The Opportunity

 Ball State University invites inquiries, nominations, and applications for the position of Director of the One-Stop Integrated Student Services Center. The inaugural leader of this center will oversee functional areas within the new center while implementing policies, practices, and innovation intended to promote its overall success as a new concept for the campus.

Founded in 1918, Ball State University (BSU) is recognized for embracing beneficence and the enduring values of excellence, innovation, courage, integrity, inclusiveness, social responsibility, and gratitude. Located in Muncie, Indiana, with satellite campuses in Fishers and Indianapolis, BSU is committed to providing an innovative, learner-centered educational experience in a welcoming, collaborative culture that inspires passion and purpose for a fulfilling career and a meaningful life. Ball State University currently enrolls over 22,500 students engaged in undergraduate, graduate, certificate, and specialist programs, and prides itself on maintaining a welcoming environment for a diverse population of students of all ethnicities, genders, identities, faiths, and backgrounds. A public research institution, BSU offers 120 undergraduate majors and 94 graduate disciplines, and boasts a 16:1 student-faculty ratio. Ball State is ranked first in the country in College Magazine‘s “Top 10 Campuses for Students with Physical Disabilities,” and for the fifth year in a row has earned the “Higher Education Excellence in Diversity Award” from Insight into Diversity.

The Position

Student Success at Ball State University

Ball State University (BSU) is holistically committed to student success and providing a premier undergraduate experience, with a seamless program of services to support students throughout their academic career. The university’s comprehensive enrollment-management strategy engages colleges, academic departments, and the entire campus in the recruitment, retention, and success of all students. As part of an overall comprehensive plan to promote success, the BSU student-success model incorporates the following: rigorous academic advising; an engaged first-year experience; commitment to a more diverse community; a personalized record that translates students’ academic and co-curricular experiences into a clear description of learning outcomes, competencies, and transferable skills; engagement with external partners; and a core curriculum which incorporates innovative pedagogy, high-impact, transdisciplinary approaches to learning and problem-solving, and the development of cultural competencies, global awareness, and transferable skills. Through this collaborative model, BSU promises to assist students in discovering their purpose and translating that purpose into a fulfilling career and a meaningful life; to allow students the opportunity to work side-by-side with teacher-scholars and expand immersive learning and research experiences; to actively seek students’ ideas, perspectives, and voices; to provide support for physical, mental, and emotional health; to promote meaningful engagement with partners beyond campus; and to ensure a vibrant, diverse university community for all students, faculty, and staff.

 

Role of the Director for the One-Stop Integrated Student Services Center

Reporting to the assistant vice president for enrollment planning and management, the director of the One-Stop Integrated Student Service Center (One-Stop) will lead and manage day-to-day operational activities that are student-centered. The director will ensure the One-Stop provides seamless, integrated, and efficient services throughout the entire student life cycle. The center will include cross-functional solutions for student billing and payment, financial aid, registration activities, transcripts, and other administrative student services. This role will have a focus on creative implementation of new and existing structures, while providing daily leadership and assessments of key performance and project metrics. The director will stay current on new and evolving strategies and tactics to ensure continuous improvement related to One-Stop functions. Other primary responsibilities include setting goals and strategic direction, implementing policies and procedures, overseeing business processes, systems usage and integration, and staffing oversight that includes hiring, coaching, supervising, and evaluation of seven to ten staff members. This position requires a high level of professional judgment and excellent communication skills.

Additional responsibilities of the director include the following:

  • Provide data-inspired leadership and decision-making in the operations of the One-Stop Student Success Center.
  • Plan, prioritize, implement, and execute excellent student-centered services and activities that contribute to the university’s goals and objectives.
  • Guide, lead, mentor, coach, and empower staff to provide excellent student services and encourage forward thinking, problem-solving, continuous improvement, and professional development. Hire, train, and assess employees.
  • Support students and staff with complex issues, resolve referrals from other offices, and solve or de-escalate complicated issues using professional judgement and individual discretion.
  • Collaborate with other units and offices to solve issues that may arise, and ensure streamlined, effective communication and promotions.
  • Provide reports and data when requested by the administration.
  • Stay current on trends, emerging systems, and new services by attending conferences, workshops, and webinars, participating in consortiums, reading research regarding best practices, etc.
  • Represent the One-Stop internally and externally as needed.

