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Pierce College Chancellor Search (Lakewood, Washington)

Are you dedicated to leading a college committed to equity, diversity, and inclusion? Do you believe community colleges are the pathway to social and racial justice? Do you think every student can succeed with support and the elimination of structural barriers? As an institution committed to anti-racism, we are action-oriented and intentional in dismantling every systemic barrier that prevents Black and Brown student excellence and liberation.

The Pierce College District seeks an inclusive, visionary leader and strategic thinker to lead a student-centered, mission-driven community college district dedicated to ensuring all our students thrive and reach their fullest potential. Reporting to the Washington state Governor-appointed Pierce College Board of Trustees, the successful candidate must demonstrate the talent, energy, and wisdom to lead Pierce College’s executive leadership throughout the district to achieve institutional outcomes; and to advocate for resources in a community where relationships with key stakeholders are strong.

About Pierce College

The Pierce College District

Pierce College is a high-performing, mission-driven, data-informed, student-focused district committed to equity, diversity, and inclusion. The district has a history of stable, long-term leadership at the institution’s top.

Press Release: Pierce College Chancellor Michele Johnson, Ph.D., announces retirement after a distinguished 45-year career (January 6, 2022)

For over 50 years, Pierce College has developed a national reputation for academic excellence and support services to ensure student success. The district is proud of the many awards and recognitions it has received. Pierce College is an Achieving the Dream Leader College of Distinction and was the 2017 recipient of their prestigious Leah Meyer Austin Award for showing measurable improvements in student outcomes.

Pierce College was named one of the top 10 best community colleges in the nation in 2021 by the prestigious Aspen Institute. The Aspen Institute has recognized Pierce College for several years for exceptional achievements in several areas, including student learning; certificate and degree completion while in community college and after transferring to a four-year institution; employment and earnings rates after graduation; and access for and success of minority and low-income students. Pierce is also one of 30 original AACC Guided Pathways colleges and one of the first five College Spark Washington pathways colleges.

The district includes two comprehensive community colleges and a far-reaching extended learning program. Pierce College Fort Steilacoom is in Lakewood, Washington, at the west end of the service district. Pierce College Puyallup is in Puyallup, Washington, and serves eastern Pierce County. Pierce College Extended Learning has many sites and services, including major education centers at Joint Base Lewis McChord, a state mental hospital, and additional continuing education and training program sites.

The Pierce College District offers programs that include:

• Associate degrees and transfer courses parallel to the first two years of university and four-year college work
• Professional/Technical degree and certificate programs for training or retraining in a variety of career fields
• Bachelor of Applied Science degrees
• Developmental, basic skills, high school completion, GED, and English-as-a-Second Language courses
• Personal and professional development through continuing education courses
• Traditional and nontraditional learning opportunities, including a growing online e-learning program

Pierce College Fort Steilacoom (left) and Pierce College Puyallup (right)

Pierce County: An Amazing Place to Call Home

Pierce County stands out as one of the most beautiful and livable areas in the United States, offering its citizens the benefits of both rural and urban life in the Pacific Northwest. Both campuses command views of majestic Mount Rainier. The area’s moderate climate, along with nearby mountains, forests, rivers, the Puget Sound, and the Pacific Ocean, provide for many outdoor activities, including hiking, skiing, kayaking, beach combing, biking, and golfing. At the same time, most of Pierce County is only minutes away from Tacoma or a short drive to Seattle, where world-class cultural, arts, shopping, and sporting activities abound. The area boasts a fantastic array of housing options, from urban condos to rural acreage and everything in between. And in Pierce County, real estate remains relatively affordable. Pierce County is a beautiful place to call home in the heart of one of America’s most outstanding areas.

The Chancellor Position

Title: Chancellor and CEO, Pierce College District
Salary: Depends on qualifications.
Opening Date: Open now.
Closing Date: Open until filled, with a first review date of August 8, 2022.

Essential Functions

As Chancellor and Chief Executive Officer, lead the college district in becoming an anti-racist institution and achieving its institutional outcomes through providing visionary leadership in all areas, including strategic planning and management; financial stewardship; community, legislative, and external constituent relations; educational planning; and personnel, labor, and internal constituent relations. Reports to and partners with the college district’s Board of Trustees; updates the Board on operations, carries out the Board’s policies to fulfill the mission, and seeks guidance from the Board on important matters when necessary.

