2021 Presidential Profile

2021 PRESIDENTIAL PROFILE Ramapo College of New Jersey

The Board of Trustees of Ramapo College of New Jersey announces a national search for the next President of Ramapo College and invites inquiries, nominations, and applications for the position.

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THE OPPORTUNITY Established in 1969 and located in Mahwah, New Jersey, Ramapo College of New Jersey, the State’s premier public liberal arts college, is dedicated to providing students a strong foundation for a lifetime of achievement. Although one of the youngest institutions in the State, Ramapo has distinguished itself among the region’s colleges and universities through its commitment to a very distinctive mission, physical accessibility, sustainability, and unwavering service to students and community. Its unique marriage of the liberal arts, wide array of internships, experiential learning, and devotion to interdisciplinary education define an institution unlike any other in New Jersey. This is truly a very special opportunity in public higher education.

Ramapo seeks a worthy successor to outgoing President Dr. Peter P. Mercer, who is stepping down after serving with great distinction as the College’s President for fifteen years. The College seeks a talented chief executive to successfully lead it through the difficult challenges that face higher education in the coming years without losing the culture and community that has made Ramapo unique among New Jersey’s colleges. Ramapo’s next President will need to function as a skillful team leader and manager, a creative academic, an effective politician, and a capable fundraiser. The President will join the College by Summer 2021 and will need to be energetic, innovative, and have a deep understanding of the transformative power of a liberal arts education, as well as the current and future contexts within which public colleges function. The successful candidate must demonstrate a strong understanding of and commitment to Ramapo’s mission and values.

ABOUT RAMAPO COLLEGE MISSION: Ramapo College is New Jersey’s Public Liberal Arts College, dedicated to providing students with a strong foundation for a lifetime of achievement. The College is committed to academic excellence through interdisciplinary and experiential learning, and international and intercultural understanding. Ramapo College emphasizes teaching and individual attention to all students, as well as promoting diversity, inclusiveness, sustainability, student engagement, and community involvement.

VISION: As the region’s premier public liberal arts college, Ramapo College of New Jersey prepares students to be successful leaders for a changing world through its distinctive commitments to hands-on learning and faculty-student mentoring.

VALUES STATEMENT: Ramapo College is the Public Liberal Arts College of the state of New Jersey. The work of the College and its members is conducted with integrity. The College’s core values are: • • •

Teaching, learning, and mentoring—we are actively engaged in and out of the classroom.

Developing the whole person—we are scholars, we are creators, we are local and global citizens, and we are individuals.

Respecting each other and our environment—we are an open, inclusive, supportive, and sustainable community.

AUTONOMY The College operates within a quasi-system of seven autonomous state colleges and universities, each with its own distinctive mission and each governed by an independent gubernatorialappointed Board of Trustees. When necessary or advantageous, coordination of activities among the seven institutions is achieved through the New Jersey Association of State Colleges and Universities (NJASCU). The Association is a nonprofit, nongovernmental entity created by the State Legislature in 1985 to advance and support public higher education in New Jersey.

BUDGET AND RESOURCES At Ramapo College, the fulfillment of the Mission means that the College allocates existing resources and attempts to secure new resources (human, financial, physical, technological, etc.) in a way that prioritizes those initiatives and functions most directly related to the goals and objectives of the Mission and strategic plan.

The College’s approved Operating Budget in FY19 (July 1, 2018 to June 30, 2019) was approximately $166M, while in FY20, the approved budget was approximately $160M. In FY20, the College’s projected leading sources of revenue were student tuition and fees (46.9%) and government appropriations (28.8%). In FY20, the College’s primary expenditures were projected to be salaries and benefits (67%) and debt service (11%). While enrollment has remained stable with modest growth, the College is confronting an increasingly competitive recruitment market, inflationary expenses largely associated with labor, and growing deferred maintenance needs.

Most major maintenance, repair, and building renewal projects are funded as deferred maintenance.

These projects include roofing replacement, correction of structural defects, repair or replacement of installed utility and distribution systems, and other high-cost projects which are not funded by the Facilities Management operating budget.

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STRATEGIC PLAN On September 24, 2018, the Ramapo College Board of Trustees endorsed Strategic Plan 2018-2021: Fulfilling Our Promise which includes four goals: • • • •

Increase Student Success and Student Engagement Cultivate and Support Equity, Diversity, and Inclusion Advance Innovation as the College's Promise and Obligation to its Students, Community, and the State of New Jersey Improve Long-term Financial Strength

As of January 2020, Ramapo reported significant progress with regard to all four goals as evaluated by 63 indicators in the Plan’s accompanying Dashboard 2021: GOAL 1: STUDENT SUCCESS AND ENGAGEMENT

GOAL 2: EQUITY, DIVERSITY, AND INCLUSION

Student Success and Student Engagement have benefited from recent initiatives including a residential housing partnership with New York-based Rockland Community College, enhanced advisement and coordination with community college partners, and impressive partnerships with national grantors.

Equity, Diversity, and Inclusion has benefited from campus-wide participation in training, the value students and faculty place on international and intercultural experiences, and strong retention and graduation rates for diverse and underrepresented students.

The College is one of only 24 recipients nationwide of a grant from EDUCAUSE which awarded Ramapo $225,000 over three years to advance its Connect Program, which provides an early warning system to identify students at risk of academic difficulty as well as other functions to promote student success.

