The Opportunity

The University of Southern California (USC) is a leading private research university located in the heart of downtown Los Angeles – a global center for arts, technology, and international business. USC is a comprehensive research university, and as a member of the prestigious American Association of Universities, USC is recognized for solid research and academic programs. In its comprehensive 2021 ranking, The Wall Street Journal and Times Higher Education ranked USC 19th among 1,000 public and private universities. USC is home to the College of Letters, Arts and Sciences and 21 exceptional academic schools and units. USC’s Health Sciences campus houses renowned specialized care and research in cancer, stem cell and regenerative medicine, orthopedics, and sports medicine. Founded in 1880, USC is home to over 49,500 students engaged in undergraduate, graduate, and professional programs. USC is among the most diverse institutions of higher education in America, with 24 percent international students and more than 48 percent ethnic minority students.

The Position

Role of the Chief of Safety for University of Southern California

Reporting to the associate senior vice president of safety and risk assurance, the chief of safety leads the Department of Public Safety (DPS), one of the largest campus public safety departments in the United States, employing 306 full-time personnel and 30 part-time student workers. The chief provides leadership oversight of all areas responsible for protecting and ensuring campus safety and security on all campuses and surrounding communities. The chief will collaborate with various key stakeholders to ensure the work of DPS reflects the university’s goal of building and maintaining inclusive relationships with the community. In addition, the chief develops and oversees comprehensive safety and security standards, operational plans, officer deployments, and enforcement of department and university requirements; interfaces effectively with senior leadership and appropriate offices (e.g., Student Affairs, University Human Resources, Office of General Counsel, and Title IX amongst other offices); and works closely with other departments (e.g., Facilities Planning & Management, Information Technology Services, Environmental Health & Safety, Fire Safety & Emergency Planning amongst others) on safety, security, and access protocols. This position also collaborates with local law enforcement and internal university leaders to implement effective crime prevention strategies and emergency response protocols; and provides leadership oversight of all areas responsible for protecting and ensuring campus safety and security on all campuses and surrounding communities.

In 2020, President Folt created the USC Department of Public Safety Community Advisory Board (CAB) and tasked the CAB with undertaking an evidence-based examination of USC’s public safety practices, including departmental accountability, transparency, bias training, and hiring. CAB completed its report in July 2021 after ten months of meetings and conversations with over 700 people from across the university community — students, staff, faculty, and neighbors, as well as current and former law enforcement — to ensure the recommendations would be informed by a diverse collection of voices. The result of these efforts was a ONE USC Safety Vision, which describes an environment where everyone feels safe, respected, and protected from being a crime victim, and where the diverse experiences and needs of all USC students, faculty, staff, and neighbors throughout USC’s spheres of influence are addressed. To achieve these two broad goals, the CAB presented 45 recommendations grouped into four thematic pillars: accountability, alternatives to armed response, community care, and transparency. While a CAB implementation team is in place to oversee the review and implementation of these recommendations, this new chief will play an integral role in their ultimate realization.

 History of the Position

After serving USC for over 15 years, Chief John Thomas retired in January 2022. He leaves a strong department ready to accept the new challenges of campus safety today and eager to move forward with a passion for serving the students and USC community.

Opportunities and Challenges of the Role

 The chief of safety will encounter the following opportunities and challenges.

  • The new chief will successfully implement all of the CAB recommendations.
  • The new chief will work on improved, consistent, and transparent communication efforts both within DPS and with the USC community will be a hallmark of the department.
  • The chief will implement a vision for the department that produces a consistently engaged, highly responsive department that is recognized broadly as committed to the safety and care of the entire university community.
  • Re-imagining DPS in light of the current state of public safety nationally and effectively rebuilding trust and changing the negative perceptions of DPS will be necessary for the new chief. The chief must find the appropriate balance of keeping the campus safe without overtly policing. A new DPS culture is expected.
  • USC is unique in many ways, but the Institution’s size and location, coupled with the relationship with Los Angeles Police Department (LAPD), make for a challenging environment.
  • The department is a large, professional agency with talented, committed officers and staff eager to work with new leadership.
  • Many student organizations would like to be more involved with DPS to understand their policies and procedures better and help combat the spread of misinformation.
  • The new chief needs to foster a strong working relationship with LAPD and maintain a thorough understanding of the Memorandum of Understanding (MOU).
  • The chief will need to engage in open conversations with the many constituent groups to foster a better-shared understanding of the role of DPS and use the information gathered to create new policies and programs to better meet the needs of the diverse sets of campus constituents.
  • The work of the incoming chief will need to be focused on increasing the trust of the varied and diverse institutional stakeholders in DPS.
  • The broader community does not know most of the officers; the chief should ensure the department is fully integrated into the institution and that all officers and staff are known to the public.
  • The new chief must invest in a robust training program going well beyond what is required and focusing on the specific needs and issues of the USC community.
  • USC is a highly complex organization that will require many conversations and a great deal of time to understand fully.
  • USC is a very relational campus, and it is expected that the chief of police will become a valued and trusted member of the USC community.
  • The chief will be expected to maintain a high level of engagement and satisfaction among the officers and staff, including enhancing officer wellness initiatives.
  • The new chief must be aware of student activism efforts and have a vision to positively and successfully honor and work with students, faculty, and staff in exercising their right to free speech and expressions while balancing these with considerations for the safety of the entire campus.

