Founded in 1876, Johns Hopkins University is a private research university, ranked among the world’s top universities. The university is organized into ten divisions on campuses in Maryland and Washington, D.C. with international centers in Italy, China, and Singapore. The Homewood campus is a stately 140-acre undergraduate campus housing the Krieger School of Arts and Sciences and the Whiting School of Engineering located in north Baltimore’s Charles Village neighborhood. A diverse community of 5,728 undergraduates from all 50 states and 68 nations throughout the world are enrolled on the Homewood campus, with approximately 2,721 living in university owned housing. Designated as “America’s First Research University” and identified as Maryland’s largest private employer, this is a very exciting time in the 142-year history of the institution as the university engages in an ambitious strategic plan, entitled “Ten by Twenty,” to build greater collaboration and shared identity across all divisions, to strengthen the undergraduate experience while continuing to invest in the institution’s record of excellence as a premier research institution, and to enrich its ties to Baltimore, the nation, and the world, so that Johns Hopkins becomes the exemplar of a globally engaged, urban university.
Responsibilities of the Position
Reporting to the university-wide Executive Director for Campus Safety and Security, the Senior Director for Campus Safety and Security-Homewood provides management, leadership, guidance, and supervisory oversight of the administrative and field operations sections of the department at the Homewood Campus of Johns Hopkins University. The senior director provides strong and effective leadership, and through delegated authority, makes administrative and strategic decisions required for Campus Safety and Security-Homewood to accomplish its mission. The senior director also plans, develops, and implements innovative programs designed to achieve the department’s goals and objectives; effectively oversees the allocation and direction of resources; and adeptly manages a staff of 76, including five direct reports, as well as 68 off-duty police officers and 333 contract security staff.
In consultation with senior leadership, the senior director writes, updates, disseminates, and ensures adherence to policies and procedures governing the operation of Campus Safety and Security on the Homewood campus. The senior director maintains a highly visible presence on campus and regularly interacts with all members of the campus community, including students, faculty, staff, alumni, parents, and visitors. Additionally, the senior director coordinates and manages all departmental administrative and personnel functions, including hiring, onboarding, supervising, training and evaluation of staff; actively manages the field operations unit (security strategy and crime prevention) and supervises the commander in-charge; ensures compliance with all security department reporting requirements, including the tracking and reporting of crime data (Clery and Title IX); schedules and strategically deploys personnel for daily operations and for university events such as Homecoming, Spring Fair, and Commencement; develops and maintains collaborative, working relationships with local, state, and federal law enforcement and external community agencies to assure mutual assistance, including the Baltimore Police Department and the Off-Duty Police Officer program; coordinates and periodically updates the Homewood emergency response plan; oversees security surveys of facilities and reports findings and recommendations; remains current on trends, electronic information systems, and best practices in campus security and law enforcement, recommending updates and improvements as needed; regularly corresponds and interacts with JHU’s contracted security vendor; assists in the preparation of the annual operating budget, various reports, and departmental goals and objectives; consistently communicates and collaborates with campus partners, including senior administration, student affairs, general counsel, athletics, and event planning colleagues; and diligently responds to parents, students, neighborhood associations, and other key constituents’ queries involving matters of safety and security on the Homewood campus.
Likely Opportunities, Priorities and Challenges of the Position
The new Senior Director for Campus Safety and Security-Homewood must possess a broad and deep understanding of national best practices and innovations with regard to campus law enforcement in an urban residential environment, be able to bring an energy and command presence to the position, and build the safety and security program at the Homewood campus to greater heights. The senior director should be a dynamic leader capable of managing and developing staff, devising strategic safety and security initiatives, managing multiple priorities, integrating the goals set forth by leadership throughout the Homewood campus, and contributing at both a strategic and tactical level to a vibrant and fast-paced Division of Campus Safety and Security. The following were identified as possible opportunities, priorities, and challenges that will face the new Senior Director for Campus Safety and Security-Homewood, at Johns Hopkins University.
