Founded in 1764, Brown is a leading Ivy League research university, home to world-renowned faculty, and an innovative educational institution where the curiosity, creativity, and intellectual joy of students drives academic excellence. The spirit of the undergraduate open curriculum infuses every aspect of the University. Brown is a place where rigorous scholarship, complex problem-solving, and service to the public good are defined by intense collaboration, intellectual discovery, and working in ways that transcend traditional boundaries. Providence, Rhode Island — Brown’s home for more than two and a half centuries — is a vibrant place to live, work, and study, as well as a stimulating hub for innovation and a city rich in cultural diversity.

The Brown University Department of Public Safety (DPS) is a nationally accredited police department through the Commission on Accreditation for Law Enforcement Agencies (CALEA) that consists of over 95 highly trained members. The department’s police officers are licensed to enforce the laws of the State of Rhode Island and the Ordinances of the City of Providence and have police jurisdiction on campus and upon the streets and highways immediately adjacent to the campus. The department’s mission emphasizes crime prevention, problem solving, and joint officer-community responsibility. The DPS embraces the community policing philosophy, and as such, works diligently to meet the needs and expectations of the university community.

The Position


Reporting directly to the vice president for campus safety (VP), the deputy chief directs and coordinates the activities of all community policing within the department, responds to the scene of major incidents on campus, provides direction to supervisory and line personnel, and coordinates the DPS activities with other university departments and outside agencies. In addition, the deputy chief assumes responsibility and command of the department in the absence of the VP and is the lead member of the community-policing team for the various line-operations units of the department, coordinating those efforts with all other segments of the department. Additional responsibilities of the deputy chief include: maintaining a visible presence within the university community; identifying problems; coordinating and addressing various community policing and problem-solving activities; serving as key element in the department’s strategic planning efforts; and working to identify and resolve problems encountered in the delivery of police services. The deputy must balance the needs and expectations of the university community in both routine and emergency situations with the needs and expectations of the supervisors and officers for whom they are responsible, all while insuring a safe working environment. Further, in both emergency situations and routine incidents, there is a need for legal decision-making regarding department response, search and seizure, and criminal charges that the deputy will be responsible for managing. It is crucial for the deputy to develop and maintain a close working relationship with the commanding officers and supervisors of the Providence Police Department. Due to the various dignitaries and visitors to the University, the deputy must also maintain a close working relationship with the various federal and state law enforcement agencies such as the FBI, the Secret Service, and the Rhode Island State Police.

Essential duties include:

Oversee all patrol operations and community-policing functions of the Department of Public Safety.     

  • Provide leadership to command staff and supervisory personnel. Direct, aid, assist, and instruct personnel in the proper methods of fulfilling their assignments.
  • Respond to all major crime scenes on campus, directing and coordinating department efforts and responsibilities.
  • Develop goals and objectives for line operations designed to continuously improve services and promote quality initiatives.
  • Assist in the development of policies and procedures to maintain consistent and effective operations, while insuring conformity and compliance to the standards of the Commission on Accreditation for Law Enforcement Agencies.
  • Ensure consistent application and enforcement of departmental rules, regulations, policies, and procedures. Ensure all supervisory personnel effectively respond to all instances of neglect of duty or violations of departmental rules, regulations, policies, and procedures.
  • Oversee all personnel matters which may occur within the line-operations units and conduct internal investigations.
  • Identify and attend to training and professional development needs of assigned personnel.
  • Oversee development and coordination of major university events and department-sponsored events, including, but not limited to, deployment of officers, coordination with federal, state, and local law enforcement and governmental agencies, and after-event evaluations for future planning needs.
  • Participate in the development and implementation of emergency-management plans to ensure the university’s comprehensive approach to preparing for, mitigating against, responding to, and recovering from a disaster. Plan, develop, and evaluate drills and exercises.
  • Periodically review written crime and incident reports to insure completeness, accuracy, and conformity to FBI Uniform Crime Report procedures and the regulations of the federal Crime Awareness and Campus Security Act.
  • Review statistics related to crime rates, crime trends, and incident reports, and adjust patrol operations as needed to address areas of criminal activity.
  • Maintain open communications and positive relations with the appropriate divisions and bureaus of the Providence Police Department, the Rhode Island State Police, the Rhode Island Office of the Attorney General, and other federal and state law enforcement agencies to insure effective follow-up of all criminal investigations and prosecutions.

