The Opportunity

Founded in 1852, Tufts today is recognized as a transformative private university dedicated to educating new leaders for a changing world. Tufts’ unique combination of research and liberal arts attracts students, faculty, and staff who thrive in an environment of curiosity, creativity, and engagement. Residing on four domestic campuses in Massachusetts (Medford/Somerville, Boston Health Sciences, Boston School of the Museum of Fine Arts at Tufts, and Grafton), in addition to an overseas campus in Talloires, France, the University serves over 11,500 students engaged in undergraduate, graduate, and professional programs. Tufts offers more than 70 undergraduate degree programs, 30 interdisciplinary programs, as well as graduate degrees in 15 disciplines, including medical, dental, and veterinary sciences. Tufts University ranks #30 in National Universities in the 2021 Best Colleges edition of U.S. News & World Report.


The Position

Summary of Campus Safety and Policing Working Group

This past summer, Tufts University President Anthony Monaco announced a commitment to making Tufts University an institution that combats racism. As part of this campus wide initiative five work groups were formed with a charge to eradicate racism and take steps to become an institution that is viewed by all community members as anti-racist. The Working Group on Campus Safety and Policing was named as one of the five working groups.

The Working Group on Campus Safety and Policing has outlined a vision for all of campus safety that is forward thinking, recognizes the values and perspectives of the entire Tufts community, and fully embraces anti-racist practices. Public Safety will be an organization that uses restorative and transformative procedures and that values the wellbeing and safety of Black people, Indigenous people, People of Color, and historically marginalized individuals and communities.

The Working Group recommendations reflect “a fundamental reframing of campus safety and policing at Tufts University” with an emphasis on personal safety and wellbeing of community members, equitable and fair treatment of persons that have been historically denied equal access and equal treatment, and clear and deliberative anti-racist practices. The Working Group has outlined four values for campus safety moving forward:

  • Developing a broader sense of safety and wellbeing beyond physical security and protection from criminal behavior.
  • Embracing a restorative and transformational approach to safety and policing across the Tufts community that goes beyond the enforcement of rules for perceived non-compliance.
  • Deepening inclusion and equity, ensuring the dignity and respect of all community members, and eliminating all forms of bias and discrimination.
  • Building trust and mutual respect between the Department of Public Safety and the Tufts community.

The Working Group has developed five sets of recommendations for campus public safety and policing moving forward that focus on realigning mission; evaluating the department’s organization and resources; reviewing policies and practices; reassessing training, education, and communication; and, reworking oversight and accountability.

Role of the Executive Director, Public Safety, for Tufts University


The Executive Director, Public Safety (EDPS), reports to the Vice President, Operations, providing strategic leadership, supervision, and guidance for the Tufts University Department of Public Safety (TUDPS). The Executive Director works closely with staff, students, faculty, administrators, and the local community to manage and administer services and programs which contribute to a safe and secure campus environment. The EDPS promotes a comprehensive array of community safety programs and services, and oversees Emergency Management, Fire Safety, Tufts Threat Assessment and Management (TTAM), Tufts Emergency Medical Services (TEMS), and the Tufts University Police Department (TUPD) at the University’s four very distinct campuses: Medford/Somerville, Boston Health Sciences, School of the Museum of Fine Arts in Boston, and the Cummings School of Veterinary Medicine in Grafton. The EDPS develops and implements strategic organizational objectives for all departmental services and programs; collaborates with University senior leadership in response to university crises; ensures that the department meets its operational and financial goals, and is in compliance with applicable laws, regulations, university policies, and certification requirements; and supports the goals and mission of Tufts University. The EDPS facilitates cooperative and collaborative community and institutional relationships, ensuring the implementation of a strong and robust 21st century and community policing philosophy that promotes security, communication, and a positive presence across the campuses. The Executive Director is responsible for setting goals, providing ongoing feedback, appraising performance, and ensuring the professional development of a staff of 86, including five direct reports, as well as overseeing a budget of approximately $11.5 million.

Students, faculty, and staff at Tufts belong to a broad spectrum of backgrounds and identities, representing all forms of diversity. In this role, Tufts University seeks an Executive Director who will thrive in a campus environment that advances the principles of social equity and inclusion, and who recognizes diversity as central to excellence.

Specific Responsibilities

  • In conjunction with senior leadership, the Office of the Vice President for Operations, community advisors, the Office of Equal Opportunity, the Office of University Counsel, and Human Resources, delivers best models of service in public safety and community response across the four campuses.
  • Leads the development and implementation of organizational objectives through the assignment and management of responsibilities to the senior management team.
  • Sets goals, provides ongoing feedback, appraises performance and ensures professional development of staff.
  • Continually reviews and revises departmental policies, procedures, and initiatives to reflect best practices and national trends.
  • Works with all members of the community, providing support as needed in relation to public safety, community emergency response, loss prevention, security, and risk management.
  • Coordinates TUDPS activities with various city, county, state, and federal law enforcement agencies when appropriate.
  • Proactively anticipates risk and identifies liability and risk potentials for the University community in conjunction with the University Office of Risk Management.
  • Ensures the University responds to risks appropriately and within state and governmental guidelines.
  • Represents the University when meeting with various governmental agencies.
  • Analyzes crime trends and incident reports, suggesting methods to properly respond to and offset identified trends.
  • Acts as a senior safety and community response advisor to University senior leadership on short- and long-range issues, events, or activities in relation to safety and emergency response.
  • Organizes and prioritizes key issues and relevant proposals/information to facilitate strategic decision making for TUDPS, with input from community advisors, senior Public Safety staff, and the Vice President for Operations.
  • Ensures the accreditation process and all relevant accreditation procedures are assigned and properly carried out.
  • Ensures all Clery reporting requirements are appropriately satisfied.
  • Serves as the TUDPS representative to various committees and task forces as needed.
  • Maintains the relationship between TUDPS and the Tufts University Police Association and acts as advisor to the core negotiating team, assigning appropriate senior TUDPS leaders to participate as part of the core group negotiation team.
  • Develops and manages the operating budget for all functional areas of TUDPS in coordination with the Executive Director, Operations, ensuring that all financial goals and initiatives are met.
  • Provides financial information and reports as needed.

