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Position Profile 


Johns Hopkins University seeks an innovative, strategic, and collaborative leader to serve as the next dean of the School of Education (SOE).  The dean is responsible to the president and provost of the university for all aspects of the school’s academic programs, research activities, fundraising, finances, outreach, and other operations. The next dean will be expected to foster the highest standards of research, teaching, and service and to deepen further the collaborations and interactions with other schools of the university and community partners. As a member of the senior academic leadership team in the highly decentralized environment of Johns Hopkins, the dean will benefit from and be expected to further the university’s goals as outlined in the Ten by Twenty vision.

Founded as a standalone school in 2007—but drawing upon a century of Johns Hopkins University’s involvement in preparing educators to make a difference in the lives of children, youth and adults—the School of Education has had remarkable achievements in a few short years, including the incorporation of large research and development centers, the construction and opening of the Henderson-Hopkins School to serve the East Baltimore community, the establishment of a new leadership structure, the recruitment of the SOE’s first Bloomberg Distinguished Professorship (jointly with the Krieger School of Arts and Sciences), and the launch of new PhD, online EdD, and Teach for America and Master of Education programs. The school, located on Johns Hopkins University’s Homewood campus with satellite campuses near Washington D.C., employs 75 faculty and annually enrolls 2,000 students and awards 500 master’s degrees.

The School of Education is grounded in the Johns Hopkins tradition of research and innovation; it prepares educational leaders and develops research-based models of instruction that are making lasting improvements in student achievement, from early childhood to the adult learner. The school is committed to transforming the nation's educational system through an interdisciplinary approach to instruction and research that creates evidence-based models for teaching, school administration, special education and counseling. From whole school curriculum to the turnaround of troubled school programs, SOE faculty are bringing cutting edge ideas to school reform that are being recognized as national and international models.



The next dean will lead the School of Education during a crucial period of development and self- definition. She or he will have the opportunity to capitalize on the significant momentum and engagement within the school, across the university, and in the community. SOE’s innovative academic programs and research address the most pressing needs of PK-12 schools, especially in the most challenged urban contexts: recruiting, preparing and retaining a new generation of highly qualified teachers; building school leadership capacity in an era of heightened accountability; helping children with special needs to reach their full potential; developing research-based curricula focused on school improvement and enhanced student achievement; closing the achievement gap; and addressing social and emotional needs of children, youth, and families. This work is supported by the school’s nationally recognized  research and development  centers:  the Center for Research  and  Reform  in  Education, Center for Social Organization of Schools,  Center for Technology in Education,  Institute for Education Policy.

The school has teaching and learning partnerships with school districts, state agencies, non-profit and for-profit organizations, community agencies, and other Johns Hopkins units to improve the lives of others and create new knowledge. Among these endeavors is the Henderson-Hopkins School, an eight- acre, $43 million facility that also includes the Harry and Jeanette Weinberg Early Childhood Center. Co- operated by the School of Education and Morgan State University, the Henderson-Hopkins School is the first new public school to be built in East Baltimore in more than 20 years. Other key SOE partnerships include an active collaboration with  Teach for America (TFA) through which more than 1,100 teachers have received their degrees from the school in the last decade, and with the Success for All Foundation, an allied, locally-based organization with a synergistic mission.

In addition, the next dean will benefit from and be expected to leverage other Johns Hopkins initiatives and endeavors. The Science of Learning Institute, which reflects a signature initiative of the university’s $5 billion Rising to the Challenge campaign, serves to advance the understanding of learning across disciplines such as cognitive science, psychology, neuroscience, computer science, engineering, public health, policy, and education, and to foster a culture of dialogue and collaboration among scientists, practitioners, educators, policymakers, and business leaders. The Center for Talented Youth (CTY) is another potential partner. CTY identifies and develops the talents of the most advanced K-12 learners worldwide and is a national voice that supports and encourages academic talent and achievement.

The School of Education is located on the university’s Homewood campus—129 acres of greenery bounded on all sides by residential areas. The dean shares responsibility for the Homewood campus physical plant with other deans and the university administration. The Baltimore Museum of Art sits on the southwest corner of the campus, which is a short drive from Baltimore’s Mount Vernon cultural district, home to the Baltimore Symphony Orchestra, Walters Art Museum, Center Stage, and the university’s Peabody Institute. The Homewood campus is three miles from the heart of downtown Baltimore. Washington, D.C., Philadelphia, and New York City are easily reachable by train or car, and Baltimore-Washington International Thurgood Marshall (BWI) Airport is a short drive from campus.



