Assistant Vice Provost for Student Life, University Residences & Purdue Dining and Culinary

Responsibilities of the Position

Summary

Reporting to the vice provost for student life, the assistant vice provost for student life (AVP) directs and manages University Residences and Purdue Dining and Culinary and oversees one of the most extensive university-operated student housing and dining programs in the country, providing accommodations for 17,000 students and serving 4.5 million meals annually. The AVP oversees several signature co-curricular experiences for students, including Purdue’s Executive in Residence program, a broad array of learning communities, residential academic initiatives, men’s and women’s leadership programs, and residence hall clubs and organizations. Additionally, the AVP is responsible for a visitor’s center that hosts 16,000 visitors annually, oversees a robust summer conference operation, and connects to parents and families through Purdue Parent and Family Programs. The successful candidate nurtures the Purdue culture that has led to generations of strong alumni support for the residential experience.

Priorities for this role include contributing to long-term building and renovation decisions, occupancy management strategies, and culinary operational plans; maximizing the use of technology to enable decision support; furthering Purdue’s goals to “academicize” the residential experience—building ties to faculty and academic support functions; continually integrating Steps to Leaps, Purdue’s well-being model, into departmental programs; and establishing housing and dining solutions congruent with the projected needs of tomorrow’s students. The AVP plays a pivotal role in the executive oversight of the Student Life division and is a key contributor to the planning and execution of crisis management strategies. 

With a budget of $175 million and a professional staff of nearly 400, including nine direct reports, the AVP leads a talented professional team that administers 22 residence halls/ apartment complexes, five dining courts, and seven “quick bite” dining facilities. The successful candidate will join Purdue at a pivotal point in history, requiring immediate contributions to decisions defining the size, scope, and programmatic philosophy of future housing and dining operations in West Lafayette and Indianapolis. 

Specifics

• Budget breakdown:
  • West Lafayette location: $160 million
  • Purdue Indianapolis location: $15 million
• Staff breakdown:
  • West Lafayette location: 378 full-time staff and 1,400 student staff
  • Purdue Indianapolis location: two full-time staff and 17 student staff
• Residences:
  • West Lafayette location: 18 residence halls and two apartment complexesPurdue Indianapolis location: one residence hall and one apartment complexTotal capacity (including new builds, Purdue Indianapolis and West Lafayette): Nearly 17,000 beds
  • Approximately 400 resident assistants and paraprofessional staff
• Ten master-leased facilities

Additional Responsibilities

• Under the AVP’s leadership, the professional staff manages and directs the following units:
  • Residential Life and Academic Initiatives: oversee the living-learning communities and student leadership, hire and manage resident assistants and other student staff, and administer front desk operations in 19 facilities.
  • Student Advocacy and Compliance: ADA, Title IX, Behavior Intervention Team (BIT), and student conduct.
  • Alumni Relations and Special Events
  • Capital Projects and Facilities: directinterior, exterior, and new construction projects and manage the collaborative relationships with Administrative Operations and Facilities Maintenance and Service.
  • Purdue Dining and Culinary: administer five dining courts, four “on-the-go” locations, three “quick bite” locations, and the residential and commuter meal plans.
  • Administration and Conferences: oversee nearly 17,000 housing contracts, over 100 summer conference groups, summer school, summer internship housing, and an alumni and guest center hosting over 16,000 visitors annually.
  • Innovation, Strategy and Systems: oversee major housing and dining software systems, including CBORD, StarRez, and Maxient; Boiler Television; over 300 security cameras; and ResNet.

• Serve as the key point person and decision-maker on new construction projects, including the current $149 million, 896-bed resident hall with dining upgrade to open in 2026.
• Oversee key student leadership programs, including the Executive in Residence (EiR) program, Men’s and Women’s Leadership, and the Jay Severson Leadership Conference.
• Interact and consistently collaborate with the University Residence President’s Roundtable, UR Global, and Multi-Cultural Connections.
• Participate in alumni relations initiatives, fundraising, “friendraising,” and other advancement activities.
• Serve as the primary liaison with the Student Life Business Office, Human Resources, and Marketing for all University Residences and Purdue Dining & Culinary needs.
• Serve as a key Student Life representative on the 50-year Purdue Indianapolis Master Plan Committee.
• Represent University Residences and Purdue Dining & Culinary at campus events and on university committees.
• Serve as the final campus decision-maker on housing and ADA appeals.

