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The Dean is the Chief Academic Officer for one of Capella five Schools and is responsible for the overall strategic management, development and performance of the School. In this highly cross-functional role, the Dean is responsible for assuring the School provides high quality learning and related services by overseeing the following-

(1) Curriculum:
• Overseeing of the development of high quality, relevant and outcomes-based curricula (course room and colloquia settings) which to ensure these outcomes are realized in a way that contributes to learner success (persistence) and satisfaction.
• Blending the application of national standards and quality criteria with the ability to leverage technology in driving innovation and non-traditional thinking on the future state of higher education.
• Understanding learners and their concerns, working with faculty to develop the right programs and courses to meet market needs, assuring curricula is outcomes-based, include rubrics tied to competencies that deliver desired outcomes, clear sequences, and pre-requisites.
• Owning ultimate responsibility for the quality and content of programs and courses.
• Ensuring that these programs and courses reflect current knowledge in the field, are fully relevant to the profession, and are delivered by highly qualified faculty
• Working closely with faculty and utilizing input from learners and other sources, continually monitoring program and course quality to ensure that learners achieve academic outcomes that reflect current knowledge in the field, is relevant to the profession, and is delivered by faculty experts
(2) Faculty:
• Strategic oversight for the recruiting, developing and retention of qualified faculty whose performance is consistent with Capella University's learning model
• Executive management of the faculty experience, including training, professional development, best practices for leading off-site faculty, evaluation, leadership development and administration
• Ensuring only adequately credentialed and qualified faculty are retained to teach and that they are actively involved in academic matters pertaining to the School.
• Owning executive accountability (through the Associate Dean) for auditing and teaching loads, committee assignments, and professional activities to provide balance and equity while satisfying School workload responsibilities
• Effective second-level inspirational leadership for Faculty Chairs; displaying judgment on where to have direct and indirect involvement; gathering the thinking of Chairs to incorporate into future market strategies and removing barriers to their effectiveness
• Oversight of faculty development processes and ensuring on-going and open communications as well as timely and accurate contracting and payment for services for adjunct faculty
• Promoting university goals for diversity
• Participating in highly visible faculty and learner face-to-face environments
• Managing effectively and working collaboratively with faculty to meet institutional goals, including the nurturing of faculty research agendas
• Ensuring that faculty members are actively involved in decision making processes, which affect the academic mission of the School
(3) Market Portfolio and Program Management
• Partnering with Market / Portfolio leadership to identify key opportunities, create the vision and execute key strategic opportunities.
• Leadership for the assessment of student learning and program reviews in order to assure the delivery of program outcomes and course competencies and engagement in University-wide initiatives, including accreditation and regulatory assurance and compliance
• Leading the development, review, improvement, or, if appropriate, discontinuation of programs, including Colloquia and other face-to-face offerings, to ensure the optimal portfolio of offerings to serve our learner and market needs
• Working cross-functionally with leadership and the Capella community to develop and assess regularly a comprehensive business plan for the School to ensure alignment with optimal learner experience
• Leading in assessment of learning, assuring that learner outcomes are measured and that the results are used to drive program improvement
• Responding thoughtfully yet expeditiously to the challenges of rapidly changing demographics, shifts in the professional job market in education, changes in technology, and the constantly evolving needs of Capella's learners.
• Developing and assessing high quality academic programs to meet the needs of adult learners studying at a distance.
• Assuring the quality of programs offered at Capella University continues to grow in stature and that the place of academics within the institutional fabric remains the primary focus.
• Applying in-depth subject matter expertise with regards to the market; visioning where this market is headed and how Capella can best position itself to lead the thinking and differentiate
(4) External Representation of the School
• Maintaining and enhancing the school's reputation within the professional community it serves. This includes, but is not limited to, participation by faculty and the Dean in professional society activities, and soliciting and encouraging faculty and learner publication under the Capella banner.
• Serving as the face to the market, a visible academic leader nationally in the area of online learning in higher education.
• Serving as an external interpreter and an enthusiastic spokesperson for the university with external constituencies, advancing its distinctive mission and its innovative academic programs to enhance the school's reputation within the professional community it serves.
• Serving as the school's liaison with national, regional, and program specific accrediting bodies.
• Communicating the mission of the university effectively in order to convey Capella's compelling vision throughout the breadth of its service area.
• Leading national efforts in outreach and nurturing of relationships with business and industry, governmental bodies, professional organizations, and affiliates.
(5)Membership on the University Leadership Team
• Serving as a member of the University Leadership Team with responsibility for collaborative and team-based efforts to benefit the University as a whole.
• Effectively partnering with key colleagues including Deans of other schools, Academic Affairs, Operation, Enrollment Services, Registrar, Advising, and Leaner Support.
• Working in tandem with the business, curriculum development, institutional assessment and next generation learning teams, faculty directors, and chairs, many of whom are located remotely.