The Position


Reporting to the chief of police on the Eugene campus, the director of campus safety provides comprehensive operational leadership and management for the newly-acquired University of Oregon Portland Northeast (UO Portland NE) campus, located in the northern part of the city, and administers all security efforts at the University of Oregon White Stag (UO White Stag) location in downtown Portland. The director oversees the daily operations on both campuses, including the development, administration, and evaluation of all safety and security functions, programs, and policies as part of a risk-based security program; advises faculty, staff, and students in response to threats or perceived threats; offers appropriate safety training for the campus community; and organizes event security. The director ensures the protection of critical infrastructure, facilities, intellectual property, physical assets, and the research enterprise; collaborates closely with aligned risk units (safety and risk services, environmental health & safety, the lock shop, etc.) in mitigating the community’s exposure to security risks; and develops integrated safety strategies in compliance with applicable federal and state laws. The director of campus safety leads, supervises, trains, and evaluates a team of four community service officers (CSOs) and provides oversight for a private security contract.


The position requires a bachelor’s degree or equivalent combination of education, training, and experience (law enforcement, security, or higher education) and a minimum of five years of progressive administrative, supervisory, and management experience in various law enforcement or security assignments. The successful candidate will display a high degree of personal integrity, emotional maturity, and ethics; possess demonstrated knowledge and ability related to effectively engaging with individuals and groups representing a variety of identities, cultures, and socio-economic backgrounds; and maintain solid verbal and written communication skills, effectively presenting ideas and providing plans and procedures clearly and concisely. A proven ability to effectively, continuously, and discretely work with confidential and potentially sensitive information and strong coalition-building skills that promote effective collaboration is also expected. Adult CPR with first aid and automatic external defibrillation (AED) certifications are required within 60 days of employment. The certified protection professional (CPP) or similar security certification is required within 48 months of employment. The successful candidate will possess a valid driver’s license, proof of insurance, and the ability to pass a comprehensive background check that includes criminal history, driving record review, physical examination, psychological evaluation (with drug screening), and an inclusive appraisal of work history.

In addition to the minimum academic and experiential requirements indicated above, the following are desired characteristics, skills, actions, strengths, and abilities noted from discussions with campus stakeholders:

  • Breadth and depth of knowledge around public safety and security, with particular emphasis given to the higher education environment in an non-sworn, unarmed setting
  • A community-centered approach that prioritizes the safety, security, health, and well-being of the growing population of UO Portland NE students, faculty, and staff
  • A solid commitment to cultivating collaborative relationships, building partnerships, and connecting resources across all levels on the two campuses, the surrounding communities, the Portland Police Department, and the greater University of Oregon Police Department (UOPD) staff
  • The ability to multitask in a constantly changing environment
  • Deep understanding of best practices, innovative breakthroughs, and current trends in campus safety, with the ability to remain on the cutting edge in all aspects of safety and security
  • A willingness to “roll up their sleeves,” work with and among the campus safety staff, actively participate in the daily operations of the department, listen carefully, respond quickly, and serve wherever needed
  • The ability to build trust in the community service officers, show that they care about their success, exhibit empathy, provide mentorship, and persuade them to follow their lead
  • Cultural competency, cultural humility, and an understanding of how these concepts intersect with campus security
  • Strong leadership and organizational development abilities that can build a program from its foundation
  • The ability to balance the daily operational responsibilities of the role, keeping their focus on the “pulse” of the campus, with the overall strategic mindset of building a new safety and security program from the ground up
  • An excellent and transparent communicator who frequently connects with the community service officers and also maintains the ability to reach out to the surrounding community effectively to build trust and support
  • A strategic, forward-facing vision that promotes a consistently-engaged, highly-responsive team of security professionals
  • Political savvy and the ability to interact effectively with all elements of the two campuses and the surrounding community environments
  • Solid technology skills, with an understanding of the value and importance of technology and social media around safety and security in today’s world
  • A solid understanding of Clery and other compliance initiatives
  • Solid problem-solving skills with the ability to determine needs, address issues, manage change processes effectively, and create new possibilities
  • Emotional intelligence, energy, a sense of humor, and a positive, uplifting attitude
  • Ability to actively listen to all sides of an issue, ask knowledgeable questions, adapt to significant changes on the spur of the moment without being reactive, conduct difficult conversations when pertinent, remain “cool under pressure” no matter the situation, accept input from all levels of the institutional community, and then make well-informed decisions
  • Strong assessment skills, with the ability to make data-driven decisions, set expectations, devise and fully implement plans, analyze the results, and propose further changes and updates based on these outcomes
  • Approachability, availability, accountability, and an open-door policy


