The Opportunity

Brandeis University was established in 1948 as a nonsectarian university with a founding principle of being open and welcoming to students, faculty and staff of all backgrounds and beliefs. At its core, Brandeis is driven by a set of values that are rooted in Jewish history and experience.

Today, Brandeis is a medium-sized, private, tier 1 research university with a global reach dedicated to first-rate education while making groundbreaking academic and research discoveries. Their faculty are leaders in their fields, as passionate about teaching and mentorship as they are about pushing the boundaries of knowledge and achieving social justice. The diverse student body of approximately 5,500 undergraduates and graduate students is motivated, compassionate, curious and open to exploring new and challenging experiences. Brandeis is located in Waltham, MA, next to the Brandeis/Roberts MBTA commuter rail station on a 235-acre residential campus with 3 million gross square feet of space in 100 buildings.

The Position

Role of the Chief of Public Safety for Brandeis University

Reporting to the vice president for campus planning and operations, the chief of public safety directs and manages the public safety functions which include the Brandeis University Police Department (BUPD) and Transportation Services which encompasses shuttles and vans, parking and traffic. The chief also provides guidance and support to the Brandeis Emergency Medical Corps (BEMCo), a student-run volunteer emergency medical service organization. The chief and the BUPD are integral to the campus community and are responsible for safety and security while working to ensure a peaceful environment where all members feel welcome and safe. This official will act as the liaison between the BUPD and the Waltham Police Department and regional, state, and federal law enforcement organizations as well as local, state and federal emergency response agencies, and collaborates with all campus safety-related functions to monitor, assess and rectify safety and security matters. It is expected that this leader will be a visible, accessible, and active campus partner engaging with not only with students, but with other critical stakeholders such as Student Affairs, Office of Diversity, Equity, and Inclusion, Office of Risk Management, and other units within Campus Planning and Operations including Emergency Preparedness, University Events, Facilities Administration, and with the entire Brandeis campus community. The chief oversees a team of approximately 20 sworn officers, two security officers, five parking monitors, as well as student workers in the escort ride service and BEMCo and contracted shuttle companies. The chief is responsible for the continual evaluation, training and professional development of all BUPD professional staff and student employees.

Brandeis began considering and implementing policing reforms several years ago. This process gained momentum over the summer of 2020. In June, President Ron Liebowitz announced an initiative to “transform our campus and address systemic racism.” In conjunction with the university’s Anti-Racism Plan, for the past several months, the Brandeis community has engaged in a detailed discovery process to re-imagine safety, security and law enforcement at Brandeis with the assistance of a team of third-party consultants including Dr. Brenda Bond-Fortier and Margolis Healy Associates. This endeavor resulted in a short list of major themes around the future of public safety at Brandeis – e.g., transparency, relationship building with community members, comprehensive policy review, differential response systems, and the creation of a community advisory group that can recommend improvements to communication, accountability and transparency for consideration by the new chief. This new leader will lead a pivotal strategic planning process for the Department of Public Safety, creating a shared vision of the role and mission of the department as well as developing a true sense of positive and proactive engagement with students and other constituencies. Brandeis must ensure that safety can be equally guaranteed and afforded to each member of their community as part of a university-wide approach to address racism within our campus.

History of the Position

The current chief, Ed Callahan, has served Brandeis for 42 years. He was promoted to the chief’s role in 1998 where he played a critical role in the development of the department and became a trusted campus partner. In the summer of 2020, Callahan announced his intention to retire.

Brandeis took this opportunity to embark on an intensive review of both the Department of Public Safety and the campus community’s ideas to re-imagine what safety, security, and law enforcement could be at Brandeis. The new chief will assist in the implementation of these recommendations, and lead a strategic transformation of the department, their services, and how they engage the entire campus community.

