Founded in 2021, the Cástulo de la Rocha College of Health and Community Well-Being offers undergraduate, graduate, and professional programs in health administration, child life, kinesiology, psychology, marriage and family therapy, clinical psychology, and athletic training. Through deep partnerships with community health providers, hospitals, non-profits, and others, the College provides students with meaningful clinical, internship, research, and other hands-on experiences critical to a quality education and student licensure requirements.
The College’s emphasis on health equity and social determinants of health aligns with the University of La Verne’s commitment to providing a distinctive and relevant educational experience that prepares students for successful careers and lifelong learning that will improve and enhance local, regional, and global communities. As an institution, La Verne serves approximately 6,000 traditional age and adult learners from myriad backgrounds, helping make the federally designated Hispanic-Serving Institution one of the most diverse universities in the nation. Nearly half of the traditional undergraduates are first-generation students, and more than 70 percent of La Verne students receive some form of financial aid, ranking it sixth nationally for social mobility of students by U.S. News & World Report .
Reporting to the Provost, the Dean serves as the chief academic officer of the College and is responsible for the leadership and strategic direction of the unit while managing faculty and staff, fiscal resources, and physical facilities. The Dean supports the faculty and staff in creating a rewarding environment for education, research, scholarship, and service to the University and the broader community. The Dean is expected to lead the continued integration of the academic and clinical mission of the College by leveraging existing strengths and identifying new opportunities that align with the College’s goals. Serving as a strong advocate internally and externally, the Dean will fortify relationships with regional and institutional partners, promote the visibility and reputation of the College, and contribute to the College’s influence as a model and leader in healthcare.KEY OPPORTUNITIES AND CHALLENGES FOR THE DEAN OF THE COLLEGE OF HEALTH AND COMMUNITY WELL - BEING
The Dean will be a seasoned academic leader with proven experience providing decisive leadership while managing organizational and cultural change. To be successful in this work, the Dean will address the following opportunities and challenges:
Craft a unified vision that aligns the academic programs and shapes the future of health in the region
The Dean will be instrumental in crafting an inspiring vision that moves the Cástulo de la Rocha College of Health and Community Well-Being forward, creating clarity around this vision to inspire support from a wide range of stakeholders. By working hand in hand with program chairs and directors, the Dean will harness a deep understanding of academic needs to cultivate a cohesive culture that not only aligns with program objectives but also paves the way for innovative growth. Amidst exciting advancements within academic programs, the College is poised for further consolidation and strategic development aimed at bolstering each program’s stature and fostering unparalleled academic distinction. In every aspect of strategic planning, the Dean will prioritize regional health outcomes, eagerly addressing the diverse needs of our community while building lasting trust and elevating our reputation throughout southern California and far beyond.
Empower and invigorate student success by bolstering academic excellence .
The Dean will champion the expansion and robustness of both undergraduate and graduate student communities within the College. This will be achieved through dynamic enrollment planning tailored to meet the distinct requirements of each academic offering, encompassing factors such as location, accreditation, staffing, and instructional methods. In a synergistic effort with program chairs and directors, the Dean will craft innovative strategies for student attraction and persistence, capitalizing on La Verne’s distinguished role as a Hispanic-Serving Institution. Additionally, recent advancements in attracting and supporting first-generation college students will be harnessed. As a visionary leader in the College, the Dean will collaborate closely with essential personnel to concentrate on recruitment, retention, graduation rates, and successful career placements for graduates. This concerted endeavor with faculty and staff is aimed at securing triumphant educational journeys for all.
Foster and enrich external partnerships to elevate academic program excellence.
The incoming Dean will have the privilege of building upon a foundation of robust internal and external partnerships, with a focus on nurturing and expanding these relationships to bolster the University’s appeal to prospective students and faculty. The Dean will adeptly keep abreast of accreditation standards, working closely with program chairs and directors to fortify existing alliances with esteemed healthcare organizations. With a network that spans regional, national, and international boundaries, proactive engagement with stakeholders is essential. The Dean’s strategic approach in cultivating and navigating these multifaceted relationships will be invaluable. Within the University community, the Dean will engage in collaborative efforts with other deans to foster interdisciplinary initiatives that reinforce a commitment to comprehensive academic and professional distinction for both the College of Health and Community Well-Being and the entire University.
Proactively manage resources with a focus on strategic budget innovation and resource generation.
The Dean will allocate resources to enhance the academic mission of the College’s programs, while also identifying and cultivating new revenue streams. By collaborating with campus partners, such as the Office of Advancement, the Dean will work to strengthen and expand the College’s resource portfolio. Engaging with campus stakeholders and academic units, the Dean will explore and establish innovative mechanisms for revenue generation, ensuring any additional resources are managed with expert fiscal insight. This includes empowering faculty and staff in their pursuit of research excellence and grant success, thereby elevating the College’s academic distinction. Through an inclusive and consultative leadership style, the Dean will foster a culture that values creativity and entrepreneurship, enhancing the quality and reputation of all programs locally, regionally, and nationally.
Cultivate a collaborative, transparent, and supportive culture
The Dean will be an inspiring relationship builder, championing a culture of collaboration, transparency, equity, and support throughout the College. This will foster trust and collegiality among faculty, staff, students, alumni, and other key members of the leadership team. As the College embarks on an exciting period of transformation, the Dean will embrace a model of shared governance and exemplify proactive change leadership to enhance the recruitment, retention, and development of staff and faculty. The Dean and leadership team will uplift morale by promoting opportunities for professional development and mentorship, and maintain open communication about the College’s current and future goals. Through inspirational leadership and thoughtful organizational strategy, the Dean will ensure the unit’s culture celebrates the rich diversity of programs, partnerships, and student populations that make the College unique in the marketplace.
The ideal candidate will possess many of the following experiences, skills, and abilities, or, as appropriate, the demonstrated ability to grow and develop these traits:
Applicants, please note that actual compensation is determined by several factors that are unique to each candidate, including but not limited to job-related skills, depth of experience, certifications, relevant education or training, and specific work location, among others. The offered wage or salary is only one aspect of an employee’s total compensation
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