Position Specification

The University of Alabama at Birmingham

Birmingham, Alabama

Director of Assessment and Planning

Institutional Background The University of Alabama at Birmingham (UAB) is a public university in Birmingham, Alabama. It is one of three institutions in the University of Alabama System. Since its inception in 1969, UAB has earned international renown for its innovative academic programs, groundbreaking research and scholarship, and leading-edge patient care. UAB is among 51 public and private universities classified by the Carnegie Foundation for both “very high research activity” and “community engagement.” UAB receives more than $400 million annually in research grants and contracts and ranks 10th among all public universities in funding from the National Institutes of Health. UAB attracts the best and brightest students from Alabama, the nation, and more than 100 countries around the world. In fall of 2017, 574 new students enrolled in the UAB Honors College, bringing the enrollment to over 1,800 in just three years. In 2017, the university had its eighth year of overall record enrollment, with over 20,900 undergraduate, graduate, pre-professional, and post-doctoral students. Nearly 70 percent of the student body attends the university full-time, and more than 73 percent of freshmen live on campus. With 23,000 employees, UAB is the largest single-site employer in the state of Alabama, contributing more than $5 billion annually to the state’s economy. Due to its growing and increasingly residential campus in the heart of a vibrant and diverse community, the university offers unparalleled opportunities for teaching, research, scholarship, and service. UAB offers undergraduates opportunities to participate in leading-edge, closely mentored research through such innovative academic programs as the Undergraduate Neurosciences Program and majors in public health and biomedical sciences, and new BS degrees are being developed in informatics, immunology, and cancer biology. The UAB Health System (UABHS), one of the largest academic medical centers in the United States, is affiliated with the university. UAB Hospital, the third-largest public hospital in the United States, sponsors residency programs in medical specialties, including internal medicine, neurology, surgery, radiology, and anesthesiology. UAB Hospital is the only ACS-verified Level I trauma center in Alabama, as rated by the American College of Surgeons Trauma Program. UAB is located in the Southside neighborhood of downtown Birmingham, spanning approximately 100 blocks and blending with the urban character of the community. The campus is rectangular in shape, with University Boulevard serving as the main axis of the rectangle and the Campus Green serving as the center of the campus. The medical center is home to health science schools and their teaching facilities, including UABHS. The medical center overlaps with the larger Birmingham Medical District, where, in addition to UABHS, non-UAB affiliated hospitals such as the Birmingham VA Medical Center, Children’s of Alabama, and Cooper Green Mercy Health Services are located.

The area from the Campus Green west and University Boulevard south is the academic center of the campus, as well as the heart of student life. The Campus Green, developed between 2000 and 2007 as the center of student life on campus, represented an effort to convert the school from its previously commuter school feel into a more traditional residential campus. Athletics facilities, including Bartow Arena, are located on the far western side of campus. Construction projects are common across campus. Projects that are in planning, recently completed, or under construction include:

Hill Student Center

Freshman Residence Hall

Student Health & Wellness Center

Collat School of Business Building

Nursing Building Expansion

School of Health Professions Expansion/Renovation

Campus Green Project

Shelby Biomedical Research Building

Southern Bio-Safety Lab Alabama Birmingham

BBVA Compass Field (Soccer)

Football Operations Building

Track Facility Project

UAB Softball Complex

McCallum Health Sciences Building

Women and Infants Center

Hazelrig-Salter Radiation Oncology Facility

Abroms-Engel Institute for the Visual Arts

Heritage II Building

Intramural/Sports Complex Birmingham, Alabama

Birmingham is the largest city in Alabama. It is the county seat of Jefferson County. The city’s population is listed at 212,237, according to the 2010 U.S. Census. The Birmingham-Hoover Metropolitan statistical area had a population of about 1,128,047, according to the 2010 census, which is approximately one-quarter of Alabama’s population. Birmingham was founded in 1871, during the post–Civil War Reconstruction period, through the merger of three pre-existing farm towns. It grew from there, annexing many more of its smaller neighbors, into an industrial and railroad transportation center with a focus on mining, the iron and steel industry, and railroading. Birmingham was named for Birmingham, England, one of the United Kingdom’s major industrial cities. Many, if not most, of the original settlers who founded Birmingham were of English ancestry. From its founding through the end of the 1960s, Birmingham was a primary industrial center of the South. The pace of Birmingham’s growth from 1881 to 1920 earned

