THE OPPORTUNITY

Founded in 1850, the University of Utah is a public, top-tier research 1 university, serving Utah and the global community. As the state’s flagship university, “the U” is classified among “Doctoral Universities – Highest Research Activity,” and is a center for academics, powerhouse PAC-12 sports, and the health sciences. Residing on 1,535 acres in the vibrant state capital of Salt Lake City, the University serves over 33,000 students engaged in undergraduate, graduate, and professional programs. With 18 colleges and schools and more than 100 departments/divisions, the University of Utah offers 113 distinct undergraduate degrees, concentrated into 89 majors within 25 broad fields of study. For graduate students, the well-regarded S.J. Quinney College of Law, College of Engineering, College of Education, and David Eccles School of Business all offer degree programs. The U of U School of Medicine, which is particularly well regarded for its primary care program, is the only medical school in the state, and University of Utah Health is made up of 12 health centers and four hospitals in 16 locations.

The Position

ROLE OF THE CHIEF OF POLICE FOR THE UNIVERSITY OF UTAH

Reporting to the chief safety officer (CSO), the chief of police works closely with Department of Public Safety staff, students, faculty, administration, and the local community to direct and administer the overall policing and public safety initiatives, as well as promote a safe and secure environment across the University. The chief provides direct oversight to police and security operations and campus emergency management and dispatch services, ensuring that policing policies and practices are followed and that safety operations are coordinated across all areas of campus. The chief directs and oversees the operations and strategic planning of all police functions pertaining to police services, security, and law enforcement programs; acts as a catalyst between departments, faculty, staff, students, and external entities to ensure continuity and quality of service; and supports the University of Utah’s goals and mission.

The chief ensures that appropriate programs are in place to meet the compliance needs of the University and administers federal, state, and local safety law to ensure University security remains in compliance. The chief of police acts as a liaison with local, state, and federal law enforcement agencies on all matters pertaining to security; oversees and supervises all armed police personnel; provides strategic direction by setting short- and long-term goals, estimating budgetary requirements for staff, space, and equipment planning, and implementing special projects and policies; forecasts staffing, capital, and operating budget needs; and ensures high customer satisfaction by analyzing complaints, concerns, and suggestions and providing appropriate follow-through. Additionally, the chief facilitates cooperative and collaborative community and institutional relationships; participates in departmental and university-wide committees; and supports management and supervisory staff through professional development opportunities and/or educational programs. The chief of police is responsible for a comprehensive staff of 127 and oversees a budget of approximately $16 million.

HISTORY OF THE POSITION

Chief Dale Brophy has served as the University’s chief of police since 2015 after moving to the University of Utah from the West Valley City Police Department as Deputy Chief in 2013. Prior to Chief Brophy, Chief Scott Folsom was recruited to the University from the Salt Lake City Police Department and held the position as chief for 11 years until his retirement in 2015. Chief Brophy has now decided to retire, and the search for the new chief is underway.

OPPORTUNITIES AND CHALLENGES

The next chief of police must possess a broad and deep understanding of national best practices with regard to comprehensive police operations, healthcare security, emergency management, modern technology, and organizational and staff development in a large, urban campus environment. The chief should be an experienced leader capable of managing complex situations and staffing, committed to customer service at the highest level, possessing a deep understanding of current issues in community policing, and equipped to contribute at both a strategic and operational level at a large research institution.

It is essential to identify a competent and dedicated individual who can promote and develop the University of Utah Department of Public Safety (UUDPS) staff/team, set departmental priorities, systematically build the trust of the University and local communities, and work proactively in tandem with the chief safety officer, the chief financial officer, and the other staff in the Department to progressively, innovatively, and comprehensively move the program forward. The following were identified as possible opportunities, priorities, and challenges that will face the new chief of police at the University of Utah:

