Founded in 2002, California State University Channel Islands is the youngest of 23 campuses in the California State University (CSU) system. Located on approximately 1,200 acres midway between Santa Barbara and Los Angeles in Camarillo, California, CSU Channel Islands is the only four-year, public university in Ventura County and is known for its interdisciplinary, multicultural, and international perspectives, as well as its emphasis on experiential and service learning. CSU Channel Islands supports more than 30 academic programs, 26 undergraduate majors, 37 minors, seven master’s programs, and one doctoral program. Enrolling over 7,000 students in fall 2018, both graduates and undergraduates, CSU Channel Islands is designated as an Hispanic-serving institution and is represented by 51.6 percent Hispanic/Latino students, 54.1 percent historically underrepresented groups, 59 percent first generation college attendees, and 64 percent female students. Additionally, CSU Channel Islands maintains a 22:1 student/faculty ratio, sponsors 78 clubs and organizations, and hosts 300+ campus events annually, with 1,550 students living on campus and 100+ in living-learning or themed communities. Annual spending related to CSU Channel Islands generates a total impact of $114.4 million on the regional economy, and nearly $240.5 million on the statewide economy. Many of the 22 campus buildings are in the Mission Revival and Spanish Colonial Revival architectural styles, although there are also several modern-style buildings.
ROLE OF THE DIRECTOR OF PLANNING, DESIGN, AND CONSTRUCTION FOR CALIFORNIA STATE UNIVERSITY CHANNEL ISLANDS
Reporting to the assistant vice president of facilities services, the director of planning, design, and construction plans, administers, and coordinates the University’s facilities planning, design, construction, and space management functions; is responsible for all aspects of the University’s major and minor capital outlay programs; and, in consultation and cooperation with appropriate campus personnel, develops, interprets, and implements program policies, guidelines, and procedures. The director determines capital improvement needs and establishes project priorities; coordinates and/or develops justifications, specifications, project scopes, and cost estimates; monitors progress of projects; organizes campus participation during planning, design, construction, completion, and occupancy of all capital projects; and ensures project compliance with state procedures, public works laws, building and energy codes, and CSU requirements and procedures (including the State University Administrative Manual). The director also develops the Five-Year Capital Outlay Program (including state- and non-state funded projects); manages and regularly updates the space and facilities database, submitting required data to the CSU Chancellor’s Office; develops and manages the campus space inventory system; collaborates consistently and effectively with campus administrators, faculty, staff, and students; coordinates and monitors the activities of external architects, engineers, consultants, contractors, and inspectors as needed; reviews and approves architectural designs; and assesses, evaluates, and recommends changes to the campus physical master plan and campus academic plan. The director effectively leads the Planning, Design, and Construction Department, which includes four direct reports (five total staff), and manages a variable project-driven budget consisting of approximately $155 million in current programming.
HISTORY OF THE POSITION
In 2016, the previous incumbent for the position was promoted to the assistant vice president (AVP) level and given responsibility for Facilities Services Operations, as well as the Department of Planning, Design, and Construction (PDC). Because of his prior knowledge as director of PDC and because there were no large capital construction projects upcoming at the time, it was decided he would serve in both roles for the interim. In 2018, this individual left CSUCI for a position closer to home and the director of engineering services was promoted to AVP. There are now a large number of capital construction projects planned for the near future, and it has been determined to be the right time to hire for the director of planning, design, and construction position again.
PRIORITIES, OPPORTUNITIES AND CHALLENGES
The new director of planning, design, and construction must possess a broad and deep understanding of national best practices with regard to architectural and construction trends, change management, comprehensive collaboration, and strategic visioning in a multifaceted setting on a young and vibrant university campus. The director should be an experienced and energetic leader capable of managing complex situations, unwaveringly committed to cooperation and partnering at the highest level, possessing a deep understanding of professional and transparent communication principles, and equipped to contribute at both a strategic and operational level at all times.
