Director, University Center and Events Center

Responsibilities of the Position

Summary

Reporting to the senior executive director for auxiliary services, the director of the University Center (UCen) and Events Center (ECen) is a dynamic and forward-thinking leader who delivers exceptional direction and strategic vision for two premier, multipurpose facilities that serve as cornerstones of an outstanding student experience at the University of California, Santa Barbara (UC Santa Barbara). The director serves as a senior administrator within Housing, Dining & Auxiliary Enterprises (HDAE), partners with the associate vice chancellor of HDAE, the senior executive director, and other institutional leaders on campus-wide initiatives, and engages regularly with the UCen and ECen Governance Boards to ensure the availability of a comprehensive array of services, programs, leadership experiences, and educational opportunities for the student body.

The director provides vision and operational leadership for the University Center, the campus’s primary student union, which hosts more than 2,500 annual conferences and meetings with over 170,000 attendees and serves more than 11,000 daily visitors. The director also oversees the Events Center (popularly known as the Thunderdome), a 6,000-seat arena supporting intercollegiate athletics, intramural programs, major concerts, and large-scale campus events. Additionally, the director ensures fiscal stewardship and reserve planning while leading policy implementation, staff management and development, marketing and public relations, long-range facility planning, sustainability efforts, and the continued evolution of student-centered services.

The director manages a dynamic staff of seven professionals, including three direct reports, indirectly supervises approximately 100 part-time student employees, and administers a $4.4 million operating budget.

Specific/Additional Responsibilities

University Center Management

• Provides strategic vision, direction, and operational oversight for the UCen, including fiscal management; marketing and public relations; facility operations and scheduling; vendor contract negotiation and performance; policy and procedure development; and oversight of renovations, preventive maintenance, and deferred maintenance projects.
• Establishes and implements short- and long-range organizational goals, strategic plans, policies, and operating procedures; monitors effectiveness and drives continuous improvement across programs and operations.
• Leads and enhances social, cultural, recreational, and educational co-curricular initiatives, ensuring inclusive, high-quality programming and appropriate space utilization to meet the diverse needs of the campus community.
• Oversees all personnel functions for professional staff, including hiring, training, performance management, and professional development.
• Indirectly supervises a large student workforce and fosters a developmental environment that prepares students for success beyond the university.
• Advises and partners closely with the University Center Governance Board on matters including budget oversight and long-term planning for the student-funded UCen; serves as primary liaison to the board chair, ensuring effective communication, meeting coordination, and full representation of chartered members.
• Maintains oversight of charter and policy documentation and implementation, and cultivates strong relationships with stakeholders to ensure accountability in the use of student-driven funding and alignment with constituent needs.
• Builds and sustains collaborative relationships across campus and with external partners to expand programming opportunities, optimize facility use, connect student organizations to resources, and communicate policies and services effectively.
• Coordinates engagement and programming efforts with co-located campus services to deliver a cohesive and supportive student experience.
• Promotes a welcoming, inclusive environment by developing and implementing hospitality standards, procedures, and training.
• Serves as a key liaison for high-profile campus and regional events hosted in the UCen, ensuring seamless execution of foundation meetings, chancellor-led initiatives, and major institutional gatherings; oversees complex event protocols involving public officials, dignitaries, and donors.
• Represents the UCen and the institution at campus, community, systemwide, state, and national levels, including participation in meetings, committees, and professional organizations; actively promotes programs, services, and policies.

