Associate Dean for Innovation and Program Development

ACAD PRG MGT OFCR 5 (000379)

UCPath Position ID: TBD_1000234

Position Description History/Status

Approved Date:

9/14/2026 12:07:11 PM

Date Last Edited:

9/14/2026 12:07:08 PM

Last Action Effective Date:

Organization Details

Business Unit (Location):

LACMP

Organization Code:

1160O

Organization:

ANDERSON SCHOOL OF MANAGEMENT          

Division Code:

1161D

Division:

MANAGEMENT DIV                         

Department:

030000 - ANDERSON GRAD SCH OF MANAGEMENT

Position Details

UCPath Position Number:

TBD_1000234

Position Description ID

263257

UC Payroll Title:

ACAD PRG MGT OFCR 5 (000379)

Personnel Program

Management and Senior Professional (MSP)

Salary Grade:

Grade 27

Job Code FLSA:

Exempt

Union Code (Collective Bargaining Unit):

99: Non-Represented (PPSM)

Employee Relations Code:

A: Manager - Not Confidential

Employee Class (Appt Type):

2 - Staff: Career

Full-Time Equivalent (FTE)

1

SUPERVISION

UCPath Reports to Position Number:

40200090

Reports to Payroll Title:

DEAN

UCPath Department Head Position Number:

40200090

Department Head Payroll Title:

DEAN

GENERAL DIRECTION - Indicates that the incumbent receives guidance in terms of broad goals and overall objectives and is responsible for establishing the methods to attain them. Generally the incumbent is in charge of an area of work, and typically formulates policy for this area but does not necessarily have final authority for approving policy.

006147

INSTRUCTIONAL DESIGNER 4

1

006948

INSTITUTIONAL RSCH ANL 3

1

004986

CURRICULUM PLNR 4 SV

1

005465

INSTRUCTIONAL DESIGNER 3 TX

3

004959

BUS INTEL SPEC 3

1

Media Specialist

1

POSITION SUMMARY

Reporting directly to the Dean, the Associate Dean for Innovation and Program Development provides senior-level management and strategic leadership for a portfolio of three distinct, highly specialized functions: Artificial Intelligence/Instructional Media, Instructional Design, and Program Development and Strategic Administration. The position is accountable for the collective performance of these functions and for translating broadly stated School priorities into coordinated organizational strategies, operating structures, resource plans, and measurable results.

Operating under general direction, the Dean establishes broad institutional priorities and objectives, while the Associate Dean independently determines the methods and organizational approach for achieving them. The Associate Dean establishes implementation strategies, work plans, priorities, decision rights, timelines, stakeholder-engagement approaches, performance measures, and resource coordination across the portfolio; resolves cross-functional barriers; evaluates results; and adjusts implementation strategies when necessary. The role is expected to oversee approximately 3-5 significant School-wide or cross-School initiatives simultaneously, in addition to shorter-term institutional priorities. Approximately 40% of the role focuses on proactive strategy development and 60% on strategic implementation and ongoing oversight.

The Associate Dean manages the portfolio through senior professionals and specialized functional leaders rather than personally performing the technical work of the units. The position initially has management responsibility for 3 direct and 6 indirect reports (9 total FTE) and establishes organizational structure, staffing and workload priorities, performance expectations, operating standards, and accountability for results. The Associate Dean also oversees the budgets and other resources assigned to each of the three functional areas, including significant technology and equipment investments associated with AI, instructional media, digital learning, and studio-level recording and editing capabilities.

The Associate Dean serves as a principal strategic partner to the Dean on emerging institutional needs, organizational priorities, new academic and non-degree opportunities, partnerships, and the long-term evolution of Anderson's portfolio. Within delegated authority, the Associate Dean makes administrative and operational decisions necessary to achieve approved objectives. Matters involving major changes in School-wide strategy, substantial new financial commitments, significant organizational restructuring, material institutional or reputational implications, or decisions reserved to the Dean are elevated with developed recommendations, alternatives, risks, and proposed courses of action. The position leads the administrative and implementation framework for academic innovation while preserving the decision-making authority of faculty governance, the Academic Senate, and other University authorities.

Institutional Strategy & Organizational Leadership

          Translate the Dean's and School's broadly stated strategic priorities into institutional objectives, implementation strategies, governance structures, work plans, decision points, ownership assignments, timelines, and measurable outcomes.

           

          • Lead approximately 3-5 significant School-wide or cross-School initiatives or workstreams at a time, establishing the operating framework for execution, assigning accountability, monitoring progress and risk, resolving barriers, and changing direction when results or conditions require course correction.

           

          • Identify emerging institutional needs and opportunities; evaluate organizational feasibility, risk, resource implications, and strategic alternatives; and develop recommendations for new priorities, programs, partnerships, operating models, or investments.