- Because the Homewood campus of Johns Hopkins University is the largest concentration of residential undergraduates within the system, the senior director must quickly undertake a “listening tour” across campus and within the department. As with any new arrival in a complex organization such as Johns Hopkins University, there will be a flurry of questions and concerns across the staff, the students, and the general JHU community. Upon arrival and soon thereafter, it will be imperative that the new senior director undertake a “discovery tour” of the Homewood campus, speaking to numerous individuals and groups, learning the geography, programs, and services currently offered (and desired in the future), and generally introducing themself to the community. Through this endeavor, the senior director will be much better equipped to begin development of safety and security plans and procedures that are tailored to the real and specific needs of the campus.
- The new senior director must commit to a comprehensive culture of collaboration and partnering across campus for maximum effectiveness. Johns Hopkins 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. Safety and Security at the Homewood campus touches a vast number of individuals, departments, and other entities, so it will be crucial that the new senior director quickly reaches out to stakeholders to build strong relationships and partnerships, foster ongoing positive collaborations, and be a “connector” in all instances. Because these stakeholders are both internal and external to the Homewood campus, the connections are essential in order to assess real needs, allocate resources efficiently, and provide high-end customer service at all times.
- Johns Hopkins is pursuing the establishment of a University Police Department, which will have great impact on the safety and security department should this initiative pass the Maryland legislature. The current Security staff at JHU is unsworn and unarmed, relying on a relationship with the Baltimore Police Department and Baltimore Sheriff’s Department to provide armed support when necessary. While a proposal has been set forth to establish a university police department, at this time Johns Hopkins and the Maryland legislature have decided that such legislation requires further consideration and should be moved to an interim study rather than acted upon this year, though it is expected to come back up for consideration sometime next year. Should this measure pass, the Senior Director for Campus Safety and Security-Homewood will need to be prepared to adjust departmental operating procedures and standards to integrate this new direction into the system, as well as work with the Director of Security Training to establish a regimen to bring current staff in line with these new procedures.
- With tremendous excitement surrounding the hiring of a new senior director, there is great opportunity for an experienced professional to put their own professional mark on JHU and the Homewood campus. The department is very excited about the opportunities that a new senior director brings to the table. This is an outstanding occasion for the successful candidate to put their professional mark on the security program and build it to a higher level based on their experience, current trends, and national best practices. Innovation is a focal point at Johns Hopkins, and, being a world-renowned institution and “brand” that focuses on cutting-edge research, there is tremendous support and high expectations from the administration for the senior director and the programs and services that emanate from this office; with the full support of the relatively new leadership in place, the opportunity exists to bring new cutting-edge innovations and initiatives to the Homewood community for a safer and more secure environment across the board. While funding is not unlimited and not all new proposals can be undertaken, the new senior director will find that well-researched ideas, backed up with comprehensive data, will be considered and given thorough vetting. Seeking out safety and security best practices at other institutions, as well as remaining current on IACLEA and other professional benchmarking opportunities, will be greatly encouraged.
- The climate between law enforcement and the student population on campus and within Baltimore is strained, so the new senior director will need to specifically address diversity, equity, inclusion, and community relations throughout the Homewood campus in an effort to rebuild trust between all parties. There have been a number of recent incidents, some of which have received national attention, between law enforcement and the community in Baltimore and around the Johns Hopkins campuses; many of these incidents have resulted in the creation of some sense of distrust and negative feelings toward safety and security officers at various levels. The new senior director will need to quickly research and assess the roots of these issues, seek to understand the needs surrounding them, and design the departmental goals and specific staff training opportunities to include education around diversity, equity, bias, discrimination, and inclusion. The senior director should continuously seek to build community relations on and around the Homewood campus, promote safety through education, and provide security staff with the proper “tools” to address the law enforcement trust issues.
Other aspects of the position and the institution that will be of interest to candidates include the points listed below.
- The Division of Safety and Security has a number of relatively new leaders in upper-level management, so there is a fresh and vibrant environment in which to work at Johns Hopkins. Subsequently, the division is also operating at an extremely fast pace, with change and growth occurring rather quickly, so the new senior director should expect to learn the position, develop a plan, and begin implementation just as quickly. With this fast pace also comes high expectations, so the new senior director should be ready to “hit the ground running” on day one!
