THE OPPORTUNITY

Founded in 1850, the University of Utah is a public, Top-Tier 1 research 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 of 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.

The Position

ROLE OF THE CHIEF SAFETY OFFICER FOR THE UNIVERSITY OF UTAH

The chief safety officer (CSO) provides leadership, development, coordination, and direction for all aspects of campus safety at the University of Utah, promoting a safe, secure, and service-oriented environment for all students, faculty, staff, alumni, and visitors to the University. Reporting to the chief financial officer, the CSO is responsible for ensuring the overall effective operation of campus safety and aligning the day-to-day security, public safety functions, and safety initiatives with the University’s Strategic Plan. This position maintains a high public profile and serves as part of the senior leadership team, regularly attending President’s Cabinet meetings and partnering with senior leadership and all levels of the University to develop and implement responsive and innovative policies and programs for University safety functions. The chief safety officer coordinates safety strategy with Emergency Management on the Main Campus and with Health Sciences; recommends and promotes policies ensuring the physical safety of students, employees, and guests of the University; and develops, oversees, implements, and evaluates new campus safety projects alongside existing successful programs. The University of Utah, under the leadership of President Ruth Watkins, is committed to being One University, working together across disciplines to advance the institution.

The CSO chairs the Campus Safety Taskforce, provides oversight to, and coordination with, the Behavioral Intervention Team and Threat Assessment Team to further campus safety efforts, and is responsible for the completion of the annual fire and safety report (Clery). The CSO oversees safety outreach programs in connection with University Marketing and Communications; chairs the Security Surveillance Advisory Committee regarding camera placement and use across University properties; coordinates with the vice president for student affairs and the director of housing and residential education to implement best practices for safety in student housing; coordinates with Facilities Management to ensure the physical security of all University assets; coordinates with Auxiliaries and Public Safety to implement best practices for safety in escorting and transporting students during evening hours; and develops and implements customer service, staff management, and financial objectives consistent with the University’s and the department’s goals and objectives. Additionally, the new CSO must have a strong understanding of, and commitment to, diversity and equity, as well as the ability to create inclusive work and campus environments. The chief of police reports directly to the CSO.

HISTORY OF THE POSITION

The chief safety officer (CSO) is a newly created position, resulting from the efforts of the Presidential Task Force on Campus Safety, and is just one of a number of comprehensive recommendations intended to improve overall safety efforts across the University. As a higher-level administrator, the CSO will coordinate all safety, security, and emergency management efforts throughout the University of Utah, as well as institute bold and innovative new programs to enhance these efforts.

OPPORTUNITIES AND CHALLENGES

The new chief safety officer (CSO) must possess a broad and deep understanding of national best practices with regard to safety and security, change management, comprehensive collaboration, and strategic visioning in a large and multifaceted setting on a flagship university campus. The CSO should be an experienced leader capable of managing complex situations, wholly committed to cooperation and partnering at the highest level, possessing a deep understanding of professional and transparent communication principles, and equipped to contribute at both a strategic and operational level at a large research institution.

It will be vital to identify a competent and visionary individual who can promote and develop the police chief and the Department of Public Safety, set and implement campus safety priorities, and work in tandem with the chief financial officer and the other members of the administration 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 safety officer at the University of Utah:

  • It will be essential that the new chief safety officer commit to a comprehensive culture of collaboration and partnering, as well as clear and transparent communication across campus and into the Salt Lake City community for maximum effectiveness. 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 CSO will touch a vast number of entities, including students, faculty, administration, departments, and community members across the institution, so it will be crucial that the new CSO quickly reach out across each of these areas to build solid and mutually beneficial relationships that foster ongoing positive interactions and act as a connector to, and “face” of, campus safety. 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 “the U” is known for its customer- and student-centered approach to safety at all times.
  • The scope of responsibilities of the position is wide, and the new CSO will need to quickly assess the needs, learn the campus culture, and develop a comprehensive list of priorities in order to be successful. This is an outstanding opportunity for the successful candidate to put their own professional mark on this new position and build it to great heights, as there is tremendous support from the president, chief financial officer, and others in the administration to develop, implement, and manage a dynamic and forward-thinking array of safety initiatives. As priorities are developed and new plans are introduced, the CSO should also be prepared to identify programs and services that are currently working well and those areas that are not as efficient or effective and be willing to boldly enhance and sunset programs as necessary.
  • The Presidential Task Force on Campus Safety recently set forth more than two dozen recommendations regarding general safety practices and resources, including the creation of the chief safety officer position. In addition, there are 30 recommendations that have been produced by an independent external review team in response to a recent campus tragedy. As the University seeks to be proactive in improving and upgrading its safety and security culture throughout the institution, it will be the responsibility of the chief safety officer to quickly assess the current state of progress on the various recommendations; continue their implementation; ensure that all recommendations are acted upon efficiently, effectively, and in a timely manner; and research and implement new programs, services, protocols, and procedures as the needs arise and the University evolves.
  • The current chief of police, Dale Brophy, will be retiring in the near future, so the CSO will have the opportunity to participate in the process of selecting his replacement. There will also be an opportunity for these two individuals to deeply and thoughtfully consider the culture and operations of the University of Utah Department of Public Safety (UUDPS), bringing in fresh perspectives, innovations, and cutting-edge best practices to ensure that the UUDPS is on the forefront of current safety and security practices, policies, and operations. Additionally, there will be ample opportunity to engage in the professional development of the officers and staff within UUDPS to ensure professional and organizational development throughout the department, as well as building trust throughout all levels of the institution.
  • Diversity, equity, and inclusion are important parts of the University of Utah community, and the chief safety officer should be a leader in supporting, understanding, embracing, and nurturing these concepts. There is a large and growing number of underrepresented populations within the institution as well as the Salt Lake City community, and the CSO needs to be a model for maintaining a strong sense of equity and an unbiased, supportive environment at all times.
  • Because the University of Utah Health System is so important to the Salt Lake City community, it will be imperative that the new CSO understand the nuances of safety and security in this area in addition to the academic campus. The constituents in the health system are generally patients and those who care for these patients, so a keen understanding of security in a health care setting will be required. Speed of response to emergencies, mental health concerns, and understanding the unique needs of an urban population are several of the emphases the CSO will face within the health system.
  • President Ruth Watkins is advocating for a “One University” concept across the University of Utah. In a flagship institution of this size, there is a tendency toward decentralization, and, with the aforementioned hospitals and associated health sciences offering somewhat different perspectives than the academic campus, it is very important that the CSO understand the concept of centralization and the need to bring all safety practices and procedures under one “roof.” While the customers and clients may differ, the goals are the same, and the CSO should support and promote the “One University” initiative at all times.
  • As a large state research institution, the University of Utah is on the move, with tremendous growth, rising admission and graduation rates, increasing diversity, support from the State of Utah, and an exciting atmosphere looking toward the future. Upon arrival, the CSO should expect a fast pace and a vibrant and supportive environment in which to work. With this fast pace also comes high expectations, including making the University of Utah a national leader in campus safety efforts, so the new CSO should be ready to “hit the ground running” on day one.
  • Since the chief safety officer is a newly created position, the successful candidate will have the opportunity to build something new from scratch, put their own professional mark on the position, ensure that the campus is fully engaged in the process, and potentially set a trend across the country as other similar positions spring up. The CSO will receive the full support of the president and the administration as they fully implement this new endeavor across the University.
  • Within this new position, too, innovation will be a focal point; so there will be a great deal of support for implementing new ideas, cutting-edge technology, and national best practices. With great attention focused on the success of this individual’s 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 CSO 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 and remaining current on any professional benchmarking opportunities will be greatly encouraged.
  • 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 CSO 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 safety officer:

  • Extensive progress has been made on the recommendations set forth by the Campus Safety Task Force and the external review, and other priorities for improving campus safety have been identified.
  • Strong relationships, partnerships, and trust have been established across a wide array of campus and external stakeholders.
  • Leadership across campus recognizes the chief safety officer’s efforts in improving the safety culture and considers this person the “expert” and a champion in matters concerning safety and security.
  • The campus and local communities recognize that the safety efforts at the University of Utah are robust and improving.
  • A new chief of police has been hired, the two are working closely toward common goals, and the process of assessing the needs and priorities of the Department of Public Safety is underway.
  • The development of a strategic plan around safety and security, based on solid assessment data and comprehensive campus input, is in process.
  • Communication around safety protocols and procedures is abundant and transparent.

QUALIFICATIONS AND CHARACTERISTICS

The position requires a bachelor’s degree (master’s preferred), as well as a minimum of ten years of experience in the area of university campus safety, law enforcement, risk/safety management, emergency services, or related field and a minimum of five years in a supervisory capacity. Prior local, state, or federal law enforcement experience is strongly preferred. Preference will also be given to candidates with prior experience in a higher education institution on an urban campus.

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

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 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 is 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

ENGURE 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 over 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 Friday, October 4, 2019, 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.