Presidential Search

Presidential Profile

The Mayland Community College Board of Trustees invites applications for the position of President of Mayland Community College.

About the College

In February of 1970, upon recommendations from the State Board of Education and then-Governor Robert W. Scott, the North Carolina General Assembly chartered Mayland Technical Institute (MTI).  Beginning operations in the Fall of 1971 in a three-county service delivery area that included Mitchell, Avery and Yancey County, MTI offered its first non-credit continuing education and literacy courses to students. The following Fall, the Institute added four new curriculum programs. Over the next eighteen years, MTI quickly evolved, first into a Technical College, then to  present day Mayland Community College (MCC). As a result of consistently strong Board governance and long-tenured executive leadership, accompanied by significant investments made by local, state, and federal sources, the College expanded its footprint,  presence, and impact throughout the communities it was established to serve. This expansion included the construction of new instructional facilities and student spaces, the addition of relevant education and training programs therein, and the establishment of a beneficial and generous Foundation.  In addition to the Main Campus on the Mitchell – Avery County line, the expansion also included the initial establishment, and more recently replacement, of Learning Centers in  both Newland (Avery County) and Burnsville (Yancey County) to address the learning needs of all students, and to meet business and  industry requirements for skilled employees.  For over five decades, MCC has stepped forward to meet the post-secondary education, skills credentialing, and economic and workforce development demands of Northwest North Carolina. By providing access to affordable credit and non-credit programs that enable individuals to earn certificates, certifications, diplomas, and/or associate degrees; and fostering opportunities to obtain transferrable college credits to four-year institutions to complete additional credentials; the College has improved the lives of students and their families throughout its three counties and the region. In pursuit of this predominate work, the college is accredited by the Southern Association of Colleges and Schools Commission on Colleges (SACSCOC). MCC is presently in a process of preparation for peer review for reaffirmation of its accreditation in 2025. Consistent with its current accreditation at approved degree levels, MCC delivers access to over forty (40) degree, diploma, and certificate programs; has established numerous transfer partnership connections with public and private baccalaureate degree-granting institutions; provides relevant workforce development courses and training programs that facilitate employment with or advancement in high-demand occupations;  and offers student support resources and career guidance services to illuminate pathways to student success. The 2024-25 budgeted enrollment at MCC is 1,233 FTE, with an estimated unduplicated headcount of approximately 3,600. The combined population of the Mayland service delivery area is approximately 50,650. The compliment of senior leadership, well-credentialed and accomplished faculty, and dedicated professional staff includes approximately 178 full and part-time employees. The total State funding allotment for 2024-25 is approximately $9.5 million. In addition, the College receives approximately $2.0 million in grant funding.

The Mitchell Campus of MCC is located in Spruce Pine. The campus is a centralized, comprehensive assembly of good Board governance and accomplished executive leadership; strong academic instruction and skills training programs in multiple, high-demand occupations, along with significant transfer opportunities to baccalaureate degree granting institutions; student engagement and underpinning with access to crucial support systems; workforce development and continuing education courses that promote career advancement; and flexible delivery modes that meet student requirements. The campus sits within a beautiful mountain setting, and takes immense pride in its community-minded programming, affordability, and regional and multi-state partnerships created for the benefit of students. Located throughout the Spruce Pine campus are facilities that house adult learning, student gathering spaces, and classrooms and labs dedicated to the delivery of exceptional health sciences, applied science, business, technology, public service, and trades courses and programs of study. In addition, the Mayland Early College High School is also located on the Main Campus. 

In  addition to the Mitchell Campus,  the college also has several other convenient locations within the three-county area to facilitate and meet student career aspirations, enable them to achieve their educational and personal goals, provide access to workforce preparation training for employment opportunities, and to obtain literacy skills. The Avery Learning Center in Newland serves students throughout Avery County and the surrounding area. The Avery Center provides instruction that enables students to obtain employable skills, earn adult high school (AHS) credits, and engage in personal enrichment programs. Programs offered at the Center include trades programs in Heating and Air Conditioning, Carpentry, Electrical Technician, and Plumbing; a Nurse Aide program that leads to a marketable credential; and access to personal skills and enrichment classes.

