant Professor in the Student Affairs in Higher Education (SAHE) graduate program at Colorado State University, Mike also teaches the Higher Education Finance course.

Mike and his partner, Maria, have 3 adult children, with 2 having graduated from CSU and their youngest currently a junior.

Institution & Location

INSTITUTION: AN OVERVIEW

Institutional Background/History

The Colorado State University System today is comprised of three campuses with very distinct roles and missions: CSU, a world-class land-grant research institution in Fort Collins; CSU-Pueblo, a comprehensive university of about 4500 students in Pueblo; and CSU Global, an on-line university serving a significant and underserved population of primarily adult learners.

Its flagship, CSU in Fort Collins, was founded in 1870 as the Colorado Agricultural College, six years before the Colorado Territory became a state. It opened its doors to students with a president, Elijah Edwards, and two faculty members. Today CSU is a Carnegie Class I research institution with annual research expenditures topping $340 million and about 34,000 students. The university has approximately 1,900 faculty in eight colleges, 76 undergraduate fields of study, and more than 200,000 living alumni, who include state governors, heads of corporations, Olympic gold medalists, teachers, researchers, artists, and many other leaders.

This year CSU is celebrating its 150th anniversary.

About Fort Collins, Colorado

Fort Collins is located on the Cache La Poudre River, 56 miles north of Denver. In 2018 its population of about 168,000 made it the fourth-largest city in Colorado after Denver, Colorado Springs, and Aurora. Besides CSU, it is home to Front Range Community College’s Larimer campus.

Fort Collins was founded as a U.S. Army outpost in 1864, and was named after the commandant of Fort Laramie in southeast Wyoming, Colonel William O. Collins. The fort was originally manned by two companies of the 11th Ohio Volunteer Cavalry and called Camp Collins; it never had walls.

Located near what is now called the “Old Town” section of the city, the fort was decommissioned in 1867, but had already attracted settlers. The first school and church opened in 1866, and the population boomed in 1872 with the establishment of an agricultural colony. Hundreds more settlers arrived, developing lots just south of the original Old Town.

In the 1880s, residents built elegant homes and commercial buildings, and Fort Collins developed a distinctive identity for its stone quarrying, sugar-beet farming, and raising of sheep, supported by the college and its associated agricultural experiment station. Beet tops, the residue of sugar-beet farming, proved to be an excellent and abundant food for sheep; by the early 1900s the area was being referred to as the “lamb-feeding capital of the world.”

Despite the Great Depression and simultaneous drought, Fort Collins continued to grow, and after World War II the population doubled. Colorado State University’s enrollment also doubled during the 1960s, and it became the city’s primary economic force by the end of the century.

Today its award-winning schools, art scene, shops, restaurants, and pristine outdoor amenities have earned Fort Collins sixteenth place on Livability’s 2017 list of Top 100 Best Places to Live. The quality of life has helped such high-tech companies as Hewlett Packard, Intel, and National Semiconductor to attract talented and well educated workers.

Located at the base of the Rocky Mountains and about five thousand feet above sea level, it has a semi-arid climate with four distinct seasons, low annual rainfall, and an average of 300 days of sunshine.

Mission, Values, and Guiding Principles

Mission

“Inspired by its land-grant heritage, Colorado State University is committed to excellence, setting the standard for public research universities in teaching, research, service, and extension for the benefit of the citizens of Colorado, the United States, and the world.”

Values

  • Be accountable
  • Promote civic responsibility
  • Employ a customer focus
  • Promote freedom of expression
  • Demonstrate inclusiveness and diversity
  • Encourage and reward innovation
  • Act with integrity and mutual respect
  • Provide opportunity and access
  • Support excellence in teaching and research

Guiding Principles

“CSU is a community dedicated to higher learning in which all members share in pursuit of knowledge, development of students, and protection of essential conditions conducive for learning. These protections are presented in the form of university policies, applicable federal and state laws, and statements of fundamental rights and responsibilities, which govern both the academic setting and the university community as a whole. Some of the policies and expectations are among those most relevant to students, faculty, and staff; others are focused specifically on the student population but are not intended to serve as an exhaustive list of all policies that pertain to students or life on campus. A complete guide to CSU policies is available online through the Office of Policy and Compliance.