Qualifications and Characteristics of the Successful Candidate

The successful candidate will possess a master’s degree in a related field (doctorate preferred) and progressively responsible experience supporting or managing multiple facets of a complex housing and dining operation on a college campus (or equivalent), ultimately overseeing a broad array of programs and services or the entire organization. Recognizing the organizational structures of campuses vary, experiences may include residential life programming, facility management, capital planning, room assignments, residential academic initiatives, financial operations, dining court operations (all you care to eat), retail operations, human resources and staff development, IT/ResNet support, conduct/crisis management, alumni relations, parent relations, and other related functions.

Other desired qualifications and professional competencies include the following:

• Unwavering support for students and the transformative nature of the residential campus experience, with demonstrated experience building inclusive programs and support for students from various backgrounds and experiences.
• Strong collaborative skills across many university functional areas in a complex and dynamic environment; candidates should be able to describe the nature of collaborations and accomplishments working with multiple university departments.
• Superior leadership skills, including strategic thinking and planning, staff development, change management, and advocacy of ideas and plans.
• Impeccable financial management skills, including developing and analyzing occupancy management plans, budgets, pro-formas, and other projections.
• Operational skills that include the ability to manage operations and determine the impact of new ideas or proposals on the organization.
• A general understanding of the legal landscape within higher education, including aspects related to conduct/crisis management, Title IX, and the First Amendment.
• A strategic, politically savvy, and data-informed decision-maker with solid assessment skills who can think fast on their feet, teach and lead on assessment, set expectations across the department, and devise and implement plans based on evidence.

In addition to the qualifications stated above, key stakeholders identified the following capabilities and attributes of a successful candidate:

• Demonstrated progressive administrative and managerial experience in a complex housing, dining, or combined setting.
• A visionary leader with sound leadership skills, emotional intelligence, and organizational abilities who can inspire and develop staff, provide professional and personal development opportunities, promote unity and teamwork throughout the portfolio, advocate for the staff on all levels, express empathy, and support the wellness and work/life priorities in themselves and the staff.
• A highly student-centered philosophy with knowledge of current college student needs and trends, understanding that serving Purdue University students and improving the student experience is the department’s top priority. 
• Ability to remain “cool under pressure” in any circumstance, be calm in crises or emergencies, and remain resilient in all situations.
• A competent administrator and systems thinker who can develop short- and long-term strategic assessment and operational plans around Purdue University students’ needs and effectively communicate those plans to the community.
• The ability to build bridges between Academic Affairs and Student Life and communicate effectively with faculty to foster student care and academic integrity initiatives.
• Demonstrated experience in comprehensive student housing and residence life issues in a complex higher education environment.
• A deep understanding of a self-operated food service environment, though management experience with a third-party food service vendor and/or experience in corporate hospitality services is also valuable.
• A firm commitment to providing continuous high-end service and prioritizing timely response.
• Strong oral and written communication skills, with the capability to navigate competing voices, reach all levels of the university and external stakeholders, and effectively tell the “story” of the department to students, parents, faculty/academics, administrators, alumni, and other members of the campus community, particularly around issues affecting students’ housing and dining priorities.
• Ability to listen carefully, ask knowledgeable questions, learn the culture of the university and the portfolio, accept input from staff, make well-informed, data-driven decisions quickly, and stand by those decisions even if they are difficult or unpopular.
• A strategic risk-taker who promotes creativity in every area of the position and an innovator with a futuristic orientation and willingness to try new opportunities, remain informed on recent trends, technology, and best practices, and proactively market current and new programs and services in housing, dining, and student development.
• An acute understanding of and experience in addressing mental health issues, crisis management, housing and food insecurities, medical and food allergies, and other circumstances requiring special attention.
• Experience in new construction, renovations, remodeling, and master planning of facilities.
• Solid problem-solving skills, with the ability to determine needs, quickly and appropriately address issues, and provide resources as necessary.
• Ability to remain relatable, approachable, flexible, resilient, and adaptable while acting with appropriate humility in all situations.
• Energy and enthusiasm for the role, passion for the work, a consistently positive attitude, and a willingness to do whatever it takes to achieve success and enhance the student experience.
• An understanding of a “matrix-style organization,” wherein various functions such as IT, human resources, and budget/finance report to their functional area, but have staff members embedded within the department.
• A highly visible individual willing to get out of the office, be present in and interact with staff in the various units, attend student and other university events, engage with residence hall student organizations, and serve on campus-wide committees.
• Demonstrated successful experience relating to and connecting with families, parents, and other non-traditional support structures.