The CSU Channel Islands stakeholders seemed genuinely interested in participating in discussions about the director of planning, design, and construction position, and there was a sense of unity in support of identifying a competent and visionary individual who can promote and develop the staff in the department, set and implement design and construction priorities, and work in tandem with the assistant vice president, the vice president for business and financial affairs, and the other members of the administration to progressively, innovatively, and comprehensively move the program and the institution forward. The following were identified as possible opportunities, priorities, and challenges that will face the new director of planning, design, and construction:
- Even though the campus is officially only 17 years old, there is extreme growth in both the student population and the capital project slate. Having only become a CSU member university in 2002, California State University Channel Islands is still in the process of creating its identity and developing policies, procedures, and guidelines to govern the many important systems that guide the institution. With capital projects currently on the schedule and under consideration over the next five to ten years totaling approximately half a billion dollars in growth, there is a great opportunity for the successful candidate to put their own professional mark on the program, to have a strong say in the establishment of the overall systems and governance related to these projects, and to build a career legacy over the course of the implementation of the current plans and the development of future plans. To do so, the director will be expected to bring energy, vibrancy, urgency, and a strong work ethic to the position, while working in conjunction with others across the campus to bring these capital projects to life and to establish the solid protocols necessary to continue the growth process into the future.
- It will be essential that the new director of planning, design, and construction commit to a comprehensive culture of collaboration and partnering across campus for maximum effectiveness. CSU Channel Islands 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’s purview will touch a great number of students, faculty, administration, departments, and community members across the institution, so it will be crucial that the successful candidate quickly reach out across each of these areas to build solid and mutually beneficial relationships that foster ongoing positive interactions. These connections are absolutely essential in order to assess the real needs of constituents, provide exceptional planning and construction services for the campus community, and ensure that CSU Channel Islands is on the cutting edge of technology, innovation, and design going forward.
- Alongside collaboration, strong communication is also extremely important, as there are a great number of entities across the University with which the new director will need to interact on every project. Transparency, clarity, and honesty in all communications must be encouraged and embraced as the director seeks to garner buy-in to implement the construction projects on the docket. By reaching out, the director can get ahead of any potential issues and work with others in making the campus planning, design, and construction projects successful. Internally, communication among and between the members of the department is also essential, as planning and construction timelines and priorities often overlap, so the need for transparency and coordination depends on this overt interaction for success.
- The scope of responsibilities of the position is wide and expectations are high, so the new director will need to quickly assess the needs, learn the campus culture, and develop a comprehensive list of priorities in order to be successful. There are already a number of projects on the schedule, including a childcare center; construction of a multi-use facility that will include academic classrooms, housing, and a performance theater; and Gateway Hall, which will essentially serve as the “front door” of the university and contain various student services such as Admissions, a welcome center, a one-stop shop, academic classrooms, and other mixed use. With these and other projects that will be developed over time, there is tremendous support from the president, vice president for business and financial affairs, assistant vice president of facilities services, and others in the administration for the director to develop, implement, and manage this dynamic and forward-thinking array of planning, design, and construction projects. As priorities are developed and new opportunities are introduced, the director should also be prepared to invest time, energy, and a great sense of urgency in ensuring time schedules are met, delays are minimized, and projects are fully implemented as directed. In the past, these projects have been linear in nature, but with the rapid growth and development at CSU Channel Islands, the new director will face an exciting array of simultaneous large projects for the foreseeable future; in this vein, the director will lead the formulation of a new Master Plan to guide the institution into the future.
- As a member of the larger Facilities Services team, the new director should bring a sense of camaraderie and collegiality to the position, serving as a “connector” and “face” of the department in all instances. Working together with other leadership and in conjunction with various staff within Facilities Services, the director should be a positive force and morale booster at all times. The members of the Planning, Design, and Construction Department have been in place together for some time, so the new director will also need to be flexible and adaptable in integrating effectively into this team and providing the leadership and support to succeed together.
- The director will connect with and work closely with the capital planning and design team situated at the State level and located in the Chancellor’s Office. It will be essential to ensure that all CSU Channel Island projects are integrated into the larger system environment, that communication and collaboration are robust at all times between the two, and that there is a solid professional working relationship between the director and their counterpart at the Chancellor’s Office.