  • The expectations for the new chief are high, and the successful candidate will need to quickly become familiar with all areas of their portfolio in order to develop a comprehensive list of priorities. With a large and growing campus, as well as an extensive health sciences system, the UUDPS has an extremely wide scope of responsibility for ensuring the safety and security of students, staff, faculty, patients, administrators, and the community. The new chief will need to prioritize a great deal of time upon arrival for learning the nuances and priorities of the campus and the health system, discovering the internal needs of the staff and the department, and beginning the process of reaching out and establishing themselves in this position. Emphasis on relationship building, community engagement, student needs, and overall campus safety should be expected.
  • For maximum effectiveness, it will be essential that the new chief of police commits to a comprehensive culture of collaboration and partnering, as well as clear and transparent communication, within UUDPS and across campus. The University of Utah is committed to building strong, healthy, and mutually supportive relationships as a foundation of the campus culture, and strong collaboration is an absolute necessity in all endeavors to ensure success. The chief and UUDPS touch a vast number of entities at all times, including students, faculty, administration, departments, and community members, so it will be crucial that the new chief quickly reaches out across each of these areas to continuously build solid and mutually beneficial relationships that foster ongoing positive interactions. These connections are absolutely essential in order to assess the real needs of constituents, provide exceptional programs and services for the campus community, and ensure that UUDPS is known for its customer- and student-centered approach at all times.
  • The new chief should make it a priority to quickly get to know the officers and other departmental staff as individuals, learn their particular needs, develop trust and confidence across the board, ascertain and understand the various responsibilities they perform and roles they play, be available at all times, provide comprehensive professional development opportunities and support for all staff, and oversee the ongoing promotion of a strong and cohesive team. These efforts should provide continuing emphasis on increasing officers’ knowledge of best practices in higher education policing, as well as serve to improve morale, promote confidence, and build trust across the department.
  • Community policing is an area of key importance at the University of Utah, and the new chief of police must prioritize this concept at all times. While already present within UUDPS, an even stronger community policing philosophy will allow the chief and the other officers an opportunity to be seen more as proactive and functional members of the campus community. Officers should be visible, accessible, and interactive with the student body and the health sciences community, consistently networking with the faculty and administration, regularly involving the campus in safety and security endeavors, and generally providing a positive representation of the department.
  • This is an exciting time to join the University of Utah and an outstanding opportunity for the successful candidate to put their own professional mark on UUDPS, building it to great heights. There is tremendous support from the chief safety officer, the chief financial officer, and others in the administration to develop and manage a dynamic, trustworthy, and forward-thinking public safety program, so the incoming chief can look forward to visioning and strategizing with these individuals in order to move the UUDPS forward over time. As priorities are developed and plans are initiated, the chief should be prepared to identify programs and services that are working well, as well as those areas that are not as efficient or effective, and be willing to enhance and sunset programs as necessary. Upon arrival, the chief should expect an extremely fast pace and a vibrant environment in which to work.
  • The chief of police reports to the chief safety officer, which is a newly-created position, and one in which innovation will be a focal point; there will be a great deal of support for working together to implement new ideas, cutting-edge technology, and national best practices. With great attention focused on the success of both individuals’ efforts and the overall safety improvements across campus, these new ideas and advancements will be essential. While funding is not unlimited and not all new proposals can be undertaken, the new chief will find that well-researched ideas with comprehensive data backing them up will be considered and given thorough vetting. Seeking out best practices at other institutions, remaining current on any professional benchmarking opportunities, and being involved in IACLEA, IACP, or other professional law enforcement associations will be greatly encouraged. In the end, it is the goal for the University of Utah to become a nationally recognized safety and security program of the highest order.
  • Diversity, equity, and inclusion are important parts of the University of Utah community, and the chief of police should be a leader in supporting, understanding, embracing, and nurturing these concepts. There are a growing number of underrepresented populations within the institution, and the UUDPS needs to be a model for maintaining a strong sense of equity and an unbiased, supportive environment at all times.
  • The University of Utah’s geographic location in north central Utah can be both inviting and challenging, so candidates should recognize that Salt Lake City is a major metropolitan city with a relative small-town feel. On campus, stakeholders reiterated that they liked working at “the U,” are very supportive of each other, enjoy the vibrancy of the university, feel much camaraderie and collegiality, and believe that there are many opportunities to make a tremendous difference in the chief of police role. Additionally, the Salt Lake City community is very safe, close-knit, affordable, and welcoming to new members. Within that community there are amazing opportunities for town/gown involvement, a robust assortment of restaurants and food options, and a plethora of cultural and arts-related events. With a more temperate climate than some of the surrounding geographic areas, opportunities for recreation, sports (professional, college, and amateur), and a great number of outdoor activities that appeal to both the individual and to families are widely abundant. The Salt Lake City airport is a major hub, and access to Las Vegas, Yellowstone and other national parks, ski resorts, and other popular destinations is very convenient.