Measures of Success

 At an appropriate interval after joining USC, the following will define initial success for the chief.

  • The chief has completed a complete evaluation of the department and its organizational structure, strengths and weaknesses, and policies and procedures. The results of this review have informed positive change within the department.
  • The chief has earned the trust of the university community by being involved, visible, credible, and engaged in all aspects of campus life.
  • The chief has learned and embraced the unique culture of USC, its complex nature, and all the nuances of the individual schools.
  • The chief and the department have successfully engaged and built trust with diverse campus communities.
  • The University’s leadership has the utmost confidence and trust in the chief and their abilities.
  • Clear support has been built across all levels of the campus for DPS.
  • All stakeholders see DPS as an integral part of the USC community.
  • Ways to better communicate with the university community and proactively share positive news regarding the department have been established.
  • The department has moved forward with new programs, initiatives, and implementation of recommendations from the CAB report.
  • Meaningful working relationships with local police agencies and community associations and partners have been formed.
  • Through consistent, confident leadership, the chief has confirmed the credibility of the department and is regarded as an active partner in supporting the University’s educational mission.
  • The chief has taken the time to meet all the officers/staff and understands their positions and contributions to the department.
  • While this does not solely rest on the chief, the crime rates have held stable or, ideally, decreased.
  • Equity and inclusion are included in all recruitment, hiring, and training practices.
  • Mutually supportive and collaborative relationships have been developed throughout USC with students, faculty, and staff; the perceptions of DPS have positively changed across the broader campus community.
  • DPS continues to operate with a high level of professionalism and competence.
  • The chief has clearly outlined vision, goals, and expectations, and these have been shared within the department and the university community with a plan to articulate progress.

Qualifications

Qualifications and Characteristics

The successful candidate will have a bachelor’s degree with an emphasis in law enforcement administration, criminal justice, security management, or related areas and a minimum of ten years of experience in law enforcement or public safety environments, with five years of experience in campus-based environments with the ability to learn, understand and apply higher education-related regulations, policies, and procedures. The next chief will have a commitment to diversity, with demonstrated ability to build, develop and manage diverse, high-performing teams, fostering an environment of inclusiveness, trust, collaboration, transparency, and accountability. The chief will have a thorough knowledge of and demonstrated commitment to national best practices in constitutional and community policing and transformative justice, including the principles of 21st Century Policing as described by President Obama’s Task Force on 21st Century Policing. Further, the chief must have experience successfully developing, implementing, and evaluating community engagement strategies and community-oriented policing strategies.

The successful candidate will have the ability to learn institutional cultures with a demonstrated sensitivity to diverse groups of constituents; demonstrated experience interacting with a broad spectrum of leaders and community members, exercising diplomacy, good judgment, excellent written and oral communication skills, able to carry out clear instructions and explain technical safety information, terms, and data in an understandable manner and discretion; and demonstrated customer service, interpersonal and analytical skills. Further, extensive experience with ICS/CMS and emergency management and recovery; ability to learn, understand and perform first responder responsibilities when needed; extensive working knowledge of the Clery Act, Title IX, and the Violence Against Women Act; and experience overseeing and conducting confidential, sensitive investigations. The chief will have experience applying and managing state-of-the-art security systems and automated equipment; demonstrated knowledge of organizational development, with skills in evaluating operations and procedures, formulating policy, and developing and implementing new strategies and procedures; experience developing, planning, and implementing short- and long-range goals; expertise in staffing, evaluating, and organizing security departments; and experience managing the supervising and training of employees, organizing, prioritizing, and scheduling work assignments in fast-paced environments. In addition, the successful candidates must obtain a CA driver’s license and California POST certification or equivalent out of state training, as well as possess a Bureau of Security and Investigative Services Firearm Permit and Guard Card, or obtain licenses within six months of contingent offer acceptance, barring extreme and extenuating circumstances.

