THE OPPORTUNITY

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

The Position

ROLE OF THE SENIOR ASSOCIATE DEAN FOR EQUITY, INCLUSION, AND FACULTY DEVELOPMENT

Reporting to the Dean of Faculty, the Senior Associate Dean for Equity, Inclusion and Faculty Development serves as a key component of the College’s commitment to antiracism and diversity, equity, and inclusion (DEI); works closely with faculty and co-curricular staff on DEI issues in the curriculum and classroom as well as creating and maintaining a development program to support faculty members throughout their entire careers; and collaborates as a team with the Senior Associate Dean of Students for Equity and Inclusion/Director of the Butler Center and the Director of Diversity, Equity, and Inclusion who focus on student life and staff programming, respectively. This new vision of eschewing a traditional chief diversity officer for three dedicated positions that will coordinate DEI efforts campus-wide from the vantage point of their particular areas of expertise and hands-on engagement with their respective constituencies is representative of Colorado College’s creative and non-traditional approaches to its mission and values. The Senior Associate Dean serves as a scholar-teacher in strategically planning and implementing diversity, inclusion and equity goals. In addition, the Senior Associate Dean provides primary support for the Dean of Faculty in implementing the College’s antiracism goals that impact curricular, co-curricular activities and other academic activities and programs. Moreover, the Senior Associate Dean assists the Dean of Faculty and academic departments in creating and implementing developmental recruitment and hiring procedures that enrich and diversify the faculty.

Other key responsibilities:

  • Oversee the Crown Faculty Center to create professional development opportunities for faculty as our curriculum and student body diversify in multiple ways;
  • Works closely with the other team members and college leadership to assist the college in developing appropriate policies that reflect the lived realities of changing demographics;
  • Meet regularly with the Dean of Faculty, VP/Dean of Student Life, Associate VP of Human Resources, the Antiracism Goals and Implementation Oversight Committee and other college leadership to keep them informed of individual and team work;
  • Shape and deliver faculty-directed programming around the antiracism framework;
  • Assist the Dean of Faculty in developing and maintaining an inclusive, equitable faculty culture; and serve as a resource for the Diversity and Equity Advisory Board;
  • Support and actively contribute to the goal of achieving greater diversity, inclusion and equity at Colorado College and work effectively with all members of the campus community;
  • Promote a culture of safety and environmental protection by working in a safe manner, immediately reporting unsafe situations and accidents, following college procedures, and participating in appropriate safety training;
  • Demonstrate environmental sustainability by using college resources wisely and supporting the college’s sustainability initiatives and innovation.

HISTORY OF THE POSITION

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

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

OPPORTUNITIES AND CHALLENGES

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

In transitioning to Colorado College, the Senior Associate Dean for Equity, Inclusion and Faculty Development may encounter a number of opportunities and challenges as shared by College stakeholders.

  • There will be a strong commitment within the division and across the institution to helping the new Senior Associate Dean make a successful transition to Colorado College. The Senior Associate Dean will find a supervisor and peer group who are welcoming and promote open communication. They desire and will support fully a progressive and forward-thinking professional.
  • Multiple stakeholders indicated that many faculty and students at Colorado College come from privileged backgrounds, and therefore have a difficult time relating to the issues of oppression and aggression that some individuals experience. As antiracism and DEI initiatives are core values of the College, it is hoped that the Senior Associate Dean will better strategize how to engage those faculty DEI efforts when it is easy for them to rationalize that “this doesn’t apply to me.”
  • Establishing the trust of the faculty, staff, and students is key. Since the Senior Associate Dean will be in the faculty-facing position, they will need to be prepared to address how faculty are impacted by events on campus, as well as the hesitation on the part of some faculty to admit that problems even exist.
  • Stakeholders shared that some tensions across campus exist around the transparency of the antiracism initiative; however, the majority of faculty, students, and staff are eager for progress on institutional antiracism efforts. Accordingly, the Senior Associate Dean will need to take the time to engage and build relationships with as many faculty as they can.
  • Faculty/departments have been operating without a basic toolkit when it comes to teaching in an antiracist way. Although some are better prepared than others, the Senior Associate Dean will need to prepare clear guidelines on fundamentals of established practices for in-class situations.
  • Stakeholders shared that navigating the pace of the block plan and its impact on the campus can stimulate particular pedagogical pressures and issues.

The Senior Associate Dean will need to earn the respect of the campus community through accessibility, visibility, and transparency.

