dean-position-profile

Search for the Dean of the School of Interdisciplinary Arts and Sciences

Opportunity and Challenge Profile


The University of Washington Bothell (UW Bothell) is seeking a collaborative leader with a deep
commitment to interdisciplinarity and experience in advancing institutional diversity to serve as its Dean
of the School of Interdisciplinary Arts and Sciences (IAS). One of three campuses at the University of
Washington, located 30 miles outside of Seattle, UW Bothell is one of the most diverse public university
campuses in the state dedicated to teaching and engaged scholarship. A non-departmentalized school, IAS
provides a rigorous, cross-disciplinary liberal arts education, in the context of a public research university;
the school is committed to innovative pedagogy, integrated research and creative practice, and deep
community partnerships. The Dean of IAS will be joining a passionate and highly dedicated group of
faculty, staff, and students, inspired to make the world a better, more just, and inclusive place.
Founded in 1861, the University of Washington (UW) is one of the oldest state-supported institutions of
higher education on the Pacific coast. A member of the prestigious Association of American Universities
(AAU), UW has the largest research budget of any public university in the country ($1.58 billion in
sponsored grants and contracts) and was recently ranked in the Top 10 Global Universities by U.S. News
& World Report, one of two public universities on that list. In 1990, the Washington State legislature
established two new UW campuses, in the cities of Tacoma and Bothell, south and northeast of Seattle
respectively, to broaden access to higher education for the state’s residents.


UW Bothell combines the intimacy of a small college with the resources and prestige of a major public
research university. The campus currently enrolls nearly 6,000 students in undergraduate and graduate
programs on campus and at satellite locations in Western Washington. More than half of incoming students
at UW Bothell will be the first in their family to earn a four-year degree. The campus is located in a beautiful
natural setting and boasts award-winning architecture and cutting-edge facilities overlooking natural
wetlands and the Cascade Mountains. Its size and co-location with Cascadia College place UW Bothell in
an excellent position for continued educational and regional impact. Access and opportunity are central to
UW Bothell’s mission, as is its focus on cross-disciplinary research and creative practice, connected
learning, and community engagement.


The School of Interdisciplinary Arts and Sciences is the academic core of UW Bothell. As one of the largest
schools at UW Bothell, IAS employs close to 100 full and part-time faculty members and educates over
1,000 students each year. The incoming Dean will succeed Bruce Burgett, the inaugural Dean of IAS, who
is returning to the faculty after 14 years of service as Acting Director, Director, and then Dean. Moving
forward, the Dean will build upon IAS’ strong foundation and work to address the following key
opportunities and challenges:

  • Build upon and maintain a diverse workplace that successfully serves and mirrors IAS’ diverse student population;
  • Uphold and strengthen the student-centric, interdisciplinary, liberal arts culture;
  • Strengthen IAS for the future by building cultural cohesion and intellectual community;
  • Align resources and ensure transparent and equitable budget management and allocation;
  • Build external partnerships to strengthen community engagement practices and IAS’s fiscal sustainability.

A list of the desired qualifications and characteristics of the Dean can be found at the conclusion of this
document, which was prepared by the search committee with the assistance of Isaacson, Miller, a national
executive search firm, to provide background information and detail the key opportunities and challenges
related to the position. All confidential applications, inquiries, and nominations should be directed to the
parties listed at the conclusion of this document.


The University of Washington is globally recognized as one of the top 10 universities in the world and
number two among U.S. public institutions by U.S News & World Report. With operations on three
campuses, the University is a vital economic engine for the state of Washington and a center for research
and scholarship across the globe. The University employs more than 4,000 outstanding faculty members,
has an endowment of roughly $3 billion, and boasts a diverse range of academic programs, including a
robust health sciences and engineering enterprise. In 2016, the University launched a $5 billion capital
campaign, the largest campaign of any public university and one of the most ambitious campaigns in the
world. Thanks to the generosity of more than 380,000 donors, the University of Washington met its
fundraising campaign goal two years ahead of schedule, raising over $5 billion to support scholarships,
fellowships, and financial aid for students and to advance the institution’s public mission. To learn more
about the University of Washington, please see Appendix I.

“UW Bothell holds the student-faculty relationship to be paramount. We provide access to excellence in
higher education through innovative and creative curricula, interdisciplinary teaching and research, and
a dynamic community of multicultural learning.”