MEASURES OF SUCCESS

At an appropriate interval after joining the University of Utah, the items listed below will initially define success for the new chief of police:

  • A Department-wide plan for continued improvement and training of officers has been initiated and is in progress.
  • A plan has been devised in an effort to seek a new physical space on campus for the Department of Public Safety.
  • The image of the Department of Public Safety and the trust relationship between the police and the campus is improving, particularly in the eyes of the students.
  • Similarly, the public/community perception of law enforcement is rising.
  • The chief of police is well-known across campus and is perceived to be a positive force in campus law enforcement.
  • The recommendations of the Presidential Task Force on Campus Safety have been implemented, and, in conjunction with the new chief safety officer, a new set of goals and objectives in campus safety have been established.

QUALIFICATIONS AND CHARACTERISTICS

The position requires a bachelor’s degree (master’s preferred) in Criminal Justice, Police Science, a related area, or the equivalency, as well as a minimum of six years of progressively more responsible management experience. Additional requirements include Police Academy Category 1 Police Officer certification, as well as demonstrated leadership, human relations, and effective communication skills. Leadership training, such as the F.B.I. National Academy, Northwestern University’s School of Police Staff and Command, or similar programs is highly preferred. Prior law enforcement experience at a higher education institution working with a diverse student body on an urban campus is also highly preferred. Qualified applicants must successfully complete the department-approved physical fitness test, a thorough background investigation, and must be willing to submit to a drug screening test.

In addition to the minimum academic and experiential requirements indicated above, other desired characteristics, skills, actions, and/or abilities noted from discussions with campus stakeholders include the following:

  • breadth and depth of knowledge around safety, security, and law enforcement, with special emphasis given to the higher education environment;
  • experience in urban environments and managing complex systems;
  • strong leadership and organizational development abilities that inspire and develop others, providing professional development opportunities and promoting unity and teamwork throughout the institution;
  • a strong commitment to cultivating collaborative relationships and building partnerships across all levels of the institution and the surrounding community;
  • strategic vision and the ability to proactively motivate all levels of staff to support that vision;
  • an excellent and transparent communicator who intricately understands the language of campus safety, with the ability to reach all levels of the University and to effectively speak to students, faculty, parents, alumni, and the surrounding community;
  • the ability to work collaboratively with marketing and public relations professionals to ensure appropriate messaging at all times, as well as interact effectively and appropriately with the media;
  • the ability to listen actively and carefully, ask knowledgeable questions, learn about the University and its priorities, accept input from all levels of the institutional community, and then make well-informed decisions, pulling others in the same direction;
  • strong technology skills, with an exceptional understanding of the value and importance of technology around safety and security in a 21st century world;
  • problem solving skills, with the ability to determine needs, address issues, and manage change effectively;
  • strong assessment skills, with the ability to make data-driven decisions, set expectations, devise and fully implement plans, analyze the results, and propose further changes and updates based on these outcomes;
  • the ability to make difficult decisions when necessary, to conduct difficult conversations when pertinent, to listen to all sides of an issue, to adapt to significant changes on the spur of the moment without being reactive, and to remain “cool under pressure” no matter the situation;
  • a deep understanding of best practices and current trends in campus safety with the ability to keep the University on the cutting edge in all aspects of safety and security;
  • participation/graduation from the FBI national academy and/or other executive level training program experience is a plus;
  • an activator who can formulate plans and subsequently obtain results;
  • a student-centered approach, prioritizing the safety, security, health, and well-being of the University of Utah student population;
  • charisma and energy, with the ability to encourage and develop trust, as well as persuade others to follow their lead;
  • political savvy and the ability to interact effectively with all levels of the University and community environments;
  • approachability and availability;
  • the ability to take a holistic approach to safety, focusing on mental and emotional wellness, and to synergize around issues where students feel most unsafe;
  • an understanding of student affairs and its importance to the student developmental process is a plus given the position’s breadth of interaction with the Behavioral Intervention Team (BIT), the Threat Assessment Team (TAT), Housing and Residential Education, and other student affairs endeavors; and
  • a sense of resiliency, as there will be a great deal of public scrutiny focused on the efforts of the CSO.