MEASURES OF SUCCESS

At an appropriate interval after joining Colorado College, a number of accomplishments will initially define success for the new Senior Associate Dean for Equity, Inclusion and Faculty Development:

  • Utilized antiracism and DEI initiatives to facilitate the transformation of Colorado College into an antiracist institution;
  • Increased trust, morale, and excitement of faculty centered on a unified vision of the College’s antiracism initiative;
  • Earned the respect of the campus community through broad buy-in, positive working relationships, strong visibility, accessibility and honest, open communication regarding antiracism and DEI initiatives;
  • Demonstrated a record of supporting growth and change in policies and curriculum on campus and building and developing a state of trust with the faculty where the Senior Associate Dean can champion change, while also supporting faculty initiatives;
  • Incorporated best practices and recommendations that the Diversity and Equity Advisory Board and other campus stakeholders have made regarding recruitment and retention for faculty.

QUALIFICATIONS AND CHARACTERISTICS

Candidates must possess a doctorate in an academic field from an accredited university and advanced professor or full professor rank plus a minimum of four years of experience as a leader in developing and implementing programs, curricula, and/or other institutional activities that place DEI concerns and commitments at their center. The successful candidate must demonstrate a proven ability to communicate effectively with a variety of stakeholders—from students from high SES families to first-generation college students, faculty at all stages of their careers, audiences within the world of highly selective colleges and universities, and non-academic communities whose respect and buy-in are essential to Colorado College’s institutional mission and values. Candidates also must have a strong record of effective and innovative pedagogy; knowledge of various theories of inclusive pedagogies and an awareness of discipline-specific pedagogical approaches; and excellent writing and oral communication skills. Candidates possessing a demonstrable record of effective collaboration among campus constituencies and with off-campus partners, in addition to experience in interdisciplinary teaching, are preferred.

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

  • Must be an effective collaborator, team player, and visionary who can build momentum towards successfully implementing institutional antiracism initiatives;
  • Offer challenging feedback, model inclusive pedagogy, and support these efforts with faculty in a higher education setting;
  • Be a good listener, who is readily approachable, charismatic, sociable, and visible;
  • Possess strong interpersonal skills and be open to different ideas and perspectives across all divisions and all ranks of the college;
  • Must have a collaborative, rather than authoritarian “big brother,” sensibility who will get beyond grievances and be constructive rather than critical;
  • Be patient and personable with a developmental orientation, but also not afraid to speak hard truths and confront faculty when needed;
  • Should be thoughtful, intentional, and supportive but also steadfast in standing for DEI and development;
  • Must be culturally competent, possess a deep understanding of issues surrounding equity and inclusion in higher education, and be attuned to the varieties of intersectionality, not only of gender, ethnicity and sexual orientation, but also class, religion, national origin, and race;
  • Should be highly adaptable to new situations with an understanding of change/change theory/change management;
  • Be a communicator who is transparent in decision-making by developing consistent and clear policies;
  • Possess a positive attitude with the ability to navigate conflict and dialogue well;
  • Must demonstrate fairness, transparency, competency, levelheadedness, and empathy;
  • Possess excellent writing and oral communication skills;

Stay well-informed and hold an expansive view of liberal arts education.

THE INSTITUTION DIVISION/DEPARTMENT: AN OVERVIEW

An Overview of the Division of Academic Administration, Office of the Provost

Colorado College’s provost is the college’s chief academic officer and its second-ranking officer, with strategic responsibilities that span the entire institution. The provost is a member of the president’s cabinet, takes a leadership role in the annual budget process, and implements the college’s strategic plan.

Leadership of the Division

Dr. Claire Oberon Garcia – Dean of the Faculty and Professor of English

Claire Oberon Garcia became Colorado College’s dean of the faculty on July 1, 2019. Garcia has been a professor of English at Colorado College for nearly 30 years. She first came to the College as a Riley scholar through the Consortium for Faculty Diversity in 1990 and became a tenure-track faculty member a year later. She is a feminist scholar whose work focuses on gender and the Black Atlantic, Black Internationalism, and the curation and commemoration of the experiences of enslaved Africans in Europe, the US, and the Caribbean. Most of the courses she teaches are interdisciplinary classes that are cross-listed among English, Comparative Literature, Feminist and Gender Studies and Race, Ethnicity and Migration Studies. Her favorite courses to teach are Black Writers in Paris 1900-1960 (taught in Paris) and Introduction to Literary Theory.

