Chartered in 1856 and established as the first land-grant college in the South in 1872, Auburn University today enrolls nearly 31,000 students in over 150 programs of study. Ideally located on 1,841 acres just one hour from the state capital of Montgomery and two hours from Atlanta, GA, Auburn is the second largest university in Alabama and one of the state’s two public flagship universities. Classified among “R1: Doctoral Universities – Very High Research Activity,” and producing five Rhodes Scholars and five Truman Scholars, Auburn University remains on the educational forefront with its traditional blend of arts and applied science, changing with the needs of today while living with a respect for the traditions and spirit that are Auburn. With over 300 student clubs and organizations from which to choose, a 20:1 student/faculty ratio, and an exciting Division I athletics program that competes in the Southeastern Conference, Auburn is a seminal destination for living, working, and gaining a world class education.

The Position
Reporting to the Associate Vice President for Student Affairs, the Executive Director of University Housing provides vision, leadership, and strategic direction for the University’s comprehensive student housing program, accommodating over 4,000 students in on-campus residence halls and leased off-campus apartment complexes, as well as Property Management Services, which provides custodial and maintenance support to both University Housing and Campus Dining. The Executive Director effectively manages the University Housing and Property Management budgets, ensuring sound fiscal operations; coordinates the development of short- and long-range plans for the maintenance and improvement of University-owned housing facilities; manages master off-campus leases for nearby apartment complexes; supports, in collaboration with the Director of Property Management Services and the Director of Campus Dining and Concessions, the creation of renovation, refreshment, and capital project plans; and provides oversight and guidance for the summer conference program, guest and transient housing program, and other activities to ensure a high level of space utilization of housing facilities annually. Additionally, the Executive Director monitors student housing applications and assignment data to determine the accuracy of projected occupancy; establishes departmental priorities supporting student learning and success; evaluates and ensures departmental effectiveness and efficiency through on-going data collection and assessment efforts; and engages a diverse student body and workforce in fostering a welcoming, supportive, and inclusive environment that promotes connection to campus life.

The Executive Director manages a staff of 56 in University Housing and Property Management, including five direct reports, and oversees operating budgets totaling approximately $26.8 million and a University Housing reserve of $32 million.

The Position

Specific Responsibilities

  • provides leadership and oversight of departmental strategic planning, budget management, human resources, and policy development
  • directly supervises the Auburn University Housing (AUH) leadership team, AUH office staff, and the Property Management staff
  • evaluates and assesses staffing needs and provides recommendations for organizational effectiveness
  • establishes priorities for staff recruitment, selection, and training
  • encourages and supports opportunities for staff professional development
  • provides direction and oversight of the AUH departmental budgets and the Property Management Services budgets, ensuring sound fiscal operations
  • monitors budgets, including reserve balances, bonds, and monthly budget operating statements, making appropriate adjustments as necessary
  • recommends housing rental rates to Student Affairs leadership
  • ensures departmental compliance with existing University and state fiscal personnel policies and procedures
  • coordinates the development of short- and long-range plans for the maintenance and improvement of University-owned housing facilities
  • in partnership with Campus Dining, supports the development of campus dining venues
  • provides ongoing and deferred maintenance plans to the Student Affairs leadership
  • manages master off-campus leases of nearby apartment complexes
  • supports the creation of renovation, refreshment, and capital project plans in collaboration with the Director of Property Management Services and the Director of Campus Dining and Concessions
  • monitors student housing applications and assignment data to determine the accuracy of projected occupancy of University Housing facilities and to meet departmental and institutional enrollment priorities
  • establishes departmental priorities supporting student learning and success
  • fosters and maintains partnerships with campus departments to develop programs and services that effectively complement the educational mission, goals, and objectives of the Division of Student Affairs and the University
  • evaluates and ensures departmental effectiveness and efficiency through ongoing data collection and assessment efforts
  • participates in divisional and institutional assessment and evaluation efforts and processes
  • engages a diverse student body and workforce in fostering a welcoming, supportive, and inclusive environment that promotes connection to campus life
  • assists with the coordination and monitoring of efforts to assist distressed students, as well as implementing programs and services to promote their well-being
  • provides oversight and guidance for the summer conference program, including guest and transient housing

History of the Position

Dr. Kevin Hoult came to Auburn University in 2015 as the Director of University Housing and Residence Life. In 2018, Residence Life and University Housing at Auburn were consolidated and, along with Property Management, moved into the Division of Student Affairs. Prior to this time, University Housing and Property Management reported to Auxiliary Services. In 2021, the Director position was elevated to Executive Director, and Property Management became part of University Housing. Hoult was afforded the opportunity to return to his alma mater in fall 2021, and Spelman Johnson is now assisting Auburn University in its search for his replacement.