Preferred qualifications include a master’s degree with an emphasis in law enforcement administration, criminal justice, public administration, public policy, security management, or related area. Experience working at an NCAA Division I FBS institution in a major urban area with a large international student population; law enforcement leadership training from an accredited or nationally recognized organization certification (e.g., Northwestern University Center for Public Safety, FBINA, FBI LEEDA, ASIS); established relations with local law enforcement agencies; experience developing, implementing, and maintaining recordkeeping systems and procedures; and working knowledge of California BSIS laws and regulations.

In addition to the stated qualifications and characteristics, USC stakeholders identified the following characteristics as important for the chief of safety position (in no particular order).

  • a demonstrated commitment to, and past experiences with, diversity, equity, and inclusion efforts both within a department and the broader community
  • an ability to establish and maintain significant, impactful relationships with a full range of campus constituents, including students, faculty, and staff
  • an authentic communicator with the ability to actively listen and effectively take input to inform new policies, programs, and/or initiatives
  • committed to engaging students in intentional, creative ways
  • possess a genuinely inclusive leadership style that is confident, approachable, motivational, and transparent with the ability to be firm, clear, and direct
  • experience working on a campus in a large, urban environment
  • has a firm understanding of how the institution operates and can see how all the parts fit together to provide the best service to the campus community
  • have a genuine desire and ability to engage, listen, and build trust with diverse campus communities
  • demonstrated record of effectively working with neighboring law enforcement/first responder agencies
  • leader, and public safety expert; deeply committed to the professional development and training of officers and staff
  • a commitment to the continual assessment of DPS and all the department’s endeavors
  • possess a strong desire to serve as an advocate for and the positive public face of DPS, the staff, and their services
  • strength and perseverance to overcome obstacles and gain the needed support for the department and new initiatives
  • a strong work ethic and reliability that inspires trust throughout the department and campus
  • demonstrated experience directing and managing extremely large, complex events and protests
  • expertise in related compliance requirements and best practices, including Clery Act, Title IX, responses to alcohol/drug issues, mental health concerns, bias incidents, hate crimes, etc.
  • a highly energetic individual with a strong sense of self
  • a strong supervisor capable of both challenging and appreciating individuals while effectively working to hold all staff accountable
  • technically savvy with an understanding and appreciation for technology and its uses in campus safety
  • an ability to develop, implement and move forward complex processes, initiatives, and programs involving multiple stakeholders
  • maintain a high degree of visibility and engagement throughout the University and surrounding communities
  • experience working with numerous diverse stakeholder groups and committed, passionate constituents
  • a strong sense of vision and an ability to translate strategic thinking into operational directives and policy formation
  • an open, approachable personality that will command respect but also inspire trust, compassion, and a strong work ethic in others
  • a transformative, innovative, and collaborative leader with a readiness to try new ideas, approaches, and technologies
  • possess unquestionable integrity and excellent interpersonal skills, including conflict management, customer service, and public speaking

 

Institution & Location

Overview of the Department of Public Safety

The USC Department of Public Safety is one of the largest private campus public safety departments in the United States employing approximately 306 full-time personnel and 30 part-time student workers. The department’s primary mission is to provide a safe and secure environment on campus and in the local USC community that allows students, faculty, staff, and campus visitors to realize their academic and social pursuits.

The department offers a variety of quality public safety services and educational programs administered through the utilization of highly trained personnel, state-of-the-art technology, and a community-based policing philosophy.

DPS operates a dispatch and communications center 24 hours per day, 365 days per year and can receive calls for service from mobile phones, landline phones, blue light emergency phones on campus, elevator phones, or through the LiveSafe mobile application. DPS has three locations to serve USC’s campus community – headquarters on the University Park Campus, sub-station on the Health Sciences Campus, and sub-station in USC Village.

Statutory authority for the Department of Public Safety’s existence, authority to carry firearms, and powers of arrest are derived from multiple sources which include a Memorandum of Understanding between USC and the Los Angeles Police Department, the California Penal and Education Codes, and the California Business and Professions Code. DPS officers have arrest authority as permitted by Penal Code Section 830.7(b).

Mission

The mission of DPS is to enforce the criminal laws of the State of California in the spirit in which they were enacted and consistent with the rights and protections establish in the US and State constitutions, protect life and property, prevent crime and the reoccurrence of crime, apprehend suspected criminal violators, aid community members whenever possible, and develop a culture of community participation and involvement in crime prevention, detection, and apprehension.