The next dean will lead the School of Education through its ongoing development and be expected to:
  • Advance the vision for the school
    The dean will lead the effort to identify new and/or deepen the areas of research expertise; recruit, retain and mentor world-class faculty; and inspire continuous improvement at all levels of the school.
  • Forge new and additional opportunities in the region and nationally
    The school is a 10-minute drive from the Maryland Department of Education in a state with only 24 school districts, and is an hour away from the U.S. Department of Education. The dean must be a visible leader in policy and practitioner realms.
  • Lead and manage institutional support and capabilities
    The school features multiple research and development centers and operates a local K-8 school. The next dean will need to further organize and develop appropriate support systems for faculty, staff, and students.
  • Provide leadership for educational programs
    The school offers a wide array of campus-based and online professional and graduate degree programs. The dean will be expected to sustain and to bring these programs into maturation and to foster a culture of assessment of their impact.
  • Build and leverage collaboration across the university
    The dean will be expected to strengthen existing relationships and forge new ties with initiatives and units across Johns Hopkins, such as the Science of Learning Institute and the Center for Talented Youth.
  • Nurture community partnerships
    The school has numerous relationships with national and local organizations. The dean must ensure productive relationships among all constituencies engaged in these activities. Chief among such partnerships is that with the Henderson-Hopkins School.
  • Manage resources to insure a strong financial future
    The school’s long-term mission can only be accomplished if the school is in sound financial order. The dean must continue to manage resources wisely, maintaining sound budgetary controls and engaging in significant fundraising.
  • Increase resources through fundraising
    The dean will have to dedicate significant time and attention to raising funds from donors, both large and small. He or she will need to increase the depth of the donor pool and to ensure that the school is positioned to maintain those relationships in the years to come.
  • Serve as one of the university’s senior leaders
    Deans at Johns Hopkins have significant autonomy within their schools. At the same time, certain resources and processes are institutional, such as setting tuition and allocating prospective donors. The dean must be an effective advocate in university-wide settings.
  • Strengthen diversity
    Diversity in thought and practice is the lifeblood of academic excellence and institutional strength. The dean will need to strengthen efforts to enhance the diversity of the faculty and student body and to ensure that students are prepared for success as professionals in diverse educational and organizations contexts.




The ideal candidate will have the following professional qualifications and personal characteristics:

  • Academic stature: Distinguished academic accomplishments, commensurate with appointment at the rank of professor, and appropriate to the leadership of a school with a tradition of excellence in research, teaching, and service.
  • Academic leadership: Proven ability in fostering and the strong commitment to the continued excellence of the educational and research programs of the university and the school, and respect for the dedication of an outstanding faculty.
  • Fundraising skill: Some experience in development and the willingness to serve as the lead fundraiser, engaging others often and as appropriate, on behalf of the school.
  • Management experience: Experience managing complex organizational structures, in particular the ability to work effectively in a decentralized environment, and a proven ability to forge consensus and draw different constituencies together toward shared goals.
  • Community engagement: Adept skills in working with community leaders and in establishing mutually beneficial relationships that serve the public good, provide opportunities for students and faculty, and create new knowledge that addresses contemporary challenges in child and adolescent education.
  • Financial sophistication: Substantial sophistication and experience in financial management.
  • Effective communication: Accessibility and the ability to communicate effectively with faculty, senior administrators, trustees, staff, students, alumni, donors, and other constituents.



Johns Hopkins University was founded on the principle that by pursuing big ideas and sharing knowledge, it makes the world a better place. For 140 years, the university has sustained and delivered on that vision and mission. The university has approximately 6,500 faculty, 6,200 undergraduate students, and 17,600 graduate students arrayed across 230 degree programs at the baccalaureate, master’s, and doctoral levels. Perennially ranked as the nation’s leader in annual research expenditures, the university has exceeded its own standard over the past decade because of excellent academic leadership, committed faculty and students, innovative international programs, high levels of collegiality, and exceptional interdisciplinary collaboration. In the past five years, federal research awards and expenditures have grown from $2.6 billion to $2.9 billion. In fiscal year 2016 the university’s revenue is budgeted at $5.3 billion. The university’s endowment is approximately $3.3 billion.

Johns Hopkins comprises 10 divisions—the Krieger School of Arts and Sciences, Whiting School of Engineering, Carey Business School, schools of Education, Medicine, and Nursing, Bloomberg School of Public Health,  Peabody Institute,  Nitze School of Advanced International Studies (SAIS), and Applied Physics Laboratory—as well the university libraries and numerous centers, institutes, and affiliates. Johns Hopkins has approximately 150 field offices and nearly 3,000 employees around the globe. In addition, about 12% of Johns Hopkins undergraduates and 22% of graduate students are international. Together, the Johns Hopkins Institutions, which includes the university and health system, are the largest private employer in Maryland, employing 46,000 people, 40,000 of whom work in Baltimore City. The Johns Hopkins Institutions generate more than $7 billion annually in regional economic impact. For more information see the  Johns Hopkins Fact Book.



Inquiries, nominations and applications are invited. The search will remain open until the position is filled but candidate materials should be received as soon as possible. Candidates should provide a curriculum vitae, a letter of application, and the names and contact information of five references. References will not be contacted without prior knowledge and approval of candidates.

Johns Hopkins is an equal opportunity/affirmative action employer committed to recruiting, supporting, and fostering a diverse community of outstanding faculty, staff, and students. All applicants who share this goal are encouraged to apply.

Materials should preferably be sent via e-mail to the University’s consultant, Dr. Jonathan Fortescue of Park Square Executive Search, at Mailed documents can be sent to Jonathan Fortescue, Ph.D., Managing Partner, Park Square Executive Search, 125 Summer Street, 18th Floor, Boston, MA 02110. Phone: 617-401-2981.