Opportunities and Challenges of the Role

In the Fall of 2020, Brandeis engaged in a two-fold process to both review the current state of BUPD while also re-imagining what safety, security, and law enforcement might look like as the institution moves forward with a new chief.  The entire Brandeis community participated in this evaluative process with the assistance of a team of third-party consultants including Dr. Brenda Bond-Fortier (PhD, ’06) and Margolis Healy Associates. The major themes that emerged  from their work provide a foundation from which the new chief can build upon. The Brandeis community expects positive change and will be keenly watching to ensure the successful implementation of these recommendations.

This is a time of transformation for the BUPD and the institution. Great potential exists for this chief to make an impact on Brandeis for many years to come. Yes, there are challenges, just as most police agencies are facing across the nation, but the Brandeis chief will find solid recommendations to implement and use as a frame of reference for service enhancements and new initiatives, a supportive community, and a strong command staff.

Policy Review

All current BUPD policies and procedures need to be thoroughly examined, updated, and, if necessary, new ones created to better reflect the new role of the department as well as the changing needs of the campus. These new policies must clearly define roles and expectations in certain circumstances and provide clarity of process for all. Once this review and subsequent changes are complete, the new policies and procedures should be widely shared and easily accessible to the Brandeis community.

In addition to updated policies, the new chief should also consider what changes must be made to the departmental infrastructure to successfully support the new directives.

Strategic Plan Development

The chief will be expected to lead a strategic planning process that will include members of the BUPD and community members in clarifying the role, values, mission, and vision of the BUPD. These aspirational new constructs will inform the short and long-term goals for the department and work to redefine the new department and its branding.

It is imperative the new chief fully embraces the founding values of Brandeis University: diversity, equity, inclusion, and social justice. These ideals must also be clearly evident in the department’s interactions and endeavors. Enhancing training for the department in these areas is necessary and expected.

Alternative Response Model

Under current leadership for Public Safety, alternative responses to calls for BUPD service have been carefully considered and, in a few cases, implemented.  The chief is expected to continue on this path, which will serve as an important opportunity to work with multiple campus partners and the department to envision and implement an alternative framework to responding to calls and various constituent’s needs.

Evidenced-based Community Policing

The chief with the department should develop an evidence-based strategy for engaging the entire campus community. This is an opportunity to be innovative and create programs/initiatives that are mutually rewarding and beneficial; be bold and try new approaches to purposeful engagement.

While the entire community is looking for positive change, the students and their experiences are critical to the success of this new chief. Genuine relationships must be fostered with all students through outreach by the new chief and department staff to earn the trust of the students in open, honest, and transparent communication and action. This is a time of healing for the student community; the new chief and BUPD will need to fully understand the students’ concerns and needs in order to forge a strong campus community. Additionally, attention will need to be given to the building of collaborative relationships and partnerships across campus and within the broader Brandeis community.

Communication & Transparency

Strong communication, transparency and accountability are vital to the success of the chief and the department. This involves a fresh perspective and openness to creative solutions, initiatives, open communication, and a genuine collaborative approach. The chief is not expected to have all the answers, but is expected to take a lead role in partnering with the Brandeis community to develop methods to support accountability and transparency at all levels within the BUPD, starting with but not limited to further development of the department website and social media presence.

Brandeis University has an extra layer of complexity with respect to the institution’s Jewish founding and history, resulting in the campus being a potential target of anti-semitic acts. This issue is prevalent in the minds of senior leadership. The chief needs to be constantly aware of possible threats that might eventually be directed at the university which requires a solid national network to share information and resources.

Measures of Success

At an appropriate interval after joining Brandeis, the following will define initial success for the chief:

  • The chief and the BUPD have established strong relationships with key stakeholders across campus to elevate the collaborative work around public safety.
  • Through consistent, confident leadership the chief is readily regarded as an active partner in supporting the educational mission of the institution.
  • The department’s training efforts have been enhanced and are widely shared with the community.
  • The department is operating with a high level of professionalism, accountability, transparency, and competence with an ethos of compassion and empathy.
  • The chief has gained the trust of the Brandeis community by being involved, visible, transparent, and engaged in all aspects of campus life.
  • The chief has clearly outlined and articulated a vision, goals, and expectations for the department.
  • The morale within the department is strong and staff members feel supported and appreciated by the campus community.
  • The chief has formed meaningful working relationships with local and regional law enforcement agencies, first-responders, community associations and partners.
  • The chief is working to move the department forward with innovative programs and initiatives.
  • The chief, in conjunction with the department and the community, has developed a strategic plan that guides short-term change and long-term development for the department.
  • The Department of Public Safety is fully integrated into the Brandeis community in the most positive way and the students, administration, and campus community have confidence in the abilities of the department.
  • The chief has identified relevant benchmarks based on national best practices and implemented appropriate assessment strategies.

