Finance and Administration at Oregon State University The Division of Finance and Administration (DFA) consists of more than 400 employees working within eleven units – Finance and Administration, Administrative Services, Budget and Fiscal Planning, Business Affairs, Capital Planning and Facilities Services, Conference Services, Human Resources, Printing and Mailing, Public Safety/Oregon State Police, Enterprise Risk Services, Shared Services (Business Centers), and Transportation Services. These units support the university’s core mission through collaborative and entrepreneurial stewardship of public, human, business and facilities resources. DFA maintains stewardship of the university’s resources through a sound internal control structure and by ensuring that financial statements are prepared in compliance with generally accepted accounting principles. The Division of Finance & Administration is led by Glenn Ford, who joined the university in 2013. A highly regarded leader in the field, he previously served as Vice President for Finance and Administration/Chief Financial Officer (CFO) and Treasurer for Linfield College and Vice President for Business and Finance/CFO at Utah State University, and he held senior administrative positions at Washington State University and the University of Idaho. The university aims to have a vibrant and contemporary Capital Planning and Facilities Services function that will have positive impact in both preserving and transforming the campus. The AVP will be joining a strong and well‐functioning DFA team that works together towards common goals and is dedicated to OSU’s aspirations for excellence in all aspects of its environment. The Position ‐ Role Summary The Associate Vice President for Capital Planning and Facilities Services provides university‐
wide strategic leadership, vision, coordination, and administrative oversight for all capital planning and facilities services, including capital development, capital planning, space planning and management for the University’s 8.3 million square feet of space, land use planning, facilities operations, real property and strategic real estate management, and administrative services. (For the AVP’s oversight responsibilities, please see the organizational chart in Appendix A.) Capital planning includes comprehensive campus master planning and annual capital planning consistent with the University’s strategic plan and the identification of campus priorities. The AVP will support the University’s goals and operational priorities, provide oversight and strategic direction to the offices of Capital Development, Administrative Services, Land use Planning, Facilities Services , Real Property and Strategic Real Estate Management, and Capital Planning, manage the process of programming, planning, budgeting, design and construction of major capital projects, develop strategies and implementation plans for short and long‐range campus development and facilities space utilization; create designs for major campus 6 improvements, and recommend projects and strategies for approval by the Senior Leadership and the Board of Trustees. The AVP reports directly to the Vice President for Finance and Administration/CFO, providing advice and counsel to other members of his senior team as well as to the President and University Vice Presidents, to the Provost and Deans on matters pertaining to space and facilities, and to the Board of Trustees. The AVP works closely with the Provost’s Council in developing principles for prioritization of capital requests. The AVP’s direct reports include managers of each unit and a total staff of more than 50. The AVP has responsibility for a $34 million annual operating budget with a capital spend of more than $100 million per year. Opportunities Ahead The AVP for Capital Planning and Facilities Services is a newly created position, the result of the combining two previously separate divisions, Capital Planning and Development and Facilities Services, with the goal of creating an integrated organization under a single leader to address initial planning through life cycle costs for capital, space, and facilities assets. The AVP will be expected to lead the integration of these units and have many opportunities to further the quality of services provided to the University. While not exhaustive, some of those opportunities include:  Creating a holistic system and accompanying infrastructure for the deployment of resources and the delivery of services to drive the enterprise moving forward: This will obviously be a very comprehensive exercise that will involve many initiatives including such things as review of policies and procedures to determine the right balance between ensuring professional processes – in bidding, construction, and planning – and moving projects forward with efficiency, assessment of work flows to allow seamless passing off of work between units, opportunities for operating efficiencies, and deployment of best practices and talent across the organization.  Addressing critical space needs: One particular and more immediate need concerns the University’s challenges regarding space. As enrollment continues to grow, there is a need to elevate the accountability of space across campus, and staff members are currently working on the development of a comprehensive space inventory as a first step. Recent efforts to provide more support and higher levels of information and communications regarding scheduled moves have been very helpful and well received by impacted units. It will be helpful for the AVP to have experience in managing similar challenges and be able to provide leadership to these efforts very quickly.  Developing and communicating capital planning priorities with clients: Enhanced processes, principals, and policies are needed in order to optimally develop priorities and to proactively and transparently work with university constituents (e.g., President, 7 
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Executive Vice President/Provost, President’s Cabinet, Provost’s Council, Faculty Senate Executive committee, etc.).. Staff members have developed a ten‐year capital forecast and annual capital plan as a first step toward laying out priorities and communicating them more clearly and frequently to the users. Full integration of capital planning, debt management/finance, and budget and planning needs to be improved. Updating the Campus Master Plan: The current plan is ten years old and efforts are underway to develop a new plan to support the ongoing growth of the University. Part of the campus sits in a designated historical district and challenges will no doubt arise over best and highest use of OSU’s property. The city is also doing regional planning that will require additional and close collaboration and figure prominently in plan development. Maintaining and strengthening cooperative relationships with city government: Beyond the Master Plan, the AVP has the opportunity to strengthen ties with city government by building solid working relationships with the city manager, the community development manager and city council members. As the largest employer and land owner in Corvallis, the University has many vested interests in making sure these relationships are healthy and collaborative. Enhancing customer service: As with many service units within the University, the Capital Planning and Facilities Services units strive to serve their customers and have aspirations to enhance their efforts and reputation. They are keenly aware of how their efforts impact the University’s ability to thrive and grow. Building the right infrastructure to create a high functioning department will require attention to customer service, including for example, the development of a comprehensive Customer Relationship Management (CRM) system to aid in better communication strategies and dissemination of information and faster turnaround times for fulfillment. Addressing