The College seeks to grow the diversity of its faculty, staff, and students. In 2018, 29.9% of full-time faculty reported as non-White and 27.9% of full-time staff reported as non-White. The College’s goal is to increase the percentages to 35% and 33%, respectively, by the close of 2021. In addition, the College has steadily increased the percentage of first-time, full-time non-White degree seeking students and, in 2019, the first year retention rate among these students surpassed the College’s overall retention rate.

The College boasts first-year retention and four-year graduation rates that exceed State and national averages.

Additional information and related data is available in Ramapo College’s Fact Book.

The College has made investments in this regard that include the expansion of its equity and diversity programming, personnel recruitment strategies, the establishment of the Office of Equity, Diversity, Inclusion and Compliance, and the increased allocation of grants dollars towards diversity and inclusion for students, faculty, and staff.

Additional information and related data is available in Ramapo College’s Fact Book.

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GOAL 3: INNOVATION

GOAL 4: FINANCIAL STRENGTH

The College has focused on innovation through new academic offerings at both the undergraduate and graduate level, which have furthered the College’s enrollment efforts while opening Ramapo to new markets through innovative curricula and learning experiences. In the last decade, the College has launched several new graduate programs that are designed to build on existing undergraduate strengths, address a societal need and, at a minimum, to break even financially in three years.

Initiatives to improve the College’s long-term financial strength include strategic stewardship of campus resources, improvements to Ramapo’s visibility and reputation among its peers, and proper oversight of its debt levels. The College annually advances a balanced budget which has reflected generally lower than average tuition increases across the State. In addition, the College undergoes a financial audit each year by an external firm. The firm’s reports have consistently indicated that the financial statements fairly present the financial position of the College and that no deficiencies in internal controls considered to be material weaknesses have been found. The College is keen to establish new revenue streams that complement its mission and to increase giving among its 40,000+ alumni.

Further, a rigorous schedule for academic program review was implemented in 2018 and continues apace with the goal of 85% of academic program units having conducted self-studies by the close of Academic Year 2020/2021.

In addition, faculty-student undergraduate research is a cornerstone of Ramapo’s commitment to experiential learning and a growing point of pride at the College. Each year, Faculty-Student Research Awards are given to students who have conducted exemplary research in close collaboration with faculty mentors and made a significant contribution to the project. Students considered for the awards have presented or exhibited the research at an outside conference or submitted it for publication. Further, as a member of the Council of Public Liberal Arts Colleges (COPLAC), every year Ramapo faculty members recommend students whom they have mentored to present research and artwork at the Association’s Northeast Regional Undergraduate Research, Scholarly and Creative Activity Conference.

Additional information and related data is available in Ramapo College’s Fact Book.

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Additional information and related data is available in Ramapo College’s Fact Book.

ACADEMICS Ramapo College boasts an average student/faculty ratio of 16:1 and an average class size of 21; affording students the opportunity to develop close ties to exceptional faculty who are committed to student success.

The College does not employ teaching assistants. Ramapo’s five schools offer more than 40 undergraduate programs and eight graduate programs. In addition, the College’s Honors Program, a community of faculty and students dedicated to intellectual, creative, and moral engagement, requires six targeted courses, a project related to the student’s major, and co-curricular civic engagement.

ANISFIELD SCHOOL OF BUSINESS

SCHOOL OF CONTEMPORARY ARTS

Established in 1979, the Anisfield School of Business (ASB) is accredited by the Association to Advance Collegiate Schools of Business, the hallmark of high-quality management education worldwide. The undergraduate business curriculum is designed to provide students with the skills, knowledge, business principles, hands-on experiences, and support vital to understanding and appreciating the economic, social, political, cultural, and technological environment of the global economy. ASB prepares students for careers in business and positions of responsibility in both the public and private sectors. Students also receive excellent preparation for pursuing graduate business and law school degrees.

The School of Contemporary Arts (CA) provides an understanding of the established traditions in the Fine Arts and Communication Arts while simultaneously preparing students to embrace new means of expression. CA, which is inherently interdisciplinary in its structure and its goals, recognizes the interconnectedness of the arts in contemporary society, and encourages students to develop and communicate ideas in multiple media. Excellent instruction in the visual, communication, theatrical, and musical arts takes place in small studio, lab, seminar, and discussion settings, as well as through activities outside the classroom. Practical experience, public presentation, and reflection are integrated into the educational process in many ways, such as through internships and cooperative learning assignments, play production, musical performance and recording, visual arts production and exhibition, and the production and viewing of video, film, and design. CA is also home to the College’s art galleries and Berrie Center for Performing Arts.

ASB offers 7 undergraduate majors, 2 undergraduate minors, 2 graduate programs, and several certificate programs.

CA offers 23 majors, 5 minors, 20 concentrations, and 1 joint program leading to a graduate degree.