- CSU Channel Island’s geographic location near the coast of Southern California is extremely inviting, with a year-round temperate climate and easy access to Los Angeles and the surrounding amenities. The campus environment is both serene and aesthetically pleasing, providing a very comfortable atmosphere in which to work. Camarillo, California, in which CSU Channel Islands is located, is a smaller, more affordable community with a population of approximately 68,000 and an eclectic assortment of culture, dining, recreation, and other activities for any tastes. On campus, stakeholders reiterated that they liked working at CSU Channel Islands, are very supportive of each other, enjoy the vibrancy and feel of the “young” university, feel much collegiality and support, enjoy improving the lives of the students, and believe that there are many opportunities to make a tremendous difference in the director role as the institution grows.
MEASURES OF SUCCESS
At an appropriate interval after joining CSU Channel Islands, the items listed below will initially define success for the new director of planning, design, and construction:
- Strong relationships have been established, both internally and externally, especially with the PDC staff, academic and administrative departments, their counterparts in the system Chancellor’s Office, and the Budget and Financial Affairs office.
- The director has studied and understands the current policies and processes of CSU Channel Islands.
- The director is engaged and on board with the CSU Channel Islands planning cycle, deadlines are being met, projects are being slotted effectively, key indicators are positive, the development of a new strategic plan is underway, and there is a keen sense of urgency around the entire process.
- The PDC staff is working together cohesively as a team, morale is high and rising, staff vacancies are being filled as possible, and professional development opportunities are being undertaken.
- Communication from the department is timely, robust, and transparent around all issues relating to current and upcoming planning, design, and construction projects.
QUALIFICATIONS AND CHARACTERISTICS
The successful candidate will possess a bachelor’s degree in architecture or urban planning from an accredited institution (advanced degree preferred), with a minimum of ten years progressively responsible professional and administrative experience involving design and construction management and preferably, prior CSU experience. The successful candidate must be a licensed architect in the State of California, or be able to obtain a California license within 12 months of hire. The successful candidate will also possess basic knowledge of California building codes (CBC); strong verbal and written communication skills; complex problem solving skills; excellent leadership skills; the ability to work independently; the skills to analyze complex planning, design, and construction issues; and the ability to analyze and interpret architectural and engineering plans and specifications, as well as prepare cost estimates. Additional desired skills and abilities include thorough knowledge of methods, practices, and procedures related to campus planning; funding policies and practices as they relate to educational or public institutions; fiscal management and budgetary controls; and strong computer skills. The director must be goal-oriented and have the ability to work effectively with a variety of people in a collaborative fashion, including represented employees, and provide proof of eligibility to lawfully operate a motor vehicle in the state of California.
In addition to the minimum academic and experiential requirements indicated above, other desired characteristics, skills, actions, and/or abilities noted from discussions with campus stakeholders include the following:
- a broad and deep understanding and knowledge base around planning, construction, design, and architecture, with special emphasis given to the higher education environment;
- knowledge of the California State University system or other complex state university system, as well as familiarity with the State University Administrative Manual (SUAM), is highly desirable;
- a sense of urgency around decision-making, deadlines, and planning priorities;
- the ability to be an activator who can quickly and effectively formulate plans, implement these plans, and subsequently obtain results;
- an excellent and transparent communicator, with the ability to reach all levels of the University and to effectively speak to students, faculty, staff, upper level administration, the press, and the community;
- a strong commitment to cultivating collaborative relationships and building partnerships across all levels of the institution and the surrounding community;
- strong leadership and organizational development abilities that inspire and develop others, promoting unity and teamwork throughout the department;
- strong assessment skills, with the ability to notice detail, make data-driven decisions that are easily communicated, set expectations, devise and fully implement plans, analyze the results, and propose further systematic changes and updates based on these outcomes;
- the ability to make difficult decisions when necessary, to conduct challenging conversations when pertinent, to listen to all sides of an issue, to adapt to significant changes on the spur of the moment without being reactive, and to remain “cool under pressure” no matter the situation;
