THE OPPORTUNITY

Founded in 1874, Colorado College is an independent, coeducational, liberal arts and sciences college of bold ideas, located in the beautiful city of Colorado Springs on the Front Range of the Rocky Mountains at the foot of Pikes Peak. Ranked among the top 30 National Liberal Arts Colleges by U.S. News & World Report, Colorado College enjoys an unequivocal mission: to provide the finest liberal arts education in the country. What makes Colorado College distinct is its inimitable combination of program, place, and people. Colorado College is a unique institution in terms of geography and pedagogy. Set in the foothills of the Rocky Mountains, Colorado College is the only selective liberal arts college in the region and enrolls just over 2,000 undergraduate students. Through 37 academic departments, faculty engage students directly and prepare them for leadership in the 21st century. The College’s signature academic program, the “Block Plan,” is an intensive academic schedule that allows students to immerse themselves in a single subject for three and a half weeks, rather than balancing several courses over a semester. One example of the College’s innovative work is the integration with the world-renowned Colorado Springs Fine Arts Center (now the Fine Arts Center at Colorado College), which has greatly expanded arts programming and sparked new interdisciplinary learning opportunities. Students at Colorado College learn more than theoretical approaches; they learn to embrace the importance of diverse backgrounds and viewpoints and appreciate how diversity enriches their understanding of the world.

The Position

ROLE OF THE DIRECTOR OF DIVERSITY, EQUITY, AND INCLUSION FOR STAFF

Reporting to the Associate Vice President of Human Resources, the Director of Diversity, Equity, and Inclusion for Staff coordinates the diversity, inclusion, and equity (DEI) strategy for staff programming, processes, policies, and procedures.  The Director is a key member of the Office of Human Resources leadership and works closely with departments across campus to provide foundational principles and practices around diversity and inclusion, educating and cultivating an environment that embraces diversity, equity, and inclusion. The Director serves as a member of a three-person leadership team, along with the Senior Associate Dean for Equity, Inclusion and Faculty Development and the Senior Associate Dean of Equity and Inclusion for Students/Director of the Butler Center. Together, this team will work collaboratively to strategically lead the design, delivery, implementation, and analysis initiatives that support Colorado College’s DEI efforts. In addition, the Director coordinates and supports central efforts to improve inclusion, diversity, and equity services and programs related to talent acquisition for staff, strategic planning and change management, learning and development, policies and procedures, and staff engagement, including but not limited to development and oversight for employee resource groups. The Director will develop and lead implementation of policies and programs to attract, retain, and promote a diverse workforce; serve as a partner with the Talent Acquisition Manager and the Dean’s office to ensure equitable and inclusive searches for faculty and staff; and, recommend new initiatives, approaches, policies and procedures to staff retention, ensuring the onboarding and tenuring of staff is welcoming, inclusive, and supportive of all backgrounds and positionalities. Further, the Director will co-lead the development and implementation of DEI education and training initiatives, ensuring complementary messaging across student, faculty, and staff initiatives; act as a subject matter expert to internal and external partners on DEI programming, offering trainings and consulting to staff through Excel@CC, ad hoc requests, and community engagement; and, serve as a primary resource for the college’s Diversity and Equity Advisory Board.

Other key responsibilities:

  • Demonstrate progressive management values and standards to inform transformative inclusion and equity;
  • Collaborate with the two Senior Associate Deans to co-lead the implementation of the college’s diversity, equity, and inclusion strategies, including development and oversight of DEI programming specific to staff employees;
  • Provide subject matter expertise and create solutions and ideas towards diversity interests;
  • Assist in developing retention strategies, including onboarding, mentoring and developmental opportunities;
  • Oversee the analysis and presentation of diversity-related data and use data to effectively show needs analyses, gap analyses, report on programming progress, and inform decision-making;
  • Analyze and summarize data and feedback from DEI plan initiatives;
  • Share best practices and coordinate centralized support to address interests and needs;
  • Develop creative communication methods to highlight and showcase diversity and inclusion efforts and interests; and,
  • Build and maintain community partnerships, primarily with various multicultural communities in the greater Colorado Springs area.