The Yancey Learning Center / Anspach Advanced Manufacturing School is located in Burnsville, and serves both a local and regional population. The Learning Center and Anspach School offer a substantial compliment of two-year degree and pre-college programs, short term certifications, and personal improvement classes - all in one location. Programs of study and courses of instruction include Nursing Assistant, Electrocardiogram Technology, Basic Emergency Medical Technician, Nursing Assistant, and other high-demand Health Sciences programs; Machining Certifications, Robotics, Mechatronics, and Welding programs that serve business and industry in the Applied Sciences and Engineering Technology areas;  and other courses of interest. 

The College also plays a significant role with regard to delivering educational and vocational programming to incarcerated individuals in the North Carolina Correctional System. Mayland delivers these services at the Avery-Mitchell Correctional Institution. While education and training has been disrupted as the result of a natural disaster in the Fall of 2024, the resumption of services to offenders will be important to both the College and to this medium security institution.

The College has also created, and continues to grow, unique enterprise operations that serve as learning labs for students; provide community access to activities that enrich lives and promote distinctive adult and youth experiences; bring tourists to and stimulate economic activity within the area; and provide healthy programs for local residents. These operations include the Three Peaks Enrichment Center, Blue Ridge Boutique Hotel, Cosmetic Arts Center, Resource Center for Entrepreneurs, Earth to Sky Park, and the Bare Dark Sky Observatory. Atypical of a community college of its size, The Board, President, Faculty, Staff and funding partners of Mayland have nevertheless stepped up and into fulfilling their mission to serve the best interests of students and the community by providing these innovative opportunities. The next leader of MCC will have the opportunity to examine and continue this activities.

The mission of Mayland Community College is set forth in its Mission Statement:  “Mayland Community College promotes individual, community, and economic growth by providing affordable, high quality and easily accessible lifelong learning.” The college pursues its mission by enthusiastically acknowledging and completely embracing its role as the leading  community partner in everything it undertakes. MCC  further expresses its commitment  through its Vision Statement, wherein it pledges “To be a dynamic community partner by attracting and retaining both working and retirement-age residents by providing exceptional and innovative workforce and entrepreneurial education, broadening cultural opportunities, and advancing the quality of life.” Furthermore, the College’s mission and vision are guided by three core values. These values include Community, Excellence, and Opportunity.  The values are boldly restated in three accompanying statements. With regard to Community, “MCC will be a driving force in developing the economy of the communities we serve.” In terms of Excellence, “MCC will strive for excellence in the development of a quality workforce that meets the needs of business and industry.” Finally, as it relates to Opportunity, “MCC will assist our citizens in getting the education necessary to improve their quality of life.” The College accentuates its values by enumerating activities through which it will hold itself accountable for attainment of its mission, seen through the lens of its vision statement. In other words, the governance, leadership, faculty, and staff of MCC commit their talents and efforts to serving all people within the three-county community they are chartered to serve. 

The College currently operates under guidance from the Mayland Community College 2020-2025 Strategic Plan. The plan includes eight ambitious goals, including intentional strategies and measurable outcomes to fulfill the attainment thereof. The goals include increasing budget FTE and retention rates; improving performance metrics; enhancing faculty and staff recruitment, retention and professional development; strengthening public school partnerships; utilizing multiple approaches to increase student engagement and involvement; strengthening security access to campus facilities and areas; enhancing economic development through educational and enterprise programs and facilities; and expanding multi-cultural and diversity opportunities. The plan also identifies the resources required, with regard to equipment, personnel, and facilities, to successfully accomplish the goals. The next President of MCC will have an opportunity to collaborate with the Board, College employees, and members of the three-county community to assess the results of the current and lead development of a new Strategic Plan. 