Vision

The vision of DPS is to be recognized as one of the safest urban campus communities in America. In order to realize this vision, DPS pledges to continually:

  • enhance our professional skills and knowledge through annual trainings provided by subject matter experts;
  • strive to identify and pursue avenues which improve the operation of our department and the way we serve the USC community;
  • dedicate our concerted attention to fostering a safe and secure environment on campus while simultaneously earning, building, and maintaining the public’s trust;
  • provide materials and programs to educate and increase awareness about safety and security in our campus community;
  • maintain open lines of communication between DPS, the campus community, the public, and local law enforcement to identify and resolve issues in a collaborative manner; and
  • demonstrate professional, caring, and ethical behavior at all times.

USC Department of Public Safety

2021 Annual Security & Fire Safety Report

Department of Public Safety Community Advisory Board

In July 2020, USC President Carol Folt announced the formation of the USC Department of Public Safety Community Advisory Board and empowered it with a broad mandate.

  • help ensure an environment where everyone feels safe and respected
  • conduct a thorough examination of USC’s public safety practices, including hiring, finances, accountability, and bias training
  • play a crucial role in USC’s renewed efforts to remedy broader social inequalities within the community
  • increase the trust between the University, DPS, and the broader community

Based on input from USC stakeholders, the initial focus areas were to review, advise, and provide recommendations on:

  • race and identity profiling issues, including investigatory processes;
  • DPS public safety procedures;
  • best practices for campus public safety operations;
  • processes for officer hiring, training, and disciplinary matters;
  • neighborhood community engagement practices and programs; and
  • relationship with the Los Angeles Police Department and the Los Angeles County Sheriff’s Department

CAB’s work revealed that USC needed to have what CAB has named a ONE USC community safety vision. This university and community-wide safety vision has two interlocking features. First, the ONE USC safety vision has a universal goal of ensuring an environment where everyone feels safe, respected, and protected from becoming a crime victim. Second, this vision recognizes that USC can only achieve that goal by addressing the diverse experiences and needs of all USC students, faculty, staff, and neighbors through- out USC’s spheres of influence.

To implement this safety vision, the committee engaged in an evidence-based, community-wide research process, which produced two general recommendations: to re-envision public safety and to create an independent DPS oversight body. Their recommendations for how to achieve these two broad goals are grouped into four thematic pillars: Accountability, Alternatives to Armed Response, Community Care, and Transparency. Within the pillars, 45 action items serve as concrete ways we can move forward as ONE USC.

https://dpscab.usc.edu

Full CAB Report and Recommendations

Leadership of the Division

Dr. Erroll G. Southers – Associate Senior Vice President, Safety and Risk Assurance

Dr. Erroll G. Southers is the Associate Senior Vice President of Safety and Risk Assurance at the University of Southern California, responsible for overseeing the Administration Division’s Safety Departments – the Department of Public Safety, Environmental Health and Safety, and Fire Safety and Emergency Planning. He is a former FBI Special Agent, who served as a Professor of the Practice in National and Homeland Security, Director of the Safe Communities Institute and Director of Homegrown Violent Extremism Studies at the Sol Price School of Public Policy. Dr. Southers was President Barack Obama’s first nominee for Transportation Security Administration Assistant Secretary and Governor Arnold Schwarzenegger’s Deputy Director for Critical Infrastructure of the California Office of Homeland Security. He served as Assistant Chief of Homeland Security and Intelligence at the Los Angeles World Airports Police Department, police officer and gang expert with the Santa Monica Police Department, and enjoyed the distinction of being a member of FBI SWAT. As the author of Homegrown Violent Extremism, he is a noted counterterrorism expert and security analyst to a variety of media networks, lectures, and consults around the world. Dr. Southers earned his undergraduate degree from Brown University, and he holds masters and doctoral degrees in public policy from USC.

