The Opportunity

California State University, Dominguez Hills (CSUDH or CSU Dominguez Hills), a leading public institution ranked among the nation’s top universities for diversity, accessibility, affordability, and commitment to community service, invites inquiries, nominations, and applications for the position of Foundation Executive Director. The CSUDH Foundation is a 501(c)(3) corporation and an auxiliary arm of CSU Dominguez Hills that aims to support the University’s ever-expanding educational mission and objectives through the development of innovative programs and proven revenue-generating strategies. This is an excellent opportunity for a thoughtful modernizer who can bring a collaborative and forward-looking mindset to the role of the executive director.

Founded in 1960, California State University, Dominguez Hills is a member of the 23-campus California State University (CSU) system. Located in the city of Carson, 13 miles south of downtown Los Angeles, the University had a total enrollment of 17,027 students in the fall of 2019, comprising 15,224 undergraduates and 1,803 graduate and post-baccalaureate students. CSU Dominguez Hills is one of the most ethnically diverse universities in the western United States, with nearly 60 percent of the student population identifying as the first in their families to go to college. The University enrolls the largest number and percentage of African American students of any CSU campus and is consistently ranked nationally as a top degree producer. CSUDH ranked 33rd on the US News and World Report 2020 list of “top public schools” among Western Regional Universities.


The Position

Role of the Foundation Executive Director for CSU Dominguez Hills

The executive director is the senior manager of the Foundation reporting to the CSUDH Vice President for Administration and Finance/CFO and working in close collaboration and consultation with the Foundation Board of Directors and the University President to advance the needs of the University. The executive director will be an innovative and entrepreneurial professional responsible for the overall strategic planning, revenue generation, financial management, organizational development, leadership, and management of the Foundation.

The executive director, in leading the work of the Foundation, directs the units and operations of:

  • accounting, payroll, purchasing, and other business services for federal, state and private grants and contracts;
  • financial and gift account management for the CSU Dominguez Hills Philanthropic Foundation;
  • dining, bookstore and other retail operations;
  • the infant/toddler development center;
  • contracts for internal university services, external usage of CSUDH facilities, and public/private land development; and
  • business services for Associated Students and Loker Student Union.

With an annual operating budget of $5- 7 million, the executive director oversees a team of approximately 35 full-time, and 20 part-time staff members. The Foundation also employs approximately 80 student staff members within the dining operations.

Further, the executive director:

  • represents all Foundation programs and services to the University, the general public, and all other constituents;
  • maintains a culture that attracts, retains, and motivates a diverse staff of talented individuals;
  • manages the design, delivery, and quality of Foundation support and services to a wide range of University constituents;
  • works adeptly and collaboratively with internal customers and partners to understand, anticipate, and align Foundation programs and services with current and evolving needs;
  • oversees the financial management of the Foundation, including the development and implementation of annual operating and capital budgets; exercises prudent management of the Foundation’s resources; and maintains compliance with Foundation, California State University policies, and applicable laws and regulations;
  • ensures adherence to the bylaws of the corporation and the operating agreement between the University and the Foundation;
  • effectively communicates with the Board and provides, in a timely and accurate manner, all information necessary for the Board and its committees to set policies, programs, and strategic direction; and
  • embraces the diversity of the CSUDH student body and finds new ways to support and assess student needs as well as the needs of faculty and staff.

History of the Position

Over the course of its history, the CSUDH Foundation has utilized various models for its executive leadership structure. In the Foundation’s most recent history, the University’s vice president for administration and finance also served as executive director of the Foundation. In 2017, based on the recommendation of the CSUDH vice president for administration and finance, the Foundation Board decided to create and hire for the position of executive director. Three individuals have served as interim executive directors since that time.

Opportunities and Challenges of the Position

The next executive director will need to take the time to build an understanding of the Foundation and CSUDH and their respective cultures, the University’s impressive diverse community, academic programs, facilities, as well as the services, operations, the use of technology, and importantly, the personnel that comprise the current CSUDH Foundation. Discussions with the University President, CSUDH Vice President for Administration and Finance/CFO, members of the Board of Directors, the Philanthropic Foundation, and other key stakeholders as part of a comprehensive assessment of the Foundation, that also includes a review of the Sibson consulting recommendations and first-hand observations, will be critical as the executive director strives to support and sustain the positive work of this vital unit and map out strategic priorities going forward.