Chancellor’s Profile

Attributes and Characteristics

Leadership and Vision

• Is committed to, articulates clearly, and advances the mission of Pierce College on campus, in the community, and while leading the district’s executive team.
• Exhibits sound, visionary educational leadership.
• Acts and leads with integrity.
• Solves problems with a willingness to make tough decisions.

Equity, Diversity, and Inclusion

• Is culturally responsive in leading and communicating the vision, mission, core themes, and values of Pierce College.
• Collaborates to advance the college as a leader in equity, diversity, and inclusion.
• Promotes educational access, retention, and completion of all students, centering on those who have historically been marginalized.

Strategy and Planning

• Demonstrates leadership in effective campus planning, budgeting, and continuous improvement processes in the context of a district strategic vision.
• Ensures the college’s engagement in institutional effectiveness to meet its mission.
• Supports and implements the Master Facilities Plan for the district.

Policies and Practices

• Applies fiscal responsibility with the acumen to lead a collaborative budget process that blends campus and district outcomes.
• Develops and supports resources, such as grants and fundraising, to advance the college district.
• Leads and promotes policies and practices that improve efficiency and further the district’s commitment to its mission.

Engagement, Communication, and Collaboration

• Possesses strong oral, written, and listening skills.
• Uses outstanding interpersonal skills as an advocate, successful team builder, and executive leader on campus, in the community, within the state, and across the nation.
• Collaborates as a team member and effective partner, working successfully with faculty, students, and other internal constituents.
• Fosters positive and collaborative working relationships with labor unions.
• Ensures faculty, staff, and student engagement in college shared governance and decision-making processes.
• Leads partnerships with business/industry, educational, legislative, governmental, and other community agencies.
• Promotes the college in the community and fosters positive community relations through active participation in community events and activities.

Teaching and Learning

• Is committed to a teaching and learning process focused on student learning and success.
• Stimulates and encourages creativity, resulting in cutting-edge programs.
• Implements and supports a comprehensive guided-pathways model’s principles, strategies, and practices.
• Is committed to a comprehensive employee learning and development program.

Data and Technology

• Understands evaluates and uses complex data sets that include national research on student access, retention, completion, and guided pathways.
• Evaluates and use campus-based data, such as course and degree completion, student achievement gaps, and student success strategies to make informed decisions.
• Promotes existing and emerging technologies in teaching and college operations.

Qualifications

Credentials

Earned doctorate strongly preferred; Master’s degree required.

Minimum of ten (10) years of experience working in higher education, including at least five (5) years of executive leadership experience required. Non-educational experience may substitute; please describe your experience and its relevancy in your application materials.

Application Process

How to Apply

To be guaranteed consideration, please submit your applications by August 8, 2022.

Applications should include:

• Letter of interest addressing how your qualifications and experiences match the components of the Chancellor profile (limit five pages).
• A detailed and current resume or curriculum vitae of all educational and professional experiences.
• A list of six to eight references with titles, addresses, home, work phone numbers, and email addresses.
• A statement that responds to this question:
  • What is your vision of an anti-racist institution, and what steps will you take as Chancellor to ensure Pierce College meets its goal of becoming an anti-racist institution?

Assisted by Gold Hill Associates, a community college executive leadership search firm. Please visit the Gold Hill Associates website for additional information about the search.

Application materials should be submitted to preston@goldhillassociates.com.

For additional information, nominations, or confidential inquiries, contact:

Dr. Preston Pulliams
President/CEO
Gold Hill Associates
503-704-3425
preston@goldhillassociates.com

Dr. Walter Nolte
Associate Consultant
Gold Hill Associates
307-262-2576
walter@goldhillassociates.com

Equal Opportunity

The Pierce College District is an equal opportunity employer. The Board of Trustees and Pierce College District are committed to providing equal opportunity and will not discriminate in terms and conditions of employment and personnel practices. Decisions are made without regard to race, color, national origin, age, perceived or actual physical or mental disability, pregnancy, genetic information, sex, sexual orientation, gender identity, marital status, creed, religion, honorably discharged veteran or military status or use of a trained guide dog or service animal.