– Mission Statement, University of Washington Bothell
The UW Bothell campus was established in 1990, along with the UW Tacoma campus. In the first 15 years
of operations, UW Bothell offered only upper-division and master’s level courses, but, starting in 2006,
began enrolling students in first- and second-year college courses. Since 2007, UW Bothell has grown to
become the largest of the five new public university campuses in the state. It houses five academic schools
(School of Business, School of Educational Studies, School of Interdisciplinary Arts and Sciences, School
of Nursing & Health Studies, and the School of STEM) that offer 55 degrees and programs, with 32 of them
added within the last five years. Students in all schools benefit from small class sizes and an intimate
learning environment that encourages cross-disciplinarity, connected learning, and community
engagement.


Once regarded solely as a commuter school, UW Bothell has expanded services to students including a
planned student residence hall, an activities and recreation center, a student diversity center, a veterans’
resource center, and a student success center. In addition, students continue their learning outside of the
classroom through community-based learning and research with more than 375 off-campus partners;
internships with companies, organizations, and agencies across the region, country, and world; and through
capstone projects, team-building exercises, and group project experiences. UW Bothell and UW Seattle
share important resources and functions (including research support, IT resources, marketing, legal counsel,
and faculty codes among others), but otherwise operate autonomously.

Three principal values underlie UW Bothell’s identity and signature strength as an institution of higher
education: cross-disciplinary, connected learning, and community engagement. These distinctions are at
the heart of UW Bothell and represent the “how” and “why” of the strategic priorities. Since its founding,
UW Bothell has emphasized research and teaching that cuts across disciplinary boundaries in order to solve
complex problems facing society today. Furthermore, it is committed to creating high-impact relationships
between students, staff, and faculty that contribute to innovative teaching and impactful scholarship.
Finally, community engagement is core to the university as it advances the collaboration and exchange of
knowledge and resources between institutions of higher education, the communities in which they reside,
and the entire world. For more information on this framework, please see https://www.uwb.edu/academicaffairs.
In 2020, UW Bothell launched a new strategic plan, “Expanding Access, Achieving Excellence.” Reflecting
on UW Bothell’s first thirty years of strong growth and dynamic change, this plan looks towards the future
with a focus on strengthening diversity and equity, advancing cross-disciplinary teaching and scholarship,
and enhancing community and campus engagement. For more information about the strategic plan, please
see https://www.uwb.edu/about/facts/fast-facts-2019 


Diversity is a core value of UW Bothell and it is one of the most racially diverse public university
campuses in Washington. In 2019, 40% of incoming first year students and 43% of incoming transfer
students would be the first in their families to earn a four-year degree. Of the incoming transfer students,
approximately 86% are transfers from a Washington state community college. 36% of incoming first-year
students and 34% of incoming transfer students are eligible for federal Pell grants and more than 350
students are eligible for veterans’ benefits. Dedicated to serving a diverse group of students, UW Bothell is
investing time and resources into building a robust sense of community, including the establishment of a
Student Diversity Center.


Furthermore, the mission of UW Bothell is reflected in various rankings and accolades. UW Bothell ranks
at number 2 in the nation for public colleges that provide the greatest return on investment (ROI). In
addition, a recent survey by payscale.com concluded that UW Bothell alumni earned the best ROI among
all alumni from Washington State Colleges, making $609,000 more in 20 years than high school graduates
do (the national average is around $225,000). Lastly, in 2018-2019, 61% of undergraduate students and
54% of graduate students graduated debt-free.


Today, UW Bothell employs over 350 faculty; of these faculty, 144 are tenure-track, 67 are full-time
lecturer track, and three are artist-in-residence. In the spring of 2020, UW faculty voted to retitle those in
full-time lecturer positions as a step to address working conditions for teaching faculty and creating a more
just and equitable environment. Starting at the beginning of the 2020-2021 academic year, principal
lecturers will be titled teaching professors, full-time senior lecturers will be associate teaching professors,
and full-time lecturers will be assistant reaching professors. For more information, please see
https://depts.washington.edu/uwaaup/wordpress/creation-of-teaching-professor-track/. Faculty members
have terminal degrees from eminent universities across the globe, active research agendas, and a wellearned
reputation for excellence in teaching. In addition to pursuing impactful research, faculty engage
students in funded research projects and sponsor undergraduate students for the highly competitive Mary
Gates Research Scholarships.


