Dr. Tim Nichols

Chairperson, Search Committee for Dean of the

College of Humanities and Sciences

University of Montana

Missoula, MT 59812

Dear Dr. Nichols and Dean Search Committee Members:

I write to express my interest in being considered for the position of Dean of the College of

Humanities and Sciences at the University of Montana. Currently, I am Senior Vice

Chancellor for University Strategy and Performance at the University of Arkansas at Little

Rock, and I have also served as Executive Vice Chancellor and Provost of this institution.

Previously, I held administrative and faculty positions at the University of Mississippi and

the University of Minnesota-Twin Cities. I have also attached a vita for your review that

provides greater detail of my higher education career.

There are several reasons for my interest in the Dean position. First, I share with faculty of

the College of Humanities and Sciences a strong commitment to the teacher-scholar model.

Second, I have accumulated substantial faculty and administrative experiences at research

universities over my career (including service as an academic Dean at the University of

Mississippi) and believe that these diverse experiences could benefit the College. Third, I

hold the Ph.D. in sociology from the University of Cincinnati (as well as a second doctorate

from the University of Pennsylvania) and feel that my credentials, scholarship, and

leadership experiences align well with the College’s faculty, the university’s academic and

outreach missions, and the institution’s strategic direction. Fourth, I have served as an

academic administrator during my career administering many of the same quality programs

and initiatives offered by the College’s academic departments at both the undergraduate

and graduate levels. Finally, I believe that my innovative record of generating real revenue

streams to support academic programs, research centers, and faculty could help the College

of Humanities and Sciences to further build on its established successes and explore the

creation of new ones.

In the remainder of this letter I will detail areas of my professional experiences that have

prepared me well to serve as the next Dean. This discussion extends from my leadership

philosophy and approach to my administrative roles, accomplishments and the necessary

skills that I have accumulated over my career in higher education administration.

Leadership Philosophy: In terms of my administrative leadership philosophy, I believe it is

vital for the new Dean to work collaboratively with the College’s faculty, staff, students,

the city and local community, external stakeholders, as well as the Provost and fellow

Deans, Chairs and faculty. As a senior administrator, my involvement with groups across

V. Burton Letter, Page 2

all operational areas of the institution (including working with and developing

interdisciplinary initiatives with other UM colleges) lends itself to an open and

participatory approach to leadership.

As a strong faculty, student, and College advocate, the ability to interact, listen, and

collaborate are the keys to sustaining and building success for the College of Humanities

and Sciences, and publicly communicating the value of a liberal arts education to

stakeholder groups. In addition, I have worked closely (shared governance) with several

faculty senates, a campus assembly, student organizations, various boards and councils.

University Leadership Experiences: Over my 29 plus years of higher education, as both an

administrator and faculty member, I have accumulated a wide-range of experiences that are

important for serving as the next Dean. In the scope of my work in higher education

administration I have made evidence-based and institution-wide decisions to the benefit of

universities and continue to do so in the scope of my current senior leadership position of

Senior Vice Chancellor for University Strategy and Performance at the University of

Arkansas at Little Rock.

Prior to my current position of Senior Vice Chancellor, I served as Executive Vice

Chancellor and Provost here at the University of Arkansas at Little Rock. When I was

hired as Provost in 2017 by my Chancellor, I was asked to “build academic degree

programs,” “promote world-class research,” and “recruit and retain…high quality and

productive faculty.” Unfortunately, our institution’s enrollment has continued to

experienced massive declines (including the loss of nearly 2,500 students over the last five

years, before I arrived at UA Little Rock) and extreme budgetary deficits. These sharp

enrollment declines have resulted in fiscal year deficits with another estimated substantial

fiscal shortfall. Given these harsh institutional realities, over the past year our university

has eliminated open faculty and staff positions and eliminated adjunct positions. In

addition, the development of new (and needed academic degree programs) was halted.

It was in this context that the Chancellor and I thought it prudent to have me help lead

university efforts to address these extreme financial deficits with him for the UA Little

Rock campus (budgets have been balanced) and also seek to revive our UA Benton Center

which had lost over 62 percent its enrollment over the past several years (to date and of

note, the UA Benton Center posted a 20 percent increase in the number of students taking

classes over last fall). Moving to this much broader institution-wide position (vis-à-vis

being provost), and accepting a new three-year appointment in 2018 to my current senior

leadership positon, allowed me to better utilize my administrative skills and experiences to

help our university in this current and future time of fiscal crisis. Unfortunately, this climate

of continued institutional decline has subsequently led to our Chancellor’s recent departure

and the turnover and departures of other senior officers of the university over the past year

(see https://www.nwaonline.com/news/2019/aug/31/ualr-s-rogerson-abruptly-sets-exit-

2019/). This is also one of the reasons for my pursuit of the leadership opportunity at the

University of Montana.

V. Burton Letter, Page 3

In terms of administrative experiences directly related to serving as Dean, over my career I

have led institution-level strategic planning efforts (as co-chair of a university planning

committee) and conducted strategic planning for an entire graduate school as a Dean to

advance institutions. With budgeting, as Provost I was responsible for the academic budget

at UA Little Rock of approximately $90 million dollars and as a dean at the University of

Mississippi my School’s total budget (from all sources) was nearly $62 million dollars

annually. Earlier in my career as a former associate provost I assisted the campus provost

of Southeast Missouri State University to administer the entire academic affairs budget

(then $51 million dollars). Finally, as a campus Chancellor of UM-Crookston I effectively

administered the institutional budget (then $21 million dollars) to eliminate institutional

budget deficits. As an experienced academic and senior-level administrator I understand

university budgets and have overseen unit, division, and institutional budgets working

under versions of several models, including: performance-based, responsibility-centered,

incremental, activity-based, state funding formula, and mixed.

As for personnel administration, I have accumulated substantial knowledge and experience

at various universities (with very distinct missions) by serving on college-level

tenure/promotion committees, rendering tenure/promotion decisions (as an academic Dean

and faculty member), and making campus-level tenure/promotion decisions as a Provost

and Chancellor. In terms of faculty and staff recruitment, mentoring, and retention, I have

overseen hiring, development, and retention efforts at research universities over my career.

With regard to recent faculty recruitment, in my first year as the Provost at the UA-Little

Rock (prior to our budget and position reductions), I hired 27 tenure-track faculty to our

institution and nearly all of these new faculty came from top-rated doctoral programs.

Moreover, during the five years that I served as an academic Dean at the University of

Mississippi, I hired 29 new tenure track “teacher-scholar” faculty members with excellent

scholarly and teaching credentials into my School’s academic departments (many of these

positions were new tenure track lines created with my School’s excess revenues/profits).

The impact of these hires led to academic program expansion, increased undergraduate and

graduate student enrollments, substantial publishing levels and increased quality impact/

citations of research, and the highest sponsored research grants/contracts funding level in

the history of my School.

Given my senior administrative positions, I have gained the necessary functional knowledge

in a wide-range of areas to effectively serve as the Dean:

conducted academic program review and assessment and developed with faculty

academic program offerings at the undergraduate and graduate levels (including 23

new Ph.D. degree programs at 2 different research universities, many of which were

in traditional liberals arts and sciences disciplines along with a number being

interdisciplinary and in STEM fields)

overseen matters related to research center development and oversight, compliance,

negotiation, technology transfer, center development/administration, and both pre

and post activities. I have also gained considerable experiences with facilities,

equipment, labs, and technology in the sciences and engineering

involved extensively in the areas of fundraising, engaging alums, and working with

advisory groups

V. Burton Letter, Page 4

obtained extensive experience with general education curricula, online education,

overseeing academic programs and scheduling at multi-campus sites, and

distance/off-campus sites to offer educational and research opportunities

participated in (and received) accreditation at the department, school, division, and

institutional levels and worked faculty and staff to maintain (and obtain) licensure,

accreditation, and certification of academic, professional, and clinical programs

worked with both SACS and HLC accreditation over my career

obtained experience with collective bargaining while a Department Head at Ferris

State University where the university’s faculty were represented by the Ferris Faculty