Opportunities and Challenges of the Role

The new Executive Director of University Housing must possess a broad and deep understanding of national best practices and innovations regarding 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, is capable of managing multiple priorities, and is equipped to contribute at both a strategic and tactical level to the vibrant and fast-paced Division of Student Affairs at Auburn University.

It is critical to identify a competent and visionary individual who can promote and develop the staff/team, set departmental priorities, and boldly lead Auburn’s Housing program into the future. The following were identified as possible opportunities, priorities, and challenges that will face the new Executive Director of University Housing.

  • The current University Housing Master Plan, which will help guide the University Housing physical master planning efforts for the next few years, will allow the new Executive Director to begin their tenure with a directive of implementing this plan over the coming years. The master plan will initially focus on moving Auburn out of its oldest housing on campus, known as The Hill, and then ensure that the renovation and renewal of its remaining inventory does not fall into disrepair over time. Additionally, there is a great deal of deferred maintenance across the University Housing landscape which will need to be addressed, as well as the construction of a new residence hall and the negotiation and implementation of both current and new off-campus master leases. The opportunity exists with these endeavors 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 Student Affairs.
  • In addition to the master plan, the scope of this position is expansive, and the new Executive Director will need to quickly become familiar with all aspects under their purview to develop a comprehensive list of priorities. University Housing has an extremely wide range of responsibility for ensuring that the living and learning environment for the students at Auburn is clean, functional, and in good working order. The Executive Director will need to undertake, after an appropriate acclimation period, a comprehensive “listening tour” to discover both the nature and breadth of the areas for which they are responsible, as well as the needs and desires of campus stakeholders, and subsequently develop an inclusive list of immediate and long-term priorities across the department.
  • The environment at Auburn University is extremely relational in nature, so the new Executive Director must commit to a comprehensive culture of collaboration and partnering across campus for maximum effectiveness. Auburn is committed to building relationships as a foundation of its campus culture, and strong collaboration is an absolute necessity in all endeavors to ensure success. It will be crucial that the Executive Director quickly reach out across campus to build strong relationships and partnerships to foster an efficient and effective working environment, as well as foster ongoing positive relationships and be a “connector” in all instances.
  • The ability to grow, develop, and mentor a diverse professional staff, while building a strong and dedicated team, will be critical for success. With a staff totaling 56 and operating in various levels of the organization, the Executive Director must be a strong motivator with high-level supervisory, organizational, and staff development skills. Support for the staff is critical, and 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 a certain energy. Navigating through the needs of this multidimensional structure will be a crucial task for the new Executive Director, who will need to lean on the staff to assist in learning the campus culture, as well as pull the full body together into an efficient and effective team that supports a student population where they live and thrive.
  • Diversity, equity, and inclusion are essential parts of the Auburn community, and the Executive Director should be a leader in supporting, understanding, embracing, and nurturing these concepts. There are many underrepresented populations within the institution, and University Housing needs to be a model for maintaining a strong sense of equity and an unbiased living environment at all times.
  • Property Management Services, which provides custodial and maintenance support to both University Housing and Campus Dining, was recently moved to report to the Executive Director. Since this endeavor involves shared responsibility with another department, the Executive Director must ensure that a strong partnership is formed with Campus Dining to provide the best possible student experience emanating from both departments. Additionally, as some of the housing solutions are being located off campus, there is a significant effect on the dining contract, including meal plans and retail dining; the strong partnership between Housing and Dining is essential for the success of any future negotiations that may occur with Aramark, Auburn’s food service provider.
  • The town/gown relationship between Auburn University and the City of Auburn is critical, and the Executive Director is an important leader in promoting this relationship. Functioning as an ecosystem, the positive collaboration between the city and the University is extremely important to maintain, so the Executive Director should be prepared to spend quality time within the City of Auburn community, getting to know various leaders and organizations, promoting the students and the University, and serving as a conduit between the two.
  • All current housing for the Auburn sororities resides within the residence hall structure, but there is now a major HVAC issue in those buildings that will result in each of these organizations needing to vacate these residences. While there is currently a committee that has been tasked with offering solutions for this issue, it will be the responsibility of the new Executive Director to quickly discern the situation, partner with the committee, and devise and implement a long-term strategic solution for the sororities.
  • Candidates should be aware that Auburn is currently in the midst of a search for its next President, so there will be fresh leadership early in their tenure, and this should provide ample opportunity for the Executive Director to form new coalitions and build new partnerships across this new executive leadership.
  • Across the board, stakeholders reiterated that they liked working at Auburn, are very supportive of each other, enjoy the vibrancy of the University, feel much collegiality (with a great deal of support from the top down), and believe that there are many opportunities to make a big difference in the Executive Director role. Additionally, the Auburn community is very welcoming to new members, is very involved with the campus, and provides a very stable environment in which to live and work. Finally, the quality of life at Auburn is fantastic, the area is growing, and there are a number of great amenities in the surrounding town.