History of the Position

Kevin Maguire was named Director of Public Safety/Chief of Police at Tufts University in 2011, having previously served as Director of Public Safety and Chief of Police at Simmons College. Chief Maguire left Tufts in October of 2019 to pursue other professional opportunities, and Gerard “Chip” Coletta was named interim Director in November of 2019. Prior to Tufts, Chief Coletta most recently served as Chief of Police and Security at Suffolk University. Earlier positions held by Chief Coletta included leading the investigative unit at the Stonehill College Police Department, and 28 years with the Massachusetts State Police. The search for a new department leader, originally begun in May, 2020, was temporarily paused as Tufts University President Anthony Monaco announced a commitment to making Tufts University an institution that combats racism in all forms as described above (Summary of Campus Safety and Policing Working Group). As part of this process, the Working Group on Campus Safety and Policing (WGCSP) has now completed its study, with its findings and recommendations coming soon, so the search for the newly revised Executive Director, Public Safety (EDPS), is now beginning.

Opportunities and Challenges of the Role

The new Executive Director, Public Safety, must possess a broad and deep understanding of national best practices with regard to the administration of public safety operations, community and 21st century policing, emergency management, modern technology, and organizational and staff development in an urban/suburban multi-campus environment. The EDPS should be an experienced leader capable of managing complex situations and staffing, wholeheartedly and demonstrably committed to anti-racism, diversity, equity, and inclusion at the highest levels, possessing a deep understanding of current issues around the national conversation on police violence and reform, and be equipped to contribute at both a strategic and operational level at a moderately sized, vibrant research institution.

The successful candidate will be a competent and dedicated individual who can promote and develop the TUDPS staff/team, set departmental priorities, systematically build the trust of the University and local communities, and work proactively, in tandem with the Vice President for Operations, senior leaders, and the other staff in the department to be progressive, innovative, and comprehensive in moving the program forward. The following were identified as possible opportunities, priorities, and challenges that will face the new Executive Director, Public Safety, at Tufts University:

