Founded in 1876, Johns Hopkins University is a private research university, ranked among the world’s top universities. The university is organized into ten divisions on campuses in Maryland and Washington, D.C., with international centers in Italy, China, and Singapore. The Homewood campus is a stately 140-acre undergraduate campus housing the Krieger School of Arts and Sciences and the Whiting School of Engineering, located in north Baltimore’s Charles Village neighborhood. A diverse community of 5,728 undergraduates from all 50 states and 68 nations throughout the world are enrolled on the Homewood campus, with approximately 2,700 living in university owned housing. Johns Hopkins Medicine has five hospitals (The Johns Hopkins Hospital, Johns Hopkins Bayview Medical Center, Howard County General Hospital, Sibley Memorial Hospital and Suburban Hospital), as well as multiple surgery centers and physician offices located throughout the Baltimore-Washington, D.C. area.

Designated as “America’s First Research University” and identified as Maryland’s largest private employer, this is a very exciting time in the 142-year history of the institution as the university engages in an ambitious strategic plan, entitled “Ten by Twenty,” to build greater collaboration and shared identity across all divisions, to strengthen the undergraduate experience while continuing to invest in the institution’s record of excellence as a premier research institution, and to enrich its ties to Baltimore, the nation, and the world, so that Johns Hopkins becomes the exemplar of a globally engaged, urban university.

The Position

Responsibilities of the Position

Reporting to the Vice President for Security and working collaboratively across the system, the Director of Security Training oversees and directs the planning, implementation, management, and evaluation of security training for Johns Hopkins University and the Johns Hopkins Health System. The director will assess current training and development needs, enhance current effective programs, and identify new initiatives to ensure a high level of performance among all levels of Johns Hopkins Security personnel, from entry level officers and non-security personnel to senior leadership, establishing and implementing a culture of training and development throughout the institution. The director fosters a learning environment based on adult learning principles that ensure optimal comprehension, development, and retention, and stays abreast of training best practices and current trends in the security industry in an effort to optimize the delivery and relevance of training materials and programs. Additionally, the director oversees all instructional programs; supervises instructors; manages contractual support; administers training budgets; conducts site visits throughout the system for live training observations, inspection and validation of performance, and successful execution of training processes; develops and maintains effective business working relationships with outside thought leaders to ensure communication, education, and collaboration on state of the art, cutting-edge training techniques for security personnel; and conducts ongoing needs assessments with senior leadership to understand and address skills gaps in the security personnel base.

Characteristics of the Successful Candidate

Because safety and security at Johns Hopkins is highly dependent on the training and support emanating from this department, the director must be highly experienced, motivated, and dedicated to high quality training across the institution. The successful candidate will possess a bachelor’s degree (master’s preferred) in public safety, public administration, law enforcement, criminology, police science, or related fields from an accredited college or university, with demonstrated progressive leadership in law enforcement, security operations, or security training, including increasing levels and scope of management responsibilities, supervisory experience, and teaching/training in a law enforcement or security environment. Candidates must be analytical, creative, and forward thinking, with a customer-oriented approach; maintain strong interpersonal and communication skills; and show a demonstrated commitment to providing leadership in building equitable, diverse, and inclusive environments. Additionally, knowledge of Maryland Police and Correctional Training Commission standards and/or certification as an instructor, experience in law enforcement or security operations and/or training at a college/university or hospital setting, and demonstrated ability to focus training outputs on building employee confidence are highly desired.

In addition to the minimum academic and experiential requirements indicated in this document, other desired characteristics, skills, actions, and/or abilities noted from discussions with institutional stakeholders include the following:

  • a solid training background with demonstrated experience at a police academy, within a municipal police department, or at an institution of higher education, with experience at an institution within the State of Maryland being a plus;
  • a strategic and data-informed decision-maker who is also able to think fast on their feet;
  • an individual who is adaptable to large changes on the spur of the moment, is not reactive, and can address situations with a cool and collected demeanor;
  • a proactive leader, a forward thinker, and a self-starter who can read the culture, determine where there is a need, develop a solution, and then present it back as a proposal to administration;
  • strong relationship-building skills with both internal and external stakeholders;
  • extremely organized, detail-oriented, and able to multitask at all times;
  • an excellent, approachable communicator and listener with the ability to reach all levels of the University, especially in advocating for the needs of security training;
  • a local law enforcement or higher education public safety background (vs. federal law enforcement background) will be highly valuable;
  • command and control, as well as a strong supervisory background, with the tenacity to manage issues or push them forward to upper administration;
  • high levels of energy, enthusiasm, and charisma, along with the ability to engage individuals across the institution in the training process;
  • solid assessment skills;
  • strong customer service skills;
  • ability to serve in a meeting with upper level administrators, to speak professionally, and to conduct high level presentations at the executive level;
  • demonstrated experience in writing comprehensive lesson plans;
  • flexibility in working schedules, with the realization that the training needs of the institution are often not limited to the traditional workday during the week;
  • an innovator with a futuristic orientation and someone willing to try new opportunities and remain informed on new trends and best practices;
  • strong managerial skills, with the ability to develop leadership and training skills in others;
  • experience in and knowledge of Clery, VAWA, Title IX, violence prevention, emergency response, sexual misconduct matters, domestic violence, bias, and discrimination, along with the ability to integrate all of this into training initiatives;
  • political savvy and tact.

History of the Position

The Director of Security Training position was created in 2014 in response to a need within Safety and Security for a more consistent and effective system of training across the various campus locations. The position has been vacant since April, 2018, when Walter Simmons, the previous director, accepted a promotion to the Johns Hopkins University-Washington DC campus as Director of Security.

Likely Opportunities, Priorities, and Challenges of the Position

The new Director of Security Training must possess a broad and deep understanding of national best practices and innovations with regard to the training and development field within law enforcement, be able to cull the best parts of these programs, and then build the program at Johns Hopkins University (JHU) and Johns Hopkins Medicine (JHM) to even greater heights. The director should be an experienced leader who has had success building and advancing a progressive training program at another institution (within a higher education security operation and/or a law enforcement training operation), be capable of managing multiple priorities, and be equipped to contribute at both a strategic and tactical level to a vibrant and fast-paced Division of Campus Safety and Security. The following were identified as possible opportunities, priorities, and challenges that will face the new Director of Security Training at JHU and JHM

  • Johns Hopkins University and Johns Hopkins Medicine are extremely complex organizations, and the new director will need to quickly learn the culture of the campuses in order to be successful. With various campus locations across the city of Baltimore and beyond, serving a number of different student populations–undergraduate, graduate, medical, and more–across a wide spectrum, Johns Hopkins is a very broad, deep, and complex organization. The security training needs vary widely, and extend not only across the different security operations at the campus locations, but also to internal and external partners who will utilize the training services offered from this department. Upon arrival and soon thereafter, it will be imperative that the new director undertake a “discovery tour” of the Johns Hopkins network, learning the geography, programs, services, departments, and individuals that this position will serve through their training efforts. By learning this infrastructure, the director will be much better equipped to begin development of a comprehensive training curriculum that is tailored to real and specific needs, not simply a generic undertaking.
  • The new director must commit to a comprehensive culture of collaboration and partnering across campus for maximum effectiveness. Johns Hopkins University and Johns Hopkins Medicine are committed to building relationships as a foundation of the campus culture, and strong collaboration is an absolute necessity in all endeavors to ensure success. Safety and Security at all locations touches a vast number of individuals, departments, and other entities, so it will be crucial that the new director quickly reaches out across all campuses to build strong relationships and partnerships to foster ongoing positive relationships and be a “connector” in all instances. Since training will be conducted both internally and with “clients” of the department, these connections are essential in order to assess real needs, design client-specific programs, and provide high-end customer service at all times.
  • Because the network of individuals with whom the director will be working closely and for whom training will be conducted is extensive, it is imperative that the new director have the communication and presentation ability to provide training opportunities that can reach all levels of staff. The director will be asked to design and conduct training for a vast array of different people at all levels, ranging from new security officers to departmental leadership to executive administration. The new director will need to be consciously aware of the audience at all times and should design the curriculum with this in mind. It is important that the various trainings be tailored such that the material being presented can be grasped and understood by the listeners, no matter the content of the material. Alternative presentation approaches and creative digital methodologies are encouraged in order to meet the needs of today’s trainees.
  • With tremendous excitement surrounding the hiring of a new director, there is great opportunity for an experienced professional to put their own professional mark on the JHU/JHM Security Training program. The department is very excited about the training opportunities that a new director brings to the table. This is an outstanding occasion for the successful candidate to put their professional mark on the security program and build it to a higher level based on their experience and national best practices. There is tremendous support and high expectations from the administration for the director and the programs and services that emanate from this office, and, having been without a full-time director for five months and with new leadership in place, the opportunity exists to bring an exciting new direction to the training environment.
  • Innovation is a focal point at Johns Hopkins, so there is a great deal of support for new ideas, cutting-edge technology, and national best practices. Johns Hopkins is a world-renowned institution and a “brand” that focuses on cutting-edge innovation and research, so the new director will find great support in bringing new ideas and advancements to the table. While funding is not unlimited and not all new proposals can be undertaken, the new director will find that well-researched ideas with comprehensive data backing them up will be considered and given thorough vetting. Seeking out best practices at other institutions and remaining current on IACLEA and other professional benchmarking opportunities will be greatly encouraged.
  • The climate between law enforcement and the student population on campus and within Baltimore is at times strained, so the new director will need to specifically address diversity, equity, inclusion, and community relations in the training curriculum in an effort to rebuild trust between all parties. There have been a number of recent incidents, some of which have received national attention, between law enforcement and the community in Baltimore and around the Johns Hopkins campuses; many of these incidents have resulted in the creation of some sense of distrust and negative feelings toward safety and security officers at various levels. The new director will need to quickly research and assess the roots of these issues; seek to understand the needs surrounding them; and design the curriculum and specific training opportunities to include education around diversity, equity, bias, discrimination, and inclusion. The director should continuously seek to build community relations and provide security staff with the proper “tools” to address the law enforcement trust issues.