Measures of Success

At an appropriate interval after joining Auburn University, the items listed below will initially define success for the new Executive Director of University Housing.

  • Several student affairs, academic, and other campus partners have been identified and initially engaged in collaborative endeavors for the benefit of the student body.
  • A thorough assessment of the organizational structure has been conducted, and recommendations have been set forth in implementing any necessary updates or changes.
  • Sound fiscal practices, solid budgeting processes, and strong financial policies are integrated into the University Housing core operation.
  • Students recognize and interact with the Executive Director at all levels, they are seen as approachable and engaged, and they are recognized as the “face” of University Housing and as a student-centric administrator.
  • The Executive Director is viewed as a strong partner and colleague by peers.
  • Based on climate surveys and performance evaluations, professional staff job satisfaction and staff retention are high and rising, a caring culture is being maintained, professional development is abundant, and there is stability in the University Housing Department.
  • Student and parent climate surveys show rising satisfaction with the University Housing programs and services.
  • There is a distinct focus in University Housing at all levels on diversity, inclusion, equity, and social justice.
  • A clear, fluid, 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 national best practices in housing and residence life.
  • The University Housing Master Plan is well underway, the major tenets of this plan are being undertaken and managed effectively, projects are being completed, and momentum has been established moving forward.
  • The reputation of University Housing at Auburn 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.

Qualifications

Qualifications and Characteristics

A master’s degree in higher education, education, management, business administration, or a related field is required, with at least 10 years of progressively responsible leadership experience within student housing and residence life in a university setting, including experience in budget planning, personnel management, student development, program evaluation, facilities management, and operations.

The successful candidate should have extensive working knowledge of housing operations, assignments, residence life functions, and trends related to housing, student conduct, and dining; demonstrated ability to successfully perform managerial responsibilities in a complex regulatory, legal, policy, and political environment that best meets the needs of the students, department, division, and university; and a proven record of successful staff supervision and motivation, providing solid organizational leadership at all times. The ability to solve complex issues; demonstrated experience and the ability to interact with diverse constituents; strong interpersonal and human relations skills; excellent written and verbal communication skills; and knowledge of applicable laws (Clery Act, FERPA, VAWA, Title IX, Fair Housing Act, HIPPA, etc.) are highly desirable.

