North Carolina State University (NC State) is recognized as one of the nation’s preeminent public research enterprises and the largest institution in the state of North Carolina. A global leader in research, entrepreneurship, and innovation, the university is home to more than 34,000 students, 9,000 faculty and staff, and 240,000 alumni, all dedicated to the pursuit of economic, societal and intellectual prosperity. At NC State University, located at the heart of the Research Triangle in the capital city of Raleigh, NC, ideas become solutions, bold thought is united with purposeful action, and society’s grand challenges are overcome. Whether it’s Times Higher Education naming the university one of the best in the U.S. for graduate employability or Kiplinger listing it as a top value for both in- and out-of-state students, NC State is regularly ranked among the nation’s top public universities. The Centennial Campus, a national hub for education, innovation and public-private partnership where NC State students and faculty live, work and learn, houses 76 industry, government and nonprofit partners as well as 75 university centers, institutes and departments. Ranked in U.S. News & World Report as #13 in Best Places to Live and #17 in Best Places to Retire, the Raleigh/Durham metro area promotes robust job growth, a strong sense of community, and a high quality of life.
Responsibilities of the Position
Serving as a member of the Division of Academic and Student Affairs Leadership Team and reporting to the Associate Vice Chancellor for Business Administration, the Executive Director of University Housing serves as the comprehensive manager for University Housing, which provides services, facilities, and high-impact experiences for over 9,000 residents living on campus, including residential education and curriculum, as well as Living and Learning Villages. The executive director leads strategic, vision and financial planning for the department, including compact planning and the development, implementation and analysis of a comprehensive assessment plan that assists in making sound data-driven decisions. The executive director is involved in all stages of facility construction and renovation, chairs building committees for specific projects, and develops partnerships that support University Housing facilities projects across campus. The position also oversees the housing assignment process, University Housing disciplinary process, support for residents of concern, Conference Services, and student staff selection (including the RA preparatory course); implements residential experiences and a residential curriculum designed to contribute to student success and personal development; coordinates student leadership organizations (Inter Residence Council and National Residence Hall Honorary); and develops and nurtures Living and Learning Villages, in collaboration with the Director for Living and Learning Initiatives. The executive director fosters and advocates for strategic campus and community partnerships in support of the Villages Mission, while serving as liaison with village leadership regarding housing protocol and systems. They cultivate, nurture, and sustain partnerships across the campus community that align with the residential curriculum and support student success. The executive director serves as the chief spokesperson for University Housing, oversees departmental participation in campus outreach efforts, serves as liaison with University Police and Fire Protection Services, fosters technology development and innovation to support residence hall services, and develops partnerships with other campus entities to oversee marketing and public relations efforts for various University Housing programs and services. The executive director assists the associate vice chancellor and director of facilities planning in managing a budget of over $55 million, and is responsible for 40 full-time staff, including eight direct reports, 12 graduate assistants, and over 240 resident advisors. The executive director should also have involvement in local, regional, and national organizations supporting the mission of Housing, as well as in the field of student affairs (such as ASHE, ACUHO-I, ACPA, and NASPA).
Characteristics of the Successful Candidate
A master’s degree (doctoral preferred) in higher education, counseling, student personnel services, student affairs administration, or other relevant field, and ten years of experience in housing systems with increasing levels of responsibility, are required. The successful candidate will possess proactive leadership skills including strategic planning, crisis management, and organizational prioritizing; strong financial and budget management skills; demonstrated knowledge of design and construction; and supervisory skills which inspire, motivate, and foster a culture in which all staff members are treated with respect, fairness, and professionalism and which promote professional development across all members of the team. Sensitive, diplomatic, and articulate written and verbal communication skills, as well as a deep understanding and commitment to student development principles, are highly desirable. The ideal candidate must also possess a commitment to expand knowledge and awareness of diversity, equity, and inclusion, as evidenced through demonstrating self-awareness, understanding and valuing others, demonstrating knowledge of social inequalities, interacting effectively with a diversity of people, and fostering equity and inclusion.
