Vice Provost and Director of University Health Service

Responsibilities of the Position

Summary

Reporting directly to the vice president for student life, with an indirect reporting line to the provost, the vice provost and director of University Health Service (UHS) provides visionary, strategic, and operational leadership for developing a holistic, multidisciplinary approach that supports the University’s commitment to the health and wellness of the University of Rochester community. The vice provost and director will envision and enact a model of service delivery and professional training to promote optimal psychological, emotional, and physical health and wellness for students, faculty, and staff. The range of services will include prevention, intervention, psychoeducation, crisis management, and health promotion for students; consultation with faculty, staff, and organizations within the campus community; assessing and analyzing clinical signs and symptoms; and diagnosing actual and potential health problems.

The vice provost and director of University Health Service develops and manages an annual operating budget of approximately $19 million, as well as $16 million in the student health insurance plan, and is responsible for 95 full-time staff, including eight direct reports.

Specific/Additional Responsibilities

• Provide strategic leadership for all components of the University Health Service.
• Direct and oversee the overall operations of the Counseling Center and Health Services Center, including, but not limited to, the following:
  • Faculty and staff recruitment, training, supervision, evaluation, and opportunities for professional development;
  • Budget management;
  • Administrative functions.
• Plan, organize, and direct UHS operations and activities, ensuring that related activities comply with established standards, requirements, laws, codes, regulations, policies, and procedures.
• Develop and administer policies and protocols that govern medical and mental health care and mitigate risk to students, staff, and the institution.
• Remain current on best practices and national trends for college and University health services, counseling centers, health promotions, occupational health, and other related functions.
• Oversee the provision of licensed healthcare provider services by coordinating and providing the screening, examination, diagnosis, and treatment of individuals’ medical conditions, illnesses, and injuries.
• Ensure proper and accurate identification of and response to medical and psychological emergencies.
• Create a vision for campus health and wellness and advance their growth and improvement, serving as a thought leader among staff and faculty.
• Provide overall direction for an integrated health and wellness center that includes counseling, health services, health promotion, substance abuse prevention, and education.
• Build a cohesive team and facilitate close collaborations focused on student success with the vice president for student life, Academic Affairs, and other entities on campus to accomplish University goals and priorities that promote student health and wellness.
• Organize and lead an ongoing strategic planning and assessment process.
• Coordinate the emergency and crisis response procedures for UHS.
• Devote significant effort to direct patient care or other health-related services.
• Participate in the on-call rotation and respond to crises involving students during the business day, evenings, and weekends as necessary.
• Coordinate consultation, education, and outreach services to faculty, staff, and students on developmental, mental health, wellness, and harm-reduction issues.
• Continuously evaluate the health-related needs of the student body and build strategies to respond to these needs.
• Chair the UHS Leadership Team and the Quality Improvement Committee.
• Meet regularly with the Student Health Advisory Committee and other student groups as requested.
• Work with the UHS director of administration and finance to support annual budget preparation, personnel management, and the operation of the Student Health Insurance Plan.
• Ensure the effective and confidential use of the electronic records system necessary for treatment, research, accountability, and planning while maintaining complete and accurate clinical records and reports that are in compliance with the release of protected information.
• Direct and participate in preparing and maintaining various narrative and statistical records and reports related to health services, students, projects, programs, staff, financial activity, and assigned duties; ensure that mandated reports are submitted to the appropriate governmental agencies according to established timelines.
• Provide strategies, data analysis, and other assistance to the provost concerning health services, activities, needs, and issues and assist in formulating and developing policies, procedures, and programs.
• Advise the vice president for student life and other University leaders on issues affecting student and employee health and well-being.
• Maintain effective working relationships with the University of Rochester Medical Center leadership.
• Represent UHS on University committees and other working groups.
• Carry out additional duties consistent with any relevant associated faculty appointment.

Qualifications and Characteristics of the Successful Candidate

This position requires an advanced degree in healthcare administration, public health, or a related field, as well as relevant, progressive leadership and professional experience that includes demonstrated success in managing and supervising physical and mental health services in a college or university setting. The successful candidate will possess demonstrated supervisory and leadership skills within a diverse environment, solid fiscal and budget skills, extensive experience in team management, coalition-building skills, experience in interdisciplinary settings, and familiarity with electronic health records. Knowledge of integrated care, the ability to lead effectively within an integrated model, excellent public speaking, interpersonal, communication, and critical thinking skills, and experience working effectively with individuals of diverse backgrounds are required. The successful candidate will maintain a commitment to and respect for relevant student privacy obligations; knowledge of applicable college, state, and federal laws, codes, regulations, policies, procedures, standards, and requirements governing health services; and an understanding of the principles, terminology, practices, procedures, and techniques related to the screening, assessment, diagnosis, and treatment of physical and mental health conditions, public health programming, and health education.