- The senior director will have an exciting opportunity, as, according to divisional leadership, “everything is on the table, with lots of room for innovation and [implementation of] best practices.” There is tremendous room for growth, support for cutting-edge initiatives is high, and fresh new ideas are welcomed, so the new senior director will have a great amount of latitude to try new things and implement bold new initiatives within the parameters of budget and convention. Additionally, because the previous occupant of this position is now the supervisor, there is a tremendous amount of support and prior knowledge for the senior director to rely upon, as well as a pledge of ongoing and continued support from the administration for the success of this individual.
- Johns Hopkins relies greatly on contracted security and off-duty Baltimore law enforcement officers to support and enhance campus safety and security. These individuals are not Johns Hopkins employees, and generally have other full- or part-time jobs and other responsibilities, which impacts the daily needs of Johns Hopkins University. Both of these groups have managers on campus through whom the programs report, but ultimately, the senior director is responsible for the entire operation. The senior director will need to assess this system, discern its advantages and disadvantages, ensure a smooth operation, and recommend the most effective plan going forward in working with these parties.
- Because of the scope of needs at the Homewood campus, the expectations of the position are high. As a 24/7 campus, safety and security are ongoing, so the senior director should be prepared to be flexible in all aspects of the position, recognizing that the demands of the job will often not be confined to a “regular workday” during business hours.
- Because safety and security go hand-in-hand with legal issues, the new senior director will need to remain current at all times on risk management and litigious trends impacting higher education and law enforcement. All training regimens developed in conjunction with the Director of Security Training will need to include specific information regarding liability issues to reduce the risk of legal entanglements throughout the department.
- Being located in a major urban environment, crime and emergency issues can materialize quickly in and around the Homewood campus, so the senior director should be prepared with any necessary emergency preparedness plans, special operations, contingency plans, manpower allocations, and other measures necessary to ensure there are plans in place for the department to function at all times and in all circumstances.
Characteristics of the Successful Candidate
The successful candidate will possess a bachelor’s degree (master’s degree preferred) with a minimum of fifteen years of law enforcement experience in a city, county, state, university, or federal setting and at least two years of full-time senior-level leadership and supervisory experience. The successful candidate will also possess proven managerial ability with specific training in supervisory/management skills and responsibilities; demonstrated success in managing complex projects and law enforcement, security, or related organizational operations; demonstrated experience building consensus, working with teams, exhibiting sound judgment, practicing flexibility, and working within a constantly changing environment. Highly desired qualifications and skills include the ability to lead change and foster continuous improvement across an organization; demonstrated experience overseeing and managing substantial budgets; a solid commitment to customer service, working courteously and effectively with students, faculty, staff, the media, and the community; excellent administrative, organizational, oral and written communication, interpersonal, and public relations skills; commitment to a team-oriented leadership style; ability to build enduring, collaborative working relationships that engender trust and respect; the ability to work within the university community and a strong commitment to working with students; familiarity with access/control systems and surveillance technology; knowledge of Clery Act, Title IX, other compliance requirements, and IACLEA standards; strong data analysis capability; ability to maintain strict confidentiality; ability and willingness to work flexible hours; and an unwavering commitment to diversity and to promoting an inclusive campus climate.