UW Bothell is also home to over 360 dedicated and exceptional staff members serving in managerial,
professional, and classified union positions. The campus maintains a working partnership with many
educational institutions, including Cascadia College and other community colleges in the North Puget
Sound region, and is offering select programs in the city of Bellevue, a hub for high technology growth,
and in the city of Everett, a hub for aerospace manufacturing.

In concert with Cascadia College (with whom UW Bothell is co-located), UW Bothell is guided by a
campus master plan. The plan was approved in January 2018 and addresses building, parking, and housing
needs along with environmental impacts. Plans are progressing to redevelop the current Husky Village
campus housing into “Beardslee Commons,” a new front door to the campus that will include transitoriented
retail, housing, and academic functions. These possibilities open the door for future growth. To
learn more about future plans for UW Bothell, please see https://www.uwb.edu/campusplanning/masterplan.
Celebrating its thirtieth year, UW Bothell is at a scale that is sustainable, yet agile. It has a defined number
of schools and a growing identity in the marketplace, but there is an immense opportunity to capitalize upon
the emerging maturation of the institution.

Leadership
In 2013, Bjong Wolf Yeigh (pronounced "YAY") became the Chancellor of the University of Washington,
Bothell. Prior, Yeigh was professor and president of the State University of New York Institute of
Technology (SUNYIT) at Utica/Rome. Dr. Yeigh holds a M.A. and Ph.D. in civil engineering and
operations research from Princeton University; a M.S. in mechanical engineering from Stanford University;
a A.B. in engineering science from Dartmouth College; and a graduate certificate in science and technology
policy from the Woodrow Wilson School at Princeton University. He was elected a fellow of the American
Society of Mechanical Engineers and serves on several national and state boards for engineering, economic
development, public policy, and education. A veteran of the U.S. Navy, Yeigh served as a tactical
intelligence officer for Fighter Squadron Seventy-Four aboard the USS Saratoga in Operation Desert Shield
and Desert Storm. He held the rank of lieutenant upon his honorable discharge from the Navy Reserve in
1995.

Chancellor Yeigh works in close collaboration with UW Bothell’s academic affairs division and the Vice
Chancellor of Academic Affairs, Dr. Sharon A. Jones. Dr. Jones, who assumed her position in July of 2019,
was previously the Dean of the University of Portland’s Shiley School of Engineering and former professor
and director of engineering at Lafayette College. Dr. Jones received her Ph.D. from Carnegie Mellon
University in engineering and public policy and a bachelor’s degree from Columbia University in civil
engineering.


Finances
UW Bothell is a tuition-dependent institution that receives state allocations to subsidize overall expenses.
After 27 years of incremental budgeting, UW Bothell adopted the modified Responsibility Centered
Management (RCM) model in FY18 and refined the budget allocation formula for Schools in FY20. The
allocation for Schools is heavily weighted towards teaching activity along with considerations for major
enrollment, degrees, and minors and accounts for differences between graduate programs and
undergraduate programs with equal weighting for retrospective and prospective activity. Additional funding
is available for investment in new programs and strategic plan implementation. To learn more about the
budget and campus finance, please see https://www.uwb.edu/planning-administration/planningbudget/
budget
.


The School of Interdisciplinary Arts and Sciences
“The School of Interdisciplinary Arts & Sciences provides a rigorous liberal arts education that draws
connections across academic disciplines and links classroom learning to practical experience across
diverse fields and sectors. As a faculty and staff, we inspire our students to engage creatively and
ethically with the concerns of the region and the world. We dedicate ourselves to integrative research and
Dean of the School of Interdisciplinary Arts and Sciences creative practice, innovative and effective pedagogy, and dynamic curricula that prepare students to live and work in environments that are diverse and complex. We recognize, reflect on, and challenge unequal relations of power and privilege in our curriculum, scholarship and community partnerships. As part of a public university, we seek to build an inclusive and just community of students, faculty, and staff.”


- Mission Statement, School of Interdisciplinary Arts and Sciences
Formerly the liberal studies program, the School of Interdisciplinary Arts and Sciences was the founding
program at the University of Washington Bothell with 12 faculty members, one librarian, and a graduating
class of 17 students. As various academic areas continued to evolve based on demands of the local region,
the liberal studies program morphed into different schools; in 2013, the School of Interdisciplinary Arts
and Sciences was formed, along with the School of STEM and School of Business. Just two years later,
those three schools were joined by the School of Nursing and Health Studies and the School of Educational
Studies.


