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JANN L. JOSEPHPROFESSIONAL SERVICE Faculty, Chief Academic Officer Panel, Higher Education Resource Services (HERS)Management InstituteCampus Leader, Center for Regional Campus Excellence (CRCE) Indiana UniversityCampus Representative, Indiana University Academic Leadership Council (ALC)Appointed Member, Technical Review Committee (ALC) Indiana UniversityCampus Liaison, Higher Education Learning CommissionChair, Michigan Council of Deans of Colleges of EducationMember, Michigan Association for Colleges of Teacher Education (MACTE) Executive BoardMI-ACE Women of Color CommitteeMember, Council of Colleges of Arts and Sciences Committee on Associate/Assistant DeansMember, Detroit Schools Higher Education ConsortiumDetroit Public Schools Emergency Manager’s Education Deans Roundtable.Reviewer, National Council for Accreditation of Teacher Education (NCATE)Member, Michigan Department of Teacher Preparation Policy Study Group.Reviewer, Michigan Department of Education, Office of School Improvement,Mathematics/Science Partnership GrantChair, Content Advisory Committee, Michigan Test for Teacher Certification- Integrated SciencePanelist, Michigan Test for Teacher Certification Standard Setting Conference.Program Reviewer/Evaluator, Initial Teacher Certification Programs MDE.MI Conference Coordinator, Society for College Science TeachersBoard Member, Michigan Science Teachers AssociationCertified Science Program Improvement Reviewer, National Science Teachers AssociationReviewer, National Science Foundation TUES type 1 ProgramReviewer, National Science Foundation S-STEM programReviewer, International Journal of Science EducationCURRENT AND RECENT COMMUNITY ENGAGEMENT Board Member, South Bend Regional Chamber of CommerceBoard Member, St Joseph County Historical SocietyPresident, South Bend (IN) Chapter of The Links Inc.Greater South Bend, Community LeadersMember, Ann Arbor (MI) Chapter of The Links Inc.Ypsilanti 20-Club (Town and Gown group)Eastern Leaders Group (University/Business group)Dress for Success, VolunteerAmerican Heart Association, Volunteer LeaderPROFESSIONAL EXPERIENCEIndiana University South BendExecutive Vice Chancellor (Academic Affairs, Enrollment Services, Student Services)July 2014-PresentWorking with the Chancellor and the Vice Chancellor for Finance and Administration, the ExecutiveVice Chancellor (EVC) is responsible for budget planning and developing a long-term sustainableeconomic model that secures the viability of the campus operations. The Executive Vice Chancellor
works collaboratively and cooperatively with Central IU Administration and offices across all seven IUcampuses to develop and implement academic programming including collaborative online courses,programs, and full degrees that promote the University’s objectives and best interests. The ExecutiveVice Chancellors of the regional campuses also work collaboratively to advance the missions andprograms of the regional institutions.At IU-South Bend Enrollment Services and Student Services report to the EVC and the office alsosupports Career Services. This broad and diverse portfolio encompasses more than seventy-fivepercent of the campus’ employees and two-thirds of the general fund budget. Direct reports include theAcademic Deans, Campus Libraries, Institutional Research, University Center for Excellence inTeaching, Center for Distance Education, Student Counseling Center, Disability Support, Financial Aid,Registrar, Admissions, Housing, Titan Success Center, Honors, International Programs and variousstudent access and support programs.Strategic Initiatives Supported the implementation of the campus 2014-2020 Strategic Plan by moving the campuscommunity towards a culture of using our nine key goals as the foundation for all majordecisions. Increased the staffing of the Office Institutional Research and advocated for data drivendecisions for resource allocation and tracking indicators of student success. Reallocated resources to fund and fully support the campus Titan Success Center (TSC) to offer“intrusive” advising for more than 40% of newly admitted students. Spearheaded the campus effort to develop a shared vision of the role of online courses inpromoting student progress toward graduation and overall student success. Spearheaded the response to HLC to obtain approval to offer fully online programs separately incollaboration with the other IU regional campuses. Increased IU-South Bend’s contribution to IU Online Class Connect (IUOCC is a collaborative offive IU regional campuses) from 3 courses in fall 2014 to 27 in Fall 2016 and significantlyincreased overall online offerings for IU-South Bend students. Provided resources and support for a faculty led initiative to apply for the Carnegie classificationof an Engaged Campus. Developed Dual enrollment agreements with a feeder K-12 school district and spearheaded therevision of articulation agreements with feeder transfer 2-year campuses. Supported the move of the North Central Indiana Small Business Development Center to thecampus and within the Judd Leighton School of Business and EconomicsSupported the establishment of a Campus Food Pantry in collaboration with Facilities, School ofSocial Work, Campus Library, and Student Services. Student Success Created the Titan Success Center to support intrusive advising and coaching. Included a socialworker intern in the Center to address student needs beyond the classroom. Provided extensiveprofessional development for the center director, increased funding to retain an outstandingassistant director, clerical support and two additional coaches. Two of the four new hires areminorities.J. Joseph2
