Richard Souvenir, professor and vice provost for strategic initiatives at Temple University, is chairing the search for the university’s vice provost for online and digital learning. As this role fits perfectly into my Featured Gig series—positions at the intersection of learning, technology and organizational change—I am grateful to Richard for agreeing to answer my questions about the opportunity.
Q: What is the university’s mandate behind this role? How does it help align with and advance the university’s strategic priorities?
A: Temple is creating the vice provost for online and digital learning [role] to lead a universitywide transformation in how we design, deliver and scale high-quality, flexible academic programs. This role is central to advancing our strategic plan, Forward with Purpose, particularly around expanding access, improving student success and increasing Temple’s impact in Philadelphia and beyond.
The mandate is not simply to grow online offerings, but to build a coordinated, modern infrastructure for digital education that enables new interdisciplinary programs, supports nontraditional and working learners, and provides flexible pathways into and through Temple.
Q: Where does the role sit in the university structure? How will the person in this role engage with other units and leaders across campus? Is the role in person, hybrid or remote eligible?
A: This position reports to the provost and serves as a key academic and operational leader, working across schools and colleges and in close coordination with enrollment management, marketing, IT and student success.
The vice provost will partner with faculty, staff and administrators to identify and scale high-quality programs, build shared services and engage external partners as needed.
The role is primarily in person to support relationship building and cross-campus coordination, with some flexibility in work arrangements considered as appropriate to support the recruitment of a strong candidate.
Q: What would success look like in one year? Three years? Beyond?
A: In the near term, success means establishing a clear, credible vision for online and digital learning that builds trust with faculty and deans and puts in place the core capabilities needed to move forward in a coordinated way.
Over the longer term, success is reflected in a growing portfolio of high-quality, flexible programs, particularly those that are interdisciplinary and expand access to new student populations. Ideally, success is when digital learning is fully integrated into the academic model such that modality becomes an afterthought, enabling flexible pathways, supporting lifelong engagement with learners and allowing programs to be designed around outcomes, access and impact rather than delivery format.
Q: What kinds of future roles would someone who took this position be prepared for?
A: The experience and skills gained in this role could be useful for a range of senior leadership paths in higher education and related sectors. The position offers the opportunity to lead complex, cross-functional initiatives at the intersection of academic affairs, technology, enrollment strategy and student success.
Through this work, an individual would develop experience in areas such as large-scale organizational change, interdisciplinary program development, partnership management and aligning academic priorities with evolving learner needs. These capabilities are relevant to roles such as provost or other senior academic leadership positions, as well as system-level, multi-institutional or mission-driven organizations focused on innovation in higher education.
Please get in touch if you are conducting a job search at the intersection of learning, technology and organizational change.