In addition to the minimum academic and experiential requirements indicated in this document, other desired characteristics, skills, actions, and/or abilities noted from discussions with institutional stakeholders include:
- a progressive background in housing and/or residence life in a complex setting;
- strong leadership abilities that inspire staff and promote unity and teamwork, as well as human relations skills to deal effectively with personnel issues when necessary;
- demonstrated skills as an advocate and champion for diversity, equity, inclusivity and social justice, and a willingness to stand up for these values, even in difficult situations;
- strategic vision and the ability to motivate all levels of staff to support that vision;
- a student-centered philosophy in which the welfare of students and improvement of the student experience are of the highest priority;
- problem solving skills, with the ability to assess needs, address organizational structure, and manage change effectively;
- strong assessment skills, with the ability to make data-driven decisions, teach and lead on assessment, set expectations across the department, devise and implement a plan, analyze the results, and propose changes and updates based on these outcomes;
- an individual who is adaptable to large changes on the spur of the moment, is not reactive, and can address situations with a cool and collected demeanor;
- demonstrated experience with organizational development, management, and structural reorganization;
- knowledgeable in policy development and able to articulate policy in a manner that is digestible and understandable at all levels;
- energy and excitement for the position, University Housing, and the profession in general;
- a strategic and data-informed decision-maker who is also able to think fast on their feet when necessary;
- strong marketing skills, the ability to be the “face” of University Housing, and the ability to artfully tell the story of Housing to all constituents;
- ethical, with the utmost integrity, and a good steward of student resources;
- able to equitably balance the programmatic and educational residence life aspects of the job with the facility- and management-related Housing facets;
- demonstrated experience in embracing and utilizing new and innovative technology;
- an excellent communicator with the ability to reach all levels of the University, especially in advocating for the needs of and promoting the vision of the department;
- able to recognize the knowledge and experience of the current staff, willing to obtain their perspectives and utilize their input in making decisions and changes;
- strong budgeting and finance skills, and able to be strategic in all budgetary decisions and recognize at all times the limits of the state budgeting system;
- a great collaborator with internal departments and external colleagues, with the ability to understand the importance of interconnectedness;
- an innovator with a futuristic orientation, and willing to try new opportunities, remain informed on new trends and best practices, and lead significant change processes;
- understand that a comprehensive commitment to customer service is one of the top priorities of the position;
- an ardent delegator who can balance knowing when to actively participate versus when tasks can be delegated to others who are empowered;
- willing to be visible on campus, to participate in the life of the campus, and to provide service wherever requested;
- political savvy and tact;
- able to listen carefully, ask knowledgeable questions, learn the department and its intricacies, accept input from staff, and then make well-informed decisions;
- a positive attitude;
- experience in and support for ACUHO-I, NASPA, ACPA, or other Housing/Student Affairs professional organizations, along with a philosophy of support for professional development for University Housing staff within these organizations;
- experience with crisis management, emergency operations, and continuity planning; and
- knowledge of and commitment to sustainability.
History of the Position
Ms. Susan Grant has served NC State and University Housing for 32 years. For the past 14 years, she has served as Director of University Housing. During that time, the department experienced significant growth in its system, adding three new communities and a number of staff. The department also developed and implemented living and learning initiatives during this time. Ms. Grant will retire in December, 2018.
The evolution of the Executive Director role comes at a time where both the residential housing program and living and learning will come together under singular leadership. The vision is to further enhance the village programs, while nurturing and maintaining strong and vibrant partnerships both inside and outside of University Housing.
Likely Opportunities, Priorities, and Challenges of the Position
The new Executive Director of University Housing must possess a broad and deep understanding of national best practices and innovations with regard to housing and residence life operations, technology, finance, and the large state institutional setting. The executive director should be an experienced or aspiring leader who has had success building and advancing a progressive program at another institution, be capable of managing multiple priorities, and be equipped to contribute at both a strategic and tactical level to a vibrant and fast-paced Division of Academic and Student Affairs (DASA) at NC State. The following were identified as possible opportunities, priorities, and challenges that will face the new Executive Director of University Housing at NC State
- With rapidly changing student housing needs, the new executive director will need to assess departmental organizational structure to match these changes. Nationally, student housing needs are changing rapidly, and it is important that the organizational structure of Housing units evolve with these changes. It will be imperative for the new executive director, early in their tenure, to conduct a thorough needs assessment on the structure of the organization, develop a strategic plan to address any identified areas of concern, and implement any needed changes to bring the department in line with current priorities and anticipated future developments.