its nicknames “The Magic City” and “The Pittsburgh of the South.” Much like Pittsburgh, Birmingham’s major industries were iron and steel production, plus a major component of the railroading industry, where rails and railroad cars were both manufactured in Birmingham. The two primary hubs of railroading in the Deep South were nearby Atlanta and Birmingham, beginning in the 1860s and continuing through to the present day. The economy diversified during the latter half of the 20th century. Though the manufacturing industry maintains a strong presence in Birmingham, other businesses and industries such as banking, telecommunications, transportation, electrical power transmission, medical care, college education, and insurance have risen in stature. Mining in the Birmingham area is no longer a major industry, with the exception of coal. Birmingham ranks as one of the most important business centers in the Southeastern United States and is also one of the largest banking centers in the country. In addition, the Birmingham area serves as headquarters to the Fortune 500 company Regions Financial, along with five Fortune 1000 companies. In higher education, Birmingham has been the location of the University of Alabama School of Medicine (formerly the Medical College of Alabama) and the University of Alabama School of Dentistry since 1947. Since that time, it has also obtained the University of Alabama at Birmingham (founded circa 1969) to become a hub of Alabama’s public higher education. It is also home to three private institutions: Samford University, Birmingham-Southern College, and Miles College. Between these colleges and universities, the Birmingham area has major colleges of medicine, dentistry, optometry, pharmacy, law, engineering, and nursing. The city has three of the state’s five law schools: Cumberland School of Law, Birmingham School of Law, and Miles Law School. Birmingham is also the headquarters of the Southeastern Conference, one of the major U.S. collegiate athletic conferences. Visit the Chamber of Commerce link at http://www.birmingham-chamber.com.

University Strategic Plan At UAB, we have never settled for merely finding what’s next — we have helped build the future through new ideas and initiatives in the classroom, the laboratory, the studio and the clinic. The coming decade presents us with opportunities and challenges. How should we build on our strong foundation in order to meet them? Forging the Future, UAB's strategic plan for the next five years of growth, offers a blueprint. Review the plan goals and objectives for UAB's four mission pillars below.

Education: Offer a world-class, socially conscious education to diverse students to prepare the next generation of citizens and leaders.

Research, Innovation & Economic Development: Empower innovative research, scholarship and creative activities that drive knowledge creation focused on improving society.

Community Engagement: Engage with the community in meaningful and mutually beneficial collaborations that contribute to the public good.

Patient Care: Lead in the delivery of the highest-quality patient-centered integrative care that reflects our ability to translate discoveries into revolutionary therapies in one of the nation’s premier academic health care centers.

For additional information on UAB’s strategic plan, Forging the Future, go to: https://www.uab.edu/plan/. Leadership Ray L. Watts, MD, President

Named president of UAB in February 2013 by unanimous vote of the Board of Trustees of the University of Alabama System, Ray L. Watts, MD, UAB’s seventh president, has demonstrated visionary leadership in education, research, and clinical care throughout his career. A Birmingham native and graduate of West End High School, Watts earned a bachelor’s degree in engineering at UAB in 1976. The collaborations he had with biomedical engineering students as an undergraduate inspired him to expand his career horizons and, four years later, he graduated from Washington University School of Medicine in St. Louis as valedictorian of his class. Watts completed a neurology residency, medical internship, and clinical fellowships at Harvard Medical School and Massachusetts General Hospital, followed by a two-year medical staff fellowship at the National Institutes of Health. Before returning to UAB in 2003, he was part of a team that helped to create an internationally renowned research and clinical center for Parkinson’s disease and other movement disorders at Emory University in Atlanta.