Pierce College Human Resources

Questions regarding equal employment opportunity or discrimination may be directed to the following:

Holly Gorski
Vice President for Human Resources
9401 Farwest Drive SW
Lakewood, Washington 98498
253-964-6519
hgorski@pierce.ctc.edu

Conditions of Employment

Pierce College is a “fully vaccinated campus” under the state’s higher education guidance, which means that COVID-19 vaccination (or allowable exemption) will be required for all employees and students. More information can be found here: Vaccination Requirements.

Before starting employment, finalists(s) for this position will be subject to a pre-employment background check. Information from the background check will not necessarily preclude employment but will be considered in determining the applicant’s suitability and competence to perform in the position.

Applicants considered for this position will be required to disclose if they are the subject of any substantiated findings or investigations of sexual misconduct at their current and past employment. Disclosure is required under Washington State Law RCW 28B.112.

An offer of employment will not carry with it any responsibility or obligation on the part of the District to sponsor an H-1B visa. In compliance with the Immigration Reform and Control Act of 1986, proof of authorization to work in the United States will be required at the time of hire.

Pierce College has adopted a Drug-Free Workplace policy. As a condition of employment, employees must agree to abide by the requirements established in that policy.

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Grand Rapids Community College Board of Trustees

2022 Presidential Search Profile

Approach to New Leadership

The GRCC Board of Trustees, with input from the Screening Committee as set forth below, is responsible for selecting a new president. The Board’s process will include establishing a clear succession planning process that assures sustained quality leadership and a smooth transition to new leadership.

Considerations shaping the Board’s process and selection include:

• Capitalizing on the success of GRCC’s former president, Dr. Bill Pink – The Board recognizes that much of Dr. Pink’s work has positively positioned GRCC for the future. The Board, the College, and the community have greatly benefitted from the work of Dr. Pink and his staff in the five years he has served as president, which has significantly enhanced GRCC’s stature and mission.
• Creating a clear vision for the future – The Board’s work around hiring the next president is a clear statement by the Board about the intended future direction of the College, which includes building and maintaining equitable systems that will address and expand the success of our students,  a culture that prides itself on excellence, trust, accountability, inclusion, and long-term vision in helping our students, faculty, and staff succeed, and the financial stability of the institution.
• Creating a constructive balance between the past, present, and future – The Board recognizes the longstanding historical ties GRCC has with the community it serves and intends to continue strengthening existing partnerships and building new partnerships. The Board also anticipates a healthy and constructive balance between the practices of excellence in our College today and the new bold ideas, concepts, and policies necessary for the College’s long-term success.
• Conducting a transparent presidential search – The Board is committed to a fair, open, inclusive process internally with faculty, staff, and students and externally with our larger community. While the Board holds strong opinions regarding the future of our organization, we are equally committed to listening to all questions, concerns, and ideas. The Board is committed to demonstrating excellence, trust, accountability, inclusion, and long-term vision through this selection process.
• Following a policy governance model – The Board will continue to use this model to focus its work on continually shaping a strategic vision for the College – in correlation with the College’s Vision, Mission, Values, and Strategic Goals – while leaving it to the president the administrative detail that is consistent with the Board’s Vision, Mission, Values, and Strategic Goals as reflected in and the Board-approved Strategic Plan. The current Strategic Plan framework was approved by the Board of Trustees on June 13, 2022.

The following are the critical organizational and leadership traits the Board seeks in its new president:

Organizational Traits

The Board’s vision for the future of the College is that it is:

•  A College that continues its commitment to student access and success.
•  A College with a clear focus on innovation in teaching and learning and on providing the faculty and staff with the necessary support systems to enable students to thrive.
• A collaborative College built on a culture of trust – in relationships and partnerships on and off campus.
• A College that prioritizes, in word and in action, diversity, equity, and inclusion for students, faculty, and staff.
• A College whose goals, planning, and decision-making are driven by all tenets of its Vision, Mission, Values, and Strategic Plan.