The mission of providing high-quality learning can be fulfilled only through the dedication of committed academic leadership and an accomplished faculty. Through its academic leadership, and a practice of shared governance within the academic structure, MCC organizes its educational programs into units. The units include Arts and Sciences, Health Sciences, and Career Technologies. In addition, the college places an emphasis on making distance education programming available. Instruction and training is also focused upon basic skills, customized training, and correctional institution programming. As noted, programming is developed and delivered within the framework of community needs. Examples of programs that reflect both student interests and community needs include nursing, medical assisting, pharmacy technology, and other health care provider occupations;  engineering technology and computer technologies; electronics engineering and skilled trades; teacher preparation, business administration, emergency services (criminal justice, EMS, BLET), and human services. Mayland also provides  assistance to students who desire to transfer   in a variety of majors to four-year university partners. As evidence of PCC’s comprehensive academic program offerings, the institution also holds the following individual program approvals:

           North Carolina Board of Nursing

·       Associate Degree Nursing

North Carolina Office of Emergency Medical Services

·       Emergency Medical Technician

North Carolina Board of Massage and Bodywork Therapy

·       Therapeutic Massage

Pharmacy Technician Certification Program

·       Pharmacy Technician Program

National Health Career Association

·       Electronic Health Records Specialist

Association of Nutrition and Foodservice Professionals

·       Nutritional Dietary Manager

Manufacturing Skills Standards Council

·       Certified Production Technician

National Center for Construction Education and Research

·       Programs Include:  Carpentry, Electrician, Heating / Ventilation / Air-Conditioning, Masonry Programs

North Carolina Criminal Justice Education and Training Standards Commission

·       Basic Law Enforcement Training (Certificate)

North Carolina State Bar Board of Paralegal Certification

·       Paralegal Studies

North Carolina Real Estate Board

·       Real Estate Pre-licensing Program

           North Carolina Licensing Board for General Contractors

·       General Contractor License Renewal

North Carolina State Board of Cosmetic Arts

·       Cosmetology

As a member institution of the NCCCS, Mayland Community College participates fully in the North Carolina Comprehensive Articulation Agreement (CAA). The CAA is a statewide agreement governing the transfer of credits between NCCCS community colleges and North Carolina’s public universities. This agreement is designed to promote the transfer of students from the NCCCS to one or more of the seventeen-member institutions of the University of North Carolina System (UNC System). In addition to the CAA, MCC is also proud to have established individual program agreements with a number of public and private institutions within and outside the State. The partnership agreements with four-year institutions facilitate acceptance of an MCC - delivered Associate in Applied Science (AAS) program for transfer, or an agreement to accept specified, otherwise non-transferrable courses. The MCC partnership agreements include public institutions such as Appalachian State University (ASU), East Carolina University, UNC – Charlotte, and Western Carolina University in North Carolina, and with East Tennessee State University (ETSU). Furthermore, MCC also has agreements with private institutions, including Gardner-Webb University, Lees-McRae College, Lenoir-Rhyne University, Mars Hill University, Montreat College, and Milligan University (Tennessee). Recently (2024), MCC launched a “Guaranteed Transfer Program” with ASU,  and a new “Articulation Agreement” with ETSU that provides a seamless pathway for MCC students to transfer their AAS degree in Human Services Technology. Examples of program or course agreements for MCC graduates include nursing, engineering technology, industrial technology, computer science,  information technology, business administration and business management, criminal justice, telecommunication technology, human services, and social work. These valuable academic partnerships and relationships  established by the College clear the way for MCC graduates to experience smooth transitions for baccalaureate degree completion at regional, statewide, and inter-state institutions. 

As identified in the College’s Mission, Vision and Values Statements, there is a bona fide institutional commitment to support economic growth, innovative workforce development, and entrepreneurial education. In fact, the College pledges to strive for excellence in the development of the workforce by offering quality credit and non-credit programs delivered by exceptional faculty, and to intentionally serve as an economic driver for business and industry. The actualization of this commitment by the institution is reflected in the organizational structure of the “Workforce Development and Continuing Education” Division – an executive-level area of focus that includes the President, an Associate Vice President, and a leadership presence at the Main Campus and each of the Learning Centers. MCC produces and widely distributes information to students and potential students that identifies opportunities for access to affordable marketable credentials, and to acquire new and renew existing occupational licenses. The College has established extensive offerings in state and national credentialing programs in healthcare occupations, industrial production, and manufacturing. With regard to career and professional development, MCC offers blacksmithing and welding courses; health sciences programs; stackable credentials; and business, career and technology programs. Other workforce and continuing education training services and activities include the Small Business Center for local business owners and entrepreneurs, and a Customized Training program for industry. The College works diligently to keep programs, courses, and activities affordable, fee-waived where permissible, and gratis with regard to Small Business Center services. There are also internship opportunities and scholarships available for tuition and fee assistance. The next President will have additional opportunities to expand upon this amalgam of services that the institution provides to students, local businesses, and industry. 