HISTORY OF THE POSITION

In fall 2018, Colorado College underwent an external review of racism conducted by Roger Worthington, PhD, executive director of the Center for Diversity and Inclusion in Higher Education. A final report and recommendations were delivered in May 2019. Over summer 2019, a small group with representation from the faculty, student body, Board of Trustees, and administration met to draft the goals, strategy, timeline, and metrics for Colorado College’s work going forward. The implementation plan was developed to guide Colorado College’s ongoing, long-term efforts toward becoming an antiracist institution.

Rather than relying on one chief diversity officer to oversee the implementation of the antiracism plan, Colorado College will build the college’s capacity for inclusive excellence by (1) creating a campus committee to oversee this work and (2) elevating the leadership of this work to a diverse three-person team, made up of members with expertise in equity, diversity, and inclusion. The Director of Diversity, Equity, and Inclusion for Staff will focus on employees; the Senior Associate Dean for Equity, Inclusion, and Faculty Development will focus on the academic program; and the Senior Associate Dean of Students for Equity and Inclusion/Director of the Butler Center will focus on students. The Director of Diversity, Equity, and Inclusion for Staff, along with the other DEI leaders, will be dedicated to the college’s diversity and inclusion goals, lead strategic implementation, and keep antiracism front and center at the college. This three-person approach will improve efficacy and accountability in this work, allowing for greater reach and collaboration.

OPPORTUNITIES AND CHALLENGES

The Colorado College campus community has evolved rapidly in recent years. The College is committed to growing diversity among its student body while at the same time enhancing diversity throughout its staff and faculty. Accordingly, there is a strong commitment and growing excitement from institutional stakeholders to develop and embrace antiracism and DEI initiatives on campus. Developing and sustaining a culture that builds an inclusive community is a key institutional priority and the foundation on which the Director of Diversity, Equity, and Inclusion for Staff’s work will be built in collaboration with the Senior Associate Dean for Equity, Inclusion and Faculty Development and the Senior Associate Dean of Students for Equity and Inclusion/Director of the Butler Center.

In transitioning to Colorado College, the Director of Diversity, Equity, and Inclusion for Staff may encounter a number of opportunities and challenges as shared by College stakeholders.

  • From a mission/vision perspective, Colorado College is deeply committed to and encourages principles of antiracism, diversity, equity, and inclusion. In collaboration with institutional DEI leaders, the Director will need to continue to provide services that align with those broader institutional characteristics, mission, and values.
  • The Director will need to build collegial relationships and work collaboratively across campus, diligently engaging deans, department chairs, directors, and other institutional leaders in dialogue about how to better support underrepresented populations as they become active and engaged members of the College community.
  • While there are designated DEI leaders for students and faculty whose purpose is to ensure departments and offices on campus are doing outstanding work and are highly committed to diversity efforts, these initiatives will need to be coordinated and leveraged effectively. It is hoped that the new Director will work collaboratively to bring units together to discuss diversity efforts and, more importantly, share ideas and resources to develop a more comprehensive and collaborative approach to supporting diversity, equity, and inclusion at Colorado College.
  • The Director will work collaboratively to establish a “best practices” environment in which dialogue about diversity is normalized, and help create an atmosphere in which it is safe to explore concepts such as inclusion, privilege, bias, inequity, institutional and social racism, gender and gender identity, religious diversity and faith journeys, microaggression, personal stories, and other experiences with diversity.
  • Overall, there is great support for addressing antiracism and moving forward on DEI initiatives at Colorado College; however, a healthy debate exists within parts of the campus community regarding the existing DEI leadership model.
  • As a highly collaborative leader, the Director must maintain a highly visible and active presence on campus, directly serving staff and supporting the College’s institutional priorities and values directed at building and supporting a diverse community; regularly connect with key stakeholders; and, identify opportunities to leverage relationships available through the diverse communities in Colorado Springs.
  • The College recognizes that, as a new position, the work of the Director is dynamic and will continue to evolve over the next few years. This process will require patience, forward-thinking action, creativity, and flexibility, as well as high emotional intelligence, as the Director may need to challenge the Colorado College community and facilitate change. The Director will be building an identity for the position and for the organization.

Stakeholders shared that navigating the pace of the block plan and its impact on the campus can stimulate pressures and issues on the work environment.