The executive director is tasked with developing and maintaining a high functioning, forward looking and professional organization that is attuned to changing dynamics and trends impacting both the University and auxiliary services nationally. This will require the executive director to identify opportunities for continuous improvement and advocate for needed resources to accomplish those objectives.

Within this context, there are several aspects of the role of executive director in which the successful candidate will need to be prepared to lead after a period of acclimatization and relationship building. These include:

  1. Review the current staffing model and create an improved management structure, set performance expectations, support professional development goals, and generally strive to increase professionalism, morale, and overall productivity across the Foundation staff.
  2. In collaboration with the CSUDH Vice President for Finance and Administration/ CFO, Foundation Board, and Foundation staff, develop a clear delineation of reporting lines and a clear framework of responsibilities and authority around the role of the Foundation within the context of the University.
  3. Work with University leadership and the Foundation Board of Directors to develop medium and long term strategic priorities for the Foundation and an accompanying financial model to achieve designated goals and objectives that can be sustained and advanced.
  4. Hire a new Foundation CFO, with a focus on identifying an innovative and technologically savvy leader who can improve the financial services functions and business processes and can support strong internal operations allowing for the new executive director to work more closely with campus and other external stakeholders.
  5. Evaluate the existing dining services program and make recommendations on a new model for a comprehensive dining operation that incorporates residential dining and evaluates self-op or third-party vendor models.
  6. Facilitate constructive communications and collaborations between Board members and employees of the Foundation, with a proactive approach to building a shared vision and promoting a high-functioning auxiliary corporation.
  7. Engage in regular, ongoing networking and advocacy across the broader CSUDH campus and surrounding community to advance the Foundation’s goals, promote awareness about its mission/vision, and cultivate effective partnerships between the Foundation and relevant partners across the campus and community.
  8. Following a period of acclimation and stability within the Foundation, undertake a review of the CSUDH 2018 Master Plan and design a collaborative process that begins with the CSUDH Vice President/CFO and other stakeholders to outline the necessary steps to develop an action plan for the development of the CSUDH Business Park.

Measures of Success

The executive director will work with the CSUDH Vice President/CFO and the Foundation Board of Directors to determine specific measures of success and their respective timetables. The search committee offers the following general metrics for the position:

  • creating an improved management structure and filling staff vacancies;
  • evidence of growing collaboration, trust, and mutual respect with key partners within the Foundation and across the University;
  • increased awareness among the campus community of the Foundation’s services and the many ways it supports the University and its constituencies;
  • developing a comprehensive plan for the Foundation to increase net revenue via effective oversight and management of dining and commercial services, streamlined and new operations, and operational effectiveness and efficiencies;
  • creation of a plan for using technology to ensure the Foundation is maximizing revenue in the grant administration process;
  • familiarity with the CSUDH 2018 Master Plan and an understanding of the Foundation’s role and priorities for the implementation of the next phase of the plan;
  • evidence of staff cohesion and clarity of priorities within the Foundation’s various functional areas;
  • establishing and using key performance measurements to guide decision-making; and
  • development of innovations, both operational and programmatic, that align with the University’s strategic priorities while managing resistance to change.

Qualifications and Characteristics

A bachelor’s degree is required while a master’s degree in business or a closely related field is preferred. Equivalent years of work experience in a related field may be substituted for educational requirements.

Ten years of progressively responsible administrative management is required, with a minimum of five years in a senior-level position in public and/or non-profit entities.