Represent the department and the University in matters related to safety and security in order to develop relationships, create an atmosphere of mutual respect and understanding, and share communications.     

  • Represent the department and the VP in meetings with student groups, the various components of Campus Life and Student Services, General Counsel, Facilities Management, other administrative and/or academic departments, the media, the College Hill community, Providence Police, and other federal, state, and municipal law enforcement agencies. Attend disciplinary decisions group meetings, University Disciplinary Council meetings, and address student and community groups as requested.
  • Maintain an active and visible presence within the university community and actively participate with relevant university and local-community committees.

Promote good relations between the University, the Patrolperson’s Association, and all members of the department; strengthen cooperation and teamwork at all levels; build morale, foster an attitude of recognizing goals, and work with personnel to achieve them.      

  • Work with all interested parties to provide and maintain mutually satisfactory terms and conditions of employment.
  • Assist the VP and the university’s director of labor relations in negotiating the union contract. Prevent, adjust, and negotiate misunderstandings or grievances related to employment.
  • Uphold equal-opportunity and anti-harassment policies; investigate and take action regarding charges of discrimination or harassment involving Line Operations personnel.
  • Meet periodically and jointly with the VP and union officers to facilitate communications.
  • Maintain a thorough knowledge of the collective-bargaining agreement and serve as a resource for supervisory staff.
  • Resolve conflicts and maintain open communication with patrol personnel.

Assist the VP in the development of problem-solving policies and strategic and long-range planning; initiate training areas related to established strategic and long-range plans and community and departmental needs; prepare the budget request for line-operations units. Assume the duties of the VP when absent.     

  • Initiate and/or work with the members of the department and the university community in defining and implementing problem-solving techniques related to law-enforcement service delivery.
  • Assist in the management of the department’s budget by actively monitoring and maintaining personnel, equipment, and operating expenditures within established limits of the Community Policing Bureau.
  • Develop budget projections as input for the annual budget process and the strategic and long-range department plan.


The previous deputy chief served the department for approximately 12 years. As the first deputy chief for the department, he worked to develop this position into the critical role it now serves within the department and the institution. He was a beloved member of the Brown community.

While the institution searches for the next deputy chief, the captain assists the VP in the daily operations of public safety.


The new deputy chief will encounter the opportunities and challenges listed below.

  • Brown is a very relational campus; it is expected that the deputy chief will be become a valued and trusted member of the Brown community.
  • The department is a large, professional police department with talented, committed officers and staff.
  • Time is required to learn the culture of the department, truly understand the needs and concerns of the officers and staff, and effectively work on plans to maintain high job-satisfaction, professional development, and morale.
  • Brown is experiencing growth and development, with many new residential and academic buildings under construction or in the planning phases.
  • The new deputy chief is joining a department with a solid reputation and a VP that is well respected on campus and in the broader community.
  • It is expected that the new deputy chief will bring new ideas, initiatives, and programs to successfully strengthen and enhance the department.
  • Brown has a very diverse student population, which provides important context for the work of the department.
  • The new deputy chief will be involved with creating a solid emergency preparedness plan for the department and partnering with the institution to provide training and table-top exercises.
  • It is important to maintain a high level of engagement and satisfaction among the officers and staff.
  • The new deputy will be expected to enhance the department’s community policing program with purposeful programs and initiatives aimed at genuine interactions with the entire community.
  • The new deputy will be expected to implement a strategic plan with the VP that produces a consistently engaged, highly responsive department broadly seen as committed to the safety and care of the university community.
  • It is important to learn the various international cultural views of law enforcement in order to most effectively work with all international students.


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

  • The deputy chief has gained the trust of the university community by being visible and engaged in all aspects of campus life. Further, the executive vice president, VP, and officers trust and respect this new deputy chief.
  • The department continues to operate with a high level of professionalism and competence.
  • The deputy chief is viewed as a strong campus partner who is accessible and provides honest and open communication.
  • The deputy chief has worked to know the officers and staff, understand all positions, and provide transparent, ethical leadership for the department.
  • The department feels supported by the deputy chief and believes the deputy genuinely has their best interests in mind as decisions are made.
  • The deputy chief has continued to move the department forward with new programs and initiatives, with a focus on community-policing endeavors.
  • The department consistently identifies and implements technology and best practices to enhance safety in the campus community.
  • The Brown community continues to value DPS and their work.
  • The deputy chief has formed meaningful working relationships with local law enforcement agencies and with community associations and partners.
  • Mutually supportive and collaborative relationships have been developed throughout Brown with students, faculty, and staff.
  • The deputy chief, along with the VP, has reviewed organizational strengths and weaknesses, policies, and procedures, and has developed strategic plans for managing short-term change and long-term development for the department.
  • Successful engagement and trust-building with diverse campus constituencies occur regularly.