The College recognizes the importance of and welcomes the opportunity to partner  with students enrolled in the three area high schools, in private schools, and in-home schools.  Evidence of MCC’s relationships with these students is found within the “High Schools Programs and Partnerships” program offered by and through the institution. The College’s partnerships and programs enable qualified high school-level juniors and seniors to earn college credit. The earned college credit is applicable toward meeting high school graduation requirements, as well as credit toward completion of an Associate Degree at Mayland Community College, or for transfer to one of its partner baccalaureate-degree granting institutions. Multiple offerings extended to high school-level students are provided through MCC’s Career and College Promise Program, the Mayland Early College High School on the Main Campus, and through the College’s Career Pathways Program. The advantages to students and their families of these offerings include savings in the cost of post-secondary education; creating a time-to-completion and flexibility advantage by accumulating college credits, a degree, or certification prior to graduation from high school; and facilitating a smooth transition into the rigors of college-level education and training. Multiple modes, settings, and offerings provided by the college through its high schools programs for public, private, and home school students reflect the institution’s intention to engage with them in every way possible to further their educational success. 

Sustaining the operations of a comprehensive higher education institution like Mayland would not be possible without generous support from the County Commissioners in Mitchell, Avery, and Yancey Counties, and the Mayland  Community College Foundation. For over fifty years, the County Commissioners have provided continuing support for the operations and maintenance of the institution. In addition, the Commissioners have provided millions of dollars for facility construction and renovation. As further testament to the financial support provided to the College, the Mayland Technical College Foundation, now known as the MCC Foundation (Foundation), was  established in 1982. Over the past forty-plus years, the Foundation has generated support for the institution’s physical and capital development, and for student support in the form of scholarships and special assistance. The MCC Foundation Annual Fund, governed by a Board of Directors, identifies and funds projects of importance to the College. One special program  funded by the Foundation is the Mayland Promise Scholarship. This scholarship is available to high school graduates within the service-delivery area that have completed a minimum of sixteen credit hours in the Career and College Promise Program (CCP). The Mayland Promise Scholarship covers both tuition and fees, for a maximum of up to two years, for completion of an Associate Degree in Applied Engineering. 

The Role of the President

The President of Mayland Community College is employed by and is responsible to the Board of Trustees. The Board is guided by the “Principle of Shared Governance” in executing its governance responsibilities, fulfilling its fiduciary duties, and in its professional relationship with the President. The President is charged by the Board with full responsibility and authority for operation of the College, pursuant to and consistent with Federal Code and North Carolina General Statutes; the State Board of Community College Code (SBCC Code), including all policies, rules and regulations therein; SACSCOC Principles of Accreditation; Board of Trustee policies; and  sound educational practices. In this capacity, either when directed by the Board or when required by changes in law, regulations, or when deemed in the best interest of the College or its students, the President drafts and proposes new policies, and/or amendments to existing policy, for Board consideration. During the development of new policy, the President shall consider, and when appropriate, solicit thoughtful participation and input from faculty, staff, students and members of the community. Once approved by the Board, the President has  full responsibility and authority for implementing policies adopted by the Board, sufficient for effective operation of the institution. The Board has further authorized the President to develop and implement administrative procedures and rules in furtherance of and consistent with Board policies. In carrying out these responsibilities and authorities, consistent with and reflecting the Principles of Shared Governance, the President regularly provides transparent counsel, guidance, and analysis to the Board with regard to emerging policy issues; trends in higher education programs and practices; operational risks and threats to the College; fiscal, budgetary, and capital needs of the institution; and challenges and opportunities that require Board consideration, discussion, and potential policy enactment, or amendment thereto.