MEASURES OF SUCCESS

At an appropriate interval after joining Colorado College, a number of accomplishments will initially define success for the new Director of Diversity, Equity, and Inclusion for Staff:

  • Utilized antiracism and DEI initiatives to facilitate the transformation of Colorado College into an antiracist institution;
  • Earned the respect of the campus community through broad buy in, positive working relationships, accessibility and honest, open communication to antiracism and DEI initiatives;
  • Established as a highly visible, approachable leader on campus, and ensured that resources are properly aligned for success of DEI and antiracist initiatives;

Maintained a steady focus on, and advocacy for, diversity, equity, and inclusion issues—ensured Colorado College continues efforts to create a welcoming and inclusive working environment in which all staff feel supported, valued, and empowered to thrive.

QUALIFICATIONS AND CHARACTERISTICS

Candidates must possess a master’s degree from an accredited university and five to seven years of demonstrable experience leading DEI initiatives and programming. Qualified candidates possessing a doctoral degree, DEI and/or training and development certification(s), and/or advanced training in diversity related fields are strongly encouraged to apply. The successful candidate must demonstrate emotional intelligence and experience with, as well as a personal orientation towards, a collaborative approach to work and the ability to influence an outcome through a consultative methodology; an ability to work independently and to work effectively as leader or member in teams, on taskforces, and committees; and, a strong commitment to client focused, relationship-based service. Further, the candidate must possess strong interpersonal and relationship-building skills coupled with the ability to navigate conflict effectively and to influence without authority across all levels of an organization. In addition, the candidate must possess excellent business writing and communication skills, and strong platform and presentation skills. Desired qualities also include discretion, good judgment, and the ability to handle confidential information appropriately and with tact; commitment to the value that diverse perspectives and cultures bring to an organization; demonstrated ability to deal with ambiguity and confidentiality; the ability to effectively navigate formal and informal networks; and, political savvy and professionalism.

Additionally, various stakeholders identified a number of characteristics, skills, actions, and/or abilities as important attributes of the Director:

  • Understands dynamics of higher education;
  • Demonstrated collaboration skills with internal departments and external colleagues, with the ability to understand the importance of interconnectedness and partnerships;
  • An easy conversationalist, active listener, transparent communicator with robust public relations skills, and the ability to reach all levels of the college;
  • Excellent problem solving skills, with the ability to determine needs, address issues, and manage change effectively;
  • Unquestioned integrity, compassion, and empathy for all constituents with the ability to remain fair and unbiased at all times;
  • Enthusiasm for the role, passion for the work, and a positive attitude even in the face of adversity;
  • An innovator with a futuristic orientation and a willingness to try new opportunities, remain informed on new trends and best practices, and lead significant change processes;
  • Experience in diplomacy, political savviness, and mediation, as well as the ability to develop consensus around difficult issues;
  • Demonstrated skills as an advocate and champion for diversity, equity, and inclusivity, along with a willingness to stand up for these values;
  • The ability to conduct difficult conversations when pertinent, to listen to all sides of an issue, and to remain “cool under pressure” no matter the situation;
  • A strong relationship builder who is open-minded, resilient, culturally aware, able to navigate sensitive issues, and work with different personalities;
  • Someone who is motivated and inspired by new challenges and who is not afraid to be the face of the college in front of different audiences;

A personable and approachable demeanor, charisma, and the ability to have fun on the job, even though the subject matter can be heavy intense.

THE INSTITUTION DIVISION/DEPARTMENT: AN OVERVIEW

An Overview of the Division of Finance and Administration

Finance and Administration provides support for Colorado College’s students, faculty, staff, and community partners.  The division’s work is guided by the college’s mission—to provide the finest liberal arts education in the country while developing habits of intellect and imagination that prepare students for lifelong learning and leadership.

Leadership of the Division of Finance and Administration

Robert G. Moore – Senior Vice President and Vice President of Finance and Administration/Treasurer

Robert is currently the senior vice president of Colorado College and is the vice president of finance and administration/treasurer. His areas of responsibilities include endowment management, controller’s office, budget office, human resources office, facilities services, purchasing services, dining operations, bookstore operations, and operations of the managed properties of the College.