  • Diversity, equity, and inclusion, as well as a commitment from the University President to being an anti-racist institution, are foundational parts of the Tufts University value system, and the new Executive Director should be a proactive leader in supporting, understanding, embracing, and nurturing these concepts in all aspects of the job. There are a number of underrepresented populations within the Tufts community, and the TUDPS needs to be a model for maintaining a strong sense of equity and an unbiased, supportive environment at all times.
  • With the diligent work conducted over the past months by the Working Group on Campus Safety and Policing, and the impending release of their final report, the new EDPS will have a road map by which they can begin to construct strategic and operational plans for the department, as well as the campus at large, which will begin the process of building trust and establishing a vision for the future.
  • This is an exciting time to join Tufts University and an outstanding opportunity for the successful candidate to put their own professional mark on TUDPS and to strategically build a contemporary, 21st century, community-focused department. There is tremendous support from the Vice President for Operations, the Executive Vice President, and other senior leaders to develop and manage a dynamic, trustworthy, and forward-thinking public safety program, so the new EDPS can look forward to visioning and strategizing with these campus partners in order to move the TUDPS forward over time. As priorities are developed and plans are initiated, the Executive Director should be prepared to identify programs and services that are working effectively, as well as those areas that are not as efficient or successful, and be willing to add, enhance, and sunset programs as necessary. Upon arrival, the EDPS should expect an extremely fast pace, as well as a vibrant environment, in which to work.
  • The expectations for the new EDPS are high, and the successful candidate will need to quickly become familiar with all areas of their portfolio in order to develop a comprehensive list of priorities. With a multi-campus environment, the TUDPS has an extremely wide scope of responsibility for ensuring the safety and security of students, staff, faculty, administrators, and the community. The new Executive Director will need to prioritize a great deal of time upon arrival for learning the nuances and priorities of the campuses, discovering the internal needs of the staff and the department, and beginning the process of reaching out and establishing themselves in this position. Emphasis on relationship building, community engagement, student needs, and overall campus safety should be expected.
  • Tufts University sponsors six identity-based centers, which are a collective of leaders, educators, and people looking to serve as a resource for undergraduate and graduate students interested in thinking about social identities and the ways they impact students’ lives and their world. The identity-based centers include the Africana Center, Asian American Center, FIRST Resource Center, Tufts Latino Center, LGBT Center, and the Women’s Center. The new EDPS should expect to collaborate and closely partner with the leaders of the identity-based centers to provide resources, programs, and opportunities for students related to safety, security, social justice, diversity, and identity.
  • The Executive Director, Public Safety, is responsible for five critical areas of oversight: the Tufts University Police Department (TUPD), Tufts Threat Assessment and Management (TTAM), Fire Safety, Emergency Management, and Tufts Emergency Medical Services (TEMS). Each area presents its own opportunities and challenges, so the new EDPS will need to assess each area individually, get to know the personnel in each area, and ensure that all of these important functions are allotted the proper attention and priority. Given the impact of COVID-19 on the University community and the uncertainties that are still prevalent, it will be even more crucial that the Executive Director undertake these responsibilities with a global and synergistic mindset to span the four campuses and the surrounding environments.
  • It will be essential that the new EDPS commit to a comprehensive culture of collaboration and partnering, as well as clear and transparent communication, within TUDPS and across all campuses. Tufts University is committed to building strong, healthy, and mutually supportive relationships as a foundation of the campus culture, and strong collaboration is an absolute necessity in all endeavors to ensure success. The Executive Director and TUDPS touches a vast number of entities, including students, faculty, administration, departments, and community members on and around the four campuses, so it will be crucial that the new EDPS quickly reach out across each of these areas to consistently build solid and mutually beneficial relationships that foster ongoing positive interactions. These connections are absolutely essential in order to assess the real needs of constituents, provide exceptional programs and services for the campus community, and ensure that TUDPS is known for its customer- and student-centered approach at all times.
  • A primary strength of the students at Tufts is their deep commitment to civic engagement, activism, and frank dialogue, so the successful candidate should be open and willing to listen to students who may have concerns or who may “push back” at times, and then have honest and transparent discussions with those students regarding their concerns. This student-centered philosophy and openness to student concerns will promote a sense of empowerment, trust, and community with the Tufts student body. For maximum effectiveness, the new EDPS should seek various and multiple ways to involve the student body in conversations and discussions around safety and security, promoting inclusivity across all segments of the student population. With the ongoing national conversation around police violence, the EDPS should expect to engage with and be engaged by the Tufts students around these issues, seeking understanding, common ground, and future opportunities for reform.
  • Community and 21st century policing is an area of vital importance at Tufts, and the new EDPS must prioritize these concepts at all times. While already present within TUDPS, an even stronger community policing philosophy will allow the Executive Director and the other departmental staff an opportunity to be seen more as proactive and functional members of the campus community, and will provide an opportunity to interact with communities of color and underrepresented stakeholders at Tufts in appropriate, supportive, and more sensitive ways. DPS staff should be accessible, and interactive with the student body and the greater Tufts community, consistently networking across the spectrum, regularly involving the campus in safety and security endeavors, listening carefully and respectfully to community concerns, and generally providing a positive representation of the department.
  • The new EDPS should prioritize quickly getting to know the officers and other departmental staff as individuals, learn their particular needs, develop trust and confidence across the board, ascertain and understand the various responsibilities they perform and roles they play, be available at all times, provide comprehensive professional development opportunities and support for all staff, and oversee the ongoing promotion of a strong, cohesive team. These efforts should encompass a continuing emphasis on increasing officers’ knowledge and skills of current best practices in higher education policing, as well as serve to improve morale, promote confidence, and build trust across the department. With the newly-reinstituted Lieutenant position which will work exclusively on departmental training and accreditation, the opportunities are more abundant going forward to provide for these critical needs in a more global and inclusive manner, so prioritizing training around current “hot-button” issues such as de-escalation, anti-racism, and student activism, will be crucial for success.
  • In order to continually improve the safety and security of the campuses, innovation will be a focal point, and there will be a great deal of support for working together to implement new ideas, cutting-edge technology, and national best practices. With great attention focused on the success of the Executive Director’s efforts and the overall safety improvements across campus, these new ideas and advancements will be essential. While funding is not unlimited and not all new proposals can be undertaken, the new EDPS will find that well-researched ideas accompanied by comprehensive data analysis will be considered and given thorough vetting. Seeking out best practices at other institutions, remaining current on any professional benchmarking opportunities, and being involved in IACLEA, IACP, or other professional law enforcement associations will be greatly encouraged.
  • Working on multiple campuses in different locations, each with different priorities and different settings, will require that the new EDPS be very visible and, in essence, serve as the “face” of TUDPS. It will be a prime objective of the new Executive Director, Public Safety, to prioritize getting out of the office and being “seen” on each of the campuses, attending student events, collaborating across academic and student life, and spending time within the campus community in an effort to educate constituents on the benefits and services offered by the Department of Public Safety. To accomplish this, the new EDPS should have excellent communication skills and be able to articulate the position in innovative ways such that the “story” of TUDPS is relayed across the University and beyond.
  • The geographic location of Tufts’ four campuses, in or near the greater Boston area, brings the resources of a major metropolitan city, but also opportunities for the more intimate nature of the suburbs. In conversations, stakeholders reiterated that they liked working at Tufts, are very supportive of each other, enjoy the vibrancy of the University, feel considerable camaraderie and collegiality, and believe that there are many opportunities to make a tremendous difference in the Executive Director role.
  • A new T-station is being constructed near the Medford/Somerville campus, with completion projected for late 2021. The extension of the Green Line onto the Tufts campus will create new opportunities for access to and from campus, but also presents greater need for heightened safety protocols and coordination with MBTA police. The new EDPS will need to be aware of this ongoing endeavor and work with University and city officials to ensure maximum safety measures are in place from the start of the service.
  • A number of TUPD officers are members of the police union, so the new Executive Director should be aware of the union presence and be able to work hand-in-hand with union representatives for the benefit of the officers in the department. Experience in negotiating union contracts will be a plus for the successful candidate.

Measures of Success

At an appropriate interval after joining Tufts University, the items listed below will initially define success for the new Executive Director, Public Safety.