In addition to the minimum academic and experiential requirements indicated above, the following are desired characteristics, skills, actions, strengths, and abilities noted from discussions with campus stakeholders:

• Professional experience in medicine, counseling, healthcare administration, or closely related external experience working with a young adult population, with the ability to be a systems thinker, the capacity to look beyond one’s specific area of expertise, and the skill to administer effectively across multiple department units.
• Solid leadership, organizational development, and management abilities in a complex environment that inspire, motivate, support, develop, and promote unity and teamwork in staff.
• Excellent collaborative skills with internal departments and external colleagues and the ability to understand the importance of interconnectedness, build strong relationships, and serve as an ambassador for UHS.
• The ability to make difficult decisions when necessary, to conduct difficult conversations when pertinent, to listen to all sides of an issue, to balance the needs of the people with the needs of the organization, and to be resilient at all times, regardless of the circumstances.
• An innovator with a futuristic orientation, a willingness to try new opportunities and test new technology, and the ability to lead significant change processes as a thought partner with the vice president for student life and the provost.
• A strategic, politically savvy, and data-informed decision-maker with solid assessment skills who can think fast on their feet when necessary, teach and lead on assessment, set expectations across the department, and devise and implement plans based on evidence.
• Demonstrated expertise in and a commitment to diversity, equity, inclusion, social justice, and an unbiased perspective at all levels.
• Strong marketing skills, a willingness to be the “face” of the department, and the ability to artfully tell the story of UHS to all University and external constituents.
• A student-centered philosophy and an educator’s mindset, in which students’ welfare, health, and well-being, and the improvement of the student experience are the highest priority.
• Energy and excitement for the position, a positive attitude, approachability, flexibility, and the ability to have fun on the job.
• Knowledge of and experience addressing issues surrounding mental health.
• A willingness to be visible on campus, participate in the life of the University, and provide service wherever requested.
• Model active engagement in national and/or regional professional organizations and support the professional development for all UHS staff.

History of the Position

Dr. Clifford Reifler served as the first director of the University Health Service from 1970 to 1994. UHS then included Medical Care, Counseling & Mental Health, Health Education & Communication, and Occupational Health. Upon Reifler’s retirement, Dr. Allan Schwartz became the director of Counseling & Mental Health, and Dr. Ralph Manchester became director of UHS, both reporting to the vice president and dean of students. In 2000, Counseling & Mental Health was reorganized to be part of UHS. When the vice president moved to a new role in the President’s Office in 2001, UHS began reporting to the University provost. Below are some key events in the life of UHS over the last 30 years.

Opportunities and Challenges of the Role

The new vice provost and director must possess a broad and deep understanding of national best practices and innovations concerning student health, counseling, and wellness, as well as technology, finances, and models for success in a large, research-based university setting. The vice provost and director should be an experienced or aspiring leader who has successfully built and advanced a progressive program at another institution or closely related entity. They should be capable of managing multiple priorities and be equipped to contribute at both a strategic and tactical level to a vibrant and fast-paced Division of Student Life at the University of Rochester.

It is essential to identify a competent and dedicated individual who can promote and develop the University Health Service team, set departmental priorities, systematically collaborate and partner with the University and the local community, and work proactively in tandem with the staff of each unit, 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 vice provost and director of University Health Service:

• The new vice provost and director must commit to a comprehensive culture of collaboration and partnering across campus for maximum effectiveness. The University of Rochester is committed to building relationships as a foundation of the campus culture, and strong collaboration is an absolute necessity in all endeavors to ensure success. University Health Service touches many individuals, departments, and other entities, so it will be crucial that the new vice provost and director quickly reach out across campus to build strong partnerships that foster ongoing positive relationships and be a “connector” in all instances. These connections are essential to assessing real needs, designing student-centered programs, and always providing high-end and responsive customer service. Upon arrival, the vice provost and director should consider undertaking a comprehensive “listening tour” to begin these collaborative efforts and establish a baseline of needs going forward. 