Institutional Overview

Institutional History

The University of Southern California is one of the world’s leading private research universities. An anchor institution in Los Angeles, a global center for arts, technology and international business, USC’s diverse curricular offerings provide extensive opportunities for interdisciplinary study and collaboration with leading researchers in highly advanced learning environments. In its comprehensive 2022 ranking, The Wall Street Journal and Times Higher Education ranked USC 19th among more than 1,000 public and private universities. Among all California institutions — public and private — only USC, Caltech and Stanford University ranked within the top 20. Of the 150 universities surveyed in the western U.S., USC ranks No. 3 overall. Among the top 25 schools, USC ranked No. 4 in engagement, which measures student sentiment on how their education prepares them for the real world. This year, USC received more than 71,000 applicants for its fall freshman class, an acceptance rate of 12.5 percent. The number of students who are the first in their families to attend USC has been growing steadily for five years — 23 percent of the incoming class are first-generation college students, and 32 percent of the Class of 2025 are students of color. With one of the most abundant financial aid pools in the country, USC provides more than $640 million in scholarships and aid. Students from families earning $80,000 or less each year attend tuition-free under a new USC initiative to make college more affordable for lower and middle-income families. USC’s distinguished faculty of 4,000 innovative scholars, researchers, teachers, and mentors includes five Nobel laureates, and dozens of recipients of prestigious national honors including the MacArthur “Genius” Award, Guggenheim Award, the National Medal of the Arts, the National Humanities Medal, the National Medal of Science, the National Medal of Technology and Innovation, and Pulitzer Prize.

To read more: https://about.usc.edu/history/

Los Angeles, CA

Los Angeles is the second most populous city and metropolitan area (after New York City) in the United States. The city sprawls across a broad coastal plain situated between mountains and the Pacific Ocean; the much larger Los Angeles county, which encompasses the city, contains some 90 other incorporated cities, including Beverly Hills, Pasadena, and Long Beach. The county also encompasses two of the Channel Islands, Santa Catalina and San Clemente; Mount San Antonio, familiarly known as Mount Baldy or Old Baldy, 10,046 feet high; more than 900 square miles of desert; and 75 miles of seacoast.

Since the city and the county are interwoven geographically, culturally, and economically, any consideration of Los Angeles must, to some degree, involve both entities. Population density around the metropolitan area varies greatly—as low as one person per square mile in mountainous areas and as high as 50,000 per square mile near downtown Los Angeles. Area city, 466 square miles; county, 4,070 square miles. Pop. (2010) 3,792,621; Los Angeles–Long Beach–Glendale Metro Division, 9,818,605; Los Angeles–Long Beach–Santa Ana Metro Area, 12,828,837; (2020) 3,898,747; Los Angeles–Long Beach–Glendale Metro Division, 10,014,009; Los Angeles–Long Beach–Anaheim Metro Area, 13,200,998.

Mission Statement

The Role and Mission of the University of Southern California

The central mission of the University of Southern California is the development of human beings and society as a whole through the cultivation and enrichment of the human mind and spirit. The principal means by which our mission is accomplished are teaching, research, artistic creation, professional practice, and selected forms of public service.

Our first priority as faculty and staff is the education of our students, from freshmen to postdoctorals, through a broad array of academic, professional, extracurricular, and athletic programs of the first rank. The integration of liberal and professional learning is one of USC’s special strengths. We strive constantly for excellence in teaching knowledge and skills to our students, while at the same time helping them to acquire wisdom and insight, love of truth and beauty, moral discernment, understanding of self, and respect and appreciation for others.

Research of the highest quality by our faculty and students is fundamental to our mission. USC is one of a very small number of premier academic institutions in which research and teaching are inextricably intertwined, and on which the nation depends for a steady stream of new knowledge, art, and technology. Our faculty are not simply teachers of the works of others, but active contributors to what is taught, thought, and practiced throughout the world.

USC is pluralistic, welcoming outstanding men and women of every race, creed, and background. We are a global institution in a global center, attracting more international students over the years than any other American university. And we are private, unfettered by political control, strongly committed to academic freedom, and proud of our entrepreneurial heritage.

An extraordinary closeness and willingness to help one another are evident among USC students, alumni, faculty, and staff; indeed, for those within its compass the Trojan Family is a genuinely supportive community. Alumni, trustees, volunteers, and friends of USC are essential to this family tradition, providing generous financial support, participating in university governance, and assisting students at every turn.

In our surrounding neighborhoods and around the globe, USC provides public leadership and public service in such diverse fields as health care, economic development, social welfare, scientific research, public policy, and the arts. We also serve the public interest by being the largest private employer in the city of Los Angeles, as well as the city’s largest export industry in the private sector.

USC has played a major role in the development of Southern California for more than a century, and plays an increasingly important role in the development of the nation and the world. We expect to continue to play these roles for many centuries to come. Thus our planning, commitments, and fiscal policies are directed toward building quality and excellence in the long term.

