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Dr. Betsy Boze

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Abbreviated curriculum vitae or CV for Dr. Betsy V. Boze, President of The College of The Bahamas, Dean and CEO of Kent State University at Stark and Dean of the College of Business at The University of Texas at Brownsville and Texas Southmost College. Dr. Boze has published over 100 scholarly articles and is a passionate environmentalist.
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  Betsy Vogel Boze, Ph.D. 1307 New York Avenue, NW, 5 th  Floor Preferred contact information  Washington, DC 20005-4701 BVBoze@gmail.com 202-478-4650 330-806-2054 BozeB@aascu.org   Skype: betsyboze  _____________________________________________________________________________________________________________________________________ EDUCATION Degrees: University of Arkansas Ph.D. in Business Administration Southern Methodist University Masters in Business Administration Southern Methodist University BS in Psychology Post-Doctoral Education: Harvard Seminar for New Presidents American Council on Education ACE Fellow AASCU Millennial Leadership Institute Leadership Texas, Leadership America Class of 2003, Leadership Stark County HERS Bryn Mawr Institute for Women in Higher Education Administration University of Hawaii Pan Asian Institute _________________________________________________________________________________________________________________________________________ SUMMARY OF ADMINISTRATIVE RESPONSIBILITIES  (achievements by institution on subsequent pages)  American Association of State Colleges and Universities 2014 - present   Senior Fellow AASCU is a leadership organization of 430 public colleges and universities. The College of The Bahamas  Jan 2011 –  Dec 2013 President and Professor Chief Executive of the national higher education system of The Commonwealth of The Bahamas, with three campuses, three teaching centers and two research stations. COB has a budget of $50 million, over 200 full-time faculty and 400 staff. Kent State University Stark Professor of Marketing  2005-2011 On leave to AASCU 2009-2010 Campus Dean and Chief Executive Officer 2005-2009 Part of an eight campus system, Kent Stark is public liberal arts university offering baccalaureate and masters degrees. Responsible for all aspects of campus administration, with a budget of over $30 million, 100 full-time faculty and over 5,000 academic students and 5,000 workforce training students. The University of Texas at Brownsville and Texas Southmost College Dean, School of Business 1994-2005  Professor of Marketing In this jointly accredited partnership, the Dean was the academic leader of both the university and college divisions, responsible for student success, budget, curriculum, accreditation and development. Tulane University 2003-2004  Assistant to the President   American Council on Education fellowship while on leave from UTB/TSC University of Alaska Anchorage 1989-1994 Chair, Business Administration Department    Professor of Marketing  Betsy Vogel Boze, Ph.D. 2 ___________________________________________________________________________________________________________________________________________  ACHIEVEMENT HIGHLIGHTS AT THE COLLEGE OF THE BAHAMAS President and Professor   Jan 2011- Dec 2013 The College of The Bahamas The College of The Bahamas is the national tertiary education system of The Commonwealth of The Bahamas with a budget of $50 million. The College has 600 full-time employees, three campuses, two research stations and three teaching centers. The President is the head of the system, reporting to the College Council (equivalent to an appointed Board of Regents). My priorities at COB were in developing Bahamian leadership for their national institution, building infrastructure and capacity and ensuring international best practices. Strategic and Facilities Planning:    Developed the colleges first long-term master facilities plan    Opened new Harry C. Moore Library on Oakes Field (main) Campus    Opened new Northern Bahamas Campus on island of Grand Bahama    Negotiated acquisition of seven parcels of land from government that are critical to expansion and autonomy    Remodeled Residence Halls and Student Union    University Transition Secretariat created new strategic plan    Converted old library into new Student Services Building    Bahamas Agricultural and Marine Science Institute to open in 2014    Added 200 space parking lot and basketball court at Northern Bahamas Campus Organization/Structure:    Secured Confucius Institute from Chinese government    Developed sister institution relationship with Nanjing University    Developed Oral History Institute to capture Bahamian oral history    One of only five international signatories to American College and University Presidents’  Climate Commitment Financial/Development:    More than doubled endowment in first two years    Secured twenty-four endowed scholarships    Increased alumni giving to record levels of giving and participation    Initiated successful annual fund    Managed a successful bond issue to retire existing debt    Through efficiencies and entrepreneurism, led the college through fourteen percent reduction in government subvention with no increase in tuition    Successfully renegotiated contracts with all three labor unions    Received Erasmus Mundus capacity building grant    Improved revenues by better aligning student contact hours and credit hours    Negotiated Caribbean Development Bank low interest loan for three classroom buildings, residence halls, renovation of existing building, energy efficiencies and expansion of distance learning capacity Curriculum, Student Life and Enrollment Growth:    Expanded and commenced several new baccalaureate degree program offerings    Commenced new Master of Science in Reading    Received multiple undergraduate and graduate scholarships for our students to study in China    To improve relevance and quality, commenced on-going process of academic program reviews    In conjunction with Lyford Cay foundation, supported and hosted successful program for at-risk youth Campus Life/Students:    Developed new ways to recognize and honor student academic success and progress    Improved bandwidth and campus wireless capabilities  Betsy Vogel Boze, Ph.D. 3    Expanded intercollegiate athletics programs to seven sports    Recognized employees for longevity    To accommodate improved graduation rate while allowing students to bring more family members, expanded our Oakes Field Campus commencement from one May ceremony to two May ceremonies and one December ceremony. Select Professional Service:    American Associate of State Colleges and Universities (AASCU) Council