Other aspects of the position and the institution that will be of interest to candidates include the points listed below.

  • The Division of Safety and Security has a number of relatively new leaders in upper-level management, so there is a fresh and vibrant environment in which to work at Johns Hopkins. Subsequently, the division is also operating at an extremely fast pace, with change and growth occurring rather quickly, so the new director should expect to learn the position, develop a plan, and begin implementation just as quickly. With this fast pace also comes high expectations, so the new director should be ready to “hit the ground running” on day one!
  • Johns Hopkins is pursuing the establishment of a University Police Department, which will have great impact on the training needs of the department should this initiative pass the Maryland legislature. The current Security staff is unsworn and unarmed, relying on a relationship with the Baltimore Police Department and Baltimore Sheriff’s Department to provide armed support when necessary. At this time, Johns Hopkins and the Maryland legislature have decided that legislation to establish a university police department requires further consideration and should be moved to an interim study rather than acted upon this year, though it is expected to come back up for consideration sometime next year. Should this measure pass, the Director of Security Training will need to be prepared to adjust departmental training measures to integrate this new direction into the system and be the focal point for the educational initiatives required for the transition.
  • Because this is still a relatively new position (established in 2014), the sky is virtually the limit on what can be done in the realm of training. There is tremendous room for growth, support for innovation is high, and fresh new ideas are welcomed, so the new director will have a great amount of latitude to try new things and implement bold new initiatives within the parameters of budget and convention.
  • Johns Hopkins relies greatly on contracted security and off-duty Baltimore law enforcement officers to support and enhance campus safety and security. These individuals are not Johns Hopkins employees and generally have other full- or part-time jobs and other responsibilities. The new director will need to determine the best methodology to deliver consistent training to all these varied personnel, especially given the schedules and other considerations inherent in the non-JHU work force.
  • With this position being geographically located on the East Baltimore campus, it will be essential that the Director of Security Training gets out of the office and is a presence at all campus locations. Working in person with individuals across the various campuses will be important to establish trust and to indicate the priority that is being placed on training at Johns Hopkins.
  • Because safety and security go hand-in-hand with legal issues, the new director will need to remain current at all times on risk management and litigious trends impacting higher education and law enforcement. All training regimens will need to include specific information regarding liability issues to reduce the risk of legal entanglements.
  • Johns Hopkins Medical often presents specific training needs not present on the other campuses; issues such as de-escalation techniques, aggressive patient management, employee expectations of clinical staff, as well as a myriad of other issues, are important considerations for the director in developing the curriculum. Training requirements for all campuses will vary based on needs, so flexibility, adaptability, and constant improvements will be highly valued.