Association (FFA) and also at the University of Minnesota-Crookston as Chancellor several

employee groups were unionized

served as an institution’s NCAA faculty athletics representative as a graduate Dean

earlier in my career and housed many of the University of Mississippi’s athletes in

my School’s departments while Dean

engaged in regional and community economic development activities and

partnering initiatives in both the profit and non-profit sectors

as a graduate Dean, I was also responsible for the university’s International

Programs Office and its initiatives

as an academic Dean I oversaw my School’s academic departments’ work with

liberal arts (and sciences) units, as our majors most frequently looked to arts and

sciences disciplines as second majors and declared minors

effectively worked in a university “system” of institutions at the University of

Minnesota-Twin Cities with its five campuses and outreach centers across the state

and currently work in the University of Arkansas System of universities at UA

Little Rock

Record of Accomplishment: I believe that my administrative record also reveals a consistent

pattern of accomplishment in areas necessary for successfully serving as Dean. Moreover,

I do believe that my record of accomplishments, knowledge, and direct experiences in the

areas of increasing student enrollment and retention would benefit the College of

Humanities and Sciences as it encounters both opportunities and challenges in the coming

years. For instance, where I have had enrollment responsibilities, I have increased

enrollments (often substantially) and increased student retention rates by creating programs

and funding initiatives. For example, I have created learning communities, undergraduate

signature experiences, new advising offices, academic/social support counselor positions,

and offices for undergraduates by obtaining funding, and graduate student recruitment

consortiums in my academic administrative career. These efforts not only worked to

increase enrollments and retention, but also enhanced the student experience at institutions

I have previously served, and are consistent with serving as Dean and “support(ing) UM’s

mission of providing a high quality and accessible education.”

Generating Revenue: In my time as an academic administrator, I have learned that the

effectiveness of a College is dependent upon the talent and vitality of its people and

programs. Thus, as a former campus Chancellor and academic Dean, I spent a great deal of

time generating real revenue to support the building and sustainability of a quality faculty

V. Burton Letter, Page 5

and academic degree programs. The three basic ways that I have successfully procured

resources as an academic administrator over my career (regardless of whether being at a

large research university or at smaller institutions) has been from fundraising and

development efforts, increasing faculty research grants and contracts, and creating relevant

(market driven) academic degree programs (that expand enrollments and create high quality

opportunities for students and faculty). Over my career I have created several new research

centers and dozens of new academic degree programs at the undergraduate and graduate

levels (including graduate programs) to provide opportunities for students, faculty, and

staff and to help generate tuition and grant/contract revenue streams.

Fundraising and Development: As both an academic Dean and former small campus

Chancellor, I focused a good portion of my time on development and fundraising activities.

I feel it is critical that the Dean possess demonstrated success at enhancing relationships

with the institution’s support base, as well as cultivating new relationships. Drawing upon

my recent experiences as a Dean at the University of Mississippi, for example, I was able to

work closely with my School’s development staff to double annual giving to our School of

Applied Sciences. Additional highlights included the acquisition of a donor’s planned

estate gift of $1.25 million dollars, a number of $100,000 dollar contributions for faculty

teaching support, student scholarships, clinic and lab equipment, and facilities/space.

Moreover, I worked within the institution (and outside) to obtain a new School of Applied

Sciences Academic Complex (with primary Mississippi IHL support of $17.3 million

dollars of funding for construction/renovation of three existing campus buildings and a new

major classroom facility). The new School of Applied Sciences facility (with 61,000

square feet of space) has been completed.

Sponsored Research (grants and contracts): For two years I was an institution’s chief

research officer at Southeast Missouri State University (founded as a Normal School) and

was able to develop policies and work with faculty and staff to double sponsored research

at that regional institution from $4 million to over $8 million dollars (at a small teaching

oriented institution). In fact, with my emphasis on generating increased external funding

when Provost at the UA-Little Rock, our totals increased from $29 million dollars to $32.6

million dollars in grants and contracts. Previously as Dean at the University of Mississippi,

I worked with faculty and staff to increase grants and contracts funding from $2.5 million

dollars the year prior to my arrival as dean, to a high of $14.1 million dollars. Of

importance, many of these new grant and contract funds were procured by my School for

building our research infrastructure, increasing significantly student support/funding,

improving teaching and learning, and expanding outreach/service activities. It was during

this same period that the University of Mississippi advanced from a Carnegie R2 to the R1

classification.

Valuing the Teacher-Scholar Model: In my roles as a professor and administrator, I believe

firmly that there is no substitute for excellence in teaching and scholarship. Thus, it is vital

that the Dean nurture and support the teacher-scholar model for faculty and academic

programs to remain strong, relevant and current to the benefit of students, disciplines, and

stakeholders. I also believe that it is important for the new Dean to be a recognized (e.g.,

scholarly impact) teacher-scholar to contribute to the College’s scholarly and strategic

initiatives.

V. Burton Letter, Page 6

Moreover, the teaching and mentoring of students is a calling that I take very seriously.

As a professor, I have taught graduate and undergraduate courses in the areas of

criminology, justice, sociology, research methods, and social work (community practice).

As indicated in my vita, I have been recognized for teaching excellence by students and

have mentored/advised numerous students (including undergraduate, master’s and

doctoral). In terms of my scholarly work as a trained sociologist and administrator, I

continue to publish my research in peer-reviewed journals on topics in criminology.

Diversity and Inclusion: In making application for this important deanship, I was drawn to

the commitment to diversity and inclusion that the University of Montana as an institution

firmly embraces. This commitment is key to an institutional environment that values and

celebrates various viewpoints, backgrounds, and experiences of campus participants and

stakeholders. Thus, I have chosen to include a statement of my commitment to diversity

and inclusion (please see attached document).

I appreciate this opportunity to have shared with you my interest in the position of Dean of

the College of Humanities and Sciences at the University of Montana. Should you require

additional information, please let me know. Also, please address all correspondence to my

personal email address or home address listed on my vita to help ensure confidentiality in

this search process.

Sincerely,

Velmer S. Burton, Jr., Ph.D., Ed.D.

Senior Vice Chancellor for University Strategy and Performance

Professor or Criminal Justice

University of Arkansas at Little Rock

Commitment to Diversity and Inclusion Statement

Velmer S. Burton, Jr., Ph.D., Ed.D.

As an academic administrator, I fully believe it is the responsibility of the campus

community to actively ensure a diverse and inclusive environment for our students, faculty,

staff, and stakeholders. I have always believed in this principle whole-heartedly and its

likely due to my own life experiences. Growing up in a working-class household, both of

my parents worked in Ohio factories and my father eventually became a union

representative. In this union environment the spirt was equality of all workers and I learned

these lessens growing up. In addition, I was involved in athletics and eventually played

football in a community college in Iowa and later received an athletic scholarship to play at

the University of Cincinnati in the early 1980s. Unfortunately, several injuries ended my

career. Thus, in athletics I played on very diverse teams and the appeal of playing

competitive sports was that athletic skills and differences separate players, not socially

ascribed statuses or inequities that determine outcomes. This personal understanding and

commitment to diversity and inclusiveness has always remained with me and even

influenced my academic career. For instance, I have been a tenured full Professor of social

work at the University of Minnesota-Twin Cities and the University of Mississippi and

within each of these academic units the commitment to social justice, diversity and

inclusion is centered. As a criminologist who studies crime causation, justice, and offender

reentry back into communities, I well understand diversity and inclusion and how inequities

result in deprivations experienced by not only individual offenders but also rob

communities affected by the loss of fathers, mothers, families and citizens caught up in the

justice system.

Over my career in higher education, I have worked tirelessly to ensure a wide variety of

opportunities, and can point to examples of actually demonstrating my commitment to

diversity and inclusion. More recently, for example, as an academic Dean at the University

of Mississippi 17 of the 29 tenure-track faculty hires I made were from underrepresented

groups. Moreover, each of these hires had pedigrees from top-ranked doctoral programs in

their respective disciplines. From serving as Dean there, I am proud to note that my

School’s student population (and faculty and staff) was among the most diverse at the

university and had the largest number of first generation and non-traditional students

attending college. Also, as Dean at the University of Mississippi, shortly after arriving my

School’s instructional faculty (prior to teaching a course) participated in a course on

diversity and inclusion offered by our University’s human resources staff. In addition, as

Executive Vice Chancellor and Provost here at UA Little Rock, I made hiring decisions

with the same sustained commitment to diversity and inclusion.

Moreover, while a senior administrator I have systematically increased the level of funding

for underrepresented student support as well as promoting initiatives for aiding diverse

faculty and students with available budgets. As an example of creating student

opportunities, while Dean at the University of Mississippi I worked directly with several

African-American student athletes from the institution in Minnesota where my son played

college football to bring them to graduate programs at that southern university. Today, two

of these individuals are now successfully enrolled (and funded) in Ph.D. programs seeking

academic careers.