Minimum qualifications include a bachelor’s degree in criminal justice, management, administration, or other related field from an accredited institution and a minimum of ten-plus years of progressive and broad-based experience in law enforcement, with five years of management experience at the rank equivalent to lieutenant or higher in a law enforcement setting. Additionally, the successful candidate will have excellent oral, written, and interpersonal skills and the ability to motivate and team build; a thorough knowledge of and proficiency in the care and use of firearms, self-defense tools, and criminal detection devices; and must be a person of dependability, tact, and diplomacy, with the ability to maintain a high level of confidentiality. Additional minimum qualifications include: sound judgement; the ability to make difficult decisions and take command of any situation; a strong commitment to promoting institutional diversity and inclusion; and the capacity to build and maintain positive relations with all areas of the University in order to accomplish the department’s mission. Finally, the successful candidate will be a graduate of a recognized and approved police training academy and eligible for appointment/licensing by the Rhode Island State Police.

Preferred qualifications include experience in a university or campus setting, or knowledge of community policing; working with ethnically diverse communities and/or a union population; a demonstrated record of positive community and public relations; and knowledge of core principles of emergency management such as FEMA, NIMS, or ICS.

In addition to the above-stated qualifications and characteristics, Brown stakeholders identified the following characteristics as important for the position (in no particular order):

  • a genuinely inclusive leadership style that is confident, approachable, collaborative, motivational, and transparent, with the ability to be firm, clear, and direct;
  • passion, understanding, and willingness regarding working with and for all students;
  • a willingness to listen and solicit best ideas from officers, command staff, and departmental leaders;
  • a high degree of personal energy and enthusiasm for the work;
  • excellent written and verbal communication skills with the capacity to command a room and inspire confidence;
  • a strong student-centered approach;
  • deep knowledge and appreciation of current technology, and the ability to leverage technology to enhance safety;
  • comfortable and effective service as the public face of the department;
  • strong work ethic and reliability that inspires trust throughout the department and the broader campus community;
  • demonstrated flexibility and a strong desire to serve as an advocate for the department and their needs and services;
  • a high degree of visibility and engagement throughout Brown and the surrounding communities;
  • ability to effectively work in an environment characterized by exemplary service and high expectations;
  • experience successfully working within a union environment;
  • expertise in related compliance requirements and best practices, including Clery Act, Title IX, responses to alcohol/drug issues, mental health issues, bias incidents, hate crimes, etc.;
  • a visionary leader with the ability to translate strategic thinking into initiatives, operational directives, and policy formation;
  • supervisory ability to both challenge and appreciate individuals while effectively holding officers and staff accountable;
  • experience working with, and directing, multiple diverse stakeholders and committed constituents, and the capacity to successfully bring key players together when necessary;
  • demonstrated experience directing and managing large events and protests;
  • unquestionable integrity and excellent interpersonal skills, including conflict management, customer service, and public speaking;
  • ability to establish and maintain productive, collaborative relationships with a full range of campus constituents, including students, faculty, staff, and the community;
  • high commitment to both professional and personal growth and development as a manager, leader, and public safety expert and deep commitment to the professional development and training of staff.

Institution & Location


The Department of Public Safety consists of over 95 highly trained members who are there to serve the community. The police and public safety officers are charged with protecting the university community and enforcing university rules and regulations. The department’s police officers are required to attend a state-certified police academy and are licensed as Rhode Island Special Police Officers. DPS police officers also enforce the laws of the State of Rhode Island and the ordinances of the City of Providence and have police jurisdiction on campus and upon the streets and highways adjacent to the campus.

The department is comprised of two major divisions – The Police Operations Division, which is the largest division, is primarily responsible for crime deterrence, crime investigation, dignitary protection, emergency response, and routine calls for service. The Police Operations Division also staffs and operates a 24-hour, state-of-the-art, Dispatch Communication Center. The center handles all emergency and non-emergency calls for service, and dispatches officers via a statewide 800-MHz radio system.