History of the Position

This is a newly created director position which does not replace another position at the University. The One-Stop Integrated Student Service Center director will have the unique opportunity to open a new, functional area within the Enrollment Planning and Management division.

Opportunities and Challenges of the Role

The director will be providing leadership for an inaugural position and a new center at the University. It will be important for this individual to capitalize on the current vision, bring creative implementation strategies, advocate for the success of the center, and forge relationships with campus partners to build upon the collaborations that already exist. The director of the One-Stop Integrated Student Service Center will need to possess a broad and deep understanding of national best practices at comparable centers. The director should be an experienced leader who is capable of managing complex situations and staffing and who maintains an unwavering commitment to student service at the highest level, while understanding the direct correlation to student retention and success.

One-Stop Center stakeholders have engaged in dialogue around the new position and articulated the following additional challenges, opportunities, and goals for the director:

  • cultivating partnerships with stakeholders throughout the campus to continuously improve the provision of services to students and break down existing silos of information
  • utilizing strong critical-thinking skills while providing leadership for a new service area and concept for the campus
  • exploring delivery methods and use of technology for all student types and demographics served
  • building a new campus concept while managing ambiguity and multiple expectations from stakeholders
  • providing leadership and strong decision-making skills for the area and fulfilling the role as the campus content expert on the important role of the new center
  • promoting a student-centered focus in an essential service area
  • displaying exemplary communication skills, expression of care, and advocacy for students while upholding the values and mission of the center
  • providing innovative staff-training, professional-development opportunities, and support for a committed staff who are loyal to their roles in serving students at the institution

Measures of Success

At an appropriate interval after joining Ball State University, the items listed below will initially define success for the new director:

  • The director has built the center by developing the appropriate functions and creating service for a student-driven culture.
  • The director has earned a positive reputation as an academic-support leader with regard to developing and refining the newly developed center.
  • The director has established a proactive and well-respected leadership presence on campus that is credible, collegial, and highly effective.
  • The director is regarded as a knowledgeable and resourceful leader who understands and values collaboration and operates with appropriate political acumen and dexterity.
  • The One-Stop Integrated Student Services Center has created an overall positive reputation for customer service and quick problem-solving, and the director is seen as a partner and team player by other key administrators and institutional stakeholders.

Qualifications

Qualifications and Characteristics

The successful candidate will possess a bachelor’s degree from an accredited college or university and five or more years of progressively responsible work experience in an enrollment-management, customer-service focused, and/or operations-related function. Qualified candidates possessing a master’s degree are strongly encouraged to apply. The ideal candidate will have demonstrated experience in higher education, managing staff in a high-volume setting within an ever-changing environment, as well as demonstrated success with strategic planning and execution, experience with continuous improvement, and project-management experience. Other preferred qualifications include experience with an integrated student service center/unit; experience with Ellucian Banner ERP system; experience with a Customer Relationship Management (CRM) system; and in-depth knowledge of financial aid, registration, and/or student billing/accounts.

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:

  • a strong commitment to student retention and services, with a clear understanding of the ways that the One-Stop center can positively impact the student experience
  • consensus-building and demonstrated success at synthesizing multiple perspectives into cohesive and concise policies and processes
  • systems thinking, creative problem-solving, strategic risk-taking, and confident and collaborative decision-making
  • creative, solution-focused, detail-oriented, flexible, and adaptable leadership
  • facilitation of change and the capacity to build alliances and bring others onboard, with a mindset for strategic, forward-thinking, and innovative approaches
  • vision and the ability to clearly articulate and implement strategic goals and objectives
  • experienced supervision and communication of expectations, effective delegating, and support for professional development and lifelong learning
  • strong interpersonal skills
  • comfort maintaining a highly visible and engaged role and actively working with a wide variety of constituents
  • demonstrated commitment to the values of diversity and inclusivity on a college campus

Institution & Location

Overview of the Enrollment Planning and Management Division

In addition to Admissions, the Enrollment Planning and Management Division also includes Financial Aid and Scholarships and the Office of the Registrar.