Provided leadership for IU-South Bend selection and participation as one of forty-four collegecampuses nationwide in the American Association for States College and Universities’Reimaging the First Year project. Allocated funding and supported an embedded recruiter in feeder schools to increaseapplication and yield of Hispanic students. Developed a based-funded budget model to support key programs for minority, first generation,and low income students including a summer leadership program.Fiscal Management Supported several million reductions in the campus budget over two years by engaging Deansand Directors in a review of budget lines and reallocations for faculty and staff positions tosupport new and growing programs. Increased funding allocations for Honors and International program and faculty scholarly andcreative activity, and student research. Reviewed faculty and staff salaries, developed and implemented a plan to raise campus-widesalaries to market and/or competitive levels. The plan includes increasing base salaries foradjuncts, lecturers, and assistant professors, addressing compression of associate and fullprofessors, and reclassification of several staff categories and position descriptions.Fundraising and Grants Provided support for the proposal development and stewardship of the campus largest gift of 5.8M to name the Vera D. Dwyer College of Health Sciences. Helped develop the proposal and participated in the presentation for a recent 1.6M gift for aChair of Palliative Care. Provided key support for developing the proposal and served as the lead presenter in the askfor a 2M request for Rehabilitative Sciences ( 400K funded and invited to present updatesover the next three years for additional funding). Key support for proposal development and co-presenter for 1M ask for Accountingscholarships and recruiting.Curriculum Implementation of the Campus Academic Master Plan. Requested a review of the General Education program including appointing and providingsupport for a faculty taskforce. Supported the revision of Freshmen Year courses and provided additional support to expandcourses that improve student efficacy. Supported the development and shepherded the approval for the Masters in Communication,Bachelors in Health Science, Bachelors in Clinical Lab Sciences at IU-South Bend and variouscollaborative online programs with IU Regional campuses.Faculty and Staff DevelopmentJ. Joseph3
Revitalized faculty shared governance and established faculty taskforces to address keycampus initiatives. Reimaging First Year (IUSB CARES) project, General Education Programrevision and Carnegie Engaged Campus initiative Established a faculty leadership role to study and support faculty scholarly and creativeactivities. Increased funding for the University Center for Excellence in Teaching (UCET) to provideprofessional development for associate faculty (adjuncts) and increased funding for lecturers,and tenure/tenure track professors. Provided extensive funding and support for faculty who are interested in developing onlineclasses. Collaborated with IU Human Resources to provide leadership training for all directors in StudentServices, Enrollment Services, Career services, Titan Success Center, Student Conduct,Counseling Center and Housing. Engaged staff in a ground-up reorganization into a new Student Affairs Division.Eastern Michigan University, Ypsilanti MIDean, College of EducationJuly 2011-June 2014The College of Education (COE) at Eastern Michigan University (EMU) aims to be a globallyrecognized leader in preparing professionals who individually and collectively provide leadership andexemplary education and related services for the betterment of a changing and complex global society.EMU is a regional comprehensive university with an enrolment of almost 24,000 students.The dean of the College of Education works collaboratively with the deans from the other four collegesand the library to support the central administration and help set strategic priorities for academic andstudent affairs. As Dean I applied knowledge and understanding of the complex issues facing highereducation to make sound decisions to improve student learning in the College and across the campus.Under my leadership the College moved forward with innovative and entrepreneurial projects with afocus on growing programs for regional, national, and