           

          • Determine implementation methods and priorities within delegated authority and develop or modify operating policies, processes, and decision frameworks needed to achieve approved objectives across organizational boundaries.

           

          • Develop measurement systems and data-informed reporting that assess progress and impact, hold initiative owners accountable for milestones and results, and provide the Dean and School leadership with clear visibility into performance, risks, and decisions requiring executive attention.

           

          • Manage the transition of successful strategic initiatives from pilot or development stages to sustainable long-term ownership within the appropriate Anderson unit.

           

          • Present the Dean with developed recommendations, alternatives, risks, and proposed courses of action for matters involving major School-wide strategy changes, substantial resource commitments, significant organizational changes, or material institutional or reputational implications.

           

30%

Portfolio Management, Organizational Design & Resource Stewardship

          Provide unified management, direction, and accountability across Artificial Intelligence/Instructional Media, Instructional Design, and Program Development and Strategic Administration so the functions operate as one coordinated portfolio rather than separate units.

           

          • Establish operational objectives, organizational structures, reporting relationships, staffing models, workflows, decision rights, workload standards, and performance expectations across the portfolio, in consultation with the Chief Operations Officer and Human Resources where University policy or approval is required.

           

          • Exercise full supervisory authority for direct and indirect reports within delegated University authority, including hiring, work assignment and workload distribution, performance evaluation, merit and reclassification recommendations/actions, corrective and disciplinary processes, and complaint or grievance resolution.

           

          • Set priorities across functional leaders and senior professionals, delegate responsibility for specialized work, monitor execution, and hold individuals and units accountable for results, service standards, timelines, and responsible stewardship of resources.

           

          • Oversee the budgets and resources assigned to the three functional areas; establish spending priorities, monitor budget performance, assess staffing and technology needs, and reallocate resources within approved parameters to address changing institutional priorities.

           

          • Evaluate significant technology, instructional-media, AI, studio, and related equipment investments; develop or direct business cases and resource plans; assess financial sustainability; and recommend substantial new resource commitments to the Dean when executive approval is required.

           

          • Identify funding and resource needs associated with strategic priorities and work with Finance, Development/External Affairs, faculty leadership, and other units to evaluate sustainable funding models, including internal resource allocation, program revenues, partnerships, philanthropy, grants, or other appropriate sources.

           

          • Resolve competing priorities, timelines, and resource demands across the portfolio and make final administrative decisions within delegated authority when cross-functional interests conflict.

           

25%

AI, Digital Learning & Organizational Transformation

          Direct the administrative implementation and institutional coordination of Anderson's School-wide AI and digital-learning agenda through the Assistant Dean/Director of Artificial Intelligence, Instructional Design, Instructional Media, ACIS, and other specialized partners.

           

          • Establish portfolio priorities, implementation frameworks, resource requirements, and measures of success for responsible AI-enabled improvements in research support, teaching, course development, learning tools, programs, administrative services, data capability, and operational efficiency.

           

          • Determine how AI, instructional media, learning technology, and related capabilities are organized and integrated across the portfolio; assign ownership for implementation; monitor results; and redirect resources or approaches as needs and technologies evolve.

           

          • Oversee planning for technology and studio-level recording and editing infrastructure, including evaluation of operational requirements, investment priorities, implementation readiness, and ongoing resource needs.

           

          • Ensure that AI and digital-learning initiatives are implemented in coordination with faculty, ACIS, academic leadership, and relevant governance bodies, with appropriate academic, technical, ethical, operational, privacy, and risk considerations.

           

20%

Academic Program Development & Institutional Implementation

          Direct the administrative program-development and implementation function through the Director of Program Development and Strategic Administration, establishing the processes, responsibilities, timelines, and resource plans required to move approved academic ideas from concept through institutional approval, operational readiness, launch, and continuous improvement.

           

          • Lead development of business cases for new degree and non-degree programs, modifications to existing programs, interdisciplinary and cross-campus partnerships, certificates, continuing education, and other opportunities in collaboration with faculty and leaders in Finance, Marketing, Admissions, Development/External Affairs, and operating units.

           

          • Evaluate market demand, competitive positioning, academic fit, financial sustainability, operational feasibility, organizational capacity, resource requirements, and reputational implications before recommending major initiatives for approval.

           

          • Ensure that degree proposals, dual-degree and interdisciplinary partnerships, substantive program changes, and related initiatives are advanced effectively through School, UCLA, and UC-system approval processes while respecting faculty and Academic Senate authority over academic matters.

           

          • Oversee the administrative framework for AACSB accreditation, Academic Senate and other institutional reviews, and strategic reporting to ranking agencies; establish accountability for preparation, follow-through, corrective actions, and sustained readiness.

           

15%

University, Governance & External Engagement

          Represent Anderson and the organizational portfolio in University-wide and systemwide meetings and discussions involving strategic initiatives, academic and non-degree program development, organizational implementation, AI and digital learning, and related institutional priorities.