Opportunities and Challenges of the Role

The new assistant vice provost must possess a broad and deep understanding of national best practices and innovations concerning student housing and dining operations, finances, technology, and models for success in a large, growing, public research university setting. The AVP should be an experienced or aspiring leader who has successfully built and advanced a progressive program at another institution, capable of managing multiple and complex priorities, and equipped to contribute at both a strategic and tactical level to a highly vibrant and fast-paced Division of Student Life at Purdue University.

It is essential to identify a competent and dedicated individual who can promote and develop the professional and student teams, set departmental priorities, systematically collaborate and partner with the university and external community, and work proactively in tandem with the staff of all units in the portfolio, campus colleagues, and institutional leadership to progressively, innovatively, and comprehensively move the program forward.

The following were identified as possible opportunities, priorities, and challenges that will face the new assistant vice provost:

• According to campus stakeholders, the working environment at Purdue University is collegial, supportive, and uplifting. The new AVP must advance a culture of collaboration and partnering, as the university is committed to building strong, healthy, and mutually supportive relationships as a foundation of the campus culture. Abundant collaboration is an absolute necessity in this role. Upon arrival, the AVP should be prepared to engage with the staff and units under their purview and external constituents to foster open communication and increased transparency, establish opportunities for feedback, and encourage stakeholder involvement. Since relationships and collaboration on the campuses create an interconnectedness that engenders the feeling of a close-knit community, the AVP should work diligently from day one to develop and promote these partnerships, quickly build rapport with the internal staff, other Student Life constituents, campus partners and colleagues, alumni, and external friends of the university.

• The ability to grow, develop, support, and mentor a diverse professional staff while fostering a strong, dedicated, and cohesive team will be critical for success. The staff within the portfolio units comprise a mixture of seasoned staff members and new professionals. The AVP must be a solid, empathetic motivator with high-level supervisory and staff development skills. Opportunities for professional development are crucial, and involvement in national or regional organizations should be promoted. The AVP should spend quality time navigating through the needs of a multidimensional and intergenerational organizational structure and quickly discern the strengths and needs of the entire staff. Fortunately, the new AVP will find the units throughout their portfolio already function effectively and smoothly and have solid leadership. Working closely alongside the team of direct reports to support the continued unity, collegiality, and student-centered focus across the department should be an immediate priority.

• Purdue Dining & Culinary (PDC) is proudly an independent self-operation and is not contracted out to a third-party entity (though there is a relationship with Aramark on retail operations). Hence, the opportunity to be inherently creative, innovative, and responsive is widely available. The staff of PDC is exceptionally proud of the services and quality of food they provide to the campus. Thus the AVP will be entering a positive environment that is highly energized, distinctly student-focused, and prepared for the influx of ideas this new leader can bring to the table. The new AVP should be ready to support PCD in providing quality food, customer service, productivity, output, and yield currently in place, ensuring that all levels of management are part of the decision-making process as much as possible. Through this process, the AVP can develop a strategic plan to lay out goals for the short- and long-term vision for the future.