In addition to the minimum academic and experiential requirements indicated in the Position Announcement, other desired characteristics, skills, actions, and/or abilities noted from discussions with campus stakeholder are:
- energy, command presence, an understanding of the concept of command notifications, and the ability to manage issues or to push them forward to upper administration as necessary;
- a strong background in crime deployment, CompStat, resource allocation, and law enforcement operations, preferably in an urban environment;
- previous experience in and understanding of law enforcement or security in a higher education setting is a strong plus;
- excellent problem-solving skills, with the ability to defuse conflict;
- a strategic and data-informed decision-maker who is also able to think fast on their feet;
- an individual who is adaptable to large changes on the spur of the moment, is not reactive, and can address situations with a cool and collected demeanor;
- a proactive leader, forward thinker, and a self-starter who can read the culture, determine where there is a need, develop a solution, and then present it back as a proposal to administration;
- strong relationship-building skills with both internal and external stakeholders;
- extremely organized, detail-oriented, and able to multitask at all times;
- an approachable, excellent communicator and listener with the ability to interact with and reach all levels of the University;
- possessing high levels of energy, enthusiasm, and charisma, along with the ability to engage individuals across the campus in the safety and security spectrum;
- strong customer service skills and the ability to train officers and other staff on these skills;
- flexibility in working schedules, with the realization that the needs of the Homewood campus are often not limited to the traditional workday during the week;
- an innovator with a futuristic orientation, willing to try new opportunities and remain informed on new trends and best practices;
- strong managerial skills, the ability to develop leadership skills in others, strong interpersonal skills, and the ability to interact effectively with large, diverse groups of people;
- experience in and knowledge of Clery, VAWA, Title IX, violence prevention, emergency response, sexual misconduct matters, domestic violence, bias, and discrimination, along with the ability to integrate all of this into departmental initiatives and educational priorities;
- ability to understand the student development perspective and communicate the value of community policing across the campus to stakeholders;
- an individual who really ENJOYS working and interacting with students and someone who can be the external, positive “face” of the security department; and
- political savvy and tact.
Measures of Success for the Position
At an appropriate interval after joining Johns Hopkins University, the items listed below will initially define success for the new Senior Director for Campus Safety and Security-Homewood.
- The senior director is contributing at a high level to the senior leadership team, its talent base, and cumulative decision-making ability. A consistent strategic approach and global focus by the senior director is evident.
- A thorough assessment of all units under the direction of the senior director has been conducted, a strategic plan with appropriate goals and priorities has been devised, and there is clear progress towards goal achievement.
- The senior director has quickly formed meaningful working relationships with local law enforcement command and with community associations.
- A strong and resilient team has been formed, key vacancies have been filled, and excellent working relationships with all direct reports are clearly in place.
- Benchmarking against other institutions’ safety and security operations and protocols is ongoing and a culture of continuous improvement throughout the campus safety and security department of Johns Hopkins has been adopted and is well-supported.
- The senior director has been instrumental in advancing the safety and security of the institution through a deliberate and comprehensive effort to enhance crime prevention and emergency preparedness through the use of predictive analytics and, in conjunction with the new Director of Security Training, an ongoing commitment to staff training and development.
- A comprehensive series of satisfaction surveys have been undertaken, and results have shown an increase in the campus’s sense of safety and security, a more positive relationship between the students and campus law enforcement, and the number of overall complaints are in decline.
- Communication between Campus Safety and Security and the campus at large is transparent, consistent, and timely.
- The department and senior director are defined by a high level of customer service deserving of the respect and appreciation of the campus community.
History of the Position
Given that the Homewood campus is home to the largest concentration of undergraduate students, faculty, and staff at Johns Hopkins University (JHU), the Senior Director for Campus Safety and Security-Homewood position was recently reclassified from director to senior director in response to the significant breadth of responsibilities associated with the positon. The position has been vacant since early 2018, when Christina Presberry, the previous director, accepted a promotion to become the Executive Director of Campus Safety and Security, expanding her portfolio of oversight beyond the Homewood campus to also include two other academic campuses, Harbor East and Peabody Institute.
Additionally, the University hired Melissa Hyatt in early 2018 as the new Vice President for Security, replacing the previous vice president, who retired after five years, to lead all safety and security initiatives for both the University’s academic campuses and the JHU Medical Center. Filling the Senior Director for Campus Safety and Security-Homewood with an experienced law enforcement professional who will partner with senior leaders and continue efforts to support a high functioning force committed to first-class service and the integration of emerging technology and national best practices is of great importance to the institutional leadership.
Homewood Campus Safety and Security Office
There are more than 400 campus police officers, security personnel, and support staff charged with keeping the Homewood campus and the surrounding communities safe and secure.
Officers patrol campus on foot, bikes, Segways, and in security vehicles. They receive specialized training in cultural diversity, sexual harassment, hate crimes, AED/first aid, community policing, and crime prevention. They do not carry firearms.