Measures of Success for the Position

At an appropriate interval after joining JHU/JHM, the items listed below will initially define success for the new Director of Security Training.

  • An assessment regimen has been developed and implemented, with results showing that training opportunities are increasing in breadth and depth, consistent mistakes are improving, less incidents due to lack of or inefficient training are occurring, and customer satisfaction is consistently rising.
  • An operational needs assessment has been conducted and an argument supporting the addition of staff/roles required to meet the division’s mission has been made, based on “best practices.”
  • Subsequently, the department and the staff are receiving positive feedback from constituents and stakeholders across the various campuses, and the rate of complaints is low.
  • There are new innovations, best practices, and cutting-edge initiatives proactively integrated into the training system.
  • Communication regarding training opportunities is constant and consistent between the Director, the Vice President, and campus constituents.
  • Training has been established as a “norm” within Campus Safety and Security, staff embrace and support the training curriculum, and staff are providing input to the Director on the current and future training needs of the department.

An Overview of Campus Security

Campus Safety and Security is responsible for the oversight of security operations and investigations on the campuses of Johns Hopkins University and Johns Hopkins Medicine. Our force, which consists of security professionals and off-duty Baltimore City Police Officers, operates 24 hours a day, 7 days a week.

Mission

The mission of Campus Safety and Security is to serve the University and Hospital communities by providing and maintaining a safe and secure environment through proactive security and law enforcement practices.

Vision

We help our patients, students, faculty, staff, and visitors experience a safe, caring, and welcoming environment in furtherance of the greater Johns Hopkins University and Johns Hopkins Medicine missions.

Services include:

  • 24/7 on-campus presence
  • Officers posted at key areas inside and outside buildings
  • Continuous patrol of the entire campus
  • Escort services
  • State-of-the-art Communications Center, which monitors a Closed Circuit Television Network, card access, duress alarms, and intrusion alarms at the East Baltimore campus, Johns Hopkins Bayview Medical Center and Howard County General Hospital, Sibley Memorial Hospital, Suburban Hospital, and All Children’s Hospital

Institution & Location

Institutional Background

Johns Hopkins, the Quaker merchant, banker, and businessman, left $7 million in 1873 to create The Johns Hopkins University and The Johns Hopkins Hospital, instructing his trustees to create new models and standards for medical education and health care.

The Johns Hopkins Hospital opened in 1889, and the Johns Hopkins University School of Medicine opened four years later.

In 1986, the hospital trustees created The Johns Hopkins Health System Corporation to serve as the parent of the hospital and future subsidiary entities.

After more than 130 years, Johns Hopkins remains a world leader in both teaching and research. Eminent professors mentor top students in the arts and music, the humanities, the social and natural sciences, engineering, international studies, education, business, and the health professions. Those same faculty members, and their research colleagues at the university’s Applied Physics Laboratory, have each year since 1979 won Johns Hopkins more federal research and development funding than any other university.

The university has nine academic divisions and campuses throughout the Baltimore-Washington area. The Krieger School of Arts and Sciences, the Whiting School of Engineering, and the School of Education are based at the Homewood campus in northern Baltimore. The Bloomberg School of Public Health and the schools of medicine and nursing share a campus with The Johns Hopkins Hospital in east Baltimore. The Carey Business School is located in Harbor East in downtown Baltimore. The Peabody Institute, a leading professional school of music, is located on Mount Vernon Place in downtown Baltimore. The Paul H. Nitze School of Advanced International Studies is located in Washington’s Dupont Circle area.

The Applied Physics Laboratory (APL) is a division of the university with a non-academic, research-based mission. APL, located between Baltimore and Washington, supports national security and also pursues space science, exploration of the solar system and other civilian research and development.

Johns Hopkins also has a campus near Rockville in Montgomery County, Md., and has academic facilities in Nanjing, China, and in Bologna, Italy. It maintains a network of continuing education facilities throughout the Baltimore-Washington region, including centers in downtown Baltimore, in downtown Washington, and in Columbia.

In 1996, the health system and the school of medicine joined together to become Johns Hopkins Medicine.

Johns Hopkins Medicine (JHM), headquartered in Baltimore, Maryland, is an $8 billion integrated global health enterprise and one of the leading health care systems in the United States. Johns Hopkins Medicine unites physicians and scientists of the Johns Hopkins University School of Medicine with the organizations, health professionals, and facilities of The Johns Hopkins Hospital and Health System.