- an acute business acumen and strong grasp of budget and finance as related to project development, design, implementation, and evaluation, with knowledge of public-private funding projects being desirable;
- a systems or systematic mindset, which includes a proactive approach to the job, the ability to take initiative and identify areas that are lacking, and provide solutions that are systematic in nature;
- high levels of integrity;
- respect for and value of campus design standards already in place, with the ability to collaborate with stakeholders to update and evolve these standards as necessary;
- strategic vision and the ability to proactively motivate all levels of staff to support that vision;
- the ability to listen actively and carefully, ask knowledgeable questions, learn the University and its priorities, accept input from all levels of the institutional community, and then make well-informed decisions;
- strong technology skills, with an acute understanding of the value and importance of technology in the planning and design process;
- a creative, innovative, and entrepreneurial spirit, with the ability to determine needs, address issues, and manage change effectively;
- a deep understanding of best practices and current trends in architecture and design;
- charisma and energy, with the ability to “move the needle,” encourage and develop trust, and convince others to follow their lead;
- political savvy, with the ability to interact effectively with all levels of the University and community environments;
- approachability and availability;
- adaptability and flexibility;
- an understanding of and appreciation for sustainability in the planning, design and construction process;
- real construction experience, as well as an understanding of the urban or university planning process, is a plus;
- an understanding of the representative (union) environment will be helpful, as many employees within Facilities Services are a part of a union;
- involvement in professional associations and the ability to obtain professional development as well as provide opportunities for staff to do the same; and
- a sense of humor.
THE INSTITUTION DIVISION/DEPARTMENT: AN OVERVIEW
An Overview of the Division of Business & Financial Affairs
We support the University’s academic mission by transforming the delivery of quality services to support the campus through continuous improvement.
We are the recognized leader for the delivery of outstanding services.
OUR VALUE TO OUR CUSTOMER
- We provide responsive service that is quantitative and reflects value
- We facilitate innovative and sustainable solutions to solve complex problems
- We ensure the safety of our community
Improve Operational Excellence
- Improve customer service
- Support growth
- Share expertise and services
- Collaborate with partners to achieve operational excellence
Attract and Retain a Diverse and Talented Staff
- Support inclusive excellence
- Create operations manuals
- Offer robust development opportunities
- Community building
- Support succession planning
Enhance Resources and Diversify Revenue Streams
- Improve and document business processes
- Implement on-line, web-based, self-service solutions
- Improve reporting
- Foster entrepreneurship
- Improve websites
- Increase the variety of communication tools
- Actively listen to customers as a driver to improve
- Human Resources Programs
- Facilities Services
- Public Safety
- Financial Services
- Budget & Planning
- Title IX & Inclusion
- The Clery Act
- Internal Audit
- Policies & Administrative Detail
Leadership of the Division of Business & Financial Affairs
Ysabel Trinidad – Vice President for Business & Financial Affairs
Ysabel Trinidad joined CSU Channel Islands in December 2011, as the vice president for business & financial affairs. She previously served as the vice chancellor for administrative services at the University of Washington Tacoma. Prior to that time, she spent 12 years at the University of Texas at San Antonio. Ysabel holds a BS, Magna Cum Laude, in Business Administration from CSU Fresno and an MBA from St. Mary’s University, San Antonio.
Organizational Chart for the Division of Business and Financial AffairsPlanning, Design, and Construction
Planning, Design & Construction (PDC) oversees all planning, design, and construction for new and existing buildings around the CSU Channel Islands campus. The department’s mission is to plan and design aesthetically-pleasing, sustainable, and functional buildings; complete projects on schedule and under budget; and ensure that there is minimal impact from construction activities so that the campus community can remain engaged in its primary mission — teaching and learning.
The staff is responsible for designing and constructing buildings to achieve the highest possible quality for the facilities of CSU Channel Islands. PDC is committed in all aspects to creating and maintaining excellent campus facilities for the entire campus community.
INSTITUTION: AN OVERVIEW
Student-centered. Innovative. Creative. Since opening its doors in 2002, that is the kind of education California State University Channel Islands (CSUCI) has striven to provide.
Its history reflects that it is destined to be a campus of innovation. As the youngest of the 23 CSU campuses, CSUCI has an energy and vibrancy that is felt everywhere on campus. From the start, CSUCI has offered integrative courses and programs that emphasize real-world experiences and service learning.
