Melody Rose, Nacd.Dc, Ph.D. Email & Phone Number

Oak Brook, Il, Us

NASH is the nation's leading association of university system heads, representing 75% of all four-year college students. I am working on NASH's initiative, The Power of Systems: Advancing the Nation’s Prosperity, to enhance and accelerate student outcomes, talent development, equity, improved public and private investment, and "systemness."

Us

Rose Strategies: Managing Change for Universities & Non-ProfitsHigher education is experiencing a sea change. Due to massive changes in the regulatory environment, educational delivery systems, and pressures from within & without, change is afoot. We should embrace the change; how manage it will determine whether our institutions thrive.Whether your institution is strategizing for revenue growth & diversification, looking for assistance in organizational development and cost containment, or considering a merger or strategic affiliation, I can help.Assisting intentional organizational change management is what I love. I have held leadership roles in every corner of higher education: public and private, big and small, system and campus. As a result, I have experience across the change curve: from being a start-up entrepreneur, to managing growth & contraction cycles, and even closing a small distressed institution with grace. These varied experiences make me uniquely qualified to help -- wherever you are in the change cycle.As a consultant for higher ed and non-profit institutions, my experience and strengths are in the following services:​Revenue growth & diversificationBoard development & trainingOrganizational development & cost containmentTalent management & executive coaching/evaluationGovernment relationsStrategic communicationsInterim CEO appointmentAffiliations & liquidations

Working with university trustees and presidents to evoke the highest levels of performance to change lives, communities, and civil society.

Marylhurst, Or, Us

Recruited to lead a distressed institution through a reorganization. Diagnosed core deficiencies, surfaced opportunities, and proposed options to the Board of Trustees. Refocused and strengthened governance structures, and embraced an ambitious strategic vision for growth. Ultimately recommended a graceful closure when tuition revenue did not rebound quickly enough. • Collaborated across the institution to develop a visionary five-year strategic plan. • Initiated and led presidential comprehensive equity and inclusion effort, increasing diversity on the Marylhurst Board of Trustees and building campus equity.• Reaffirmed university’s mission, and rebranded institution, resulting in improved public perception after years of declining revenue.• Built a new customer-focused website resulting in significant increase in traffic, and in the first growth of new student matriculation in nearly a decade. • After closure decision, graduated or transferred 92% of student body within one term, provided severance and outplacement services for all employees, wound down university debt-free and in good standing with all regulatory and accreditation bodies.

Washington, Dc, Us

Participants learn how to develop their leadership skills to become highly effective executives in a higher education environment. The program consists of two national seminars, readings, a Professional Experiential Plan, group projects and mentorship experience.www.americanali.org

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Chief Executive Officer of the Oregon University System, a highly complex organization with responsibility for seven diverse public universities, $5.5 billion in state assets, and a half-billion dollar budget. Led biennial operating and capital budget process, including presenting proposals to the Legislature; facilitating campuses’ efforts to achieve educational missions and overall system goals; oversaw administration, operations, and employees of Chancellor’s Office. Previously Vice Chancellor for Academic Strategies (2012).* Worked closely with Oregon Legislature, the Governor, and other constituencies for support and investment in higher education:o Led legislative strategies that resulted in major increase in public university capital budgets, resulting in 6,000 construction-related jobs in Oregon.o Negotiated significantly improved employee compensation and working conditions for 4,500 SEIU employees.o Transitioned organization by decentralizing governance to seven separate governing boards.

Washington, Dc, Us

Participants are acquainted with the roles and responsibilities of the chief academic officer through two national seminars held in conjunction with the AASCU Summer Academic Affairs Meetings as well as readings, group projects, Professional Experience Plan and mentorship experience.www.americanali.org

Portland, Or, Us

Maintained quality of graduate and undergraduate curriculum and instruction. Served as institution’s Accreditation Liaison Officer, and had primary responsibility for program approval, review, and assessment. Responsible for multiple divisions, 11 direct reports, and a total budget authority of $15 million. Previously held position of Special Assistant to the President (2009-2010).• Redesigned university’s Honors Program through revised curricula, new faculty, and a rebranding effort that resulted in a major private gift and sizable improvement in enrollment during first year. • Created Center for Online Learning and related policies and procedures, improved access to high-quality online education, achieved 100% increase in revenue, and established an assessment-based process for new course program development.

Portland, Or, Us

Professor (with tenure) of Political Science. Previously Associate Professor (with tenure) of Political Science, Assistant Professor of Political Science, and Instructor, Political Science.Served as elected Chair 2007 - 2010, and provided division-level leadership on curriculum and instruction by optimizing schedule for student achievement; hired and mentored faculty; designed advising and assessment activities; managed $10 million budget and provided leadership to the school, college and university.• Provided leadership and insight through service on President’s Long Term Institutional Fiscal Strategies Committee, which resulted in development of a new, zero-based budget model.• Served on Hatfield School of Government Executive Committee, instrumental in development of long-range strategic plan.• As department chair, expanded inclusion of women faculty by focusing on an equity-based search process, resulting in significant enhancement of Division's diversity.

Portland, Or, Us

Envisioned and created the Center for Women’s Leadership, a major research, teaching, and service center housed in College of Urban and Public Affairs.• Provided external presence locally and nationally, and led multiple successful private fundraising efforts required to initiate, build and sustain the Center.• Provided leadership with business, community, and governmental stakeholders, and built a non-partisan, external advisory board that included a former governor, corporate CEOs, and non-profit leaders from northwest region.• Raised initial start-up funding of over $1 million from corporate, individual, and public stakeholders through small and large fundraising campaigns, resulting in first endowment gift.• Secured a dedicated budget note from the state legislature to fund key staff positions.

Portland, Or, Us

Worked collaboratively with President’s Chief of Staff in representing the president to outside stakeholders during initial phases of a legislative effort to restructure Oregon University System’s relationship to state of Oregon. Developed strategy and position documents for president’s consideration for the development of the restructuring effort.• Provided campus leadership, which resulted in near-consensus across constituency groups.• Legislature ultimately passed S.B. 242, providing public universities with more independence and operational freedom.

Washington, District Of Columbia, Us

This fellowship is the world's leading women's executive development program. One of 25 women selected for the 2009/2010 program that convened fellows from nine nations. This fellowship cohort met in person three times: Miami, Florida at the October 2009 IWF World Leadership Conference, in Boston, Massachusetts in February 2010 at Harvard Business School and in Cambridge, England in June 2010, at the Cambridge Judge Business School. In between visits, the fellowship provided an executive female mentor, a personal board of directors, and multiple business case study assignments.www.iwf.org

Ph.D., Government

M.A., Government

M.P.A.

B.A., Politics