Finance/Financial & Capital Planning

• Develops and manages annual budgets, conducts cost and productivity analyses, and establishes purchasing guidelines to ensure full compliance with university standards.
• Oversees lease negotiations for non-food vendors and manages agreements with student organization tenants, including the Associated Students, the Graduate Student Association, and the MultiCultural Center.
• Plans and implements revenue-generating strategies, including developing and analyzing fee structures for events, room reservations, services, and facility use.
• Builds support for student fee reaffirmations and collaborates with student government on new fee referendums.
• Leads strategic planning for the UCen and ECen, including setting organizational goals and priorities for facilities and student programs; utilizes student surveys and institutional assessment data to evaluate needs, inform decision-making, and align initiatives with HDAE priorities and the broader university mission.
• Establishes and advances best practices in facility management in partnership with Residential Operations custodial and maintenance teams, including the development and implementation of policies and procedures.
• Assesses workforce needs and provides strategic direction related to service delivery, staffing, and capital planning.
• Develops and implements plans, informed by third-party assessments, to address deferred maintenance and long-term facility needs, and ensures ongoing improvement of UCen and ECen facilities.
• Leads long-range planning for space allocation, facility enhancements, and expansion projects, including recommendations for student amenities; oversees remodeling, sustainability initiatives, and major maintenance efforts across both facilities.
• Provides guidance and oversight to the associate director in managing capital and renovation projects from planning through completion, including reviewing documentation, participating in key meetings, and coordinating with HDAE Project Management and the Office of Budget and Planning.

Events Center Management

• In partnership with the associate director, develops, implements, and refines operating procedures and workflows to ensure effective day-to-day management of the ECen, including guidance on event coordination and on-site leadership for large-scale events.
• Builds and maintains collaborative relationships with key stakeholders—including Intercollegiate Athletics, Recreation, Campus Safety, and student organizations—to support safe, well-executed events and a positive experience for all constituents.
• Leads strategic and financial planning efforts to ensure the ECen remains fiscally sustainable, responsive to campus needs, and positioned for long-term capital improvements.
• Oversees all contract negotiations for the facility and maintains consistent, proactive communication with campus partners and stakeholders.
• Advises and partners closely with the Events Center Governance Board on budget oversight and long-range planning for the student-funded ECen; serves as primary liaison to the board chair, ensuring effective communication, meeting coordination, and full representation of chartered members.
• Maintains oversight of charter and policy documentation and implementation, advises on capital projects, and fosters strong relationships with stakeholders to ensure responsible stewardship and accountability of student-driven funding.

Qualifications and Characteristics of the Successful Candidate

Requirements include a bachelor’s degree in a related field (or an equivalent combination of education and experience) and demonstrated progressively responsible leadership and management experience, preferably within a college or university environment. A minimum of five years of experience overseeing student union facilities or comparable student-centered operations is also required. An advanced degree and demonstrated experience working at an intermediate or senior level in a campus-based auxiliary services program are preferred.

Knowledge, Skills, and Abilities

• Leadership competencies to include business acumen, innovation management, interpersonal savvy, organizational and strategic agility, and vision management.
• Skill in collaborating with a variety of constituents, including faculty, staff, students, visitors, and vendors, to work towards shared goals supporting the mission, vision, and objectives of the campus.
• The ability to translate physical plant knowledge into efficient solutions for delivering quality service and effective business solutions.
• The ability to plan for facility development.
• The ability to provide leadership in the development of long-term planning strategies.
• Knowledge of student engagement principles and the ability to work collaboratively with student leaders.
• Skill in monitoring and assessing people, processes, or services to make improvements.
• The ability to work constructively with a culturally pluralistic student body, staff, and community clientele.
• The ability to successfully lead, direct, mentor, evaluate, and motivate staff utilizing clear, effective interpersonal and problem-solving skills.
• Advanced skills in customer service, management, sound judgment, innovative thinking, and creative problem-solving in a varied and challenging environment.
• The ability to establish priorities, perform effectively under pressure, and complete projects on time.
• Advanced verbal and written communication skills.