THE INSTITUTION DIVISION/DEPARTMENT: AN OVERVIEW

Leadership of the Office of Chief Financial Officer

Cathy Anderson – Chief Financial Officer

Cathy Anderson assumed the role of chief financial officer for the University of Utah as of February 2019, with responsibility for ensuring efficient and effective use of institutional resources—financial, facilities, space, and data—to advance the U’s mission. As chief financial officer, Anderson works in close partnership with the president and two senior vice presidents on the overall university budget and advises on strategies and actions that enable sound financial management and advancement of the entire institution’s mission. Anderson is instrumental in carrying out the One U vision. Anderson formerly served as chief financial officer for main campus; associate vice president for budget and planning; and associate dean for finance and administration in the School of Medicine. She was the chief financial officer for Cimarron Software before joining the U. Anderson has a bachelor’s degree and an MBA from the University of Utah.

Organizational Chart for the Office of Chief Financial Officer

Coming Soon

Chief Safety Officer and the Presidential Task Force on Campus Safety

University of Utah President Ruth Watkins has approved the hiring of a chief safety officer to coordinate and oversee safety initiatives on campus; the search for this chief safety officer, which will supervise the chief of police, is currently underway.

The new chief safety officer position is one of more than two dozen recommendations made by the Presidential Task Force on Campus Safety, which the president reconvened in December to look at general safety practices and resources. Watkins has accepted all the proposals from the task force, whose members represented a cross-section of campus entities.

The university will, over time, invest approximately $925,000 to implement the group’s recommendations. These actions are in addition to approximately $6 million in safety expenditures that will be made by other campus entities over the next several years and which the task force has endorsed, such as hiring more security officers for Health Sciences buildings and installing new security systems in older campus housing units.

The task force recommendations also are in addition to 30 campus-wide improvements made following an independent team’s review of the university’s response in the Lauren McCluskey case.

“I am very appreciative of all the time, analysis and research task force members dedicated to this effort,” Watkins said. “Safety is a top priority for our campus and this committee brought forward many good ideas. We are determined to make this institution as safe as it can be.”

In addition to hiring a chief safety officer, other task force recommendations being implemented include:

  • Make student parking available after 3 p.m. in lots adjacent to the Marriott Library, the Eccles Library and the Student Union.
  • Cluster evening classes in quadrants, with corresponding alignment of campus transportation systems, courtesy escorts, and campus security patrols.
  • Expand emergency mass communication capability by adopting a system that allows emergency messages to be communicated within buildings, including via desktop and landline telephone systems, and broadcast throughout campus grounds.
  • Add a Threat Assessment Team as an adjunct to the Behavioral Intervention Team, creating a two-team system capable of assessing both threats from outside and inside campus.
  • Hire an additional consultant in the Office of Equal Opportunity/Affirmative Action and an additional student conduct case manager in the Office of the Dean of Students.
  • Increase self-defense training workshops on campus offered in conjunction with Survivors of Assault Standing Strong.
  • Expand the online training module system used by the U to include faculty and staff and add additional online training modules for students.
  • Contract with a third-party consulting firm to conduct a phased security assessment of all campus buildings and physical surroundings.

View a complete list of task force recommendations.

“These actions will advance our efforts to build a culture of safety at the U,” said Michele Ballantyne, who co-chaired the task force with Barb Snyder, former vice president of student affairs. “Most importantly, they will result in tangible changes that benefit everyone, especially students.”

The task force met between December 2018 and July 2019. The co-chairs and some task force members also met with various groups on campus to gather additional information about helpful safety measures. Students advocated specifically for centralizing evening classes on campus and for parking options located close to buildings in use at night, such as libraries.

Former U President David Pershing first commissioned the task force in January 2017 to look at measures to improve campus safety. That year, the university invested nearly $400,000 in in safety-related actions.

Institution & Location

INSTITUTION: AN OVERVIEW

Institutional Background/History

Originally named the University of Deseret, the University of Utah is the oldest state university west of the Missouri River. Founded in Salt Lake City on February 28, 1850, the school’s first term – for men only – began in November 1850. The second term was opened to both women and men. At the end of the third term in 1852, classes were discontinued because of lack of funds.