Other desired characteristics, skills, actions, and/or abilities noted from the stakeholder discussions include the following:

  • a strong background in residence life and housing facilities, including strong student development skills;
  • strong and inspirational leadership skills, charisma, and a strategic vision;
  • strong budgeting and finance acumen, the skill to be strategic in all budgetary decisions and recommendations, a solid business mentality, and the ability to effectively articulate Housing finances to the administration and the Board of Trustees;
  • an innovator with a futuristic orientation and someone willing to try new opportunities, remain informed on new trends and best practices, and lead significant change processes as necessary;
  • organizational development skills that can be applied to a large and diverse organization;
  • problem-solving skills;
  • the ability to work effectively with a conservative Board of Trustees and work within the framework of shared governance;
  • a strategic and data-informed decision-maker who is also able to think fast on their feet when necessary;
  • must be ethical, have the utmost integrity, and be a good steward of resources;
  • an ardent supporter of students, the ability to relate to, engage, and connect with students, an understanding of the changing needs of today’s student body, and someone who values the opinions of students;
  • a mindset that prioritizes diversity, equity, inclusivity, and social justice in all areas of the job;
  • political savvy and tact, critical thinking skills, and emotional intelligence;
  • 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 University Housing;
  • adaptability, flexibility, and the ability to pivot quickly when necessary;
  • a commitment to professional development in both themselves and the staff;
  • the ability to make difficult decisions when necessary, to conduct difficult conversations when pertinent, to listen to all sides of an issue, to build consensus, and to remain “cool under pressure” no matter the situation;
  • a great collaborator across departments and with external colleagues and key partners, particularly Dining, Athletics, and Greek Life;
  • patience as rapid change in an environment such as Auburn will cause frustration and unnecessary divisiveness, so the new Executive Director should be prepared to invest time in creating a dynamic strategic vision;
  • a comprehensive commitment to customer service;
  • a willingness to be visible on campus, to participate in the life of the campus, and to engage students and staff on all levels;
  • promotion of a positive work/life balance in themselves and the staff, while understanding that University Housing is a 24/7 operation;
  • ability to listen carefully, ask knowledgeable questions, learn the department and its intricacies, accept input from staff, and then make well-informed decisions;
  • demonstrated fundraising abilities and innovative ideas for new streams of revenue;
  • approachable, relatable, and a positive, optimistic, and enthusiastic attitude.

Institution & Location

Overview of University Housing and Student Affairs

Auburn University Housing offers on-campus housing accommodations for approximately 4,600 undergraduate students in five residential communities consisting of a total of 27 residence halls. There are 84 Resident Assistants who work diligently to develop safe, welcoming, and inclusive residential communities, along with 14 Housing Ambassadors, providing excellent customer service to the student community.

Additionally, Auburn University Housing also offers returning residents the opportunity to live at 160 Ross. All residence halls offer a variety of amenities and are within walking distance to classes, dining locations, recreational areas, laundry facilities, mail-rooms, and the library. The University does not offer on-campus housing accommodations for graduate students.

Vision

Living on campus is a core part of Auburn University’s tradition, providing purpose-built facilities, exceptional customer service, and intentional opportunities for growth so that all students desire to live on campus.

 

 

 

Mission

Auburn University Housing cultivates and supports living environments rooted in tradition with a commitment to providing well-maintained residence halls that are safe, welcoming, and inclusive. The staff fosters holistic student development to prepare residents for success in a global society.

Core Values

University Housing commits to the following core values:

  • sound human and fiscal management
  • authenticity, transparency, and open communication
  • collaboration with campus partners
  • maintaining traditions while striving towards innovation
  • providing excellent customer service
  • inclusivity in the department and in the residence halls
  • respect and support for the holistic well-being of staff and residents

Diversity and Inclusion

As part of University Housing, the committee for Diversity and Inclusion was created to uphold Auburn University Housing’s mission and values. The Diversity and Inclusion committee is committed to the growth and development of the department and residents’ cultural understanding through an inclusive environment. Within this committee, the aim is to enhance cultural understanding, social connections, education, and responsibility, while maintaining a “safe, welcoming, and inclusive” environment.

Leadership of the Division of Student Affairs

Bobby R. Woodard, Senior Vice President for Student Affairs

As the Senior Vice President for Student Affairs, Bobby R. Woodard, PhD, is a strong advocate for Auburn students, and, as the University’s chief student affairs officer, leads initiatives that cultivate and promote students’ personal growth and development. Under Dr. Woodard’s leadership, Student Affairs’ 20 departments foster a supportive and engaged campus environment and an exceptional experience for the more than 30,000 undergraduate and graduate Auburn students.