Garcia has served in a variety of leadership positions, including director of the American Ethnic Studies Program; director of the Race, Ethnicity, and Migration Studies Program; and president of the board of the Rocky Mountain Women’s Film Festival. She currently serves as the board secretary for the Collegium for African American Research, Europe’s oldest Black Studies organization, as a board member of Colorado Humanities, and on the Advisory Board for the Byers-Evans Women’s History Center. In addition, Garcia is the author of multiple articles and book chapters, including her most recent piece, “Remapping the Metropolis: Theorizing Black Women’s Subjectivities in Interwar Paris,” which appears in the book Black French Women and the Struggle for Equality 1848-2016. Garcia was also the lead editor for the collection  From ‘Uncle Tom’s Cabin’ to ‘The Help’: Critical Perspectives on White-Authored Narratives of Black Life. Her monograph, “For they have seen the relativity of all things”: Black Women Writers in Paris 1900-1960 is under contract with the University of Georgia Press.

Dr. Alan R. Townsend – Provost and Professor of Environmental Science

Alan R. Townsend became Colorado College’s provost and professor of environmental science on June 1, 2018. Townsend has served in leadership positions at university, national, and international levels, including dean of the Nicholas School of the Environment at Duke University, associate vice chancellor for research at CU-Boulder, director of CU-Boulder’s Environmental Studies Program, director of CU-Boulder’s Institute of Arctic and Alpine Research, director of the Division of Environmental Biology at the National Science Foundation, and co-director of the Aldo Leopold Leadership Program.

Townsend received his bachelor’s degree in 1988 from Amherst College, and a PhD in Biological Sciences from Stanford University in 1994. He is an environmental scientist who studies how ecosystems work, how they are changing, and what those changes might mean for society. He is a highly cited author of more than 120 peer reviewed articles, on topics that include the biogeochemistry of tropical forests and global-scale analyses of human impacts on major element cycles. Townsend is a strong advocate of academic engagement beyond the ivory tower; he was an Aldo Leopold Leadership Fellow in 2001 and one of the inaugural Google Science Communication Fellows in 2011.

The Crown Faculty Center

The Crown Faculty Center supports the central mission of the college: the education of undergraduate students through engaged, dynamic, innovative, and effective teaching. The Crown Faculty Center encourages the development and maintenance of a self-reflective teaching practice for all CC faculty. It also supports faculty scholarship and research, a central part of the liberal arts teacher-scholar model.

The Crown Faculty Center programs develop teaching throughout the college in a variety of ways, which might include: faculty working on course enhancement; meeting with each other to discuss the ways students learn; thinking about the fundamentals of education in a liberal arts college; developing new approaches, practices, and pedagogies; implementing new technologies in the classroom; reflecting on our growth and practice; and evaluating the impact of teaching on student learning.

Created through gifts from the Crown family and Edith Gaylord Harper and opened in the fall of 1996, the Crown Faculty Center also serves as a hub for information about faculty development opportunities on campus and in the region, and for current news, events, and publications related to the scholarship of teaching and learning in a liberal arts setting.

Institution & Location

INSTITUTION: AN OVERVIEW

Institutional Background/History

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

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

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

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

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

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

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

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

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

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

About Colorado Springs, Colorado

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

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

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

Mission and Vision

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

At Colorado College, offering the finest liberal arts education in the country is what we aspire to. Our unique Block Plan system provides students with the most immersive and we feel rewarding method of learning possible. It offers in-depth study of a subject, oftentimes covering far more material than most semester-based programs, at demanding and inspiring levels.

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

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

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

Strategic Plan: Mission and Vision

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

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

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

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

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

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

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

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

Leadership

Dr. Jill Tiefenthaler – President

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

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

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

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

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

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

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

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

Academic Programs and Faculty

ABOUT THE BLOCK PLAN

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

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

The Block Basics:

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

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

The Student Body

Female: 1,267

Male: 1,024

Total: 2,291

 

American Ethnic Minority: 565

International: 197

Unspecified: 43

White: 1,486

Student to Faculty ratio:  10:1

Benefits Overview

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

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

Application & Nomination

Review of applications will begin April 14, 2020 and continue until the position is filled. To apply for this position please click on the Apply button, complete the brief application process, and upload your resume and position-specific cover letter. Nominations for this position may be emailed to Quincy Martin III at qm3@spelmanjohnson.com. Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895.

Visit the Colorado College website at www.coloradocollege.edu

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