THE STUDENT TO FACULTY RATIO

16:1

21

AVERAGE CLASS SIZE

40

UNDERGRADUATE PROGRAMS

8

GRADUATE PROGRAMS

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ACADEMICS SCHOOL OF HUMANITIES AND GLOBAL STUDIES

SCHOOL OF THEORETICAL AND APPLIED SCIENCE

The School of Humanities and Global Studies (HGS) aims to create a holistic educational experience that enables students to become literate, intentional, and empowered global citizens who are prepared, not only in specific recognized fields, but also in interdisciplinary dialogue. HGS faculty work to enhance students’ understanding and appreciation of the complex cultural, political, and imaginative dimensions of human existence. The School’s teaching, service, and scholarly or creative achievement combine to help students develop their powers of reasoning, speaking, writing, and creativity, thus equipping them for the challenges of contemporary life. HGS is home to the Gross Center for Holocaust and Genocide Studies as well as the Topken World Languages Lab and the Digital Humanities Initiative (DHI). The DHI is designed to provide students with digital tools to create, analyze, interpret, and present their work, giving them a competitive edge as they enter the workforce.

HGS offers 9 undergraduate majors, 18 minors, 1 concentration, and 1 certificate program.

The School of Theoretical and Applied Science (TAS) offers an integrative approach to the sciences and mathematics. While retaining the rigor and depth of each program without the boundaries of traditional science departments, students and faculty interact freely and creatively across the disciplines.

Computer scientists work with molecular biologists to advance the curriculum in Bioinformatics.

Mathematicians and chemists work together to provide foundational courses in all of the majors. The College’s Chemistry Program is approved by the American Chemical Society. Ramapo has three Nursing Program offerings within the School of Theoretical and Applied Science: a BSN program; a RN to BSN track, and a MSN program. The College’s highly acclaimed nursing programs enjoy state-of-the-art labs and three simulation rooms. TAS is also home to a range of Pre-Medical and Pre-Health Professional Studies Programs which are not academic majors, but support structures created to maximize students’ capacities to secure admission to medical, dental, and other health-related graduate schools.

SCHOOL OF SOCIAL SCIENCE AND HUMAN SERVICES

TAS has 13 undergraduate majors, 9 minors, 5 joint pre-med and pre-health programs, 1 postbaccalaureate program, and 4 graduate programs.

The School of Social Science and Human Services (SSHS) focuses on how people think, interact, grow, and respond to society, and the evolving standards in our communities. The School’s faculty are dedicated to exposing students to creating a sustainable future, understanding the foundation of our laws and the impact of those rules, examining the whole of human society, understanding human cognition, emotion, experience, and behavior, and preparing students to work in a culturally diverse society. SSHS is home to the Ramapo Teacher Education Program and Mindfulness Programs. SSHS has an interdisciplinary approach to the teaching of the social sciences, resulting in students being prepared to excel in any field.

SSHS has 9 undergraduate majors, 10 minors, 7 concentrations, and 4 graduate programs.

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ACCREDITATION Ramapo was originally accredited by the Middle States Commission on Higher Education (MSCHE) in 1975. Following self-studies, the College was reaccredited/reaffirmed in 1981, 1990, 2000, 2010, and 2015. Academic Year 2019-2020 marked Ramapo’s most recent self-study. At the conclusion of its campus visit in February 2020, the Visiting Team did not give Ramapo any requirements or recommendations, and the MSCHE is scheduled to reaffirm the institution’s accreditation in June 2020. This tentative but positive affirmation is further detailed in the 2020 Self-study documents available on the Reaffirming Our Promise Self-Study 2020 webpage.

In addition to accreditation by MSCHE, Ramapo College programs are also accredited by the following entities: • The Anisfield School of Business is accredited by the Association to Advance Collegiate Schools of Business.

• The Social Work Program is accredited by the Council on Social Work Education.

• The Nursing Program is accredited by Accreditation Commission for Education in Nursing.

• The Teacher Education Program is accredited by Teacher Education Accreditation Council and the Teacher Certification Program, approved by the State of New Jersey.

ADVANCEMENT & ALUMNI In recent years, the College has successfully completed two comprehensive capital campaigns, the last one raising $56.1 million, surpassing the original goal of $40 million. These campaigns yielded capital support for the construction of the Anisfield School of Business, the Adler Center for Nursing Excellence, and the renovation of the G-wing of the academic complex. Currently, Institutional Advancement is leading a $15 million campaign to support the transformation of the George T. Potter Library into a 21st century Learning Commons. In FY19, the Ramapo College endowment was valued at $20.1 million and more than $1 million was awarded in student scholarships, faculty awards and program support that year.

The Board of Governors which oversees the Ramapo College Foundation, a separate 501(c)(3), approved the Ramapo College Foundation Strategic Plan for 2019-2021 that maps specifically to the College’s Strategic Plan. Progress made toward achieving the goals and objectives of the Foundation Strategic Plan is reviewed quarterly by the Board of Governors and serves as the basis for development officers’ annual assessments.

Ramapo has approximately 40,000 alumni. In addition to the overall Alumni Association, there are Alumni Dean’s Advisory Boards, an EOF Alumni Advisory Board, Honors Program Advisory Board, corporate alumni chapters and the G.O.L.D. Program (Graduates Of the Last Decade). All of these groups facilitate connection of alumni to the College and each other, and seek to increase the number of alumni who take an active role in the life of the College. The Foundation is proud of its Scholarship Mentorship Program that links scholars and board members to cultivate future donors and leaders, as well as the Senior Class Challenge to instill a culture of pride and philanthropy among students, among other initiatives.

