The Position

Under the direction of the Chancellor, the President serves as the Chief Executive Officer of the college, oversees the academic and student services functions for the college, ensures sound fiscal and facilities management, and implements statutes, regulations, policies, and procedures in consideration of the mission of the district and college.

Representative Duties

Plan and develop the overall academic direction for the college in conjunction with the Chancellor; plan and recommend the instructional and student services programs, college budget, and the organizational structure of the college; collaborate with district and college staff with regard to the strategic planning of short and long range goals and objectives, management of facilities, policy development, and resource allocation.

Administer the overall development, evaluation, and improvement of the college curriculum and student services programs, services, and activities based on effective research and analysis; oversee the collaboration of instructional and student services managers to provide and enhance a student-centered model of education.

Plan, organize, direct, and evaluate the activities of the college pursuant to the mission of the district and college and the goals and objectives as set forth by the Board of Trustees; report on college achievement of district and college goals.

Provide leadership for sound fiscal planning in the development and management of the institution’s budget and externally-funded initiatives; plan resource allocations for facilities, equipment, and technologies that support the mission and goals of the college and district.

Conduct administrative staff meetings and councils; provide guidance to and receive advice from faculty organizations on matters relating to the instructional and student services programs and staff.

Establish and facilitate communication between the college, students, communities, businesses, and district; provide leadership for the development of outreach activities and partnerships that strengthen college viability; represent the college at meetings of the Board of Trustees, district cabinet, district planning activities in the community, and as appropriate at regional, state, and national conferences; ensure the visibility of the college within the community by promoting its accomplishments and developing appropriate marketing strategies.

Recommend the selection, retention, promotion, and termination of college personnel; provide staffing recommendations in compliance with equal employment opportunity principles and guidelines; lead and coordinate innovative efforts for staff development and the improvement of instructional and student services programs.

Coordinate projects and activities related to program and college accreditation, articulation, and matriculation.

Provide for the safety of students, staff, and the general public at the college; support the implementation of safety training programs and services for students and staff; oversee college facilities to ensure they are functional, energy-efficient, and safe.

Work cooperatively with the Academic and Classified Senates and Associated Students through a participatory governance process.

Make recommendations and decisions regarding curricula and courses in consideration of input from the Academic Senate and college management; involve staff in the development and continuous appraisal of the general philosophy and specific objectives of the college; coordinate a system of evaluation that appraises the effectiveness of programs and personnel.

Encourage development of a campus climate that will motivate students and staff.

Perform related duties as assigned.

Minimum Qualifications

A master’s degree from a recognized accredited institution and three years of full-time senior administrative experience in a community college and/or other accredited, post-secondary educational institution and/or comparable business or industry; OR a California Community College Credential authorizing administrative service.

Sensitivity to and understanding of the diverse academic, socioeconomic, cultural, disability, gender identify, sexual orientation, and ethnic backgrounds of community college students.

Desirable Qualifications

  • An earned Doctorate degree from a regionally accredited institution
  • Five years leadership experience in higher education
  • Higher education faculty experience, in a teaching, student services, or learning resources capacity