V. Burton Statement-Page 2

Finally, there are other examples of my commitment to diversity and inclusion. As a Dean

at the University of Mississippi I also viewed disability as an important aspect of inclusion.

For instance, when we were constructing our new School of Applied Sciences Complex, I

was aware that one of our faculty members was disabled. Thus, when we planned our

building’s construction, with its entrances and access ramps, I refused to have only “one”

such entrance and instead included multiple handicapped access entrances because I saw

our School as one of “access for all” and it was important that she be (and feel) included

equally. Hence, the new facility had multiple entrances not only for her, but for all disabled

faculty, staff, students and guests. Other examples through my career include hiring an

institution’s first female to serve as our university’s Athletics Director (while a Chancellor)

and hiring the first female law Dean while I was Provost here at UA Little Rock.

In terms of my commitment to diversity and inclusion, I am proud of my record of ensuring

a culture of respect and opportunity. As Dean, I will work diligently with stakeholders to

enable a diverse and inclusive College of Humanities and Sciences at the University of

Montana.

Velmer S. Burton, Jr., Ph.D., Ed.D.

Senior Vice Chancellor for University Strategy and Performance &

Professor of Criminal Justice University of Arkansas at Little Rock

(updated February 17, 2020)

Education

Certificate Harvard University, Graduate School of Education, 2004

Harvard Seminar for New Presidents

Ed. D. University of Pennsylvania, Higher Education Management, 2003

Dissertation Title: Structured Pathways to the Presidency: Becoming a

Research University President.

Ph. D. University of Cincinnati, Sociology, 1991

Dissertation Title: Explaining Adult Criminality: Testing Strain,

Differential Association and Control Theories.

M. S. University of Cincinnati, Criminal Justice, 1986

Thesis Title: The Collateral Consequences of a Felony Conviction.

B. S. University of Cincinnati, Criminal Justice, 1985

Honors: Magna Cum Laude

Coursework North Iowa Area Community College, 1980-81

University Administrative Positions

University of Arkansas at Little Rock (2017 to present):

Senior Vice Chancellor for University Strategy and Performance (2018-present)

& Professor (tenured), Department of Criminal Justice

Executive Vice Chancellor and Provost (2017-2018)

& Professor (tenured), Department of Criminal Justice

University of Mississippi (2012 to 2017):

Dean, School of Applied Sciences & Professor (tenured), Department of

Social Work and Department of Legal Studies (Criminal Justice)

University of Minnesota (2003 to 2012):

UM-Twin Cities Campus, Special Assistant to the Senior Vice President for

System Academic Administration (2008 - 2012) & Professor (tenured), School

of Social Work, (2005 - 2012), Affiliated Faculty, Center for Advanced Studies

in Child Welfare (2008-2012)

UM-Crookston Campus, Chancellor & Professor (tenured), Department of Arts,

Humanities, and Social Sciences (2003-2004) and UMC Campus Assembly

Chairperson

North Dakota State University (2000-2003)

Dean of The Graduate School & Professor (tenured), Department of Sociology and

Anthropology, Interim Dean of University Studies

Southeast Missouri State University (1998-2000)

Associate Provost for Research and Graduate Studies and Dean of The Graduate

School & Professor (tenured), Department of Criminal Justice (1999-2000),

Associate Professor (tenured), Department of Criminal Justice (1998-1999)

Ferris State University (1996-1998)

Department Head & Associate Professor, Department of Criminal Justice

University Faculty Positions Washington State University-Pullman

Assistant Professor, Criminal Justice Program (1994-1996)

Sam Houston State University

Assistant Professor, College of Criminal Justice (1991-1994)

Illinois State University

Assistant Professor, Department of Criminal Justice Sciences (1990-1991)

University Administrative Experiences

University of Arkansas at Little Rock (2017 to present):

The University of Arkansas at Little Rock is a metropolitan doctoral research university

within the University of Arkansas System. The university has an enrollment of

approximately 10,500 students, 164 academic programs, nearly 500 full-time faculty

members, with undergraduate and graduate degrees offered through the doctorate. In terms

of NCAA Athletics, UA Little Rock competes as a D-1 institution and a member of the Sun

Belt Conference. Degree programs are offered at the UA Little Rock campus and at the

UA Benton Center.

As Senior Vice Chancellor for University Strategy and Performance (November 1, 2018 to

present), I began a new three-year term to aid the university in its current financial crisis

with the following institutional-level responsibilities:

Providing university-level senior leadership

Serving as a member of the university’s central administration

Working closely with the university’s chancellor and administration to help

successfully remedy (e.g., balance budgets) institutional deficits.

Analyze and provide strategy, formulate processes, and assess performance

outcomes on university financial matters directly with the chancellor.

Communicate and work with external constituents in the communities of Little

Rock and Benton, where our two campus sites are located

Align strategic initiatives to improve institutional performance (cost and value) for

the university

Assist the UA Benton Center to become financially sustainable. This site lost 62

percent of its student enrollment over the past five years. The UA Benton campus

experienced an enrollment increase of 20 percent in students taking classes in Fall

2019, its first fall enrollment increase in nearly five years, but will cease operations

in July 2020 (given the extreme university budget situation)

Assess as needed any financial matter impacting the university while identifying

opportunities for new external revenues

Work with the City of Little Rock and local community on the UA Crime Task Force

As Executive Vice Chancellor and Provost my duties (July 2017 through October 2018)

involved:

Serving as the university’s chief academic officer with oversight for 164 academic

programs

Responsibility for all academic issues at the university and divisional budgeting

(approximately $90 million dollars), personnel and planning across six colleges,

library, institutional research, sponsored research, graduate school, and all academic

initiatives, operations and programs

Decision-making in the university’s tenure and promotion process for faculty

Providing internal and external leadership for the division of academic affairs

Supervising college and school deans as well as three associate vice chancellors,

two associate provosts and office staff

Overseeing the division’s academic, plant, and operating budgets

Administering academic program development and program review

Overseeing Higher Learning Commission Accreditation efforts and activities

Reporting to the University of Arkansas Board of Trustees, the Arkansas

Department of Higher Education, and the Arkansas Department of Education

Conducting divisional strategic planning

Monitoring departmental and college governance document processes

Co-chairing the University Budget Review Committee

Working with the Executive Committee of the UA Little Rock faculty senate

Engaging with various institutional members within the UA System

Creating and supporting innovative strategic and academic and research

partnerships with industry partners

Making final decisions on all undergraduate and graduate student appeals

Overseeing and monitoring professional education accreditation, certification, and

licensure

Making divisional recommendations on all faculty requests for sabbaticals (OCDA

requests)

Assessing student learning and outcomes assessment

Overseeing the university’s High School Concurrent Enrollment Program for

approximately 2,000 high school students taking courses

Reviewing faculty senate legislation prior to Chancellor approval

Serving as Chancellor in his absence from campus

As Provost, my accomplishments included:

Implementing the “Teacher-Scholar Model” for the university to ensure quality

teaching and scholarship as a research university

Hiring during my first year 27 new tenure-track and tenured faculty to the UA

Little Rock and an additional 18 full-time instructors

Overseeing the increase of procured sponsored research grants and contracts from

$29 million dollars to $32.6 million dollars at the university, as well as increasing

submitted and funded proposals

Creating in January 2018 a new centralized advising center (Trojan Academic

Advising Center) for all new freshman (and first time transfer students) entering

UA Little Rock to enhance retention

Developing a new At-Risk Student Reporting system (4th week) for faculty and

students to improve retention

Implementing for Fall 2018 a Living and Learning Community with faculty and

two cohorts of 24 new freshmen to increase enrollments and retention. Planning is

underway to increase these learning communities to four cohorts for Fall 2019

Working with faculty senate to implement new tenure and post tenure policies

approved by the University of Arkansas Board of Trustees in March 2018

Advising and working closely with the chancellor to establish a new University

Budget Review Committee, which I suggested to the chancellor and also co-chaired

Consulting with several academic departments and faculty to develop several new

graduate programs, particularly in Applied Communication and Social Work

Working with the Chancellor and Development Office to establish a new

Undergraduate Mentor Award (faculty and undergraduate student research funding)

support for 80 undergraduate students (Fall 2018), 100 students (for Fall 2019) and

it is planned for 120 students (Fall 2020)

Creating and identifying new undergraduate signature experiences for UA Little

Rock

Consulted with faculty senate leadership to create an external reviewer policy for

use in faculty tenure and promotion decisions

Increased High School Concurrent student enrollment to the university’s highest

level of 1,940 students

Hiring the first female dean of the W.H. Bowen School of Law at UA Little Rock

Oversight of successful re-accreditations and accreditations including: College of

Engineering (ABET) accreditation of Architectural and Construction Engineering

(ARCE) and Mechanical Systems Engineering (MSEG) programs; College of

Business (AACSB International) re-accreditation, School of Education

CACREP re-accreditation, and Council on Academic Accreditation in Audiology

and Speech-Language Pathology for graduate education program in audiology

Making 20 successful tenure and/or promotion recommendations for Fall 2018

University of Mississippi-Oxford (2012 to 2017):

Dean of the School of Applied Sciences

The University of Mississippi-Oxford is the state’s flagship research university (Carnegie

R1) with nearly 24,000 students and approximately 900 tenure-track and full-time faculty.