The Administrative Services Division is responsible for strategic and fiscal planning, building security technology, community relations, and outreach for the department. This division is also responsible for administering the university’s building access and security systems. All residence halls require card access and are equipped with door alarms. When exterior doors are propped open or access is gained illegally, an alarm is generated. This division also includes a Community Relations and Outreach Bureau that coordinates safety and educational programs for members of the community, as well as providing crime-victim support and advocacy.

The Department of Public Safety is also a nationally accredited police department through the Commission on the Accreditation of Law Enforcement Agencies, which administers a rigorous accreditation process requiring law enforcement agencies to adhere to over 480 standards, codes, and state-of-the-art best policing practices.


As members of the Department of Public Safety at Brown University, our mission is to contribute toward the quality of university life by fostering a stable environment in which security is balanced with community needs.

The success of this mission depends upon a true partnership between Public Safety personnel and the diverse population of students, staff, faculty, and visitors that constitute the university community – a partnership built on mutual respect and responsibility.

Towards that partnership, the members of the Department of Public Safety pledge their respect for the needs and rights of the community, their diligence and professionalism in the protection of persons, property, and rights, and to their determination to ever seek new and better ways to reduce the opportunity for crime, to increase safety awareness, and to encourage a sense of communal concern for each other’s safety and well-being.

Core Values

Service to the Campus Community

We value the opportunity to provide service in a manner that is fair, courteous, responsive, and efficient. An attitude of respect for the protection of the worth, dignity, and the rights of all we serve is the foundation of our department.


We value candor, honesty, and ethical behavior in the members of our department. We are committed to uphold our positions of trust by maintaining the highest ethical standards as set forth in the law enforcement code of ethics.


We value the need for effective use of our resources and openness in our department’s communication with our university community. We will be responsible for our actions and will ensure that our behavior earns the support and trust of all segments of the public.


We value the spirit of professionalism, having a clear sense of commitment, perspective, and direction. It is developed by creating an empowering environment that encourages teamwork, innovation, and constant evaluation of ourselves.


We strive for personal and professional excellence. We have a commitment to improve our university community and earn their trust, respect, and support through active partnership, involvement, and service.


Rodney Chatman, Vice President for Campus Safety

Rodney Chatman was appointed as Brown University’s vice president for campus safety in September 2021. VP Chatman is a law enforcement leader with more than three decades of experience in municipal and higher education settings, serving previously at the University of Cincinnati, the University of Dayton, and the University of Utah. VP Chatman brings a community-focused approach to law enforcement, a commitment to transparency and accountability, and a track record of building strong relationships with campus community members, including and especially those from underrepresented groups. He holds bachelor’s and master’s degrees in criminal justice and a certificate in African American studies from the University of Cincinnati and completed the FBI’s national crisis negotiation certification course.

An Overview of the Office of Planning and Policy

Russell C. Carey is the executive vice president for planning and policy at Brown University. In this role he works closely with President Christina H. Paxson, the provost, the executive vice president for finance and administration, the Corporation, and members of the community to ensure effective university-wide efforts in planning and policy, in keeping with the university’s overall mission.

The executive vice president serves as the senior officer responsible for coordinating Brown’s strategic planning processes and providing leadership on a broad range of university strategy, policy, and governance matters. His major responsibilities include: establishing measures to assess planning priorities and progress towards Brown’s strategic planning goals; conducting ongoing data-gathering, analysis, and outcome assessment to evaluate the effectiveness of the university’s plans, initiatives, and policies; and assisting senior officers, divisions, and departments in defining strategies and developing plans to ensure continued growth and prosperity. He works closely with other senior officers and oversees the university’s plans and initiatives in the area of city and state economic development, including strategic growth initiatives, and is responsible for campus safety, including oversight of the Department of Public Safety and chairing of the Core Crisis Committee. The executive vice president serves as a member of the University Resources Committee and the Space Committee.

The departments and policy areas reporting to the executive vice president include:

  • Government Relations and Community Affairs
  • Corporation Office
  • Department of Public Safety
  • Governance, Planning and Policy

Leadership of the Office of Planning and Policy

Russell Carey, Executive Vice President for Planning and Policy

Russell Carey is executive vice president for planning and policy at Brown University. Carey is also an adjunct lecturer in public policy at the A. Alfred Taubman Center for Public Policy and American Institutions, where he teaches a seminar on university governance.