The director of campus safety is based at the newly acquired University of Oregon Portland Northeast campus. The 19-acre site is currently under development and will house the new Ballmer Institute for Children’s Behavioral Health and will be home to the University of Oregon’s (UO) presence in Portland. As a newly-created position, the director will oversee the development and management of this campus’s security and safety functions and assume supervision of the security efforts at the current UO White Stag location. The University of Oregon has enlisted Spelman Johnson to assist in the search for this crucial role.


The new director of campus safety must possess a broad and deep understanding of national best practices concerning comprehensive safety and security operations, policy development, and organizational and staff development on a new campus that is in the beginning stages of its operation. The director should be an aspiring or experienced leader who is innovative, deeply experienced in community engagement and collaborative partnering, willing to build a comprehensive department from the ground up, and able to initially operate in a two-campus environment, one located in a residential community and the other in an urban setting.

The UO is committed to identifying a competent and dedicated individual who can promote, uplift, and develop the team of community service officers, devise, implement, and evolve departmental processes and procedures, and work proactively in tandem with the student body, administration, faculty, local community, other units of the UOPD, and other surrounding law enforcement agencies to progressively, innovatively, and comprehensively develop the campus safety department at UO Portland NE from day one.

The following were identified as opportunities, priorities, and challenges facing the new director of campus safety:

  • As the first director of campus safety for UO Portland NE, the successful candidate should possess strong, innovative, and forward-thinking leadership skills, a deep sense of professionalism, and the ability to manage multiple priorities with a limited staff. Ideally, these leadership skills will have been fostered through experience in a campus safety and security or other higher education environment, and the director must understand the nuances of a startup operation.
  • The UO Portland NE team is an unarmed, non-sworn staff, so the director should be familiar with campus safety and security concepts in this environment and quickly discern in emergencies when to handle internally and when to request assistance from the Portland Police Department.
  • This is an exciting time to join the UO Portland NE and the University of Oregon, and this is an outstanding opportunity for the director to put their professional mark on campus safety, building a strong and successful program from the ground up. The opportunity to create a safety and security operation from the inception is rare, so the new director will have a clean slate from which to begin. Additionally, Margolis Healy and Associates, a professional services firm specializing in safety, security, emergency preparedness, and regulatory compliance, has been contracted to conduct a comprehensive third-party review of the full scope of UOPD policies, procedures, and operations. By the time of the director’s hire and arrival on campus, the full results of this review should be complete and available. This should provide a virtual “road map” to guide them as they begin moving the program forward and establishing a strategic plan. Upon arrival, the new director should be ready to “hit the ground running” and be prepared to energetically multitask from day one.
  • Priority should be given to establishing the physical security needs of the UO Portland NE and UO White Stag campuses, in conjunction with the new director of physical security, and implementing an effective plan moving forward. Another priority will be devising a solid set of policies and procedures to implement these safety and security protocols. The previously mentioned Margolis Healy report will help establish the baseline for moving forward.
  • Serving alongside the community service officers and private security staff, the director must always prioritize community engagement. Further enhancing this philosophy will allow the CSOs to be seen as proactive, responsive, and functional campus community members. The director and the CSOs should be visible, accessible, and interactive with the student body and other parts of the institution, consistently networking with the faculty, staff, administration, and community members, regularly involving the campus in safety and security endeavors, and generally providing a positive representation of the mission of the UOPD.
  • Upon arrival, the director should prioritize quickly getting to know the community service officers as individuals, learn their specific needs and career goals, ascertain and understand the various responsibilities they perform and roles they play, be available at all times, provide comprehensive professional development opportunities and support for all, and oversee the ongoing promotion of a strong, cohesive team. These efforts should promote confidence, develop trust across the department, and result in greater staff cohesion over time. The director should also be willing to comprehensively assess and strategically organize the department to maximize strengths, encourage unity and participatory management, and forge a shared vision for campus safety.
  • The director must quickly build a comprehensive culture of collaboration and partnering within campus safety, throughout both campuses, in the surrounding communities, and with the Portland Police Department. The greater University of Oregon is committed to building strong, healthy, and mutually supportive relationships as a foundation of the campus culture, and strong collaboration is an absolute necessity in all endeavors to ensure success. The director and the campus safety department will touch a growing number of entities over time, including students, faculty, administration, departments, and community members, so it will be crucial that the director quickly reach out across each of these areas to conduct a comprehensive “listening tour” that will strengthen and maintain any previous relationships, begin building new and mutually beneficial partnerships, foster ongoing positive interactions, promote open communication and increased transparency, and provide opportunities for mutual feedback. These connections are essential to assess the real needs of stakeholders, provide exceptional programs and services for the campus as it grows, and ensure that campus safety is known for its customer- and student-centered approach at all times.
  • Diversity, equity, inclusion, and social justice are crucial components of the University of Oregon and UO Portland NE, and the director of campus safety should be a leader in supporting, understanding, embracing, and nurturing these concepts, both internally to the department and externally from the department into the campus and surrounding Portland area. Campus safety must be a model for maintaining a strong sense of equity and an unbiased, supportive environment with all stakeholders. The director will be expected to dialogue, empathize, and devise collaborative solutions for the underrepresented and identity groups on campus and beyond. The director must also bring demonstrated experience successfully and effectively integrating diversity, equity, and inclusion into departmental recruitment, training initiatives, programs, and services.
  • The expectations for the director are high, and the successful candidate will need to quickly become familiar with all areas of their portfolio to develop a comprehensive list of priorities, particularly given the nature of the new campus. The director must prioritize a great deal of time upon arrival on learning the goals and plans for UO Portland NE, discovering the internal needs of the staff and the department and beginning the process of reaching out and establishing themselves as the visible “face” and leader of the campus safety department. The director and the CSOs must be seen as proactive, responsive, engaged, and functional community members and be prepared to holistically engage the students, faculty, staff, and other stakeholders, forging strong bonds and being present at all times, not only when issues arise. The director must work together with the staff and other administration members to implement new processes, procedures, programs, and services systematically and efficiently.
  • From the start, there will be a great deal of support from the chief to implement new ideas, cutting-edge technology, and national best practices. With great attention focused on the success of the department’s efforts and overall safety and security on campus, these new ideas and advancements will be essential. While not all new proposals can be undertaken, the director will find that well-researched ideas with comprehensive data backing them up will be considered and thoroughly vetted. Seeking out best practices at other institutions, remaining current on professional benchmarking opportunities, and being involved in IACLEA, IACP, or other professional public safety associations will be greatly encouraged.
  • The location of UO Portland NE is ideal, within close driving distance to both the coast and the mountains, including the majestic Mount Hood. According to stakeholders, Portland has something for everyone and a “cool accessibility” around art, food, professional sports, outdoor recreation, and an exciting cultural scene.


At an appropriate interval after joining the University of Oregon, the items listed below will initially define success for the new director of campus safety.

  • Strong, collaborative relationships have been established across campus and in the community, including the academic and administrative departments, faculty, students, local partners in the community, the Portland Police Department, and other surrounding emergency management agencies.
  • The CSOs are working together cohesively as a team with the private security staff, morale is high, training goals are consistently met, resources are available, the work environment is positive and energized, and professional development opportunities are regularly offered to staff.
  • A comprehensive set of policies and procedures have been established, implemented, and communicated transparently to the community.
  • Diversity, equity, inclusion, and social justice are foundational concepts throughout the campus safety department in hiring, other internal practices, and outreach to the UO Portland NE and White Stag campuses; underrepresented and marginalized students and student groups accept campus safety as an asset and a partner; and the department’s community engagement and outreach efforts, particularly with students, is abundant.
  • A robust assessment culture has been established for campus safety, data from these assessments are utilized to inform and drive the decision-making process, and strategic planning is underway, including the recommendations from the Margolis Healy report, for the department’s short- and long-term success.
  • The director is recognized as the “face” of campus safety by the campus community, particularly the students, and is present, involved, visible on campus, and recognized as fair, trustworthy, flexible, and open-minded when issues arise.
  • Communication from campus safety is robust, transparent, and consistent.