The President is assigned responsibility by the Board to provide for the distribution of approved resources to ensure effective fulfillment of the College’s mission, goals, and priorities, and accomplishment of the Strategic Plan. In meeting this responsibility, the Board expects the President, utilizing a collegial approach, to guide institutional effectiveness and goal-setting processes that ensure that MCC meets the requirements of accrediting and approving bodies related to sound educational programming, effective student services, and successful management of and continuous improvements to the institution. With regard to resources available to MCC, notwithstanding local, state, and federal resources, the Board directs the President to work with and through, and oversee the management of, the MCC Foundation Board to ensure fiscal accountability for acceptance and receipt of gifts, donations, bequests, and expenditure of private funds for the benefit of students and the College.

The Board has delegated to the President matters related to College personnel, including the organizational structure, and has granted to the President authority to select and hire employees. The President may also determine the titles, duties, and responsibilities of all college personnel, and develop procedures to establish workloads, consistent with Board policy. Furthermore, the Board has authorized the President to establish and implement a program of professional development for all employees. While the Board has the responsibility to approve all new associate degree, diploma and certificate programs, the President should develop and bring forward new and revised educational programs and services, consistent and in conformity with SACSCOC and SBCC Code, that are educationally sound and fiscally feasible, and that meet the education and training needs of students throughout the three-county area served by MCC. 

The President has the principal role of representing the interests of the College and its students outside the physical boundaries of the institution. The President of MCC becomes the face of the institution as it relates to local, regional, state, and national elected and appointed officials; to existing and prospective businesses and industries; to secondary and higher education partners; to friends and benefactors of the institution and Foundation; to community, civic and, cultural organizations; and most importantly to adult learners, potential students, and their families. The President’s interactions with these individuals, groups and organizations is critical in establishing new and nurturing existing relationships and partnerships with the College, encouraging and securing public and private investments, and serve as opportunities to build trust with other beneficial entities.   

Opportunities and Challenges

The next President of Mayland Community College will lead an institution that is not only proud of its five decades of service to the residents of Western North Carolina, but one that has been governed by committed Board members, and administered and operated by executive leadership that had a vision for growth, a passion for student support and success, a commitment to serving the community, and was driven by innovative, entrepreneurial economic and workforce development opportunities. The College’s mission statement has paved a pathway for meeting the education and training needs of students, and connecting them with employment opportunities across the region. Consistent with MCC’s values, the President must create and sustain momentum for meeting the workforce preparedness requirements of businesses and industries, supporting the personal enrichment and professional development of individuals throughout the service area, and improving the lives of students and their families.  As such, the next President will have opportunities, in partnership with the Board, MCC employees, and communities within the three counties, to explore new education and training possibilities for emerging occupations; strengthening partnerships with the local business community for innovative workforce development programs; and encouraging new financial investments by external funding sources that include philanthropic organizations, governmental entities, and  community members willing to provide additional support to the institution.

The Board Search Committee provided access to a survey instrument to College employees and community members to gather input about the future of the college. The purpose of the surveys was to enable employees and community members to express their views about the opportunities and challenges that the college faces over a three to five-year period. The following items are seen by the Board, College employees and community as opportunities and challenges that are before the institution: 

·      Educational Opportunity, Student Engagement, and Improving the Quality of Life  

Mayland Community College is the leading higher education institution throughout the three-county region it serves. It’s commitment to deliver educational opportunity, provide a connection to and with traditional and non-traditional students, and improving the quality of life for both them, their family, and the community is reflected not only in the College’s mission, vision, and values, but is also embodied in the devotion of faculty and staff in advancing education and career goal attainment and student success. According to the Office of State Budget and management, the three-county service area has an average poverty rate of approximately 17 percent, which makes the work with Mayland CC’s students even more important. While the service area and region was negatively impacted by the effects of Hurricane Helene, the resolve of the institution’s employees to restore access to teaching and training and the resumption of student engagement and support was unprecedented in College history. In fact, the most significant challenge expressed by the faculty, staff, and the community in this Search process, which is also seen as a critical opportunity, is to address the retention of existing and enrollment of new students, and to focus upon meeting their educational and personal needs. The next President of MCC will need to work closely with the Board, Faculty, Staff, community, and its educational partners to increase the on-campus student population, meet students where they are in their journey, address their transfer possibilities, and to successfully meet employability requirements. Such important work demonstrates that Mayland is the pathway to improving the quality of life for all students, including those that are first-generation, often lifting many individuals from poverty to prosperity.