CSUCI received accreditation from the Western Association of Schools and Colleges (WASC).
California State University Channel Islands (CSUCI) may be youthful, but it is rich in tradition.
CSUCI honors the history and culture of the land where the campus is situated through:
- Its colors: red and silver—red to be consistent with the tradition of the region and silver for the mascot, the dolphin.
- Its mascot: to honor the heritage and culture of the Chumash Indians, CSUCI chose the tribe’s cherished dolphin as its mascot.
- Its commencement: the inaugural commencement ceremony in 2003 launched traditions, such as:
- Sounding of a conch shell by a Chumash elder signals the recognition of building on the knowledge base of the indigenous people who first inhabited this area.
- Striking a ship’s bell by an honored staff member, loaned by Naval Base Ventura County, to signal the beginning of the ceremonies.
- Carrying the Light of Learning by an honorary marshal, to symbolize the University’s commitment to a life of the mind and the central role played by the outstanding faculty.
- Welcome in multiple languages, signifying CSUCI’s commitment to graduating students with multicultural and international perspectives.
- Passing through an arch, symbolizing graduates entering a new phase of life.
- Carrying the CSUCI mace, which was carved from native walnut by local artists. Two dolphins dancing on waves, honoring the Chumash crossing the Rainbow Bridge to get to the mainland, top the mace.
- Peeling of the carillon bells from the Bell Tower, the centerpiece of campus, after the final degree is awarded.
- Its alma mater: the campus continues to celebrate CSUCI through song every day at 11:55am.
Visit a timeline for the history of CSUCI:
Placing students at the center of the educational experience, California State University Channel Islands provides undergraduate and graduate education that facilitates learning within and across disciplines through integrative approaches, emphasizes experiential and service learning, and graduates students with multicultural and international perspectives.
Institutional Mission-Based Learning Outcomes
CI graduates will possess an education of sufficient breadth and depth to appreciate and interpret the natural, social, and aesthetic worlds and to address the highly complex issues facing societies. Graduates will be able to:
- Identify and describe the modern world and issues facing societies from multiple perspectives including those within and across disciplines, cultures, and nations (when appropriate).
- Analyze issues, and develop and convey to others solutions to problems using the methodologies, tools, and techniques of an academic discipline.
University Strategic Plan
California State University Channel Islands aspires to be recognized nationally as a leader in providing equitable, affordable, and transformative education that enables social and economic mobility for its diverse student population.
The Strategic Initiatives for 2018-23 are a result of recommendations from the Strategic Initiative Steering Committee and subcommittees, numerous open forums, two World Cafés, feedback from the President’s White Paper, and information garnered through the campus listening tour.
These initiatives are categorized within four key areas: Educational Excellence, Student Success, Inclusive Excellence, and Capacity & Sustainability. They will advance our commitment to our students and the community we serve.
To read more about the president’s strategic initiatives:
Dr. Erika D. Beck – President
Erika D. Beck began her tenure as president of California State University Channel Islands (CSUCI) in August 2016. Prior to her appointment she served as provost and executive vice president at Nevada State College.
President Beck is dedicated to furthering CSUCI’s vision of becoming recognized nationally as a leader in providing equitable, affordable, and transformative education that enables social and economic mobility for its diverse student population.
She is also deeply committed to the community and sits on the Ventura P-20 Council and the Santa Barbara Zoo Board of Directors. She is an honorary board member of the Gold Coast Veterans Foundation.
A native Californian, President Beck holds a BA in Psychology from the University of California, San Diego; an MA in Psychology from San Diego State University; and a PhD in Experimental Psychology from the University of California, San Diego, where she also served as a faculty fellow. A former research associate at the Salk Institute for Biological Studies, she has conducted research in the areas of developmental psychopathology and cognitive neuroscience. In addition to her formal education, she is actively engaged in the national dialogue regarding inclusive excellence and the use of data to improve student learning outcomes.
She was selected as a Woman of the Year by the California Women’s Caucus, one of the Top 50 Women in Business by the Pacific Coast Business Times, a Woman of Distinction in Education by the National Association of Women in Business Leaders, and as a Top Female Business Leader in Education by the Las Vegas Business Press.