- The ability to grow, develop, and mentor a large and diverse professional staff, while building a strong and dedicated team, will be critical for success. The staff in University Housing is both large and diverse, with a number of both seasoned staff members and newer professionals, so the executive director must be a strong motivator with high level supervisory and staff development skills. Support for the staff is critical, as professional development at all levels is both needed and expected. Long-serving staff bring a wealth of history and professional knowledge to the table, while newer staff bring fresh perspectives and energy to a large organization. Navigating through the needs of this multidimensional structure will be a crucial task for the new executive director.
- Strong, deep, and comprehensive budgeting and finance experience will be an imperative. Because of the size and scope of the University Housing budget ($55 million), it will be imperative that the new executive director have in-depth experience in managing multi-million dollar accounts, particularly in a university setting, as well as the balance sheet, forecasting, debt management, rate proposal, and accountability endeavors that accompany this environment. With a student housing master plan in the final stages, as well as the anticipation of a number of new facilities and extensive renovations on the horizon, the executive director must be able to partner with Facilities Planning and Management to ensure sound, comprehensive financial management throughout the capital planning process. Beyond this, the executive director must also manage the wide-ranging daily operations of University Housing, ensuring efficient allocation of resources and revenue distribution on a broad scale, as well as a focus on making the Housing experience for students more affordable.
Other aspects of the position and the institution that will be of interest to candidates include the points listed below.
- In undergoing a “brand refreshment,” the new executive director will be expected to collaborate across the division and the University, as well as utilize national trends and best practices, to develop a fresh new identity, mission, and marketing vision for University Housing.
- Consequently, there is great opportunity for an experienced professional to put their own professional mark on the University Housing program and build it to a higher level based on their experience, their innovative abilities, and national best practices. There is tremendous support and high expectations for the executive director from the administration, with a supportive supervisor who will empower this individual to enact change; consequently, the opportunity exists to bring an exciting new direction to the Housing environment that can impact students positively for many years to come.
- An exciting new Student Housing Master Plan, which will help guide the university’s Housing physical master planning efforts for the next decade, is currently in the final stages of development, so the new executive director will be coming on board with a directive of implementing this plan over the coming years. With more students wanting to live on campus than existing space can accommodate, along with the new live on-campus requirement for first-year students, a number of new facilities will be built, and some of the older facilities will be renovated. The opportunity exists with this endeavor to not only make a significant impact on the campus infrastructure and the student experience for years to come, but also to form lasting collaborative partnerships both within and external to the Division of Academic and Student Affairs (DASA).
- North Carolina State University is an institution on the move! The University, as well as the Division of Academic and Student Affairs, has a number of innovative and energized leaders in upper-level management, so there is a fresh and vibrant environment in which to work at NC State. As a result, the division is operating at an extremely fast pace, with change and growth occurring rather quickly, so the new executive director should expect to rapidly acclimate themselves, develop a plan, and begin implementation just as quickly. With this fast pace also comes high expectations, so the new director should be ready to “hit the ground running” on day one.
- University Housing is fully committed to the Residential Curriculum, cultivating student learning outcomes, and promoting education within the Housing environment at all levels. The successful candidate will have knowledge of and experience with some form of residential curriculum, will have curricular development knowledge, and will strongly support the department’s efforts to further grow and develop this program over time.
- With the recent first-year live-on requirement being implemented, there have been some “growing pains” associated with this endeavor, including use of third-party facilities and overcrowding, among others. The new executive director should plan to assess the current situation and develop an interim plan to address it until the elements of the Student Housing Master Plan can be implemented.
- There are fifteen Living and Learning Villages that are a major part of the Housing operation, covering a variety of interests and social issues across the spectrum. There is a commitment on the part of University Housing to grow and diversify the options and offerings within the villages, so a new executive director should have experience with this type of housing and residence life opportunity and be able to articulate its value to students, faculty, administration, and parents, and provide guidance and direction moving forward in the development of the program.
- The new executive director must commit to a comprehensive culture of collaboration and partnering across campus for maximum effectiveness; NC State University is committed to building relationships as a foundation of the campus culture, and strong collaboration is an absolute necessity in all endeavors to ensure success. University Housing touches a vast number of individuals, departments, and other entities, so it will be crucial that the new executive director quickly reaches out across campus as a personal introduction, as well as begin to build strong contacts and partnerships that will foster ongoing positive relationships and present themselves as a “connector” in all instances. These connections are essential in order to assess real needs, design student-centered programs, and provide high-end customer service at all times.