  • The implementation of the recommendations from the Working Group on Campus Safety and Policing is in process.
  • Strong relationships, partnerships, and trust have been established across a wide array of campus and external stakeholders.
  • Climate surveys show an improved student attitude toward the TUDPS, students feel safer and that they are being heard and respected, confidence in the officers and the department is on the rise, complaints are declining, and students feel comfortable visiting the TUDPS office and/or reporting issues.
  • Strong ties have been established with student organizations, especially those that represent underrepresented populations, and with the leaders of the Identity Centers, and supportive attention to marginalized and underrepresented populations, as well as communities of color, by the Executive Director and the TUDPS is transparent, judicious, and comprehensive.
  • As much as is appropriate, the TUDPS policies, process, procedures, and communications are transparent, frequent, and readily available.
  • In developing a more robust community policing philosophy, officers are integrated and involved with the student body and the administration, attending campus events, participating in campus life, and seen positively outside the confines of patrol cars.
  • The Executive Director is seen as the “face” of TUDPS and is recognized and visible across all four campuses.
  • The TUDPS is recognized for its high-end customer service by the campus community.
  • Morale and retention within TUDPS is on the rise, officers and staff feel respected and supported, professional and career development opportunities are available, and there is a strong sense of collegiality and teamwork within the department.
  • A new strategic plan is in place that will map out the direction for the program over the next few years, as well as mechanisms for soliciting input from campus constituencies for future considerations on improving the TUDPS.

Qualifications and Characteristics

The position requires a bachelor’s degree (master’s preferred) or the equivalent in criminal justice or a related discipline, as well as substantial, progressive leadership experience in public safety or law enforcement. The successful candidate will have a track record of visionary and transformative leadership with emphases on equity and inclusivity, collaboration, optimum safety practices, initiative, service provision, and community transparency. Additional requirements include proven progressive management responsibilities in crisis situations; excellent negotiation skills, with demonstrated persuasion and influencing ability; exceptional organizational capabilities, including the ability to focus on numerous specific details while focusing on strategic priorities at all times; demonstrated successful change management experience within a complex organization; in-depth knowledge of compliance requirements, particularly related to the Jeanne Clery Act and recertification; and strong, effective communication skills, with the ability to engage and inform all levels of the University. The successful candidate will possess knowledge and understanding of the basic concepts of community-oriented policing, crime prevention, and problem solving; they will have the skills to manage people and build strong relationships; they will possess a thorough knowledge and understanding of police authority and jurisdiction, constitutional law, and criminal law; and they will be proficient in technology and industry-specific software. Experience leading in a unionized environment, demonstrated experience and proficiency with investigative databases, technologies, resources and networks, and completion of the National Incident Management System (NIMS) or Incident Command System (ICS) training are highly preferred.

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

  • a progressive background in campus, municipal, or other law enforcement environment, with demonstrated experience in community and 21st century policing concepts;
  • strong leadership and organizational development abilities that recruit, retain, and develop a diverse, cohesive, and inspired staff, while providing professional and personal development opportunities and promoting unity and teamwork throughout the organization;
  • a strategic thinker who can develop both short- and long-term plans around the needs of TUDPS, formulate strategic, assessment, and operational plans, and then effectively implement those plans in tandem with the Vice President for Operations, the Executive Vice President, academic and administrative departments, and other campus partners;
  • demonstrated skills as an advocate and champion for anti-racism, diversity, equity, inclusivity, accessibility, and social and restorative justice, as well as a particular understanding of issues related to marginalized or underrepresented populations and communities of color;
  • an understanding of current trends affecting students and the student experience, including, but not limited to, mental health concerns, gender identity, issues pertaining to undocumented students, suicide ideation, and sexual assault;
  • an excellent communicator who focuses on transparency at all times, with comprehensive public relations skills, media savviness, and the ability to reach all levels of the University, including students, faculty, and senior leaders;
  • the ability to multitask with multiple stakeholders who have diverse needs, adapt rapidly to changing situations, and be solutions-oriented at all times;
  • strong managerial and organizational skills in a law enforcement environment at a high level, with the unique ability to promote, develop, and maintain elevated levels of trust in the Tufts University Department of Public Safety;
  • ability to listen carefully, ask knowledgeable questions, learn the culture of the University and the department, accept input from others, respect differing opinions, and then make well-informed decisions that are best for the department and the Tufts community;
  • demonstrated collaboration and relationship-building skills with students, faculty, internal departments, and external colleagues, with the ability to understand the importance of interconnectedness, empathy, and partnerships;
  • an innovator with a futuristic orientation possessing technological and social media savvy, problem-solving skills, and a willingness to try new opportunities, to remain informed on new trends and best practices, to look beyond the status quo, and to lead significant change processes;
  • the ability to make difficult decisions when necessary, to conduct difficult conversations when pertinent, to listen to all sides of an issue, to balance the needs of the people with the needs of the organization, and to be resilient at all times regardless of the circumstances;
  • politically savvy with the ability to effectively work within a complex university environment;
  • solid budgeting and finance skills;
  • emotional intelligence;
  • energy and enthusiasm for the role and the University, passion for the work, a positive attitude, a personable and approachable demeanor, charisma, and the ability to have fun on the job, even in the face of adversity;
  • ability to instill a culture of high-end customer service, including timely responsiveness to campus needs;
  • experience working with a union and unionized staff;
  • character, integrity, ethics, and a consistent intent to “do the right thing” at all times;
  • in-depth operational knowledge of Clery, Title IX, VAWA, and other federal guidelines and regulatory requirements/expectations;
  • an understanding of student development theory and student activism, as well as how to engage with student activism in a positive way, is highly desirable;
  • previous experience with IACLEA or CALEA accreditation;
  • experience with public safety efforts in a medical/health sciences environment;
  • proven skills in de-escalation, non-lethal weapons, and mediation techniques;
  • familiarity with the new Massachusetts Police Reform Legislation that was recently passed, along with the ability to determine its future impact on campus policing, will be very helpful.