Qualifications and Characteristics

The successful candidate will have a bachelor’s degree and a minimum of ten years of experience managing a diverse public safety division or department. A master’s degree and public safety experience within a higher education environment are strongly preferred. In addition, the successful candidate will have a strong and demonstrated commitment to diversity, equity, inclusion and belonging – and knowledge of best practices in police operations, higher education law enforcement, community policing, crisis management, emergency response and risk management. The chief will possess proven critical thinking and analytical skills with demonstrated organizational acumen and the ability to initiate and advance organizational growth and change while fostering a collaborative, inclusive, and supportive work environment. Candidates should have proven management and leadership abilities with excellent communication and interpersonal skills as well as extensive experience in supervision, employee development and training. A deep understanding of the special dimensions of student life and demonstrated experience achieving institutional change are preferred. It is important for the chief to maintain a service-oriented approach to working with students, colleagues, faculty, and staff and community stakeholders, and possess a willingness to fully embrace and implement Brandeis’ mission and values. Candidates must meet, or be able to meet, all requirements for certification under Massachusetts General Law, Chapter 22C, Section 63 as a Special State Police Officer.

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

  • Transformative, innovative, and collaborative leader with a readiness to try new ideas, approaches, and technologies.
  • Culturally competent, with a true appreciation for diversity, equity and inclusion with demonstrated experience effectively working with and positively engaging a diverse student population.
  • Genuine willingness to work with and for students by actively engaging students in community policing practices, continual open communications, positive daily interactions, and a responsiveness to needs and concerns.
  • Understanding and appreciation for a student-centered, service-oriented environment and ability to fully comprehend the integral role the department plays within the campus community.
  • Experience creating a unified vision, mission, and strategic plan to move a department in a positive direction.
  • True team player with a high level of professional ethics and personal integrity.
  • Strong supervisor capable of both challenging and appreciating individuals while effectively working to professionalize the department and hold all staff accountable.
  • True passion for the university environment with an ability to build strong rapport and working relationship with students, faculty, and staff.
  • Maintain a high degree of visibility and engagement throughout the campus and surrounding community.
  • Demonstrated complex change management experience; capable of both initiating and managing change while ensuring that all stakeholders have been appropriately included in conversations and decisions.
  • Ability to invest the time to truly get to know the staff and advocate on their behalf ensuring their needs/concerns are adequately addressed.
  • Authentic communicator who consistently works to understand the students and campus community stakeholders varied interests, needs, and concerns and how these relate to the work of public safety.
  • Embrace an educational philosophy for the entire department, ensuring that officers understand their role as educators within the campus community.
  • Possess a genuinely inclusive leadership style that is confident, approachable, motivational, and transparent with the ability to be firm, clear, and direct with staff.
  • Have an in-depth understanding of applicable laws, risk management, safety and security procedures, policies, and protocols necessary to inform an immediate and correct response to situations.
  • Demonstrated ability to work effectively within a unionized environment.
  • Highly committed to both professional and personal growth and development as a manager, leader, and public safety expert; deeply committed to the professional development and training of staff.
  • Ability to build a strong, empowered team with positive morale throughout the department
  • Project a high degree of energy and enthusiasm for the work.
  • Expertise in related compliance requirements and best practices, including Clery Act, responses to alcohol/drug issues, bias incidents and hate crimes, etc.
  • Demonstrated commitment to being consistent, fair, accessible, and accountable.
  • Ability to effectively foster strong partnerships with local, regional, and national law enforcement and first-responders agencies.