Diverse and inclusive, Johns Hopkins Medicine educates medical students, scientists, health care professionals, and the public; conducts biomedical research; and provides patient-centered medicine to prevent, diagnose, and treat human illness.

Johns Hopkins Medicine operates six academic and community hospitals, four suburban health care and surgery centers, and 39 primary and specialty care outpatient sites. The Johns Hopkins Hospital, opened in 1889, has been ranked number one in the nation by U.S. News & World Report for 22 years, most recently in 2013.

  • MD/PhD program—largest National Institutes of Health (NIH) medical science training program in the country
  • MD/MPH and MD/MBA joint degree programs
  • MA in medical and biological illustration
  • Annually ranked second in NIH funding for U.S. medical schools ($462 million)
  • Medical and doctoral students: over 1,200
  • Full-time faculty: over 2,800
  • Part-time faculty: over 1,200

About Baltimore, MD

Baltimore is the largest city in the state of Maryland, the largest independent city in the United States, and the 26th most populous city in the country. It is located in the central area of the state along the tidal portion of the Patapsco River, an arm of the Chesapeake Bay. The independent city is often referred to as Baltimore City to distinguish it from the surrounding Baltimore County.

Founded in 1729, Baltimore is the second-largest seaport in the mid-Atlantic United States and is situated closer to Midwestern markets than any other major seaport on the East Coast. Baltimore’s Inner Harbor was once the second leading port of entry for immigrants to the United States and a major manufacturing center. After a decline in major manufacturing, industrialization, and rail transportation, Baltimore shifted to a service-oriented economy, with the Johns Hopkins Hospital (founded in 1889), and Johns Hopkins University now serving as the city’s top two employers.

As of July 2013, the city’s population was approximately 622,000. The Baltimore Metropolitan Area has grown steadily to approximately 2.7 million residents. The greater Baltimore-Washington metropolitan area is home to approximately 9.44 million residents (as of 2013).

With hundreds of identified districts, Baltimore has been dubbed “a city of neighborhoods,” and recently has become known as “Charm City,” to go along with its older moniker of “The Monumental City” (coined by sixth President John Quincy Adams in 1827). Writers Edgar Allan Poe and H.L. Mencken, along with jazz musician James “Eubie” Blake and singer Billie Holiday, have bolstered the city’s cultural standing. The city’s role in the War of 1812 and Francis Scott Key’s writing of “The Star-Spangled Banner,” which later became the American national anthem, have also contributed to the city’s historical importance.

According to the Brookings Institution, almost a quarter of the jobs in the Baltimore region are science, technology, engineering, and math positions. The Baltimore area is known for health and science, which is in part attributed to Johns Hopkins University, with its extensive undergraduate and graduate schools, the University of Maryland at Baltimore, and other smaller schools such as the University of Baltimore, the suburban University of Maryland-Baltimore County, (in Catonsville), Loyola University, Notre Dame University Maryland, Stevenson University, Goucher College (in suburban Towson), and the Maryland Institute College of Art.

Today, enhancing and enriching ties to Baltimore is one of President Daniels’ key priorities for the university community. As the city’s largest anchor institution, Johns Hopkins feels the constant pull of urban issues and is answering the call with major investments. Johns Hopkins is committed to building community through collaborations with those vested in the improvement of Baltimore, including neighborhood leadership, business interests, nonprofits, institutions, foundations, and government. The Homewood Community Partners Initiative is a unique university-community partnership that includes 10 neighborhoods and one commercial district around the Homewood campus. The goal of the partnership is to boost quality of life in the surrounding neighborhoods, reduce blight, improve education, catalyze commercial and retail development, and strengthen local hiring and purchasing. In 2012, Johns Hopkins University committed $10 million to the initiative.

The university is also actively involved in the revitalization of East Baltimore. Along with the Annie E. Casey Foundation and others, Johns Hopkins has invested in the large-scale projects designed to reverse historical trends and transform the neighborhood into a thriving mixed-income community for families, businesses, and public institutions. Collectively, about $650 million has been invested in the project to date. Operating under a contract with Baltimore City Public Schools, Henderson-Hopkins is a K-8 school serving 260 students in a new $43 million, 90,000-square-foot facility on a seven-acre campus within the East Baltimore Development Inc. redevelopment area. The school shares the site with the $10 million, 30,000-square-foot Harry and Jeanette Weinberg Early Childhood Center.