international students.During my leadership the College had between 84-90 tenured-tenure track faculty working towards acommon goal of providing the best educational experience for all students. The faculty, dozens of fulland part-time lecturers, professional, and clerical staff are represented by five collective bargainingunits.Strategic Initiatives Guided the development of the college’s first strategic plan from inception to completion over aneighteen-month period. Implemented the strategic plan through faculty and staff engagement as an organic documentand the foundation of departmental decisions and resource allocation in the college. Developed and signed seventeen Memoranda of Understanding and Memoranda ofAgreements with partners including public and private K-12 and higher education intuitions inChina, Korea, and Jordan. Initiated and supported international student programing that resultedin the development of a Masters of Arts for international teachers, 80 Korean teachersJ. Joseph4
completing professional development at EMU, and 12 US students completing student-teachingin China. Created the Office of Urban, Community, and International Outreach (OUCIO) to leverage thecollege’s resources and commitment to serving our local, regional, and global partners. TheOUCIO operates with a modest budget and supports two endowed chairs, community outreachto K-12 schools, and international students and scholars. Restructured the Autism Collaborative Center (ACC) at EMU from a small outreach and serviceoffice by hiring clinicians, a director of operations, and an executive director and ultimatelytransitioning it to a university auxiliary unit. Reviewed and revised articulation agreements with community colleges that feed into ourprograms. More than 50% of the college majors are transfer students. Initiated and provided oversight for several upgrades to the college’s facilities including a donorwall, art installations, classroom upgrades, and interactive displays to highlight faculty andstudent work. Streamlined college communication and marketing including major revisions to the website andimplementation of a marketing plan developed with faculty, staff, and student input.Fiscal Management Reduced cost per credit hour from an increase of 10% per year from to 2006-2010 toapproximately 3% increase in 2011-12, 2012-13 and 2013-14. Successfully managed a budget reduction from approximately 17M in 2010-11 to 15M in2013-14 with no noticeable impact on academic program including student completion rate. Increased professional development revenue in the college from 0 to 240K in the one year.Grants and fund raising Developed a model to sustain the economic viability of the ACC which resulted in three awardstotaling 2M from the state of Michigan to further develop and expand the services of the center. Provided incentives to faculty and increased grant submission by 100% and grant awards fromjust over 1M in 2011-12 to approximately 3.2M in 2013-14 Provide oversight for the university’s largest gift and submitted proposals for foundation gifts.The college’s gifts from July 2011 to June 2014 exceeded 7M. Initiated a college emeritus advisory board, a student advisory board, and an alumni advisoryboard.Curriculum Collaborated with faculty in COE and Arts and Sciences to determine programs that should beshelved or revised. This project resulted in several programs being revised to better meetstudents’ needs including reducing credit hours and time to graduation. Administrative oversight for the Woodrow Wilson Teaching Fellows program. Engaged faculty and state resources to develop a new program in Autism Spectrum Disorder forundergraduates.J. Joseph5
Facilitated an ad-hoc committee to develop a Masters of Arts for international teachers. Supported faculty to revise more than 15% of courses for delivery online or as hybrid courses.Faculty and staff development Regularized the leadership team and provided stability to the college by changing the status ofkey leaders from interim to permanent administrators. Supported several department heads, associate deans, and faculty to attend leadershipconferences and workshops to improve communication and manage conflicts in departments. Supported team teaching and teaching across departments to improved relations betweendepartment and further provide optimal learning opportunities for students. These actions alsoled to more efficient resource allocation and positively impacted the college’s budget.Grand Valley State University, Allendale MIAssociate Dean College of Liberal Arts & Sciences1, January 2006-30, June 2011Responsibilities included liaison to professional colleges; supporting teacher education; facultydevelopment; start-up funding negotiations; new faculty orientation; faculty mentoring programdevelopment and implementation; optimizing space and resource allocation; new construction andsustainability; professional staff and clerical support oversight; supporting grants development; liaisonto facilities and planning; alumni