• While Purdue University has no residency requirement, there is significant demand for on-campus housing and dining options. Upon arrival, the AVP should prioritize conducting a comprehensive assessment of these demands and ongoing trends, executing a deep-dive analysis of the current business plan and budget forecast in place, and developing financial goals for the future tied to occupancy management. It will be imperative that financials and projections accommodate future growth and expansion (including any current facility plans, potential new facilities, and evolving meal plan options), and it will be necessary that the AVP utilize creativity in their financial planning to seek additional and alternative sources of revenue over time.

• The current staff is highly committed to assisting students in every way, and they are dedicated to offering the best service possible in every situation across housing, dining, and the other areas of the portfolio. The staff works hard, and the new AVP should make it a priority to get to know the staff quickly as individuals, listen carefully and learn their particular needs, develop trust and confidence across the board, ascertain the programs and services that they conduct, be prepared to provide comprehensive professional support for all staff, and oversee the ongoing development of a strong team. With over 1,400 student employees, the AVP’s operation emphasizes experiential opportunities, leadership promotion, and practical skill development through their employment. Upon arrival, the AVP should be prepared to address these issues, fill any vacant roles as quickly as possible, and move the team forward.

• Purdue University greatly supports continued advancement and change, with no satisfaction for the status quo, while remaining mindful of the bottom line. The new AVP should come on board, learn about the office, staff, and institution, and be prepared to move forward quickly, ensuring that the highly successful programs and services currently in place are celebrated and further strengthened. At the same time, underperforming programs and services should be addressed or sunset as necessary, keeping in mind Purdue’s many traditions that may need exploration. The staff across the portfolio is eager to embrace a leader who brings innovative, exciting new ideas and will strongly support the AVP in implementing fresh approaches and concepts.

• The addition of a new resident hall with dining in 2026, the prospect of other new facilities in the near future, new meal plans and raised housing rates in fall 2024 (the first in 12 years), and the integration of the AVP’s operation into the opening of the new Purdue Indianapolis campus (including a new building with 500 beds, classrooms, study, and dining) this coming summer are just a few of the growth opportunities over which the AVP will preside and provide leadership. Managing multiple priorities, developing various strategic and operational plans, and focusing attention on the evolving needs of staff and the student body will be essential to the success of the new AVP. Additionally, for the AVP to be most effective in this role, they must understand the role’s fast pace while maintaining an effective work/life balance from day one.  

• Similarly, the new AVP must be able to strategically devise short- and long-term plans for the future. A fast pace can be expected, with many entities vying for this person’s attention. The AVP must consistently be an effective multitasker and a diplomat. Establishing a new and comprehensive strategic plan for the department, in conjunction with the university’s and the Division of Student Life’s strategic plans, will lay the foundation for ongoing success. The successful individual will need to be able to tell the “story” of their role and that of each unit in their purview. Additionally, the AVP must articulate how the department’s work contributes to student success and retention.

• The nature of the relationship between the student body and the AVP’s operation provides an excellent opportunity for direct student contact and impact. Students and student organizations look to these areas for support, advisement, and direction, and the expectations of the student body are high concerning the programs and services offered. The new AVP should quickly reach out to these various students and groups, learn their needs and desires, develop strong partnerships, and commit to responding rapidly to student needs and issues. Utilizing student input will be critical for the ongoing success of the program.

• The AVP is expected to be very visible and engaged with staff and students and subsequently be viewed as an expert on housing, dining, and other pertinent areas at Purdue University. Working side-by-side with the professional team promotes unity, camaraderie, and a sense of community within the departments, and it shows the students that the AVP, a high-level administrator, is willing to work on their behalf, no matter the situation or circumstance. This individual must prioritize leaving the office, being visible attending student events, participating in official university activities, interacting with faculty and alumni, and spending quality time within the larger campus community. Because the role also requires close, consistent interaction with students, being empathetic, understanding, and transparent in all student encounters is essential for success.

• The AVP must possess solid fiscal management skills and the ability to effectively administer extremely large and complex budgets. The organization has different funding streams, and the AVP will need to discover where the budgets originate, where needs exist, and what new opportunities might be available to further enhance current finances, including connections to Advancement, alumni, and institutional donors.

