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Harris School of Public Policy

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THE SEARCH

The seeks an experienced, inventive and ambitious scholar/administrator as the next dean of the Harris School of Public Policy. The Harris School was founded 25 years ago in line with the University of Chicago’s traditions of intellectual rigor and interdisciplinary investigation. Its exacting, data-driven perspective, across a range of disciplines and policy domains, has distinguished the Harris School from its competitors.

In a brief period of time, with the leadership of Dean Daniel Diermeier, the Harris School faculty and staff developed an array of new initiatives and blazed a remarkable path. Recent successes will provide the next dean with a rare opportunity to build a preeminent professional school for the next generation of policy leaders. In fundraising, the school has been the recipient of transformational gifts: $38 million in total to build its new home, the Keller Center and a landmark $100 million gift to establish The Pearson Institute for the Study and Resolution of Global Conflicts and The Pearson Global Forum. At the same time, the ranks of the full-time faculty have increased by 24% to 41, with top flight hires in the areas of conflict and international development, data analytics, energy, labor economics and political economy. New degrees are now offered in the areas of computational analysis, environmental sciences, a certificate in data analytics as well as a BA in public policy for undergraduates in the College. Organizationally, the school has invested in enhancing staff capacity in advising, marketing, development and enrollment management to deliver a world class student experience and to enable the school to grow.

The next dean will come at a critical moment for the Harris School. Cultivating the school’s academic distinction; strategizing and executing on The Pearson Institute and The Global Forum, opening the Keller Center; growing the faculty and student body; fundraising; sustaining and developing new academic programs; and implementing effective systems and policies internally will all be critical tasks for the dean.

The dean has the opportunity to firmly harness the school’s forward momentum. There is much that is new at the Harris School and much that was always foundational and remains central to its identity. The school will require astute leadership from the dean to fully shape and settle an emerging and more expansive identity. As new faculty and staff are recruited, they will join an ambitious, successful and rapidly evolving school, reaching for new cohesion, an expanded place in the University and eminence in the world of policy analytics.

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The University of Chicago has retained the search firm Isaacson, Miller to assist in the recruitment of the next dean. All applications, inquiries, and nominations, which will remain confidential, should be directed to Isaacson, Miller as indicated at the end of this document.

THE UNIVERSITY OF CHICAGO

Founded in 1892 by John D. Rockefeller, the University of Chicago is one of the world's preeminent universities. More than 80 Nobel Laureates are or have been associated with the University. The University is known for its increasingly diverse student body, distinctive urban campus with strong community connections, and a robust global presence. US News and World Report recently ranked the University third in its latest annual survey of national universities. The University is currently home to 2,700 faculty and academic personnel, and 15,000 students in its graduate arts and sciences programs, professional schools and special programs.

The University operates a major medical center, the nation’s largest academic press, two national laboratories (the Argonne National Laboratory and Fermilab–Fermi National Accelerator Laboratory), the Marine Biological Laboratory in Woods Hole, the renowned N-12 Laboratory Schools and four charter school campuses on the South Side of Chicago.

Enhanced philanthropy over the last decade has allowed the University to support a range of innovative new programs and the facilities to support them, all of which are among the most academically rigorous and well respected in the nation. Some signature developments include the Becker Friedman Institute for Research in Economics, the Energy Policy Institute at Chicago (EPIC), the Gwen and Jules Knapp Center for Biomedical Discovery, the Institute for Molecular Engineering, the Polsky Center for Entrepreneurship and Innovation and the Neubauer Family Collegium for Culture and Society.

Currently the University is in the public phase of its “Inquiry and Impact” capital campaign. Launched in 2014, the University has set the ambitious goal of raising $4.5 billion by 2019. To date, the University has raised approximately $3.15 billion. The goal for the Harris School is $75 million for academic centers and programs; the Harris School building (Keller Center), internships and practica, and fellowships. Since the launch of the campaign, the school has already exceeded its goal.

More information about the University can be found at www.uchicago.edu.

HARRIS SCHOOL OF PUBLIC POLICY STUDIES

The last two years at the Harris School have been an extraordinary time. The school has embarked on an ambitious strategy to elevate its status as a leader amongst public policy schools. The Harris School focused on fundraising, growing the faculty, student enrollment, academic programs and partnerships.