Since its beginnings as the core program at UW Bothell, the School of Interdisciplinary Arts and Sciences
has grown tremendously; in the last ten years, the students and full-time faculty who call IAS their home,
as well as the academic offerings, have nearly doubled. Today, IAS is one of the few non-departmentalized
arts and sciences units in the country with a single faculty collectively overseeing curricular and faculty
personnel issues. The interdisciplinary structure of the school, with all faculty reporting to the Dean rather
than department chairs, allows IAS to fulfil its mission.


IAS has maintained its core commitments of interdisciplinarity, community engagement, and diversity,
equity, and inclusion. All faculty members normally contribute to two curricular areas within IAS, while
taking collective responsibility for the governance and well-being of the whole. The students in the School
of Interdisciplinary Arts and Sciences are intellectually engaged and diverse in their interests and
backgrounds. In 2019-2020, IAS was home to over 900 undergraduate students and 68 graduate students.
Specifically, 40% of undergraduate students are persons of color, 15% are international students, and 17%
underrepresented minorities. 45% of students in IAS are the first in their families to earn a 4-year college
degree.


In addition to serving students pursuing an IAS major, the school also works closely with the First Year
and Pre-Major Program (FYPP). Designed for first and second year pre-major students, FYPP provides
scholars with a rich learning environment through inclusive practices and critical and creative inquiry.
FYPP courses are oriented toward addressing vital issues of the contemporary world and provide students
with a foundation on which they can continue their scholarship. Additionally, IAS offers 24 courses that
fulfill the diversity requirement for all undergraduates, the most of any school at UW Bothell.


Faculty
Due to the intimate learning environment in IAS and a commitment to undergraduate education, close
working relationships with professors are of paramount importance. IAS faculty have been recognized
system-wide for their excellence in teaching, including numerous University of Washington Distinguished
Teaching Award Honorees.


IAS boasts an engaged, diverse, and collaborative group of 45 FTE tenure/tenure-track faculty, 21 FTE
lecturers, 3 artists-in-residence, and approximately 22 FTE part-time faculty. Of those faculty, 28% identify
as persons of color and 14% are from groups deemed underrepresented in higher education. Faculty in IAS
develop local and national reputations through their published research, creative practice, innovative
pedagogies, and efforts to reimagine what an institution of higher education can be. Notably, IAS faculty
engage in disciplinary and interdisciplinary research in areas across the curriculum, including the
environmental sciences, social sciences, humanities, and fine arts. Recently, UW Bothell announced the first Scholarship, Research, and Creative Practice Awards, representing an investment to advance faculty
research and creative practice. Of 15 one-year seed grants awarded, six were to IAS faculty representing a
wide range of disciplines.
Engaged scholarship lies at the heart of the School of Interdisciplinary Arts and Science; this key value is
reflected in the school’s Statement on Promotion and Tenure1, emphasizing the importance of scholarship
that is public, meaningful, and significant. While scholarly accomplishments are valued on their own, much
of the work done by faculty extends beyond the walls of UW Bothell through public and communityengaged
projects.


Furthermore, IAS’s Initiatives to Develop Interdisciplinary Scholarship and Collaboration (I-DISCO) helps
support interdisciplinary, engaged, and collaborative research and activities working to foster an intellectual
community. I-DISCO currently supports distinguished speakers and public events, writing and creation
workshops, teaching and research interest groups, teaching and leadership innovation initiatives, student
projects assistants, and external visitors to IAS courses. Faculty are also encouraged to take advantage of
other scholarship opportunities across the UW system, including those available through the Simpson


Center for the Humanities and the Royalty Research Fund.
FTE lecturers and artists-in-residence play an indispensable role in developing and sustaining IAS’
culture of engaged scholarship, creative engagement, and pedagogical excellence. These faculty are hired
through competitive national searches for their expertise in their respective fields/areas of artistic practice
as well as their innovative pedagogy. While these positions are technically classified as instructional,
teaching-track faculty demonstrate deep scholarly and artistic engagement, with many publishing,
producing, and exhibiting at rates parallel to those of their tenure-track colleagues. They receive multiyear
renewable contracts and staged opportunities for promotion (see above). Teaching faculty and artistsin-
residence are fully integrated in the unit’s governance structure and hold critical leadership roles, such
as CAWG coordinator, the chair of standing committees, and Associate Dean. IAS has been engaged in
discussions about how to better support teaching-track faculty and artists-in-residence by, for example,
more equitably distributing resources to recognize scholarly, artistic, and community engagement and to
improve their working conditions.


