Assistant Dean of Student Access and Outreach

The Assistant Dean of Student Access and Outreach provides strategic, administrative, and operational leadership for Early College, CSI Off-Campus Centers, and Bridge to Success/Academic Standing. Reporting to the Dean of Student Access and Outreach, the Assistant Dean is accountable for program quality, equitable access, student service, personnel leadership, budget stewardship, assessment, compliance, community partnerships, and continuous improvement across the assigned portfolio.

The Assistant Dean leads initiatives that increase educational access and student success throughout CSI’s service area, with particular attention to rural communities, underserved populations, first-generation, adult learners, dual credit, and place bound learners. The position provides leadership for developing and expanding Early College partnerships that support college-going rates, credential attainment, and seamless transitions from secondary to postsecondary education.

The Assistant Dean collaborates with Academic Affairs, Student Affairs, Enrollment Services, Institutional Research, school districts, workforce partners, and regional stakeholders to translate institutional priorities into coordinated action. The position also provides the Dean of Student Access and Outreach with accurate and timely information, analysis, and recommendations to support the Dean’s participation in institutional Strategic Enrollment Management efforts.

The Assistant Dean uses data, professional judgment, and collaborative leadership to strengthen student access, transitions, participation, persistence, retention, academic recovery, credential attainment, and completion while ensuring consistent, student-centered service at all locations and through all delivery formats.

Essential Responsibilities Portfolio Leadership and Student Access Provide administrative and operational leadership for Early College, CSI Off-Campus Centers, and Bridge to Success/Academic Standing, ensuring programs align with institutional strategy, policy, and student needs. Establish annual priorities, service standards, implementation plans, and measurable outcomes for assigned programs; monitor progress and adjust strategies as necessary.

Lead initiatives that increase educational access and student success throughout CSI’s service area, with particular attention to rural communities, underserved populations, first-generation students, returning students, and place bound learners. Identify and address institutional, geographic, financial, technological, and procedural barriers to student participation and success.

Provide leadership for developing and expanding Bridge to Success Academic Standing processes that support credential attainment, and student retention. Ensure coordinated transitions among high school, Early College, off-campus, online, and main-campus experiences. Maintain a visible leadership presence across assigned sites and programs.

Provide leadership for developing and expanding Early College partnerships that support college going rates, credential attainment, and seamless transitions from secondary to postsecondary education. Build and maintain strategic partnerships with school districts, civic organizations, workforce partners, community organizations, students, families, faculty, staff, and regional stakeholders.

Institutional Strategy and Collaboration Collaborate with the Dean of Student Access and Outreach to advance institutional priorities related to access, enrollment, student transitions, persistence, retention, and completion. Provide the Dean with timely portfolio data, analysis, operational context, and recommendations to support institutional planning and the Dean’s participation in Strategic Enrollment Management efforts.

Exercise leadership for access, enrollment, and student-success outcomes within the assigned portfolio without assuming institution-wide ownership of Strategic Enrollment Management. Partner with academic and student-service leaders to align outreach, onboarding, advising, academic support, registration, communications, interventions, and referral processes.

Lead cross-functional initiatives that improve access, remove process barriers, strengthen student pathways, and create a consistent student experience across programs and locations. Translate Student Access and institutional priorities into actionable plans, timelines, responsibilities, and measurable outcomes. Represent Student Access on institutional committees, task forces, leadership forums, and regional or community initiatives as assigned by the Dean.

Early College Leadership Provide strategic leadership for the continued development, quality, and expansion of CSI’s Early College programs and partnerships. Collaborate with school districts and College academic leaders to strengthen dual-credit access, student support, academic quality, and successful transitions to postsecondary education.

Support consistent partnership agreements, course and instructor processes, student eligibility and support practices, communications, and quality-assurance activities. Use participation, progression, credential attainment, and transition data to identify opportunities for responsible program growth and improvement. Promote alignment among Early College opportunities, institutional pathways, workforce needs, and community priorities.