At UAB, Watts served as the John N. Whitaker Professor and chairman of the Department of Neurology. There, he led the development of an interdisciplinary research program aimed at translating scientific breakthroughs into promising new therapies for neurodegenerative diseases and played a key role in the establishment of the UAB Comprehensive Neuroscience Center. He also was named president of the University of Alabama Health Services Foundation. In 2010, Watts accepted the position of senior vice president and dean of the School of Medicine at UAB and later was named to the James C. Lee Jr. Endowed Chair. As dean, Watts—in partnership with UAB Health System and Health Services Foundation leaders—initiated the AMC21 comprehensive strategic plan, encompassing education, research, clinical care, and primary care. AMC21 aims to make UAB “the preferred academic medical center of the 21st century,” and has led to the recruitment of outstanding faculty, the launch of programs to accelerate research and drug discovery, and the development of a third regional medical campus in Montgomery, among other successes. He has been tireless in his efforts to enhance medical student training—from increasing available scholarships to supporting Equal Access Birmingham, a volunteer organization in which students provide care to underserved patients—and to foster stronger relationships with medical alumni throughout the state. “People want to invest in the future—in solutions that will have a real impact on our health, education, and our economy,” Watts said. “So the state and community want us to develop our ideas and capitalize on opportunities to lead. UAB can be one of the most dynamic and productive universities of the 21st century, and that is our vision.”

Dr. Watts initiated and is leading UAB’s most comprehensive strategic planning process with campus- and community-wide partnerships. During his tenure, UAB has made tremendous strides in all areas of its mission, including record enrollment and development of novel academic programs, substantial growth in research funding and the university’s international competitiveness, impactful service to the local and global community, and construction of new state-of-the-art facilities and campus beautification as part of the UAB Campus Master Plan. Watts and his wife, Nancy, who just retired as a nurse at UAB, have five grown children. John R. Jones, III, PhD, Vice President for Student Affairs

John R. Jones, PhD, was named vice president for student affairs in June 2015. He provides leadership and direction to the Division of Student Affairs, which consists of Campus Dining, Campus Recreation, Career & Professional Development, Disability Support Services, Hill Student Center, Housing & Residence Life, Marketing & Communications, Parent & Family Services, Student Conduct, Student Counseling Services, Student Health Services, Student Involvement & Leadership, Student Media, Student Multicultural & Diversity Programs, Student Outreach, Title IX, Veterans Services, and Wellness Promotion. Jones earned his doctorate in higher education administration from the University of Iowa and joined the University of North Carolina-Pembroke (UNCP) in 2013 as vice chancellor for student affairs, promoting student learning and personal growth by providing strategic leadership and vision for programs, services, and opportunities that encourage student success.

Prior to UNCP, Jones worked in college administration at Purdue University, Indiana University-Purdue University Indianapolis, and Northern Illinois University. He has served on the board of directors for the Association for Student Conduct Administration, the Madame Walker Urban Life Center in Indianapolis, and the Center for Academic Integrity. Jones also served in the Army National Guard for 17 years. Jones was recently elected to the Executive Committee for the Association of Public & Land-Grant Universities (APLU) Council on Student Affairs and will serve a three-year term in office.