board; student advisory committee; and college advancementopportunities.Strategic Initiatives Established the college Sabbatical Showcase in 2007. The event is now a highlight of thecollege spring calendar and an opportunity for faculty to share research and creative work withpeers. The concept is now used across the university. Established the college Teaching Roundtable in 2010. This event occurs in the fall and facultycome together in small groups to share teaching innovations and brainstorm ideas for improvingclassroom practice. I engaged the Faculty Teaching and Learning Center as collaborators ofevent. It is now part of the regular academic calendar.Curriculum Supported the development of a new integrated science major for elementary teachers.Facilities and planning Served on the design team and oversaw subsequent moves of approximately 115 faculty into anew LEED certified building in 2008. Included gathering space and community space fordiscourse for the social sciences and humanities in all new designs. Developed protocols toprioritize space needs and funding facilities requests Academic team member for the development of a proposal for new science building that is nowunder construction at GVSU Served in the planning committee for the Information Commons (Library) which was recentlydedicated.J. Joseph6
Faculty and staff development Initiated and implemented a college mentoring program and 3-year new-faculty support programthat was adopted throughout the university Initiated and implemented an administrative professional staff support group to help staff retrainfor new positions at the institution and provide peer guidance and mentorship. Initiated and implemented college annual and lifetime service awards for faculty and staffAugust 2001-Dec. 2005Group Science/Integrated Science Program Coordinator, GVSU Chaired the science education group of 14 faculty from across several disciplines. Provided leadership for, and implemented a state certified Integrated Science (DI) Major for K-8teachers. Collaborated with all the science units to revise and develop six new science courses forteachers and submitted for internal and Michigan Department of Education (MDE) approval. Authored the secondary Integrated Science program for MDE approval.Sept. ‘97-July ‘98Founding Coordinator of Science House Wrote the proposal to the Dean of the College of Agricultural and Life Sciences at UW -Madisonto fund the outreach house. Developed and delivered several programs for teachers specifically using the Wisconsin FastPlants model. Supported the development of low cost growing systems so teacher PD would be effective inlow income schools. Facilitated faculty outreach to the community and K-12 schools. The program expanded tremendously and is now home to the renowned Delta Programs thatprepares graduate students to be outstanding STEM faculty who are excellent researchers andteachers. http://www.delta.wisc.edu/EDUCATIONPh.D. Curriculum and Instruction (Science Education) University of Wisconsin-Madison.Master of Philosophy Plant Science (Plant Pathology)University of the West Indies St. AugustineB.Sc. Agriculture University of the West Indies St. AugustineOTHER PROFESSIONAL DEVELOPMENT AND TRAINING Indiana University Executive Leadership ProgramAmerican Council on Education (ACE) Institute for New Chief Academic OfficersThe Higher Learning Commission (HLC), various meetingsJ. Joseph7
Association of State Colleges and Universities (AASCU), Reimaging First Year(RFY), campusleadership and various meetingsAmerican Council on Education (ACE) 81st National Women’s Leadership ForumHigher Education Resource Services (HERS) Management InstituteCouncil of Colleges of Arts and Sciences (CCAS) New Deans WorkshopSociety of Research Administrators International-Departmental Administrator 101 CertificateProgram.RELEVANT FACULTY SERVICEAdministrative Biology Department Administrative Committee Biology Department Personnel Committee CLAS Strategic Planning Task Force Pew Faculty Teaching and Learning Center Advisory Board College of Education Personnel CommitteeK-12 and Teacher Education Regional Math and Science Center Advisory Board Teacher Education Advisory Committee Biology Department Curriculum Committee College of Education Curriculum CommitteeSupporting Diversity Inclusion Advocates Advisory Committee Division of Inclusion and Equity Advisory Board University Diversity Assessment Committee- Chair, Employment Sub-Committee: Numerous university search committeesTEACHING AND RELATED EXPERIENCESJuly 1998- June 2011Assistant Professor, Associate Professor, and Professor, Department of Biology-Science Education,GVSUResponsibilities include teaching the capstone for the integrated science major for elementary teachers,and in
programs, and full degrees that promote the University’s objectives and best interests. The Executive Vice Chancellors of the regional campuses also work collaboratively to advance the missions and programs of the regional institutions. At IU-South Bend Enrollment Services a