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ENROLLMENT In fall 2019, Ramapo College received more than 7,000 applications for its incoming first-year class from all 21 counties in New Jersey, 30 states and territories, and 23 countries. While this was the most in its history, fall 2020 applications have neared 8,000 applications. Ramapo welcomed its largest class of more than 1,000 freshmen in fall 2019, primarily from New Jersey, the Mid-Atlantic and Northeast regions of the United States, and from a few foreign countries.

Approximately 40% of first-year students self-identify as non-White (an increase from 22% in 2009).

Over 70% of the class chooses to reside in the State’s #1 ranked residence halls according to niche.com.

Each year, approximately 700 transfer students enroll at the College with approximately 60% of these students enrolling from two-year colleges. Ramapo College is furthering its partnerships with two-year colleges by rolling out intentionally designed 3 plus 1 and 2 plus 2 programs with partner colleges.

As part of the College’s Strategic Enrollment Management Plan, it identified graduate enrollment as an area of key growth and innovation. Since 2012, the College increased graduate enrollment from 193 students to 598 in fall 2019. Innovative 4+1 programs have attracted students wishing to stay at Ramapo for Masters programs in Accounting, Business, Data Science, and Elementary Education/Special Education.

The College has been identified by national organizations as a best practice and model for student success, most notably being one of only 24 campuses across the nation selected for an iPASS grant.

The College is a case study model for Hobson’s Starfish Retention software and boasts an 85% firstyear retention rate, a four-year graduation rate of 58%, and a six-year graduation rate of 72%. In all cases, these rates exceed national and state averages and are attributed in large part to the College’s appreciative advisement model, small class sizes, and commitment to student mentorship.

The College stewards the awards of nearly $14M in federal and state aid to students each year. In addition, it awards approximately $6.3M in merit based scholarships annually.

Additional information and related data is available in Ramapo College’s Fact Book.

40%

OF FIRST-YEAR STUDENTS SELF-IDENTIFY AS NON-WHITE

#1

STATE’S RANKED RESIDENCE HALLS ACCORDING TO NICHE.COM

85%

FIRST-YEAR RETENTION RATE

58%

FOUR-YEAR GRADUATION RATE

72%

SIX-YEAR GRADUATION RATE

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STUDENT LIFE Ramapo College strongly encourages students to get involved in student life. The many opportunities for students to participate in the life of the College include special interest clubs and organizations, as well as centers and offices such as the Women’s Center, Civic and Community Engagement Center, and the Office of Violence Prevention. Student programming includes myriad opportunities in student leadership, peer facilitation, service, residential and commuter life, Division III Athletics and intramural recreation.

CLUBS AND ORGANIZATIONS

DIII ATHLETICS AND INTRAMURAL RECREATION

Under the auspices of the College’s Center for Student Involvement, there are over 100 student clubs and organizations which provide events and other programming around social, cultural, academic, community service, fraternal, political, and recreational interests. All organizations are student-run and benefit from the support of the Student Government Association and faculty/ staff advisors.

Ramapo College is a Division III member of the NCAA and submits to the Division III philosophy, where the highest priority is the overall educational experience of the student-athlete, as well as the successful completion of their academic careers. The Ramapo Roadrunners compete in eight men’s sports and ten women’s sports. In addition to the Division III sports, the Ramapo Athletics Department offers intramural and recreation activities, and the College has competitive club teams including cheer and dance, ice hockey, lacrosse, bass fishing, disc, indoor soccer, and rock climbing.

STUDENT LEADERSHIP The Student Leadership Programs Committee supports students in their leadership development and provides opportunities for students to identify their leadership paths. The Committee, with broad support from the Collegeat-large, fosters the Student Leadership Institute, Leaders in Service Program, Commuter Affairs Engagement, Sophomores Advancing in Leadership, as well as the Annual Student Leadership and Student Organization Awards.

CIVIC AND COMMUNITY ENGAGEMENT CENTER (CCEC) While the CCEC houses many programs such as Alternative Break, Service Trips, Changebuilders, Voter Drives, and the College’s WeCare initiative, it is not the sole source for civic engagement at Ramapo. Faculty enrich their courses with service and engagement opportunities for their students, and many student clubs and Greek life organizations have service, engagement and/or philanthropy at the heart of their missions.

RESIDENTIAL LIFE The Ramapo Residence Life program is based on a philosophy that residence hall living provides opportunities for students to gain a variety of experiences that supplement and complement formal classroom learning. The Residence Life team, inclusive of student Resident Assistants, make every effort to promote academic achievement through its programs, to encourage students to develop interdependence and maturity, as well as responsible decisionmaking and life skills.

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School spirit in recent years has been bolstered by significant winning records of the College’s various teams including but not limited to: • 2019-2020: Men’s Soccer NJAC Regular Season Champions; Men’s CrossCountry NJAC Champions • 2018-2019: Men’s Soccer Champions/Trip to NCAA Sweet 16; Men’s Tennis GNAC South Regular Season Champion (7 straight seasons) • 2017-2018: Men’s Basketball NJAC Tournament Champions/Trip to NCAA; Men’s Basketball NCAA Sectional Champions/Trip to Final Four • 2016-2017: Women’s Volleyball NJAC Regular Season Champions/Trip to NCAA Tournament; Men’s Basketball NJAC Tournament Champions/Trip to NCAA; Softball NJAC Regular Season Champion; Softball NCAA Ithaca Regional Champions • 2015-2016: Baseball NJAC Tournament Champions Ramapo College’s state of the art Bill Bradley Sports and Recreation Center, as well as its plethora of exterior fields and courts, are representative of the College’s strong commitment to fostering the health and well-being of its community members.