The University was partially reopened primarily as a business school in 1867, and reestablished completely by 1869. The University was housed several places in Salt Lake City until 1884, at which time the school moved to the site of West High School. The first official commencement was held in 1886 when 10 normal and 2 bachelor’s degrees were conferred. By 1900, enrollment had grown to 400 students, and BA and BS degrees were offered in classical, scientific, and normal programs.

The institution’s name was changed from the University of Deseret to the University of Utah in 1894, and Congress granted sixty acres of Fort Douglas land on the east bench to the school. Classes opened on this site October 1, 1900.

Thirty-two more acres of land from Fort Douglas were annexed to the campus in 1904, and during the 1920s new classrooms and an athletic stadium were constructed. Programs established the early part of the twentieth century included authorizing master’s degrees, opening a two-year medical school, organizing an extension division, and establishing a law school.

During World War I, a Department of Military Science and Tactics was developed. Military drill was compulsory for able male students and women had to participate in some form of war preparedness work. The student army training corps was organized and regular ROTC instruction began. Enrollment increased from 1,029 in 1918, to 1,638 in 1920, and continued to increase from 2,910 in 1922, to 3,600 in 1932.

In the 1930s, sixty-one additional acres from Fort Douglas were deeded to the university. New buildings included a field house and central library, partially constructed with Public Works Administration funds. The Great Depression of the 1930s saw budget cuts of as much as fifty percent. Faculty and staff salaries were reduced, and normal advancements in rank and salary were eliminated. Needy students secured assistance from the Federal Emergency Relief Administration and the State Emergency Administration. A placement bureau was organized to serve employers and graduating students.

Professional courses in social work were introduced in the 1930s which led to the establishment of the Graduate School of Social Work. The advanced training of nurses developed in the School of Education until the establishment of the College of Nursing. Freshman and sophomore years were separated into lower division devoted primarily to general education. Specialization was required in the upper division junior and senior years.

The Experiment Station of the School of Mines, the Biological Survey of Utah, the Geological Survey of Utah, and the Bureau of Economic and Business Research were organized. A full-scale graduate curriculum was obtained by the mid-1940s. The College of Medicine, now a four-year school, graduated its first class in 1944.

During World War II, all first-year civilian males were required to take a course in military science and tactics. Courses on the economics and philosophy of war were taught, and the physical education requirements were increased to meet the demands of military programs. A four-quarter schedule of classes was adopted to facilitate training doctors, engineers, and technicians for the military services.

The years following World War II saw classes scheduled from 7:00 A.M. to 10:00 P.M.; temporary buildings renovated for dormitories, classrooms, and offices; new faculty hired; and the further acquisition of Fort Douglas land. Schools were converted into colleges and new colleges were created. Improvements in curriculum, faculty, and facilities were made to meet the accreditation standards of the various professions. Interdisciplinary programs gave rise to institutes and centers.

The first football and track teams were organized in 1892, and the first paid coach hired in 1900. Besides football and track, early athletics included tennis, basketball, field hockey, and skiing. Intercollegiate teams compete in Division I of the NCAA. In men’s and women’s skiing and in women’s gymnastics, the university’s teams have won national championships. In football, basketball, tennis, and swimming, the regular placement of teams at first or second place in conference ratings has come to be expected, and nationally ranked teams are occasionally fielded.

In 1963 the Legislature funded a program of new construction, and for many years the campus was constantly under construction. Today, there are 225 buildings on the 1,500-acre campus. Enrollment increased from 11,515 in 1960, to 14,364 in 1983, to over 33,000 students at present.

The University of Utah’s regular and auxiliary faculty are among the nation’s most prolific researchers. The University has research connections worldwide and ranks among the top 25 American colleges and universities in funded research. In 1970 the University acquired land immediately adjacent to the campus and developed the University of Utah Research Park, which now houses more than forty companies alongside sixty-nine academic departments and employs more than 7,500 people.

With 18 colleges and schools and more than 100 departments/divisions, the University of Utah offers 113 distinct undergraduate degrees, concentrated into 89 majors within 25 broad fields of study. There are currently over 1,500 instructional faculty members, with a large support staff. With over 550 campus organizations to choose from, including social, arts, government, and community service, there is something for everyone. The Pioneer Theatre Company; a professional equity company; Utah Museum of Fine Arts; Museum of Natural History; and the state Arboretum are located on campus. The University also has a public television and radio stations and operates a state instructional television channel.