·      The Workforce, Economic Development, and Engagement with Business and Industry  

Following closely behind the need to increase student participation and engagement is another challenge and opportunity for the College to expand its focus upon both workforce and economic development, especially as it relates to engagement with local business and industry. In fulfillment of Mayland’s pledge to support economic growth, deliver innovative program approaches to meet the needs of business and industry, and expand entrepreneurial enterprises, there is more that can be accomplished in this area. MCC is the preponderate provider of services that align academic programming and certifiable skills training with employment throughout the region, evidenced by its individual program approvals in multiple occupations. It is important however that this work include both the expansion of services to existing business and industry partners, and the recruitment of new employers, thereby keeping College completers in the area, There is also a need for building support with long-standing community businesses to meet their needs. Furthermore, there must also be a concentrated effort toward fostering entrepreneurship –  whether it lies within the College’s current enterprise operations or fostering a small business incubation program to establish and support new businesses. The next President must connect with dedicated faculty and  professional staff to link instructional programming with economic development, have a laser-focus upon growing high-demand employment sectors, and continue the College’s role as a driving force in and principal provider of skilled labor for the service area’s workforce. 

·      Recruitment, Support, and Retention  of College Employees 

Mayland Community College has a legacy of being staffed by individuals who put the needs of students first in their service to communities throughout Mitchell, Avery and Yancey Counties. These individuals have recognized that the vitality and sustainability of Northwest North Carolina depends upon the institution’s ability to become engaged with both traditional and non-traditional learners, address both their financial and employment requirements, and enable them to fulfill their transfer, further education, or occupational goals. MCC employees desire to be respected for their efforts, be trusted that they can navigate the difficulties faced by students, and be supported – both professionally and financially – for their talents and successful efforts. The next President should respect the difficulties employees encounter in improving the lives of students and the communities they live and work in, should strive to maintain a positive culture within the workplace, and explore recruitment and retention strategies to maintain the cadre of people that serve to fulfill the mission of the College. 

·      Academic Programing and Professional Skills Credentials

The fourth, and perhaps most important challenge and opportunity expressed by the Mayland CC community, one that is also captured in the College’s mission, vision, values, and Strategic Plan, is the development and delivery of rigorous, relevant, high-quality academic programming and skills credential offerings. In order to successfully recruit  and engage with high school students;  students who desire to successfully transfer to a baccalaureate degree granting institution upon completion at Mayland; with post- secondary students trying to connect education with employment; or with individuals dislocated from their jobs or that seek mid-career changes; the institution must develop new academic programs and just-in-time skills-training opportunities. This includes  stronger high school, private school, and home school connections and partnerships; more face-to-face, in-person offerings; the expansion of short-term credentialing; accommodating working adults; and establishing links between academic and skills programs, workforce preparation, and employment. This is critical for increasing student enrollment and participation, especially during a period of regional recovery. The next President should be well-versed in these areas, with extensive knowledge of and experience in new program development and accessible, affordable credentialing.  

Ideal Characteristics of the President

Background, Experiences, and Personal Skill Sets

The Mayland Community College Board Search Committee, with  participation and survey input from College employees, community members, and citizens throughout Mitchell, Avery and Yancey Counties, identified the ideal characteristics desired in the next President to address the opportunities and challenges that face the institution. The ideal characteristics include the professional background, array of personal and educational experiences, personality traits, and acquired skills needed to lead the institution going forward, during a time of change in higher education and period of regional recovery. The desired background, experiences and personal skills desired in the next President include:

·      Community Involvement, Relationship Building, and Institutional Commitment 