Leadership of the Division

Paula Luff, Vice President for Enrollment Planning and Management

Paula Luff began her service as vice president for enrollment planning and management in April 2020. Her personal experience as a first-generation college graduate inspired her to dedicate her professional career to helping others obtain a college education capable of changing the trajectory of their lives.

After more than 30 years of experience in higher education, Vice President Luff came to Ball State University from DePaul University in Chicago, where she was interim vice president for enrollment management. In her new role she oversees the ongoing implementation of the University’s new strategic enrollment plan, and she will provide leadership for all areas of admissions. She also oversees The Office of the Registrar and Financial Aid and Scholarships.

Staci Davis, Assistant Vice President for Enrollment Planning and Management

Staci Davis is the assistant vice president for enrollment planning and management. In her current role, Davis provides vision, leadership, and oversight of business-service functions that support student success and the mission of Ball State University.

She is a Ball State graduate with two degrees, and an Indiana native. Ms. Davis has over 20 years of experience in higher education administration and has risen through the ranks and held multiple positions at Ball State. She has served as an advisor, recruiter, assistant director for graduate business programs, director and then executive director for online and strategic learning. Her first role in Enrollment Planning and Management was to oversee admissions operations and the registrar’s office; she now provides oversight to the One-Stop Student Service Center.

Institutional Overview

Institutional background/history

Ball State’s belief in an education rooted in creativity, values, and intellectual curiosity began in the late 19th century, when Muncie business leaders envisioned a local college to help boost the city’s development. Among these visionaries were the five Ball Brothers—Lucius, William, Edmund, Frank, and George—industrialists and philanthropists who moved from New York to Muncie to expand their glass container business.

A small, private, teacher-training school had opened in 1899 but failed, so the Ball brothers purchased the land and buildings of the defunct institution and donated them to the State of Indiana. This gift became the Indiana State Normal School Eastern Division, which opened in 1918 to meet Indiana’s need for more and better teachers.

In recognition of the Ball family’s generosity, the Indiana General Assembly changed the school’s name to Ball Teachers College in 1922 and then Ball State Teachers College in 1929.

By the 1960s, this regional teachers’ college had begun to attract faculty from outside the Midwest, and students sought majors in areas such as business, architecture, and other emerging disciplines. Enrollment and funding surged, and new facilities and degree offerings were added.

In 1965, the Indiana General Assembly renamed the college Ball State University, acknowledging its substantial growth in enrollment and facilities, the variety and quality of its educational programs and services, and the anticipation of the broader role it would play in the state’s future.

https://www.bsu.edu/about/history

Rankings, Awards, and Interesting Facts about BSU

  • Named first in the country in College Magazine’s “Top 10 Campuses for Students with Physical Disabilities”
  • Ranked first in Indiana (53rd nationally) in S. News & World Report’s 2020 “Top Performers on Social Mobility,” a list of institutions that advance social mobility by enrolling and graduating large proportions of economically disadvantaged students, and included on their lists of the top 100 public universities, best undergraduate teaching, and best first-year experiences
  • Listed 34th of 600 institutions in “Colleges Where Applications Are on the Rise” by 24/7 Wall St. in 2018, with applications up almost 73 percent in five years
  • Named one of the best universities in the Midwest by The Princeton Review for 16 years
  • Designated a “doctoral university: higher research activity” by The Carnegie Classification of Institutions of Higher Education
  • Among the top seven percent of universities worldwide in 2019-2020, according to the Center for World University Rankings
  • Received the Community Engagement Classification from the Carnegie Foundation for the Advancement of Teaching, which recognizes colleges and universities that demonstrate an institution-wide commitment to public service, civic involvement, and community partnerships
  • Received a Higher Education Excellence in Diversity (HEED) Award from Insight into Diversity for five years in a row for exemplary initiatives focusing on all aspects of diversity and inclusion, including gender, race, ethnicity, veterans, people with disabilities, and members of the LGBTQ community
  • Ranked in the top in the country for two graduate programs in S. News & World Report’s 2019 “Best Online Programs,” with MBA and Nursing at 13th and Education 38th
  • Recognized as the first higher education institution in the country to earn Quality Matters’ Learner Support Program Certification, a nationally-recognized standard of best practices for online and blended learning
  • Ranked 12th in S. News & World Report’s 2019 “Best Online Programs for Veterans” for graduate education and 20th for bachelor’s degree programs
  • Named a “Military Friendly School” every year since 2010 by veteran-owned Viqtory, which in 2019 also ranked BSU’s online programs seventh-best in the country
  • In 2019, 24/7 Wall St. listed Muncie, Indiana among its “30 Best College Towns in America”

About Muncie, Indiana

The Lenape Native Americans called the city Wapicamikunk, and early European settlers referred to it as Munsee Town, taken from the dialect of the Lenape Native Americans who spoke Munsee. In 1865 Munsee Town became the City of Muncie.