Overview of the Department of Public Safety (TUDPS)

The Tufts University Department of Public Safety is comprised of sworn police officers, campus security officers, dispatchers, emergency management and fire safety staff. Staff are assigned to one of four campus locations, one in Medford/Somerville, two Boston campuses (Health Sciences and School of the Museum of Fine Arts – SMFA), and a 24/365 clinical and teaching campus in Grafton. Public Safety staff may be redeployed as needed to cover staffing shortages and additional needs throughout the Tufts community.

As described in the TUDPS mission statement, “The Department of Public Safety works to ensure that the physical, psychological and emotional security, and wellbeing needs of all community members are being met, and is committed to providing a safe and secure living, educational, and working environment for students, faculty, and staff.” The department is continually striving to ensure that campus safety and policing functions remain responsive to the needs of the community, are aligned with the University’s core values, and provide the accountability and transparency needed to maintain the trust and support of the Tufts community. TUDPS leadership regularly and proactively engages with the Tufts community to develop and maintain communication and education about their programs, services, and resources, and also lends expertise around special events, ongoing campus concerns, and annual programs.

Tufts University Department of Public Safety staff are expected to:

  • be forward-thinking about campus safety, understand the values and perspectives of the Tufts community in all its diversity, and tailor the way they deliver services to meet those varied needs;
  • be grounded in ensuring the dignity and respect of all community members and the elimination of all forms of bias and discrimination;
  • fully embrace anti-racist practices, be trusted and valued by Tufts community members, and use restorative and transformative practices where harms are repaired and future harms can be prevented;
  • proactively engage with community members and the activities of the community in a manner that is welcomed and builds trust.

The department consists of several organizations responsible for the safety and security of four campuses: the Tufts University Police Department (TUPD), Tufts Threat Assessment and Management (TTAM), Fire Safety, Emergency Management, and Tufts Emergency Medical Services (TEMS).

Mission Statement

“The Department of Public Safety exists to support the goals of the university by fostering a safe and secure environment in which members of the Tufts community can learn, work, and live. Whereas safety and security is a responsibility shared by the entire community, the mission is achieved by applying leadership and our unique expertise to partnerships designed to prevent loss, reduce harm, and solve problems.”

Violence-Free University Policy Statement

Tufts University is committed to maintaining an environment where individuals are safe to learn, work, and live. In support of this commitment, Tufts will not tolerate violence or threats of violence anywhere on its campuses or in connection with university-sponsored programs. The university has established threat assessment and management teams to evaluate and address violence and threats of violence made toward members of the Tufts University community.”

Tufts University Police Department

The Tufts University Police Department (TUPD) is headquartered on the Medford/Somerville campus with stations on the Boston and Grafton campuses. On June 17, 2005, the Massachusetts Police Accreditation Commission awarded accreditation status to TUPD. The commission voted to make TUPD the 18th department in the Commonwealth to achieve this prestigious recognition. To achieve accreditation, the department demonstrated its compliance with over 300 standards covering a broad range of organizational and operational policies and procedures. The department has maintained its accreditation status via reassessment every three years, with the Massachusetts Police Accreditation Commission (MPAC) Reaccreditation Team conducting their most recent visit to campus in December 2020, with reaccreditation notification from this visit expected shortly.

TUPD officers are trained at state-certified law enforcement training academies and maintain certification through ongoing in-service and specialized training programs. Many members of the police department have higher education degrees in criminal justice and related fields. University police and security personnel are carefully screened before being selected, well trained, and committed to working with the campus to provide for the safety and security of our community.

TUPD receives its authority from the Commonwealth of Massachusetts. All TUPD officers are appointed as special state police officers under the provisions of Massachusetts General Law Chapter 22C, Section 63. Officers assigned to the Medford/Somerville and Boston campuses may, at times, be designated as deputy sheriffs in Middlesex and Suffolk Counties, respectively. Officers assigned to the Grafton campus may also be designated as special police officers in the towns of Westborough and Grafton. Generally, TUPD officers are authorized to make arrests for criminal offenses committed in or upon lands or structures owned, leased, used, or occupied by the University, or in places where university business is conducted. This authority extends beyond the confines of the various campuses as determined by the acquisition of local special police status or deputy sheriffs’ authority or by previous court decisions.

The Tufts University Police enjoy strong professional relationships with state and local law enforcement agencies and have Communications Memoranda of Understanding with the following agencies: Somerville, Medford, Grafton, and Westborough. Although currently there are no formal operational Memoranda of Understandings with municipal partners, cooperative programs and information exchanges are ongoing priorities. Through these relationships, TUPD relays information to the university community on crimes that may pose a threat to students or employees on any of the campuses. Operational and technical support is mutually provided when necessary.

Community Oriented Policing and Problem Solving (COPPS)

TUPD has implemented a self-initiated process to reevaluate, recommit, and renew its focus on strengthening community police relations while creating a culture of prevention through partnerships and collaborative problem solving. To meet this objective, TUPD made an organizational commitment to develop and implement strategies designed to support the philosophy of Community Oriented Policing and Problem Solving (COPPS).

This initiative is an ongoing evolving process that incorporates periodic self-assessments and a commitment toward identifying and/or pursuing promising ideas and emerging practices that are designed to support the philosophy of COPPS.

COPPS programs include Residential Community Policing (“ResCop”), Geographically Based Community-Oriented Policing and Problem Solving, “If I Were a Thief,” Coffee with a Cop, Bicycle Registration, Laptop Security, and Civilian Active Shooter Response Training, among others.