For emergencies, 117 blue light call stations are located on or near campus—pressing a button will sound an alarm and connect with the 24-hour Homewood Communication Center. There are also 186 smart CCTV cameras on- and off-campus that allow security officers to watch for criminal activity or safety issues.
Annual Security Report
Please visit the following link to review the 2017 Annual Security and Fire Safety Report: http://security.jhu.edu/_template-assets/documents/annual_report.pdf
An Overview of the Division
The Division of Campus Safety and Security strives to ensure that Johns Hopkins is a place where students, faculty, and staff are able to enjoy rewarding academic and social experiences.
Division Org Chart
Melissa Hyatt, Vice President for Security
Melissa Hyatt joined Johns Hopkins in April of 2018 as the Vice President for Security. In her current position she has global security responsibilities for both Johns Hopkins University and Johns Hopkins Medicine.
Prior to her current role, Hyatt served in the Baltimore Police Department for 20 years. She has been awarded numerous departmental citations and commendations for her outstanding work. She began her career by walking-foot in the Park Heights community of Northwest Baltimore. Hyatt quickly rose through the ranks and eventually retired as the Chief of the Special Operations Division. Throughout her career she held numerous positions, including roles in the patrol districts of the Northwestern, Southwestern, and Northeastern, Chief of Staff to the Police Commissioner, Area Commander, and Chief of Patrol.
Hyatt’s specialization was in incident management. She served as incident commander for Baltimore City’s Violence Reduction Initiative and many large scale public events, including the Star-Spangled Spectacular, Light City, the Baltimore Marathon, and the Baltimore Grand Prix.
In 2013, Hyatt was selected by Baltimore Sun Magazine as one of the “50 Women to Watch” and by Baltimore Magazine as one of its “40 under 40”. She received the Mayor’s Medallion for Meritorious Service in 2016 and the Woodrow Wilson Award for Distinguished Government Service from Johns Hopkins University in 2017. In June of 2018, Hyatt received a Governor’s Citation in recognition of the many personal and professional contributions she made during her tenure with the Baltimore Police Department.
Hyatt’s education includes a BA in Criminal Justice from University of Delaware and a MS in Management from Johns Hopkins University. She attended the Naval Postgraduate School’s Center for Homeland Defense and Security’s Executive Leaders Program, the 250th session of the FBI National Academy, the United Nation’s Police Commanders Course, and the Major Cities Chiefs Police Executive Leadership Institute. She has also completed the University of Maryland University College Police Leadership Program.
Hyatt spent several years serving as the Baltimore Police Department liaison for the Maryland Law Enforcement Torch Run to benefit Special Olympics (including the Polar Bear Plunge) and served on the executive board of the Inner Harbor Project. Hyatt was the law enforcement lead in Baltimore for PeacePlayers International and assisted the organization with launching its pilot program in Baltimore. She also co-founded the “Bridging Officers and Students with Swimming” Program and served as the police department director of the Parks and People Foundation’s Baltimore Middle School Lacrosse League.
The Johns Hopkins University opened in 1876, with the inauguration of its first president, Daniel Coit Gilman. “What are we aiming at?” Gilman asked in his installation address. “The encouragement of research … and the advancement of individual scholars, who by their excellence will advance the sciences they pursue, and the society where they dwell.”
The mission laid out by Gilman remains the university’s mission today, summed up in a simple but powerful restatement of Gilman’s own words: “Knowledge for the world.”
What Gilman created was a research university, dedicated to advancing both students’ knowledge and the state of human knowledge through research and scholarship. Gilman believed that teaching and research are interdependent, that success in one depends on success in the other. A modern university, he believed, must do both well. The realization of Gilman’s philosophy at Johns Hopkins, and at other institutions that later attracted Johns Hopkins-trained scholars, revolutionized higher education in America, leading to the research university system as it exists today.
After more than 130 years, Johns Hopkins remains a world leader in both teaching and research. Eminent professors mentor top students in the arts and music, the humanities, the social and natural sciences, engineering, international studies, education, business and the health professions. Those same faculty members, and their research colleagues at the university’s Applied Physics Laboratory, have each year since 1979 won Johns Hopkins more federal research and development funding than any other university.