About Salt Lake City, Utah

At an elevation of 4,330 feet above sea level, the University is set on the east bench of the Salt Lake Valley. To the west stretches the entire valley, to the east the towering mountains of the Wasatch Range. The University is located in incorporated Salt Lake City, which has a population of 193,744 people; the city sits at the north end of Salt Lake Valley, which has a population of 1,153,340. Beyond that, the entire Wasatch Front, from Provo north to Ogden (with Salt Lake in the middle) encompasses well over 2.3 million people.

Frequently listed by national magazines and websites among the “best places to live” due to a variety of factors including recreational options, the business environment, climate, and a low crime rate, Salt Lake City is the 23rd largest metropolitan area in the United States. Forbes recently ranked Salt Lake City as the 14th best place for business and careers. In 2017, Salt Lake City was ranked as the nation’s second-friendliest city according to Travel+Leisure magazine. The international airport is just nine minutes from downtown and getting around is easy on TRAX, the city’s ever-expanding light rail transit system. TRAX lines now connect campus with the airport and much of the Salt Lake Valley.

In addition to the diverse assortment of restaurants and bars (with culinary options running the gamut from tapas bars to nouvelle cuisine), there are two beautiful mixed-use shopping/living areas, — The Gateway, just to the west of downtown, and City Creek, right in the heart of downtown. The NBA’s Utah Jazz is a downtown staple, as is the Triple-A Salt Lake Bees of baseball’s Pacific Coast League. Also on our campus, you will find the Utah Museum of Fine Arts, the Natural History Museum of Utah, and the Red Butte Garden and Arboretum, and the University was the founding force behind the much acclaimed Utah Symphony and Ballet West, fixtures of the Salt Lake cultural scene. KUED and KUER, regional public broadcasting stations, also are based at the University.

Beyond the state, Los Angeles is a 10-hour drive to the southwest, Las Vegas eight hours due south. Boise is four and a half hours to the north, and Denver is eight hours to the east.

Mission

The University of Utah fosters student success by preparing students from diverse backgrounds for lives of impact as leaders and citizens. We generate and share new knowledge, discoveries, and innovations, and we engage local and global communities to promote education, health, and quality of life. These contributions, in addition to responsible stewardship of our intellectual, physical, and financial resources, ensure the long‐term success and viability of the institution.

Strategic Goals

The University of Utah is a world-class research and teaching institution built on a legacy of innovation, collaboration, community engagement, and service.  This roadmap provides a shared vision for the future of the U. It identifies mission, values, strengths, and strategies for the continued excellence and the long-term success of our students and programs.

DEVELOP AND TRANSFER NEW KNOWLEDGE

  • Transformative Excellence Program: Recruit clusters of high achieving faculty in target areas of strength and societal relevance to ensure vibrant future
  • Increase diversity of faculty, including women, in science and engineering
  • Enhance graduate program quality and student support to enable recruitment and education of top talent
  • Build program quality in key areas

PROMOTE STUDENT SUCCESS TO TRANSFORM LIVES

  • Expand scholarship opportunities and strategically align scholarships with access, achievement, and completion goals
  • Deploy data analytics and retention reporting systems to facilitate improvement in student support and services
  • Extend UOnline to increase access to U programs and promote completion
  • Increase participation in high impact programs (deeply engaged learning opportunities)
  • Enrich and expand learning communities to include honors, transfer, sophomore, and living and learning communities

ENGAGE COMMUNITIES TO IMPROVE HEALTH AND QUALITY OF LIFE

  • Provide transformative and innovative health care
  • Enable exceptional quality patient care
  • Expand outreach and engagement to shape and improve the U
  • Engage communities in broad range of campus offerings, from arts to athletics to lifelong learning opportunities
  • Increase access to the U through online offerings
  • Partner with communities to meet critical needs and enhance access to the U