Institution & Location


The director of campus safety reports directly to the chief of police on the Eugene campus.

The University of Oregon Police Department, part of the safety and risk services division, is a community-oriented, trust-based policing agency serving the University of Oregon campus and off-campus properties. UOPD is committed to excellence in campus law enforcement and is dedicated to the people, culture, traditions, and diversity of the community. UOPD plays an integral role in the university community by providing a safe, secure, and welcoming environment, with a mission to foster a climate that encourages a free, open, and civil exchange of ideas supporting the educational, research, and public service goals of the institution. UOPD recognizes and promotes the value of multiculturalism and inclusiveness consistent with a spirit of responsible citizenship within an international community.

More about UOPD

UOPD Organizational Chart 

Safety and Risk Services Organizational Chart


Jason Wade – Chief of Police

Jason Wade, a UOPD police officer since 2014, brings over 25 years of experience and a deep commitment to community policing to the role of chief. As police captain, Wade led the department’s accreditation process, making the UOPD the first campus police department in Oregon to be accredited by the Oregon Accreditation Alliance.

He also developed the first UOPD Cadet Academy to advance the department’s goal of creating and sustaining a diverse and inclusive workforce. In addition, UOPD trained and brought on ten unarmed community service officers in the past year. The officers broaden the services and connection to campus.

Wade, who embraces the UOPD’s new approaches, said he wants to develop meaningful connections with underserved communities and equally engage with all community members with compassion and empathy. “Police officers, CSOs, and staff of the department are truly public servants working in the best interest of our community,” Wade said. “The UOPD’s authority comes from our community’s trust and approval of how we conduct ourselves.”

Wade received a bachelor of science degree in criminal justice administration from Columbia Southern University and an associate of arts degree in criminal justice from Kaplan University and possesses numerous executive leadership certifications and training from national and regional agencies.



Nestled in the lush Willamette Valley, within an easy drive to the Pacific Ocean and the Cascade Mountains, the University of Oregon is renowned for its research prowess and commitment to teaching. Founded in 1876, UO enrolls 23,202 students from all 50 states and 94 countries. Designated as a Tier 1 national public research university comprised of nine schools and colleges offering more than 300 undergraduate programs, the University of Oregon is one of just two institutions in the Pacific Northwest selected for membership in the prestigious Association of American Universities (AAU). US News & World Report ranks the UO among its top 100 national universities and Oregon’s #1 public university.

Mission, purpose, vision, and values

Strategic framework


The division of equity and inclusion (DEI) puts equity and inclusion into practice so that the University of Oregon can benefit from the excellence of diversity. By partnering with faculty, students, staff, alums, and community members and groups, the members of DEI work collaboratively to strengthen individual capacity and community bonds to advance the academic mission of the university. DEI’s efforts are facilitated through the IDEAL framework, which is comprised of the following five pillars:

  • Inclusion: Cultivating a more welcoming and respectful environment for all
  • Diversity: Developing and implementing equitable strategies for recruiting, retaining, and advancing a cadre of students, faculty, and staff with a wide variety of backgrounds, talents, perspectives, and experiences
  • Evaluation: Using assessment and measurement strategies to evaluate its processes in meeting the university’s goal of equity and inclusion
  • Achievement: Ensuring that its policies, processes, and practices provide access for all to achieve their personal best
  • Leadership: Develop, nurture, and coach leadership to facilitate inclusive environments and the resources for success


Total enrollment: 23,202

Undergraduate: 19,568

Graduate: 3,634

Oregon residents: 52%

Out-of-state residents: 38%

International students: 10%

Student-to-teacher ratio: 18 to 1


Jamie Moffitt – Interim President

Jamie Moffitt, who will serve as interim president until July 1, 2023, is the university’s senior vice president for finance and administration and chief financial officer.