In fiscal year 2014, it is estimated that Johns Hopkins’ economic impact was more than $9.1 billion statewide and $4.7 billion in Baltimore City.

For more information: https://baltimorecitychamber.org/

Mission, JHU & JHM

Mission

The mission of the Johns Hopkins University is to educate its students and cultivate their capacity for life-long learning, to foster independent and original research, and to bring the benefits of discovery to the world.

The mission of Johns Hopkins Medicine is to improve the health of the community and the world by setting the standard of excellence in medical education, research, and clinical care. Diverse and inclusive, Johns Hopkins Medicine educates medical students, scientists, health care professionals, and the public; conducts biomedical research; and provides patient-centered medicine to prevent, diagnose, and treat human illness.

https://www.hopkinsmedicine.org/about/downloads/jhm-overview.pdf

Ten by Twenty

The Ten by Twenty, a vision for Johns Hopkins by 2020, which was released in May, 2013, is an articulation of priorities for the university through the remainder of the decade. It seeks to map Johns Hopkins’ exceptional history, the approaching challenges, and the boundless opportunities that lie ahead. The plan took shape through conversations across the university over several years, and in particular, more than 35 discussion sessions with over 1,000 members of our community—faculty, students, staff, alumni, deans, and trustees.

Priorities and goals include the following:

One University

Forging Collaboration Across Disciplines

  1. Selectively invest in programs that support our core academic mission.
  2. Strengthen our capacity for faculty-led interdisciplinary collaboration and launch a set of innovative cross-cutting initiatives that will contribute substantially to the world of ideas and action.
  3. Enhance the impact of Johns Hopkins Medicine, the Bloomberg School of Public Health.

Individual Excellence

Supporting faculty, students, and staff

  1. Build Johns Hopkins’ undergraduate experience so it stands among the top ten in the nation.
  2. Build on our legacy as America’s first research university by ensuring that at least two-thirds of our Ph.D. programs stand among the top twenty in their fields.
  3. Attract the very best faculty and staff in the world through a welcoming and inclusive environment that values performance and celebrates professional achievement.

Commitment to Our Communities

Enriching our ties to Baltimore, the nation, and the world

  1. Enhance and enrich our ties to Baltimore, the nation and the world, so that Johns Hopkins becomes the exemplar of a globally engaged, urban university.

Institution Building

Building an even stronger university

  1. Strengthen the institutional, budgetary, technological, and policy frameworks necessary to set priorities, allocate resources, and realize the highest standards of academic excellence.
  2. Reinforce our position as the leading university recipient of competitively funded federal research support, while increasing the amount of annual research investment from other sources with appropriate cost recovery.
  3. Develop the resource base necessary to support investments in key academic priorities.

To explore the current progress of the Ten by Twenty plan, or to dig deeper, please click HERE

Johns Hopkins Medicine Strategic Plan

JHM Strategic Priorities are

  • People – Attract, Engage, Develop and Retain the World’s Best People.
  • Biomedical Discovery – Becoming the exemplar for biomedical research by advancing and integrating discovery, innovation, translation and dissemination.
  • Patient- and Family-centered Care – Be the National Leader in the Safety, Science, Teaching and Provision of Patient- and Family-Centered Care.
  • Education – Lead the World in the Education and Training of Physicians and Biomedical Scientists.
  • Integration – Become the Model for an Academically Based Integrated Health Care Delivery and Financing System.
  • Performance – Create Sustainable Financial Success and Implement Continuous Performance Improvement.

For a detailed look at the strategic plan, visit the website at https://www.hopkinsmedicine.org/strategic_plan/people.html

Ronald J. Daniels, President

Ronald J. Daniels is the 14th president of Johns Hopkins University and a professor in the Department of Political Science.

Since taking office in 2009, Daniels has focused his leadership on three overarching themes – enhanced interdisciplinary collaboration, individual excellence, and community engagement. These themes are the backbone of the Ten by Twenty, the university’s strategic vision through 2020, and underscore the priorities of Rising to the Challenge, Johns Hopkins’ largest-ever fundraising campaign, a $5 billion effort.

