1938 Associate Director Plaster Student Union-Director Student Engagement
TITLE Associate Director Plaster Student Union-Director Student Engagement
CLASSIFICATION NUMBER 1938
IMMEDIATE SUPERVISOR Assistant Vice President for Student Life/Director of Plaster Student Union
MAJOR ADMINISTRATOR Vice President of Student Affairs
The Associate Director of Plaster Student Union and Director of Student Engagement provides leadership and management of the activities, services, and operations of the Office of Student Engagement, Conference Services Office, Level One Games Center, the Information Desk, and the PSU Student Employment Program. The Associate Director of Plaster Student Union and Director of Student Engagement develops and implements activities and services which supplement the academic program of the University, supervises the operations of the Office of Student Engagement, ensures the design and implementation of leadership development programs, provides advice and resources for students and student organizations, interprets and enforces University policy for student organizations, programs for University-wide events, participates in long-range planning and implementation of programs by the Plaster Student Union, and assumes other responsibilities as directed by the Assistant Vice President for Student Life/Director of Plaster Student Union.
MINIMUM ACCEPTABLE QUALIFICATIONS
Education: A Master's degree in higher education administration, college student personnel, student affairs, or a related field is required.
Experience: At least three years of successful administrative experience in higher education is required. Experience in student programming on the college or university level including developing and implementing successful programs, working with small and large groups of students in student activities, student union, residence life, or related areas, program budget management, managing successful large events, such as concerts and lectures, and supervising staff, is required.
Skills: Exceptional organizational, management, leadership, communication, and interpersonal skills are required. Computer literacy is required. The ability to develop knowledge of, respect for, and skills to engage with those of other cultures or backgrounds is required.
Other: The scope of the job frequently requires attendance at evening and/or weekend activities, meetings, seminars, and workshops.
ESSENTIAL DUTIES AND RESPONSIBILITIES
1. Provides support for the administrative and budgetary project needs of the Assistant Vice President of Student Life/Director of the Plaster Student Union and supports PSU functions in the absence of the Assistant Vice President of Student Life/Director of the Plaster Student Union.
2. Provides strategic oversight, budget development, and supervisory oversight for Conference Services, the Level One Games Center, the Information Desk, and PSU student employee development program, which ensures an educational focus in the management of student employees and Graduate Assistants.
3. Establishes and implements short- and long-range organizational goals, objectives, policies, and operating procedures for the Office of Student Engagement (OSE), develops and monitors the OSE annual budget, monitors and evaluates operational effectiveness, and effects changes required for improvement.
4. Ensures effective advisement for members of the Student Activities Council, the University's primary programming board responsible for the planning, implementation, assessment, and evaluation of a variety of student programs and activities by assuring the provision of program planning skills training, leadership skills training, and organizational development.
5. Develops and leads an efficient department by supervising administrative, graduate, and student staff, managing a significant budget, and establishing a comprehensive program to enhance the quality of life on campus.
6. Ensures there is effective advisement of fraternities and sororities and assures implementation of the Greek governance statement.
7. Promotes awareness of campus policies and information to the campus and community by overseeing departmental publications and web page presence.
8. In collaboration with the Associate Director of Student Engagement, provides leadership and oversight of the Center for Leadership and Volunteerism from a facility and programmatic level, ensures implementation of student leadership development through planning, organizing, and supervising an annual student leadership conference, providing regular workshops for student organization officials and advisors, and investigating, developing, and implementing a comprehensive array of leadership and volunteer programs (e.g., Distinction in Public Affairs, Emerging Leaders, Volunteer Programs, Alternative Break programming, monthly Bear Blitz program, Into the Streets, Bears Bringing Hope).
9. Oversees the co-curricular involvement area by serving as general adviser to all campus student organizations (approximately 320), overseeing the on-line student organization and involvement software and co-curricular transcript program, communicating and enforcing University policy, providing resources as needed, and facilitating student recognition programs.
10. Serves as chairperson of the Student Organization Funding Allocation Council (SOFAC) and works with student organizations to apply for and access funding from the council.
11. Facilitates, directs, and assists with staff-initiated programs to enhance student-generated programs, such as Heritage Months, Homecoming, Sample Springfield, Student Talent and Recognition (STAR) program, Public Affairs Week, and other student, faculty, and staff functions.
12. Promotes a positive image of the University by coordinating the “You Belong” Welcome Week committee including Welcome Night events, Family Welcome events, Bear Bash, New Student Festival, and Multicultural Programming.
13. Assists with the creation of a total and positive campus life through cooperating with other components of Student Affairs, such as Residence Life, Multicultural Services, and Orientation (SOAR), focusing on a collaborative approach for staff and volunteers to provide services to the University community, and directing staff to actively assist Plaster Student Union operations staff in planning programs.