It is a Southern University Group member and a member of the Southeastern Conference

(SEC) West Division in athletics. The School of Applied Sciences consists of five

academic departments (including Health, Exercise Science, and Recreation Management,

Communication Sciences Disorders, Social Work, Legal Studies with Criminal Justice,

and Nutrition and Hospitality Management), a major School-level Center and three

department-level research centers. The School of Applied Sciences has over 3,000 total

undergraduate (majors/minors) and graduate students in degree programs from the

baccalaureate through the Ph.D. degree and 60 tenure-track faculty, 21 full-time

lecturer/instructors, and numerous adjunct instructional and support staff. Degree

programs are offered primarily at the Oxford campus, but are also offered at the DeSoto,

Grenada, Tupelo, and Booneville campuses, as well as in a growing online/distance

format. As Dean, I directly supervised associate and assistant deans, department

chairpersons, directors, and support staff in the areas of research, development and

fundraising, information technology, communication, and student academic support.

As Dean, my primary responsibilities involved:

Serving as the School’s chief academic officer

Providing internal and external leadership for the School

Responsibility for a total annual operating budget of approximately $62 million

dollars (including state funding, tuition revenues, gifts, endowment income, clinic

fees, and grants and contracts)

Recruiting and mentoring tenured, tenure-track, and instructional faculty

Fundraising and Development activities for the School

Conducting long-range (and short-term) strategic planning and implement

recommendations from the planning process to make evidence-based administrative

decisions

Directing successful (and profitable) enrollment management efforts for the School

Overseeing the assessment, accreditation, and licensure of academic and

professional degree programs, as well as clinical education

Responsibility for academic departments’ offering degree programs at off-campus

locations across northern Mississippi including campuses at DeSoto, Tupelo,

Grenada, and Boonville, as well as online/distance offerings

Providing academic student support for majors in minors in the School

Coordinating the school-wide functions and activities and increased access of the

school’s faculty and staff with the dean’s office with events and activities

Responsibility for the School’s facilities, clinics, and laboratories

Working closely with the alumni and advisory Board of the school to increase School

financial support

As Dean, my accomplishments included:

Implementing the “Teacher-Scholar Model” for the School of Applied Sciences,

consistent with the 2010 UM 2020 Strategic Plan emphasizing the importance of

both quality teaching and scholarship

Hiring of 29 new full-time tenure-track faculty into the School.

Overseeing an increase in sponsored applied research grants and contracts to $14.14

million dollars, up from $2.5 million dollars the fiscal year prior to my arrival as

Dean. From 2012 to 2017 as Dean, my School obtained $51.3 million dollars in

research grant/contract funding. The increase in research grants and contracts was

aided by providing incentives for faculty and research investigators

Increasing diversity among our School’s faculty by hiring 17 of the 29 new

tenure- track faculty from underrepresented ethnic groups

Creating a new internal grant program for our faculty scholars to assess/enhance

teaching and pedagogy of our School’s academic programs to strengthen student

learning as part of our evidence-based Teacher-Scholar model

Adding and creating 17 new tenure-track faculty lines in School departments (6 of

these were created from “excess revenues” generated during my deanship

Increasing earned student credit hours significantly. The School became the

second highest School/College at the university in terms of SCH production

(trailing only the College of Liberal Arts). The May 2017 graduation for the

university witnessed the School of Applied Sciences producing the highest

number of graduates among all the Schools and the College at the institution

Expanding online instructional offerings and profits in the School (from only $25K to

over $400K in profits). Worked with faculty and departments to continuously

increase the School’s online offerings

A new Applied Gerontology BS degree program (and eventual academic department)

was in the approval process while I was dean

A tripling of our School’s endowment fund and a doubling in the level of

annual giving

Working with the graduate dean and faculty to develop new Ph.D. degree programs.

A new Ph.D. degree in nutrition and hospitality management was implemented in Fall

2016 and a new Ph.D. program in both social work was implemented in Fall 2017.

Also new degree programs in and communication science disorders and an online

master’s degree in Hospitality Management were being discussed and/or developed

The recruitment and hiring of two Associate Deans, one Assistant Dean, a School

Budget Analyst/Accountant, an Assistant to the Dean within the School of Applied

Sciences, and a Communications Specialist

Creation of a new research Center for Health Performance and Sports. Staff

members also worked with our Athletics Department in the area of nutrition for

Ole Miss athletes.

A planning process was underway to create a new applied/community research

center for offender re-entry supporting the scholarly/research activities of criminal

justice and social work faculty members to address Mississippi criminal offenders’

economic, legal and social needs

Procurement of a planned estate gift of $1.25 million dollars to provide undergraduate

and graduate student scholarships. Also obtained several $100,000 gifts and a

number of large contributions for faculty and student support

Acquisition of $17.3 million dollars for a new School of Applied Sciences Academic

Complex and a state of the art classroom facility (61,000 square feet total) to house

academic departments, classrooms, and school dean offices. Planning and

development/fundraising activities were underway for another new facility to house

an academic department, clinic, and faculty labs (18,000 square feet facility)

Developing an endowed Gillespie Scholar to be awarded to a tenured faculty

member, the School’s first named scholar with endowed and school funds

Tripling the number (and level) of financial support of our graduate student

stipends in the School

Increasing the number of Honors students (from 24 to 61) majoring in School of

Applied Sciences degree programs and increased the number of prestigious

Taylor Medalists to 7

Increasing student recruitment and fall enrollment with total enrollments in the school

trending up from 2,465 (prior to my arrival) to 3,059 total (undergraduate, graduate,

and degree minors) students

Working with faculty and staff to increase freshman retention which climbed to

93.4 percent for freshmen students (enhanced by developing new departmental

advising structures) by hiring 5 new academic support student advisors (full-

time) for our 5 departments to increase retention and 6th year graduation rates.

These new staff positions were funded from “excess” revenues I had created as

dean

Increasing each year endowed scholarship support to undergraduate and graduate

students

University of Minnesota-Twin Cities (2008-2012):

Special Assistant to the Senior Vice President for System Academic Administration

The University-Twin Cities campus is an AAU urban research and land-grant university

(Carnegie R1), has over 4,000 full-time faculty and enrolls over 51,000 students. The

University of Minnesota-Twin Cities is a CIC member institution and is a member of the

Big Ten Conference West Division in athletics. In addition to the Twin Cities campus,

the University of Minnesota system consists of four coordinate campuses at Crookston,

Duluth, Morris and Rochester. The Office of System Academic Administration was

responsible for statewide and system-wide academic programs and initiatives and

focuses on broad, high-level academic, outreach, and public engagement issues;

international programs; system academic administration and policy; strategic planning

and analysis, budgeting and legislative matters; and institutional research and academic

capital planning.

In this administrative role as Special Assistant to the Senior Vice President, I

Provided senior staff leadership

Coordinated system-level functions and activities

Analyzed and advised on the development of existing and new research and outreach

centers within the state of Minnesota

Conducted academic and financial assessments of University of Minnesota

coordinate campuses at Crookston, Duluth, Morris, and Rochester

Oversaw special initiatives and projects affecting system activities

Worked with business, industry, and educational leaders in west-central Minnesota to

help establish the new Mid-Central Biosciences Center in Willmar, Minnesota. The

Center was operated by the University of Minnesota and is housed on the MinnWest

Technology Campus. This operation was a $2.5 million dollar biotechnology

research and business development center

Communicated and worked with external constituents including corporate,

government, educational, and private groups

Worked internally with faculty, staff, and academic administrators at the University

of Minnesota

Worked with our major research faculty to establish research centers

University of Minnesota-Crookston (2003-2004):

Chancellor

The University of Minnesota-Crookston is a coordinate campus within the University of

Minnesota. UMC is a four-year regional campus serving the northwest region of the state

of Minnesota. With 2,100 students and over 100 instructional faculty, undergraduate

degree programs are offered through 25 baccalaureate and 9 associate degrees.