Immediately prior to his current role, Carey had served since 2008 as senior vice president for corporation affairs and governance at Brown. He had primary responsibility for leading, coordinating, and assuring oversight of the university’s policies, structures, and functioning in the areas of corporation affairs, university governance, and risk management. His major responsibilities included, among others: overseeing the leadership and effectiveness of several areas within the administration; working with the senior officers to address issues of risk avoidance; clarifying and integrating the university’s overall approach to managing risk; assuring the university’s compliance with the highest standards of national and international practices in the areas of governance and risk management; and leading Brown’s participation in shaping the national agenda in these areas.

Carey previously served for two years as interim vice president for campus life and student services at Brown. In that role he had primary responsibility for planning and setting policies that improved the campus environment for Brown’s undergraduate, graduate, and medical students, and responsibility and oversight for 12 departments at Brown.

Carey is a 1991 graduate of Brown and received his juris doctor from Suffolk University in 1995. He is a member of the Massachusetts Bar. Carey has served in several administrative positions at Brown. From 1991 to 1995 he was student life officer and then assistant dean of student life, responsible for administering the non-academic disciplinary procedures among other responsibilities. In 1995-1996 he served as an assistant district attorney in Northampton, Massachusetts, and returned to Brown in 1996 to serve as assistant to the provost. He was subsequently appointed assistant to the president in 1997 and assumed additional responsibilities as secretary of the University in 1998. Named vice president & secretary in July 2003, Carey managed the Brown Corporation Office, served as liaison to the chancellor and other corporation leaders, oversaw the Advisory Council program and the President’s Leadership Council, and carried out other duties and responsibilities related to the governance of the University until his appointment as interim vice president for campus life and student services in July 2006.


Institutional Background/History

Brown University is a private Ivy-League research university in Providence, Rhode Island. Founded in 1764 as the College in the English Colony of Rhode Island and Providence Plantations, it is the seventh-oldest institution of higher education in the United States and one of the nine colonial colleges chartered before the American Revolution.

From its founding, Brown was the first college in the U.S. to accept students regardless of their religious affiliation. Its engineering program was established in 1847. It was one of the early doctoral-granting U.S. institutions, adding masters and doctoral studies in 1887. In 1969, after a period of student lobbying, Brown adopted its New Curriculum, sometimes referred to as the Brown Curriculum. The New Curriculum eliminated “general education” distribution requirements, made students “the architects of their own syllabus,” and allowed them to take any course for a grade of satisfactory or unrecorded no-credit. In 1971, Brown’s coordinate women’s institution, Pembroke College, was fully merged into the University; Pembroke Campus’s dormitories and classrooms are now used by all of Brown.

Undergraduate admission is highly selective, with an acceptance rate of 6.6 percent for the class of 2023. The University comprises the College, the Graduate School, Alpert Medical School, the School of Engineering, the School of Public Health, and the School of Professional Studies (which includes the IE Brown Executive MBA program). Brown’s international programs are organized through the Watson Institute for International and Public Affairs, and the University is academically affiliated with the Marine Biological Laboratory and the Rhode Island School of Design. The Brown/RISD Dual Degree Program, offered in conjunction with the Rhode Island School of Design, is a five-year course that awards degrees from both institutions.

Brown’s main campus is located in the College Hill Historic District in the city of Providence, Rhode Island. The university’s neighborhood is a federally listed architectural district with a dense concentration of Colonial-era buildings. Benefit Street, on the western edge of the campus, contains what has been described as “one of the finest cohesive collections of restored seventeenth- and eighteenth-century architecture in the United States.”

As of November 2019, eight Nobel Prize winners have been affiliated with Brown University as alumni, faculty members, or researchers. In addition, Brown’s faculty and alumni include five National Humanities Medalists and ten National Medal of Science laureates. Other notable alumni include a U.S. Supreme Court Chief Justice, four U.S. Secretaries of State and other Cabinet officials, 54 members of the United States Congress, 56 Rhodes Scholars, 52 Gates Cambridge Scholars, 49 Marshall Scholars, 14 MacArthur Genius Fellows, 23 Pulitzer Prize winners, various royals and nobles, and leaders and founders of Fortune 500 companies.

About Providence, Rhode Island

Providence is the capital of the state of Rhode Island, its most populous city, one of the oldest cities in the United States, and the third-most-populous city in New England, after Boston and Worcester.