College and Schools UAB offers undergraduate, graduate, and doctoral degrees in the following:

Arts and Sciences

Business

Education

Engineering

Health Professions

Honors College

Nursing

Public Health UAB’s professional schools are:

Dentistry

Medicine

Optometry

Index of Majors Accounting Information Systems African-American Studies International Studies Anthropology Kinesiology Art (BA) Management Art (BFA) Marketing Art Education Materials Engineering Biology Mathematics Biomedical Engineering Mechanical Engineering Chemistry Medical Technology Civil Engineering Music Communication Studies Music Education Computer and Information Sciences Natural Science Counselor Education Neuroscience Criminal Justice Nuclear Medicine Technology Early Childhood Non-Certification Nursing Early Childhood/Elementary Education Nursing Mobility Economics Philosophy Educational Leadership Physical Education Electrical Engineering Physics English Political Science Finance Psychology Foreign Languages Public Health Health Care Management Quantitative Methods Health Education Respiratory Therapy Health Information Management Social Work High School Education Sociology

History Theatre Industrial Distribution The Student Body 2017–2018 tuition and fees

$10,410 in-state tuition and fees

$23,790 out-of-state tuition and fees

$10,350 room and board Students

20,900 students

39% male/61% female

An Overview of the Division The UAB Division of Student Affairs was established in 2015 with the hiring of John R. Jones, III, PhD, as vice president. Previously, the departments now within the division reported to the provost or the vice president for financial affairs and administration. Changes within student affairs’ units during the past ten years have been transformational. There has been a pronounced shift, philosophically, to recruiting some of the brightest and best-prepared students who are enthusiastically interested in embracing their collegiate experience. UAB’s student affairs offices have provided the resources, professional staff, and opportunities for students to do just that—“Start here, stay here!” In the past decade, UAB has added several new student facilities with the completion of the Campus Green, the world-class recreation center, the Dining Commons on the Green, 1,500 new residence hall beds, the Student Health and Wellness Center, and the state-of-the-art Hill Student Center, which opened in January 2016. UAB students have witnessed a shift away from a commuter “suitcase” campus to a more traditional experience, with over 70 percent of the freshman class living on campus. While many campuses are building apartment-style residence halls, UAB has been intentional in creating an environment that promotes socialization through shared living spaces with freshmen and shared experiences over meals

and activities at the adjacent dining commons and rec center. In an effort to meet the busy student’s needs in an efficient, student-centric format, the OneStop Student Services Center was designed to be a single point of contact for students to conduct their out-of-classroom business. From class schedules to checking their student account, they can take care of business at the OneStop to provide more time to focus on their academic pursuits. Students also have the opportunity to choose from a wide variety of out-of-classroom experiences, including fraternity and sorority life, intramural sports, campus employment, and service on one of many advisory or governing boards, just to name a few. For a more in-depth view of the Divison of Student Affairs, please review the 2017 Student Affairs Annual Report.

Student Affairs Strategic Plan In January 2016, the Division of Student Affairs began the process of building an organization based on research, sound principles, profession-leading practices, student success, and exemplary performance standards. Over the course of ten months, the professionals within the division engaged in a series of efforts to evaluate current programs, envision the future, and develop a series of priorities, objectives, and initiatives for the next five years. Summary of the Process Directors from across the division were primarily involved in the process to create the vision, mission, and core values, while the entire division was included in the review and revision of these guiding principles. The next step in the planning process involved an extensive evaluation of the environmental threats and opportunities in which the work of student affairs takes place, as well as an in-depth review of existing student, staff, faculty, and stakeholder data collected in recent years concerning the culture, concerns, services, and opportunities for improvement perceived by the university as a whole. Student affairs leadership created three distinct yet interconnected committees made up of students, faculty, and staff:

Environmental Scan: Opportunities and Threats

Data Collection and Review

Goals and Objectives Each committee was charged with discovering, analyzing, and synthesizing current trends, perceptions, limitations, needs, and resources to be incorporated into a series of divisional priorities that align with those of the University of Alabama System, the University of Alabama at Birmingham, the community, and the students. The plan outlines those priorities, objectives, and implementation initiatives in detail. It is a living, breathing document; some initiatives are already in motion, and some areas have gaps the division is addressing.