As Chancellor, I

Supervised five Vice Chancellors for: Academic Affairs, Student Affairs, Finance and

Administration, Enrollment Management, and University Relations as well as the

Associate Vice Chancellor for Facilities and Management and the Director of

Development. As Chancellor I recruited and filled six of these seven cabinet

positions in close consultation/coordination with the UM-Twin Cities central

administration, legal staff, and human resources

Restructured/created a University Relations division with a new vice chancellor

Successfully hired UMC’s first female athletic director (member of D-2 NSIC

conference)

Restructured within division of academic affairs an outdated two-year institutional

academic “centers” structure led by 3 directors and 22 program coordinators down to

a new four-year campus model of five departments administered by Heads (as found

on the Twin Cities campus). Directors and coordinators were returned to faculty

positions in consultation/coordination with the UM-Twin Cities central

administration, legal staff, and human resources

Gained financial stability for the UMC campus experiencing budgetary deficits,

constraints, and issues in coordination/consultation with the University of

Minnesota- Twin Cities Central administration

Advanced the University’s commitment to diversity and maintained a strong

affirmative action and equal opportunity program in the recruitment and retention of

students, faculty, and staff provided effective leadership in fiscal management, in

development, marketing, and public relations, and in strategic planning to fully utilize

the human and physical resources of the campus

Fostered and maintained positive working relationships with the Northwest Research

and Outreach Center and the University of Minnesota Extension Service to provide

University programs to the citizens of northwestern Minnesota and advance the

University’s outreach mission

Represented UMC to the University of Minnesota President, the Board of Regents,

the community, region, state, legislature, governmental agencies, and other

organizations including higher education institutions

Supported the UM-Twin Cities President in initiatives on regional development

strategies and the impact of the University in the state of Minnesota

Worked with faculty groups to develop new BS degree programs in Communication,

Health Sciences, and Computer Software Technology

Developed with faculty groups five additional BS degree program proposals/plans in

Criminal Justice, Psychology, Biology, Food Safety, and Environmental Science for

review by UMTC Provost before returning to the faculty at UM-Twin Cities

Provided leadership for the future of the Crookston campus that included a high

quality academic program and the effective integration of that program within the

University of Minnesota system

Maintained and enhanced a responsive organizational structure, a positive learning

environment, and effective working relationships with the faculty, staff, and students

to fulfill the mission of the University of Minnesota

Initiated a campus-wide five-year Strategic Planning Process

Expanded the enrollment of College in the High School program

Implemented an Enrollment Management Model for marketing and recruitment

approaches and created a Vice Chancellor for Enrollment Management position

Expanded outreach efforts to agricultural producers in northwest Minnesota with first

Chancellor’s farm and business tour

Worked to help negotiate contract and oversaw construction of the new campus

Student Center

Initiated (and involved with) planning and resource procurement for the new Student

Residential apartment facility on campus

North Dakota State University (2000-2003):

Dean of The Graduate School and Interim Dean of University Studies

North Dakota State University is the state’s land-grant research institution of 14,500

students. As Dean of The Graduate School, I administered graduate degree programs

through the doctoral level, that included 37 doctoral programs, 49 master’s programs, 3

certificates, and the educational specialist degree.

As Dean of The Graduate School, I Worked with faculty and administrators to develop and/or implement 19 new doctoral

degree programs and 6 master’s degree programs. I also developed 3 doctoral

proposals with faculty groups before leaving to become chancellor at the University of

Minnesota-Crookston. Prior to my graduate deanship at NDSU, only one doctoral

program had been implemented at the institution during the fifteen previous years

Increased graduate and professional student enrollments by nearly 50% during my

three year tenure as graduate dean at NDSU

Acquired experience with collegiate athletics as the National Collegiate Athletic

Association (NCAA.) Faculty Athletic Representative for NDSU at a time when

NDSU was working to “move-up to Division 1 athletics. Eventually the institution

successfully became a Division 1 member. I was also a member (and faculty advisor)

of the Student Athletic Advisory Committee

Increased graduate student applications by 84%

Fundraised for graduate fellowships and scholarships (as part of NDSU’s capital

campaign)

Worked with external constituents including service on the Statewide Outreach

Committee and served as a member of the North Dakota Council for Teacher

Education, a statewide committee reporting to the governor, legislature, and North

Dakota State Board of Higher Education

Oversaw graduate student research and maintained communication with student

groups to assure a student centered educational environment

Had responsibility for domestic and international student recruitment

Conducted academic program review and outcomes assessment for graduate

programs

Worked with continuing and distance education administrators

Built/monitored graduate fellowship/scholarship/enhancement award budgets and

oversaw enrollment management for graduate education and graduate student affairs

Supervised an Associate Dean, Director of the university’s Center for Writers,

Disquisition Editor, and the graduate office staff

Southeast Missouri State University (1998-2000):

Associate Provost for Graduate Studies and Research and Dean of The Graduate

School

Southeast Missouri State University is a comprehensive regional institution and offers

undergraduate and graduate degrees. In this position, my duties encompassed three areas:

1) general administrative responsibilities for the Division of Academic Affairs; 2) the

administration of the Office of Research and Sponsored Programs; and 3) the

administration of The Graduate School.

As an Associate Provost, administratively I

Worked with the Provost to oversee the Division of Academic Affairs’ annual

budget (FY2000/$51 million dollars)

Co-Chaired of the University Strategic Planning Committee

Served on the University Budget Review Committee as the division’s

administrative representative

Administered all fiscal allocations for degree program accreditation, instructional

technology/equipment, faculty recruitment, operations, faculty/staff professional

development, and minority support efforts

Served on a number of university-wide committees, including the University Planning

Committee (and Strategic Planning Subcommittee), Funding for Results Committee,

Administrative Council, Dean’s Council, and the Library Master Steering Committee

Served on key academic policy committees such as the University Academic

Assessment Committee (e.g., degree programs, curricula, general education) and

Academic Council

As the Chief Research Officer of the university’s sponsored research activities and

sponsored programs, I

Increased sponsored research (grants/contract) from $4.1M dollars to $8.1M dollars

Administered the university’s research budget

Managed the university’s indirect cost budget and grant matching

equipment/technology accounts

Funded graduate student research activities

Worked with state, federal and private funding agencies

Provided oversight for technology transfer activities

Served on numerous university-level committees involving research

Administered (with Advisory Quip committee) research policies and procedures

Worked with department chairpersons to distribute faculty research release funds

Supervised the Director of Sponsored Programs

As Dean of The Graduate School, I had supervisory responsibilities for 32 graduate

degree programs of study, the educational specialist degree, and a cooperative doctoral

program in Educational Leadership. Within this role I had responsibility for

Worked with faculty, departments, and colleges to increase graduate student

enrollments from 888 to 1,389 students

Advancement of graduate and professional education throughout the university's

colleges

Strategic planning of graduate degree program activities

Increased the number of Graduate School supported assistantships from 99 to 146

Developed/revised 13 graduate degree programs

Distance (and interactive) education opportunities for graduate students pursing

education opportunities at 13 off-campus locations

Fiscal responsibility for The Graduate School

Worked with College of Education NCATE Accreditation Steering Committee

Chaired the Graduate Council

Development and assessment of new and existing graduate and professional program

offerings and oversaw graduate and professional student recruitment/

retention/enrollment management

Oversight for all policies and procedures related to graduate education

Administration of the Fulbright Scholarship Program

Direct supervisory responsibility for International Programs, an Associate Dean of

The Graduate School, the Director of International Programs, and clerical and support

staff

Service as a permanent member of the University Faculty Promotion (and tenure

appeals) Committee

Expansion of the use of instructional technologies into the graduate curricula

Ferris State University (1996-1998):

Department Head

Ferris State University is a comprehensive regional university of 12,000 students and

offers degrees at the associate, baccalaureate, master’s and two doctoral degrees.