Academic Programs
The undergraduate academic offerings in IAS are interdisciplinary by nature and include 15 majors:
American & Ethnic Studies; Community Psychology; Culture, Literature & the Arts; Environmental
Studies; Environmental Science; Gender, Women & Sexuality Studies; Global Studies; Individualized
Study; Interdisciplinary Arts; Law, Economics & Public Policy; Mathematical Thinking & Visualization;
Media & Communication Studies; Science, Technology & Society; Society, Ethics & Human Behavior;
Interactive Media Design; and Earth Systems Science. Minors are offered in Creative Writing, Ecological
Restoration, Diversity Studies, Visual and Media Arts, Policy Studies, Gender Women and Sexuality
Studies, and Human Rights. Two of the undergraduate majors—Earth System Science and Interactive
Media Design—are jointly administered by IAS and the School of STEM. IAS is also home to the Rhetoric
& Composition Curricular Area Working Group whose faculty teach first-year writing courses in FYPP.
In addition to the vast undergraduate academic offerings, IAS also offers four graduate programs: a Master
of Arts in Cultural Studies; a Master of Arts in Policy Studies; a Master of Fine Arts in Creative Writing
and Poetics; and a Certificate in Public Scholarship (jointly administered with the UW Graduate School,
1 https://www.uwb.edu/ias/publications/statement-on-promotion-and-tenure the Simpson Center for the Humanities). The Master of Fine Arts degree is the only terminal degree offered at UW Bothell.
IAS students, regardless of their area of study, are connected by five school wide-learning objectives
including collaborative and shared leadership, creative and critical thinking, diversity and equity,
interdisciplinary research and inquiry and writing and communication. With an orientation toward the
future, IAS students are exposed to hands-on and experiential learning both inside and outside of the
classroom.


Diversity and Equity in IAS
Since its inception, the values of diversity, equity, and inclusion have been a pillar of IAS. In IAS,
diversity is defined as individual and institutional actions taken to counteract relations of power and
difference historically characterized by the social exclusion, marginalization, and oppression of one
group and the unearned privilege and overvaluation of another. Diversity is fluid in that the status and
representation of groups shifts over time and context. In our current moment, this includes, but is not
limited to, race, sex, gender identity, socioeconomic status, ethnicity, sexual orientation, age, disability,
nationality, visa/documentation status, religion, and military status. The definition of diversity in IAS
extends anti-bias frameworks and recognizes that identities are intersectional, complex, and multiply
determined. Community members in IAS seek to redistribute opportunities and resources to foster equity
and social justice.
In 2015, IAS approved a school-wide diversity plan focusing on the areas of curriculum, recruitment,
retention, climate, and community engagement. Developed by the IAS Diversity Committee, this plan
calls for both immediate and ongoing action items to work toward a more equitable and just community.
Furthermore, the Associate Dean for Diversity & Equity works closely with the Dean of IAS, other IAS
associate deans and school leadership on processes that develop, assess, and promote initiatives around
the principles of diversity, equity, and social justice.


IAS Governance
The Dean of IAS will oversee all faculty members, as well as an Associate Dean for Curriculum
Development and Innovation, an Associate Dean for Diversity and Equity, and an Associate Dean for
Faculty Development and Scholarship.
Because there are no department chairs in IAS, the undergraduate majors and graduate degrees are overseen
by Curricular Area Working Groups (CAWGs). Faculty members usually serve as core members of two
CAWGs and may affiliate with others as appropriate. Core members of CAWGs comprise the group that
oversees the degree and makes suggestions for improving the curriculum. This flexible structure maximizes
the way in which the interdisciplinary faculty can contribute to and strengthen the broad and robust
curriculum. In this way, the CAWGs act as organizing hubs in a complex and intertwined curricular
network.
Additionally, IAS is governed by four elected standing committees:

  • Faculty Council: Consisting of eight voting members, this group serves as an advisory body to both the dean and the rest of the faculty.
  • Personnel Committee: Responsible for conducting annual reviews of all full-time and part-time
  • IAS faculty and making recommendations to the Dean and Faculty Council regarding salary and merit, as well as reappointment eligibility of part-time faculty.
  • Curriculum Committee: Oversees changes of the curriculum of established degrees, reviews course offerings and all documents associated with new degree programs. Consists of all CAWG leaders.
  • Diversity Committee: Consists of four to six elected faculty members, two staff members, and the Associate Dean for Diversity and Equity. Responsible for advancing all efforts in the IAS diversity plan and coordinating with other campus wide efforts with respect to DEI and engagement.