Prior to coming to Colorado College he served as the vice president for budget and finance at the University of Colorado and as the vice president for finance and operations at the Colorado School of Mines. He also has served as the deputy executive director for the Colorado Commission on Higher Education and as the staff director for the Joint Budget Committee of the Colorado General Assembly.

Robert currently serves as the first vice president for the Western Association of College and University Business Officers and is on the Board of Directors of the National Association of College and University Business Officers. He previously served on the Board of Directors for University Hospital and on the Douglas County School Board.

Leadership of the Office of Human Resources

Heather C. Kissack – Associate Vice President of Human Resources & Title IX Coordinator

Heather joined the CC Human Resources team as the director of human resources in January 2019. She worked previously as the director of human resources at the University of Dallas, and, prior to that role, she worked at Hill College in various HR positions, most recently as the executive director of human resources and institutional development. Heather possesses a PhD in human resource development from Texas A&M University, an MS in management from Northeastern State University, and a BA from the University of Oklahoma.

Heather is active in the Academy of Human Resource Development (AHRD) and the Society for Human Resource Management (SHRM). She serves on the editorial board for the Journal of Industrial and Commercial Training.

Office of Human Resources

The people of Colorado College are the heart of the college and the reason CC is such a rewarding place to work and, for  students, to obtain an unparalleled higher education. The community strives to accomplish the college’s mission of providing the finest liberal arts education in the country, working collaboratively to support the institution’s strategic plan initiatives.

The HR team believes that Colorado College is an outstanding place to work with its strong sense of community, commitment to its students, and the beautiful surroundings of Colorado Springs. The HR team is committed to supporting the people of CC and to helping each achieve excellence in all that they do on behalf of the college.

Institution & Location

INSTITUTION: AN OVERVIEW

Institutional Background/History

Colorado College’s history is one full of proud tradition and progressive culture. The conventions upon which the school was based continue to live through the current college’s students, faculty, and staff. In the early years, before there existed so much as a permanent building, Colorado College gathered a small faculty whose roots ran to New England scholarship. Today’s faculty, although more diverse philosophically, still balances teaching and scholarship as the college’s traditional strength. Established in 1874, two years before Colorado became a state, as a coeducational institution Colorado College’s history is a long and proud one.

In 1871, General William Jackson Palmer, founder of the Denver and Rio Grande Railroad, laid out the city of Colorado Springs along his new line from Denver. Envisioning a model city, he reserved land and contributed funds for a college, which was to open May 6, 1874.

The college’s first building, Cutler Hall, was occupied in 1880; the first bachelor’s degrees were conferred in 1882. Under President William F. Slocum, who served from 1888 to 1917, the campus took the shape it held until the 1950s. During this time, the college reached scholarly maturity, especially by significantly expanding and improving the library’s holdings and by attracting leading scholars in a number of fields. Phi Beta Kappa was chartered in 1904.

Since the mid-1950s, the campus has been almost entirely rebuilt. New facilities include three large residence halls, Worner Campus Center, Tutt Library, Olin Hall of Science and the Barnes Science Center, Honnen Ice Rink, Boettcher Health Center, Schlessman Pool, Armstrong Hall of Humanities, Palmer Hall, El Pomar Sports Center, and Packard Hall of Music and Art. The Gaslight Plaza Building, previously known as the Plaza Hotel and the Plaza Building, was purchased by the college in March 1991, and was renamed the William I. Spencer Center in public ceremonies on October 5, 1991, to honor the retiring charter trustee and board chairman. Bill Spencer served on the board from 1967 until 1991 and was chair from 1984 to 1991. The building houses development, communications, and human resources. Turn-of-the-century Bemis, Cossitt, Cutler, Montgomery, and Palmer Halls, and the William I. Spencer Center are on the National Register of Historic Places.

The Colorado College campus has undergone significant changes over recent years. From the early 2000s with the construction of the Western Ridge Housing Complex, the completion of the Russell T. Tutt Science Center, and well as the revitalization of the east campus, now home to the Greek Quad and several “theme” houses, the college’s campus has been abuzz with change and development.

In 2008, campus welcomed the opening of the Edith Kinney Gaylord Cornerstone Arts Center, an interdisciplinary arts building allowing for innovative, experimental, and collaborative projects in a unique space with state-of-the-art technology.