Security Awareness Programs

During student orientation in September (Medford/ Somerville) and August (Boston and Grafton), students are informed of services offered by the TUPD. Video and PowerPoint presentations outline ways to maintain personal safety and residence hall security. Students are told about crime on campus and in surrounding neighborhoods. TUPD also works in partnership with Human Resources to provide crime prevention and safety training to all newly-hired employees throughout the year and are provided access to The Annual Security and Fire Safety Report.

Periodically during the academic year, TUPD, in cooperation with other University organizations and departments, may present crime prevention awareness sessions on all forms of sexual misconduct, including sexual assault, stalking, dating and domestic violence, and safe party host training, as well as sessions on alcohol and drug abuse, theft, vandalism, personal safety, and residence hall security.

A common theme of all awareness and crime prevention programs is to encourage students and employees to become aware of their responsibility for their own security and the security of others. In addition to seminars, information is disseminated to students and employees through “Timely Warnings” and “Safety Alert” posters, displays, videos, articles, and advertisements in university and student newspapers, and, in emergencies, to email addresses.

Tufts Threat Assessment and Management (TTAM)

TTAM was approved in October of 2013 by President Monaco as a University-wide initiative designed to prevent targeted campus violence. The mission of TTAM is to determine if an individual poses or may reasonably pose a threat of violence to others in the Tufts community, and to provide assistance to the individual in order to avert the threat and maintain the safety of the community. TTAM responds to reports of threatening behavior exhibited by students, employees, and visitors of the University to ensure that Tufts remains a safe place in which to learn, work, and live.

Fire Safety

The Fire Safety Office contributes to the goal of “safeguarding your mission” in support of the Tufts community and the University mission. The responsibilities of the Fire Safety Office include fire and building code enforcement and related support services, investigation of fires and related hazards, and the supervision of fire and life safety systems for all of the University’s academic, administrative, and residential buildings on all campuses.

The Fire Safety Office staff presents fire safety awareness and educational programs, performs periodic building inspections, and conducts semi-annual fire drills in residential buildings. The Fire Safety Office delivers its mission primarily via the “Three E’s of Fire Safety:” Education, Engineering, and Enforcement of fire safety related services and policies.

Emergency Management

The fundamental goal of the Emergency Management program is to minimize the effects of disasters and help the University to remain focused on its chief missions: teaching, research, patient care, and public service. This is achieved in five recognized phases:

  • Prevention by avoiding an incident or intervening to stop an incident from occurring;
  • Preparedness through planning, training, and community awareness;
  • Response when disasters strike, coordinating university resources with local, state, and federal resources to save lives, protect property, and protect the environment;
  • Recovery, maintaining critical functions and resuming core mission as quickly as possible after a disruption;
  • Mitigation, taking steps to reduce risks or lessen the effect of disasters when they do occur.

Tufts Emergency Medical Services (TEMS)

Since 1985, Tufts Emergency Medical Services (TEMS) has provided prompt, quality medical aid to the Tufts Community. TEMS is in service during the school year, 24 hours a day, seven days a week. Students who are Massachusetts-certified Emergency Medical Technicians (EMTs) volunteer their time to care for the sick and injured with competency and compassion.

Each year TEMS EMTs respond to more than 400 requests for aid. The call volume ranges from non-emergency calls to life-threatening emergencies. During automobile accidents, heart attacks, asthma attacks or other life-threatening emergencies, the rapid response often helps make the difference between life and death. All of the EMTs are trained to the highest standards, with continuing education sessions held throughout the school year to expand and hone the skills of members.

Tufts EMS is an entirely student-run organization. An elected board of eight directors manages TEMS’ operations, finance, training, education, quality assurance, technical supplies, and community relations. They are funded by and operate under the authority of the TUDPS. TEMS works with and enjoys the support of Tufts University Police Department, Tufts University Health Service, the Dean of Students Office, and the entire student body.

Department of Public Safety Organizational Chart

For more information, please visit the Tufts University Department of Public Safety website at

Operations Division

Barbara Stein, Vice President for Operations

Barbara Stein is Vice President for Operations at Tufts, overseeing Dining, the Department of Public Safety, Campus Planning, Real Estate, Auxiliary Services, Facilities Services, Energy Programs and Capital Program Management.

Stein joined Tufts in 2013 as Director, Strategic Capital Programs, reporting to the Vice President for Operations and responsible for the project delivery of multiple large capital projects through management of a team of senior project managers. In just two years, she was promoted to Director, Capital Programs, responsible for all capital projects and renewal planning, co-leading capital planning for the University on all campuses.

Before arriving at Tufts, Stein served as Senior Project Manager at Harvard University, developing systems and standards for project delivery within the $2.4 billion House Renewal program. During years with the Massachusetts State College Building Authority, she managed strategic planning for large capital investments, directing the Annual Capital Repair and Improvement Program for residence halls at the nine State Colleges in Massachusetts.

Stein graduated with a BA from Smith College and Master of Architecture from Harvard University, Graduate School of Design.

Operations Organizational Chart

For more information on the Operations Division at Tufts University, click here:

Institution & Location

Institutional Overview

In the 1840s, the Universalist Church wanted to open a college in New England. Boston businessman Charles Tufts gave the church a gift of 20 acres of land, valued at $20,000, on the condition it be used for establishing a college. With that, the location was decided. Tufts’ land, which he inherited, was located on one of the highest hills in the Boston area, Walnut Hill, straddling Medford and Somerville.

As local lore has it, when a relative asked Charles Tufts what he would do with his land, and more specifically, with “that bleak hill over in Medford,” Tufts replied, “I will put a light on it.” In 1855, a toast to the new Tufts College was offered at a Universalist gathering in Faneuil Hall. Hosea Ballou II, a Universalist clergyman and the college’s first president, remarked, “For if Tufts College is to be a source of illumination, as a beacon standing on a hill, where its light cannot be hidden, its influence will naturally work like all light; it will be diffusive.”