The university has nine academic divisions and campuses throughout the Baltimore-Washington area. The Krieger School of Arts and Sciences, the Whiting School of Engineering and the School of Education are based at the Homewood campus in northern Baltimore. The Bloomberg School of Public Health and the schools of medicine and nursing share a campus with The Johns Hopkins Hospital in east Baltimore. The Carey Business School is located in Harbor East in downtown Baltimore. The Peabody Institute, a leading professional school of music, is located on Mount Vernon Place in downtown Baltimore. The Paul H. Nitze School of Advanced International Studies is located in Washington’s Dupont Circle area.
The Applied Physics Laboratory (APL) is a division of the university with a non-academic, research-based mission. APL, located between Baltimore and Washington, supports national security and also pursues space science, exploration of the solar system, and other civilian research and development.
Johns Hopkins also has a campus near Rockville in Montgomery County, Maryland, and has academic facilities in Nanjing, China, and in Bologna, Italy. It maintains a network of continuing education facilities throughout the Baltimore-Washington region, including centers in downtown Baltimore, in downtown Washington, and in Columbia.
Baltimore is the largest city in the state of Maryland, the largest independent city in the United States, and the 26th most populous city in the country. It is located in the central area of the state along the tidal portion of the Patapsco River, an arm of the Chesapeake Bay. The independent city is often referred to as Baltimore City to distinguish it from the surrounding Baltimore County.
Founded in 1729, Baltimore is the second-largest seaport in the mid-Atlantic United States and is situated closer to Midwestern markets than any other major seaport on the East Coast. Baltimore’s Inner Harbor was once the second leading port of entry for immigrants to the United States and a major manufacturing center. After a decline in major manufacturing, industrialization, and rail transportation, Baltimore shifted to a service-oriented economy, with the Johns Hopkins Hospital (founded in 1889), and Johns Hopkins University now serving as the city’s top two employers.
As of July 2013, the city’s population was approximately 622,000. The Baltimore Metropolitan Area has grown steadily to approximately 2.7 million residents. The greater Baltimore-Washington metropolitan area is home to approximately 9.4 million residents (as of 2013).
With hundreds of identified districts, Baltimore has been dubbed “a city of neighborhoods,” and recently has become known as “Charm City,” to go along with its older moniker of “The Monumental City” (coined by sixth President John Quincy Adams in 1827). Writers Edgar Allan Poe and H.L. Mencken, along with jazz musician James “Eubie” Blake and singer Billie Holiday, have bolstered the city’s cultural standing. The city’s role in the War of 1812 and Francis Scott Key’s writing of “The Star-Spangled Banner,” which later became the American national anthem, have also contributed to the city’s historical importance.
According to the Brookings Institution, almost a quarter of the jobs in the Baltimore region are science, technology, engineering, and math positions. The Baltimore area is known for health and science, which is in part attributed to Johns Hopkins University, with its extensive undergraduate and graduate schools, the University of Maryland at Baltimore, and other smaller schools such as the University of Baltimore, the suburban University of Maryland-Baltimore County, (in Catonsville), Loyola University, Notre Dame University Maryland, Stevenson University, Goucher College (in suburban Towson), and the Maryland Institute College of Art.
Today, enhancing and enriching ties to Baltimore is one of President Daniels’ key priorities for the university community. As the city’s largest anchor institution, Johns Hopkins feels the constant pull of urban issues and is answering the call with major investments. Johns Hopkins is committed to building community through collaborations with those vested in the improvement of Baltimore, including neighborhood leadership, business interests, nonprofits, institutions, foundations, and government. The Homewood Community Partners Initiative is a unique university-community partnership that includes ten neighborhoods and one commercial district around the Homewood campus. The goal of the partnership is to boost quality of life in the surrounding neighborhoods, reduce blight, improve education, catalyze commercial and retail development, and strengthen local hiring and purchasing. In 2012, Johns Hopkins University committed $10 million to the initiative.