Overview of the Department of Public Safety

University Police

Their mission is to ensure that the Brandeis campus is safe and enjoyable for all who choose to live, study and work at Brandeis.

Public Safety is a service-oriented, professional police department dedicated to the campus community’s safety and well-being. Their staff includes about 22 full-time and part-time police officers who provide 24/7 protection of life and property on our 235-acre residential campus.

In addition, they partner with the community on a variety of initiatives. The department manages the Brandeis Emergency Medical Corps (BEMCO), a group of trained student-volunteers who provide emergency medical care on campus. We provide scheduled van and shuttle services around campus, as well as into Waltham, Cambridge and Boston. Public Safety also manages more than 25 parking lots and two miles of roadways on campus.

Professional Standards

University police officers are commissioned in accordance with the provisions of Chapter 22c, Section 63 of Massachusetts General Laws. They have full law enforcement authority, including arrest, in and upon all property owned, occupied or used by Brandeis University. The department consists of a chief, a lieutenant, five sergeants, 15 police officers, two security officers and four parking monitors who patrol the campus 24 hours a day, seven days a week.

The university police enjoy strong professional relationships with federal, state and local law enforcement agencies. Public safety works closely with the Waltham police when incidents arise that require joint investigative efforts, resources, crime related reports and exchange information as deemed necessary.

Other Services

Brandeis University Medical Corps (BEMCo)

The Brandeis University Medical Corps (BEMCo) is Brandeis’ student-run volunteer emergency medical service. BEMCo strives to provide timely and efficient emergency medical care to the Brandeis community. Today, under the guidance of the director of Public Safety and the director of the University Health Center, BEMCo continues to meet the emergency medical needs of the community.

Located in the Stoneman building, BEMCo operates 24 hours a day, 7 days a week during the academic year. Student volunteers are all Massachusetts-state certified emergency medical technicians (EMTs). BEMCo is equipped with two class V ambulances inspected and certified by the Massachusetts Department of Public Health, and the latest in emergency medical equipment.

BEMCo adheres to all federal and state statutes regarding a patient’s privacy as it relates to treatment. Each year, BEMCo provides first-aid instruction to the Brandeis community in areas such as CPR, AED usage, and basic first aid as well as recruiting new members to train as EMTs.

Transportation Services

Vans & Shuttles

Brandeis provides safe and efficient transportation for all members of the community who need to travel from one point to another on campus or who need to commute to downtown Waltham, Cambridge or Boston.

Parking & Traffic

The Office of Parking and Traffic is responsible for registering, monitoring and controlling all motor vehicles operated by the members of the Brandeis community and their guests.

Leadership

Lois Stanley, Vice President for Campus Planning and Operations

Lois Stanley is responsible for enhancing the safety, functionality, accessibility and environmental sustainability of the Brandeis campus. She oversees units that touch all of our students, faculty and staff: facilities administration – campus planning, capital programs, sustainability, and facilities services; campus safety – emergency management, environmental health and safety, and public safety; and auxiliaries — university events and university services such as dining.

Prior to joining coming to Brandeis in October 2019, Stanley was director of campus and capital renewal planning at Tufts University, where she was instrumental in the development of its first comprehensive five-year capital planning process. Stanley oversaw strategic planning and implementation for Tufts’ deferred maintenance program, and led the early planning and programing for all cross-school capital projects.

Prior to Tufts, Stanley worked at Harvard University, where she was responsible for budget, schedule and sustainability improvements on a significant and varied portfolio of capital projects.

Stanley earned a Bachelor of Science at Virginia Tech, a Master of City and Regional Planning from Georgia Tech, and a PhD in Urban Studies and Planning from MIT.

Stewart Uretsky, Executive Vice President for Finance and Administration

Stewart Uretsky is the executive vice president for finance and administration, overseeing the offices of finance and accounting, audit, capital structure planning, cash and debt management, human resources, public safety, facilities and real estate, dining, information technology and procurement.