Strategic Priorities The strategic priorities represent what is most important to the division. These four standards guide the division and serve as the lens through which staff examine everything they do. I. A Student Affairs Organization Based on Excellence As partners in this scholastic enterprise, student affairs must strive for excellence in creating learning environments and experiences that are student-centered. In advancing student success, the division will provide exceptional, innovative, and effective practices that contribute to UAB being “an internationally renowned research university.” II. Supportive and Inclusive Communities While recognizing and embracing UAB’s distinctive history, location, and diversity, the division creates and sustains an inclusive environment for all. As the division establishes traditions and practices that celebrate UAB’s multicultural heritage, it will empower students to emerge as global leaders. III. Engagement and Learning The division is committed to student success and will create opportunities and pathways for students to engage beyond the classroom. Through this increased co-curricular engagement, students will be best prepared for the global workplace, lifelong learning, and goal achievement. IV. Innovation in Resource Stewardship The division strives to be a forward-thinking steward of its resources. All staff will role model effective, sustainable, and ethical stewardship of all resources used to promote and enhance student success. Vision Statement Creating transformational experiences at UAB.

Mission Statement The Division of Student Affairs enhances student learning and development, fosters an inclusive environment, and engages students to become contributing members in a diverse society. Core Values ACCOUNTABILITY: Taking responsibility for achieving personal and professional development; setting high expectations, being skilled at assessing needs, and enacting changes based on data analysis. ADVOCACY: Championing for our diverse student population by offering support, counsel and being agents for transformational education and student success. INTEGRITY: Demonstrating a commitment to honesty, transparency, and consistency by modeling and teaching ethical behavior. COLLABORATION: Creating intentional partnerships for the shared purpose of supporting student success and achieving university goals. STUDENT-CENTERED: Placing student development and student success at the core of everything we do. For more complete details of the division’s strategic plan, go to https://www.uab.edu/studentaffairs/home/strategic-plan. Please see the Organizational Structure of the Division on the next page:

Career & Professional Development

Vacant Melissa Whatley

Vice President Student Affairs Dr. John R. Jones III

AVP - Student Development, Health & Wellness M. Jacob Baggott

Student Health Services Dr. Michael Faircloth

Disability Support Services Allison Solomon

Student Counseling Services

Dr. Angela Stowe

Campus Recreation Sean Ries

Veteran Recruitment & Support Services

Walter C. Stewart III

Title IX Coordinator Kasey Robinson

AVP - Student Services Patricia A.R. Martinez

Director of Finance & Administration Phillip Bivens

Hill Student Center Mike Sasser

Student Housing & Dining Marc Booker

Student Media Vacant

Technology & Database Management

Assessment & Planning Vacant

Director of Residence Life Brian Johnson

Campus Dining Rich Yokeley

Marketing & Communications Marie Sutton

Interpersonal Violence Prevention

Mandy Parente

Wellness Promotion Dr. Angela Stowe

AVP - Student Experience Dr. Mary Wallace

Off Campus Student Services

Multicultural & Diversity Programs

Chris Jones

Student Involvement & Leadership

Jennifer Griffin

Student Conduct Emily Feinstein

Fraternity & Sorority Life Kristen Bowen

Parent & Family Services Meredith Kahl

Student Outreach & Support

Emily Feinstein

History of the Position

The position of director of assessment and planning was recently created in an effort to support and advance the data-driven Student Affairs Strategic Plan. The current search will determine the first individual to occupy this position, so there is opportunity for the new director to put her or his own professional mark on it over time. Currently, the assistant vice president for student services, Patty Martinez, is conducting any divisional assessment activities until the director is hired.

Responsibilities of the Position This position will report to the assistant vice president for student services; key job responsibilities include the following: Strategic Leadership (40%): Serves to forward the comprehensive implementation and assessment of the Division of Student Affairs strategic plan. Create a culture of excellence utilizing effective assessment practices. Serves as champion of assessment efforts within the division and seeks collaboration throughout the university in relation to assessment of the student experience.