The university is also actively involved in the revitalization of East Baltimore. Along with the Annie E. Casey Foundation and others, Johns Hopkins has invested in the large-scale projects designed to reverse historical trends and transform the neighborhood into a thriving mixed-income community for families, businesses and public institutions. Collectively, about $650 million has been invested in the project to date. Operating under a contract with Baltimore City Public Schools, Henderson-Hopkins is a K-8 school serving 260 students in a new $43 million, 90,000-square-foot facility on a seven-acre campus within the East Baltimore Development Inc. redevelopment area. The school shares the site with the $10 million, 30,000-square-foot Harry and Jeanette Weinberg Early Childhood Center.
In fiscal year 2014, it is estimated that Johns Hopkins’ economic impact was more than $9.1 billion statewide and $4.7 billion in Baltimore City.
For more information: https://baltimorecitychamber.org/
The mission of The Johns Hopkins University is to educate its students and cultivate their capacity for life-long learning, to foster independent and original research, and to bring the benefits of discovery to the world.
A Vision for Johns Hopkins by 2020
The Ten by Twenty, which was released in May 2013, is an articulation of priorities for the university through the remainder of the decade.
It seeks to map our exceptional history, the approaching challenges, and the boundless opportunities that lie ahead. The plan took shape through conversations across the university over several years, and in particular, more than 35 discussion sessions with over 1,000 members of our community—faculty, students, staff, alumni, deans, and trustees.
For more information: https://10x2020progress.jhu.edu/2017/
Ronald J. Daniels, President
Ronald J. Daniels is the 14th president of Johns Hopkins University and a professor in the Department of Political Science.
Since taking office in 2009, Daniels has focused his leadership on three overarching themes: enhanced interdisciplinary collaboration, individual excellence, and community engagement. These themes are the backbone of Ten by Twenty, the university’s strategic vision through 2020, and underscore the priorities of Rising to the Challenge, Johns Hopkins’ largest-ever fundraising campaign, a $5 billion effort. (To review the Ten by Twenty plan, please visit the following webpage: http://web.jhu.edu/administration/president/files/TenByTwenty.pdf.)
Under Daniels’ leadership, the university has launched a series of transformative, multidisciplinary initiatives that seek to advance the understanding of some of society’s most vexing issues, from realizing the promise of individualized health to addressing the challenges facing urban environments. With the extraordinary support of Johns Hopkins alumnus Michael Bloomberg, the university began recruiting 50 new Bloomberg Distinguished Professors whose appointments in two or more divisions create bridges between diverse departments. Daniels is also championing a university-wide vision for innovation, bolstering the efforts of faculty, staff, and students to translate their discoveries into novel technologies. As chair of the executive committee of Johns Hopkins Medicine, Daniels serves as a link between the university and Johns Hopkins Health System.
During Daniels’ tenure, the university has made a significant commitment to transforming the undergraduate experience by providing a rich and distinctive co-curricular environment and investing heavily in student access. The undergraduate financial aid budget has increased by roughly 10 percent each year since 2010. The university has also committed millions of dollars to graduate stipend supplements for doctoral candidates in arts and sciences. Significant support and investment is being made to enhance the undergraduate experience and overall quality of student life.
A law and economics scholar, Daniels focuses his research on the intersections of law, economics, development, and public policy in areas such as corporate and securities law, social and economic regulation, and the role of law and legal institutions in promoting third-world development. His recent writing has focused on advocating for young investigators in American life-science research and on the role of the research university in promoting community development. He is the author or co-author of seven books and dozens of scholarly articles, as well as a fellow of the American Academy of Arts & Sciences.
Before coming to Johns Hopkins, he was provost and professor of law at the University of Pennsylvania and dean and James M. Tory Professor of Law at the University of Toronto.
Daniels earned an LLM from Yale University in 1988 and a JD in 1986 from the University of Toronto, where he served as co-editor-in-chief of the law review. He received a BA from the University of Toronto in 1982, graduating with high distinction. He has been visiting professor and Coca-Cola World Fellow at Yale Law School and John M. Olin Visiting Fellow at Cornell Law School.
The Academic Program
Johns Hopkins enrolls more than 24,000 full- and part-time students throughout nine academic divisions. Our faculty and students study, teach, and learn across more than 260 programs in the arts and music, the humanities, the social and natural sciences, engineering, international studies, education, business, and the health professions.