In addition to the faculty, 18 talented staff members work across the areas of advising, operations, academic
services, and external relations, to support the students, faculty, and mission of IAS.


IAS Finances
The IAS Dean oversees a $11M annual operating budget. IAS draws revenue from both the state and tuition
funds, as well as the MFA graduate degree which is fee-based. The school is in good fiscal health, but like
many colleges and universities, is experiencing increased costs due to personnel merit adjustments,
promotions, retentions, and unit salary adjustments that will not be fully covered by RCM allotments.
Additionally, because enrollment in IAS has plateaued, IAS cannot rely solely on tuition revenue to cover
increasing costs while the state allocation does not change.
The incoming Dean will need to work within a highly democratic and collaborative culture to determine
how to strategically invest resources to balance programmatic needs and curricular offerings with the
scholarship and interest of the faculty, and the overarching mission and values of the school.


Role of the Dean of the School of Interdisciplinary Arts and Sciences
Reporting to the Vice Chancellor of Academic Affairs, the Dean will directly oversee the three associate
deans, as well as the entire faculty of IAS and four members of the staff. The successful candidate will be
responsible for all aspects of undergraduate and graduate education in IAS, academic planning,
accreditation of instructional programs, educational policy, academic advising, academic resource
management, development and revenue goals, oversight of the operational budget, and faculty and staff
personnel actions.


The Dean of the School of IAS will serve on the Council of Academic Deans (CAD). This body provides
recommendations to the Vice Chancellor of Academic Affairs on academic matters that cut across schools
and other units on campus.


Furthermore, faculty share with the administration the day-to-day governance of the institution. As such,
the General Faculty Organization (GFO) serves as the campus’ governing body and is the forum for faculty
deliberation and decision-making, as well as the formulation and conveyance of advice to the Chancellor.
The GFO consists of the Executive Council, the Campus Council on Academic Standards & Curriculum,
Campus Council on Promotion & Tenure, Campus Council on Planning & Budget, and Campus Council
on Assessment & Learning.


The Dean also benefits from an eight-person advisory board composed of community leaders and IAS
alumni. IAS Advisory Board members act as strategic advisors to the Dean, while also serving as a role
model for students. They are advocates for diversity, inclusion, and equity, both in higher education and in
other community and industrial sectors. Additionally, advisory board members help foster increased public
awareness of the value of the School of IAS – its students, staff, and faculty – to the sustainable development
and well-being of the region.

Key Opportunities and Challenges for the Dean of the School of Interdisciplinary Arts and Sciences
Build upon and maintain a diverse workplace that successfully serves and mirrors IAS’ diverse student
population
The incoming Dean will build upon and contribute to the vision and goals of IAS through maintaining a
diverse and collaborative workplace that embraces the values of the school and its deep commitment to
interdisciplinary learning. The incoming Dean will bring a record of transformation in institutional diversity
to this work, crafting innovative programs and policies for faculty, staff, and students that strive to increase
inclusion. This leader will recognize and acknowledge the imbalances of power in academia and work
toward creating an equitable environment for all. By building upon the IAS diversity action plan and
collaborating with the Associate Dean for Diversity & Equity, the Dean will ensure that IAS is a destination
for people of all backgrounds, rooted in access and equity.


Uphold and strengthen the student-centric, interdisciplinary, liberal arts culture
The next Dean will demonstrate a care for and awareness of students and their lived experiences. Acting as
a key connection between the students and the school at large, the Dean will be a key source of transparent
communication and ongoing support, furthering a sense of community and understanding. Given the
interdisciplinary framework of the school and its strong commitment to inclusion, the Dean will work
collaboratively with faculty and staff to ensure academic programs align and balance student interests with
the needs of the community. The Dean will work with the existing faculty governance structure to ensure
that all faculty have a voice in developing excellent, equitable, and inclusive learning practices for the
benefit of all students.