ENSURE LONG-TERM VIABILITY OF THE UNIVERSITY

  • Improve physical facilities and campus infrastructure to support core operations
  • Promote efficiency in all aspects of university operations
  • Reduce impact of the U on the environment
  • Ensure effective communication with stakeholders and build support for university initiative with legislative, corporate, and private partners
  • Achieve an appropriate balance among affordability, access, and quality across the institution
  • Engage in continuous improvement practices across the university

Leadership

Dr. Ruth Watkins – President

As the 16th president of the University of Utah, Dr. Ruth V. Watkins is focused on ensuring the U builds on its legacy of innovation, discovery, and delivering outstanding value in higher education and health care. For students, this means an excellent and affordable educational experience culminating in timely degree completion. For patients, it means innovative, compassionate, and affordable care. To enable the University to continue to excel in research, teaching, and patient care, Dr. Watkins is committed to providing faculty and staff with unwavering support and resources. Before her appointment as president in 2018, Dr. Watkins served as senior vice president for academic affairs. She came to the U in 2013 from the University of Illinois, where she spent 20 years in faculty and leadership roles. Dr. Watkins earned master’s and doctorate degrees at the University of Kansas, where she studied communication development and disabilities in young children.

Dr. Daniel Reed – Senior Vice President of Academic Affairs

Daniel A. Reed is the senior vice president of academic affairs at the University of Utah. He joined the U in July 2018.

Reed came to the U from the University of Iowa, where he was the computational science and bioinformatics chair and a professor of computer science, electrical and computer engineering, and medicine. From 2012 through 2017, he served as the school’s vice president for research and economic development.

Reed is a former corporate vice president and technology policy leader at Microsoft, the founding director of the Renaissance Computing Institute at the University of North Carolina at Chapel Hill, and was the director of the National Center for Supercomputing Applications at the University of Illinois.

Reed’s most recent scholarship has focused on challenges and opportunities related to cloud and edge computing in both academic and corporate research settings.

Reed has served on many national committees, including as chair of the U.S. Department of Energy’s Advanced Scientific Computing Advisory Committee; the steering committee for the National Science Foundation’s Midwest Big Data Hub; the U.S. President’s Council of Advisors on Science and Technology; and the President’s Information Technology Advisory Committee. He also chaired the board of directors for the Computing Research Association, which represents doctorate-granting computer science departments in North America and currently serves on its government affairs committee.

A graduate of Missouri University of Science and Technology, Reed earned his master’s and doctoral degrees in computer science from Purdue University.

Organizational Chart for Campus

Updated Org

Academic Programs and Faculty

With 18 colleges and schools and nearly 100 departments, one would be hard pressed to find a subject matter not taught at the U. It’s this broad spectrum of diverse academic pursuits that contributes to the intellectual energy experienced on campus.

The University of Utah is home to some of the world’s greatest thinkers and academic minds. Our faculty consists of a collection of tireless individuals who excel at both teaching and researching in their respective discipline.

Faculty Headcount (Fall 2018):

Full-time             Part-time

Tenure Line        1,537                      154

Librarians           65                           1

Career Line         1,552                      425

Visiting                13                            4

Adjunct               47                           192

The Student Body

Benefits Overview

The University of Utah provides a generous benefits package which includes, among other benefits, as follows:

  • Medical plans
  • Dental plans
  • Wellness programs
  • Employee assistance program
  • Health care flexible spending account
  • Retirement plans
  • Life and disability insurance
  • Paid leave
  • Tuition reduction

Application & Nomination

Review of applications will begin immediately, and will continue until the position is filled. To apply for this position please click on the Apply button, complete the brief application process, and upload your resume and position-specific cover letter. Nominations for this position may be emailed to J. Scott Derrick at jsd@spelmanjohnson.com. Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895.

Visit the University of Utah website at www.utah.edu.

The University of Utah is an Affirmative Action/Equal Opportunity employer and is committed to diversity in its workforce. In compliance with applicable federal and state laws, University of Utah policy of equal employment opportunity prohibits discrimination on the basis of race or ethnicity, religion, color, national origin, sex, age, sexual orientation, gender identity/expression, veteran’s status, status as a qualified person with a disability, or genetic information. Individuals from historically underrepresented groups, such as minorities, women, qualified persons with disabilities, and protected veterans are strongly encouraged to apply. Veterans’ preference is extended to qualified applicants, upon request and consistent with University policy and Utah state law.