• The ability to grow, develop, and mentor a large and diverse professional staff while building a strong, dedicated, and cohesive team will be critical for success in this role. The staff of the various units of UHS are large and diverse, with both seasoned and newer staff members, so the vice provost and director must be a strong motivator with high-level supervisory and staff-development skills. The various units of UHS must work together to promote a holistic and comprehensive plan for the health and well-being of the student body while also embracing excellence and service. To ensure success in this endeavor, the vice provost and director must demonstrate unwavering support for the staff and their ongoing professional development. Long-serving staff bring a wealth of history and professional knowledge, while newer staff bring fresh perspectives and progressive energy. Navigating through the needs of this multidimensional and intergenerational structure and quickly getting to know the staff and its strengths and needs will be exciting and rewarding for the new vice provost and director.

• The scope of responsibilities in UHS is broad, overseeing the five separate units within the department. The new vice provost and director must quickly become familiar with all aspects of their portfolio and develop a comprehensive list of priorities moving forward. They will need to prioritize a great deal of time upon arrival for learning the nuances and goals of the internal units, the campus, and the Division of Student Life, discovering the needs of the staff and the individual departments, and beginning the process of reaching out across the University to establish themselves in this position.

• John Blackshear assumed the newly-created role of vice president for student life at the beginning of January 2024, David Figlio was appointed provost in July 2022, and there are some innovative and energized leaders in upper-level management. New perspectives and energy have created  a fresh and vibrant environment in which to work at University of Rochester. Participating in a relatively “young” administration from its beginning often means exciting opportunities, and this will give the vice provost and director a chance to have a positive impact from the very first days of their tenure. As a result of this energy and excitement, the Division of Student Life should be operating at an extremely fast pace, with change and growth occurring quickly; the new vice provost and director should expect to acclimate themselves, develop a plan, and begin implementation rapidly. With this fast pace comes high expectations, so this individual should be ready to “hit the ground running” on day one.

• It will be helpful for the new vice provost and director to understand and be well-versed in at least one of the primary units within UHS. While not necessarily needing to be the expert in all areas, the senior leader in the department will be expected to have working knowledge of them (or be able to learn about them quickly) and effectively manage, support, and develop the staff who administer them daily. A strong understanding of organizational development will significantly assist the vice provost and director in this endeavor, as will effective and transparent communication skills.

• Diversity, equity, inclusion, and social justice are essential parts of the University of Rochester community, and the vice provost and director should be a leader in supporting, understanding, embracing, and nurturing these concepts.There are many underrepresented populations within the institution, and the units within UHS need to be a model for maintaining a strong sense of equity and an unbiased environment at all times. The new vice provost and director should champion diversity, equity, and inclusion in all its forms. They should strive to nurture and embrace these concepts throughout the organization.

• The vice provost and director must possess solid fiscal management skills and the ability to effectively administer large, complex budgets. There are different funding streams throughout the organization, and this individual will have opportunities to develop new and innovative sources of revenue over time. Additionally, a relatively new centralized budget process has been implemented, so while this will be new to the vice provost and director, the current staff will also be getting used to the new system at the same time.

• University Health Service administers its own comprehensive student insurance plan, differentiating it from most similar operations in higher education. While the new vice provost and director does not necessarily need to be an expert on insurance matters, familiarity or working knowledge of this type of operation will be helpful.

• In this role, the vice provost and director will have an excellent support system in their divisional peers and colleagues. Some of these individuals have been with UR for many years, while others are still relatively new, but all report that their colleagues have consistently been very willing to collaborate, share knowledge, and provide a collegial network that sets them up for success. The new vice provost and director of University Health Service can expect this same welcoming and supportive environment in which to work.

• As much as possible, the vice provost and director should be present and visible across the campus, attend student and University-sponsored events, listen carefully to needs and expectations both within and external to University Health Service, and establish themselves as a high-end collaborator and avid supporter of students and their well-being.

• It will be essential for the vice provost and director to maintain and further strengthen the relationship between UHS and the University of Rochester Medical Center. The interconnectedness of the hospital and clinical operations is crucial in providing the utmost service to the UR community.

• As The nature of healthcare and wellness is constantly changing and evolving, the policies and processes around medical needs must also keep pace. The vice provost and director should be prepared to review the current policies and procedures and be willing to add, update, and sunset policies as appropriate.

• President Mangelsdorf, Provost Figlio, and the rest of the senior administration are advancing a “One University” campaign, wherein the various campuses are all envisioned as part of the larger University of Rochester and not as separate entities. The vice provost and director of UHS should be a champion and advocate for this unifying promotion and should seek to break down any silos that may still exist within their portfolio.

