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Kelly J Burke | Vice Provost | Dean of the Graduate School

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Kelly J Burke | Vice Provost | Dean of the Graduate School KELLY J BURKE | VICE PROVOST | DEAN OF THE GRADUATE SCHOOL EXECUTIVE Five years at the University of North Carolina Greensboro as Vice Provost and Dean of the Graduate SUMMARY School. Sixteen additional years at UNCG of administrative experience with a steadily increasing scope of responsibilities including Associate Dean for the School of Music, Theatre and Dance; Department Head, Music Performance; Department Chair, Division of Instrumental Studies; and Coordinator, Woodwind Area. Established in 1891, UNCG is today classified by The Carnegie Foundation as a public doctoral university with high-research activity and community engagement. The University enrolls over 20,000 students and offers 82 undergraduate majors in more than 100 areas of study, 74 master’s programs and 32 doctoral programs. One of the most diverse universities in the UNC System, UNCG was recognized by the Department of Education as one of the top 15 institutions helping low-income students graduate and by the Education Trust for closing the black-white achievement gap. ADMINISTRATIVE VICE PROVOST FOR ACADEMIC AFFAIRS EXPERIENCE As Vice Provost at UNCG, I have gained extensive experience with change leadership, data informed 2016— decision making, external accreditation review, enrollment management and strategic recruiting initiatives, internal/external program review, IPEDS reporting, Delaware Proficiency reporting, NC System Student Data Mart reporting expectations, Enterprise Resource Planning (ERP), Student Information Systems (SIS) with particular knowledge of Ellucians Banner products, new academic program development, policy analysis and development, budget processes, developing entrepreneurial revenue streams, mentoring of faculty through all levels of review, leading workshops on annual review and promotion and tenure processes, hiring and retaining excellent and diverse faculty, and coordinating institutional support for the development of interdisciplinary programs. New and ongoing assignments include Chairing the Associate Deans’ Council, the Heads and Chairs Council, and a Task Force for Collaborative Academic Programs. I have leadership roles in many university initiatives: Micro-credentialing including badging, and stackable certificates that may potentially lead to master’s degrees, Undergraduate certificates, eSports, eLearning, Ex-officio Member of University Senate, Enterprise Application Platforms Advisory Board (EAPAC), Core Leadership Team for Integrated Student Success, Web and Mobile Operating Committee (WAMO), Identity Management Governing Board, Data Governance Committee, Research Advisory Council, IDEA Institute, International Programs Advisory Committee, Student Enrollment Processes Committee (SEPC), and Covid-response (along with many others) to continue campus operations in a responsible and safe manner. I also served on the Enrollment Management Datal Analyst search and am currently serving on the search for the Associate Vice Chancellor of Enrollment Management. DEAN OF THE GRADUATE SCHOOL As Dean of the Graduate School, I am tasked with institution-wide leadership, development, and oversight of all areas of graduate education and graduate student scholarship for eight colleges and schools. I also serve as the Academic Dean for the Interdisciplinary Programs housed in the Graduate School, which includes tenured, tenure-line, and fixed-term faculty. Additional responsibilities include strategic planning, fiscal management, personnel development, data analytics, graduate enrollment management, graduate admissions and retention, international student recruitment, marketing, website, new degree or certificate programs, enrolled student records, managing and awarding institutional fellowships and tuition support awards, developing and enforcing academic policies, professional development, and other co-curricular enhancements. New initiatives this year include: • Development and publication of Financial Workbooks to provide transparency and accuracy throughout the recruitment cycle and to promote a better understanding of the need to consider program progress as part of the funding paradigm. • Faculty Grants for creating more inclusive graduate courses. • Mentoring program for doctoral students. • Develop Graduate Student Writing Fellows Program STRATEGIC INITIATIVES AND ACCOMPLISHMENTS IN DUAL ROLE • Achieved overall graduate enrollment growth of 11.7% over 5 years. o 33% to 36% increase in students identifying as non-white. o 20% increase in international graduate enrollment. o Fall 2020 enrolled our largest graduate class ever. • Faculty Grant Program for Creating Inclusive Graduate Courses • Established an entrepreneurial