Strengthen IAS for the future by building cultural cohesion and intellectual community
In collaboration with faculty, staff, and students, the Dean will exercise creativity and assess the optimal
administrative and governance structures of IAS. Currently, the college is dominated by faculty
committees, working groups, and councils, which results in highly innovative curricula and especially high
service loads. In concert with the IAS community, the new Dean will determine the optimal balance of
teaching track and tenure track faculty, governing systems, and administrative structures for IAS’ continued
success. Through this work, the Dean will help influence a shift in culture that best balances the interests
of the faculty with the need to be increasingly responsive to student and market needs.


Additionally, through providing both intellectual and operational leadership, the Dean will strengthen the
intellectual community by building bridges and creating spaces for campus dialogue and ensuring strong
communication and professional development opportunities for faculty, staff, and students. The Dean will
support diverse forms of scholarship in community engagement particularly as it applies to UWB’s
commuter-based population.


Align resources and ensure transparent and equitable budget management and allocation
Through working with various faculty and program councils, staff, and students, the Dean will determine
common priorities and areas of future investment. The Dean will also ensure transparency in budget and
allocation matters. Given the recent transition to an RCM budget model, the Dean will serve as a strong
guide in helping to establish holistic budgeting practices that equitably support all tracks of faculty,
curricular innovation, and strategic and multi-year planning. The Dean will also simultaneously work to
diversify the school’s funding base through growing tuition revenue, alternate earned revenue sources such
as fee-based programs, and external opportunities such as annual giving and endowments.

Build external partnerships to strengthen community engagement practices and IAS’s fiscal sustainability
A key part of strengthening IAS will be the Dean’s ability to actively fundraise in partnership with
University Advancement and guided by the IAS mission and values. The incoming Dean will support the
democratic and social justice-oriented work of faculty and staff, and will build relationships with
community partners, donors, industry, alumni and other stakeholders to expand opportunities to support
this important activity. The Dean will further develop the IAS advisory board to cultivate opportunities for
scholarship, hands-on learning experiences, and increased public awareness of IAS. The Dean will also
work with alumni, prospective students and their families to make the case for continued support and pursuit
of interdisciplinary and community engaged educational opportunities spanning the environmental and
social sciences, humanities, and fine arts. Furthermore, the Dean will build relationships with industry,
other educational institutions and campuses within the University of Washington to strengthen
collaborations and sponsorship opportunities for the benefit of students of all backgrounds.

Qualifications and Characteristics
UW Bothell seeks a strategic and collaborative academic leader capable of elevating IAS to greater
academic heights. Qualifications for the successful candidate include:

  • Able to be elected by the senior faculty as a full professor in IAS;
  • An exemplary record in teaching and research;
  • A record of leadership and administrative experience in complex higher-education settings;
  • Core values and a leadership style that align with IAS’s culture of interdisciplinarity, community
  • engagement, and inclusion;
  • Demonstrated skill and experience promoting diversity, equity, and inclusion at all levels;
  • Experience with shared governance and collaborative decision making, and ability to work in a climate of integrity, transparency, and inclusiveness, across campus and the University;
  • Demonstrated ability to manage human, financial, and information resources strategically.
  • Familiarity and experience with RCM and/or activity-based budget models a plus;
  • Experience in strategic academic prioritization and resource allocation, ideally within public comprehensive and/or liberal arts institutions;
  • Demonstrated success in fundraising and new resource generation;
  • Demonstrated ability to build and sustain partnerships with industry, government entities, nonprofit organizations and other academic institutions;
  • Experience effectively supervising faculty and staff in a way that enables professional growth and development;
  • An understanding of complex human resources processes;
  • Commitment to academic freedom and the University’s public mission, and an appreciation for the value brought by diverse perspectives;
  • Experience working with multiple constituencies in shaping a vision for the future of an analogous institution of higher education in the 21st century.

Location
Bothell, Washington (pop. 46,657) is located about 30 miles northeast of Seattle, a major coastal seaport
and the seat of King County, Washington. It is located five miles from Woodinville wine country, a region
with more than 80 award-winning wineries, and six miles from St. Edwards State Park, a 316-acre day- use park with 3,000 feet of freshwater shoreline on Lake Washington. To learn more about Bothell, see
http://www.explorebothell.com/.


Applications, Inquiries, and Nominations
Screening of complete applications will begin immediately and continue until the completion of the search
process. Inquiries, nominations, referrals, and applications should be sent via the Isaacson, Miller website
for the search: www.imsearch.com/7526. Electronic submission of materials is strongly encouraged.