1735 Director of Publications


TITLE Director of Publications




IMMEDIATE SUPERVISOR Vice President for Marketing and Communications



The Director of Publications is responsible for planning, coordinating, and implementing a total publications program for the University, establishing and maintaining a standard of excellence both in the copy and design of all print publications produced by the office, and coordinating in the design and content of select electronic publications. The Director of Publications develops and coordinates strategies and tactics for the utilization of publications as tools to achieve University goals and objectives, assesses the publications needs of the University, helps establish priorities for the production of such needs, and coordinates the necessary steps for the production of all University publications. The Director of Publications works closely with all University clients to ensure the satisfactory completion of University publications.


Education: A Bachelor's degree in Communications, Journalism, Public Relations, Marketing, Art, Graphic Arts, or related area is required. A Master's degree is preferred.

Experience: Three years of experience in a progressively responsible editorial, design or publication capacity is required. Experience with Macintosh software, including QuarkXpress, Adobe InDesign, and Microsoft Word 2004, is required. Supervisory experience is required. Experience in a university setting is preferred.

Skills: Critical and creative ability in art and design as it applies to the production of printed materials and knowledge of the production steps necessary in the development of a publication are required. An understanding of printing techniques and costs is required. Managerial skills and tact needed in dealing with clients are required. Strong verbal and written communication skills, proofreading, and editorial skills are required. Organizational and planning skills are required. Must be highly skilled in the use of the English language and basic journalism techniques. Must be motivated to continually read and gather new information in terms of design trends and software advances. The ability to develop knowledge of, respect for, and skills to engage with those of other cultures or backgrounds is required.

Effort: This position requires working long hours at the computer.

Other: The scope of the job frequently requires work at night and on weekends to complete jobs and travel to and from printers and service bureaus.


1. Produces University publications as assigned to meet the communications objectives of the project by developing strategies, tactics, and plans for University publications.

2. Manages and coordinates the production of all projects accepted by the office, within the specified budget of the client, by making appropriate project assignments to the publications staff according to criteria such as talent, skill level, and expertise in production, establishing a workable production schedule ensuring that deadlines are met, and exercising supervision of the professional full‑time staff as well as part‑time student employees.

3. Ensures effective and efficient working relationships with clients from various University departments by conducting initial job request interviews, developing design briefs, providing accurate estimates of the total costs of printing projects, developing copy and production schedules, directing photo shoots, presenting final proofs as each job dictates, seeking client approval at all stages of development, and facilitating resolution when disagreements in opinion occur.

4. Ensures consistent use of the University seal and logos by helping establish standards for their use and enforcing compliance with the standards through granting approval for official production only to those University departments/units and licensed vendors which comply with the standard.

5. Ensures accuracy and consistency in all University publications produced by the office by establishing standards for writing style, copy development, and design and encouraging other departments throughout the University to comply with the same standards and guidelines.

6. Facilitates the completion of printing jobs, whether done on-campus or off-campus, by working closely with the Manager of Printing Services and the Office of Procurement Services to ensure that support services and related services are completed within project deadlines and in seeking bids from vendors.

7. Provides quality photographs for University publications by working closely with the Director of Photographic Services in coordinating specific photo shoots or selecting appropriate photographs from available library.

8. Manages funds by planning, developing, and controlling the departmental budget.

9. Maintains an electronic database of current and past University print publications.

10. Facilitates a work environment that encourages knowledge of, respect for, and development of skills to engage with those of other cultures or backgrounds.

11. 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 Chief of Staff/Assistant to the President for University Relations.

12. Contributes to the overall success of the Office of University Relations by performing all other duties and responsibilities as assigned.


The Director of Publications is supervised by the Vice President for Marketing and Communications and supervises full‑ and part-time staff members and student employees.




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 4 - 470 Points: Supervision of (a) a moderate number of operative, administrative support, or paraprofessional employees who do not exercise a full range of supervisory responsibilities over other full-time employees, (b) a small number of professional employees who exercise limited supervision of others, or (c) large numbers of student workers or graduate assistants, or some equivalent combination of the above. The incumbent performs a full range of supervisory responsibilities including performance reviews of subordinates. The incumbent is responsible for training, planning, and directing the work of permanent employees, and generally controls hiring decisions. Supervisory responsibilities consume moderate amounts of work time and may include general work planning tasks.

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.