Leadership Traits

The Board seeks a leader who demonstrates and has evidence to support:

• A record of successful executive leadership, with credentials and/or experience sufficient to warrant the respect and confidence of a wide range of the College’s stakeholders.
• A commitment to identifying, understanding, and creating systems to meet the varying needs of the students who attend community college to support the successful completion of their educational goals.
• A commitment to understanding the unique contribution to the community and students’ lives that community colleges provide.
• Demonstrated educational leadership that will assist the College in continuing to produce desirable student outcomes and a thriving College faculty and staff.
• An ability to build strong, inclusive leadership teams that are strategic, visionary, and collaborative, focused on the growth and well-being of the College’s students, faculty, and staff and the communities to which they belong.
• An ability to communicate effectively and be visible with internal and external constituents on matters affecting the College and its students, including but not limited to local, state, and federal policy.
• Designing systems through an inclusive ground-up collaborative process.
• Co-creating inclusive and equitable support for all decisions.
• In-depth finance experience, creative resource development, fundraising skills, and an innovative and entrepreneurial mindset.
• A commitment to sustain and strengthen a system of diverse, equitable, and inclusive collaboration like that employed by the College Strategic Leadership Team to develop its Strategic Plan.
• An ability to maintain and develop community relationships with K-12 school districts, other higher education institutions, community-based organizations, businesses, and policymakers that enable the College to continue meeting the educational and workforce needs of West Michigan.

Core Impact Areas (of goal setting and evaluation process)

The Board recognizes these areas as crucial to GRCC’s continued success and will work with the new president to develop long-term goals and methods to evaluate success around:

• An ability to increase, through necessary support (including but not limited to social and emotional), student success, which the College defines as students’ ability to reach their educational goals.
• An ability to maintain and sustain a culture of trust, accountability, vision, inclusiveness, and equity.
• The ability to assure the short- and long-term financial strength of the College with demonstrable skills and experience, particularly in the areas of acquiring federal, state, and local support; workforce development; community and educational partnerships; and fundraising.

Minimum Qualifications for President 

A doctorate degree from a regionally accredited institution with significant experience in higher education, serving five to seven years in an executive-level position in college administration, or equivalent experience with comparable complexity.

Preferred Qualifications for President 

Significant senior-level administrative experience of at least five to seven years, preferably in a community college.  Collective bargaining experience. Teaching experience is a plus.

About Us

Established in 1914, Grand Rapids Community College (GRCC) is an urban campus with an ex-urban satellite campus in Holland, Michigan, that offers instruction in a 21st-century learning environment to nearly 30,000 students annually. Credit course offerings at GRCC are distributed among 4 Schools: The School of Liberal Arts, The School of Science, The School of Health Sciences, and The School of Business and Industry. In addition to credit programming, GRCC offers extensive programming to local businesses in the workforce and customized training. GRCC also partners with more than 400 local businesses annually with its Job Training and Continuing Education and Professional Development programs. Program instruction is provided by 214 full-time and 386 part-time faculty; the College also employs 397 staff members, all focused on student success.

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Student Fast Facts (2019-2020)

Total Students Served: 18,960
30 percent full-time / 70 percent part-time

Student Residence

• Kent County (KISD): 72 percent
• Other Michigan County: 27 percent
• Out-of-State: 1 percent

57 percent female / 43 percent male

Average age: 23
26 percent of students are 25 or older

63 percent Caucasian / 13 percent Hispanic / 9 percent African-American / 4 percent Asian/Pacific Islander / 3 percent Two or more races / 1 percent Native American / 7 percent Unknown

21^st Century Learning Environment

The College’s state-of-the-art learning spaces are located on its downtown Grand Rapids campus and other locations throughout Kent and Ottawa counties, including a satellite campus in Holland, Michigan, and through distance learning. GRCC offers courses in a variety of formats and modalities. To accommodate changing demands and demographics of students, GRCC offers courses in person, in a hybrid format, entirely online, and in a synchronous virtual format. Courses are offered during the day and evening in 14-week and 7-week sessions. Students are supported outside the classroom through individualized advising, tutoring support, and access to a food bank and other resources.