In addition to faculty responsibilities, as Head I had administrative responsibility for

All matters related to academic affairs

Administration of the department budget of $1.2 million dollars

Student recruitment/retention

Unit-level collective bargaining (for faculty)

Personnel administration of a department consisting of 12 interdisciplinary full- time

faculty, 11 adjunct faculty, 3 undergraduate coordinators, a graduate director, and

clerical support staff

Curricular oversight for 5 degree programs at the associate, bachelor, and master’s

levels for approximately 600 undergraduate and graduate students

In my role as Department Head, with the faculty and staff, I

Developed and implemented the following new degree programs:

- Master of Science degree in Criminal Justice Administration

- Bachelor of Science degree in Criminal Justice (Generalist/Systems)

- Forensics Sciences Option (with Chemistry and Biology faculty)

Expanded (and recruited) the number of full-time faculty from 8 to12 and part- time

faculty from 4 to 11

Recruited/hired department’s first female tenure-track faculty members (e.g., two)

Increased the department’s enrollment to 9% of the full-time university total

Implemented the Justice Learning Community retention program with the College of

Arts and Sciences for incoming freshmen

Helped faculty generate over $l million dollars in external funding for Criminal

Justice (including federal student scholarship funding) at Ferris

Successfully completed North Central accreditation review

Worked to elevate the department’s status to a School of Criminal Justice

Increased the number of alumni on the department’s academic advisory committee

Research and Scholarly Writings

Google Scholar Citations of Publications

Citations: 4,720

h-index: 30

Book Cullen, F. and V. Burton, Jr. (eds.). 1994. Contemporary Criminological Theory. New

York University Press, U.S Publisher. Dartmouth Publishing Company, U.K. Publisher.

Articles/Publications

Hannan, K., F. Cullen, L. Butler, A. Burton, A. Graham, V. Burton, Jr., 2020. “Racial

Sympathy and Support for Capital Punishment: Revisiting White Americans’ Views

Toward African Americans.” Journal of Quantitative Criminology. (In Review)

Butler, L., F. Cullen, A. Burton, Thielo, A. and V. Burton, Jr., 2020 “Redemption at a

Correctional Turning Point: Public Support for Rehabilitation Ceremonies.” Federal

Probation. (In Review)

Burton, A., F. Cullen, C. Jonson, J. Pickett, and V. Burton, Jr. 2020. “Public Support for

Banning Assault Weapons: Reducing the Opportunity for High-Casualty Mass Murder.”

Public Health (In Review)

Burton, A., J. Pickett, C. Jonson, F. Cullen and V. Burton, Jr., 2020. “Public Support for

Policies to Reduce School Shootings: A Test of Four Theoretical Models.” Journal of

Research in Crime and Delinquency. (Revise and Resubmit decision)

Lee, H., Pickett, J., Burton, A., F. Cullen, C. Jonson, and V. Burton, Jr., 2020. “How Does

the Public Explain School Shootings? The Extent and Sources of Attributions.” Justice

Quarterly. (Revise and Resubmit decision, In Review)

Burton, A., F. Cullen, V. Burton, Jr., Amanda Graham, L. Butler, and A. Thielo. 2020.

“Belief in Redeemability and Punitive Public Opinion: Once a Criminal, Always a

Criminal Revisited.” Criminal Justice and Behavior. (Accepted, with minor revisions)

Shutten, N., J. Pickett, A. Burton, F. Cullen, C. Jonson, and V. Burton, Jr., 2020.

“Punishing Rampage: Public Opinion on Sanctions for School Shooters.” Justice

Quarterly. (Accepted for Publication)

Cao, L and V. Burton 2019. “The Theory of Social Support.” In A Criminologist’s Life:

Essays in Honor of the Criminological Legacy of Francis T. Cullen. Routledge

Publishing Co. (Accepted for Publication)

McManus, H., A. Graham, F. Cullen, V. Burton, Jr., and C. Jonson. 2019. “Friend Not

Foe? Reconsidering Race, the Police and Community Relations.” Race and Justice.

(Accepted for Publication)

Graham, A., McManus, F. Cullen, V. Burton, Jr., and C. Jonson. 2019 “Videos Don’t Lie:

African Americans’ Support for Body-Worn Cameras” Criminal Justice Review.

(Accepted for Publication)

McManus, H., F. Cullen, C. Jonson, A. Burton and V. Burton, Jr. 2019. “Will Black Lives

Still Matter to the Police? African Americans’ Concerns in the Trump Presidency.”

Victims and Offenders. 14: 1040-62.

Thielo, A., F. Cullen, A. Burton, M. Moon, and V. Burton, Jr. 2019. “Prisons or Problem-

Solving: Does the Public Support Specialty Courts?” Victims and Offenders. 14: 267-82.

Burton, A., J. Lux, F.T. Cullen, W. Miller, and V. Burton, Jr. 2018. “Creating a Model of

Correctional Officer Training Academy: Implications from a National Survey.” Federal

Probation. 81: 26-36.

Cao, L., V. Burton, Jr., and L. Liu. 2018 “Correlates of Illicit Drug Use Among

Indigenous Peoples in Canada: A Test of Social Support Theory.” International Journal

of Offender Therapy and Comparative Criminology. 62: 4510-4527.

Walker, A., Klein, M., Hemmens, C, Stohr, M, and V.S. Burton, Jr. 2016. “The

Consequences of Official Labels: An Examination of Rights Lost by the Mentally Ill

and Mentally Incompetent Since 1989.” Community Mental Health Journal. 52: 272-

80.

Burton, Jr., V., C. Fisher, F.T. Cullen, and C. Jonson. 2014. "Confronting the Collateral

Consequences of a Criminal Conviction: A Special Challenge for Social Work with

Offenders" Journal of Forensic Social Work 4: 80-103.

Burton, Jr., V. 2014. “How to Become a Successful Administrator.” Journal of

Contemporary Criminal Justice 30: 409-426.

Burton, Jr., V. 2013. “Swarming.” Encyclopedia of Street Crime. Jeffrey Ian Ross

(editor). Thousand Oaks, CA: SAGE.

Benson, M., L. Alarid, V. Burton, Jr., and F. Cullen. 2011. “Reintegration or

Stigmatization? Offenders’ Expectations of Community Re-Entry.” Journal of Criminal

Justice 39: 385-393.

Burton, Jr., V. and L. Alarid. 2010. “Gender and Serious Offending.” Encyclopedia of

Criminological Theory. F. Cullen and P. Wilcox (eds.) Thousand Oaks, CA: SAGE

Publications.

Alarid, L., V. Burton, Jr., and A. Hochstetler. 2009. “Group and Solo Robberies: Do

Accomplices Shape Criminal Form?” Journal of Criminal Justice 37 (1): 1-9.

Burton, Jr., V. 2009. “Factors Predicting Female Presidents at Top Research

Universities.” Women in Higher Education 18: 24-25.

Alarid, L., J. Marquart, V. Burton, Jr., F. Cullen, and S. Cuvelier. 2006. “Do Women

Play a Primary or Secondary Role in Felony Offenses?: A Comparison by

Race/Ethnicity.” In L. Alarid and P. Cromwell (eds.), In Their Own Words: Women

Offenders’ Views on Crime and Victimization. Los Angeles, CA: Roxbury Press.

Cao, L. and V. Burton, Jr. 2006. “Spanning the Continents: Assessing the Turkish

Public’s Confidence in the Police.” Policing: An International Journal of Police

Strategies and Management 29: 451-463.

Hogan, N., E. Lambert, J. Hepburn, V. Burton, Jr., and F. Cullen. 2005. “Is There a

Difference?: Exploring Male and Female Correctional Officers’ Definition of and

Response to Conflict Situations.” Women in Criminal Justice 15: 143-165.

Steiner, B., C. Hemmens, J. Wada, and V. Burton, Jr. 2005. “The Correctional

Orientation of Community Corrections: Legislative Changes in the Legally Prescribed

Functions of Community Corrections 1992-2002.” American Journal of Criminal

Justice 29: 141-159.

Purkiss, M., M. Kifer, C. Hemmens, V. Burton, Jr. 2003. “Probation Officer Functions: A

Statutory Analysis.” Federal Probation 67: 12-23.

Caeti, T., C. Hemmens, F. Cullen, and V. Burton, Jr. 2003. “Management of Juvenile

Correctional Facilities.” The Prison Journal 83: 383-405.

Hemmens, C., M. Miller, V. Burton, Jr. and S. Milner. 2002. “The Consequences of

Official Labels: An Examination of Rights Lost by the Mentally Ill and Mentally

Incompetent Ten Years Later.” Community Mental Health Journal 38: 129-140.