In the spring of 2013, Colorado College completed the addition of the Adam F. Press Fitness Center, a state-of-the-art facility dedicated to the health of the college community. The renovations to El Pomar Sports Center and the addition of the Adam F. Press Fitness Center have reinvigorated and energized the college’s access to health and wellness and continue to be a huge asset to the needs of students, faculty, and staff.

Perhaps more significant than the physical development of the campus is its academic vigor. The college’s curriculum includes a number of interdisciplinary programs: Southwest studies, feminist and gender studies, Asian studies, biochemistry, environmental sciences, neuroscience, Latin American studies, Russian and Eurasian studies, and race and ethnic studies, as well as a strong across-the-curriculum writing program, and a thriving Summer Session.

The citizens of Colorado Springs 100 years ago were so proud of their young town’s progress and prosperity that they filled a Century Chest full of descriptive memorabilia opened on January 1, 2001.

This time capsule contains more than 100 essays and photographs depicting community life a century ago. A splendid ceremony in 1901 at Colorado College marked the sealing of the large steel-riveted box, which stands today in the college’s Tutt Library. Louis R. Ehrich, in his speech “Posteritism,” expressed his hope that the people of 2000 would give a similar Century Chest to their descendants.

About Colorado Springs, Colorado

The Ute, Arapaho, and Cheyenne peoples were the first recorded inhabitants of an area which would become Colorado Springs. As part of the land included in the United States’ 1803 Louisiana Purchase, the current city area was designated a section of the 1854 Kansas Territory. In 1859, after the first local settlement was established, it became part of the Jefferson Territory and then that of El Paso County. Colorado City at the Front Range confluence of Fountain and Camp creeks was formally organized on August 13, 1859 during the Pike’s Peak Gold Rush. It served as the capital of the Colorado Territory from November 5, 1861, until August 14, 1862, when the capital was moved to Denver.

Today, Colorado Springs is a home rule municipality that is the largest city by area (194.9 square miles) in Colorado as well as the county seat and the most populous municipality of El Paso County, Colorado.  Located 60 miles south of Denver, in east central Colorado, the city stands over 1 mile above sea level; the city lies near the base of Pikes Peak, which rises 14,115 feet above sea level on the eastern edge of the Southern Rocky Mountains.

Colorado Springs has an estimated population of 472,688 and a metro population of approximately 738,939, making it Colorado’s second most populous city, behind Denver, and the 39th most populous city in the United States. The United States Air Force Academy opened in 1958 just north of Colorado Springs. The city also is home to 24 national sports governing bodies, including the United States Olympic Committee, the United States Olympic Training Center, and USA Hockey. The Metropolitan Policy Program at Brookings found Colorado Springs to be the fastest-growing city for millennials, and in 2018 U.S. News & World Report named Colorado Springs the most desirable place to live in the United States.

Mission and Vision

At Colorado College (CC) our goal is to provide the finest liberal arts education in the country. Drawing upon the adventurous spirit of the Rocky Mountain West, we challenge students, one course at a time, to develop those habits of intellect and imagination that will prepare them for learning and leadership throughout their lives.

Our unique Block Plan system provides students with the most immersive and we feel rewarding method of learning possible. It offers in-depth study of a subject, oftentimes covering far more material than most semester-based programs, at demanding and inspiring levels.

We offer unparalleled access to the outdoors, and CC students are no strangers to the adventurous spirit that flourishes here in the Rocky Mountain West. This attitude is something that is instilled into everything we do here. Curiosity is the driver and ingenuity is the outcome.

Our academic environment challenges our students, and drives them toward discovery. The nature of the Block Plan enables students to truly find and pursue their passions. Additionally, many courses venture beyond the classroom elsewhere–whether it be studying astronomy at our Baca campus or simply taking your readings outside. CC allows students and professors alike to make their college experience whatever they choose it to be.

At CC, we pride ourselves not solely upon academic rigors and standards, but also on the traits it seeks to bring out in its students. We encourage and facilitate numerous opportunities for student volunteer work, such as BreakOut trips, as well as offering students leadership positions both on campus and within the local Colorado Springs community. Leadership is something that we strive for in everything we do at CC, because the leadership skills cultivated here will allow students to become leaders in whichever career they pursue.