It is critical that the next executive director has the ability to transform the organization by offering new approaches or initiatives that advance the organization and the University’s short and long term goals. As such, the search committee is particularly interested in candidates with outstanding business acumen, demonstrated experience and a record of success in one or more of the key functional areas that are part of the Foundation’s portfolio of services:

  • management and administration of multiple and varied contracts;
  • federal, state and private funding agency grant and contract development and administration;
  • retail and commercial business operations and management in a complex multi-unit program; and
  • public/private real estate development and

Experience in developing and managing advisory or governing boards is paramount to the success of the executive director, as is knowledge of business and finance functions in a complex higher education environment. Comprehensive, hands-on experience with budget development, cost accounting, and fiscal policy will be important attributes for the new executive director.

In order to succeed in this critical position, campus stakeholders indicated the new executive director should be one who:

  • has experience ‘building’ up organizations;
  • is an outstanding communicator and collaborator;
  • can nurture a high-functioning team and an enterprising work environment;
  • has strong business intelligence balanced with high emotional intelligence;
  • has a record of innovative and verifiable success with auxiliary functions that will inspire and earn the confidence of all constituents;
  • is a polished professional with excellent political acumen;
  • is a strategic thinker who can develop both short and long-term plans around the needs of the Foundation, formulate implementation and operational plans, and then effectively implement those plans in tandem with the Board, University leadership, and other stakeholders;
  • is a forward-thinking problem-solver who efficiently evaluates risk and continually anticipates opportunities;
  • possesses the highest standards of integrity and ethics;
  • has a record of success in navigating complex organizational environments;
  • has the ability to negotiate, direct, and administer complex contracts and relationships;
  • understands the market for campus services and the changing nature of student populations; and
  • has the aptitude to create an atmosphere of mutual respect and partnership.

Overview of the CSU Dominguez Hills Foundation

The CSUDH Foundation was established in 1968 as a non-profit self-supporting 501(c)(3) auxiliary organization for the purpose of promoting and assisting the educational mission of California State University, Dominguez Hills. A multi-dimensional commercial enterprise, the Foundation is the employer for over 800 people during a normal operating cycle in a variety of areas throughout the campus community, including commercial operations; post-award business services of federal, state, and private grants and contracts administration; the CSUDH Infant Toddler Center, and fiscal administration for numerous University and other auxiliary programs.

As a 501(c)(3) non-profit public benefit corporation, the Foundation is recognized as an auxiliary organization of the California State University and encompasses the following operations and services:

Financial Services

  • The Foundation provides grants and contracts administration services for the faculty’s research, educational and other sponsored programs. These services include accounting, payroll, purchasing, and other administrative support for the grant and contract projects conducted by University faculty.
  • The CSUDH Foundation provides full-service financial accounting, disbursement, and endowment management for the Philanthropic Foundation of the University–whose mission is to actively promote, pursue, and steward private support for the advancement of the institution.
  • The Foundation provides financial accounting and disbursement for officially recognized clubs and organizations of the University through engagement with Associated Students, Inc. Information such as forms, policies, and instructions as well as on line account management as part of the services provided.

Retail and Commercial Services

  • Dining Services: Campus Dining Services manages 11 dining units on campus, four franchise operations, and seven University food venues in addition to catering and a street food program.
  • Bookstore: Operated via a contract with Follett, the CSUDH bookstore partners with faculty to carry the required course materials for students to be successful, and also offers a convenience store, computers and software, and Toro gear.
  • Land Leases and Commercial Operations: The Foundation administers the University’s long-term land lease agreement with Anschutz Entertainment for the Dignity Health Sports Park (formerly the StubHub Center), which is home to the LA Galaxy, official training site for USA Cycling and USA Track and Field, and headquarters to the US Tennis Association’s USA High Performance National Training Center. Additionally, the Foundation is responsible for other University land lease agreements and commercial endeavors, including University cell tower contracts.

Land Development

California State University, Dominguez Hills’ 2018 Master Plan is focused on support and advancement of the University’s educational mission by providing a guide to the development of the physical campus and its facilities over the next twenty years. The Master Plan report describes in detail the vision and goals for campus development to accommodate an enrollment capacity of 20,000 full-time-equivalent students. The Foundation plays a pivotal role in working in partnership with the University to advance public-private land use and development, including implementation of a conceptual plan for the development of more than 75 acres of University property on the east side of the campus.

