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 30th 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 in all forms, with a focus on creating a more equitable campus moving forward. As part of this campus-wide initiative, five working groups were formed, charged with eradicating racism and taking steps to become a campus 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 well-being 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 well-being of community members, equitable and fair treatment of persons who 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 well-being, 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; and
  • 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 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 Lieutenant—Station Commander, Boston Health Sciences Campus for Tufts University

Summary

Reporting to the Captain of Field Operations, the Lieutenant—Station Commander, Boston Health Sciences Campus, provides comprehensive leadership and oversight for the campus, including the patrol function and supervision of Patrol Sergeants, Police Officers, and Campus Security Officers in a complex health sciences environment. The Lieutenant responds to emergency and non-emergency incidents and assumes command as needed, providing leadership, guidance, direction, and resource coordination in compliance with university and Tufts University Department of Public Safety (TUDPS) policies and procedures. In the absence of an officer of higher rank, the Lieutenant assumes command of the department, keeping the command staff informed of any significant incidents or emergencies, and assumes the role of the shift supervisor in the absence of a Sergeant. The Lieutenant develops collaborative, long-term relationships with the campus and local community in order to create and guide initiatives that embody the department’s unwavering commitment to a community policing philosophy; engages in effective strategies and tactics designed to instill trust; and offers thoughtful delivery of services, programs, and education to prevent crime and disorder.

As a member of the command staff, the Lieutenant actively contributes to the implementation of the strategic plan, providing direction and leadership to various initiatives and objectives designed to support the vision and goals within the plan, as well as providing leadership for staff assigned to other campuses in the absence of a designated leader. When necessary or requested, the Lieutenant may be assigned leadership for important projects, field operations, training, shift supervision, administrative functions, or other special projects or events. The Lieutenant guides, mentors, assesses, and evaluates the performance of their assigned personnel, ensuring all staff are in compliance with department and regulatory policies and procedures.

Specific Responsibilities

  • Leads, manages, guides, mentors, and provides training and professional development for the personnel under their command and is held accountable for their efficiency, appearance, effectiveness, and discipline;
  • Briefs personnel about potential threats, specials tasks, assignments, and patterned activity;
  • Specifically leads Patrol Sergeants and others under their command in the supervision of patrol activities, the creation and execution of community policing programs, and the development of strategies and tactics designed to prevent crime, reduce fear, and sustain long-term problem-solving partnerships;
  • Ensures that law enforcement activities are conducted with professionalism and in compliance with federal, state, and local law, as well as University and department policy;
  • In partnership with TUDPS command staff, creates performance objectives and conducts ongoing performance assessments to ensure that performance objectives are achieved, and where applicable, remediation plans are documented and implemented;
  • Attends special-event meetings, creates safety and security plans for such events, and develops incident action plans for critical incidents, as well as planned and unplanned events.
  • Embodies and facilitates the community policing philosophy;
  • Assists with identifying problems and the development and implementation of problem-solving strategies;
  • Evaluates the effectiveness of these strategies by collecting feedback on problem-solving strategies, and assists in creating and implementing improvements;
  • Serves as a liaison and resource for community stakeholders;
  • Responds to emergency and non-emergency incidents as needed, providing appropriately nuanced services while guiding, directing, and coordinating resources in compliance with university and TUDPS policies and procedures, and shows a dedication to the community’s dignity and sensitivity in all interactions;
  • In the absence of an officer of higher rank, the Lieutenant assumes responsibility for all activities in Boston, keeping senior colleagues and next-level leadership informed of any significant incidents or emergencies;
  • Actively participates in advancing and implementing the TUDPS strategic plan and other significant projects and initiatives;
  • Investigates initial citizen complaints or allegations, providing written reports and explanations for actions;
  • Conducts departmental administrative duties, including the reviewing of incident reports and CAD entries, coordinating scheduling and shift assignments, administering time-off requests, managing requests and billing for details and overtime, supervising the ordering of uniforms and equipment, and assisting with the scheduling and delivery of both in-house and outside training programs;
  • Coordinates maintenance for department fleet vehicles;
  • Supports the accreditation team, ensuring that personnel are in compliance with applicable accreditation standards, and assists with the collection of training data for risk register reports and accreditation file maintenance;
  • Engages in ongoing professional development and attends in-service, specialized, and leadership training opportunities, as well as any professional development programs as prescribed or required by law, regulation, and the department;
  • Reviews contemporary publications from recognized professional organizations and industry experts such as the IACLEA, IACP, DOJ, PERF, the COPS Office, and CALEA, and remains abreast of contemporary industry standards and best practices.