GRCC’s downtown facilities include the Main and DeVos Campuses and Leslie E. Tassell Michigan Technical Education Center (M-TEC). Adjacent to West Michigan’s thriving Medical Mile, Main Campus is in the heart of Grand Rapids, which puts it at the center of local festivals and art shows, within walking distance of museums, fitness facilities, restaurants, and shops that enhance the area’s revitalized urban energy. DeVos Campus, nestled in the heart of the Heritage Hill neighborhood, boasts the renovated LEED-certified Stewart Edward White Hall, Steven C. Ender Hall, Sneden Hall, and Custer Alumni House. The Leslie E. Tassell M-TEC is located a short drive from Main Campus.

Since 1989, we’ve served communities across the Lakeshore region from multiple locations. We’re proud to provide our programs and student services on one convenient, state-of-the-art campus.  In 2021, GRCC opened a new, modern campus in Holland, MI. The new building enhances GRCC’s presence in Ottawa County and includes multi-use classrooms and state-of-the-art lab spaces for STEM courses and programs in advanced manufacturing, welding, and other high-demand fields. The new campus allows students in Ottawa Co. to take courses and receive services in one building.

GRCC also offers classes at the following locations as part of our Early/Middle College Program: Cedar Springs High School, Ottawa Hills High School, Wyoming High School, Kent Intermediate School District, East Kentwood High School, and Kenowa Hills High School.

Academic Excellence

GRCC has maintained a reputation as a premier transfer institution and is nationally recognized for its transfer and workforce development programs. One in three Kent Intermediate School District students attend GRCC, and more than 4,000 students transfer yearly. Year/s

With a student-to-faculty ratio of 17 to 1 and over 94.4 percent of faculty with master’s or doctoral degrees and industry experience, GRCC is committed to student success in more than 140-degree programs. In addition to faculty helping students achieve classroom success, there are such student support services as academic support and tutoring services, career counseling, occupational and disability support, and bilingual support.

Additionally, GRCC creates high-impact experience-based teaching and learning activities for students and faculty through service learning, study away, and our Honors Program.  These experiences deepen students’ knowledge and skills through formal, guided, authentic, and real-world experiences that bridge theory and practice.

GRCC students complement their academic experience with access to numerous co-curricular programs. GRCC provides a full and active campus life with a robust student government, honors program, student organizations, and nationally recognized athletic programs.

Accreditation

In May 2015, the Higher Learning Commission (HLC) reaffirmed GRCC’s accreditation. This decision extends GRCC’s accreditation to 2023-24. Panel reviewers noted GRCC’s “strong team approach” to serving students. They also praised the College’s efforts to support different student populations, including students who plan to transfer and attend part-time. GRCC has been accredited by the commission since 1917 and was one of the inaugural members of its AQIP program. When HLC phased out the AQIP, GRCC transitioned to the Open Pathway.

In addition to institutional accreditation through HLC, many GRCC programs hold separate accreditations.

Achieving the Dream

GRCC joined over 200 institutions in 34 states and the District of Columbia participating in the Achieving the Dream (ATD). GRCC’s continued involvement with ATD has led to developmental education reforms, data use improvement to address student success, and work to create equity-centered classrooms.

Strategic Plan

The current Strategic Plan focuses on five areas: Teaching & Learning, Completion & Transfer; Equity; Community Impact; and Infrastructure and Sustainability. GRCC’s strategic planning efforts are guided by a 90+ member Strategic Leadership Team comprised of faculty, staff, and students representing all areas across the College. The current Strategic Plan framework was approved in June of this year.