Infant Toddler Development Center

The CSUDH Infant-Toddler Development Center is a full-time center-based inclusion program serving young children with typical development from 18-30 months and young children with developmental challenges from 18–36 months. Children may be referred by the Regional Centers for the Developmentally Challenged. The center is also open to children of CSUDH staff, faculty, and students, and to children from the surrounding community. The center is open five days a week, 12 months a year, and provides an enriched program that concentrates on skill acquisition, learning through play, and language development, as well as other domains. The center also serves as a practicum site for students at CSUDH and other colleges.

Foundation Human Resources

The Foundation offers employee benefits—medical and dental plans, flexible spending accounts, retirement accounts, and life insurance, as well as administrates payroll and paid time off/time card management.

CSUDH Foundation Vision

It is the vision of the Board of Directors of the Foundation to become a comprehensive financial resource and service provider for the University through the development of innovative programs and proven revenue-generating strategies. By becoming a critical and active link between the University and the local community, the Foundation will consistently support the University’s ever-expanding educational mission and objectives.

CSUDH Foundation Values

The Foundation will achieve its mission and vision by developing and implementing programs effectively, as well as by adhering to the following values and qualities:

  • demonstrate a strong commitment to customer service;
  • have an on-going dedication to support University needs;
  • maintain efficiency and quality;
  • demonstrate a concern for the community and for bringing together the community and the University;
  • maintain open communication among University administration, staff, faculty, students, and the community; and
  • think creatively about solutions.

Meet the Foundation staff:

Leadership of the CSU Dominguez Hills Foundation

Deborah Wallace, Vice President for Administration and Finance/CFO

Deborah Wallace joined CSU Dominguez Hills in February of 2020 as Vice President for the Division of Administration and Finance, charged with overseeing the University’s financial, physical, and human operations. As the Vice President/CFO, Wallace provides vision and leadership to the division’s extensive roster of departments and services including: finance and contracts; environmental health and instructional safety; human resources and payroll; University police, parking, and emergency preparedness; facilities planning, design and construction; and the CSUDH Foundation.

Wallace served as the Associate Vice President for financial services at CSU Northridge for almost nine years prior to joining CSU Dominguez Hills. She brings more than 25 years of experience and oversight to CSUDH, with substantive responsibilities in all phases of accounting, finance, budget development and monitoring, as well as federal and state program funding within elementary school and community college districts.

Prior to CSUN, Wallace served as Assistant Superintendent/Vice President for Administrative Services for the Antelope Valley Community College District, which included one year as interim Assistant Superintendent/Vice President of Human Services. She was Director of Business Services at Antelope Valley College, while concurrently teaching as an adjunct faculty member at Antelope Valley Community College. At the Palmdale School District, Wallace held the position of fiscal officer for the Head Start/State Preschool Program.

Wallace earned a Master of Business Administration from the University of Phoenix, and her Bachelor of Science in Business Administration/Economics and Finance (honors) from Elizabeth City State University, in Elizabeth City, North Carolina.

CSU Dominguez Hills Foundation Board of Directors

The Foundation is governed by a 19 member Board of Directors that are composed of prominent members of the community, as well as administrators, faculty, staff, and a student of the University. The Board of Directors is responsible for oversight of the Foundation’s executive leadership, adoption of the operating policies of the Foundation, approval and oversight of the Foundation’s annual budget, and governance of the entity.

The officers of the Board of Directors include the Chair of the Board of Directors, the Vice Chair, the Secretary-Treasurer, and the Executive Director of the Foundation. The Chair, Vice Chair, and Secretary-Treasurer are elected by the membership of the Board of Directors. The work of the Board is conducted through the following standing committees:

  • Audit Committee
  • Executive Committee
  • Nominating Committee

Members of the Board of Directors:

Institution & Location

California State University, Dominguez Hills: An Overview

Institutional Background and History

California State University, Dominguez Hills was founded in 1960 through the authorization of The California State Legislature. Initially named “South Bay State College” and situated in Rancho Palos Verdes until 1965, the campus today sits on land that has a long and rich history. The University’s 346 acres were once a section of the first private land grant in Southern California—the Rancho San Pedro. After the Watts Rebellion of 1965, the legislature decided that the emerging institution should attend to the underserved population of South Los Angeles. It was renamed California State College, Dominguez Hills (1966-1977) before becoming known by its present name.

