Director of Campus Safety

QUALIFICATIONS AND CHARACTERISTICS

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

OPPORTUNITIES AND CHALLENGES OF THE 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.