ADMINISTRATIVE FACULTY JOB DESCRIPTION
APPROVED POSITION INFORMATION
(to be completed by HR)
Effective: September 1, 2015
Title
Range
JCC
5
78409
Director, Strategic Program Development
Essential Function: Medium Work
Description: Exerting 20 to 50 pounds of force occasionally, and/or 10 to 25 pounds of force frequently,
and/or greater than negligible up to 10 pounds of force constantly to move objects. Medium work
requires walking or standing to a significant degree and pushing and/or pulling.
1. Summary Statement: State the major function(s) of the position, the role in the
university, and the supervisor’s title.* (This section is used for advertisement of the
position.)
The Director, Strategic Program Development, is responsible for overseeing the strategic
programming for deferred maintenance and campus improvements. The position develops and
utilizes a variety of decision making criterion to identify, prioritize and program campus asset
infrastructure needs. The position oversees the campus design and construction standards,
document control, master planning and space allocations. The position is instrumental in
developing standards for and guiding the implementation of improvements in project
administration processes. Additionally, the incumbent serves as an internal/external liaison
regarding campus design and construction activities.
* Attach an organizational chart with positions, ranges, and names for the division.
2. List the major responsibilities, including percentage of time devoted to each. Provide
enough detail to enable a person outside the department to understand the job
(percentage first with heading and then bulleted information). If line of progression,
define for each range as above.
20% Manage Capital Improvement and Deferred Maintenance Programming
 Oversees the development of the campus capital improvement and deferred
maintenance programs including identifying and prioritizing requirements, developing
cost estimates, and programming work in conjunction with available funding
 Develop project prioritization criteria
 Oversee facility condition assessments, employing developed criteria
 Forecasts and ranks repair and replacement projects to achieve campus mission and
asset infrastructure stewardship goals, utilizing a disciplined, criteria-based decision
making approach
 Collaborates with campus constituents to understand needs and communicate priorities
and funding constraints
 Guides the spending process for allocated funds
 Oversees deferred maintenance program and establishes priorities for inclusion in the
bi-annual campus CIP submittal; develops project scopes and estimates
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Director, Strategic Program Development
20% Develop Project Administration and Management Processes
 Guide the development of standardized project administration processes
 Identify project management needs and develop tools
 Identify best practices for all aspects and phases of project administration
 Collaborate with project managers, directors and assistant directors to develop practices
to streamline project contracts, terms and conditions, communications, critical path
planning, reporting and other related project administration tools
 Create policy related to consistent management of projects
 Supervise personnel responsible for central project management
20% Facilities Liaison
 Meet with departments, deans, and chairs to establish department planning goals for
future expansion projects and space utilization
 Coordinates planning and design for construction projects with outside agencies when
applicable, such as the City of Reno and the Regional Transportation Commission
(RTC)
 Represent the University in forums where planning issues affecting the University are
presented
 Develops and implements outsourced job order contracts
20% Campus Space & Master Planning
 Oversee the campus space planning function, including space audits, annual NSHE
reporting
 Oversee the Facilities Services responsibilities relative to the Facilities Resource
Committee (FRC) Meetings, including setting the agenda, representing Facilities in
space management matters and providing information to assist the committee with the
decision making process
 Plan deferred maintenance and major space renovations in conjunction with the overall
campus master plan and initiatives
 Assist to create and implement the campus master plan
 Supervise personnel responsible for space planning
10% Plan Album & Document Control
 Guide the development of standards for the maintenance of the campus plan album
 Oversee the effort to create “living documents” within the plan album
 Ensure maps and plans are updated as new buildings come online or as renovations are
completed
 Supervise the drafting personnel
10% - UNR Design and Construction Standards Development and Maintenance
 Develop and maintain the web-based design and construction standards
 Incorporate applicable planning standards
 Review and analyze standards for cost effectiveness, operational efficiencies, and
maintainability
 Oversees inspections of capital construction and deferred maintenance projects
ensuring compliance with applicable codes and standards
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Director, Strategic Program Development
3. Describe the types of decisions the position(s) makes independently as part of the core
responsibilities. Provide examples. If a line of progression, describe the decisions made
at the highest level.