• Provides leadership, oversight, and direction of assessment efforts within the Division of Student Affairs • Develops assessment strategies that allow the division to measure learning outcomes and positively impact student success and retention • Creates a formal assessment matrix for the Division of Student Affairs strategic plan and operationalizes its implementation • Coordinates, leads, and manages the Student Affairs Assessment Council • Collaborates with university offices in generating and assuring information and data sources are representative of the student body and address current practices surrounding effective assessment strategies • Develops means of gathering leaver data to inform retention initiatives • Develops and implements dashboard indicators to inform student affairs practices

Assessment & Planning (40%): Provides an operational roadmap for utilizing assessment within the Division of Student Affairs. Provides direction and leadership reflective of innovation within assessment practices.

• Provides expertise in assessment and planning design, including both quantitative and qualitative measures

• Works with unit directors to measure program effectiveness and assists in interpreting data • Mines university data to inform practices within the Division of Student Affairs • Creates a central repository for all divisional and departmental assessment materials • Develops assessment instruments when necessary; plans for growth opportunities and priorities related to the strategic plan • Consults on and assists with program evaluation as requested • Leads efforts to assess climate and culture of student experience

Outreach (20%): Serves as divisional representative on university assessment initiatives. Provides information and support for university reaccreditation efforts.

• Disseminates assessment information as appropriate through annual reports, dashboards, etc. • Produces executive summaries and compiles information and data for general audience • Creates and disseminates annual reports reflective of planning, achievements, and progress • Provides training for division staff regarding assessment competency; creates and leads on-going staff development opportunities related to assessment and planning • Compiles division data for accreditation and other university reports • Coordinates divisional collection of various reports related to the student experience • Represents the Division of Student Affairs on university committees and capacities as assigned

Characteristics of the Successful Candidate The successful candidate will possess a master’s degree in higher education, public administration, management, college student personnel, education research, social science, statistics, or another relevant field, with several years of progressively responsible experience in an assessment, institutional research, or closely related professional environment. The successful candidate should possess strong organizational abilities, short- and long-term planning skills, and knowledge of software technology. An understanding of student development and leadership theory, along with its impact on practice, is valuable. A demonstrated commitment to diversity and customer service, as well as the ability to develop strong working relationships with internal and external stakeholders, is highly desirable.

As articulated by UAB stakeholders, the successful candidate will ideally possess the following qualities and attributes (in no particular order):

Professionally active in higher education institutional research organizations

Knowledge of CAS standards and their implications

Familiarity with Campus Labs

A great sense of humor

Excellent diplomacy skills

A hands-on researcher who is also willing to assist others in their research and assessment efforts

Higher education experience outside of and in addition to an assessment/research environment

Ability to collaborate and form strong relationships with student affairs and other staff members

Strong listening skills

An understanding that UAB’s focus is not only on undergraduates; it also supports a large number of master’s and doctoral programs. The director must be able to interpret and present data to reflect these circumstances

Likely Opportunities, Priorities, and Challenges of the Position

The director must develop a training model for other student affairs staff and departments that addresses assessment at varying levels. Each of the departments within student affairs at UAB has both a desire and a need to assess its programs and operations, with the intent to utilize this data to improve over time. However, across these departments, professional staff are at varying levels of competency and acumen with their assessment skills. The new director will need to discern where each of these departments falls in its assessment expertise, determine differing needs, and design training modules based on these needs. Understanding how to communicate assessment methodologies and systems, whether at a novice or an expert level, will be critical to the success of the director over time.

Experience in data mining and data analysis, as well as the ability to help others understand this data and how to put it into practice, will be critical for success. The director will be asked to compile and analyze a great amount of data, and then to present that data to various constituencies with recommendations on how to best use the findings. Having a proven history in utilizing data to improve processes and services will be helpful. It will also be critical for the director to present this information in a manner that can be easily understood and used by those within and outside of student affairs. Facilitating data-driven decision-making at every level will be expected at all times by the director.