Ideal Characteristics

  • Full awareness of and deep commitment to the mission of California community colleges in improving the quality of life and the economic well-being of the communities they serve
  • View of diversity in all its forms as an institutional value, including meeting the needs of underserved student and community populations, experience with programs and organizations addressing the needs of the underrepresented in higher education (TRIO, HSI, HACU, HBCU, etc.), and seeking diversity in employment at all levels
  • Student-centered approach to leadership and decision making to maximize a richly diverse population of students’ ability  to: access the College’s programs and services; be successful in their learning, both in and outside of the classroom; and achieve their educational goals, including completion of certificates and degrees and transfer to baccalaureate level institutions
  • Leadership of continuous improvement in various forms of institutional effectiveness, grounded in:
    • a strong sense of team and buy-in throughout the College;
    • development of a clear vision with the College and an urgency to enthusiastically pursue it;
    • effective and integrated planning at all levels driving resource allocation decisions;
    • teaching and learning as central to the college mission;
    • on-going development of programs and services and innovative methods of delivery;
    • cultivation of a culture that values on-going assessment of student learning and other institutional outcomes;
    • data-driven decision making; and
    • overall, creative and innovative management of change
  • Strong commitment to participatory governance, including effective use of collegial consultation in achieving institutional goals and objectives as well as recognition of the contribution of faculty and other constituent groups in the decision making process, as provided by AB1725 and modern leadership practices
  • Understanding of the California collective bargaining environment and the importance of working effectively with employee groups
  • Effective interpersonal and group communication skills in working with individuals and constituent groups as stakeholders—in an open, sensitive, and transparent way, both on and off campus; writing and technology skills appropriate for the position
  • High standards of ethics and integrity in all behavior, relationships, and decision making; expectation of accountability in oneself and in others
  • Proven ability to effectively manage and utilize fiscal, human, and physical institutional resources, with a commitment to long-term financial and operational stability
  • Courage and sophistication to lead in a dynamic institutional environment—i.e., to be action and results oriented, take appropriate risks, address issues and challenges, build consensus, and resolve conflicts, while inspiring trust and confidence by serving others
  • Experience in cultivating and maintaining effective external relationships in support of student learning and success, through any one of the following strategies:
    • an active presence of leadership and the College in the community, as well as an active presence of the community on the College campus;
    • advocacy for and support of the college—locally, regionally, and statewide;
    • resource development (College Foundation, pursuit of grant funding, and other entrepreneurial initiatives, etc.);
    • partnerships with regional educational institutions, government, public agencies, and business/industry, in advancing the interests of the college and its students;
    • pursuit of the College as a leader in up-to-date educational practices (e.g., enrollment management, use of technology, etc.) and recognition of the College for outstanding institutional outcomes; and
    • general representation and protection of the College/District at all levels
  • Understanding of leadership in a multi-college setting, including an ability to collaborate with other members of the Chancellor’s team in uniting the colleges to pursue the mission and goals of the District and its Board of Trustees
  • Understanding of the role of a President within related authority structures--local, state, federal, and regional accreditation

Institutional Strengths & Opportunities

The next Oxnard College President can expect to be welcomed into a college that enjoys a number of strengths.  Several are listed below:


  • Oxnard College (OC), founded in 1975, is located in a part of the Central Coast of California that is rich in history and provides an affordable cost of living environment for residents.
  • OC is a rising star, partly because it is in a growth area of the County as well as the quality of its staff, faculty, and leadership team.
  • Graduation rates, along with associate degree and certificate completions, are on the rise, due to student engagement and involvement of committed faculty, staff, and leadership.
  • A local general obligation bond measure (Measure S) provided funding for new and improved facilities suited to handling recent growth in the College’s student enrollment.
  • Through faculty leadership, the College has cultivated lighthouse programs such as Dental Hygiene, Culinary/Restaurant Management, and Fire Technology, which have turned OC into a destination college for many students. Additionally, students with interests in the Marine Sciences have access to a renowned Marine Sciences program that is enhanced by the presence of the Marine Center and Aquarium on the OC campus.
  • Nationally, the Community College News ranks OC highly among the most significant colleges as Hispanic Serving Institutions, in part due to its ASCECION program designed to encourage students to purse STEM career pathways.
  • OC enjoys positive and productive relationships with local and regional Pre-K -12 school districts in addition to regional higher education institutions.  Further, local county and municipal agencies share a strong partnership with the College.

The new President will be introduced to many opportunities for improvement that, collectively with faculty, staff, and other leadership team members, can make OC an even better place.  See a list of several possibilities below:


  • Robust growth and a diverse population within the attendance area, ranging from low to upper socio-economic families, provide opportunities to expand programs and services in many ways.   Enhancing the quality of life and economic outlook for these populations is an institutional priority, while providing the stewardship necessary to maintaining quality and being fiscally responsible.
  • OC perceives its large, ethnically diverse community as a positive attribute.  However, reaching out to attract members of this community who are not currently being served will require institutional attention.  Once new students arrive, OC must be sensitive to identifying gaps in student performance measures and then address those gaps to ensure enhancement of social and economic growth of these populations.
  • Due to its location between two installations of Naval Base Ventura County, the College has the opportunity to develop stronger relationships with military service members, their families, and veterans residing within its attendance area.
  • Recent construction of a new state-of-the-art Performing Arts facility provides an opportunity for the College to resurrect a once robust and highly successful visual and performing arts program.
  • As OC becomes more of a destination college for local residents, there is an opportunity for the College to increase the number and percentage of students transferring to the University of California and the California State University Systems.
  • Service area boundaries for each of the District’s colleges are blurring; some students find themselves accessing two or three colleges of the District to address their educational needs. The new OC President must seize the opportunity to bring his/her leadership team together to collaborate with its counterparts from the other two colleges, providing a seamless path for students in achieving success.