- The department is currently undergoing an evolution, transforming from a more decentralized model to one that is more centralized in nature, with major changes having already taken place. The new executive director will come on board in the midst of this transformation, so this individual will need to recognize that direction, bring fresh eyes and ideas to the process, and work with staff to support and enhance the vision of the administration as it progresses.
Measures of Success for the Position
At an appropriate interval after joining NC State University, the items listed below will initially define success for the new Executive Director for University Housing.
- A number of academic, student life, and other campus partners have been identified and initially engaged in collaborative endeavors for the benefit of the student body.
- Based on climate surveys and performance evaluations, professional staff job satisfaction and staff retention are high and rising.
- A thorough assessment of the organizational structure has been conducted, and significant steps have been taken in implementing any necessary updates or changes.
- The executive director is viewed as a strong partner and colleague by peers.
- Students recognize and interact with the executive director at all levels, and this individual is known as the “face” of University Housing and as a student-centric administrator.
- There is a distinct focus in University Housing at all levels on diversity, inclusion, equity, and social justice.
- A clear, distinct, transparent, and forward-thinking strategic vision is emerging for University Housing, based on an integrative “listening tour” across the department and among students, administrators, and other prominent stakeholders, as well as active research on current trends and best practices in housing and residence life.
- The reputation of University Housing at NC State is emerging as one of being “experts” and “trend-setters” in the field, and the staff are presenting regularly at professional conferences and other educational opportunities.
Organizational Structure of University Housing
When NC State University was founded in 1887, the school embodied ideals that were rapidly transforming the field of higher education. Chief among them was the belief that colleges should not be reserved for a select few and that the children of farmers, mechanics, and other workers should have access to the opportunities and benefits of higher education. A new generation of progressive thinkers founded the college, known then as the North Carolina College of Agriculture and Mechanic Arts. No organization did more to advance the cause of this new institution than the Watauga Club, a reform-minded group of lawyers, teachers, doctors, and businessmen in Raleigh — all of them younger than 30. Watauga Club member Charles W. Dabney, who wrote the legislation creating the new institution, exemplified the changes sweeping the South in the 1880s. The son of a Calvinist theologian who professed skepticism of modern science, Dabney earned a PhD in chemistry and built a reputation as one of the foremost agricultural scientists in the nation. Today we honor NC State’s founders — men like Dabney, William J. Peele, and Walter Hines Page — not just for their vision, but also because they lived at a time when considerable foresight, skill, and courage were required to rally public support for higher education.
NC State was established under the auspices of the federal Morrill Act of 1862, which allowed the U.S. government to donate federally owned land to the states for the purpose of establishing colleges that would teach “agriculture and the mechanic arts.” The brand-new school held its first classes in the fall of 1889 with 72 students, six faculty members and one building. In the early 1900s, a new federal program sparked an era of outreach work at the college. The 1914 passage of the Smith-Lever Act created an educational partnership between land-grant colleges and the U.S. Department of Agriculture. Under this new cooperative extension program, the colleges would send staff to meet with farmers around the state and provide practical agricultural instruction. This led North Carolina to establish the Cooperative Agricultural Extension Service (now the North Carolina Cooperative Extension Service) at NC State.
By the 1920s, North Carolina State College (as the school was then known) was beginning to grow beyond its original agricultural and mechanical focus, adding schools of engineering, textiles, education and business, as well as a graduate school. The Depression posed economic challenges for higher education throughout the nation, and State College was no exception. As the crisis slowly eased, the college renewed its growth, adding students and developing new programs until the onset of World War II. State College contributed to the war effort by hosting a number of military detachments and training exercises and by refitting the work of several departments and programs to military and defense purposes.
The campus experienced unparalleled growth during the postwar years as the G.I. Bill brought thousands of former servicemen to campus. In the following decades, the college continued to expand its curricula, creating schools of design, forestry, physical and mathematical sciences, and humanities and social sciences. During these years of growth, the name was changed again, this time to North Carolina State University at Raleigh—the university’s current official name.
The university celebrated its 100th anniversary in 1987, which also saw the creation of Centennial Campus, bringing together academic, corporate, government and nonprofit leaders to partner in teaching, research, and economic development.