In total, over two years, the school has raised approximately $150 million, exceeding the total raised in the 25-plus years of the school’s existence. The gift from The Thomas L. Pearson and The Pearson Family Members Foundation was one of the largest gifts ever to the University of Chicago and the Keller Center gift will allow the school to be housed in larger, more modern facilities as the school continues to grow. Currently the Harris School is raising money for the 2x20 Fund that will serve as a financial pool of start-up capital designed to double the school’s operating budget by 2020. The fund will be used to launch innovative programs and initiatives, recruit and hire key faculty and staff, and to implement immediate improvements in student experience. University of Chicago Dean, Harris School of Public Policy Studies Page 3 of 8

Faculty recruitment has been a particular bright spot for the school. The Harris School seeks scholars who will help the school achieve both distinction and impact. In 2014, the school sought to bolster its already impressive talent on the faculty by significantly increasing its size. It focused hiring in its current areas of strength as well as in conflict and international development, data analytics and energy. As part of the The Thomas L. Pearson and The Pearson Family Members Foundation’s gift to the school, the University established four named professorships at the Harris School. Currently, three of these four named professorship have been filled. In a short time, the Harris School has become a destination school for recently minted PhDs in economics, political science and other public policy related disciplines. The next dean will have the opportunity for four additional hires in the coming years.

The Harris School continues to attract high caliber students and has the goal of substantially increasing the enrollment of master’s students by 2020. Towards this end, the school has raised a little over $4 million out of a goal of $10 million for fellowships to attract top students; invested in strengthening marketing and communications; and broadened the academic portfolio (i.e. new joint degrees, electives, undergraduate degree and executive education). The efforts of the last two years have seen the school achieve nearly 10% growth per year.

Faculty and administrators have created a series of exciting partnerships and initiatives that add strength to the Harris School’s areas of expertise. In June 2015 the International Innovation Corps joined the Harris School from the Law School and continues its work on fostering innovative solutions to social problems in developing countries. In June 2016, the Tata Trust provided a grant to launch the Tata Centre for Development to address India’s economic and social development challenges. The school has also established a partnership with the UChicago Place Lab. The Lab brings together artists, policymakers, faculty and students to design and implement new approaches to urban development. The recently launched Policy Analytics Initiative formalizes the school’s efforts to apply the best data and analytical tools in addressing societal challenges. There is great potential for the Harris School to grow and develop in data analytics, particularly in partnership with the department of computer science under the leadership of its new chair, Michael Franklin from the University of California, Berkeley.

In the last decade, the top leadership at the University has committed greater resources and attention to public policy and civic issues. Recently developed institutes such as the Mansueto Institute for Urban Innovation, the Energy Policy Institute at Chicago (EPIC), and the Institute for Politics, to name a few, work to engage world class research at the University with pressing social, political and economic issues. The University has an increasing global presence and a robust Office of Civic Engagement that connects it to the local community and nationally. The Division of Social Science, the Law School, the Booth School, the Pritzker School of Medicine, Argonne National Laboratory and the Marine Biological Laboratory at Woods Hole also take seriously public and civic issues. The Harris School has done much recently to actively collaborate and partner with these units and has the opportunity to do more in the coming years.

The Role of the Dean

The dean of the Harris School reports to the Provost and is the chief executive of the school. On the administrative side, the dean supervises the Associate Dean for Recruitment and International Outreach; the Senior Associate Dean for Academic and Student Affairs; the Associate Dean for Marketing and Communications; the Associate Dean of External Partnerships; the Chief Operating Officer; and the Associate Dean for Alumni Relations and Development. On the academic side, the school has deputy deans for research and strategic initiatives; faculty hiring and promotions; and teaching and curriculum.

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The Harris School had a budget of $29.6 million for FY 2016 and an endowment of approximately $75 million. Currently the school enrolls 185 master’s level students and 40 in the Ph.D. program.

More information about the Harris School can be found at harris.chicago.edu.

LEADERSHIP OPPORTUNITIES & CHALLENGES

The next dean of the Harris School will have the opportunity to lead a school that is highly ambitious and confident about its future. Senior leaders at the University of Chicago are ready to continue providing the support and encouragement necessary to sustain the school’s upward trajectory. The success of the next dean will be determined by how well s/he meets the following leadership opportunities and challenges noted below. Successfully meeting them cannot be done alone. It will require the dean to align and integrate their efforts with the president and provost and work in cooperation with other deans and officers of the University.

Continue to strengthen and develop a strong organizational culture

For the Harris School to continue its trajectory, the dean must ensure that the school is a high performing organization capable of executing on important strategic initiatives. S/he will need to continue to develop sound systems, policies, people, culture and identity. As the school seeks to grow, it will need to attend to its knitting, in academic and student affairs; business operations; external relations; marketing and communications; and executive education. Both leading and managing are essential to sustain the school’s remarkable trajectory.