Off-Campus Center Leadership Provide leadership for consistent, accessible, and high-quality educational services at CSI Off-Campus Centers. Establish service expectations and operational priorities that support regional access, enrollment, workforce responsiveness, and student success. Work with center leadership and institutional partners to align staffing, student services, communications, technology, facilities, programming, and operational practices.

Cultivate partnerships with regional schools, employers, civic organizations, workforce partners, and community stakeholders. Monitor community and workforce needs and recommend responsive educational access strategies. Travel regularly to CSI locations and partner sites to remain informed about operational needs, student experiences, partnership opportunities, and regional priorities.

Bridge to Success and Academic Standing Lead intervention, recovery, and student support strategies for academically vulnerable students to improve persistence, retention, successful return to good academic standing, and completion. Ensure academic standing processes are clearly communicated, consistently administered, educationally purposeful, and coordinated with advising and student-support resources.

Partner with faculty, advising, enrollment services, and other responsible offices to strengthen proactive outreach and coordinated support for students experiencing academic difficulty. Evaluate participation, engagement, academic recovery, subsequent persistence, and other appropriate outcomes. Identify gaps in existing interventions and implement evidence-informed improvements that address student needs and institutional priorities.

Assessment, Data, and Continuous Improvement Define and monitor key performance indicators for assigned programs, including access, participation, service utilization, student progression, academic standing, persistence, retention, credential attainment, and completion, as appropriate. Use quantitative and qualitative information to identify disparities, emerging trends, risks, service gaps, and opportunities for improvement.

Partner with Institutional Research and other data owners to ensure consistent definitions, accurate reporting, appropriate data governance, and accessible dashboards and reports. Provide the Dean with concise and timely updates, executive summaries, analyses, and recommendations that communicate performance, risks, accomplishments, and proposed actions.

Lead program review, workflow analysis, assessment, and continuous improvement initiatives. Document significant decisions and evaluate whether implemented changes achieve their intended results. Promote consistent, reliable, and ethical use of institutional data in planning and decision-making. Personnel Leadership and Organizational Development Supervise assigned personnel and provide clear direction, expectations, accountability, and support.

Recruit, select, onboard, coach, evaluate, and develop employees in accordance with college policies and expectations. Conduct annual performance evaluations and provide timely, constructive feedback that supports professional growth and organizational effectiveness. Support employee development, succession planning, role clarity, and leadership capacity within assigned programs.

Foster a culture of professionalism, transparency, accountability, respectful communication, collaboration, and continuous improvement. Recognize employee contributions and address performance or conduct concerns promptly, consistently, and professionally. Promote effective communication and shared problem-solving across programs, locations, and institutional divisions.

Budget and Resource Stewardship Develop and administer assigned budgets and resources in alignment with institutional priorities. Monitor expenditures, assess resource needs, and make recommendations supporting responsible stewardship and program effectiveness. Participate in budget planning, resource allocation, grant administration, contract oversight, and partnership planning as assigned.

Ensure staffing, technology, facilities, travel, and operating resources are used effectively to fulfill program responsibilities. Identify resource risks and opportunities and present evidence-informed recommendations to the Dean. Operations, Policy, Compliance, and Quality Assurance Ensure operational continuity, appropriate staffing, documented procedures, effective internal controls, and consistent service standards across assigned programs and sites.

Ensure assigned programs operate in accordance with applicable College policies and relevant federal, state, accreditation, partnership, and contractual requirements. Protect the privacy and confidentiality of student and employee information and promote appropriate record management and data use practices. Identify operational, compliance, reputational, fiscal, and student-service risks; elevate significant concerns promptly and implement corrective action within delegated authority.

Coordinate complex initiatives involving multiple departments, locations, and stakeholders. Promote consistency, efficiency, accountability, and service excellence across assigned operations. Perform other duties consistent with the scope and level of the position as assigned. Decision-Making Authority The Assistant Dean exercises administrative and operational authority within the assigned portfolio and within authority delegated by the Dean.