Strategic Plan

As Colorado College moves forward with new strategic initiatives, our mission remains the same—providing the finest liberal arts education in the country. Yes, it’s a simple statement. But in these complicated times, it helps everyone at the college to focus clearly on what is most important—connecting our primary goal to our daily work.

How do we back up such a bold statement? With the Block Plan and our distinctive place in the foothills of the Rocky Mountains. Both support our strategic focus with a spirit of adventure—a rigorous exploration that develops habits of intellect and imagination.

We believe the best liberal arts education in the country is the one that engages students most directly and best prepares them for learning and leadership in the 21st century. In a time of rapid change and globalization, a liberal arts education is more important than ever to give students the opportunity to think creatively and to focus on details while being able to see the big picture. As a recent survey of 700 employers in the U.S. indicated, businesses are desperately seeking qualified candidates who can communicate effectively, adapt to new situations, solve problems, and make decisions. In other words, they need highly skilled liberal arts graduates.

At Colorado College, students learn more than theoretical approaches to the arts and sciences—they learn firsthand from faculty and staff who have dedicated their lives to creating a better world. Students learn the importance of diverse backgrounds and viewpoints—and they appreciate how diversity enriches their understanding of the world. Every day they see these lessons in action.

They also receive an educational experience that draws inspiration from the spirit of the Rocky Mountains. We believe the liberal arts involves an intellectual adventure, one that requires challenging hearts and minds in new ways, as well as providing space for reflection and contemplation—and our natural surroundings provides the perfect environment for these types of engagement.

Colorado College builds habits of intellect and imagination to succeed in a challenging, complex world.  That’s what the finest liberal arts education in the country offers its students.

To read the entire Colorado College Strategic Plan, Building on the Block:

https://www.coloradocollege.edu/theplan/

Leadership

Dr. Jill Tiefenthaler – President

Jill Tiefenthaler became Colorado College’s 13th president on July 1, 2011.

During her first two years, President Tiefenthaler began the extensive process that led to the college’s strategic plan “The Colorado College Plan: Building on the Block.” Over the course of her first 12 months, which she referred to as “The Year of Listening,” President Tiefenthaler met with students, faculty, staff, and community members and heard from thousands of alumni and parents nationwide about their aspirations for the college. In year two, President Tiefenthaler worked with the campus community and Board of Trustees to craft a strategic plan that focuses on providing additional support to realize the potential of the college’s innovative Block Plan, enhancing the college’s distinctive place of learning in the Rocky Mountain West, leveraging the college’s innovative and creative spirit to enhance opportunities for students, and fostering a workplace of inclusion and excellence.

In the years since the strategic plan was developed, Tiefenthaler has overseen the implementation of its many initiatives. Tiefenthaler led planning and design of the new Charles L. Tutt Library, centered around immersive learning and engaged teaching, which became the largest academic library to achieve net-zero energy construction and has received several national awards since reopening in fall 2017. She also oversaw the construction of a new 154-bed residential complex and community center. While Colorado College’s campus is projected to attain carbon-neutrality by 2020, Tiefenthaler is developing new sustainability programs to further reduce the campus’ environmental impact. Tiefenthaler envisioned an innovation space and supported the development of programming that will support students as they put the liberal arts into action and revamped Half Block and summer programs to help students develop professional skills and experiences. Tiefenthaler worked with the campus community to develop a Campus Master Plan and a Communications Master Plan. In 2017, she executed an alliance to make the world-class Colorado Springs Fine Arts Center part of the college. The FAC serves as a rich academic and cultural resource for Colorado College and the wider Colorado Springs community.

In 2017-2018, Tiefenthaler worked with the faculty to reorganize the academic administrative structure and led a search for Colorado College’s first provost. During the 2019-2020 academic year, she helped to lead the college in an external review of racism at CC that resulted in a commitment and implementation plan to become an antiracist institution. This foundational step built upon her ongoing efforts to diversify the increasingly selective student body, faculty, and staff and to bring distinguished visiting scholars, artists, and innovators to campus. Tiefenthaler led planning for the construction of a new competition hockey rink, and executed a public/private partnership for its construction to ensure that Colorado College’s resources continue to engage and benefit the wider community.