Prior to joining Brandeis in September 2016, Uretsky was vice president, chief financial officer and treasurer for the Brookings Institution in Washington, DC. During his tenure, he was honored as Nonprofit CFO of the Year (2014). From 2009-2010, he served as chief financial and administrative officer at Conservation International, an environmental non-profit in Washington. Starting in 1999, Uretsky spent 10 years in finance and operations roles at Harvard University, first at the Harvard Institute for International Development, and then at the John F. Kennedy School of Government, where he was chief administrative and financial officer.

Uretsky earned his bachelor’s degree in economics and management from New York University and his master’s in international economics and international relations from Johns Hopkins University.

Organizational Chart

Institution & Location

Institutional Overview

Brandeis University was founded in 1948 by the American Jewish community at a time when Jews and other ethnic and racial minorities, and women, faced discrimination in higher education.

Brandeis’ visionary founders established a nonsectarian research university that welcomed talented faculty and students of all backgrounds and beliefs. From the outset, Brandeis focused on undergraduate education, while building a pioneering research enterprise.

The university was named for Louis Dembitz Brandeis (1856-1941), the first Jewish justice of the U.S. Supreme Court. One of the greatest minds to serve on the high court, Justice Brandeis made an indelible mark on modern jurisprudence by shaping free speech, the right to privacy and the rights of ordinary citizens. He exemplified the values of the new university through his dedication to open inquiry and the pursuit of truth, insistence on critical thinking, and his commitment to helping the common man.

Brandeis University opened on the site of the former Middlesex University in Waltham, Massachusetts, with 107 students and 13 faculty members. Under the leadership of founding president Abram L. Sachar, Brandeis grew quickly in size and scholarly influence, joining the ranks of the most respected research institutions while still very young.

In 1959, in one of many firsts, Brandeis launched the Heller School for Social Policy and Management, the first school of its kind to bridge the gap between social welfare and social policy. Heller is consistently ranked by U.S. News & World Report as a “top ten” school of social policy.

In 1961, only 13 years after its founding, Brandeis won Phi Beta Kappa accreditation, a distinction fewer than 10 percent of U.S. colleges and universities earn.

The same year, Brandeis established the Rose Art Museum, whose legendary first curator, Sam Hunter, built a permanent collection of works by artists destined to become 20th-century icons. The Rose quickly became a premier educational and cultural institution dedicated to modern and contemporary art. The collection includes important works by Andy Warhol, Roy Lichtenstein, Helen Frankenthaler, Jack Whitten and other giants of modern art.

In 1985, Brandeis was elected to the Association of American Universities, an invitation-only group representing 65 of the most prominent research universities in the U.S. and Canada.

In 1992, the Rabb School of Continuing Studies was launched, offering opportunities for professional development and lifelong learning through innovative courses for on campus and online learners.

Brandeis International Business School was established in 1994 as the Graduate School of International Economics and Finance, and in 2003, became known as Brandeis IBS. The school prepares exceptional individuals from around the world to become principled global professionals.

Since its early days, Brandeis has been a top tier university with global reach, attracting students and faculty from around the world to pursue learning and scholarship at the highest levels. Ours is a community rooted in purpose, guided by our founding values, poised to lead in education and research in the 21st century.

Waltham, MA

Waltham is a city in Middlesex County, Massachusetts, and was an early center for the labor movement as well as a major contributor to the American Industrial Revolution. The original home of the Boston Manufacturing Company, the city was a prototype for 19th century industrial city planning, spawning what became known as the Waltham-Lowell system of labor and production. The city is now a center for research and higher education, home to Brandeis University and Bentley University. The population was 60,636 at the census in 2010.

Waltham has been called “watch city” because of its association with the watch industry. Waltham Watch Company opened its factory in Waltham in 1854 and was the first company to make watches on an assembly line. It won the gold medal in 1876 at the Philadelphia Centennial Exposition. The company produced over 35 million watches, clocks and instruments before it closed in 1957.

Waltham is located at about 11 miles north-west of downtown Boston, and approximately 3 miles northwest of Boston’s Brighton neighborhood. The heart of the city is Waltham Common, which is home to the City Hall and various memorial statues. The Common is on Main Street, which is home to several churches, the town library and Post Office.