History of the Position

The Boston Health Sciences Station Commander is the face of public safety on the campus and a key representative to the Health Sciences community.  The previous Station Commander had served in the position for over ten years, first as a sergeant and then as a lieutenant, and has recently retired with over 35 years of service to Tufts University.  Spelman Johnson is now assisting Tufts in finding the new Station Commander for the Boston Health Sciences Campus.

Opportunities and Challenges of the Role

The new Lieutenant—Station Commander, Boston Health Sciences Campus, must possess a broad and deep understanding of national best practices and trends with regard to law enforcement and investigative principles and practices, response procedures, police authority and jurisdiction, and constitutional and criminal law in an urban/suburban multi-campus environment, particularly one with a health-sciences setting. The Lieutenant should be an experienced or aspiring leader who has had success leading and advancing a progressive, 21st century law-enforcement program at a higher-education security operation, a municipality, a health sciences institution, or a similar entity. They must be capable of managing complex situations, committed to diversity, inclusion, and customer service at the highest level, and equipped to contribute at both a strategic and operational level at a vibrant, moderately-sized research institution.

It is essential to identify a competent and dedicated individual who can be a productive, collegial member of the TUDPS staff/team, set goals and priorities, collaborate with other TUDPS staff to systematically build the trust of the University and local communities, and work proactively to be progressive, innovative, and comprehensive in moving the Boston Health Sciences Campus and the overall TUDPS program forward. The following were identified as possible opportunities, priorities, and challenges that will face the new Lieutenant—Station Commander, Boston Health Sciences Campus:

  • While this position will be primarily based on the Boston Health Sciences campus, Tufts University is a complex organization that is spread across four distinct campuses in and around the Boston area, so the new Lieutenant—Station Commander will need to quickly learn the culture of their campus, as well as the other four campuses, in order to be successful. With various campus locations across the city of Boston and beyond, serving a number of different student populations—undergraduate, graduate, medical, and more—across a wide spectrum, Tufts is a broad, deep, and complex organization. As Boston Health Sciences is primarily a campus serving professional and aspiring health-science professionals, it will be critical that the new Lieutenant undertake a comprehensive “discovery tour” of their home campus first, learning the geography, programs, services, overall culture, departments, and individuals with whom they will interact every day in order to work with command staff to devise a strategic plan to move the department forward. Getting to know the individuals under their command, discerning their needs, and showing a humanistic sense of empathy and concern for them will be paramount in building a team. Listening to and readily accepting input from stakeholders will be essential in order to begin addressing needs. Once internal needs are determined, the Lieutenant should expand this effort to then include the other campuses, in an effort to learn the nuances that each campus affords and to be able to integrate successful initiatives with the various other Station Commanders within TUDPS as applicable. Additionally, learning the particulars of the other campuses creates a synergistic relationship and allows this Lieutenant to assist in leading the other stations if necessary.
  • The new Lieutenant must commit to a comprehensive culture of collaboration and partnering across campus for maximum effectiveness. Tufts University is committed to building relationships as a foundation of the campus culture, and strong collaboration is an absolute necessity in all endeavors to ensure success. Public Safety at all campuses touches a vast number of individuals, departments, and other entities. It will be crucial that the new Lieutenant quickly reach out across all locations to build strong partnerships, foster ongoing positive relationships, and be a “connector” in all instances. These connections are essential in order to assess real needs, establish priorities for the Boston Health Sciences Campus, and provide inspired, high-end customer service at all times.
  • The climate between law enforcement and the student population across the various Tufts campuses and within Boston is somewhat strained, so the new Lieutenant will need to specifically address diversity, equity, inclusion, and community relations on the Boston Health Sciences Campus in an effort to assist in rebuilding trust between all parties. There have been a number of recent incidents that have fueled the national conversation around police violence. Many of these incidents have resulted in some distrust and negative feelings toward safety and security officers at various levels. The new Lieutenant—Station Commander will need to quickly research and assess the roots of these issues, seek to understand the needs surrounding them (particularly the differing needs in a professional health-sciences environment), and design a strategic plan for the campus that integrates diversity, equity, and inclusion into all aspects of the department and its operation. Implementing and using the findings and recommendations from the recent Working Group on Campus Safety and Policing will be essential for success, and the successful candidate should continuously seek to build relations with the campus community and the community at-large, particularly the underrepresented populations that live and work at Tufts.
  • The Lieutenant will be expected to be visible and maintain a presence across the Boston Health Sciences Campus. As the efforts around community policing and trust-building are ramped up, it will be essential that the Lieutenant—Station Commander, Boston Health Sciences Campus, get out of the office and be present across campus and at events. Collaborating with individuals in various health sciences departments will be important to establish trust and to indicate the priority that is being placed on community engagement at Tufts. The Lieutenant should take sufficient time to discover the specialized needs of a more professional-based campus (vs. a traditional undergraduate/graduate campus), and design community-oriented programs that address those specific needs.
  • There is a new position, Lieutenant—Training & Accreditation, for which Tufts is currently recruiting, and it will be crucial that the two Lieutenants work collaboratively for maximum success. With a renewed emphasis on training and accreditation within TUDPS, as evidenced by the newly instituted position of Lieutenant—Training and Accreditation, it will be critical that the Lieutenant—Station Commander, Boston Health Sciences Campus, work collaboratively and in congruence with this individual to assess the current state of training, determine the real training needs for the staff, and devise a curriculum that will promote overall success and progress. The Lieutenants, working in tandem, will certify that appropriate and impactful training is taking place across the staff and that their specific needs are being met. Additionally, the new Lieutenant—Training & Accreditation will be expected to ensure comprehensive adherence to current accreditation and compliance measures within TUDPS, as well as those new directives being rolled out by the Commonwealth of Massachusetts, so close communication and a working partnership between the two Lieutenants will be essential to maintaining this compliance on the Boston Health Sciences Campus.
  • With tremendous excitement surrounding the future of Public Safety at Tufts, there is a great opportunity for an experienced or aspiring professional to put their own professional mark on the Boston Health Sciences Campus and beyond. The University is very excited about the future of TUDPS, with new initiatives, operational objectives, and individuals, including another Lieutenant whose responsibility is managing and overseeing all training opportunities at Tufts, currently in the queue. This is an outstanding occasion for the successful candidate to put their professional mark on the Boston Health Sciences Campus and build it up to an even higher level based on their experience, professional affiliations and networks, and knowledge of national best-practices. The administration has tremendous support and high expectations for the Lieutenant—Station Commander and the programs and services that emanate from their efforts, and the opportunity exists to bring an exciting new direction to the campus.
  • A great deal of support exists for new ideas, cutting-edge technology, and national best-practices. Tufts is a nationally recognized institution of higher education that focuses on cutting-edge innovation and research, so the new Lieutenant 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 Lieutenant will find that well-researched ideas backed up by comprehensive data will be considered and thoroughly vetted. Seeking out best practices at other institutions and remaining current on IACLEA and other professional benchmarking opportunities will be greatly encouraged. TUDPS is operating at an extremely fast pace, with change and growth occurring rather quickly, so the new Lieutenant should expect to learn the position, develop a plan, and begin implementation just as quickly.

Measures of Success

At an appropriate interval after joining Tufts University, the items listed below will initially define success for the new Lieutenant—Station Commander, Boston Health Sciences Campus:

  • A strong and positive working relationship exists between the Lieutenant, the command staff, and the individuals whom the Lieutenant supervises.
  • Collaborative relationships are established across the Boston Health Sciences Campus, as well as the other Tufts campuses and the surrounding community.
  • Diversity, equity, and inclusion are integrated into all aspects of the department, with equitable hiring practices and relationships with the Group of Six identity centers firmly established.
  • A strategic plan is being developed for the Boston Health Sciences campus.
  • Internal surveys show that the satisfaction levels and morale of the staff under the Lieutenant’s command are positive and increasing.
  • A mechanism to include input and feedback from students, faculty, and staff has been established in an effort to be transparent and inclusive.
  • The Lieutenant is established as the “face” of the Boston Health Sciences Campus, they are visible and present across campus, and there is a sense from the campus community that anyone can bring issues to the Lieutenant and be heard.
  • Community policing efforts have been improved and upgraded, and, based on evaluation surveys, the community feels more comfortable and safe.