Alarid, L., V. Burton, Jr., and F. Cullen. 2000. “Gender and Crime Among Felony

Offenders: Assessing the Generality of Social Bond and Differential Association

Theories.” Journal of Research in Crime and Delinquency 37: 171-199.

Mazzerolle, P., V. Burton, Jr., F. Cullen, D. Evans, and G. Payne. 2000. “Strain, Anger,

and Delinquent Adaptation: Specifying General Strain Theory.” Journal of Criminal

Justice 28: 89-101.

Dunaway, G., F. Cullen, V. Burton, Jr. and D. Evans. 2000.“The Myth of Social Class

and Crime Revisited: An Examination of Class and Adult Criminality.” Criminology 38:

589-632.

Burton, Jr., V., F. Cullen, D. Evans, K. Olivares, and G. Dunaway. 1999. “Age, Self-

Control, and Adults’ Offending Behaviors: A Research Note Assessing A General

Theory of Crime.” Journal of Criminal Justice 27: 45-54.

Burton, Jr., V., F. Cullen, D. Evans, L. Alarid, and G. Dunaway. 1998. “Gender, Self-

Control, and Crime.” Journal of Research in Crime and Delinquency 35: 123-147.

Evans, D., F. Cullen, V. Burton, Jr., G. Dunaway, and M. Benson. 1997. “The Social

Consequences of Self-Control: Testing the General Theory of Crime.” Criminology 35:

475-504.

Olivares, K., V. Burton, Jr., and G. Krause. 1997. “Statutory Remedies for ‘Reducing the

Legal Consequences’ of a Felony Conviction: A National Survey of State Statutes Ten

Years Later.” International Journal of Applied and Comparative Criminal Justice 21:

141-150.

Agnew, R., F. Cullen, V. Burton, Jr., D. Evans, and G. Dunaway. 1996. “A New Test of

Classic Strain Theory.” Justice Quarterly 13: 681-704.

Evans, D., F. Cullen, V. Burton, Jr., and G. Dunaway. 1996. “Religion, Social Bonds, and

Delinquency.” Deviant Behavior 17: 43-70.

Burton, Jr., V., T. Caeti, and C. Hemmens. 1996. “Wardens.” In F. Williams and M.

McShane (eds.), Encyclopedia of American Prisons. Garland Publishing.

Olivares, K., V. Burton, Jr., and F. Cullen. 1996. “The Collateral Consequences of a

Felony Conviction: A National Study of State Legal Codes 10 Years Later.” Federal

Probation 60: 10-17.

Alarid, L., J. Marquart, V. Burton, Jr., F. Cullen, and S. Cuvelier. 1996. “Women’s Crime

Roles in Serious Offenses: A Study of Adult Felons.” Justice Quarterly 13: 431-454.

*Article Reprinted in F. Scarpitti and A. Nielsen, Criminology: A Reader. 1997.

Los Angeles, CA: Roxbury Press.

Caeti, T., C. Hemmens, and V. Burton, Jr. 1996. “Juvenile Right to Counsel: A National

Comparison of State Legal Codes.” American Journal of Criminal Law 23: 611-632.

Burton, Jr., V., F. Cullen, G. Dunaway, D. Evans, G. Payne. 1995. “The Impact of

Parental Controls on Delinquency.” Journal of Criminal Justice 23: 111-126.

Evans, D., F. Cullen, G. Dunaway, and V. Burton, Jr. 1995. “Religion and Crime Re-

examined: The Impact of Religion, Secular Controls, and Social Ecology on Adult

Criminality.” Criminology 33: 195-224.

Sorenson, J., V. Burton, Jr., J. Marquart, and L. Alarid. 1995. “Expectations and

Institutional Support for Research Among Doctoral Programs in Criminal Justice.” The

Justice Professional 9: 31-43.

Burton, Jr., V. and G. Dunaway. 1994. “Strain, Relative Deprivation, and Middle-Class

Delinquency.” In Gregg Barak (ed.), Varieties of Criminology: Readings From a

Dynamic Discipline. Pp 79-96. Westport, CT: Praeger.

Adams, K., K. Bennett, T. Flanagan, J. Marquart, S. Cuvelier, D. Longmire, and V.

Burton, Jr. 1994. “A Large-Scale Multidimensional Test of the Effect of Education

Programs on Offenders’ Behavior.” The Prison Journal 74: 433-449.

Burton, Jr., V., J. Marquart, S. Cuvelier, L. Alarid, and J. Mullings. 1994. “The Harris

County CRIPP Program: Bootcamp Evaluation, Part 2.” Texas Probation Journal 9: 1-

9.

Burton, Jr., V., F. Cullen, D. Evans, and G. Dunaway. 1994. “Reconsidering Strain

Theory: Operationalization, Rival Theories, and Adult Criminality.” Journal of

Quantitative Criminology 10: 213-239.

*Article Reprinted in M. McShane and F. Williams (eds.), 1997. Essays on

Criminal Justice. 6th

ed., Hamden, CT: Garland Publishing Company.

Marquart, J., S. Cuvelier, and V. Burton, Jr., et al. 1993. “A Limited Capacity To Treat:

Examining the Effects of Prison Population Control Strategies on Prison Education

Programs.” Crime and Delinquency 40: 516-531.

Burton, Jr., V., J. Marquart, S. Cuvelier, and L. Alarid. 1993. “A Study of Attitudinal

Change Among Boot Camp Participants.” Federal Probation 57: 46-52.

Johnson, W., G. Dunaway, V. Burton, Jr., J. Marquart, and S. Cuvelier. 1993. “The Goals

of Community Based Corrections: An Analysis of State Legal Codes.” American

Journal of Criminal Justice 18: 79-93.

Burton, Jr., V., J. Frank, R. Langworthy, and T. Barker. 1993. “The Prescribed Roles of

Police in a Free Society: Analyzing State Legal Codes.” Justice Quarterly 10: 683-696.

Cullen, F., E. Latessa, V. Burton, Jr., and L. Lombardo. 1993. “The Correctional

Orientation of Prison Wardens: Is The Rehabilitative Ideal Supported?” Criminology 31:

69-92.

Burton, Jr., V., G. Dunaway, and R. Kopache. 1993. “To Punish or Rehabilitate? A

Research Note Assessing the Purposes of State Correctional Departments as Defined by

State Legal Codes.” Journal of Crime and Justice 16: 177-188.

Burton, Jr., V., J. Marquart, S. Cuvelier, J. Hunter, and L. Fiftal. 1993. “The Harris

County CRIPP Program: An Outline for Evaluation, Part 2.” Texas Probation Journal

8: 1-8.

Cullen, F., E. Latessa, R. Kopache, L. Lombardo, and V. Burton, Jr. 1993. “Prison

Wardens’ Job Satisfaction.” The Prison Journal 73: 141-61.

*Article Reprinted in E. Latessa, A. Holsinger, J. Marquart, and J. Sorenson (eds.)

Correctional Contexts: Contemporary Readings. 2001. 2nd

Edition. Los Angeles,

CA: Roxbury Press.

Burton, Jr., V., E. Latessa, and T. Barker. 1992. “The Role of Probation Officers: An

Examination of Statutory Requirements.” Journal of Contemporary Criminal Justice 8:

273-282.

Burton, Jr., V. and F. Cullen. 1992. “The Empirical Status of Strain Theory.” Journal of

Crime and Justice 15: 1-30.

Cuvelier, S., S. Huang, J. Marquart, and V. Burton, Jr. 1992. “Regulating Prison

Admissions by Quota: A Descriptive Account of the Texas Allocation Formula.” The

Prison Journal 72: 99-119.

Hunter, J., V. Burton, Jr., J. Marquart, and S. Cuvelier. 1992. “Measuring Attitudinal

Change of Boot Camp Participants.” Journal of Contemporary Criminal Justice 8: 283-

98.

Burton, Jr., V., X. Ju, G. Dunaway, and N. Wolfe. 1991. “The Correctional Orientation of

Bermuda Prison Guards: An Assessment of Attitudes Toward Punishment and

Rehabilitation.” International Journal of Comparative and Applied Criminal Justice

15: 71-80.

Burton, Jr., V. 1990. “The Consequences of Official Labels: A Research Note on Rights

Lost by the Mentally Ill, Mentally Incompetent, and Convicted Felons.” Community

Mental Health Journal 26: 267-276.