Situated at the mouth of the Providence River at the head of Narragansett Bay, it was founded in 1636 by Roger Williams, a Reformed Baptist theologian and religious exile from the Massachusetts Bay Colony. He named the area in honor of “God’s merciful Providence,” which he believed was responsible for revealing such a haven to him and his followers. This settlement later merged with others to become the Colony of Rhode Island and Providence Plantations, one of the original 13 colonies. From the beginning it was a refuge for persecuted religious dissenters.

In March of 1676, despite the good relations between Williams and the sachems with whom the United Colonies of New England were waging King Philip’s War, Providence Plantations was burned to the ground. Later in the year, its legislature formally rebuked the other colonies for provoking the war.

During the Gaspee Affair of 1772, Providence residents were among the first patriots to spill blood in the lead-up to the American Revolutionary War. Rhode Island was the first colony to renounce its allegiance to the British, on May 4, 1776. It was also the last of the thirteen states to ratify the United States Constitution, doing so on May 29, 1790, after receiving assurances that the Bill of Rights would become part of the Constitution.

Following the war, Providence was the country’s ninth-largest city, with 7,614 people. The economy began shifting from shipping and other maritime endeavors to manufacturing, in particular machinery, tools, silverware, jewelry, and textiles.

Despite ambivalence about the Civil War—some prominent merchants had ties to Southern cotton and the slave trade—the number of military volunteers routinely exceeded quota, and the city’s manufacturing proved invaluable to the Union. Providence thrived after the war, and by the end of the nineteenth century, waves of immigrants more than tripled the population.

Providence in the early 1900s was one of the wealthiest cities in the United States. Immigrant labor powered its large manufacturing centers, producing such industrial products as steam engines, precision tools, silverware, screws, and textiles. Giant companies based in or near Providence included Brown & Sharpe, the Corliss Steam Engine Company, Babcock & Wilcox, the Grinnell Corporation, the Gorham Manufacturing Company, Nicholson File, and Fruit of the Loom.

As manufacturing changed and, in many cases, moved away, Providence struggled in the 1960s and ‘70s with urban decay. Thanks to hundreds of millions of dollars in community development funds, the city revitalized, realigning the railroad lines that had bifurcated downtown, uncovering and moving the rivers to create Waterplace Park and walkways along the rivers’ banks, and building downtown shopping plazas, residences, hotels, and entertainment facilities.

Today Providence’s eight hospitals and seven institutions of higher learning have shifted its economy into service industries, though it still retains some manufacturing activity. It is known for its vibrant and diverse culture, art, innovation, architecture, and cuisine.,_Rhode_Island


The mission of Brown University is to serve the community, the nation, and the world by discovering, communicating, and preserving knowledge and understanding in a spirit of free inquiry and by educating and preparing students to discharge the offices of life with usefulness and reputation. We do this through a partnership of students and teachers in a unified community known as a university-college.

Strategic Plan

To read about Brown’s ten-year strategic plan:


Christina H. Paxson, President

Christina H. Paxson is the 19th president of Brown University and a professor of economics and public policy. She assumed the role of president in July of 2012 with an eye toward positioning Brown as a leader in teaching, research, and innovation in the decades ahead. One early initiative of her presidency was to work with students, faculty, and staff to develop Building on Distinction, a ten-year strategic plan to shape the growth and progress of a university committed to addressing the challenges of the 21st century.

Under Paxson’s leadership, Brown also opened its new School of Public Health and the Institute at Brown for Environment and Society. To ensure that the education Brown provides is both accessible and affordable, Paxson has sustained undergraduate financial aid as the fastest-growing area of its budget. Brown has increased scholarships for low-income students and accelerated support for middle-income families, while also improving support for graduate students, and launched such efforts as the First-Generation College and Low-Income Student Center. In February 2016, Brown released “Pathways to Diversity and Inclusion: An Action Plan for Brown University.”

Prior to her appointment at Brown, Paxson was dean of the Woodrow Wilson School of International and Public Affairs and the Hughes Rogers Professor of Economics and Public Affairs at Princeton University. She also served as associate chair and chair of the Department of Economics and was the founding director of a National Institute on Aging Center for the Economics and Demography of Aging. In 2000, she founded the Center for Health and Wellbeing, an interdisciplinary research center in the Woodrow Wilson School, and served as its director until 2009.

President Paxson is nationally recognized as a leader in higher education and a respected economist and public-health expert. Her early scholarship focused on international economic problems of labor supply, mobility, savings, inequality, and aging, with later research focused increasingly on the relationship of economic factors to health and welfare, particularly related to of children.