NC State has developed into a vital educational and economic resource, with more than 34,000 students and 9,000 faculty and staff. A wealth of university outreach and extension programs continue to provide services and education to all sectors of the state’s economy and its citizens. Consistently ranked a best value among the nation’s public universities, NC State — the state’s largest university — is an active, vital part of North Carolina life. Today, more than 131 years after its founding, NC State continues to follow its original mission: opening the doors of higher education to the citizens of North Carolina and providing teaching, research, and extension that strengthen the state and its economy.
About Raleigh, NC
Raleigh’s history is bountiful. In 1792, Raleigh was created to be North Carolina’s seat of government. To fully appreciate this uniquely blessed city, one must contemplate the history and delightfully complex composition of the state that created Raleigh. Home to the Native American Iroquoian, Siouan and Algonquian tribes, it is also the birthplace of Virginia Dare, the first child born of English parents in the new world during the first attempt by the English to settle the western hemisphere. One of the original 13 colonies, North Carolina was the first to officially call for independence, with the Halifax Resolves in 1776.
A state of yeoman farmers and among the South’s first industrial areas, North Carolina was no home place to the gentry, but rather a state of working men and women who valued education and established the nation’s first state university. North Carolina’s appreciation of education also created a notable public school system and the nation’s best community college system. Though firmly in the grip of the hard times of the 1920s, North Carolina invested in a statewide network of paved thoroughfares and became known as “the good roads state,” recognizing that the lifeline of economic growth was a statewide transportation network.
That diverse composition of people, love of freedom, gritty work ethic, and an esteem for education and common sense approach to economic development, combined to create the robust environment in which North Carolina’s capital city today thrives.
Facts about Raleigh, N.C.
Population: Raleigh (2017): 464,758; Wake County (2017): 1,072,203; Raleigh MSA (2016): 1,302,946
Raleigh Facts: Raleigh was founded in 1792 as N.C.’s capital city. It was named for Sir Walter Raleigh, who attempted to establish the first English colony on the shores of the new world in the 1580s. It is the only state capital to have been planned and established by a state as the seat of state government, and it is the largest city in a combined statistical area known as Raleigh-Durham-Chapel Hill (the Research Triangle Region). The city’s founding fathers called Raleigh the “City of Oaks” and dedicated themselves to maintaining the area’s wooded tracts and grassy parks. Home of the N.C. State Fair, N.C.’s largest annual event.
Climate: Springs and summers range from the upper-60s to the upper-80s (degrees Fahrenheit); fall averages in the 70s; winters hit the high-20s to mid-50s. Mean annual rainfall (inches): 45.23. Annual average temperature (°F): 71 (high), 50 (low). Annual average snowfall (inches): 4.7. Average relative humidity (%): 71.3.
Parks and Recreation: Raleigh boasts more than 9,000 acres of parkland and almost 1,300 acres of water, offering recreational activities year-round. A nationally-acclaimed greenway system spans 152 miles, providing walking, jogging and hiking trails that connect many of the City of Raleigh’s 200+ parks. Surrounding towns have even more parks and recreational opportunities.
Fauna/Flora: The Raleigh area’s hardwood and mixed conifer forests are home to a wide variety of wildlife, including wood ducks, white-tailed deer, Canada geese, and wild turkeys.
Sports: Sports and outdoor enthusiasts will find plenty to cheer about. Hockey fans can catch the excitement of the NHL Carolina Hurricanes. Relax outdoors at a Carolina Mudcats Single-A baseball game or at WakeMed Soccer Park watching North Carolina FC men’s or North Carolina Courage women’s pro soccer. The area is also home to stock car racing and great college athletics.
Arts and Culture: Raleigh has an exceptionally diverse art scene. Visitors can see a touring Broadway show, view original plays in theatres and outside in the parks, listen to the North Carolina Opera or North Carolina Symphony, or watch the Carolina Ballet. The Duke Energy Center for the Performing Arts has a suite of facilities for almost any size performance, including a state-of-the-art symphonic music hall.
Museums: Raleigh is home to three major state museums – art, history, and natural sciences (all are free). The North Carolina Museum of Art celebrated its 50th anniversary in April 1997, and opened a $75 million expansion of iconic gallery and public spaces in April 2010. The North Carolina Museum of History, which moved to its current facility in 1994, provides innovative exhibits that tell the state’s history. Across the Bicentennial Plaza, the North Carolina Museum of Natural Sciences moved into a beautiful new facility in April 2000, becoming the Southeast’s largest natural history museum: it opened the state-of-the-art Nature Research Center, a new wing of the museum in April 2012. Marbles Kids Museum also gives kids a chance to be hands-on with role-playing and special exhibits. Marbles is also operating North Carolina’s only large-screen 3D IMAX theatre next door.
