Deborah Wylie appointed associate vice president – Capital Resources Management
On Sept. 16, the UC Board of Regents confirmed the appointment of Deborah Wylie as the associate vice president – Capital Resources Management. She will join the leadership team of Vice President – Budget and Capital Resources Patrick J. Lenz on October 18.
The Associate Vice President – Capital Resources Management is the senior executive charged with University-wide responsibility for the effective planning, funding, and development of the University’s capital assets. This responsibility spans a $9.2 billion program of capital projects currently underway, a 5-year prospective estimated (including all potential funding sources) capital budget of $9.9 billion, real estate purchases and sales averaging approximately $140 million per year, land-use and environmental planning, and an ambitious sustainability program. The AVP directs and leads the services provided by Capital Resources Management, which includes the following subordinate functions: Design and Construction (strategic delivery and policy), Capital Planning, Physical and Environmental Planning (including Sustainability), and Real Estate Services.
After an extensive national search Wylie emerged as the top candidate. She has more than 30 years of architecture and planning experience. Currently the associate vice president for Operations, Planning and Construction at the California State University (CSU), Channel Islands, she is responsible for collaborating with campus administrators and the central Chancellor’s office staff to develop long-range plans for adaptive re-use of existing facilities and new construction to meet 21st century needs for teaching and learning. She has responsibility for more than 100 staff, including architects, construction managers and inspectors, and physical plant operations staff.
She has also served as the university architect in the central CSU Chancellor’s Office, managing systemwide initiatives and overseeing implementation of design and construction projects. Following the devastating Northridge earthquake, as campus architect for CSU Northridge, Wylie oversaw campus reconstruction and development of a new master plan. She has also been a principal and partner in an architectural firm providing services for residential, commercial, and entertainment industry projects.
She is a California registered architect, including National Council of Architectural Registration Boards certification. Wylie earned a master’s degree in structural engineering and a B.A. in architecture with honors from UC Berkeley, as well as an MBA from CSU, Long Beach.
Where does all that UC Berkeley money go? A legacy of waste in UC Berkeley Chancellor’s Office: easily grasped by the public, lost on University of California’s President Yudof.
The UC Berkley budget gap has grown to $150 million, & still the Chancellor is spending money that isn’t there on $3,000,000 consultants. His reasons range from the need for impartiality to requiring the consultants “thinking, expertise, & new knowledge”.
Does this mean that the faculty & management of UC Berkeley – flagship campus of the greatest public system of higher education in the world – lack the knowledge, integrity, impartiality, innovation, skills to come up with solutions? Have they been fudging their research for years?
The consultants will glean their recommendations from faculty interviews & the senior management that hired them; yet $ 150 million of inefficiencies and solutions could be found internally if the Chancellor & Provost Breslauer were doing the work of their jobs (This simple point is lost on UC’s leadership).
The victims of this folly are Faculty and Students. $ 3 million consultant fees would be far better spent on students & faculty.
There can be only one conclusion as to why inefficiencies & solutions have not been forthcoming from faculty & staff: Chancellor Birgeneau has lost credibility & the trust of the faculty & Academic Senate leadership (C. Kutz, F. Doyle). Even if the faculty agrees with the consultants’ recommendations – disagreeing might put their jobs in jeopardy – the underlying problem of lost credibility & trust will remain. (Context: greatest recession in modern times)
Contact your representatives in Sacramento: tell them of the hefty self-serving $’s being spent by UC Berkeley Chancellor Birgeneau & Provost Breslauer.
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