Before joining Auburn in 2014, Dr. Woodard served as Associate Vice Chancellor for Student Involvement and Leadership at East Carolina University. He has also held leadership positions in student affairs at the University of Central Florida and the University of Georgia. As a former middle school teacher, he has spent his career positively impacting students inside and outside the classroom. Dr. Woodard holds a doctoral degree in student affairs administration from the University of Georgia, a master’s degree in educational leadership from the University of Central Florida, and a bachelor’s degree in exercise and sports science from East Carolina University. He has held service and leadership roles in numerous professional organizations, including the National Association of Student Personnel Administrators (NASPA), the American College Personnel Association (ACPA), the Association for College Unions International (ACUI), and the Southern Association for College Student Affairs (SACSA).

A native of Smithfield, North Carolina, Dr. Woodard is an avid outdoorsman and enjoys spending time with his wife and their daughter.

Institutional Overview

Institutional Background/History

Auburn University today is a comprehensive land, sea, and space grant institution–among the few that hold that distinction–occupying more than 1,840 acres and helping fulfill the dreams of its students.

The University began as the small, more humble East Alabama Male College, which was chartered in 1856 and opened its doors in 1859 as a private liberal arts institution.

From 1861 to 1866, the College was closed because of the Civil War. The College had begun an affiliation with the Methodist Church before the war. Due to dire financial straits, the church transferred legal control of the institution to the state in 1872, making it the first land-grant college in the South to be established separate from the state university. It thus became the Agricultural and Mechanical College of Alabama.

A land-grant college or university is an institution that has been designated by its state legislature or Congress to receive the benefits of the Morrill Acts of 1862 and 1890. The original mission of these institutions, as set forth in the first Morrill Act, was to teach agriculture, military tactics, and the mechanical arts, as well as classical studies so that members of the working classes could obtain a liberal, practical education.

Women were admitted in 1892, making Auburn the oldest four-year, coeducational school in the state and the second oldest in the Southeast. In 1899, the name was again changed to the Alabama Polytechnic Institute. In 1960, the school officially acquired the name it has long been called and one more in keeping with its location, size, and mission—Auburn University. The institution has experienced its greatest growth since World War II and now has more than 250,000 graduates.

Auburn University at Montgomery (AUM) was established as a separately accredited campus in 1967. The institution has developed rapidly, especially since moving to a 500-acre campus east of Montgomery in 1971. Current enrollment at AUM is about 5,200.

Auburn’s current colleges and schools and dates of inception are:

  • College of Agriculture, 1872
  • Samuel Ginn College of Engineering, 1872
  • Graduate School, 1872
  • James Harrison School of Pharmacy, 1885
  • College of Veterinary Medicine, 1907
  • College of Architecture, Design & Construction, 1907
  • College of Education, 1915
  • College of Human Sciences, 1916
  • College of Business, 1967
  • School of Nursing, 1979
  • School of Forestry and Wildlife Sciences, 1984
  • College of Sciences and Mathematics, 1986*
  • College of Liberal Arts, 1986*

* In 1986, the colleges of Liberal Arts and Sciences and Mathematics were created from the former schools of Arts and Sciences, Agriculture and Biological Sciences, and Architecture and Fine Arts.

Auburn, Alabama

Auburn is a small, friendly university town in the rolling hills of east central Alabama, with a population of around 75,000. It is conveniently located along Interstate 85, fewer than 60 miles northeast of Alabama’s capital city of Montgomery; about 30 miles northwest of Columbus, Georgia; and 100 miles southwest of Atlanta. Alabama’s Gulf Shores can be reached in fewer than four hours.

The City of Auburn and Auburn University share a special relationship, including partnerships such as the Yarbrough Tennis Center and the Auburn Research Park. The famed Toomer’s Corner marks the spot where the city and University intersect, and it is a widely popular place for the city and University communities alike to gather in celebration.

Auburn residents overwhelmingly rate the city as a great place to live, work, and raise children. Forbes has consistently ranked Auburn on its lists for “Best Places to Retire” and “Best Small Places for Business and Careers.” Auburn City Schools have consistently been ranked among the top public school systems in the state and nation.

University Vision

To lead and shape the future of higher education.