Major Historic Sites in Raleigh: The North Carolina State Capitol, a National Historic Landmark.
The North Carolina Executive Mansion, home to more than 25 governors and their families since 1891.
Historic Oakwood, a neighborhood of 19th-century Victorian homes listed on the National Register of Historic Places.
Shopping: Even the most seasoned shoppers will find an impressive array of well-known retail stores, boutiques, and locally-owned shops in and around Raleigh. Browse the Raleigh Flea Market or the more than 30 antique stores spread throughout the area. Major shopping areas and centers include Brier Creek Commons, Beaver Creek Commons, Cameron Village, Cary Towne Center, Crabtree Valley Mall, North Hills, Park West Village, Triangle Town Center, and White Oak Crossing. The list of specialty stores and upscale shops in Raleigh is impressive – and just keeps expanding.
Cuisine: Raleigh’s array of cuisine serves up something to satisfy almost any craving. Menus range from upscale fine dining to brewpubs to traditional Southern cooking. The area is also home to three wineries, two distilleries, and nearly 30 craft breweries.
Nightlife: Enjoy nightlife in downtown Raleigh in the Capital District, Fayetteville Street district, Glenwood South, Moore Square district, and the Warehouse District. Listen to live music performed by popular local bands or international superstars at one of the area’s major venues, concert venues or entertainment complexes, or simply dance the night away to DJs. The Raleigh area has the most live music venues concentrated here of anywhere else in the state, and has more than 15 percent of the state’s craft breweries, making it a capital of craft beer.
For more information about Raleigh, NC, visit the Chamber of Commerce website at http://www.raleighchamber.org/
As a research-extensive land-grant university, North Carolina State University is dedicated to excellent teaching, the creation and application of knowledge, and engagement with public and private partners. By uniting our strength in science and technology with a commitment to excellence in a comprehensive range of disciplines, NC State promotes an integrated approach to problem solving that transforms lives and provides leadership for social, economic, and technological development across North Carolina and around the world.
The NCSU strategic plan may be a product of the 21st century, but it’s deeply rooted in the vision that launched NC State in 1887. As a comprehensive research university in the land-grant tradition, NCSU has always been dedicated to excellent teaching, the creation and application of knowledge, and engagement with public and private partners. NCSU aspires to preeminence in higher education and works to create economic, intellectual, and societal prosperity for North Carolinians.
While those historic commitments date to the founding of NCSU, the roadmap to fulfilling them is always evolving. “The Pathway to the Future” represents the latest evolution of that mission, and it focuses energies on meeting five strategic goals:
- Enhancing the success of our students through educational innovation
- Enhancing scholarship and research by investing in faculty and infrastructure
- Enhancing interdisciplinary scholarship to address the grand challenges of society
- Enhancing organizational excellence by creating a culture of constant improvement
- Enhancing local and global engagement through focused strategic partnerships
For a detailed look at the NCSU strategic plan, visit the website at https://strategicplan.ncsu.edu/
Dr. Randy Woodson, Chancellor
Dr. Randy Woodson became North Carolina State University’s 14th chancellor in April 2010. Woodson leads the largest university in North Carolina, with more than 34,000 students and a $1.5 billion budget. Under his leadership, the university created and implemented The Pathway to the Future strategic plan that has elevated NC State’s recognition among the nation’s top public research universities.
NC State has become a lead university for two NSF Engineering Research Centers, one Manufacturing USA institute and partner on six others, and expanded to more than 75 industry and government partnerships on its nationally recognized Centennial Campus. NC State has also garnered national and international recognition for its faculty and student scholarship.
NC State launched the Think and Do the Extraordinary Campaign to raise $1.6 billion for scholarships, research, programs, and facilities, propelling the university to even greater heights.
Leading by example to tackle the world’s grand challenges, Woodson also chairs the APLU Commission of Global Food Security and serves on the US Council of Competitiveness Executive Committee.
A nationally recognized scholar and academic leader, Chancellor Woodson came to NC State having most recently served as provost and executive vice chancellor for academic affairs at Purdue University. An internationally-renowned plant molecular biologist specializing in reproductive processes in agricultural crops, he earned his undergraduate degree in horticulture from the University of Arkansas and his MS and PhD degrees in plant physiology from Cornell University.