“CSU expects students to maintain standards of personal integrity that are in harmony with the educational goals of the institution; to observe national, state, and local laws and University regulations; and to respect the rights, privileges, and property of other people. Principles of academic honesty, respect for diversity, and pursuit of lifestyles free of alcohol and drug abuse are examples of these standards. Students are not only members of the academic community; they are, additionally, members of the larger society and thus retain the rights, protection guarantees, and responsibilities which are held by all citizens.”

Commitment to Diversity

“CSU has a unique mission in the State of Colorado. As a land grant university we are committed to a foundational principle of inclusive excellence recognizing that our institutional success depends on how well we welcome, value, and affirm all members of the CSU community. Only through the inclusion of the rich diversity of students, staff, faculty, administrators, and alumni can we truly be excellent in our pursuits.

“Our inclusive excellence efforts hinge on four key ideas:

“Broad and inclusive definition of diversity.

“We recognize that to truly be inclusive we must draw attention to the depth and breadth of the diversity represented at CSU. Our definition includes age, culture, different ideas and perspectives, disability, ethnicity, first generation status, familial status, gender identity and expression, geographic background, marital status, national origin, race, religious and spiritual beliefs, sex, sexual orientation, socioeconomic status, and veteran status. We also recognize that the historical exclusion and marginalization of specific social groups must be addressed to promote equity.

“Inclusiveness and excellence are interdependent.

“We recognize that to continue to stay current in the global marketplace and stay relevant in an increasingly diverse world, we must embody inclusion. To practice inclusiveness is excellence.

“Everyone is responsible for inclusive excellence.

“All members of the campus community (administrators, faculty, staff, students, and alumni) must recognize and assume responsibility for the climate of the university. A unit or person can drive the process, but every individual at CSU assumes responsibility for positive change.

“Inclusive excellence goes beyond numbers.

“Historically, diversity has been gauged by demographics or numbers; we must move beyond solely numbers toward an inclusive community that embeds diversity throughout the institution in multiple areas including demographics, policies, and communications; curriculum, pedagogy, and student learning; recruitment, hiring and retention, evaluation and supervision.

“Achieving inclusive excellence is a long-term commitment and must have a comprehensive broad approach, embedding appreciation of all members and inclusion best practices into the very fabric of CSU’s organizational culture.”

Strategic Plan

“Building a Stronger Colorado: How We Will Fulfill Our Commitment”

As a major economic engine in Colorado, the CSU System is focused on growing the state’s economy. We plan to achieve this through our strategic plan – Our Commitment to Building a Stronger Colorado.

The plan has four initiatives that build on efforts already underway at the campuses (Fort Collins, Pueblo and Global Campus). It is designed to harness our strengths across campuses with an eye toward benefiting Colorado. Furthermore, it commits to a collaborative effort to find a sustainable funding source for Colorado’s public higher education system.

Ensure Student Satisfaction and Success

  • We will continue to protect access and affordability.
  • We will ensure students receive the support they need to succeed, graduate, and obtain the benefits of their post-graduate careers.
  • We will increase retention and graduation rates, reduce student-related debt, and improve critical thinking skills and disciplinary knowledge.
  • We will foster engagement in the broader life of the university.

Expand Statewide Presence

  • We will expand our statewide presence by increasing the number and impact of education by increasing mutually beneficial partnerships with communities in Colorado.
  • Our outreach efforts include initiatives aimed at increasing the percentage of students enrolling in higher education and increasing the proportion of students who choose to enroll in one or more of the CSU System campuses. Through our CSU Extension offices in 60 of the 64 counties, and CSU-Global’s student and alumni engagement in 63 of the 64, we are in a unique position to serve Coloradans statewide.

Create Financial Sustainability

  • We will reinforce our contributions to Colorado in teaching, research, and service, and the positive economic impact of the state’s investment in public higher education.
  • We will examine new and existing financial models with a goal of expanding our revenue sources while continuing to seek operational efficiencies.
  • We will collaborate to obtain a sustainable source of funding for higher education in Colorado.