This vision describes the aspiration for Auburn University 20 years in the future. It is deliberately intended to be lofty—realistic and ever challenging while also bold and ambitious. It is a challenge to everyone to achieve greatness. This vision is an invitation to the Auburn Family and those who do not yet know Auburn University to join in the quest to inspire, innovate, and transform.

Auburn University has established itself as an excellent comprehensive, public land-grant university. However, excellence is not enough. It aspires to become a world-renowned institution that excels in education, research, and service—and to become a model of higher education. It understands that higher education is on the precipice of change. It intends to lead and shape that change.

Its goals describe Auburn University’s highest priorities for the next five years. The accomplishment of these goals will best position the institution to achieve its 20-year vision.

University Mission

As a land-grant institution, Auburn University is dedicated to improving the lives of the people of Alabama, the nation, and the world through forward-thinking education, life-enhancing research and scholarship, and selfless service.

Auburn University’s mission concisely describes its central purpose. The mission statement begins with a reference to the University’s origins and obligations as a public land-grant university. The 1862 Morrill Act created institutions of higher education that focused on agriculture and mechanical arts—a response to changing social and economic conditions. Land-grant universities would provide practical solutions to pressing societal problems and provide higher education to a much broader segment of American citizenry. Land-grant universities would eventually serve as the creators of economic opportunity and development. As such, it must never lose sight of the important educational, research, and service responsibilities inherent in Auburn’s land-grant lineage. Subsequent to its founding as a land-grant university, Auburn has also been designated, through federal legislation, as a sea-grant and space-grant university.

The University’s first responsibility is to educate students and prepare them for life. It endeavors to expand students’ minds, broaden their experiences, and hone their capabilities by imparting both theoretical knowledge and practical skills. The goal is to empower and inspire its students to be their very best and to achieve their hopes and dreams. A key element of its public charter and of the Auburn Creed is to ensure students are instilled with a strong work ethic, sound character, and core values of honesty and respect. Auburn encourages students to make valuable contributions and to lead their fellow citizens in creating meaningful change. This responsibility to build moral character and inculcate active social responsibility distinguishes the student experience at all land-grant universities, and certainly at Auburn University.

Auburn’s second responsibility is to drive the development of research and scholarship that creates and advances knowledge. The institution supports, builds upon, and leverages the expertise of its faculty, students, and partners to discover, innovate, and create new science, new technologies, and new applications and methodologies that tangibly improve the world.

The institution’s third responsibility, engagement and outreach, leverages the value of the first two elements. Its duty is to enable the students, graduates, faculty, and partners to transform the fruits of its research and scholarship into products, methods, and services that meet its communities’ most pressing needs. Delivering real-world, practical solutions is what sets land-grant universities apart and is core to Auburn University’s foundation.

To be among the best land-grant universities, Auburn must continue to excel in all three responsibilities. This requires leveraging the synergy found in the interchange of education, research, and service to maximize its impact on Alabama and the world.

Strategic Plan

STRATEGIC GOALS

  1. ELEVATED AUBURN EXPERIENCE
    • Inspire and prepare students for life and careers through delivery of an excellent and supportive experience characterized by distinctive, innovative curricula, and engaging student life programs.
  2. TRANSFORMATIVE RESEARCH
    • Elevate research and scholarly impact to address society’s critical issues and promote economic development in Alabama and beyond.
  3. IMPACTFUL SERVICE
    • Expand land-grant and service capabilities to foster greater innovation and engagement that enhances the quality of life and economic development in Alabama and beyond.
  4. EXCEPTIONAL AND ENGAGED FACULTY AND STAFF
    • Invest in outstanding people to advance the University’s mission through recruitment, development, support, recognition, rewards, and retention.
  5. STRATEGIC ENROLLMENT
    • Achieve a robust and diverse enrollment of students while enhancing access, affordability, and academic quality.
  6. OPERATIONAL EXCELLENCE
    • Implement operational efficiency and effectiveness measures that continuously support a culture of high performance at all levels of the University.

To see the full plan: https://ocm.auburn.edu/strategic_plan/2019/ausp2019-2024.pdf

Leadership

Dr. Jay Gogue, President

Jay Gogue returned to his alma mater on July 16, 2007, as Auburn University’s 18th president and retired as president emeritus on July 1, 2017. He was appointed by the University’s Board of Trustees to serve as interim president effective July 8, 2019, and appointed the University’s 20th president effective February 7, 2020. A native of Waycross, Ga., Dr. Gogue earned bachelor’s and master’s degrees from Auburn and a doctorate in horticulture from Michigan State University.