Under his leadership, NC State has become a pre-eminent research enterprise known for solving real-world challenges – a true Think and Do University. Woodson’s strategic vision has enabled the university to advance in areas of student success, innovative research, and collaborative partnerships. This has resulted in students ready to solve real-world challenges; public-private partnerships that transform ideas into solutions; and a creative, engaging center of learning and exploration for all.
True to its land-grant heritage, NC State creates economic, societal, and intellectual prosperity for the people of North Carolina and the country — with increasing momentum under Woodson’s direction.
Dr. Mike Mullen, Vice Chancellor, Division of Academic and Student Affairs
Dr. Mike Mullen is Vice Chancellor and Dean for Academic and Student Affairs and Professor in the Department of Soil Science at North Carolina State University. As Vice Chancellor, Mullen is responsible for academic and student affairs programming across the student life cycle that contributes to the success of all students at NC State.
Prior to his arrival at NC State, Mike Mullen served as Associate Provost for Undergraduate Education and Dean for Undergraduate Studies at the University of Kentucky from August 2009 to July 2012. He also was Associate Dean for Academic Programs in the College of Agriculture from 2004 until 2009, and was on the Plant and Soil Science faculty from 2002 through 2012. Before joining the faculty at the University of Kentucky, Mullen spent 13 years in the College of Agricultural Sciences and Natural Resources at the University of Tennessee, where he also served one year as an Acting Assistant Dean for the College of Agricultural Sciences and Natural Resources. He has also served as a Director of Undergraduate Studies for soil sciences and natural resources at both UT and UK.
Mullen’s current interests focus on student success in higher education and he also has interests in soil biology and biochemistry, with an emphasis on microbial ecology in agricultural soils. His teaching experiences have spanned the spectrum of university students, from freshman level agricultural, environmental and academic orientation courses to doctoral level soil biochemistry courses.
A native of Fort Wayne, Indiana, Dr. Mullen received his BS and MS degrees from Purdue University. He completed the PhD in Soil Science from North Carolina State University in 1987. Dr. Mullen has received several teaching awards, including the University of Tennessee National Alumni Association’s Outstanding Teacher award in 1996. He also received the Early-Career Award in Education in 1996 and the Career Award in Education in 2003 from the Southern Branch of the American Society of Agronomy, and was named a Teacher Fellow by the North American Colleges and Teachers of Agriculture in 2002. Mullen is published in several journals including: Soil Science Society of America Journal, Soil Biology and Biochemistry, Transactions of the ASAE, Environmental Toxicology and Chemistry, Journal of Plant Physiology, and others. His research includes the fate of nitrogen and phosphorous in soils amended with biosolids, microbial ecology in agroecosystems, the fate of hormones from dairy wastes, and activity of soil organisms in soils of organic farming systems. Mike is married to Deborah Howard Mullen and has two adult sons, John and Michael, who are forging successful careers of their own.
Dr. Barry Olson, Associate Vice Chancellor for Business Administration
Dr. Barry Olson earned his bachelor’s degree in speech communication from the University of Wisconsin River Falls in 1994. He earned his Master of Education from Grand Valley State University in 1997. He earned his Doctor of Education degree from North Carolina State University in 2010, focusing on higher education administration. His research interests include race and identity and its incorporation in the collegiate experience, student affairs administration, and facilities management.
Dr. Olson’s portfolio currently includes University Housing and Living and Learning Initiatives, as well as Business Administration units focusing on Facilities Planning and Management, Finance, Human Resources, and Information Technology. He is also a member of the faculty for the College of Education at NC State, teaching courses in Student Affairs and Higher Education.
He is active in professional organizations in higher education in the state of North Carolina, as well as regionally and nationally. He has served on the leadership team of the North Carolina Housing Officers organization, as well as been a national chair for the ACUHO-I/APPA Housing Facilities Conference. More recently, Dr. Olson served as a Faculty and Scholar Practitioner in Residence for the Men and Masculinities Knowledge Community through NASPA. Finally, he has been a national volunteer for his fraternity, Alpha Sigma Phi, serving in many facilitation and leadership roles since 1998. He has been a student affairs professional practitioner for over 22 years.