CAMPUS Ramapo College of New Jersey stands on 300 wooded acres and features 43 buildings and approximately 2,000,000 square feet of space. Commitment to physical accessibility and sustainability have been essential elements of the campus design since initial planning. The College’s 2013 Campus Facilities Master Plan was designed and adopted to serve the College as a 10-year plan to further the goals and objectives of the Strategic Plan. Developed with sustainability in mind, the 2013 Master Plan prioritized the renovation of existing buildings over new development, ensuring efficient use of existing space and resources while establishing a pattern for future growth.

Construction has begun on a new Learning Commons, which will add 18,000 square feet of space to the existing 62,000 square feet of the George T. Potter Library. The anticipated completion date is mid-year 2021. Construction will include the Library collection, meeting spaces, study space, classrooms and stateof-the-art research capabilities.

Construction projects recently completed include a substantial renovation of the G-Wing Science building, with expanded classroom, research and simulation and neuroscience laboratories, and the creation of a 36,000 square foot Adler Center for Nursing Excellence facility connected by an overhead walkway to the College’s schools of science and social science. In addition, a campus-wide photovoltaic installation project is complete and will supplement power resources to campus.

Take a virtual tour of the Ramapo College campus led by one of our impressive student ambassadors.

SPECIAL FACILITIES, CENTERS AND INSTITUTES • Angelica and Russ Berrie Center for the Performing and Visual Arts • Bill Bradley Sports and Recreation Center • Center for Reading and Writing • Faculty Resource Center • Gross Center for Holocaust and Genocide Studies • Instructional Design Center

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300

WOODED ACRES

• Mindfulness at Ramapo College • Padovano Commons • Ramapo Art Galleries • Roukema Center for International Education • Sabrin Center for Free Enterprise • Sharp Sustainability Education Center

43

BUILDINGS

2M

SQUARE FEET OF SPACE

INSTITUTIONAL STRUCTURES Ramapo College is overseen by a Board of Trustees which has general supervision over and is vested with the conduct of the College. In addition, the Ramapo College Foundation, a separate 501c3, is overseen by the Board of Governors. The College President serves as an ex-officio member on both Boards.

DIVISIONS: The College is organized into five divisions which include the Office of the President; Academic Affairs; Administration & Finance; Enrollment Management & Student Affairs; and Institutional Advancement.

The OFFICE OF THE PRESIDENT includes but is not limited to: • Board Relations • Equity, Diversity, Inclusion and Compliance • Government Relations • Internal Audit

• Legal Counsel • Ombudsperson • Special Events • Cultivation

The DIVISION OF ACADEMIC AFFAIRS is organized into five schools: • Anisfield School of Business (ASB) • School of Contemporary Arts (CA) • School of Humanities and Global Studies (HGS) • School of Social Science and Human Services (SSHS) • School of Theoretical and Applied Science (TAS) In lieu of academic departments, faculty members belong to Convening Groups from which programs such as majors and minors are administered. Convening Groups are led by faculty conveners who are charged with facilitating collaborative decision-making within the Convening Group and coordinating the curricular dynamics of the academic disciplines. Faculty may belong to more than one Convening Group which furthers the College’s emphasis on interdisciplinarity as a pillar of student success.

Academic Affairs also includes but is not limited to: • Institutional Research • The Potter Library

• Roukema Center for International Education • Registrar

The DIVISION OF ENROLLMENT MANAGEMENT AND STUDENT AFFAIRS includes but is not limited to: • Admissions and Recruitment • Health and Counseling • Adult Degree Completion • Marketing and Communications • Athletics • Public Safety • Center for Reading and Writing • Residence Life • Center for Student Success: Academic and Career • Student Involvement, Community and Civic Advisement Engagement • Educational Opportunity Fund • Specialized Services • Financial Aid • Student Conduct

The DIVISION OF INSTITUTIONAL ADVANCEMENT includes but is not limited to: • Grants and Sponsored Programs • Comptroller

• Constituent, Alumni, and Donor Relations • Events and Conferences

ORGANIZED LABOR: The vast majority of employees at the College are unionized. Master contracts or collective negotiations agreements (CNA) are negotiated by the State of New Jersey and represent the American Federation of Teachers, Communication Workers of America, and the International Federation of Professional and Technical Engineers. Managerial staff are not represented by any CNA and serve at-will.

The DIVISION OF ADMINISTRATION AND FINANCE includes but is not limited to: • Budget and Finance • Capital Projects • Controller • Facilities Management

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• Human Resources • Information Technology Services • Student Accounts

SHARED GOVERNANCE entities at the College include but are not limited to: • Faculty Assembly • Ramapo Staff Association • Student Government Association

RAMAPO COLLEGE ACCOLADES The quality and value of a Ramapo College education is consistently acknowledged through numerous rankings, awards and accolades.

U.S. NEWS & WORLD REPORT

MONEY MAGAZINE

In the latest edition of “America’s Best Colleges,” released by U.S. News & World Report, Ramapo College was once again named among the top schools in the Best Regional Universities, North category. Ramapo was ranked #7 among public colleges and #32 overall in the 2019-2020 listing.