• As noted above, stakeholders stressed that they very much liked working at Purdue, are very supportive of each other, enjoy the vibrancy of the university, feel that they can always count on their colleagues, and believe that there are many opportunities to make a big difference in this role. Like the campus community, the West Lafayette community is also very eclectic, close-knit, welcoming to new members, involved with the campus, open and inviting to town-gown relationships, and, according to stakeholders, maintains a reasonable cost of living and a sense of inclusivity, familiarity, and belonging. Located in western Indiana along the Wabash River, there is easy access to Indianapolis (one hour) and Chicago (two hours). With its historic neighborhoods, iconic restaurants, miles of walking and biking trails, numerous state parks, and B1G Ten sports, West Lafayette has something for everyone.

• This is an exciting time to join Purdue University and an outstanding opportunity for the successful candidate to put their professional mark on this role, growing and developing an already successful program to even greater success over time. There is tremendous support from the vice provost and the other upper administration for the AVP and the services that emanate from this department. The successful candidate can look forward to visioning and strategizing with the vice provost, peers and colleagues, and the internal staff to innovatively move the entire program forward over time.

Measures of Success

At an appropriate interval after joining Purdue University, the items listed below will initially define success for the new assistant vice provost for student life.

• The staff members across the departments and units are working together as a cohesive team, morale and staff retention are high, staff vacancies are being filled as quickly as possible, trust and respect are established in the departments, the AVP is consistently available and willing to listen to staff, the working environment is upbeat and energized, and professional development opportunities are readily available.
• Strong relationships have been formed across the university community, collaborative partnerships are growing, academic collaborations have been established, and the AVP has a visible presence on campus.
• Student, staff, and faculty satisfaction levels with housing are positive, housing shortages are being addressed, occupancy rates are rising, and the housing portfolio is managed effectively.
• Communication from the AVP to the internal staff and the campus is transparent, frequent, and instructive.
• The AVP is seen as a strong student advocate, and there is a student-centric approach in all areas of the portfolio.
• Traffic in all dining locations is steady or increasing, meal plan purchases are rising, menus are robust, food choices are abundant, and student satisfaction ratings for dining are positive.
• Finances are strong, costs are maintained, revenues are robust, and deferred maintenance and other backlogged projects are efficiently addressed.
• The AVP has clearly and transparently established operational and strategic plans, and the staff has a clear direction for the future.
• Alumni are engaged, positive feedback is being received from their relationships, and there is a high quantify of alumni involvement in the residence halls.

The Student Body

• Total Enrollment: 52,211
• Undergraduate: 39,170
• Graduate: 12,136
• Professional Degrees: 905 
• Male: 58%
• Female: 42%

Diversity Statement

“Our goal is to create a university that values all voices and provides each individual enriching opportunities and pathways to success. Faculty are key to reaching our goal and are expected to contribute to the excellence of the educational experience and the research endeavor. Diversity, inclusion, and equity are central to Purdue University’s achievement of excellence, and thus, it is imperative that every member of the faculty contribute to a climate of respect for all.

Purdue University strives to create a university that values each individual. We are committed to providing equal access and opportunities to all current and future employees including individuals from groups which have been historically under-represented in the academy. This includes, but is not limited to, women; racial/ethnic minorities; lesbian, gay, bisexual, transgender, and queer individuals; individuals with disabilities; and veterans.

The diversity of a university’s faculty influences its strength, productivity, and intellectual personality. A vast and growing body of research provides evidence that a diverse faculty benefits our missions of learning, discovery, and engagement by increasing creativity, innovation, and productivity.”

Diversity Initiatives

Application Process

Review of applications will begin immediately and continue until the position is filled. To apply for this position please click on the Apply button, complete the brief application process, and upload your resume and position-specific cover letter. Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895 or email info@spelmanjohnson.com.

Public salary range: Please contact search consultant.

Visit the Purdue University website at https://www.purdue.edu/.

Purdue is an EOE/AA employer. All individuals, including minorities, women, individuals with disabilities, and veterans, are encouraged to apply.

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