In 2016-17, they awarded nearly 1,500 bachelor’s degrees—most to undergraduates from the Krieger School of Arts and Sciences and the Whiting School of Engineering, but also to students from our Carey Business School, Peabody Conservatory, and School of Education.
The university offers 52 academic majors and 48 minors at its Homewood campus, and—with no core curriculum—the freedom to explore and combine your academic.
Programs of Undergraduate Study
- Majors: 52
- Minors: 44
- Krieger School of Arts and Sciences
- Whiting School of Engineering
- Carey Business School
- School of Education
- School of Medicine
- School of Nursing
- Peabody Institute
- Bloomberg School of Public Health
- School of Advanced International Studies (SAIS)
- Number of faculty: 4,281
- Student/faculty ratio: 10:1
- Faculty with PhD or terminal degrees: 92%
Current faculty at Johns Hopkins are distinguished scholars and many have received the most prestigious awards bestowed on members of the academy.
|Award||Number of Recipients|
|American Academy of arts & Sciences||52|
|Health and Medicine Division Members||57|
|Lasker Medical Research Awards||7|
|National Academy of Engineering Members||4|
|National Academy of Science Members||27|
|National Medal of Science Winners||3|
|National Medal of Technology Winner||1|
|Presidential Medal of Freedom Winners||2|
|Pulitzer Prize Winners||1|
Freshman Admission Selectivity (2018)
- Applicants: 29,129
- Admitted: 2,284
- Enrolled: 1,319
- Admit rate: 13 percent
- Early Decision available? Yes
- Early Decision applicants: 2,037
- Admitted Early Decision applicants: 610
- Middle 50th percentile for admitted students:
- SAT Composite: 1480–1550
- ACT: 33–35
Programs of Study
- Majors: 52
- Minors: 46
Most Popular Majors (Homewood)
- Public Health Studies
- International Studies
- Biomedical Engineering
‘U.S. News & World Report’
2019 undergraduate rankings
- National university: 10 (tie)
- Undergraduate engineering: 14 (tie)
- High school counselor ranking: 6 (tie)
On lists of schools that are noted for socioeconomic diversity, innovation, and that are considered the best values.
- Enrolled undergraduates: 6,017
- Geographic origin: all 50 states, 70 nations
- Male/female ratio: 51/49 percent
Enrollment by racial/ethnic category:
- 29 percent white
- 30 percent Asian/Pacific Islander
- 14 percent Hispanic
- 11 percent Black
- <1 percent American Indian/Alaskan Native
- 5 percent ethnicity unknown
- 11 percent international
Freshman retention rate: 97 percent
Johns Hopkins University offers a comprehensive benefits program, including:
- Medical, dental and pharmacy programs;
- A retirement plan;
- Employee and dependent life insurance plans;
- Flexible Spending Accounts — health care and dependent care;
- Personal accident insurance with individual and family coverage options;
- Short-term disability;
- Long-term disability paid by the university;
- Exceptional education and tuition programs for staff, spouse, domestic partners, and children;
- Vacation, sick, and holiday leave;
- Travel accident insurance paid by the university;
- Pre-tax commuting-to-work program; and
- Domestic partner benefits.
The Work/Life Program helps Johns Hopkins employees achieve a healthy balance between work, personal life, and academic pursuits. Offerings include:
- Adoption assistance program;
- Faculty and staff program that provides support and referral;
- Relocation dual-career program;
- Dependent care program;
- Career management support;
- Special events and discounts;
- Community service opportunities;
- Access to university libraries, cafeterias, and athletic centers; and
- Learning and professional development opportunities, resources, and tools.
A summary of benefits is available on the human resources website at http://benefits.jhu.edu/
Review of applications will begin December 14, 2018, 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 email@example.com. Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895.
Visit the Johns Hopkins University website at www.jhu.edu
Johns Hopkins University is an equal opportunity employer and does not discriminate on the basis of race, color, gender, religion, age, sexual orientation, national or ethnic origin, disability, marital status, veteran status, or any other occupationally irrelevant criteria. The university promotes affirmative action for minorities, women, disabled persons, and veterans.