About Rider University
A long-established institution in Lawrenceville, New Jersey, Rider University is ideally situated between Philadelphia and New York City. U.S. News & World Report ranks Rider 35th in Regional Universities North; 11th in Best Value; and 12th in Best Colleges for Veterans within their ranking group. Princeton Review ranks Rider as “A Best 390 College” nationally.
Building on its strong base of almost 200 full time faculty – more than 94 percent of whom hold a doctorate or the highest credential in their field and 22 of whom have been selected as Fulbright scholars – and a student/faculty ratio of 12:1, the University prides itself on its strong reputation as an institution that follows the teacher-scholar model. Rider offers over 60 undergraduate majors and over 40 graduate degrees and certificate programs in business, education, liberal arts, sciences, music, performing arts, counseling, human services, and leadership. Even before they graduate, students actively participate in the world of work with 100 percent of four-year Rider students completing at least two high impact engaged learning experiences prior to graduation. Nine in ten Rider graduates are employed, in graduate school, volunteering, or in the military within one year of graduation.
Rider offers 21 National Collegiate Athletic Association (NCAA) Division I sports and holds membership in the Eastern College Athletic Conference (ECAC) and the Metro Atlantic Athletic Association (MAAC). Rider's field hockey team competes in the Northeast Conference (NEC) while Rider's wrestling team competes in the Mid-American Conference (MAC).
Rider University is an accredited institution and a member of the Middle States Commission on Higher Education (MSCHE), www.msche.org. Rider University's accreditation status is Accreditation Reaffirmed. The Commission's most recent action on the institution's accreditation status on June 21, 2018 was to reaffirm accreditation.
More information on the University is available on its website: www.rider.edu.
The Role of the President
Rider University seeks a dynamic and visionary leader to serve as its eighth President and invites nominations for and expressions of interest in the position. The University seeks an innovative and engaging President who possesses the ability and experience to build and articulate a comprehensive unifying vision among all constituents and develop strategies to meet the challenges the University and higher education face in the 21st century. The successful candidate will succeed Dr. Gregory G. Dell’Omo, who will retire in July 2025 following nearly a decade of service.
The President of Rider University is the chief executive officer who reports to the Board of Trustees and acts in accordance with the policies and by-laws of the University. The President is expected to be a strategic and earnest leader who fosters a dynamic academic community with vision and commitment.
Agenda for Leadership, Opportunities and Challenges
Rider University has built and sustains high-quality academic programs with a caring, student-focused culture, and a tradition of innovation and collaboration that will be central to the next President’s success. Over the near term, Rider will need to address the challenges and take advantage of the opportunities resulting from the rapidly evolving higher education landscape, as it seeks to define the role and identity of a dynamic 21st century comprehensive university. Listed below are challenges and opportunities that will face the new President.
Establishing a Shared Strategic Vision. Rider University is a community committed to further enhancing its programs and achieving a strengthened economic future. The new President must provide innovative and energetic leadership and be an inspiring collaborator who can bring multiple constituencies together to execute a collective vision. The President will work with the Board and all University stakeholders, focusing on the University’s current strengths, to build a sustainable model for the future. By modeling and encouraging transparent decision-making, the President will promote trust and cultivate the spirit of mutual respect that is fundamental to the University’s identity.
Strengthening the Essential Partnership. Rider University’s faculty and staff are dedicated to the University’s mission and understand the value of teamwork in serving students. The viewpoints of faculty and staff are expressed through respective organizations, including strong AAUP and AFSCME bargaining units. As the University and its workforce evolves, it will be important to develop a workplace culture of mutual respect, appreciation and accountability. The next President will work to strengthen relationships with faculty and staff and to harness the power of common interests and collaborative work to effectively address the financial realities that face higher education and Rider University.
Financial Realities. Rider University has faced the realities of demographic challenges, a national debate on the value of higher education, heightened competition from lower-cost institutions (both in-state and outside of New Jersey), and a robust job market which further decreases the college-going pool of students. These factors, along with increased costs and other pressures will require the next President to be a strategic problem solver who continues a data-driven approach to budgeting and encourages creative operational models within a tight budget framework. The President will need to make important decisions regarding the future of the University, based on sound data, to ensure its future success. Decisions that are cost focused and growth oriented will be essential for the next evolution of Rider, including the necessary diversification of revenue streams through effective enrollment strategies and the crucial supports needed for optimal student retention. The successful candidate will need to demonstrate strong financial acumen and leadership in developing the optimal plan for Rider.
Executive Leadership and Team Building. The next President will have an opportunity to work with a strong senior leadership team, as well as an engaged Board of Trustees. Both groups will work to support and enhance the vision and plan of the next President. A willingness to learn from the past while charting a new future, with urgency, is vital. Providing leadership for the team and continuing to work with the Board will be key to the success of the President.
Resource Development and Strengthening Relations with Alumni. Rider has invested in programs and facilities during the last decade, offering students a robust education in outstanding facilities, but fiscal challenges remain. Key priorities for the next several years will include an ongoing commitment to fundraising, endowment growth, strategic investment management, easing tuition-dependency, and disciplined spending. Rider University’s alumni are extremely supportive of the University; however, more can be done to increase alumni engagement. The next President must build new resources by working with a committed alumni network, investing considerable effort in seeking their financial support, and by seeking the support of corporate donors, and other friends of the University. The University’s commitment to the future is in part dependent upon the support of past students.
Capital Planning for Continued Enrollment Growth. In its current comprehensive campaign nearing $100 million, the University has been aggressively cultivating contributions from significant donors for campus improvements, scholarships and endowment. These are key areas that will support the University’s forward-looking trajectory and meet the needs of current and future students.
Academic Program Development. For continued viability, Rider will need to sustain its focus on relevant and academically strong programs, effective marketing and branding, strong admissions with institutionally affordable discount rates, and higher retention rates. The new President will need to provide leadership on all these interlocking issues. Emphasis on exploring additional opportunities at the graduate level, in areas of continuing education, and in meeting the needs of the post-pandemic student will be vital.
Advancing Diversity, Equity, Inclusion, and Belonging (DEIB). Rider University has a historic commitment to DEIB and seeks significant ways to strengthen the environment on campus. The next President will be deeply committed to fostering and supporting an inclusive, culturally competent community where students, faculty, and staff alike can thrive and find meaningful belonging. The President will demonstrate this commitment by inviting dialogue, actively listening, cultivating a growth mindset, respecting those with different views, being informed by data, and understanding that the work is ongoing and ever evolving.
Raising the Profile of the University. Rider University operates in a highly competitive marketplace. As Rider’s primary ambassador, the next President will enthusiastically communicate key elements of the University’s storied past, exciting present, and promising future to a range of audiences. The President’s role will be crucial in defining and communicating the University’s strengths, while raising its regional, national, and international profile among students and their families, friends of the university, alumni, and donors.
Contact Information
This is a full-time position that will be performed on site in New Jersey. Salary commensurate with experience with a generous benefits package.
Review of candidates will begin immediately and will continue until the position is filled. Application materials should include a letter describing the candidate’s interest in and qualifications for the position and a curriculum vitae and/or resume.
For best consideration, please submit your materials using the DSG candidate portal.
For more information on Rider University and its programs, please consult its website: www.rider.edu. Rider University is an Equal Opportunity/Affirmative Action employer dedicated to excellence through diversity and does not discriminate on the basis of age, race, color, religion, national origin, sex, sexual orientation, gender, gender identity, handicap/disability, Vietnam-era/disabled veteran status, or any other non-job related criteria.