14. Serves as University liaison to the Campus Ministers Association.
15. Facilitates a work environment that encourages knowledge of, respect for, and development of skills to engage with those of other cultures or backgrounds.
16. Remains competent and current through self-directed professional reading, developing professional contacts with colleagues, attending professional development courses, and attending training and/or courses required by the Assistant Vice President for Student Life/Director of Plaster Student Union.
17. Supports the overall operation of Plaster Student Union and contributes to the department’s success by completing special projects and performing other duties assigned by the Assistant Vice President for Student Life/Director of Plaster Student Union.
The Director of Student Engagement is supervised by the Assistant Vice President for Student Life/Director of Plaster Student Union, directly supervises full-time professional and clerical staff, indirectly supervises graduate assistants and student employees and makes recommendations which are given particular weight regarding the hiring, firing, advancement, promotion, and other changes of status of those supervised.
OFFICE OF HUMAN RESOURCES
REVISED OCTOBER 2011
JOB FAMILY 4
Factor 1: Professional Knowledge, Skill, and Technical Mastery
Level 4 - 2300 Points: Knowledge of the principles, concepts, practices, methods and techniques of an administrative, managerial, or professional field such as accounting or auditing, financial management, business administration, human resources, engineering, social sciences, communications, education, law, or medicine. Knowledge permits the employee to complete assignments by applying established methods to recurring types of projects/problems susceptible to well-documented precedents or to schedule, plan, and carry out precedented projects. Alternatively, knowledge at this level might also permit the employee to carry out precedented projects requiring considerable experience in specific areas within higher education. Knowledge at this level is typically acquired through a combination of formal education and/or training and experience that includes a requirement for a college degree in a specific technical or professional specialty along with significant related work experience. Alternatively, equivalent knowledge requirements at this level include a non-technical or general Bachelor's degree requirement with substantial work experience or a non-specific Master's degree requirement with substantial work experience. Knowledge requirements generally also include a significant amount of related work experience and may include administrative or supervisory experience.
Factor 2: Supervisory Responsibility
Level 5 - 730 Points: Supervision of (a) several work teams or work team leaders, (b) a rather large group of operative, administrative support, or paraprofessional employees, (c) a work group involving direction of skilled technical employees, (d) professionals in technical and skilled areas, and/or (e) subordinate supervisory personnel. The incumbent performs a full range of supervisory responsibilities including the authority to hire, train, transfer, promote, reward, or discipline others. Supervision will likely be general rather than close supervision of others. At this level, supervisory responsibilities consume significant amounts of work time and include substantial responsibility for work planning activities, staffing, and performance management as well as budgeting and planning functions.
Factor 3: Interactions with Others
Level 4 - 500 Points: Interactions with others are somewhat unstructured. The purpose may be to influence or motivate others, to obtain information, or to control situations and resolve problems. Interactions may be with individuals or groups of co-workers, students, or the general public, may be moderately unstructured, and may involve persons who hold differing goals and objectives. Individuals at this level often act as a liaison between groups with a focus on solving particular unstructured problems. Interactions at this level require considerable interpersonal skill and the ability to resolve conflict.
Factor 4: Job Controls and Guidelines
Level 3 - 500 Points: The employee operates under general supervision expressed in terms of program goals and objectives, priorities, and deadlines. Administrative supervision is given through statements of overall program or project objectives and available resources. Administrative guidelines are relatively comprehensive and the employee need only to fill in gaps in interpretation and adapt established methods to perform recurring activities. In unforeseen situations, the employee must interpret inadequate or incomplete guidelines, develop plans, and initiate new methods to complete assignments based on those interpretations. Assignments are normally related in function, but the work requires many different processes and methods applied to an established administrative or professional field. Problems are typically the result of unusual circumstances, variations in approach, or incomplete or conflicting data. The employee must interpret and refine methods to complete assignments. Characteristic jobs at this level may involve directing single-purpose programs or performing complex, but precedented, technical or professional work.
Factor 5: Managerial Responsibility
Level 4 - 1500 Points: Work involves the primary accountability for a smaller department, program, or process. Work activities involve managerial decisions that directly affect the efficiency, costs, reputation, and service quality of the department, program, or process. Work affects a limited range of professional projects or administrative activities of the University. Work activities have a direct and substantial impact on the department. While work activities do have some effect on the efficiency and reputation of the cost center, departments, programs, or processes at this level represent a relatively minor function within the cost center. Employees in jobs at this level may have responsibility for developing budgets, distributing budgeted funds, and exercising the primary control over a relatively small budget.