The city stretches along the Charles River and contains several dams. The dams were used to power textile mills and other endeavors in the early years of the industrial activity.

According to the United States Census Bureau, the city has a total area of 13.6 square miles, of which 12.7 square miles is land and 0.9 square miles is water.

Mission Statement

Brandeis University is a community of scholars and students united by their commitment to the pursuit of knowledge and its transmission from generation to generation. As a research university, Brandeis is dedicated to the advancement of the humanities, arts and social, natural and physical sciences. As a liberal arts college, Brandeis affirms the importance of a broad and critical education in enriching the lives of students and preparing them for full participation in a changing society, capable of promoting their own welfare, yet remaining deeply concerned about the welfare of others.

In a world of challenging social and technological transformations, Brandeis remains a center of open inquiry and teaching, cherishing its independence from any doctrine or government. It strives to reflect the heterogeneity of the United States and of the world community whose ideas and concerns it shares. In the belief that the most important learning derives from the personal encounter and joint work of teacher and students, Brandeis encourages undergraduates and postgraduates to participate with distinguished faculty in research, scholarship and artistic activities.

Brandeis was founded in 1948 as a nonsectarian university under the sponsorship of the American Jewish community to embody its highest ethical and cultural values and to express its gratitude to the United States through the traditional Jewish commitment to education. By being a nonsectarian university that welcomes students, teachers and staff of every nationality, religion and orientation, Brandeis renews the American heritage of cultural diversity, equal access to opportunity and freedom of expression.

The university that carries the name of the justice who stood for the rights of individuals must be distinguished by academic excellence, by truth pursued wherever it may lead and by awareness of the power and responsibilities that come with knowledge.

Diversity Statement

Established in 1948 as a model of ethnic and religious pluralism, Brandeis University:

  • Considers social justice central to its mission as a nonsectarian university founded by members of the American Jewish community.
  • Aims to engage members of our community as active citizens in a multicultural world.
  • Seeks to build an academic community whose members have diverse cultures, backgrounds and life experiences.
  • Believes that diverse backgrounds and ideas are crucial to academic excellence.
  • Recognizes the need to analyze and address the ways in which social, cultural and economic inequalities affect power and privilege in the larger society and at Brandeis itself.
  • Honors freedom of expression and civility of discourse as fundamental educational cornerstones.
  • Seeks to safeguard the safety, dignity and well-being of all its members.
  • Endeavors to foster a just and inclusive campus culture that embraces the diversity of the larger society.

Strategic Plan – The Framework for the Future

Brandeis University is at an important crossroads in its 72-year history. Founded by the American Jewish community on the principles of academic excellence and openness in admissions and hiring practices, Brandeis has achieved an inspiring degree of success — not just as a young university committed to educating undergraduates in the liberal arts but also as a major research institution. The Framework provides a scaffolding for the university’s future. It is rooted in the institution’s history and builds upon its unique place in higher education.

The Framework is the result of more than three years of broad consultations with focus groups, including prospective students, current students, alumni, faculty, staff, trustees, friends, and parents. It is also based on responses from multiple alumni surveys; information gleaned from 30 “self-reflection” documents written by faculty and administrators; and the work of four task forces, composed of 11 working groups, which forwarded for consideration more than 250 recommendations.

Leadership

Ronald Liebowitz, President

Ronald D. Liebowitz became Brandeis University’s ninth president on July 1, 2016. The former president of Middlebury College, Liebowitz is a recognized administrative leader in higher education, whose academic scholarship centers on political geography, Russia, and higher education.

Brandeis is a medium-sized private research university with global reach, dedicated to first-rate undergraduate education and groundbreaking intellectual discovery. Founded by the American Jewish community at a time when many elite universities were discriminating against Jews and others, Brandeis is a secular institution animated by Jewish values, including a reverence for learning, critical thinking, and making the world a better place.