Cullen, F., S. Skovron, J. Scott, and V. Burton, Jr. 1990. “Public Support for

Correctional Treatment: The Tenacity of the Rehabilitative Ideal.” Criminal Justice and

Behavior 17: 6-18.

Burton, Jr., V., L. Travis, and F. Cullen. 1988. “Reducing the Legal Consequences of a

Felony Conviction: A National Survey of State Statutes.” International Journal of

Comparative and Applied Criminal Justice 12: 100-109.

Burton, Jr., V., L. Travis, and F. Cullen. 1987. “The Collateral Consequences of a Felony

Conviction: A National Study of State Statutes.” Federal Probation 51: 52-60.

Manuscripts in Preparation for Journal Submission

Gender, Racial Resentment and Opposition to ‘Never Again’: A National-Level Study of

Gun Control Public Opinion.”

“Who Wears the MAGA Hat? White Nationalism and Faith in Trump”

Paper Presentations at Conferences I have delivered approximately 70 papers (since 1986) at professional association

meetings, including the Academy of Criminal Justice Sciences, American Society of

Criminology, Midwestern Criminal Justice Association, Southern Criminal Justice

Association, and the Mid-South Sociological Association.

Research Grants and Contracts As a faculty member, I worked with colleagues to procure over $870,000 in research

grants and contracts (since 1992) to facilitate my research in criminal justice and

criminology. Additionally, as an administrator I have worked with faculty to help procure

an excess of $1M dollars in scholarships for students.

Teaching, Scholarly, Recognition Awards 2004 Distinguished Alumnus, College of Education, Criminal Justice, and Human

Services. University of Cincinnati

1995/1996 College of Liberal Arts, Mullen Teaching Award (nominee), Washington State

University

1994/1995 Alpha Phi Sigma, Excellent Teacher Award, Washington State University

1986 First Place, Graduate Student Paper Contest, Midwest Criminal Justice Association

Academic and Professional Service I have served as a manuscript reviewer for the following journals: Criminology, Journal

of Research in Crime and Delinquency, Journal of Quantitative Criminology, Justice

Quarterly, Law and Society, Deviant Behavior, Social Science Quarterly, Journal of

Forensic Social Work, International Criminal Justice Review, Journal of Criminal

Justice, Journal of Crime and Justice, The Justice Professional, Women in Criminal

Justice, Journal of Police Strategies and Management, Journal of Criminal Justice

Education, Journal of Contemporary Criminal Justice, and American Journal of

Criminal Justice.

• External Reviewer for Tenure/Promotion of faculty at numerous universities

• Grant Reviewer, Idaho Board of Education, Boise, ID.

• Student Recruitment Committee 1994/95, Academy of Criminal Justice

Sciences

• Program Committee Member (Community Corrections Section), Academy of

Criminal Justice Sciences, Term: 1994 Annual Meeting, Chicago, IL.

• Secretary, Midwestern Criminal Justice Association, Term: 1990-92.

Editorial Journal Experiences Managing Editor, Journal of Criminal Justice Education, An official journal of the

Academy of Criminal Justice Sciences. Term: August 1991 to September 1992.

Managing Editor, Justice Quarterly, The official journal of the Academy of Criminal

Justice Sciences. Term: September 1986 to December 1988.

Managing Editor, Journal of Crime and Justice, The official journal of the Midwestern

Criminal Justice Association. Term: September 1985 to August 1986.

Associations/Memberships Held American Society of Criminology, Academy of Criminal Justice Sciences, Midwest

Criminal Justice Association, Society for Applied Sociology, Midwest Council of

Graduate Schools, Council of Graduate Schools, Great Plains Alliance of Graduate

Schools

Departmental/College/University/State-level Committee Experiences University of Arkansas at Little Rock:

University Assembly Committee on Committees University Budget Review Committee

System Review Committee University Administration Chancellor’s Cabinet

Higher Learning Commission Accreditation Committee Executive Committee of Faculty Senate (ex-officio member) UA-Little Rock Crime Task Force

University Leadership Dean’s Council (chair) Health Education Consortium Committee

University of Mississippi: Dean’s Council (member) Executive Management Council (member)

University Council of Administrators (member)

University Tenure/Promotion External Reviewer – Provost’s Task Force (member)

SAS Curriculum and Policy Committee (chair)

SAS Student President Council (administrative liaison)

UM Graduate School 3MT Judge group (member)

University of Minnesota-Twin Cities: University of Minnesota System Academic Administrative Group-Member University of Minnesota MCBOC Steering Committee, Co-Chair

University of Minnesota Coordinate Campus Study Group-Member

College of Education and Human Development-Governing Council, Co-Chair

College of Education and Human Development-Promotion/Tenure Committee Member

College of Education and Human Development-Summer Research Awards Reviewer

School of Social Work Faculty Consultative Committee (elected by faculty colleagues)

School of Social Work Gamble-Skogmo Land-Grant Chair-Faculty Search Committee

School of Social Work Research Committee

School of Social Work Ph.D. Committee

School of Social Work Ph.D. Examination Reader

School of Social Work Continuing Education Committee

School of Social Work Youth Development Leadership Committee

School of Social Work Community Practice Committee

School of Social Work Council Member

School of Social Work Graduate Faculty Member

School of Social Work MSW Admissions Committee

University of Minnesota-Crookston: UMTC President’s Council UMC Campus Assembly-Chairperson

UMC Faculty Senate-Administrative Liaison

Minnesota Telecommunications Council

Presidents/Chancellor’s Group-NSIC Athletic Conference

UM-Twin Cities Council on Public Engagement

North Dakota State University: University Senate University Strategic Planning Committee

National Collegiate Athletic Association (Institutional Faculty Representative)

University Endowed Professorship Committee

University Athletics Committee

Dean’s Council

Graduate Council (Chairperson)

Student Athletic Advisory Committee (Faculty Advisor)

President’s Council

Presidential Doctoral Fellowship Committee (Chairperson)

President’s Statewide Outreach Committee

Academic Standards Committee

International Programs Advisory Committee

Academic Program Review Committee

North Dakota Teacher Education Council

Registrar Search Committee (member)

University Learning and Technology Committee (Appoint student member)

Division 1 (Athletics) Leadership Committee and the Strategic Planning Committee

Athletics Crisis Management Team

Southeast Missouri State University: University Planning Committee (Co-Chairperson, Strategic Planning Subcommittee) University Budget Review Committee (Academic Affairs Representative)

University Faculty Promotion/Tenure Appeals Committee (Permanent Member)

University Strategic Enrollment (Recruitment/Retention) Committee

University Funding for Results Committee

University Assessment Committee

University Academic Council

University Administrative Council

University GRFC Committee (Administrative Liaison)

University Scholarship Committee

Dean’s Council

Graduate Council (Chairperson)

NCATE Steering Committee (Graduate Administration Liaison)

Fulbright Scholarship-Administrative Liaison

Human Subjects Committee (Administrative Liaison)

Library Master Steering Committee

Grants Quip Committee (Chairperson)

Grand Development Committee (Chairperson)

Grants Matching Subcommittee (Chairperson)

Faculty Research Committee (Chairperson)

Ferris State University: Vice President for Academic Affairs Search Committee University Administrative Continuity Committee

University Management Development Committee

College of Education Continuity Committee (Coordinator)

University Graduate Studies Policy Committee

College of Education Graduate Studies Committee

University Student Recruitment/Retention Committee

Department of Criminal Justice Faculty Search Committee (Chairperson)

Summer Institute Committee

Faculty Development Committee

Minority Faculty/Staff Association

Washington State University: Faculty Research Committee, Social Sciences, College of Liberal Arts Doctoral Preliminary Examinations Committee

Department Chair Search Committee-College of Liberal Arts

Undergraduate Studies Committee

Graduate Studies Committee

Graduate School Research Committee

Graduate School Dissertation Committee Representative

Faculty Search Committee-Criminal Justice Program (Chairperson)

Sam Houston State University: College Research Productivity Committee Master of Arts Examination Committee-Methods/Statistics

Master of Arts Examination Committee-Criminology

Ph.D. Examination Committee-Criminology

• Additionally, as a Graduate Faculty member at Washington State University and

Sam Houston State University I advised/served on numerous doctoral dissertation

committees and master’s committees.

Academic Curriculum Review, Consultation, and Articulation Experiences Since 1995, I have conducted external academic program reviews for colleges and

universities in the liberal arts, social sciences, and criminal justice.