new construction and deferred maintenance: As the OSU campus in Bend grows, there will be new construction to plan and manage. On the Corvallis campus, there is general agreement that the maintenance of OSU’s extensive assets have not kept pace with the growth of the University, with deferred maintenance needs estimated to total about $800 million. Refurbishment of old buildings, upgrading of the energy grid, and improvements to the research infrastructure will all be important priorities. While funding remains a challenge, recent years have seen more resources coming from the state, but not yet at the pace needed. The AVP should bring experience that includes development of innovative and creative solutions, as well as success in securing additional resources for deferred maintenance. Developing additional financial resources: The Capital Planning and Facilities Services units have historically been much leaner organizations than their Pac‐12 counterparts. The current administration is committed to turning the tide and addressing the need for additional financial resources for the department. The AVP will be expected to partner 8 with the VPFA in the development of both short‐term and long‐term solutions that will enable the department to more fully serve the University as it continues to grow. In addition to these opportunities and challenges, the AVP will be expected to:  Ensure effective planning and communication across all units in Capital Planning and Facilities Services to produce an integrated organization operating in accordance with a common vision, goals, and objectives;  Build strong collaborative relationships internally with deans, university administrative and executive leadership, and appropriate faculty committees and serve as an effective partner in space planning for academic priorities;  Build appropriate partnerships with vendors, developers and architects and evaluate the benefits of outsourcing and/or developing public/private partnerships where appropriate;  Prepare and coordinate the annual budget for facilities planning and capital spending;  Build a reputation for Capital Planning and Facilities Services within the campus community as partners and problem solvers and encourage and support an environment conducive to high faculty, staff and student morale and productivity;  Handle other initiatives as requested by the Vice President for Finance and Administration. Key Selection Criteria The University seeks an experienced leader in facilities administration and campus planning with outstanding leadership qualities and architectural and master planning skills together with significant management experience and a strong commitment to excellence, service and accountability. The AVP will demonstrate proven experience as a transparent and facilitative leader; a passion for delivering high quality service; deep interest in building strong relationships with campus constituents; the ability to develop and mentor staff; superior interpersonal and communication skills; a collaborative and flexible decision‐making style; a hands‐on orientation that pays attention to detail; the ability to ask questions, and to lead the kind of positive ongoing organizational change that is vital to a healthy and competitive institution. Candidates may be drawn from institutions of higher education, healthcare, public sector, or corporate settings with experience building campuses, corporate or research parks, real estate development expertise, or other complex settings with multiple stakeholders. Experience with the needs and challenges of a research environment would be helpful. 9 In evaluating candidates, the following criteria are essential:  A bachelor’s degree in planning, architecture, engineering, or related field and at least six years of progressive management experience, or equivalent combination. Certification as a registered professional engineer or architect would be desirable;  Proven track record of managing large and complex projects (over $25 million) successfully, on budget and on time;  Experience building and sustaining a high performance service‐oriented organization and developing a genuine service ethic. Demonstrated track record of hiring, managing and mentoring staff members with experience holding people accountable, managing change, resolving conflicts, and providing professional development opportunities; experience blending disparate cultures would be an advantage;  Strong leadership and organizational skills with demonstrated competencies in making complex decisions; successfully developing and implementing short and long‐term objectives; aligning resources with strategy; delegating effectively; prioritizing and managing multiple tasks concurrently; managing effective work processes; exercising good judgment about people; focusing on results; building strong relationships; and relating well to diverse constituents;  Excellent oral and written communication and interpersonal skills together with excellent listening skills; the ability to seek out, understand and enable diverse viewpoints and approaches to achieve university goals. Board room and executive presence is essential;  Collaborative, consultative, and team‐oriented leadership style; must be a team builder and a team player with the ability to energize and empower others; a willingness to jump into the trenches when necessary; demonstrated ability to lead, engage, and motivate a diverse team;  Understanding of best practices in capital planning and facilities management and demonstrated commitment to embracing sustainable principles. In addition, strong candidates will have a preponderance of the following personal qualities and competencies:  Politically savvy and sophisticated with a high degree of emotional intelligence, creativity, and imagination. A balance of left brain and right brain strengths, integrating an aesthetic sensibility with a practical approach to delivering projects.  A strong sense of place and the ability to articulate its impact upon the human experience; 10 
Demonstrated success utilizing technology to deliver dynamic and responsive services and support to a range of constituencies; 
Strong analytical skills, and the ability to think systemically to help the University in determining appropriate policies and programs, planning benchmarking activity, and tracking organizational performance; demonstrated budget and financial management experience;  Ability to work effectively with leadership, governance, and faculty across a wide range of academic and business operations areas and to serve as an advisor, consultant, and effective partner to these individuals and groups; 
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Strong technical and systems expertise. Ability to read construction plans, schematics, and job and construction orders and to manage architects, consultants, and external planners; Must demonstrate a mindset of continuous improvement; a style that is genuine, open and engaging; a creative approach to problem solving, and a willingness to address issues without territoriality; A fair, firm, and compassionate leader who can confront and make hard decisions and will vigorously promote equity and inclusion within the institution; a reputation for transparency, integrity and high ethical standards of excellence; Must be resourceful, entrepreneurial, transparent, thorough, and thoughtful in managing relationships. OSU commits to inclusive excellence by advancing equity and diversity in all that we do. We are an Affirmative Action/Equal Opportunity employer and particularly encourage applications from members of historically underrepresented racial/ethnic groups, women, individuals with disabilities, veterans, LGBTQ community members, and others who demonstrate the ability to help us achieve our vision of a diverse and inclusive community. For additional information, please consult the university’s website at http://www.oregonstate.edu. 11