Qualifications and Characteristics

A minimum of five years of law-enforcement experience and three additional years of law enforcement supervisory experience is required. A bachelor’s degree in criminal justice or related field, with ten or more years of experience, is strongly desired. Demonstrated progressive leadership and proficiency in law enforcement and investigative principles and practices, response procedures, police authority and jurisdiction, and constitutional and criminal law is expected. The successful candidate will possess a demonstrated commitment to providing leadership in building equitable, diverse, and inclusive environments; the ability to interpret and enforce laws and regulations firmly, tactfully, and impartially, applying strategic thinking to individual situations; and the ability to multitask and manage complexity. Exceptional communication and interpersonal skills, great attention to detail, knowledge and understanding of the principles of ICS and NIMS, strong organizational and documentation skills, and demonstrated experience and proficiency with investigative databases, technologies, resources, and networks are required. Knowledge and understanding of the basic concepts of community-oriented policing, crime prevention, and problem-solving are also essential. The successful candidate must possess an active motor vehicle operator’s license in good standing, and possess or be able to obtain a current and valid Massachusetts Class-A LTC, a certified Massachusetts State Police SSPO, Middlesex, Suffolk, and Worcester County Deputy Sheriff powers, and applicable city or town special-police authority as deemed necessary by the department.

Preferred Qualifications:

  • Certified EMT;
  • Specialized training and experience in sexual assault investigations, crime scene investigations, field training officer (FTO), CPTED, and background investigations;
  • Certified and active instructor in RAD, defensive tactics, firearms, CPR, and first responder;
  • Knowledge and understanding of Clery, Title IX, and police accreditation;
  • Strong ability to communicate with various constituencies, including university officials, staff, students, and the general public, in both oral and written form;
  • Ability to work collaboratively with state and federal officials, community groups, and the general public to solve problems.

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

    • a strong background in law enforcement, with demonstrated experience at an institution of higher education, a municipal police department, or other related law-enforcement entity, with experience at an institution within the Commonwealth of Massachusetts, as well as experience in a health sciences environment, being a plus;
    • if coming from outside higher education, the ability to quickly learn the nuances that are present in a university law enforcement environment and integrate these new concepts into their portfolio;
    • solid leadership skills, vision, and proven success at building and effectively supervising a strong, cohesive team with well-trained, professional staff;
  • extremely organized, detail-oriented, and able to multitask at all times;
    • an excellent, approachable, and transparent communicator and listener with the ability to reach all levels of the University, including students, staff, faculty, command staff, and the surrounding community;
  • strong collaboration and relationship-building skills with both internal and external stakeholders, particularly with traditionally underrepresented populations and the Group of Six organizations on campus;
  • a strategic and data-informed decision-maker who is able to assess programs and services and provide ongoing and innovative solutions;
    • accountability and honesty at all times;
    • strong community policing skills, the ability to teach these skills to the staff, and the willingness to adapt new and innovative community policing initiatives in the future;
    • ability and willingness to meet with campus stakeholders, to engage stakeholders on current and pressing issues, and to listen carefully to their needs in order to incorporate their priorities into the department operation;
  • ability to work effectively with fire, EMS, and other emergency management operations;
  • support of mental-health training and awareness as part of a campus law-enforcement effort;
  • experience in and knowledge of VAWA, violence prevention, emergency response, sexual misconduct matters, domestic violence, anti-bias, and anti-discrimination;
  • experienced in de-escalation, non-reactive, and able to address situations with a cool and collected demeanor;
    • a visionary leader, forward thinker, and self-starter who can read the culture, determine where there is a need, develop a solution, and then present it as a proposal to command staff;
    • ability and willingness to embrace and use technology;
    • high levels of positivity, energy, and enthusiasm for the role;
  • innovative, forward-thinking orientation and forecasting abilities, willing to try new opportunities and remain informed on new trends and best practices;
  • diplomacy and tact;
  • experience working in a unionized environment.