Inspire, recruit and retain a distinguished faculty

The dean will ensure that hiring, retaining and developing faculty will continue as the centerpiece of the Harris School’s strategy. S/he will work to increase the ranks of faculty who will help the school distinguish itself in areas such as conflict and international development, data analytics, energy, health, education, social policy, policy evaluation and political economy. The dean should cultivate an atmosphere of collaboration and innovation so that junior and senior faculty members thrive and feel that they can do their best work only at the Harris School.

Sustain current and develop new academic programs for faculty and students and increase student enrollment

The dean will have to ensure that recently developed academic programs in the environment, data analytics, computational analysis, executive education, and very recently, a dual master’s degree program in global health policy with the London School of Economics continue to be sustainable. S/he will see that the right faculty are available to lead these programs and that they attract a critical mass of students. Beyond existing programs, the dean has the opportunity to strategically plan and grow additional academic programs that can attract faculty, students and provide needed tuition revenue. Development of new programs will have to balance between existing and/or potential demand and where the school can potentially distinguish itself.

Enrollment growth is essential to the school’s future. The Harris School aims to substantially grow the number of enrolled students in the next five years. The dean should continue to lead and support efforts to achieve this goal. Critical tasks will include developing content for marketing and communications for prospective students; raising money for fellowships; and leveraging the school’s students and alumni to University of Chicago Dean, Harris School of Public Policy Studies Page 5 of 8

provide prospective candidates with a personal recruitment experience. The establishment of an undergraduate degree program with the College presents another opportunity to drive growth. Currently, public policy is the third most popular, and fastest growing, major amongst the University’s undergraduates. The next dean will work in partnership with the College to grow and manage this important program.

Raise philanthropic support

The dean will foster close relationships with the school’s many stakeholders and will serve as an ambassador in communicating the school’s impact. As is expected of all deans at the University, the dean of the Harris School will need to be actively involved with alums and donors and will work with the President, and when appropriate or necessary, other deans at the University to tap into new sources of financial support necessary to grow and sustain excellence.

Improving the student experience

As a professional school training future policy leaders, the Harris School must ensure that students not only receive a robust education in rigorous, data driven inquiry but that they also have opportunities to apply what they have learned in real world settings whether through internships and other experiential opportunities. Developing more effective career advising at the school will also be an essential task for the dean. Career advising needs to be staffed with the right counselors and coaches that help students be the best possible job candidates. Outside of its work with students, career development under the dean’s leadership must build and maintain relationships with employers across government agencies, the for- profit and not-for-profit sector in order to meet the needs of students in an ever changing marketplace.

Partnering across the university and beyond

The next dean should proactively seek out partnerships and collaborations with other leaders at the University of Chicago. Building cross unit programs and joint faculty appointments are activities eagerly supported by the University’s central administration. Outside of campus, the dean will identify, increase and diversify the school’s relations with targeted educational institutions, governments, private corporations and non-governmental organizations nationally and internationally. These relationships will create meaningful links and enable the school to enhance its academic reputation, nurture innovative research opportunities and increase its impact and visibility worldwide.

QUALIFICATIONS & EXPERIENCE

While no single individual will possess all the desired experiences and qualifications, the successful candidate should possess most, if not all, of the following professional and personal attributes:

• Significant management and leadership success in a research university or comparably complex institution;

• A record of academic/scholarly distinction and a demonstrated commitment to the research, teaching and service mission essential to a leading school of public policy at a world class research university;

• A commitment to the mission and values of public service, broadly construed;

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• Ability to articulate and develop the goals of a leading, multi-disciplinary policy school;

• Demonstrated effectiveness in attracting and retaining talented faculty and other professionals;

• Ability to ensure the long-term viability of the school, including success in generating significant external funding;

• Ability to build teams and develop consensus for strategic initiatives;

• Interpersonal skills that enable effective relationships with all stakeholders, including other University leaders, alumni, advisory boards, government officials and leaders in public policy;

• Commitment to inclusion and diversity

• Exceptional communication skills; the ability to energize and inspire faculty, students, staff, alumni, trustees and external constituencies;

• A fair, collaborative, accessible and transparent leadership style that will succeed in an environment of shared governance.