Today, CSU Dominguez Hills is a diverse, welcoming community of learners and educators collaborating to change lives and communities for the better. Through strong and relevant academic programs, dedicated faculty mentors, supportive staff, an attractive campus, and student amenities, CSUDH is committed to connecting its students to an affordable, high-quality, and transformative education. The University provides its surrounding communities with a vital resource for talent, knowledge, skills, and the leadership needed to thrive today and tomorrow.

A member of the NCAA Division II, CSU Dominguez Hills sponsors four women’s and six men’s sports teams which compete in the California Collegiate Athletic Association (CCAA). The University has earned three NCAA Division II Championships in soccer and the campus mascot is the Toro, Spanish for bull.

For more information:

About Carson and Los Angeles, California

Located 13 miles south of downtown Los Angeles and 14 miles south of Los Angeles International Airport (LAC), Carson is both a new city and an old community. Incorporated on February 20, 1968, Carson is the youngest municipality in the South Bay region of Metropolitan Los Angeles. As of 2018, it had a population of 95,324.

Long home to indigenous Native Americans, the area that would become Carson quickly fell into Spanish hands in the late eighteenth century. For nearly one hundred and fifty years, its destiny lay with the Dominguez family, whose expansive Rancho San Pedro became a center for politics and business, in addition to ranching. Their decision to sell parts of the ranch lands opened the door for small farmers, industry, and commerce beginning in the late 1800s, and by World War II these elements were solidifying into a community. Mirroring its neighbors, the area grew rapidly in population after the war, maturing industrially and commercially. Within a few decades, the community had decided it was time to strike out on its own and take charge of its future. In 1968, Carson incorporated as a city. At the time, its population stood at 66,520.

Carson is famous for hosting the very first air show ever held in the United States. Known as the ‘Great Air Meet,’ it took place in 1910, just seven years after the Wright Brothers made their first flight near Kitty Hawk. The site where this show took place has since been declared a California historical landmark. Following the air show, the greater Los Angeles region went on to become one of the central hubs in the aerospace industry, home to Boeing, Douglas, Lockheed, Northrop, and one of the busiest international airports in the world.

While Carson is well known as an industrial center with unparalleled access to transportation and the Pacific Rim, it is also a culturally diverse community that is an attractive place to live and work. The city has more than 120 acres of park land divided into 12 parks, two mini-parks and sports/recreational facilities that include three swimming pools, a boxing center, a state-of-the art sports complex, and the Carson Community Center. These facilities allow the residents of Carson to enjoy a variety of sports, recreational and cultural programs. The city’s pre k – 12 educational needs are served by Los Angeles Unified School District.

The City of Los Angeles is a cosmopolitan city and a destination for people worldwide. It is the largest city in California, with a population of roughly four million people, and is the second most populous city in the United States behind New York City. LA is known for its Mediterranean climate, ethnic diversity, sprawling metropolis, and the entertainment industry.

Los Angeles has one of the most dynamic economies in the world, with a fast-growing and immense high-tech industry, world leading creative economy, and tremendous strength in aerospace and advanced transportation. It is the nation’s largest manufacturing base, has the nation’s largest international trade industry, and supports a rapidly increasing amount of venture capital investment in startups.

In 2028, Los Angeles will host the Olympics for the third time, becoming only the third city in the world to hold that honor.

CSUDH Mission

‘We provide education, scholarship, and service that are, by design, accessible and transformative. We welcome students who seek academic achievement, personal fulfillment, and preparation for the work of today and tomorrow.’