Under Daniels’ leadership, the university has launched a series of transformative, multidisciplinary initiatives that seek to advance the understanding of some of society’s most vexing issues, from realizing the promise of individualized health to addressing the challenges facing urban environments. With the extraordinary support of Johns Hopkins alumnus Michael Bloomberg, the university began recruiting 50 new Bloomberg Distinguished Professors whose appointments in two or more divisions create bridges between diverse departments. Daniels is also championing a university-wide vision for innovation, bolstering the efforts of faculty, staff, and students to translate their discoveries into novel technologies. As chair of the Executive Committee of Johns Hopkins Medicine, Daniels serves as a link between the university and Johns Hopkins Health System.

During his tenure, the university has invested heavily in student access, increasing the undergraduate financial aid budget by roughly 10 percent each year since 2010 and committing millions of dollars to graduate stipend supplements for doctoral candidates in Arts and Sciences. From launching the Gateway Science Initiative, designed to transform the traditional core undergraduate science curriculum, to establishing the first university-wide board to advocate for and support PhD programs, Daniels and his leadership team have worked to strengthen the student experience.

Asserting that Johns Hopkins is “truly and proudly of Baltimore,” Daniels has been personally involved in an ambitious $1.8 billion revitalization plan in East Baltimore. This enterprise includes a pioneering public school called the Henderson-Hopkins School that the Johns Hopkins School of Education began operating in 2011. Under Daniels’ leadership, Johns Hopkins also worked with nearly 200 local stakeholders to launch the Homewood Community Partners Initiative aimed at fostering physical, social, and economic well-being in 10 neighborhoods and one commercial district around the Homewood campus.

A law and economics scholar, Daniels’ research focuses on the intersections of law, economics, development, and public policy in areas such as corporate and securities law, social and economic regulation, and the role of law and legal institutions in promoting third-world development. His recent writing has focused on advocating for young investigators in American life-science research and on the role of the research university in promoting community development. He is the author or co-author of seven books and dozens of scholarly articles, as well as a fellow of the American Academy of Arts & Sciences.

Before coming to Johns Hopkins, he was provost and professor of law at the University of Pennsylvania and dean and James M. Tory Professor of Law at the University of Toronto.

Daniels earned an LLM from Yale University in 1988 and a JD in 1986 from the University of Toronto, where he served as co-editor-in-chief of the law review. He received a BA from the University of Toronto in 1982, graduating with high distinction. He has been visiting professor and Coca-Cola World Fellow at Yale Law School and John M. Olin Visiting Fellow at Cornell Law School.

Paul B. Rothman, M.D., Dean of the Medical Faculty, CEO, Johns Hopkins Medicine

Dr. Paul B. Rothman is a professor of medicine at the Johns Hopkins University School of Medicine. He holds a secondary appointment in the Department of Molecular Biology and Genetics.

A rheumatologist and molecular immunologist, Dr. Rothman serves as the Frances Watt Baker, M.D., and Lenox D. Baker Jr., M.D., Dean of the Medical Faculty. He is also vice president for medicine at Johns Hopkins University and chief executive officer of Johns Hopkins Medicine.

Dr. Rothman earned his medical degree (Alpha Omega Alpha) at Yale University School of Medicine. He completed both an internal medicine residency and a rheumatology fellowship at New York Presbyterian Hospital, as well as a postdoctoral biochemistry fellowship at Columbia University College of Physicians and Surgeons.

He also holds a Bachelor of Science in biology (Phi Beta Kappa) from the Massachusetts Institute of Technology.

Dr. Rothman’s research focuses on the role of cytokines in the development of blood cells called leukocytes—the abnormal development of which can lead to leukemia—and in immune responses to asthma and allergies.

Before joining the Johns Hopkins faculty in 2011, Dr. Rothman served as dean of the University of Iowa Carver College of Medicine and leader of the university’s clinical practice plan. Prior to that, he served as professor and head of Iowa’s Department of Internal Medicine, with secondary appointments in the Department of Microbiology and the Department of Physiology and Biophysics.

On the faculty of the Columbia University College of Physicians and Surgeons from 1986 to 2004, Dr. Rothman was the founding chief of its Division of Pulmonary, Allergy and Critical Care Medicine. He later served as vice chair for research of the Department of Medicine.