SEVIS-recognized international pathway. This program has been financially solvent from year-one and is projected to provide $350,000 in new resources for graduate assistantships by year four. • Developed and successfully launched the Minerva Scholars Program; designed to recruit and yield top doctoral talent. • Facilitated the launch of two new PhD programs with a third one pending approval, three new master’s programs, and revitalization of an MS in Applied Sports Psychology. • Improved the perception of the Graduate School from an adversarial gate keeper to a collaborative capacity builder. • Developed a strategic plan based on seven critical needs: 1) Financial Support, 2) Communication Plans, 3) The Applicant Experience, 4) New Programs and Re-Branding of Current Programs, 5) Yield, 6) Retention, and 7) Alumni/Development Engagement. • Implemented new technology platforms to modernize graduate recruitment, admissions, advising, curriculum and catalog management, and faculty evaluation. • Developed strategic marketing plan embracing brand management, market research, social media campaigns, event marketing, distributions channels, and personal outreach into new markets. • Examined all academic policies related to graduate education in order to modernize, accommodate documented program needs, and allow for more attention to inclusion and diversity. • Created an innovative system of graduate student funding to provide more flexibility to attract and retain top-quality graduate students. • Created and launched fully-automated process for managing graduate financial awards. • Grew the number of accelerated master’s degree and worked with undergraduate admissions to incorporate this potential into their recruiting strategies. • Implemented a separate doctoral hooding ceremony as part of commencement activities. 2013-2016 ASSOCIATE DEAN. THE SCHOOL OF MUSIC, THEATRE AND DANCE, THE UNIVERSITY OF NORTH CAROLINA GREENSBORO Maintain a faculty appointment as Professor of Clarinet. Oversight of Academic Programs, Faculty Workload, Promotion & Tenure Procedures, Faculty Mentoring, and Delaware Productivity Data. Supervisor for Advising and Student Success, UNCG Auditorium, Instructional Technology Consultant, Graduate Assistantship Funding, Budget, Strategic Communications, Research and Community Engagement, and Data Analytics. Kelly J Burke | Page 2 STRATEGIC INITIATIVES AND ACCOMPLISHMENTS AS ASSOCIATE DEAN • Developed new academic programs: BA and Minor in Arts Administration, Minor in Musical Theatre, Graduate Certificates in Music Composition, Music Theory, Musicology, Ethnomusicology, Jazz Studies, and Music Education. • Grew partnership with Triad Stage, a professional theatre company, to provide stronger bridges to the profession through expanded opportunities for UNCG students and faculty. • Organized strategic planning with individual departments and provided leadership in understanding goals, objectives, measures, targets, finding, and action plans. • Established the AiR (Artists in Residence) Program with the Honors College. • Facilitated the formation of the new College of Visual and Performing Arts, established in 2016. • Provided analytics and forecasting for all data-driven decisions such as student credit hour production, finances, student demographics, retention and persistence, and graduate rates. • Led a transparent process to guide the SMTD through a 12% budget cut. • Developed equitable workload guidelines for faculty. • Increased number of international experiences for SMTD students including academic articulation agreements with Guandong Ocean University in China and several short-term international experiences. • Facilitated development of a highly-successful and entrepreneurial Summer Instrument Repair Camp. • Developed Box Office Partnership with a local professional theatre company to address needs after a budget cut forced the closure of the University Box Office. • Participated in the launch of new school-wide initiatives such and the Outstanding Alumni Recognition Dinner, Arts Summit Greensboro, and the External Advisory Board. 2006-2013 HEAD, THE DEPARTMENT OF MUSIC PERFORMANCE, THE UNIVERSITY OF NORTH CAROLINA GREENSBORO SCHOOL OF MUSIC THEATRE AND DANCE Administrative and fiduciary responsibility for a diverse group of 37 full-time faculty and various numbers of part-time faculty. Significant experience with program assessment, faculty promotion & tenure, faculty mentoring, faculty recruitment, faculty workload, and annual productivity benchmarks for scholarship and creative activities, enrollment management, program marketing, undergraduate scholarship program, graduate assistantship program, and curriculum Title Change Due to Restructuring CHAIR, THE DEPARTMENT OF INSTRUMENTAL STUDIES (2006 – 2010) 2001-2006 ARTISTIC DIRECTOR, UNCG ARTIST FACULTY CHAMBER SERIES Responsible
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