In addition to the qualifications stated above, key stakeholders identified the following capabilities and attributes of a successful candidate:

• Dynamic leadership, accountability, change management, and organizational development abilities, including emotional intelligence, transparency, and empathy, that inspire and unify staff, provide professional and personal growth opportunities, and promote teamwork throughout the UCen and ECen.
• Solid budgeting and finance skills, innovation in discovering new revenue sources, and the ability to effectively advocate for scarce resources and allocate appropriately.
• Energy and enthusiasm for the role, passion for the work, a positive attitude even in the face of adversity, a charismatic and approachable demeanor, and flexibility and adaptability in all situations.
• An independent thinker and transparent communicator with the ability to make difficult decisions when necessary, conduct difficult conversations when pertinent, actively listen to all sides of an issue, utilize diplomacy and political savvy, and balance the needs of the people with the needs of the organization.
• A student-centered focus, keeping the priorities and needs of students at the forefront at all times.
• A willingness to be highly visible and present throughout both facilities, serving as a positive “face” for each and a liaison for the students.
• The ability to listen carefully, ask knowledgeable questions, learn the institution’s and department’s cultures, accept staff input, communicate effectively at all levels, and then make well-informed decisions that are best for the UC Santa Barbara community, the University Center, and the Events Center.

Opportunities and Challenges of the Role

In transitioning to UC Santa Barbara, the director of the University Center and Events Center will encounter the following opportunities, priorities, and challenges, as shared by key campus stakeholders:

• The new director must possess a broad and deep understanding of national best practices concerning service and program development for multi-use student union and event-focused facilities, including fiduciary considerations, daily operations, reservations, staffing models, facilities maintenance, policies and procedures, technology, student organizations, and programmatic integration. The director should be a dynamic and energetic leader who is unwaveringly committed to customer service at the highest level, capable of managing complex situations and staffing, devising strategic initiatives, and administering multiple priorities. Furthermore, the director should possess insight into today’s students and their developmental needs, a deep understanding of the culture of a large, public R1 institution of higher education, and the skill to contribute significantly at both the strategic and operational levels to the student experience at UC Santa Barbara.

• It will be essential that the new director commit to a comprehensive culture of collaboration and partnering within both facilities and across campus. The UCen and the ECen are fully committed to building relationships as a foundation of the campus culture, and strong collaboration is an absolute necessity to ensure success. The director interacts with a wide range of entities, including students, faculty, administration, departments, tenants, vendors, and other external partners. It will be crucial that the director quickly reach out across these areas, conduct a “listening tour” to gather input, reinforce existing relationships, and build solid new partnerships that foster ongoing positive interactions. These connections are essential to assess stakeholders’ real needs, provide exceptional programs and services for the campus community, increase student use of the facilities, and ensure that both facilities are known for their customer- and student-centered approach.

• While the administrative duties of the position may require many meetings and other non-student-facing responsibilities, it will be essential that the director be visible and accessible in the UCen and ECen, get involved with students and the campus community, personally promote programs and services, collaborate with colleagues on projects and committees, and serve as the “face” of the two operations to the campus. Consistently engaging with student leadership, particularly with the University Center Governance Board and the Events Center Governance Board, will be expected. Being both an advocate and an advisor will create positive relationships and enhance operations. The governing boards advise the director on general policy decisions, program budget allocations, space for student groups, and long-range plans for the operation of the UCen and ECen. It is critical for the success of the next director to work closely with these boards to provide ongoing, excellent programs and services for which the centers are known. To ensure that the UCen and the ECen are considered among the most service-oriented departments at the university, the director must be a problem-solver and a consensus-builder across all facets of the job.

• Given the state of higher education and the financial issues facing the industry, the new director should possess a comprehensive understanding of budgeting and financing in an auxiliary setting. While student fees are allocated each year proportionately and tenant rent monies are collected, it will be critical for the director to have experience developing new and innovative sources of revenue to supplement current funding and address deferred maintenance, operational priorities, and potential capital expenses. A plan is being finalized to address inconsistencies in the collection of tenant rental fees, and the incoming director should be prepared to support and implement it upon arrival. Additionally, within the last three years, the administration engaged the Association of College Unions International (ACUI) to conduct a review of the operations, staffing, finances, and facilities of the UCen and ECen. The ACUI report will be extremely helpful in advising the new director going forward.