During President Tiefenthaler’s nine-year leadership, fundraising has reached new heights. In fall 2018, the college launched the $435 million Building on Originality: The Campaign for Colorado College, the most ambitious fundraising initiative in the college’s history. To date, more than $360 million has been raised toward the goal with over two years remaining in the campaign. In fall 2019, President Tiefenthaler announced the Colorado Pledge, a commitment to Colorado students from low- and middle-income families to make Colorado College as accessible as the state’s flagship public institution. The Colorado Pledge has a $20 million fundraising goal and is part of a $100 million scholarship priority for the campaign.

Tiefenthaler is a leading scholar in the field of the economics of higher education and is also regularly called on to speak about the value of the liberal arts. Her essay on the economic challenges for liberal arts colleges appears in “Remaking College: Innovation and the Liberal Arts” (Johns Hopkins University Press), and she has offered her expertise on this issue in numerous presentations across the country. Tiefenthaler’s talks on the importance of the liberal arts includes her speech, “Innovation and Collaboration: A Liberal Arts Education as a Catalyst for New Ideas,” which she has delivered to several universities throughout China. As professor of economics at the college, she regularly teaches a class on the economics of higher education.

After receiving her MA and PhD in economics from Duke University, Tiefenthaler joined the faculty of Colgate University in 1991, where she served as department chair, associate dean of the faculty, and senior adviser to the president. She then served as provost and professor of economics at Wake Forest University, where she led the implementation of the university’s strategic plan and key initiatives, including diversity in admission, establishing new models for enhanced interdisciplinary research and collaboration, and integrating the university’s undergraduate and graduate business schools.

President Tiefenthaler is originally from Iowa, where she grew up on a farm and worked for her family’s popcorn business before attending Saint Mary’s College in South Bend, Indiana. She is married to Kevin Rask, a research professor in economics at Colorado College. They have two children, Olivia ’21 and Owen ’24.

Academic Programs and Faculty

ABOUT THE BLOCK PLAN

Instead of taking multiple classes at a time, Colorado College students study one class at a time for three and a half weeks. Introduced in 1970, Colorado College’s “Block Plan” is an intensive and immersive academic schedule that allows students to engage with a single subject for three and a half weeks. With this, CC students are not required to juggle multiple subjects throughout a semester. The entire college runs one block at a time, with each block covering the same amount of material as a semester system.

The result? Students can choose to study the film industry on location in Hollywood, then find Jupiter during evening labs in Barnes observatory, or traverse the natural wonders of the Southwest as a field archaeologist. Classes are small, hands-on, and highly focused.

The Block Basics:

  • A block lasts for three and a half weeks, beginning on a Monday and ending on the following fourth Wednesday.
  • One block is equal to one class on the semester plan.
  • Four blocks per semester; eight blocks per year, plus optional Half Block in the winter and Summer Session during the summer.
  • Class typically meets 9 a.m. to 12 p.m., Monday through Friday, with applicable labs in the afternoon, but professors are free to schedule classes in the format they feel is most suited to the subject matter.

With both ample independence and guidance, the Block Plan keeps undergraduates energized and engaged during their four years at Colorado College.

The Student Body

Female: 1,267

Male: 1,024

Total: 2,291

American Ethnic Minority: 565

International: 197

Unspecified: 43

White: 1,486

Student to Faculty ratio:  10:1

Benefits Overview

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

  • Medical insurance
  • Dental insurance
  • Vision insurance
  • Life and disability insurance
  • Prescription drug plans
  • Retirement plans
  • Flexible spending accounts
  • Education assistance
  • Employee assistance program

Application & Nomination

Review of applications will begin April 17, 2020 and continue until the position is filled. To apply for this position please click on the Apply button, complete the brief application process, and upload your resume and position-specific cover letter. Nominations for this position may be emailed to Quincy Martin III at qm3@spelmanjohnson.com. Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895.

Visit the Colorado College website at www.coloradocollege.edu

Colorado College is an equal opportunity employer committed to increasing the diversity of its community. We do not discriminate on the basis of race, color, national origin, gender, age, religion, gender identity or expression, disability, or sexual orientation in our educational programs and activities or our employment practices.