Money magazine lists Ramapo fifth in the state in its 2019-2020 “Best College for Your Money” rankings list. Ramapo’s ranking also puts it within the top 14 percent of schools nationwide (104 of 744 public/private institutions).

COLLEGE CONSENSUS

KIPLINGER’S PERSONAL FINANCE

For the 13th consecutive year, Ramapo College of New Jersey is listed in Kiplinger’s Personal Finance Magazine. Ramapo is ranked among the “100 Best Values in Public Colleges” for in-state tuition and fees for 2019-2020. Ramapo College was included due to its high four-year graduation rate, abundant financial aid and low cost, and is one of only three New Jersey public institutions of higher education included in the list.

COLLEGE CHOICE Ramapo College of New Jersey is named among the top in College Choice’s ranking of the 20 Best Colleges in New Jersey. Ramapo ranks as #1 among the nine public colleges in New Jersey and is ranked #3, with Princeton University and Stevens Institute of Technology in the top two spots.

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Collegeconsensus.com has ranked Ramapo College 10th of the 21 colleges and universities in New Jersey in its 2019-2020 “Best Colleges in New Jersey” listing. Consensus rankings are based on a comprehensive aggregate of published rankings and verified student reviews.

PRINCETON REVIEW Consistently ranked in the Princeton Review, Ramapo College is recognized in the listing for “2020 Best Colleges: Region by Region” for the Northeast. The lists are based on survey responses from “the true experts in on-campus life – the students.”

NICHE RANKINGS

Ramapo College residence halls are ranked #1 among all higher education institutions in the state of New Jersey in the “2020 Niche Rankings for Best Dorms in New Jersey.” Ramapo also was ranked #3 in the “Best Campuses in New Jersey.”

RAMAPO COLLEGE A “MILITARY FRIENDLY SCHOOL” Ramapo College is recognized as a “Military Friendly School” by Victory Media, in the 2020 Guide to Military Friendly Schools. Of the more than 12,000 VA-approved schools nationwide, only the top 15 percent of schools were recognized as military friendly. Ramapo was noted for its services to veterans that include reasonable transfer of credit, financial benefits, veterans’ clubs, credit for military training and nationally recognized testing programs, flexible class schedules, and membership in the Service Members Opportunities Colleges.

COLLEGES OF DISTINCTION

For the fifth consecutive year, Ramapo College is featured on CollegesofDistinction.com, a website dedicated to honoring schools nationwide for their excellence in student-focused higher education. Ramapo was found to excel in all four Distinction categories measured in the 2019-2020 listing: student engagement, quality of teaching, vibrancy of the college community, and success of graduates.

THE TEMPLETON GUIDE The John Templeton Foundation has named Ramapo College of New Jersey to its Honor Roll for Character-Building Colleges, which recognizes institutions that emphasize character development as an integral aspect of the undergraduate experience. Colleges must exhibit a strong and inspiring campus-wide ethos that articulates the expectations of personal and civic responsibility in all dimensions of college life.

BUSINESS FIRST Ramapo received high marks from Business First in its 2020 rankings of the country’s best public colleges. Ramapo was ranked #64, following Rutgers-New Brunswick and The College of New Jersey among the top 100. Criteria for inclusion considered 22 factors, including admission rates and test scores, retention and graduation rates, institutional spending, costs, average earnings after graduation, racial diversity, and gender balance.

COLLEGE MAGAZINE In 2019, College Magazine recognized Ramapo College as one of the Top 10 Campuses for Students with Disabilities.

APPLIEDBEHAVIORANALYSIS PROGRAMS.COM The College has been identified as one of the best small colleges in the nation—and the only New Jersey institution—for students on the Autism Spectrum.

LEADERSHIP OPPORTUNITIES AFFIRM AND ADVANCE LIBERAL ARTS MISSION The President will affirm and advance Ramapo’s distinctive mission as New Jersey’s premier public liberal arts college and foster Ramapo’s commitment to academic excellence through interdisciplinary and experiential learning and international and intercultural understanding, as well as an emphasis on teaching and individual attention to all students.

STRATEGIC PLANNING INITIATIVE Strategic Plan 2018-2021: Fulfilling Our Promise was developed essentially as a revitalization of the College’s 2014-2018 plan, recognizing that the 2020 Self-Study for MSCHE accreditation would provide a starting point for the next strategic planning effort. The President will lead the college-wide initiative to develop Ramapo’s next Strategic Plan.

RESOURCE DEVELOPMENT The President will embrace the importance of increased and expanded revenue generation and philanthropy for Ramapo to continue to provide academic excellence.

The President will seek to increase the level of state funding for Ramapo by building relationships with New Jersey legislators and their staffs and communicating the value, impact, and contributions of Ramapo in an effective and compelling manner. The President also will look to create and grow partnerships that serve to develop resources for Ramapo, including grants and public-private partnerships to finance projects and/or facilities. Additionally, the President will foster a strong culture of philanthropy and work collaboratively with the Board of Trustees, the Foundation Board of Governors, faculty, staff, and other strategic partners to set goals and priorities for private fundraising.