The position establishes program priorities, directs assigned personnel, manages approved resources, leads operational improvements, and makes recommendations concerning policy, staffing, budgets, partnerships, and strategic direction. Matters involving significant institutional policy, unbudgeted financial commitments, legal or compliance risk, or commitments outside delegated authority are elevated to the Dean or other appropriate institutional leadership.

Leadership Expectations The Assistant Dean is expected to: Exercise integrity, sound judgment, discretion, professionalism, and accountability. Communicate directly, respectfully, transparently, and constructively, including during difficult conversations. Balance strategic perspective with disciplined execution and attention to operational detail.

Develop employees, clarify expectations, recognize contributions, and address concerns promptly. Invite diverse perspectives, question ineffective practices, and lead change with transparency and care. Maintain a solutions-oriented approach during periods of challenge, change, and growth. Build trust across organizational, educational, and community boundaries.

Demonstrate strong follow-through and reliability while managing multiple priorities. Foster a culture of professionalism, transparency, accountability, and respectful communication. Represent CSI and Student Access effectively in institutional and community settings. Required Qualifications Master’s degree from an accredited institution.

At least five years of progressively responsible leadership experience in higher education, education administration, student access, enrollment management, student/academic affairs, or a closely related field. Demonstrated supervisory experience, including employee selection, coaching, performance evaluation, professional development, and accountability.

Demonstrated experience leading programs, organizational initiatives, or complex cross-functional projects. D emonstrated ability to use and analyze data for planning, assessment, decision-making, resource allocation, and continuous improvement. Experience developing or implementing operational plans, priorities, performance measures, and program improvements.

Excellent written, verbal, interpersonal, presentation, and relationship-building skills. Ability to manage multiple priorities, exercise sound judgment, protect confidential information, and work effectively with diverse students, employees, and community stakeholders. Ability to travel regularly to CSI locations and partner sites.

Ability to work occasional evenings or weekends when required by program, partnership, or institutional needs.

Preferred Qualifications

Community college leadership experience. Experience with Early College, dual credit, or secondary-to-postsecondary partnerships. Experience leading regional, rural, off-campus, or multi-site educational operations. Experience with Bridge to Success, academic standing, academic recovery, advising, student success, persistence, or retention initiatives.

Experience contributing to access, enrollment, retention, or student-success initiatives. Experience developing and managing budgets, grants, contracts, or partnership agreements. Experience with program review, process improvement, organizational development, and leadership. Experience building partnerships with school districts, community organizations, workforce partners, employers, and civic leaders.

Knowledge of the educational access and workforce needs of rural communities and the role of a comprehensive community college. Proficiency with Microsoft 365, Power BI, student information systems, customer relationship management systems, or comparable reporting and workflow tools. Performance Expectations Annual performance expectations and targets will be established with the Dean and appropriate program leaders.

Measures may include: Progress toward approved access, participation, enrollment, persistence, retention, credential attainment, and completion of goals within the assigned portfolio. Growth, quality, and effectiveness of Early College partnerships and secondary-to-postsecondary student transitions. Regional participation, partnership development, service quality, and operational effectiveness at Off-Campus Centers.

Student participation in academic standing interventions, successful return to good standing, and subsequent persistence. Partner, student, and employee experience measures and timely resolution of service concerns. Program compliance, data quality, completion of assessment cycles, and implementation of improvement plans.

Responsible budget administration and resource stewardship. Operational continuity, employee development, and progress on institutional and cross-functional initiatives. Additional Information Tuition assistance for yourself and your immediate family here at CSI, reciprocal agreements for tuition assistance for you at Lewis-Clark State College and Idaho State University.

Free Gym/Recreation center membership for you and your family. Discounted athletic events. Discounted Herrett Center events and shows. Medical – Select Health. Dental – Delta Dental/Willamette. Vision – Ameritas/VSP. Retirement plan with the following contribution rates. Employee Contribution: 6.97% Employer Contribution: 11.

96% The College of Southern Idaho is an equal opportunity employer with a commitment to cultivating and sustaining an environment in which our employees and learners thrive. The College prohibits discrimination on the basis of any legally protected status.