• Communication at all levels must be prioritized within the units of University Health Service, as well as externally to students, other campus constituents, and the local community. Telling the story of the programs and services provided by UHS will be critical to future success, and promoting transparent and open communication in all instances where appropriate will further build trust and confidence across the board.

• A dedicated leader has an exciting opportunity to put their professional mark on UHS and elevate an already successful program to an even higher level. The University of Rochester administration will provide tremendous support and maintain high expectations for this individual. The successful candidate will have an encouraging supervisor who will push them to continue the positive growth of UHS and empower them to enact further change in support of an environment that can positively impact students for many years to come.

• Across the board, stakeholders reiterated that they liked working at the University of Rochester, are very supportive of each other, enjoy the vibrancy and pace of the University, experience great camaraderie, and believe that there are many opportunities to make a big difference in this role. In a stakeholder conversation, one student stated, “I have never felt a sense of community like I have at UR,” and heads nodded around the room, emphasizing the positive environment into which the new vice provost and director will enter. The University of Rochester is an established influence in upstate New York and around the Mid-Atlantic region and is the largest employer in the city. Rochester is also a developing city, and UR contributes significantly to this development. The new vice provost and director will find in Rochester many of the amenities common to a much larger metropolitan area.

Measures of Success

The items listed below will define success for the new vice provost and director of University Health Service throughout the first year of employment:

• The UHS team is working together cohesively, professional development is prevalent, the vice provost and director meets and interacts with the staff of each unit regularly, the vision for the team is clear, the staff feel empowered and satisfied, staff retention is high, and the vice provost and director is viewed as the trusted leader of the department.
• A listening tour is complete, priorities are being determined, and a new strategic plan is being developed with input from all facets of University Health Service that is aligned with the goals and mission of the division and the University.
• Satisfaction surveys and other assessment methods show that UHS receives strong customer satisfaction ratings in all areas.
• A strong, unified team of unit directors provides robust support to the vice provost and director, and they work collaboratively to promote a strong sense of collegiality.
• UHS and its units are known to be student-centered, students recognize the vice provost and director and understand the role of UHS on campus, and the vice provost and director is proactively involved in the student culture on campus.
• Budgets are managed effectively and efficiently, and new sources of revenue are being nurtured and developed.
• The vice provost and director is engaged and enthusiastic, partnerships and other collaborative initiatives are occurring internally and externally, and UHS is recognized for its cooperative endeavors in support of the health and wellness of the campus community.
• Communication is abundant and transparent (as appropriate), and campus constituents are aware of the programs and services available from UHS.
• The vice provost and director is viewed as a strong support and thought partner for the vice president of student life and the provost. 

The Student Body (Fall 2022 Data)

Total enrollment: 12,179

Undergraduate: 6,767

Graduate: 4,988

First professional (MD): 442

Inclusive Community Statement

The University of Rochester envisions itself as a community that welcomes, encourages, and supports individuals who desire to contribute to and benefit from the institution’s missions of teaching, research, patient care, performance, and community service. In a pluralistic culture, that community includes faculty, students, and staff who represent important differences.

Members of the University’s community come from different geographical areas and represent differences in ethnicities, religious beliefs, values, socioeconomic backgrounds, and points of view; they may be physically different, have different intellectual interests, or have different abilities. The University not only welcomes such differences in the members of its community, but in fulfilling its own missions and in preparing the leaders of tomorrow’s world who will necessarily be operating in an equally wide-ranging environment, it actively seeks to recruit and include diverse personnel in all aspects of the institution’s operations.

Application and Nomination

Review of applications will begin February 2, 2024, 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.

The anticipated hiring range is $300,000-$400,000 annually, commensurate with education and experience.

Visit the University of Rochester website at https://www.rochester.edu/.

The University of Rochester prohibits and will not engage in discrimination and harassment on the basis of age, color, disability, domestic violence victim status, ethnicity, gender identity or expression, genetic information, marital status, familial status, or an individual’s reproductive health decision making, military/veteran status, national origin, race (including hairstyle), religion/creed (including religious attire and facial hair), sex, sexual orientation, citizenship status, or any other status protected by law (anyone individually, a “Protected Class”). Discrimination or harassment (including hostile work environment harassment) based on protected status is illegal, will not be tolerated, and is considered misconduct that will be subject to discipline.

The University is committed to fostering, cultivating, and preserving a culture of diversity, equity, and inclusion, a central tenet of our institutional vision and values. This commitment extends to policies and practices for admissions, recruitment, and employment in accordance with the principles of equal opportunity and Affirmative Action and in compliance with applicable law.

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