Dr. Rothman’s awards include a James S. McDonnell Foundation Career Development Award, a Pfizer Scholars Award, a Pew Scholars Award, a Leukemia Society of America Scholar Award, and the Pharmacia Allergy Research Foundation International Award.

He is an elected member of the American Association for the Advancement of Science, American College of Physicians, Council of the Association of American Physicians, and American Society of Clinical Investigation.

Dr. Rothman is a member of the Merck Board of Directors and receives compensation in the form of income and stock.

Dr. Rothman has served as a member of the National Institutes of Health Immunologic Sciences Study Section, the Israel Cancer Research Fund International Scientific Advisory Board, the American Academy of Allergy, Asthma and Immunology Grant Review Committee, and the American Thoracic Society Asthma Immunology and Inflammation Program Committee.

Melissa R. Hyatt, Vice President for Security

Melissa Hyatt joined Johns Hopkins in April of 2018 as the Vice President for Security. In her current position she has global security responsibilities for both Johns Hopkins University and Johns Hopkins Medicine.

Prior to her current role, Hyatt served in the Baltimore Police Department for 20 years. She has been awarded numerous departmental citations and commendations for her outstanding work. She began her career by walking-foot in the Park Heights community of Northwest Baltimore. Hyatt quickly rose through the ranks and eventually retired as the Chief of the Special Operations Division. Throughout her career she held numerous positions, including roles in the patrol districts of the Northwestern, Southwestern, and Northeastern, Chief of Staff to the Police Commissioner, Area Commander, and Chief of Patrol.

Hyatt’s specialization was in incident management. She served as incident commander for Baltimore City’s Violence Reduction Initiative and many large scale public events to include the Star-Spangled Spectacular, Light City, the Baltimore Marathon, and the Baltimore Grand Prix.

In 2013, Hyatt was selected by Baltimore Sun Magazine as one of the “50 Women to Watch” and by Baltimore Magazine as one of its “40 under 40”. She received the Mayor’s Medallion for Meritorious Service in 2016 and the Woodrow Wilson Award for Distinguished Government Service from Johns Hopkins University in 2017. In June of 2018, Hyatt received a Governor’s Citation in recognition of the many personal and professional contributions she made during her tenure with the Baltimore Police Department.

Hyatt’s education includes a BA in Criminal Justice from University of Delaware and a MS in Management from Johns Hopkins University. She attended the Naval Postgraduate School’s Center for Homeland Defense and Security’s Executive Leaders Program, the 250th session of the FBI National Academy, the United Nation’s Police Commanders Course, and the Major Cities Chiefs Police Executive Leadership Institute. She has also completed the University of Maryland University College Police Leadership Program.

Hyatt spent several years serving as the Baltimore Police Department liaison for the Maryland Law Enforcement Torch Run to benefit Special Olympics (including the Polar Bear Plunge) and served on the executive board of the Inner Harbor Project. Hyatt was the law enforcement lead in Baltimore for PeacePlayers International and assisted the organization with launching its pilot program in Baltimore.

She also co-founded the “Bridging Officers and Students with Swimming” Program and served as the police department director of the Parks and People Foundation’s Baltimore Middle School Lacrosse League.

Benefits Overview

The Department of Human Resources offers a comprehensive, competitive and cost-effective benefits program to employees of The Johns Hopkins Hospital & Health System. The specific package you receive depends on whether you are union or non-union—but most employees receive access to the following benefits:

  • Employee discounts / Corporate Perks program
  • Health and life – Medical, dental, FSA, disability, life insurance, legal assistance and more
  • Healthy At Hopkins – rewards program and Employee Health and Wellness Center
  • Paid time off / vacation
  • Qualifying Status Changes
  • Retirement and pension
  • Training and education
  • Tuition assistance
  • Work, Life and Engagement programs – financial/personal assistance, breastfeeding support, child and elder care, home-buying assistance and more

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 J. Scott Derrick at jsd@spelmanjohnson.com. Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895.

Visit the Johns Hopkins website at https://www.jhu.edu/.

Johns Hopkins Health System and its affiliates are an Equal Opportunity / Affirmative Action employers. All qualified applicants will receive consideration for employment without regard to race, color, religion, sex, sexual orientation, gender identity and expression, age, national origin, mental or physical disability, genetic information, veteran status, or any other status protected by federal, state, or local law. Johns Hopkins Health System and its affiliates are drug-free workplace employers.