In the wake of the “Gas Boom,” a discovery of large natural-gas deposits in the 1880s, the Ball Brothers brought the Ball Corporation to Muncie. Its success allowed them to fund local businesses and serve the community through philanthropic acts.

Muncie was given the pseudonym “Middletown” after Robert and Helen Lynd conducted sociological studies and deemed it the “typical Mid-American community.” These studies drew attention to the city, and it has been continually examined for social change in America ever since.

Emens Auditorium is Muncie’s go-to for entertainment, and has hosted such entertainers as Third Eye Blind and David Letterman. Canan Commons, an urban park located in the heart of downtown, is the site of such events as the Three Trails Music Series, brown bag lunches, cultural events, and outdoor films.

Minnetrista, known as the home of the Ball Jar because it once contained the homes of the five Ball brothers and their families, is now a gathering place with exhibits and programs that focus on nature, local history, gardens, and art. This forty-acre campus opened in 1978 as a center to display local artifacts and the history of East Central Indiana, and features themed gardens, a museum, and a nature area free to the public.

With a current population of 68,623, Muncie has been recognized in a number of ways, including winning the Bronze Bicycle Friendly Community award from the League of American Bicyclists, the “Number-One Most Affordable College Town” by Realtor.com, and the state’s Community of the Year award from the Indiana Chamber of Commerce on two separate occasions.

Stakeholders at BSU adamantly praise the environment in which they live and work, using such terms as “safe,” “inviting,” and “comfortable.” Numerous opportunities for town/gown involvement exist, and the town and the University operate extremely well together. According to these stakeholders, Muncie has a robust dining scene, abundant arts and culture, and parks and trails that promote biking and other outdoor activities. It has a relatively low cost of living and is an easy drive to larger cities such as Indianapolis, Chicago, Cincinnati, and Louisville. Stakeholders said that while BSU is a medium-sized public institution, it feels much smaller and more personal, and that the work environment is very positive. For more information on relocating to Ball State and the Muncie area, please visit the Ball State Relocation Website.

Mission

Ball State University “engages students in educational, research, and creative endeavors that empower its graduates to have fulfilling careers and meaningful lives enriched by lifelong learning and service, while enhancing the economic, environmental, and social vitality of the community, the state, and the world.”

Values

  • “Excellence: We commit to excel in all that we do.
  • “Innovation: We commit to be creative, responsive, and progressive.
  • “Courage: We commit to set ambitious goals and to take the risks necessary to achieve those goals.
  • “Integrity: We commit to be honest, ethical, authentic, and accessible.
  • “Inclusiveness: We commit to respect and embrace equity, inclusion, and diversity in people, ideas, and opinions.
  • “Social Responsibility: We commit to act for the benefit of society at large.
  • “Gratitude: We commit to express appreciation to others and to demonstrate our gratitude through our actions.”

Strategic Plan

“Destination 2040: Our Flight Path establishes Ball State University’s ambitious goals for its second century. This plan was designed with input from faculty, staff, students, alumni, community partners, and benefactors. It provides a strategic framework with five long-term goals for 2040 and a small set of strategic imperatives to be executed by 2024.