Excellent communication and collaboration skills will be essential to write the qualitative and quantitative narratives expected of the director. Strong presentation skills will be important for the director, as she or he will be expected to tell a coherent story through the data that is collected and analyzed. The director will not only lead the assessment and planning efforts within the division, but also work closely with other institutional research professionals across campus, so a collaborative focus will be necessary to deliver a consistent message. The director must be able to produce a compelling institutional story by integrating information from multiple sources, i.e., data, processes, and assessment methodology.

Additionally, campus stakeholders identified the following as potential opportunties, priorities, and challenges facing the new director:

The new director will be the first person in a new position and will be able to put her or his own professional signature on it.

Professional development is both encouraged and expected of all professional staff, so the new director will receive support to be involved regionally and/or nationally in related professional associations.

The Division of Student Affairs has a number of relatively new leaders in upper-level management, so there is a fresh and vibrant environment in which to work at UAB. Subsequently, the division is also operating at a fast pace, with change and growth occurring rather quickly, so the new director should expect to learn the position, develop a plan, and begin implementation just as quickly.

The director will initially be a one-person office, but may have the opportunity to determine needs and discuss future growth possibilities.

The general scope of need is vast and will require a significant amount of time and energy on the part of a new director to move the strategic plan forward, but the director will have significant support from leadership and colleagues across the division.

An upcoming renovation in Hill Student Center will allow the marketing and communication staff to share space with the director of assessment and planning. This will provide a synergistic relationship between the assessment and communication arms of the division.

There are no extended university holiday breaks (e.g., time between Christmas Day and New

Year’s Day, spring break, etc.) that other institutions are sometimes afforded. The director should review the university’s benefits package for a clear understanding of how vacation and leave days may be utilized. Personal holidays are afforded to employees to utilize as desired with supervisor approval.

Measures of Success for the Position At an appropriate interval after joining UAB, the following items will define success for the new director of assessment and planning:

A thorough assessment of the various departments and functions within the Division of Student Affairs has been conducted; clear outcomes-based goals and strategies have been established in collaboration with each department/area; goals for the division align with the strategic plan

The director has confidence in the assessment knowledge level of the leadership within each department, and has devised a strategy for developing training programs to further advance this knowledge base beyond its current state.

The director has established strong collaborative relationships across student affairs, as well as the greater campus.

The director of assessment and planning has become a valued member of the student affairs leadership team.

Benefits Overview

Medical insurance

Dental insurance

Pharmacy plan

Vision plan

Flexible spending account

Disability plan

Life and other insurance plans

Educational assistance and tuition plans

Mandatory and voluntary retirement plans

Paid time off (vacation, sick, holiday) For more detailed information, visit http://www.uab.edu/humanresources/home/benefits. Application and Nomination Applications, including a position-specific cover letter and resume, may be submitted online at http://www.spelmanjohnson.com. Nominations for this position may be emailed to J. Scott Derrick at jsd@spelmanandjohnson.com. Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895.

Spelman Johnson Director of Assessment and Planning – The University of Alabama at Birmingham

J. Scott Derrick, Search Associate

Visit the UAB website at www.uab.edu

UAB is an Equal Opportunity/Affirmative Action Employer committed to fostering a diverse, equitable, and family-friendly environment in which all faculty and staff can excel and achieve work/life balance,

irrespective of race, national origin, age, genetic or family medical history, gender, faith, gender identity and expression, as well as sexual orientation. UAB also encourages applications from individuals with

disabilities and veterans. Spelman Johnson has prepared this document based on personal interviews and information copied, compiled, or quoted in part from source documents obtained from our client institution, and as such the contents of this document are believed to be reliable. While every effort has been made to ensure the accuracy of this information, the original source documents and factual situations

govern, and the material presented here should be relied upon for informational purposes only.