Teaching, Learning, and Distance Education

The Center for Teaching. Learning and Distance Education is the primary source of faculty professional development at GRCC. The center’s purpose is to support faculty in providing learning opportunities to support students in every GRCC learning environment.  The Center is a vibrant community that provides programming and instructional technologies that empower faculty and contribute to student success. To do that, the Center offers a wide range of programming, including:

• Providing resources on teaching and learning
• Offering facilitated workshops and learning opportunities
• Offering one-on-one consultations
• Hosting special events such as Learning Day and the Summer Teaching & Learning Institute
• Coordinating and administering the New Faculty Institute
• Coordinating faculty recognition and Innovation Grants
• Provide leadership, administration, coordination, and support for faculty in their use of GRCC’s learning management system and a variety of teaching and learning technologies

Master Plan

In 2019 GRCC contracted with Ann Arbor-based The Collaborative to update the College’s campus master plan, integrating the College’s Strategic Plan with a campus-wide space analysis and space needs assessment.  The overall goal of this master planning effort was to assist the College in translating strategic goals and objectives into a physical plan that identifies where GRCC should focus resources to meet future demands for the next ten to twenty years.

Developing the new campus master plan involved input from internal and external stakeholders, a comprehensive campus space utilization study, an analysis of parking supply and demand needs, and urban mobility trends.   The plan was completed in 2020, amid a global pandemic, is full of optimism and intentionality, and is a roadmap concept for future capital improvement needs and opportunities.  The Executive Summary of the 2020 Master Plan is available on the GRCC website.

Financial Support

Grants Department

The GRCC Grants Department operates under the auspices of College Advancement to assist the campus community in all grant-related endeavors to advance the mission, vision, and strategic goals of the College. This full-service department is staffed by a director and grants specialist who provide a full range of pre-and post-award services—including concept development and grant research, program development to shape the design of major grant initiatives, a full range of grant writing and editing services, and project management and compliance monitoring.

Over the last few years, the department has focused on growing the College’s grant portfolio. There are currently more than thirty active sponsored projects underway, which include a mix of sponsored projects funded by federal, state, and local government, as well as private philanthropic and corporate foundations. The department’s largest fiscal year total was $19.2 million in FY 2020-21.

GRCC Foundation

It is the mission of the GRCC Foundation to secure and manage financial gifts to promote student, employee, and community learning, enabling the College to fulfill its mission and vision. The Foundation was established in 1964 at the 50th Anniversary of Grand Rapids Junior College with $12,000 in gifts from alumni and friends of the College. Today, the GRCC Foundation has assets of over $46 million and awarded a total of $1.3 million in scholarships during the 2020-2021 academic year.

Governance

GRCC is governed by the Board of Trustees, which consists of seven members elected at large during biennial elections. The Board sets the long-term priorities, mission, vision, and values of the College hires a president to carry out those priorities, mission, vision, and values and annually evaluates them on their attainment. The College president serves as an ex-officio member of the Board. The trustees serve without compensation for overlapping terms of six years, and they operate under the policy governance model.

Mission. Vision. Values.

Mission

GRCC is an open-access college that prepares individuals to attain their goals and contribute to the community.

Vision

GRCC provides relevant educational opportunities that are responsive to the community’s needs and inspires students to meet economic, social, and environmental challenges to become active participants in shaping the world of the future.

Values

• Excellence– We commit to the highest standards in our learning and working environments.
• Diversity– We create an inclusive, welcoming, and respectful environment that recognizes each person’s value, diversity, and dignity.
• Responsiveness– We anticipate and address the needs of students, colleagues, and the community.
• Innovation– We seek creative solutions through collaboration, experimentation, and adaptation.
• Accountability– We set benchmarks and outcomes to frame our decision-making, measure our performance, and evaluate our results.
• Sustainability– We responsibly use resources to achieve equity across our social, economic, and environmental practices and policies.
• Respect– We treat others with courtesy, consideration, and civility.
• Integrity– We commit to GRCC values and take personal responsibility for our words and actions.

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Vibrant Community Life

Grand Rapids is the second largest city in Michigan and the largest in West Michigan. Its downtown nightlife and dining, walkable neighborhoods, public transit, desirable jobs, affordable housing, and growing economy offer a high quality of life.

Just 30 minutes from Lake Michigan’s beaches, Grand Rapids’ profile around the nation and around the world is growing.

Grand Rapids was No. 1 in a ranking of best places to raise a family by Rocket Homes; No. 7 in the list of most affordable places to live in the United States; No. 13 in a list of best places to live for quality of life by U.S. News and & World Report; and No. 17 in the ranking of best foodie cities in America by WalletHub.