LEVERAGE RAMAPO’S ADAPTABILITY AS A “YOUNG” INSTITUTION OF HIGHER EDUCATION Established in 1969, Ramapo is a relatively young institution when compared to many other institutions of higher education. The College’s relative youth provides opportunities for adaptability, flexibility, and nimbleness that other institutions, with hundreds of years of tradition and established behaviors behind them, do not have or may not have to the same degree. The President will have the exciting opportunity to further strengthen Ramapo’s identity and provide vision and leadership for its future growth in a manner that anticipates and is reflective of higher education trends, new models of education, changing demographics, external challenges, etc.

CHAMPION DIVERSITY, EQUITY, AND INCLUSION COLLEGE-WIDE In accordance with Goal 2 of the College’s Strategic Plan to “Cultivate and Support Equity Diversity & Inclusion”, the next President of Ramapo will be committed to diversity, equal opportunity and access and will champion the important role they play in an institution of higher education. The President will integrate and promote college-wide diversity and inclusion initiatives and be committed to building and strengthening a more diverse and inclusive campus environment that embraces varying backgrounds and views.

PROMOTE ENROLLMENT Across the country, both private and public colleges are facing an uncertain future regarding enrollment. Competition among institutions for students, a declining number of high school graduates, and public questioning of the value of a college degree conspire to make enrollment forecasts difficult. Despite these difficulties, Ramapo College finds itself in the enviable position of not only consistently meeting freshman class enrollment goals but exceeding them. While the College acknowledges that this is where it was prior to the onset of COVID-19, it remains optimistic that demand for a Ramapo College education will continue to be strong.

As prospective students look for colleges closer to home and of lower cost than comparable private institutions, Ramapo College has much to offer. The College's enviable retention and graduation rates, for all categories of students, will provide the President with favorable enrollment figures, but will also require promotion and careful monitoring of trends to ensure the institution's ability to maintain stable student enrollment.

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LEADERSHIP OPPORTUNITIES (CONTINUED) CONTINUE ACCREDITATION STRENGTHS Regional accreditation represents the most public acknowledgment of an institution's health and academic excellence. Every eight years the Middle States Commission on Higher Education undertakes a comprehensive, in-depth evaluation of an institution to determine its accreditation status. Ramapo College recently underwent its evaluation and was found by its Visiting Team to meet all seven of the rigorous standards established by the Commission, which as a result of the visiting evaluation team’s report, is expected to reaffirm Ramapo's accreditation status in June. The Visiting Team’s oral report was laudatory of the overall excellence of the College and the President will have the opportunity to build on this solid foundation of recognized success and achievement.

ENHANCE ACCESS OPPORTUNITIES In order to enhance access to a Ramapo College education, the College must continue to address obstacles associated with affordability and transportation. The College has been able to boast to families, students, employers, and legislators that Ramapo has had the lowest cumulative tuition increase of any New Jersey State college in recent years. In addition to maintaining low tuition increases, the College has implemented a tuition freeze program for out-of-state students, has placed priority on cultivating need-based scholarship support and, in January 2020, Ramapo launched its first-ever direct public transit link (Roadrunner Express Shuttle). Also in 2020, the College advanced efforts to foster student access through the pursuit of 3+1 partnerships aimed at facilitating the delivery of existing Ramapo College programs at the location of our community college partners. The President will be able to build upon these efforts to thoughtfully enhance access to a Ramapo College education.

GROW ONLINE OFFERINGS Since its inception as an innovative, learner centric, liberal arts institution, Ramapo College has pursued and embraced any and all vehicles available to improve the student experience and increase pedagogical efficacy. The COVID-19 pandemic has challenged all brick and mortar colleges and universities to quickly pivot to remote delivery of courses, and Ramapo College’s mentorship-based pedagogy has adapted well to the creation of intimate learning environments afforded by asynchronous and synchronous learning in small classes. Going forward, the combined forces of changing student demographics and rapid advances in technology will create opportunities for capitalizing on the Ramapo brand through remote and other innovative pedagogical delivery partnerships. The new President will lead Ramapo’s constituencies in exploring the possibilities to leverage Ramapo’s teaching mission and intimate learning environments beyond the physical campus.

EXPAND PROFESSIONAL PROGRAMS While honoring and furthering Ramapo’s strong liberal arts mission, the President also will look to strengthen and expand the College’s professional programs to meet the needs of current and future students.

LEVERAGE PROXIMITY TO NEW YORK CITY In addition to its strategic location in New Jersey, Ramapo’s close proximity to New York City provides a wealth of opportunities for students for experiential learning, internships, and future career opportunities. It also provides exciting cultural and social outlets from which students, faculty, and staff may take advantage.

The President will leverage this proximity to provide an even richer experience for the Ramapo community.

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QUALIFICATIONS & PREFERRED ATTRIBUTES EDUCATION AND EXPERIENCE: • An earned doctorate or equivalent terminal degree from an accredited institution.

• Record as a senior academic administrator and/or equivalent experience.

• Record of scholarship—teaching, research, publication, service.

PERSONAL AND PROFESSIONAL ATTRIBUTES: • Effective communicator (speaking and listening) among all levels and audiences—ability to work with multiple constituencies and foster good relations among administration, faculty, staff, students, alumni, donors, and those outside the Ramapo community. Willingness to be a visible and engaged presence on campus.

• Well-developed understanding of the financial operations of a public institution.