The 2018 Strategic Plan

The University of Southern California’s ascent as one of the world’s premier research universities is unparalleled. Accelerating our rise will require a more expansive view of the role of higher education within and beyond the academy. To be the great 21st century research university, we must lead through values – reaffirming our commitment to our core academic principles, to our code of ethics, and to each other, while adding new voices and exploring new, equitable ways of acting in the world.

We must lead through people – nurturing a cadre of faculty, students, and staff who embrace not just the entrepreneurial spirit, but the inclusive spirit and the convergent spirit as well. We must lead through impact – seizing opportunities and solving the intractable problems of our city and the world, supporting the underserved who wish to improve their lives and the lives of others, and reinventing medicine and caregiving to improve health and wellness for all. And we must lead through transformation – asking how we might reimagine higher education, elevate the value of a university degree, expand access and opportunity for those of immense talent who will make us the most prosperous society in the world, and reimagine the college experience to prepare graduates to face world challenges with optimism and purpose. The 21st century calls us to action. The University of Southern California will answer that call.

To read more about the plan:  https://strategic.usc.edu/

Leadership

Carol L. Folt, PhD, President

Dr. Carol L. Folt serves as the twelfth president of the University of Southern California. She is a highly experienced leader, internationally recognized life scientist, and award-winning teacher. In leading USC, Dr. Folt brings broad executive and leadership experience across the academy, including arts and sciences, professional schools, and academic medicine.

Throughout her career, Dr. Folt has earned a reputation for always placing students at the center, advancing academic excellence and innovation, setting ambitious goals, prioritizing shared governance, and focusing on the future.

Prior to her appointment at USC in July 2019, Dr. Folt led the University of North Carolina at Chapel Hill – one of the nation’s most distinguished and research-intensive universities – from 2013 to 2019. At UNC, she set a bold course for the University’s future by spearheading a historic capital campaign, raising billions of dollars; building the school’s first-ever strategic plan in collaboration with every school and department; fighting to make college education accessible and affordable; and inspiring thousands of Tar Heels to embrace the arts and sustainability. Under her leadership, UNC was repeatedly named the No. 1 value in public higher education, surpassed $1 billion in annual research expenditures for the first time in school history (No. 5 in the nation overall), and set admissions records every year.

Prior to her tenure at UNC, Dr. Folt served in various leadership roles at Dartmouth College, including as interim president, provost, dean of faculty, and Dartmouth Professor of Biological Sciences.

An Akron, Ohio, native, Dr. Folt earned her bachelor’s degree in aquatic biology and a master’s degree in biology from the University of California, Santa Barbara. She received her doctorate in ecology from the University of California, Davis, and did postdoctoral work at the W.K. Kellogg Biological Station of Michigan State University.

Dr. Folt is married to David Peart, an emeritus professor of biological sciences at Dartmouth. They have two adult children, Noah and Tessa.

Faculty & Staff

Faculty and Staff (2020-21) 
Faculty (full-time) 4,706
Staff (50 percent time or more) 16,614

The Student Body

Students (2021-2022 academic year)rounded to the nearest 500
Undergraduates 21,000
Graduate and professional 28,500
Total 49,500

Student Demographics (Fall 2021) 
Asians
Black/African-American
Hispanic
White/Caucasian
International
Other
1%
8%
6%
3%
8%
4%
International Students (Fall 2021)Rounded to the nearest tenth
Regularly Enrolled International Students 11,729

Benefits Overview

Benefits Overview

  • Medical Insurance
  • Dental Plans
  • Vision Service Plan
  • Flexible Spending Account
  • Basic disability
  • Life, AD&D (MetLife)
  • Retirement Plans
  • MetLife Legal

For more information: https://employees.usc.edu/full-time-faculty-staff/

Application & Nomination

Application and Nomination

Review of applications will begin immediately and 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 Heather J, Larabee at hjl@spelmanjohnson.com. Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895 or email info@spelmanjohnson.com.

Visit the University of Southern California website at www.usc.edu

USC is an equal-opportunity educator and employer, proudly pluralistic and firmly committed to providing equal opportunity for outstanding persons of every race, gender, creed, and background. The University particularly encourages women, members of underrepresented groups, veterans, and individuals with disabilities to apply. USC will make reasonable accommodations for qualified individuals with known disabilities unless doing so would result in an undue hardship.

Spelman Johnson has prepared this document based on personal interviews and information copied, compiled, or quoted in part from source documents obtained from our client, and as such, the contents of this document are believed to be reliable. While every effort has been made to ensure the accuracy of this information, the original source documents and factual situations govern, and the limited material presented here should be relied upon for informational purposes only.