Long-known as “Furniture City” – with five of the leading office furniture companies remaining in the area – Grand Rapids is expanding and transforming into a business hub where the city’s strength in forging dynamic public-private partnerships has been a catalyst behind a multi-billion-dollar downtown development boom.

Nearly $2 billion in investments have transformed Grand Rapids into a medical research and healthcare center of excellence. Grand Rapids Medical Mile includes Spectrum Health, the city’s largest employer; and the Van Andel Institute, cancer and molecular research and educational facility; in addition to the Lemmen-Holton Cancer Pavilion, Helen DeVos Children’s Hospital, St. Mary’s Health Care, Michigan State University College of Human Medicine, and Grand Valley State University School of Nursing.

Grand Rapids has a reasonable cost of living, and its cultural and economic diversity provides a vast array of leisure time activities, including arts, entertainment, and sports.

Home of ArtPrize, Grand Rapids has its own ballet and opera companies, symphony, and minor league baseball, basketball, and hockey teams. The Van Andel Area and DeVos Performance Hall rank among the busiest venues in the nation, drawing top acts and productions.

Among the areas’ many highlights are farmer’s markets and shops specializing in Michigan-made, locally grown, and made produce and goods.

There are endless getaway opportunities for the weekend, especially for outdoor enthusiasts, including boating, camping, and hiking just a short drive from Grand Rapids.

The city has a population of about 200,000 people and is part of a metro area of more than 1 million. In many areas, it maintains a feel of a tightly knit urban neighborhood.

METHOD OF APPLICATION (NOMINATIONS AND APPLICATIONS)

Grand Rapids Community College offers the next President the opportunity to be part of a unique, student-focused academic community and build upon what is already exceptional to make it even better. Applicants must have a terminal degree from a regionally accredited institution of higher education, along with a substantial leadership background. Salary considerations will be competitive.

For your application to receive full consideration, please submit your application materials on or before August 12, 2022. The application should include a letter of interest specifically addressing the applicant’s background in relation to the qualifications described (not more than four pages); a current résumé (or curriculum vitae); and the names of at least five professional references with each person’s position, office or home address, e-mail address, and telephone numbers. References will not be contacted without prior authorization from the applicant. All applications will remain confidential.

The search is being assisted by Dr. Preston Pulliams, Gold Hill Associates. Nominations and applications should be sent electronically (MS Word or PDF Format) to Preston@GoldHillAssociates.com.

Grand Rapids Community College is an Equal Opportunity Employer committed to a diverse and inclusive work and learning environment. GRCC creates an inclusive learning and working environment that recognizes the value and dignity of each person. It is the policy and practice of GRCC to provide equal educational and employment opportunities regardless of age, race, color, religion, marital status, sex (including pregnancy), sexual orientation, height, weight, national origin, disability, veteran status or genetics in all programs, activities, services, employment and advancement including admissions to, access to, treatment in, or compensation in employment as required by state and federal law. Further information may be obtained from the EEO Office or the Office of General Counsel, 143 Bostwick Avenue NE, Grand Rapids, MI 49503-3295

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Bibliography

Data for this profile was collected from College reports, department websites, and other website resources. Below find a compilation of works cited.

About Us

https://www.grcc.edu/aboutus

Student Fast Facts

https://www.grcc.edu/faculty-staff/institutional-research-planning/documents-reports/2020-fast-facts

Academic Excellence

https://www.grcc.edu/aboutus

https://www.grcc.edu/about-grcc/leadership-administration/provost

https://www.grcc.edu/faculty-staff/institutional-research-planning/accreditation

https://www.grcc.edu/institutionalresearchandplanning/strategicplanning

https://www.grcc.edu/centerforteachingexcellence

https://www.grcc.edu/faculty-staff/distance-learning-instructional-technologies

Master Plan

https://www.grcc.edu/faculty-staff/facilities/campus-renovations

Financial Support

https://www.grcc.edu/grccfoundation

Governance

https://www.grcc.edu/boardoftrustees

Vibrant City

https://www.rightplace.org/why-greater-grand-rapids/quality-of-life/rankings

https://growgr.grandrapidsmi.gov/Why-GR