  • “Goal 1: Undergraduate excellence and innovation. Our University provides a premier on-campus undergraduate experience.
  • “Goal 2: Graduate education and lifetime learning. Our University expands its reach and impact along the continuum of human development and is nationally recognized for serving graduate students and other adults throughout their lifetime educational journey and for our agility in anticipating and responding to workforce needs.
  • “Goal 3: Community engagement and impact. As a community-engaged institution, our University is internationally recognized for mobilizing and leading partnerships that revitalize and sustain our city and our region.
  • “Goal 4: Scholarship and societal impact. As a public research institution, our University recruits and retains outstanding faculty and staff who engage in scholarship—of discovery, integration, application, and teaching—that garners national and international recognition, attracts external resources, and improves lives.
  • “Goal 5: Institutional and inclusive excellence. Our University is distinguished for institutional effectiveness and inclusive excellence across all dimensions of our work and for having a positive and vibrant culture of wellbeing that helps our faculty and staff lead engaged and meaningful lives.”

https://www.bsu.edu/about/strategic-plan

Leadership

Geoffrey S. Mearns, President

President Geoffrey S. Mearns serves as the 17th president of Ball State University.

After joining the University in May 2017, President Mearns helped to develop a new strategic plan. Destination 2040: Our Flight Path establishes a long-range vision for the University that sets priorities across five key areas as noted directly above.

During his tenure, President Mearns has pursued initiatives that have produced the largest freshman class in history and increased alumni engagement and fundraising. President Mearns has also strengthened the University’s relationship with the community, most notably through its innovative partnership with Muncie community schools.

President Mearns earned his undergraduate degree in English from Yale University and a law degree from the University of Virginia. After a legal career that included serving as a federal prosecutor, President Mearns held academic and administrative roles at Cleveland State University, then served as president of Northern Kentucky University.

Academic Programs and Faculty

Seven academic colleges (as well as the Honors College and the General Studies program in University College) provide innovative programs that give students access to professional experiences and advanced technology from day one:

Wayne Estopinal College of Architecture and Planning

  • Architecture
  • Construction Management and Interior Design
  • Landscape Architecture
  • Urban Planning

Miller College of Business

  • Accounting
  • Applied Business Studies
  • Economics
  • Finance and Insurance
  • Information Systems and Operations Management
  • Marketing
  • Management

College of Communication, Information, and Media

  • Communication Studies
  • Journalism
  • Information and Communication Sciences
  • Telecommunications

College of Fine Arts

  • Art
  • Music
  • Theatre & Dance

College of Health

  • Counseling Psychology, Social Psychology and Counseling
  • Kinesiology
  • Military Science
  • Nursing
  • Nutrition and Health Sciences
  • Social Work
  • Speech Pathology and Audiology

College of Sciences and Humanities

  • Anthropology
  • Biology
  • Chemistry
  • Computer Science
  • Criminal Justice and Criminology
  • English
  • Environment, Geology, and Natural Resources
  • Geography
  • History
  • Mathematical Sciences
  • Modern Languages and Classics
  • Philosophy
  • Physics and Astronomy
  • Political Science
  • Psychological Science
  • Sociology
  • Women’s and Gender Studies

Teachers College

  • Early Childhood, Youth, and Family Studies
  • Educational Leadership
  • Educational Psychology
  • Elementary Education
  • Educational Studies
  • Special Education

Honors College

The Student Body

Fall 2020

• 21,597 total students
• 3,567 first-time undergraduates
• 14,053 female; 7436 male; 108 undisclosed
• 15,580 full-time students
• 15,987 resident students
• 16,323 White
• 1,876 Black or African American
• 1,479 Hispanic
• 730 two or more races
• 426 Asian
• 28 American Indian or Alaskan Native
• 28 Hawaiian or Pacific Islander
• 403 not reported
• 304 non-resident

Benefits Overview

  • Retirement plans
  • Tuition assistance and remission plans (employee and dependents)
  • Medical and prescription plans
  • Dental plans
  • Flexible spending plans
  • Life insurance
  • Disability plans
  • Voluntary benefits
  • Health savings accounts
  • Vacation/Sick time, 24 vacation days /12 sick days

For more information on Ball State benefits, visit the website at https://www.bsu.edu/about/administrativeoffices/payrolleb

Application & Nomination

Review of applications will begin October 25, 2021 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 Laura Puckett-Boler at lpb@spelmanjohnson.com. Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895.

Visit the Ball State University website at https://www.bsu.edu/.

Ball State University is an Equal Opportunity/Affirmative Action employer that is strongly and actively committed to diversity within its community. Women, minorities, individuals with disabilities and protected veterans are strongly encouraged to apply. All qualified applicants will receive equal consideration for employment without regard to race, color, religion, sex, national origin, age, disability, protected veteran status or any other legally protected status.