           

          • Build and manage effective working relationships with UCLA central leadership, Graduate Division, the Academic Senate, the Registrar, faculty leadership, ACIS, Finance, Development/External Affairs, other UCLA schools and units, and external or industry partners whose participation is necessary to advance School priorities.

           

          • Resolve policy, approval, implementation, and stakeholder barriers, including sensitive or controversial matters requiring negotiation, persuasion, and alignment among parties with differing interests, timelines, or decision rights.

           

          • Support the Strategic Planning Committee by translating approved priorities into implementation structures and resource plans without replacing the committee's deliberative role.

           

          • Connect the School's strategic agenda with the Board of Advisors' expertise and external relationships by developing substantive materials and updates, identifying opportunities to apply Board expertise or networks, and following through on relevant opportunities, while the Dean retains primary responsibility for the Board relationship.

           

10%

•

Performs other duties as assigned.

•

Complies with all policies and standards.

•

Complies with the University of California, Los Angeles (UCLA) Principles of Community.

•

This position description is not intended to be a complete list of all responsibilities, duties or skills required for the job and is subject to review and change at any time, with or without notice, in accordance with the needs of the organization.

QUALIFICATIONS

An advanced degree or an equivalent combination of education and substantial senior-level experience.

Required

Bachelor's degree in a related area and/or equivalent experience or training.

Required

Significant progressively responsible management experience leading multiple functions, senior professionals, and/or highly specialized technical teams in higher education or a comparably complex organization.

Required

Adept with budget and resource management, including setting priorities, monitoring expenditures, evaluating staffing or technology needs, and making resource-allocation decisions within delegated authority.

Required

Experience in a major research university or comparable shared-governance environment, including thorough knowledge with faculty governance, institutional approval processes, and cross-functional decision-making.

Required

Expert in developing or implementing new academic or non-degree programs, major program redesigns, interdisciplinary or cross-campus partnerships, revenue-generating offerings, or other complex institutional initiatives.

Required

Accomplished in external leadership or influence in graduate management education, higher education associations, accreditation, or related networks.

Required

Excellent leadership ability to manage multiple specialized functions and senior professionals, establish organizational and functional objectives, delegate accountability, and hold teams responsible for results in a complex higher-education or comparable environment.

Required

Demonstrated management skill in organizational design, staffing, performance management, workload prioritization, and stewardship of human, financial, technological, and other resources, including responsibility for multiple functional budgets.

Required

Advanced ability to develop strategy and translate broadly stated organizational priorities into operating plans, governance structures, implementation methods, measurable outcomes, and sustained organizational capability.

Required

Excellent analytical, financial, and operational judgment, including the ability to quickly evaluate complex issues and risks, identify multiple options for resolution, develop sustainable business cases, and make resource-allocation decisions within delegated authority.

Required

Excellent interpersonal, negotiation, change-management, and conflict-resolution skills, with demonstrated ability to influence senior leaders and diverse constituencies, build cross-functional coalitions, and resolve sensitive or controversial matters.

Required

Demonstrated ability to lead complex institutional initiatives in a shared-governance environment, including academic program development and approvals, digital learning, AI-enabled organizational change, institutional partnerships, accreditation, or related strategic transformation.

Required

SPECIAL REQUIREMENTS AND/OR CONDITIONS OF EMPLOYMENT

Background Check: Continued employment is contingent upon the completion of a satisfactory background investigation.

Age Requirement: Candidate(s) must be 18 years or older to be eligible to be hired.

LOCATION AND PHYSICAL, ENVIRONMENTAL, MENTAL (PEM) REQUIREMENTS

Environment and Work Location Information

Environment Type:

Non-Clinical Setting

Location Setting:

Campus

Location:

Anderson - Dean's Office

Standing/Walking

X

Sitting

X

X

Bending/Stooping

X

Squatting/Kneeling

X

Climbing

X

Lifting/Carrying/Push/Pull 0-25 lbs

X

X

Lifting/Carrying/Push/Pull 26-50 lbs

X

Lifting/Carrying/Push/Pull over 50 lbs

X

Physical requirements other

X

Chemicals, dust, gases, or fumes

X

Loud noise levels

X

Marked changes in humidity or temperature

X

Microwave/Radiation

X

Operating motor vehicles and/or equipment

X

Exposures other

X

Sustained attention and concentration

X

X

Complex problem solving/reasoning

X

X

Ability to organize & prioritize

X

X

Communication skills

X

X

Numerical skills

X

X

Mental demands other

X

X

Classification 3:  Position in which exposure to blood, body fluids or tissues is not part of the position description. The normal routine task involves no exposure to blood, body fluids or tissues and the employee can decline to perform tasks which involve a perceived risk without retribution.