She has been the principal investigator on a number of research projects supported by the National Institutes of Health, including a study of adversity and resilience after Hurricane Katrina. She has authored or co-authored numerous journal articles, was elected vice president of the American Economic Association in 2012, and is a member of the Council on Foreign Relations. In January 2016, the Federal Reserve Bank of Boston named Paxson to its board of directors.

President Paxson is a 1982 honors graduate of Swarthmore College, Phi Beta Kappa, and earned her graduate degrees in economics at Columbia University (MA, 1985; PhD, 1987).

Richard M. Locke, Provost

Richard M. Locke is an internationally respected scholar and authority on international labor rights, comparative political economy, employment relations, and corporate responsibility. Working with leading firms like Nike, Coca Cola, Apple, and HP, Locke and his students have demonstrated how corporate profitability and sustainable business practices can be reconciled.

He is the author of five books. For his ongoing research on fair and safe working conditions in global supply chains, Locke was awarded an inaugural Progress Medal for Scholarship and Leadership on Fairness and Well-being by the Society for Progress in 2016. Prior to his arrival at Brown in 2013, Locke served for 25 years on the faculty at MIT and pioneered the Global Entrepreneurship Laboratory at MIT’s Sloan School of Management in 2000. He also served as chair of MIT’s Department of Political Science and as deputy dean in the Sloan School of Management.

Locke earned his bachelor’s degree from Wesleyan University, an MA in education at the University of Chicago, and a PhD in political science with a specialty in political economy at MIT. He is a member of the Council on Foreign Relations and from 2013 to 2016 served as chair of the Apple Academic Advisory Board, a group of independent academics who worked with Apple to improve labor conditions among the company’s suppliers.

Locke was appointed Brown University’s 13th provost in July 2015, and named the Schreiber Family Professor of Political Science and International and Public Affairs in January 2018.

Academic Programs and Faculty

Brown is a leading research university, committed to academic excellence, intellectual freedom, and making an impact to better serve people, communities, and society. It offers a wide array of undergraduate and graduate programs, plus the Warren Alpert Medical School, School of Public Health, School of Engineering, and School of Professional Studies. Brown has earned a global reputation for its innovative undergraduate educational experience, rooted in the academic rigor and intellectual entrepreneurship of its Open Curriculum.

  • 2,477 courses
  • 1,429 faculty members
  • 7:1 student-to-faculty ratio
  • 635 Fulbright Scholars to date
  • 80+ undergraduate programs
  • 84 doctoral and master’s programs


The Student Body

Brown’s mission to advance knowledge and discovery benefits from the presence of an intellectually stimulating mix of voices and ideas. Members of the Brown community collaborate on pioneering research, innovative startups, artistic performance, and social actions. They travel abroad and partner with community organizations to find solutions to pressing local, national, and international issues. They get excited about brain science, applied economics, and Russian literature. On campus, students are immersed in a classic New England college experience among brick quadrangles, scenic greens, and architecture both modern and centuries-old.

Enrollment (Fall 2020)

Undergraduate 6,632

Graduate 2,501

Medical 595

Total 9,728


American Indian/Alaska Native 23

Asian 1,227

Black or African-American 480

Hispanic or Latino 739

International  734

Native Hawaiian/Pacific Islander 10

Two or More (HUG) 209

Two or More (Non-HUG) 208

Unknown 242

White 2,760

Total 6,632

Benefits Overview


Employees of Brown University have the following benefits, among others, available to them:

  • Health plans
  • Dental plans
  • Vision plans
  • Prescription-drug coverage
  • Retirement plans
  • Healthcare flexible spending account
  • Educational benefits
  • Leave benefits
  • Life insurance
  • Accidental death & dismemberment insurance
  • Disability insurance

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 Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895.

Visit the Brown University website at

In order to maintain 90% or greater universal vaccination rates on campus, all newly hired employees at Brown University must receive the final dose of the COVID-19 vaccine before they begin work, unless they are approved for a medical or religious exemption. For more information, please visit the Healthy Brown site.

Brown University is an E-Verify Employer. Brown University is committed to fostering a diverse and inclusive academic global community; as an EEO/AA employer, Brown considers applicants for employment without regard to, and does not discriminate on the basis of, gender, sex, sexual orientation, gender identity, national origin, age, race, protected veteran status, disability, or any other legally protected status.