• The current staff members of the UCen and the ECen are highly committed to the vision of a strong, supportive team and dedicated to providing the best possible service to the UC Santa Barbara community. The staff works tirelessly to improve the student experience. The new director should make it a priority to get to know the staff as individuals quickly, learn their particular needs, develop trust and confidence throughout all levels of staff, ascertain and understand the various responsibilities they perform and roles they play, provide comprehensive professional support and development, and foster the continued and ongoing growth of a strong, cohesive team. The director should be responsive to all staff and student employees, recognizing the differing needs and priorities of each, and prioritize working alongside the staff and students to foster a robust team dynamic.

Measures of Success

The items listed below will define success for the director of the University Center and Events Center throughout the first year of employment:

• The director has conducted a comprehensive listening tour within the two facilities and across campus, assessments of various aspects of the facilities and the governing organizations have been administered, and strategic and operational plans are being formulated to map out the vision, and short- and long-term success of the department (including plans to bring the technology and internal systems up to date).
• The staff of the UCen and ECen are working collaboratively as a team, morale and retention within the staff are high, professional and career development opportunities are offered, staff members feel respected and supported, communication is frequent and transparent, and the two facilities continually maintain an atmosphere of energy, excitement, fun, and innovation.
• The director has formed collaborative relationships with student organizations, administrators, and other departments across campus, and this individual is considered a solid colleague and trusted partner throughout the community.
• The director is recognized on campus as the “face” of the two centers, has a reputation for being approachable and available, regularly attends student events and programs, is considered the campus “expert” on matters related to the University Center and Events Center, and spends quality time engaged with the student body.
• Financial models are set; the director thoroughly understands all revenues, expenses, and overall budgets; fiscal priorities are in place for the next year; and the director is pursuing innovative and alternative revenue streams to supplement current budget levels.

Leadership

The University Center

The University Center serves as a hub of student activity at UC Santa Barbara and provides a variety of services to faculty, staff, alumni, and campus visitors. It comprises the following units: UCen Administration & Director’s Office, the Hub (events venue), Meetings & Events, Operations, and Marketing. A variety of other campus departments, student organizations, and leased operations maintain tenant space within the building, including the UC Santa Barbara Campus Store, UC Santa Barbara Campus Dining, Access Card Program, Associated Students (A.S.), Graduate Student Association, MultiCultural Center & Theater, A.S. Food Bank, Food Security & Basic Needs Advising Center, The University & Community Housing Office, U.S. Post Office, SBPrinter.com, A.S. Environmental Affairs Board, and the California Public Interest Research Group (CALPIRG).

UCen Organizational Chart

The Events Center

The Events Center, known around campus as the Thunderdome, provides a clean, safe, well-equipped venue where students, staff, faculty, and community members can enjoy participating in athletic, academic, recreational, or special events. It is home to UC Santa Barbara Women’s Volleyball, Women’s Basketball, and Men’s Basketball, and is used by the UC Santa Barbara Recreation Department for intramurals, classes, and summer camps; by the Associated Students Program Board for the Delirium and Warm Up concerts; UC Santa Barbara Career Services for Career Fairs; and by various external users.

The Student Body

Total Enrollment: 26,068

Undergraduate: 23,232

Graduate: 2,836

Male: 43.9%

Female: 56.1%

African American/Black: 2.2%

Asian: 17.9%

Hispanic/Latino: 24.5%

White: 32.1%

Two or More Races: 8%

Unknown: 2.5%

Non-Resident: 10.8%

Institutional Leadership

Full Bio

Chancellor’s Organizational Chart

Application

Review of applications will begin on May 1, 2026, and continue until the position is filled. To apply for this position, please click on the blue “Apply for Position” button, complete the brief application process, and upload your resume and position-specific cover letter. Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895 or email info@spelmanjohnson.com.

Visit the University of California, Santa Barbara website at https://www.ucsb.edu/

UC Santa Barbara is an Equal Opportunity/Affirmative Action Employer, and all qualified applicants will receive consideration for employment without regard to race, color, religion, sex, sexual orientation, gender identity, national origin, disability status, protected veteran status, or any other characteristic protected by law. 

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