The incumbent maintains latitude to establish business goals consistent with the strategic
direction provided by management and implement consistent operational plans. Below are
examples of independent business decisions made.
Determines the condition of assets. Applies decision making criterion to prioritization for funding.
For example, would review deferred maintenance backlogs and rank competing projects based
upon things like criticality, number of users, impact of failure, available funding etc.
Reviews standards to determine applicability. Includes those standards determined to be of
value and eliminates others (requires in depth knowledge of code, and design, construction and
project management practices).
Performs high level analysis of processes; utilizes standards, benchmarks and best practices to
design effective programs. Samples where this occurs include in developing comprehensive
scope of work templates, contract terms and conditions, data management, etc. The project
administration process incorporates a set of very inter-related modules (things like estimating,
project initiation, execution, budgeting, close out, evaluation, archiving, plan album updates,
utility mapping, reporting). This position is responsible for obtaining input, and then designing
these processes for a variety of project sizes and types.
The incumbent maintains significant latitude in managing employees and is accountable for
employee goal attainment.
4. Describe the types of problems, issues, action, communications this position typically
takes to the supervisor for resolution and/or consultation. Provide examples. If a line of
progression, describe the supervisory consultation at the highest level.
The incumbent receives clarification from supervisor on goals and objectives and broad
program guidance, but is expected to provide input regarding the strategic direction of the work
unit. The incumbent has significant latitude to design effective programs within broad
boundaries. The incumbent provides regular updates on progress toward strategic goals and
notifies the supervisor when the outcome is significantly different than plan or when conditions
change.
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Director, Strategic Program Development
5. Select the applicable competencies required to successfully perform the job. The
selected competencies will be evaluated within the Administrative Faculty evaluation as
Competencies for Success.
Competency
Required
Adaptability
☒
Analytical Thinking
☒
Communication
☒
Diversity and Inclusion
☒
Financial Responsibilities
☒
Human Resource Responsibilities
☒
Leadership
☒
Program/Project/Functional Knowledge
☒
Resource Responsibilities
☒
Serving Constituents
☒
Teamwork
☒
Other (specify) Safety Leadership
☒
6. Minimum requirements of the position. Minimum requirements should be consistent
with the Job Evaluation Model. If Line of Progression, minimum requirements must be
defined for each range.
Education
Experience
Bachelor’s Degree in architecture,
Six years of managerial or related
engineering, facility management
professional experience
or related field
Master’s Degree in architecture,
Four years of managerial or related
engineering, facility management
professional experience
or related field
Relevant Experience: architectural, engineering, facility management and/or
planning experience within complex organizational environments
Certification and Licensure:
 Nevada Class “C” Operator’s License within 30 days of appointment.
Schedule or Travel Requirements:
 Occasional travel
 May require a variable schedule
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Director, Strategic Program Development
Optional Addendum: Describe the knowledge, skills, and abilities required to successful
performance of this job (in bullet format).
Knowledge of:
 Facility systems to work through complex problems related to campus infrastructure and
building assets
 Decision making processes related to sound asset management and resource
allocations
 Risk management practices
 Building fire codes, electrical/mechanical systems, computer controls and accessibility
laws applicable to campus planning when examining utility requirements for new
buildings
 Design, engineering and construction standards
 Utility marking and mapping practices
 Bidding requirements and contract terms and conditions
 Project management practices
 Human resource policies and procedures
Skills:




Conflict management and resolution
Supervision and management of staff
Negotiating
Project management
Ability to:
 Interact effectively with faculty, administrative staff and other employees at all levels of
responsibility
 Work through people to accomplish goals
 Apply a quantitative approach to decisions with flexibility to incorporate changing needs
and priorities
 See the big picture
 Facilitate meetings with key administrators, senior management, staff, faculty, and
students
 Collect and organize the University needs into clear planning goals and objectives
 Understand, interpret, and develop contractual language regarding scope of work and
formalized policies, guidelines, rules, and regulations
 Unite a diverse constituent around common goals
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