Transform Colorado’s Future

  • We will provide an educated workforce to keep Colorado competitive in the global marketplace through teaching, research, and outreach.
  • We will create new companies to help Colorado generate jobs.
  • We will increase applied research activities to enhance the quality of life for Coloradans. We will increase the number of our discoveries entering the marketplace.
  • We will increase the pipeline of students from K-12 who pursue science, technology, engineering or math at a CSU campus, with a special emphasis on first-generation college students.

Leadership

Joyce McConnell – President

Joyce McConnell, the first female president in CSU’s history, says that she is equally proud of its position as a leading land-grant university and its progress in embracing and celebrating the diversity of its campus community. In a September, 2019 address to the campus community, McConnell announced a Race, Bias, and Equity Initiative to address the challenges that CSU faces today, and work on that initiative is now well underway.

Prior to the presidency at CSU, McConnell spent over 20 years at another flagship, land-grant, research institution: West Virginia University. She joined the faculty of the WVU College of Law in 1995 and held progressive leadership positions thereafter. She was appointed dean of the College in 2008 and immediately raised funds for a $36 million renovation and expansion of the College building. She also expanded the College’s interdisciplinary opportunities and implemented state of the art experiential and clinical programs and facilities.

McConnell was named provost of West Virginia University in 2014. Committed to the power of interdisciplinary education and research, she fostered the expansion of WVU’s Energy Institute, ADVANCE Center, and Center for Excellence in STEM Education. To elevate connections among disciplines critical to analytical thinking, problem-solving, and understanding the human condition, she established a Humanities Center. And as an expression of her long-held commitment to diversity and inclusion and its relationship to faculty and student success, she created the university’s LGBTQ+ Center and focused the campus on the success of all students.

McConnell is an advocate for equity in education and the workplace, as well as an advocate for the preservation and protection of our environment. She is a past President of the Associations of American Law Schools, chaired the Board of Trustees for the Nature Conservancy in West Virginia, and was named the 2014 Public Servant of the Year by the West Virginia Association for Justice. She earned an undergraduate degree from Evergreen State College, a law degree from Antioch School of Law, and a master of laws from Georgetown University Law Center.

Married for 36 years to fellow lawyer Vince Trivelli, her best friend and “partner in adventure,” McConnell savors a variety of adventures in her down time, from visiting daughter Alexandra in New York City to reading, cooking, hiking, and listening to music. She finds both inspiration and relaxation in natural beauty and looks forward to “exploring all of this beautiful mountain state.”

Academic Programs and Faculty

CSU has more than 250 academic programs, 80 minors, and several professional advising tracks. According to U.S. News and World Report, the most popular majors at CSU include: Business, Management, Marketing, and Related Support Services; Biological and Biomedical Sciences; Engineering; Social Sciences; and Parks, Recreation, Leisure, and Fitness Studies.

It has:

  • 1,904 faculty members, with 1,091 on tenure-track appointments.
  • 18 University Distinguished Professors and 12 University Distinguished Teaching Scholars.
  • 99% of tenure-track faculty have terminal degrees.

The Student Body

  • 16:1 student-faculty ratio
  • 19 learning communities
  • two 0ut of three students graduate
  • 34,000 total students
  • 24% diverse enrollment
  • one in four students is first-generation

Benefits Overview

As an employee of Colorado State University, you have the following benefits, among others, available to you:

  • Medical insurance
  • Dental insurance
  • Vison insurance
  • Life insurance
  • Accidental death & dismemberment insurance
  • Long term care insurance
  • Disability insurance
  • Retirement plans
  • Health savings account
  • Flexible spending accounts
  • Long term care insurance
  • Academic privileges
  • Employee assistance program
  • Leave benefits

For more information, visit the CSU benefits website HERE.

Application & Nomination

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. Review of applications will begin immediately, and will continue until the position is filled; please note that adjustments to the search timeline are being made as the university recalibrates priorities in the face of the COVID-19 pandemic, and applicants will receive periodic updates regarding the review process and their status as the search advances. Thank you for your patience and flexibility in this process. Nominations for this position may be emailed to J. Scott Derrick, Senior Search Consultant, at jsd@spelmanjohnson.com. Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895.