During his tenure as president, the academic strength of Auburn’s student population increased, a new research center was established in Huntsville, Ala., a common book program that generates a shared academic experience was instituted, and outreach partnerships with underserved schools in surrounding communities were established. His leadership during a period of sharp reductions in state support for the university budget protected Auburn’s academic quality and prevented elimination of academic programs. During his retirement, Dr. Gogue remained engaged in the realm of academia, advising colleagues at numerous universities and teaching a course on higher education leadership to Auburn students.

Dr. Gogue was selected in 2013 for the Michigan State University Distinguished Alumni Award. In 2012, he was inducted into the Alabama Academy of Honor, a group of 100 Alabamians “chosen for accomplishment or service greatly benefitting or reflecting great credit on the State.”

Before returning to Auburn, Dr. Gogue served as president of New Mexico State University beginning in 2000 and, in 2003, he was named president of the University of Houston and chancellor of the University of Houston System. He started his higher education administration career in 1986 at Clemson University as vice president for research and vice president/vice provost for agriculture and natural resources. Utah State University selected him as provost in 1995.

Dr. Gogue is a member of the Phi Kappa Phi and Golden Key honor societies, Sigma Chi Fraternity, Sigma Xi scientific research society and the National Society of Scabbard and Blade, the honorary military society for all branches of service. He met his wife, Susie, in the 8th grade, and they married during their undergraduate years at Auburn. Like Dr. Gogue, Mrs. Gogue also earned two Auburn degrees. They are the parents of three children and have one grandchild.

http://www.auburn.edu/administration/orgchart-20210728.pdf]

Students and Faculty

Student Enrollment, 2020-2021 Academic Year

  • Total: 30,737
  • Undergraduate: 24,505
  • Graduate: 5,132
  • Professional: 1,100
  • Male: 50%
  • Female: 50%

Employees

  • Faculty: 1,426
  • Administrative/Professional: 2,446
  • Staff: 1,454
  • Total Full-Time: 5,326

Faculty Profile

  • Faculty with terminal degree: 78%
  • Full-time faculty: 1,426
  • Minority faculty: 289
  • Student/faculty ratio: 20:1

Majors

  • There are more than 150 majors from which students can choose.

Student Activities

  • Students can join any of the more than 300 clubs and organizations at Auburn.

School Mascot

  • Aubie, Auburn University’s tiger mascot, is in his 37th season as a spirit leader and goodwill ambassador. A popular character among Auburn fans and one of the most animated mascots in the country, Aubie is the living spirit of Auburn. It is often said that women love him, children adore him, and men want to be him! Aubie is a ten-time UCA National Champion, the most of any mascot, and the first to be inducted into the Mascot Hall of Fame.

Benefits Overview

Benefits Overview

  • Health Insurance
  • Dental Insurance
  • Vision Insurance
  • Flexible Spending Account programs
  • Life Insurance
  • Disability Insurance
  • Cancer Insurances
  • Retirement Plans
  • Educational Benefits

For more information:  https://www.auburn.edu/administration/human_resources/benefits/

Application & Nomination

Application and Nomination
Review of applications will begin November 5, 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 J. Scott Derrick at jsd@spelmanjohnson.com. Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895.

Visit the Auburn University website at http://www.auburn.edu/ and the University Housing website at http://auburn.edu/administration/housing/.

Auburn University recognizes its ethical and legal obligation to provide a work environment in which employment opportunities are open to all qualified individuals without discrimination on the basis of race, color, sex (which includes sexual orientation, gender identity, and gender expression), age, religion, national origin, disability, protected veteran status, or genetic information. The University affirms its commitment to this principle and to an affirmative action program which not only establishes the goal of achieving equal opportunity in employment, but which also detects and eliminates any elements of discrimination in employment which may be found to exist within the institution. The University also commits itself to maintaining on a nondiscriminatory basis the conditions for continuing employment and for individual advancement within the job structure of the University.