• Demonstrated experience as an effective fundraiser.

• Ability to develop and implement new sustainable revenue streams.

• Strong commitment to and background in liberal arts and interdisciplinary education.

• Experienced advocate/lobbyist. The next President must be Ramapo’s ambassador, representing the College and its students, faculty, and alumni in the community, state, region, and field of higher education.

• Effective team leader with demonstrated knowledge of institutional and strategic planning, budgeting, and resource allocation.

• Ability to multitask in developing and articulating a vision for the College—i.e., to see both short and long term.

• Ability to be a courageous, innovative, and resilient decision maker—an entrepreneurial thinker.

• Strong commitment to principles of shared governance, transparency, and consensus building—an effective convener and facilitator.

• Demonstrated experience and successful execution of diversity and inclusion initiatives.

• Strong academic background and academic administration credentials.

• Significant knowledge of issues and trends in higher education.

• Dedication to student success.

• Commitment to faculty and staff development.

• Well-developed understanding of enrollment management and efficiently delivering fiscally sound programs.

• Dedication to college-wide innovation; willingness and ability to lead a creative and collaborative team.

• Openness to technological innovation.

• Experience/knowledge with developing and implementing online education courses and programs, as well as other methods of remote learning.

• Experience in leading crisis management responses to institutional, local, regional, or national episodes of stress and uncertainty.

• Good understanding of the relationship between the President and the Board of Trustees; willingness to collaborate with the Board and utilize Board expertise.

AREAS OF FLEXIBILITY: • Experience in a unionized environment is preferred, although sensitivity to union concerns, deep understanding of a unionized environment, and willingness to work with the unions will be essential to success.

• Experience/expertise using all manner of digital media and digital marketing strategies to communicate the value proposition of the College and to effectively drive student success through the lifecycle (i.e., prospecting, enrolling, retaining. and graduating). Experience in digitally transforming an organization.

• Prior experience in administration of a public college or equivalent experience. In the question of public vs. private, the specifics of the candidate’s professional experience will be more important than the type of prior institutional/organizational affiliation.

• Willingness to reside on or near campus.

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ABOUT MAHWAH

NOMINATIONS AND APPLICATIONS

The Township of Mahwah is a 26.7 square mile suburban community situated to take advantage of the natural beauty of the picturesque Ramapo Mountains and the crystal-clear Ramapo River on its northwestern border. Mahwah is a natural route northward from New York City, a mere 30 miles away, has easy access to air and rail transportation, and is bordered by the towns of Upper Saddle River, Ramsey, Allendale, Wyckoff, Franklin Lakes, Oakland and Ringwood, New Jersey, and Suffern in New York.

Ramapo College has retained AGB Search to assist in the recruitment of its new President:

Mahwah, better known as "Bergen County's Parkland", hosts several State and County Parks and Reservations on almost 5,000 acres of county and state parkland, offering hiking, skiing, snowboarding, biking, archery, swimming, and fishing, along with many municipal recreational facilities utilized by its residents for football, soccer, softball, baseball, lacrosse, bocce, skating, tennis, basketball, swimming, nature walks, and bike paths.

Surrounding communities in northern Bergen County have a wide range of housing, including charming Cape Cods, stately colonials, and townhouse and condominium communities. The area has been able to keep its small-town character while attracting commercial enterprises. Corporations including Amazon, Datascope, Jaguar, Stryker, Seiko, and UPS have chosen Mahwah as their corporate home, providing scholarships, mentorships, internships and post-graduation career opportunities to Ramapo students.

Mahwah provides its residential and commercial residents with an excellent police force, dedicated emergency service volunteers, professional municipal government staff, a progressive and diversified recreational program, and high-quality educational system, all creating a safe, secure, and comfortable environment in which to live and work.

Ramapo College is an Affirmative Action/Equal Employment Opportunity Employer. Ramapo has a long history of advocating, advising, and supporting diversity, equity, and inclusiveness. Examples can be found in its mission statement, strategic plans, degree and course offerings, community outreach programs, and numerous diversity conferences and programs.

• Rod McDavis, Managing Principal, rod.mcdavis@agbsearch.com, (202) 776-0856.

• Carlos Hernandez, Executive Search Consultant, carlos.hernandez@agbsearch.com, (201) 850-7881.

• Kimberly Templeton, Principal, kimberly.templeton@agbsearch.com, (202) 776-0820.

Potential candidates are encouraged to initiate a conversation about this opportunity through an email contact with Dr. McDavis, Dr. Hernandez, or Ms. Templeton prior to submitting materials.

To receive full consideration, nominations and application materials should be submitted not later than the target date of September 30, 2020. Application materials must include: 1. a letter of interest, which responds directly to the position qualifications and leadership priorities listed in the Presidential Profile, 2. a curriculum vitae, and 3. the names, addresses, telephone numbers, and email addresses of five professional references (please indicate your relationship with each).

No references will be contacted without prior permission granted by the candidate. All candidate names will remain confidential, except for those individuals invited to final interviews.

Application and nomination materials should be submitted electronically to RamapoPresident@agbsearch.com.

Ramapo’s commitment to diversity and inclusion is infused across all facets of the College; where the environment is welcoming, dedicated to social justice, respectful of freedom of expression, focused on educating and having an ongoing conversation regarding cultural competence and the benefits and importance of diversity.

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