Before being appointed vice president in January 2012, Moffitt was the executive senior associate athletic director for finance and administration from May 2010 to December 2011. In this role, she managed finances, human resources, contracts, and facilities for the athletic department. She functioned as the primary contact with the Pac-12 conference on all financial issues and served on the bowl committees for the 2011 BCS championship game and the 2012 Rose Bowl game.

From 2003 to 2010, she was the associate dean for finance and operations at the UO School of Law. In this role, she reorganized the school’s financial structure, implemented new systems for annual budgeting, designed new financial reporting practices, and improved human resources practices. While at the law school, she also taught classes in negotiation and accounting and financial analysis.

Before coming to the UO, Moffitt spent seven years working in the private sector. She began her career working as a consultant with McKinsey & Company, a global management consulting firm. At McKinsey, her engagements mainly focused on strategic planning and merger and acquisition projects for Fortune 500 companies. She then moved to the role of vice president of strategy and professional services for Beachfire, a venture capital-backed software company providing negotiation applications to the financial services sector. In 2001, when her family moved to Oregon, Moffitt joined, a technology company providing web services and information to professionals in the dispute resolution field.

Moffitt received her bachelor of arts in economics from Harvard University, her master of arts in law and diplomacy for international business from The Fletcher School of Law and Diplomacy, and her juris doctor from Harvard Law School. She was the training director for the Harvard Mediation Program and helped teach classes with the Harvard Negotiation Project. She was also a founding member and the deputy editor-in-chief of the Harvard Negotiation Law Review. She has published multiple articles on negotiation, mediation, and mergers and acquisitions.


Karl Scholz – Incoming President

The University of Oregon Board of Trustees has named John Karl Scholz—a distinguished economist, professor, and current provost at the University of Wisconsin-Madison (UW-Madison)—as the university’s 19th president. He will begin his appointment on July 1, 2023.

Scholz has been provost at the University of Wisconsin-Madison since August 2019. He previously served for six years as the dean of the college of letters & science. He is also the Nellie June Gray Professor of Economic Policy in the department of economics and served as the director of UW–Madison’s Institute for Research on Poverty for four years.

Scholz joined the UW–Madison Economics Department in 1988. From 1990 to 1991, he was a senior staff economist at the Council of Economic Advisors, and from 1997 to 1998, he served as deputy assistant secretary for tax analysis at the US Treasury Department.

A native of Nebraska, Scholz graduated from Carleton College in Northfield, Minnesota, and earned his doctorate from Stanford University.

Office of the president staff


The UO provides excellent health insurance benefits, as well as dental and vision, with a very small portion paid by the employee; there are also tuition benefits for the employee or eligible dependents, and the UO picks up both the employer and employee’s share of the Public Employees Retirement System (PERS) contribution. Other highlights include:

  • Life Insurance
  • Flexible spending accounts
  • Wellness programs

Below are some helpful links regarding benefits.

For more information:

Application & Nomination

Review of applications will begin immediately and continue until the position is filled. To apply for this position please click on the Apply button, complete the brief application process, and upload your resume and position-specific cover letter. Nominations for this position and questions about the status of the search may be emailed to J. Scott Derrick at Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895 or email

 Expected Salary Range: $90,000-$105,000; candidates with advanced skills and experience may be considered for a starting salary above this range.

 Visit the University of Oregon website at

 The University of Oregon is an equal-opportunity, affirmative-action institution committed to cultural diversity and compliance with the Americans with Disabilities Act. This publication will be made available in accessible formats upon request. Accommodations for people with disabilities will be provided if requested in advance.

 The term “diversity” can be defined in a number of different ways. The UO looks at it broadly and inclusively, encompassing race, ethnicity, disability, thought, culture, religion, sexual orientation, gender, and economics. The UO seeks to promote further diversity among its faculty, staff, and student body through active recruitment and intentional retention.