of State Representatives Policies and Purposes Committee (AASCU’s policy think tank)  Executive Steering Committee, Millennium Leadership Initiative (Program faculty, Program Committee, Mentor Committee and other roles) Women Presidents and Chancellors Affinity Group    American Council on Education (ACE) Editorial Board, ACE Network News ACE Council of Fellows    Higher Learning Commission (North Central Association of Colleges and Schools) AQIP Peer Reviewer and PEAC Consultant/ Evaluator Representative Boards:    Chair Gerace Research Center    Chair Confucius Institute    Chair National Advisory Council on Education    Trustee International Association of Universities    Trustee Antiquities, Monuments and Museums Corporation (Bahamas)    Trustee The National Art Gallery of The Bahamas    Trustee Clifton Heritage National Park    Trustee Betty and Paul McDonald Foundation (Louisiana, USA)    Trustee Bahamas Education, Culture and Science Foundation (Florida, USA)    Trustee Canadian Friends of COB (Canada)  ACHIEVEMENT HIGHLIGHTS AT KENT STATE UNIVERSITY STARK Campus Dean and Chief Executive Officer 2005-2009  Professor of Marketing  Kent State University Stark is part of the eight-campus Kent State University System and the new University System of Ohio. The Chief Executive Officer of Kent State Stark is responsible for all aspects of the campus, reporting to a local advisory board as well as the Kent State University Board of Trustees and the Ohio Board of Regents. My priorities at Kent Stark were primarily on planning and accountability, advancement and growth. Strategic Planning:    Led the campus’ first comprehensive strategic pl anning process    Created a campus culture of planning and accountability    Engaged 18 area school superintendents and boards to align math requirements    Developed new campus facilities master plan    Initiated campus’ first marketing, enrollment management and r etention plans    Linked university budgeting to the strategic planning    Planning processes led to new campus identity, including a new mission and mission statement, goals, vision and value statements    Commissioned economic impact study to demonstrate campus impact on region    Substantially increased funding for faculty research    Expanded undergraduate research opportunities and created undergraduate research assistantships Organization/Structure:    Initiated a new Student Wellness Division (Student Accessibility Services, Psychological Services, Interfaith Campus  Betsy Vogel Boze, Ph.D. 4 Ministry and Health Education Coordinator) to better meet emerging student needs    Enriched and expanded student life opportunities, including more student clubs, club sports and popular Student Leadership Academy. Reestablished student government after 10-year hiatus    Expanded student employment opportunities and developed student employee leadership training program and video orientation through reorganization of Human Resources Division    Encouraged, developed and supported many new campus traditions including a “passing of the torch” ceremony (from retiring to newly tenured faculty), the Graduation Pledge and 1st Year Pledge and multiple recognitions of academic success Financial/Development:    Decentralized budgeting process, furthering culture of performance accountability    Reorganized Professional Education and Conference Center, converting $500,000 annual losses to $1,500,000+ annual profit    Transformed in-house food service operations resulting in consistent net profits    Increased bookstore profits by over 40% without increasing textbook prices    Secured funding for the Hoover Center for Environmental Media Activism to cultivate a new generation of young scholars who are able to produce new media that is deemed fair, highly educational and effective in triggering change on either individual or social levels    Brought in funding for over 20 new undergraduate endowed scholarships    Secured 3 of the campuses largest private gifts    More than doubled campus endowment    Obtained first federal earmarks for Kent State Stark (“Health Care and Other Facilities” (HCOF) program (C76HF10095) from the Healthcare Systems Bureau, Health Resources and Services Administration (HRSA)    Secured public and private funding for 45,000 square foot science laboratory building    Gained financial support for our innovative Application Action program from Ohio College Access Network (OCAN) and Greater Stark County United Way Community Relations:    Established presence as active leader for the region’s workforce and economic development needs      Enhanced campus visibility through consistent personal participation in community boards and through student engagement and service learning    Improved campus reputation and community understanding through partnerships and publications    Fostered entrepreneurial and educational alliances with business and industry and new working relationships with the community    Secured endowment for Aultman Nursing Laboratory    Established the Herbert W. Hoover Counseling Center with foundation funding    Campus recognized on Presidents Service Learning Honor Roll 2006, 2007 and 2008    Produced campus’ first annual Community Report distributed to 10,000 alumni and ca mpus friends    Consolidated several campus publications into semi-annual campus magazine resulting in improvement in quality of publications and significant cost savings    Brought community arts groups on campus (Stark Act I, Canton Symphony Casual Friday’s co ncerts)    Improved “way finding” on and off campus, including 23 county directional signs and improved Interstate Highway 77 signage Curriculum, Student Life and Enrollment Growth:    Reversed enrollment declines and increased enrollment 21% over three years (to highest levels in history) during time of regionally declining high school graduates    Established a faculty, student and staff First Year Academic Success Team (FAST) improving retention and graduation rates. The first year student success webpage has been nominated for a 2009 ADDY award    Increased minority enrollment at twice the rate of overall enrollment growth through innovative outreach    Significantly expanded undergraduate degree programs and added graduate programs    Developed and received planning authority for 32 new degrees and programs over the next 10 years    Oversaw first developmental math program review resulting in better P-16 alignment and work with area high schools, school districts and superintendents    Developed several transfer and articulations with area colleges    Initiated successful fast track (5 ten-week semesters per year) BBA evening degree resulting in increased enrollment of
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