When the Commonwealth of Massachusetts chartered Tufts College in 1852, the original act of incorporation noted the college should promote “virtue and piety and learning in such of the languages and liberal and useful arts as shall be recommended.” The official college seal, bearing the motto Pax et Lux (Peace and Light), was adopted in 1857, and the student body picked the school colors of brown and blue in 1876. Tufts’ mascot became Jumbo the elephant in 1885, thanks to a bequest from one of the school’s founders, P.T. Barnum (of circus fame). Today, Tufts no longer has a religious affiliation, and students of all religious backgrounds worship in Goddard Chapel, the 1882 Lombardic Romanesque chapel, once called “the most photographed chapel in the country,” that stands at the center of campus.

In Tufts’ early days, the main college building that would eventually bear Ballou’s name served as both home and classroom for seven students who were taught by four professors. By the time of Ballou’s death in 1861, Tufts had 36 alumni, and 53 students enrolled.

Since that time, Tufts has grown from a small liberal arts college to a medium-sized research university. In 1954 “Tufts College” became “Tufts University.” Today, there are just over 5,900 undergraduates at Tufts, as well as top-ranked graduate programs in the arts, sciences, humanities, social sciences, engineering, medicine, nutrition, and international relations. Among these programs are the Fletcher School of Law and Diplomacy, the oldest graduate school of international relations in the United States; the Cummings School of Veterinary Medicine, the only veterinary school in New England; and the Friedman School of Nutrition Science and Policy, the only graduate school of nutrition in North America.

Mission, Vision and Value Proposition


“Tufts is a student-centered research university dedicated to the creation and application of knowledge. We are committed to providing transformative experiences for students and faculty in an inclusive and collaborative environment where creative scholars generate bold ideas, innovate in the face of complex challenges and distinguish themselves as active citizens of the world.”


“To be an innovative university of creative scholars across a broad range of schools who have a profound impact on one another and the world.”

Value Proposition

“Creating and sustaining an environment that prepares to launch all our students into the world fully prepared to chart a course for success requires effective stewardship of our resources during a time of significant challenges in higher education.

Operational costs and the need for financial aid are rising, while research funding, philanthropy, and returns on endowments remain uncertain. New and changing regulations, compliance requirements, and standards of assessment are appearing alongside rapidly evolving digital technologies that will push the boundaries of, and reinvent the methodologies for, how we teach, learn, and conduct research.”

Strategic Plan

On November 2, 2013, the Tufts University Board of Trustees approved the T10 Strategic Plan. Since the release of the T10 Strategic Plan, the Office of the Provost, in collaboration with students, faculty, staff, alumni, parents, and friends from around the university, have worked tirelessly to implement the many strategic planning initiatives from this document, including such items as Tufts 1+4 and Bridge Professorships, to name two. To access the T10 Strategic Plan and obtain more details, please visit

Anthony P. Monaco, President

Anthony P. Monaco has served as the thirteenth president of Tufts University since August of 2011. An accomplished leader, scientist, and teacher, Dr. Monaco brings to the Tufts presidency deep-rooted commitments to academic excellence, diversity, access and inclusion, a global perspective, and a keen awareness of the power of higher education to impact individuals and society.

Under President Monaco’s leadership, the university has identified strategic directions and key initiatives that will support and enhance Tufts’ longstanding commitments to innovation, collaboration, civic life, and global perspectives. Major initiatives of Dr. Monaco’s tenure have included the 2016 acquisition of the School of the Museum of Fine Arts, and he has personally led University-wide initiatives on diversity and inclusion, sexual misconduct prevention, student mental health, and sustainable operations. Each of these efforts builds on a comprehensive assessment of how Tufts could best put its values and institutional commitments into practice.

A distinguished geneticist, Dr. Monaco’s doctoral research led to a landmark discovery: the gene responsible for X-linked Duchenne and Becker muscular dystrophies. Before coming to Tufts, he spent two decades as a faculty member and senior academic leader at the University of Oxford.

To view the Tufts University academic and administrative leadership, visit

Michael W. Howard, Executive Vice President

Mike Howard has served as the Executive Vice President of Tufts University, overseeing finance and administration, since July 1, 2019. Prior to coming to Tufts, Howard served as Executive Vice President for Finance and Administration at Smith College, where he led the development of several financial sustainability initiatives while simultaneously enhancing and diversifying the college’s revenues and improving operational efficiency. He also led efforts to improve information technology, build Smith’s response to climate change, and increase the College’s commitment to impact investing for its endowment.

Prior to working at Smith, Howard served as Vice President of Finance at MIT, managing an operating budget of more than $3 billion. Before coming to work in higher education, he was Senior Vice President at Fidelity Investments and Pyramis Global Advisors and also held senior positions at Deloitte Consulting. Howard has an undergraduate degree in mechanical engineering from MIT and an MBA from the University of Chicago Booth School of Business.

Academic Programs

Tufts fosters a culture of academic rigor and inspired scholarship in a multiplicity of academic disciplines. Tufts caters to a range of students—from high schoolers to undergraduate, graduate and professional students, to mid-career professionals and adult learners of all ages. The University strives to foster personal relationships between students and faculty, encouraging individual attention in both the classroom and research settings. A growing number of innovative teaching and research initiatives spans all Tufts campuses, building collaboration among the faculty and students in the undergraduate, graduate, and professional programs across the University’s schools.