CSUDH Vision

A vital educational and economic resource for the South Bay, CSU Dominguez Hills will be recognized as a top-performing comprehensive model urban university in America. CSUDH will be known as a campus community and gathering place where:

  • diversity in all its forms is explored, understood, and transformed into knowledge and practice that benefits the world;
  • technology is embraced and leveraged to transcend educational boundaries as we reach out to students, both locally and globally;
  • sustainable environmental, social, and economic practices are a way of life;
  • students from its community who aspire to complete a college degree are provided the pathway and guidance to succeed;
  • faculty and staff across the University are engaged in serving the dynamic needs of the surrounding communities;
  • student life is meaningful and vibrant;
  • its accomplishments and those of its alumni are recognized nationally and internationally; and,
  • ultimately, its students graduate with an exemplary academic education, a highly respected degree, and a genuine commitment to justice and social responsibility.

CSUDH Core Values

The following core values are fundamental to the University’s success:

  • Accountability. We recognize and live up to our responsibility to our students, campus resources and finances, staff, faculty alumni, supporters, and the community at large.
  • Collaboration. All segments of the campus community work together to support our vision as well as our students’ success.
  • Continuous Learning. We strive to continually improve teaching, scholarship, and service.
  • Rigorous Standards. We identify, implement, and support excellence in all our practices.
  • Proactive Partnerships. We actively engage with our communities and its members to promote educational opportunities and excellence for our students.
  • Respect. We celebrate and respect diversity in all forms.
  • Responsiveness. We are here to serve the needs of students, this community, and society.

University Leadership

Dr. Thomas A. Parham, President

Thomas A. Parham, Ph.D. is a family man who resides in the Southern California area with his wife, Davida. Dr. Parham is the 11th president of California State University, Dominguez Hills. Dr. Parham previously served as Vice Chancellor for Student Affairs and an adjunct faculty member at the University of California, Irvine (UCI), where he had been since 1985. Prior to his role as vice chancellor, he served as Assistant Vice Chancellor for Counseling and Health Services, Counseling Center Director, and Director of the Career and Life Planning Center at Irvine. Early in his career, Dr. Parham also held an appointment on the faculty at the University of Pennsylvania in Philadelphia.

“Dr. P,” as he is affectionately known, is a licensed psychologist with more than 35 years as a scholar and practitioner. He has sustained a research focus in the area of psychological nigrescence, specifically on identity development, African psychology, and multicultural counseling. In addition to writing over 45 journal articles and/or book chapters, he is the author of Psychological Storms: The African American Struggle for Identity (African American Images, 1997) and Counseling Persons of African Descent: Raising the Bar of Practitioner Competence (Sage, 2002). He also co-authored, Culturally Adaptive Counseling Skills: Demonstrations of Evidence-Based Practices (Sage, 2011) and the highly regarded The Psychology of Blacks book series, now in its fourth edition, The Psychology of Blacks: Centering Our Perspectives in the African Consciousness, 4th ed. (Pearson Education, 2011).

He has also produced several videos, including Counseling African Americans, Youth and Violence, and Innovative Approaches to Counseling African Descent People available through Microtraining & Associates, and Working with African American Clients, available through the American Psychological Association (APA).

Dr. Parham is a proud alumnus of the American Psychological Association’s Minority Fellowship Program (MFP), and strives to align his professional endeavors with the legacies left by MFP’s founders and former directors, Drs. James Jones and Dalmus Taylor. He holds Fellow status in Divisions 17 and 45 of APA and with the American Counseling Association (ACA), and the title of Distinguished Psychologist in the Association of Black Psychologists.

Dr. Parham is a past president of the National Association of Black Psychologists and the Association for Multicultural Counseling and Development (a division of ACA). He served on the editorial board for the Journal of Multicultural Counseling and Development for five years, and completed a term on the editorial board of the Journal of Counseling and Development as well. He currently serves as an ad hoc reviewer for the Journal of Black Psychology. He also serves as treating clinician for the NFL program for substance abuse.

In consultations, public addresses and television appearances throughout the United States, Dr. Parham has addressed such issues as multicultural counseling, counseling African Americans, cultural competence, educating African American youth, youth and violence, coping with stress, characteristics of exceptional people, multicultural education, managing a diverse workforce, effective communications, developing effective management and supervisory skills, managing people, conflict resolution, and team building.