PROCEDURE FOR APPLICATIONS, NOMINATIONS & INQUIRIES

Review of nominations and applications will begin immediately and continue until the position is filled. Inquiries, nominations/referrals, and applications (including CVs, resumes, and letters of interest responding to the position challenges outlined above) should be sent electronically and in confidence to:

John Isaacson & Kahn Lee

Isaacson, Miller 263 Summer Street, 7th Floor Boston, MA 02210

To apply, nominate or inquire visit: www.imsearch.com/5835

Electronic submission of materials is strongly encouraged

The University of Chicago is an Affirmative Action/Equal Opportunity/Disabled/Veterans Employer and does not discriminate on the basis of race, color, religion, sex, sexual orientation, gender identity, national or ethnic origin, age, status as an individual with a disability, protected veteran status, genetic information, or other protected classes under the law.

For additional information please see the University's Notice of Nondiscrimination at http://www.uchicago.edu/about/non_discrimination_statement/

Those in need of reasonable accommodations to complete the application process should email Stephanie Simon ([email protected]) with their request.

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APPENDIX: Academic Programs

Master’s Degrees

• Master of Public Policy (MPP), A two-year program for students interested in gaining a thorough training in analytical skills.

• Master of Science in Computational Analysis and Public Policy (MSCAPP), A two-year program offered with the Computer Science Department for students interested in the design, implementation, and rigorous analysis of data-driven policies.

• Master of Science in Environmental Science and Policy (MSESP), A two-year program offered with the Argonne National Laboratory for students interested in assessing the scientific repercussions of policy on the environment.

• Master of Arts in Public Policy (AM), A one-year program for students with significant work experience or who already possess another graduate degree.

• Master of Arts in Public Policy with Certificate in Research Methods (MACRM), A 15- month program designed to prepare students for top-tier Ph.D. programs in economics and political science as well as other social sciences, policy, and business

• Master of Arts in Public Policy and International Relations (AM/MA), A two-year program offered with the Committee for International Relations for students interested in combining public policy training with a focus on international relations.

• Cooperative Program with the University of Chile (MPP), A two-year master's program of study with course offerings at both campuses and the opportunity to earn two degrees.

• Cooperative Program with Tel Aviv University (MPP), A two-year master’s program of study with course offerings at both campuses and the opportunity to earn two degrees.

• Cooperative Program with Yonsei University Graduate School of International Studies, A two- to three-year program of study with course offerings at both campuses and the opportunity to earn two degrees.

• Cooperative Program with the London School of Economics in Global Health (MA), A two- year executive double Master’s program in global health policy and economics. **Note: Anticipated to launch in 2018

Joint Degrees

• Center for Middle Eastern Studies (MPP/AM), A three year program combining public policy with modern Middle Eastern languages, history, and civilization.

• Divinity School (MPP/MDiv), A four year program combining public policy with issues related to public and urban ministry.

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• Chicago Booth School of Business (MPP/MBA), A three year program combining studies in public policy and business administration.

• Law School (MPP/JD), A four year program combining studies in law and public policy.

• School of Social Service Administration (MPP/AM), A three year program. Study broad social policy and issues that influence the social work profession.

• The Professional Option Program with the College (AB/MPP), A five year program. Earn a bachelor's degree from the College and a master's degree from the Harris School at the same time.

Doctoral Program

• The doctoral program (PhD) at the Harris School prepares qualified students interested in research-oriented careers involving the substantive and institutional aspects of public policy. The program emphasizes the acquisition of skills needed to design and conduct policy-relevant research, and allows students to develop individualized and innovative courses of study in which they work closely with faculty members of the School and the University.

Harris Policy Labs

• Harris Policy Labs immerse small teams of students in real-time policy contexts where they explore challenges in various policy areas such as urban development, health, education and criminal justice. Students participating in the Labs work directly with government agencies and non-profit organizations. A Harris faculty member and a leading practitioner jointly supervise each lab.

Executive Education

• Professional Certificate in Municipal Finance: The program provides participants with an understanding of how state and local governments develop their respective economic bases, how they are organized to operate financially, how they budget for operations and infrastructure and how they fund infrastructure through capital budgeting and the issuance of municipal bonds. It is designed for mid-career or senior personnel but is also appropriate for those new to working with state and local government.

• Women in Public Leadership-Attaining Impact & Influence: The program offers women the opportunity to advance and sustain their public presence, political acumen and policy impact. It has been created especially for women who seek greater impact in the public sphere, whether from the vantage point of business executive, appointed or elected government leader or philanthropic or agency executive.