Director Feitler Center Academic Inquiry and Head of Education

About the Department

As the fine arts museum of the University of Chicago, the Smart Museum of Art is a site for rigorous inquiry and exchange that encourages the examination of complex issues through the lens of art objects and artistic practice. Through strong scholarly and community collaborations and a welcoming approach to its exhibitions, collections, publications, research and teaching, and public programs, the Smart Museum plays a dynamic role in expanding artistic canons, rethinking received histories, introducing new perspectives, and engaging diverse communities — locally, nationally, and internationally.

The Director of the Feitler Center for Academic Inquiry is charged with conceptualizing, leading, and advancing the museum’s academic engagement, student and community outreach, and public programming. This position serves as a critical ambassador for advancing the role of art in teaching at large and shapes interdisciplinary pedagogy and community engagement. Through partnerships with faculty, students, and community members, the Director integrates object‑based study into curricular and co‑curricular pursuits and defines the Smart Museum as a premier destination for individuals from disparate disciplines to engage in collaborative research, learning, and conversation through the lens of art objects.

With the additional role of Head of Education, this position will also oversee the Smart’s K‑12 and family programming. This additional role will constitute approximately 10 percent of the total responsibilities for the position.

• Partner with Museum Director to set vision, strategy, and goals for the Feitler Center of Academic Inquiry. Work closely with the Director to implement the Smart Museum of Art’s new strategic plan. This includes launching the Museum’s first‑ever Thinktank, which will build out new interdisciplinary avenues of inquiry and research, especially around art and science.
• Oversee Feitler Center staff, budget, and overall activities; collaborative programs with University and community partners; robust internships and student professional development experiences.
• Build and maintain relationships with faculty and students to foster innovation, experimentation, and practice connected to multi‑disciplinary object‑based teaching and research. Articulate the impactful role art can have in teaching and learning across campus and in the community.
• Serve as an enthusiastic connector and a liaison to academic departments and administrative units within the University. This may include organizing workshops, colloquia, and public programs that bring together disparate partners and create opportunities for collaboration.
• Support curricular engagement with the Smart Museum of Art by organizing and teaching or co‑teaching University class visits. Work to grow the number of classes and range of disciplines that come to the museum.
• Partner with Director and Deputy Director in development of marketing plan and strategic partnerships on and off campus to expand visibility of the Smart.
• As appropriate, organize and/or oversee curricular‑driven exhibitions.
• Collaborate with colleagues across the Smart Museum of Art to advance museum‑wide goals. Work closely with the Museum’s Director and the Director of Development to lead and support fundraising efforts.
• Serve as a staff lead on the Feitler Center’s Advisory Committee.
• In partnership with the Museum’s Director, contribute to the communications strategy and marketing efforts aimed at increasing the visibility of the Museum on campus and beyond.
• Actively engage in a network of museum and university arts leaders, including organizing and attending conference panels, symposia, and other opportunities that share and strengthen the Museum’s activities.
• Partner with the Museum’s Director to set vision, strategy, and goals for public programs and the Museum’s K‑12 engagement.
• Provide oversight for education staff, budget, and overall activities.
• Manage employees by establishing annual performance goals, allocating resources, assessing annual performance, and determining individual merit, incentive, and/or promotional increases.
• M…