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 well-being 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, making it 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, by 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 police departments: Somerville, Medford, Grafton, and Westborough. Although currently there are no formal operational Memoranda of Understanding 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 re-evaluate, re-commit, 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 competence 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, their 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 its operations, finance, training, education, quality assurance, technical supplies, and community relations. It is funded by and operates 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.

Leadership

Gerard Coletta, Interim Director of Public Safety/Chief of Police

Gerard “Chip” Coletta has spent a total of 40 years in law enforcement, including 28 years as a member of the Massachusetts State Police, retiring at the rank of Major. Chip served for seven years as Chief of Police and Security at Suffolk University in Boston, as well as two years as a Detective Lieutenant at Stonehill College in Easton, Massachusetts, prior to his current role at Tufts.  Chip is also an attorney and member of the Massachusetts Bar Association, as well as past president of the Massachusetts Association of Campus Law Enforcement Administrators (MACLEA).

Department of Public Safety Organizational Chart

For more information about the Tufts University Department of Public Safety, visit https://publicsafety.tufts.edu/.

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 that 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.

Local lore has it that when a relative asked Charles Tufts what he planned to do 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 that 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 at the center of the campus, an 1882 Lombardic Romanesque structure once called “the most photographed chapel in the country.”

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 enrolled students.

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 graduate students in top-ranked 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

Mission

“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.”

Vision

“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 access the T10 Strategic Plan and obtain more details, please visit https://provost.tufts.edu/strategic-planning/.

Leadership

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 https://www.tufts.edu/about/university-leadership.

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.

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.

Barbara 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, Barbara 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, Barbara served as Senior Project Manager at Harvard University, developing systems and standards for project delivery within the $2.4 billion House Renewal program. During her years with the Massachusetts State College Building Authority, Barbara 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.

Barbara graduated with a BA from Smith College and a masters of architecture from Harvard University, Graduate School of Design.

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. Growing numbers of innovative teaching and research initiatives span all Tufts campuses, building collaboration among the faculty and students in the undergraduate, graduate, and professional programs across the university’s schools.

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 of Law and Diplomacy
    • Jonathan M. Tisch College of Civic Life
  • Grafton Campus
    • Cummings School of Veterinary Medicine

Student Life at a Glance

  • Tufts is comprised of 47 percent male students and 53 percent female students.
  • Undergraduate diversity statistics include 14.4 percent Asian, 4.4 percent Black/African American, 7.4 percent Hispanic, 10.6 percent International, 5.5 percent two or more races, 4.4 percent unknown, and 53.2 percent 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-U.S. passports make up over 10 percent of the undergraduate population, and 21 percent 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 major faculty-directed dramatic productions, three major student-directed productions, and 12 to 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 great cities, with over 19 million domestic and over 1.7 overseas visitors traveling to the area annually, making it a leading tourist destination.

Major annual events include the Boston Marathon, 4th of July, and First Night/First Day. The many seasonal events popular with Bostonians include Lilac Sunday and the Ducklings Day Parade in springtime, Boston Pride Festival for an entire week every June, the Head of the Charles Regatta in fall, and a Nutcracker performance for the winter holiday.

Boston’s dining opportunities are increasingly a destination all their own. Diners can choose from Boston’s acclaimed restaurants, neighborhood bistros, contemporary cuisine, traditional New England fare, and an eclectic mix of ethnic restaurants, inspiring some to call it “a gastronomical United Nations.”

Each of the city’s neighborhoods has a markedly unique style and tone, from the Back Bay’s cosmopolitan streets and ornate Victorian town houses to the aromas spilling into the narrow and jumbled streets of Boston’s North End, to the spirited and funky neighborhood squares of Cambridge.

Boston is known as one of the world’s biggest college towns, with 35 colleges and universities and over 150 thousand students. It is also a devoted sports town where the Bruins, Celtics, Patriots, and Red Sox have all won many trophies—but never quite enough for its demanding fans.

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
  • Care.com 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 https://access.tufts.edu/benefits.

Application & Nomination

Review of applications will begin March 19, 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 jsd@spelmandjohnson.com. Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895.

Visit the Tufts University website at https://www.tufts.edu/.

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.