A devoted mother of two young boys, President Beck enjoys running, yoga, and perpetual conversations with her children about how many more minutes until “we get there.”
Dr. Elizabeth A. Say – Interim Provost
Elizabeth A. Say is the interim provost at California State University Channel Islands and has spent most of her professional career in the California State University System. Prior to joining CSUCI, she was the dean of the College of Humanities at Cal State Northridge. As dean, she provided leadership to a faculty and staff of almost 400 persons in eight departments as well as six interdisciplinary programs.
Previously, Say was the associate dean of Humanities (2001 – 2004), professor and founding chair of the Department of Women’s Studies (1998 – 2001), and a faculty member in the Department of Religious Studies (1989 – 1998). An alumna of CSUN, she received her BA in English and Religious Studies in 1981, and her PhD in Religious Social Ethics at USC in 1988.
Her research and publications are in the areas of women and religion, ethics, and academic administration. Her most recent publication is a co-edited collection titled The History and Future of Liberal Arts Education: From the Desk of the Dean. She has held leadership roles in the Council of Colleges of Arts and Sciences, the American Academy of Religion, the National Women’s Studies Association, and the Western Commission on the Study of Religion.
Academic Programs and Faculty
Innovative. Student-centered. That’s CSUCI. All of the more than 30 academic programs at California State University Channel Islands (CSUCI) are student-centered, innovative, and creative. Students will be inspired to question, think critically, and explore. The professors are accessible mentors who take an interdisciplinary approach to teaching and learning—whether students are pursuing an undergraduate or graduate degree or certification—to advance their careers.
Faculty & Staff
- Total Faculty (fall 2017): 472
- Tenure Track: 155
- Lecturers: 317
The Student Body
Total Enrollment: 7,095 (as of fall 2018)
Undergraduate students: 6,883
Graduate & Post-Bac students: 212
Females: 4,566 or 64%
Males: 2,529 or 36%
ABOUT CAMARILLO, CALIFORNIA
Camarillo is a city in Ventura County in the state of California. As of the 2010 United States Census, the population was 65,201, an increase of 8,117 from the 57,084 counted in the 2000 Census. The Ventura Freeway (U.S. Route 101) is the city’s primary thoroughfare. Camarillo is named for Adolfo and Juan Camarillo, two of the few Californios (pre-1848 California natives of Hispanic ancestry) to preserve the city’s heritage after the arrival of Anglo settlers. The railroad coast route came through in 1898 and built a station here. Adolfo Camarillo eventually employed 700 workers growing mainly lima beans. Walnuts and citrus were also grown on the ranch. Adolfo bred Camarillo White Horses in the 1920s through the 1960s and was well known for riding them, dressed in colorful Spanish attire, in parades such as the Fiesta of Santa Barbara.
The city grew slowly prior to World War II but the war effort saw the construction of the Oxnard Army Air Field (later Oxnard Air Force Base in 1951, now Camarillo Airport) to the west of town. The community also grew as the new base along with nearby Naval Air Station Point Mugu and a Seabee base at Port Hueneme brought many workers and their families to the area. The grounds of Camarillo State Hospital, which opened in 1936 south of town, are now the campus of California State University Channel Islands.
To learn more about Camarillo:
CSUCI offers a wide variety of benefits for employees, including, among others:
- Health plans
- Vision and dental plans
- Health care reimbursement account
- Employee assistance program
- Flex cash
- Life insurance
- Accidental death and dismemberment insurance
- Legal assistance
- Retirement plans
- Disability and long term care
- Fee waiver program
Review of applications will begin immediately, and will 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 may be emailed to J. Scott Derrick at firstname.lastname@example.org. Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895.
Visit the CSU Channel Islands website at https://www.csuci.edu/
California State University Channel Island is an Affirmative Action/Equal Opportunity Employer. We consider qualified applicants for employment without regard to race, religion, color, national origin, ancestry, age, sex, gender, gender identity, gender expression, sexual orientation, genetic information, medical condition, disability, marital status, or protected veteran status.