  • Boston Health Sciences Campus
    • School of Dental Medicine
    • Friedman School of Nutrition Science and Policy
    • School of Medicine
    • Graduate School of Biomedical Sciences
  • Boston Fenway Campus
    • School of the Museum of Fine Arts at Tufts
  • Medford/Somerville Campus
    • School of Arts and Sciences
    • Graduate School of Arts and Sciences
    • School of Engineering
    • The Fletcher School
    • Jonathan M. Tisch College of Civic Life
  • Grafton Campus
    • Cummings School of Veterinary Medicine

Student Life at a Glance

  • Tufts is comprised of 47% male students and 53% female students.
  • Undergraduate diversity statistics include 14.4% Asian, 4.4% Black/African American, 7.4% Hispanic, 10.6% International, 5.5% Two or more races, 4.4% Unknown, and 53.2% White.
  • There are 300 student organizations recognized by the Tufts Community Union.
  • There are also 30 Graduate and Professional clubs and organizations at Tufts.
  • Students with non-US passports make up over 10% of the undergraduate population, and 21% of Tufts students come from international backgrounds.
  • Seven out of ten Tufts undergraduates live on campus.
  • There are over 25 residence halls at Tufts, including 11 halls dedicated to first-year students, including 16 small group units.
  • There are six identity-based resource centers at Tufts called the Group of Six: The Africana Center, Asian American Center, FIRST Resource Center, Latinx Center, LGBT Center, and Women’s Center; each are physical spaces for socializing and club meetings, but also provide sources of comfort and belonging for underrepresented students at Tufts.
  • With over 180 performances on campus every year, Tufts’ vibrant music scene includes student-run a capella groups and bands, 18 performance ensembles, and classes open to all Tufts students regardless of prior experience.
  • Every year there are three faculty-directed major drama productions, three student-directed major productions, and 12-15 workshop productions, in addition to faculty-taught courses in the major and minor.
  • Tufts is an NCAA Division III school and member of the New England Small College Athletic Conference (NESCAC), competing in 28 varsity sports. There are also 21 club sports—from ice hockey and water polo to Taekwondo and Ultimate Frisbee—and a limitless selection of intramural sports.
  • Tufts has a dedicated team of chaplains, including an Africana Spirituality Advisor, Buddhist Chaplain, Catholic Chaplain, Hindu Advisor, Humanist Chaplain, Jewish Chaplain, Muslim Chaplain, and Protestant Chaplain.

Greater Boston Area

Boston, Massachusetts, is one of the world’s favorite cities, with over 19 million domestic and over 1.7 overseas visitors traveling to the area annually, making it a leading tourist destination.

There are annual events which need no further introduction, including the Boston Marathon, 4th of July, and First Night/First Day. And there are many seasonal specialties near and dear to Bostonians: Lilac Sunday or the Ducklings Day Parade in springtime, Boston Pride Festival for an entire week every June, the Head of the Charles Regatta in fall or a Nutcracker performance for the winter holiday.

Boston dining is increasingly a destination all its own. The restaurant scene is delicious and dynamic. Select from Boston’s acclaimed restaurants to neighborhood bistros, and from contemporary cuisine to traditional New England fare with a few surprises to an eclectic mix of ethnic dishes, making for a gastronomical United Nations!

Each of the city’s neighborhoods has a remarkably different style and tone. From the Back Bay’s cosmopolitan streets and ornate Victorian town houses, to the aromas spilling into the narrow and jumbled 17th century streets of Boston’s North End, to the spirited and funky neighborhood squares of Cambridge, all are within easy distance from one another.

Benefits Overview

  • Health Plans
  • Dental Plans
  • Vision Plans
  • Flexible Spending Accounts
  • Life Insurance
  • Long-term Disability Coverage
  • Legal Services
  • Tuition Reimbursement
  • Tuition Remission

Additional Benefits

  • Employee Assistance Program
  • Fitness and Weight Watchers Reimbursement
  • Wellness Center and Health Coaching
  • Retirement Savings Plan (university and self-funded options)
  • Home and Auto Insurance
  • Bright Horizons Childcare
  • Child and Elder Care
  • Commuter Benefits
  • Pet Insurance
  • Real Estate Advantage Program
  • Health Savings Accounts

For full information regarding the benefits provided by Tufts University, please visit the Tufts Human Resources benefits website at

Application & Nomination

Review of applications will begin March 9, 2021, 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 Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895.

Visit the Tufts University website at

We are sensitive to how the COVID-19 pandemic is impacting work and personal lives, and will offer the utmost flexibility throughout the interview process. The search committee expects to conduct initial interviews virtually for the safety and well-being of all involved. 

Tufts does not discriminate in admissions, employment, or in any of its educational programs or activities on the basis of race, color, national or ethnic origin, ancestry, age, religion or religious creed, disability or handicap, sex or gender (including pregnancy, sexual harassment and other sexual misconduct including acts of sexual violence such as rape, sexual assault, stalking, sexual exploitation, sexual exploitation and coercion, relationship/intimate partner violence and domestic violence), gender identity and/or expression (including a transgender identity), sexual orientation, military or veteran status,  genetic information, or any other characteristic protected under applicable federal, state, or local law. Retaliation is also prohibited. Tufts will comply with state and federal laws such as M.G.L. c. 151B, Title IX, Title VI and Title VII of the Civil Rights Act, the Americans with Disabilities Act, Section 503 and 504 of the Rehabilitation Act of 1973, the Age Discrimination in Employment Act, the Vietnam Era Veterans Readjustment and Rights Act, Executive Order 11246, and other similar laws that prohibit discrimination, all as amended. Tufts is an equal employment opportunity/affirmative action employer. More detailed Tufts policies and procedures on this topic may be found in the OEO Policies and Procedures page.