Dr. Parham contributes his talents in the areas of social advocacy, community uplift, and youth empowerment to communities in both Los Angeles and Orange Counties.

In 1986, the city of Irvine appointed him to its Human Relations Committee, on which he helped draft the city’s first human rights ordinance. He also served as chair of UCI’s Martin Luther King Jr. Symposium for 10 years, and sought to extend the boundaries of the University community countywide.

In the early 1990s, he helped charter the Orange County chapter of the 100 Black Men of America, the 100 Black Men of Orange County (100 BMOC). While serving as their first chair of the education committee, he helped to develop the 100 BMOC’s signature Passport to the Future program, and is the architect of their Rites of Passage component.

He extended his reach and influence to the greater Los Angeles area by collaborating with the College Bound program to produce a similar Rites of Academic Passage component for high school students. After much encouragement, he has taken the Rites of Academic Passage model and turned it into an intellectual property now available for commercial sale. That program is known as The Bakari Project. He remains intimately involved with both programs to this day.

Dr. Parham was elected to serve as the fifth president of the 100 Black Men of Orange County organization in January of 2002, a term of service he completed in 2005. His efforts as president included collaborating with Turning Point Communications and the City of Irvine to host the Annual African American Business Summit; planning for a Fall Health and Wellness Summit; initiating an Institutional Report Card initiative to evaluate the quality of the educational experience for African American youth in Orange County schools; serving on Orange County Sheriff’s Community Coalition Program; and helping to recognize and honor citizens of all colors who make a difference in the African American community by co-chairing the 100’s award committee for its annual gala. He has also served as national chair of education for the 100 Black Men of America.

Dr. Parham has been interviewed and quoted extensively in regional and national newspapers and magazines. He participated in the 2005 State of the Black Union hosted by Tavis Smiley, which aired on CSPAN, and appeared in the 2010 documentary Fair Game?, directed and produced by Mario Van Peebles.

Dr. Parham grew up in Southern California and received his bachelor’s degree in social ecology from the University of California, Irvine, his master’s degree in counseling psychology at Washington University in St. Louis, and his Ph.D. in counseling psychology at Southern Illinois University at Carbondale. He is licensed to practice psychology in California.

Academic Programs and Faculty

CSU Dominguez Hills offers 46 baccalaureate degrees, 23 master’s degrees, and a number of certificate and credential programs. While continuing to emphasize the liberal arts and sciences, the University offers professional programs at both the undergraduate and graduate levels. Degree programs offered under the auspices of six colleges provide a well-rounded curriculum that combines rigorous academics with a practical education.

The University is known for excellence in teacher education, nursing, psychology, business administration, and digital media arts. CSUDH is also a national leader in distance and online education, with ten academic degree programs and seven certificate programs offered digitally.

CSU Dominguez Hills is accredited by the WASC Senior College and University Commission (WSCUC) and 12 programs hold accreditations from national professional associations: business administration, clinical sciences, computer science, education, health science, music, nursing, occupational therapy, public administration, social work, special education, and theatre arts.

Faculty Headcount

Full-time             403

Part-time             590


Total                      993

The Student Body (Fall 2019)

The student population at CSU Dominguez Hills is among the most diverse in the country. Nearly 90 percent of the student body identify as a person of color. LatinX students make up 64 percent of the student body–the 3rd highest in the state. African American students comprise 11 percent (the highest percentage of any university in the CSU system) and 8 percent of the students identify as Asian.

Benefits Overview

  • Health Insurance Plans
  • Dental Plans
  • Vision Plan
  • Flexible Spending Plan
  • Life Insurance Plans
  • Retirement Plans

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 may be emailed to Michel Frendian at Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895.

Visit the California State University, Dominguez Hills Foundation web site at

Visit the California State University, Dominguez Hills website at

The California State University, Dominguez Hills Foundation is an equal employment opportunity employer, and is strongly committed to achieving excellence through a diverse workforce. The CSUDH Foundation considers 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. Individuals with disabilities requesting accommodations under the Americans with Disabilities Act (ADA) may call the Human Resources Office at (310) 243-2373.