Under President Liebowitz’s leadership, Brandeis has reaffirmed its special role in higher education, and has ushered in a new era of transparency and accountability as it refocuses on the quality of the undergraduate experience and the intellectual strength of its faculty.

“Ours is a community rooted in purpose, guided by our founding values, and poised to lead in education and research in the 21st century,” Liebowitz has said of Brandeis. “It is our charge, our opportunity now, to reignite the flame of our mission for a new generation.”

In an October 2018 speech titled “A Framework for Our Future,” Liebowitz outlined an ambitious vision for the university. The vision calls for renewing support for the highest level of research excellence from its faculty; restructuring the student residential experience; and re-energizing the university’s attention to its founding Jewish values. These founding values include emphasizing countering bigotry and prejudice, relentlessly pursuing justice to help improve the world, insuring openness to criticism and self-criticism even on its own values, and upholding unwavering reverence for learning.

The New York City native served as president of Middlebury from 2004 to 2015. In all, he spent 32 years on the faculty of the liberal arts college in Vermont.

Liebowitz had a transformative impact on Middlebury. Under his leadership, the college made enormous academic, programmatic, reputational, and financial strides, including the successful completion of a $500 million capital campaign, which surpassed its goal. During his tenure, Middlebury added 120 endowed student scholarships and 16 endowed faculty positions, acquired the Monterey Institute of International Studies, and opened the Center for Social Entrepreneurship as well as the School of the Environment, and led the institution to becoming carbon neutral 10 years after setting that goal. In 2009, Time magazine named Liebowitz one of the 10 best U.S. college presidents.

Liebowitz earned a BA in economics and geography from Bucknell University, and a doctorate in geography from Columbia University. His scholarship has focused on fiscal federalism, intraregional economic relations, and the nationality question in the former Soviet Union. He has received a number of research grants, including from the National Council for Soviet and East European Research, the Kennan Institute/Woodrow Wilson Center, the Social Science Research Council, and the International Research and Exchanges Board.

His current research focuses on higher education. He is now working on a multiyear research project with his wife, Jessica, on the dynamics of the higher education workforce and the future of doctoral education in the United States.

The Liebowitzes and their children live in Newton, Massachusetts.

Academic Programs and Faculty

Brandeis students may choose from a variety of majors in four broad areas: the creative arts, the humanities, the sciences and the social sciences. Many of these programs are interdisciplinary, and draw faculty from several different departments. Nearly half of our undergraduates pursue a double major, often in fields on opposite ends of the academic spectrum. Students may pursue up to three majors.

Programs

  • School of Arts and Sciences
  • Brandeis International Business School
  • Graduate School of Arts and Sciences
  • Heller School for Social Policy and Management
  • Rabb School of Continuing Studies
  • Rabb School: Graduate Professional Studies
  • Summer School
  • Justice Brandeis Semester
  • Precollege Programs

Brandeis University Rankings

  • #42 in National Universities (tie)
  • #39 in Best Undergraduate Teaching (tie)
  • #43 in Best Value Schools
  • #58 in Most Innovative Schools (tie)
  • #191 in Top Performers on Social Mobility (tie)

The Student Body as of fall 2019

Undergraduate enrollment: 3688

Graduate enrollment: 2137

Undergraduate female to male ratio: 60.8% to 39.2%

Student to faculty ratio: 10 to 1

More than 200 clubs and organizations

19 varsity sports (9 men’s, 10 women’s)

Benefits Overview

  • Medical, Dental and Vision
  • Flexible Spending Accounts
  • Retirement Savings
  • Tuition Remission
  • Paid Time Off
  • Life and Disability Insurance

For more information: https://www.brandeis.edu/human-resources/benefits/index.html

Application & 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.

Visit the Brandeis University website at www.brandeis.edu

Brandeis is an equal opportunity employer and all qualified applicants will receive consideration for employment without regard to race, color, national origin, ethnicity, caste, sex, pregnancy, sexual orientation, gender identity/expression, including transgender identity, religion, disability, age, genetics, active military or veteran status and any other characteristics protected under applicable federal or Massachusetts law.