Organization Structure of the Division of Academic and Student Affairs
The Academic Program
With 12 colleges representing all major academic disciplines, more than 34,000 students, and more than 2,300 faculty, NC State is the largest university in North Carolina. This is a pre-eminent research enterprise where undergraduate and graduate students learn from award-winning faculty.
An NC State education begins in the classroom, but it never stops there. Students test their knowledge through research and apply it in internships and co-ops with an array of business and industry partners. That experiential approach to education gives graduates the career-ready skills they need to thrive.
Many of NCSU’s strengths lie in fields that solve global problems and shape local economies. The institution has programs in engineering, business administration, statistics, veterinary medicine, and more that rank among the best in the country. NCSU is also a leader in emerging fields, such as analytics, nanotechnology, biotechnology, and biomedical engineering.
It is also a university of choice for today’s brightest students studying the humanities and social sciences, plant and animal life sciences, management, education, natural resources, and the physical, chemical, mathematical, statistical, biological, and earth-system sciences. The breadth of academic excellence is reflected in the strength of NC State’s library system, which includes the Hunt Library, ranked as one of the 16 coolest college libraries in the country by Business Insider.
Our Centennial Campus houses top academic programs in cutting-edge fields like advanced analytics, and provides valuable work experience for future graduates through innovative partnerships with industry and government.
The Student Body
North Carolina State University–Raleigh has 33,755 students, 2,336 faculty, and 6,733 staff. Student –faculty ratio is 13:1. The student gender distribution is 55 percent male students and 45 percent female students. At the school, 41 percent of the students live in college-owned, -operated or -affiliated housing, and 59 percent of students live off-campus. In sports, North Carolina State University–Raleigh is part of the NCAA Division I.
With more than 700 student organizations on campus, students can experience it all: running a daily newspaper; deejaying for one of the nation’s top college radio stations; building robots; exploring improve, comedy, or dance; and much, much more. Whatever the area of interest, be it political, professional, social, ethnic, or academic, there’s a student organization that focuses on this.
In sports, the final score isn’t the only important number. Try these figures on for size: 70 intramural and club sports programs, 23 Division I varsity teams, and two recreation complexes encompassing 350,000 square feet of indoor and outdoor fitness space. That’s not to mention an Outdoor Adventure program that puts North Carolina’s mountains and waterways at a student’s disposal.
Service is part of the DNA at NC State. As a land-grant university, the University was founded to help create a better world. From the Krispy Kreme Challenge, to Alternative Service Break trips, to the Feed the Pack food pantry, students serve those in need on campus, across North Carolina, and around the globe. Students’ commitment to service is a key reason NC State made the 2012, President’s Higher Education Community Service Honor Roll, the highest service-related honor bestowed on a college or university by the White House.
NC State is a place for thinking and doing. That’s as true in galleries and on-stage as it is in classrooms and laboratories. With hundreds of year-round arts programs and other activities for students and faculty, actors, singers, sculptors, painters, woodworkers, and DIYers can have the tools and facilities to bring their ideas to life, as well as a supportive community of fellow creators.
Benefits at NCSU include, but are not limited to, the following:
- Health Insurance
- Dental and Vision Plans
- Accident Plan
- Life Insurance
- Critical Illness Plan
- Disability Plans
- Flexible Spending Accounts
- Auto/Homeowners/Renters Insurance
- College Foundation of North Carolina 529 Plan
For a more complete look at NCSU benefits, visit the website at https://benefits.hr.ncsu.edu/benefits-plans/
Review of applications will begin immeidately, 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 J. Scott Derrick at firstname.lastname@example.org. Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895.
Visit the NC State website at www.ncsu.edu
and the University Housing website at
NC State University is an equal opportunity and affirmative action employer. All qualified applicants will receive consideration for employment without regard to race, color, national origin, religion, sex, gender identity, age, sexual orientation, genetic information, status as an individual with a disability, or status as a protected veteran.
Individuals with disabilities requiring disability-related accommodations in the application and interview process, please call 919- 515-3148. Final candidates are subject to criminal & sex offender background checks. Some vacancies also require credit or motor vehicle checks. If highest degree is from an institution outside of the U.S., final candidates are required to have their degree verified at www.wes.org. Degree must be obtained prior to start date.
NC State University participates in E-Verify. Federal law requires all employers to verify the identity and employment eligibility of all persons hired to work in the United States.