Within the expanse of rural Western North Carolina, there is a strong sense of community within the culture of those who live, work, and raise their families there. The three counties served by Mayland Community College are proud of their heritage, they support others in times of trial, and perpetuate ties that bind and sustain a good quality of life. The next President must make both a professional and personal commitment to quickly become involved with and present in the community. These commitments will be measured by the level of relationship building, both within and outside the institution, and especially across the three counties. Either knowledge of or a quick study about the culture of the region will also be beneficial in establishing and solidifying  relationships and partnerships. As such, open, frequent, and transparent oral and written communications with the both Board and employees builds trust, confidence, and respect among all internal parties. Furthermore, effective listening skills, providing constructive feedback, and responding in a timely manner  are also important. Externally, connecting with units of local government, and with education, business, and community leaders demonstrates the President’s commitment to developing a much larger community of partnerships that will benefit the institution and its students. The Board seeks a President that will foster goodwill, make the College a gathering place and hub for community events and activities, and in many ways will take the College to the people. Finally, the Board seeks a President who expresses a willingness to remain at the institution for the long-term. 

·      Educational Leadership Experience

Higher education leadership is a both demanding and rewarding experience for qualified and committed professionals. Community College leadership requires an understanding of areas related to  academic programing and skills training; the delivery of student support services; financial acumen in and resource management of local, state, federal, and private funds; economic and workforce development; and facilities management and college operations. Given these multiple areas of expertise, the next President of MCC should be comfortably familiar with and have leadership experience in community colleges. The President must also be flexible in responding to changing dynamics in higher education, and practice shared governance in developing innovative solutions to student and community challenges brought about by the Fall 2024 hurricane. There is an expectation that the President will exert educational leadership, in partnership with the Board, from their professional experiences, with an ability to influence others in a collegial manner, have a capacity to make difficult but informed decisions for the benefit of the College and its students; and accept responsibility for actions taken within their purview. These are the ideal characteristics of an experienced educational leader, as expressed by the Board, College and community.

·      Approachable, Visible, and Personable

As an influential education leader, engaged in and building partnerships and relationships within the community, and as an ambassador and advocate for the College, the next President must be seen by, heard from, willing to listen to, and thereby earn the respect of the Board, employees, community members and leaders, and local business and industry. Therefore, there is an expectation the President will be an approachable, visible, and personable individual, capable of moving easily within all communities in the service area, communicating comfortably with multiple audiences, and embracing the unique identity and culture of Western North Carolina. The President should make others feel comfortable expressing their thoughts and ideas, should be seen across campus by students and employees, and have a personality that is both welcoming and genuine. The President’s presence at community events, governmental meetings, civic organizations, and local employers serves to familiarize county residents with who they are.

·      Innovative, Visionary, and Focused Upon Students

The College has recently experienced an event of nature that was unprecedented at the institution, in the service-delivery area, and throughout Western North Carolina. While the consequences of the event were in many cases devastating, College employees have expressed that this is also a significant opportunity to re-examine and rebuild a stronger, more resilient educational institution. To do so will take good Board governance, hard work by employees, the support of the community and the State, and a President that is innovative, has vision, and is focused upon student success. The next President should be collaborative with the Board and employees in seeking solutions to challenging circumstances; must help build a shared vision for MCC that compliments the rebuilding of the region; and all the while revisit and construct a support structure for students that gets then across the completion line of their educational and/or employment goals. The President, in shared governance with the Board and College, must be able to clearly articulate and advocate for critical financial resources, make organizational refinements in operations that reflect where the College is headed, and seek community input and support to strengthen the College to continue the important work that it must do to restore and advance the quality of life in Mitchell, Avery, and Yancey Counties. 

Qualifications

An earned doctorate from a regionally accredited educational institution and a minimum of ten years of successful senior-level academic and/or administrative experience is preferred. In lieu of an earned doctorate, a candidate must possess a minimal credential of a master’s degree from a regionally accredited institution and a minimum of ten years of successful executive-level administrative, management, or academic leadership. For all candidates, experience in academic programming and skills training, a commitment to student learning, delivery of student support and engaging educational services, knowledge of economic and workforce development, possessing financial and fundraising acumen, and public or private sector enterprise experience is preferred. Candidates must have demonstrated administrative or executive leadership experience in a comprehensive, complex educational setting and/or private organization. Other qualifications include excellent oral and written communication skills, demonstrated leadership experiences, and an ability to build partnerships and relationships throughout the three-county community.

Mayland CC Search Presidential Profile V3.0 1 12 2025