The beginning of the academic year is a time filled with anticipation, energy and the promise of new possibilities. After a year marked by many academic triumphs — but also an intense national focus on how higher education lives up to its ideals for building knowledge and understanding — we remain focused on Brown’s core mission of education and discovery. We continue to make progress on a wide range of academic priorities that demonstrate Brown’s commitment to solving global problems and confronting complex 21st-century challenges while empowering students to advance their intellectual growth.

In this letter, I will share some of our most significant academic priorities for the coming year. These include initiatives supporting the academic infrastructure that lies at the foundation of the work we do every day, and others that seek to build on our strength in emerging areas of education, research, innovation and scholarship. 

While these priorities do not encompass all of the excellent work we’ll do in the year ahead, those outlined in this letter represent areas of growth that will be a focus in the 2024-25 academic year: (1) reaffirming our commitment to academic freedom; (2) ensuring Brown’s financial health and financial sustainability; (3) taking a distinctive and responsible approach to AI; (4) advancing groundbreaking research in the integrated life sciences; (5) supporting the humanities; (6) establishing the School of International and Public Affairs; (7) strengthening support for research across all scholarly fields; and (8) addressing classroom space limitations.

But first, I want to acknowledge the incredible contributions to Brown’s academic enterprise that all of our faculty and staff continue to make in our ever-changing educational landscape. Your unwavering dedication has been instrumental in maintaining the high standards of our academic programs and ensuring that our students continue to receive an exceptional education. As we move into this new academic year, I am eager to build upon the foundation of excellence we have established together.

1. Reaffirming our commitment to academic freedom

Academic freedom fosters an environment where knowledge can be advanced, and where innovation and critical thinking thrive. Over the past year, the principle of academic freedom has come under national and international scrutiny. We understand that with academic freedom comes great responsibility to engage in activities with integrity, respect and a commitment to the “highest standards of scholarly excellence.” It is through this balance of academic freedom and responsibility that we sustain and strengthen the bedrock of our academic community.

We will continue to provide opportunities to discuss these issues. As one example, I will moderate a discussion about academic freedom with Frederick M. Lawrence, former President of Brandeis University and Distinguished Lecturer at the Georgetown Law Center, on Sept. 18, 2024, at 4 p.m. I hope you will plan to join me at this event.

2. Ensuring Brown’s financial health and financial sustainability 

The University announced when our budget was developed in the spring that, with $1.79 billion in revenues and $1.83 billion in expenditures, the approved FY25 budget projects an operating deficit of $46 million for FY25, which is 3% of total revenue. Limiting annual deficits will be an important priority in the coming years, even as we continue to invest in academic priorities. 

As I noted at the conclusion of the FY25 budget process, Brown has experienced tremendous growth in its education and research over the last decade, fueled by high investment returns, successful fundraising, additional students, and access to credit at low interest rates in a low-inflation environment. That fiscal environment has enabled the University to continue to invest in research, teaching, student support, campus development and other priorities.

However, the financial climate continues to shift, and multiple factors are creating considerable financial pressure for the University. These include a forecast of declining annual contributions to the operating budget from the endowment, with more modest investment returns than in recent record-setting years; and the need to keep pace with wage growth for employees, recognizing the impact of inflation on living costs. While inflation is expected to ease slightly, we can expect it to remain higher than the low inflation that persisted for much of the last decade.

Careful financial management will be essential in the coming years. Over the course of this academic year, we will develop targets and plans to bring our budget into balance while continuing to make the strategic investments required to elevate Brown’s impact as a leading research university. We will do this important work in consultation with the University Resources Committee – a joint committee of faculty, staff, students and administrators – and other campus partners.

3. Taking a distinctive and responsible approach to AI

We are advancing our efforts to address the transformative role that artificial intelligence (AI) is playing in higher education. The landscape of teaching, learning and research is rapidly evolving, and AI presents both opportunities and challenges that we must navigate with thoughtful consideration. 

As President Paxson mentioned in her letter last week, I engaged faculty in the past year to develop a strategy for AI research that will involve faculty, staff and students across all academic disciplines. I have convened a broad group of faculty to consider the evolving landscape of AI and discuss innovative ways to improve learning outcomes and inform research directions across all disciplines. That group is developing a set of recommendations to present to the Academic Priorities Committee this fall. In parallel, the Sheridan Center for Teaching and Learning will lead the new Committee on Generative AI and Teaching and Learning, which will explore the policies, practices and approaches to generative AI that will best position Brown to support innovative and equitable teaching and learning, including developing pilot initiatives. 

We are currently conducting an internal search for an Associate Provost of Artificial Intelligence. The position has been made possible thanks to funding from a generous donor, and efforts are underway to identify further funding opportunities among government agencies, corporate support and philanthropic gifts. The Associate Provost, a tenured faculty member, will provide leadership on AI activities, development, use and policy across the academic and operational missions of the University. You will hear more later this fall once an exceptional leader has been chosen to fulfill this role. 

For the fall, we will continue our campus-wide discussion series, “Conversations on AI and our data-driven society,” which we will convene throughout the academic year. The next discussion, “What is intelligence, and why does it matter?” will take place on Oct. 8, 2024, at 4 p.m. Check the discussion series webpage for registration information coming soon. 

4. Advancing groundbreaking research in the integrated life sciences

Site mobilization is underway in the Jewelry District for our new integrated life sciences research facility, where Brown’s exceptional faculty, students and staff will tackle some of the most daunting challenges facing human health globally. A defining hallmark of the Brown ethos is collaboration that transcends traditional boundaries, including in the life sciences, where biomedical experimentalists, engineers, physicians, computer scientists, applied mathematicians and entrepreneurs work closely together. This integrated approach allows for stronger partnerships between Brown and the biotech sector, accelerating the timeline to clinical impact.

Scientists and engineers at Brown are already engaged in groundbreaking work pursuing new discoveries and solutions. Brown is becoming a global hub for RNA research, with a new Brown RNA Center set to untangle the mysteries of human RNA. This research could be instrumental in preventing and developing treatments for a wide variety of complex diseases. We intend to build on this work over the course of this academic year.

5. Supporting the Humanities 

In July, the Cogut Institute for the Humanities established the Center for Environmental Humanities at Brown to advance interdisciplinary humanistic inquiry addressing an uncertain planetary future. With financial support from my office, the Center for Environmental Humanities will elevate humanities research, teaching and community work that produces balanced, resurgent and just modes of living on a changing and damaged planet. An internationally recognized center will amplify the faculty-led research and programming supported by the Cogut Institute and build on an already rich array of courses offered across multiple departments. To further support the humanities, we recently completed major renovations to Andrews House, a 123-year-old building that will serve as the new home to the Cogut Institute. This beautiful 22,000-square-foot space will be a hub for cross-disciplinary humanities research and learning on campus. 

Exciting changes are also happening at the Brown Arts Institute (BAI). This week, Sydney Skybetter, Associate Professor of Theatre Arts and Performance Studies, begins his role as Faculty Director of the BAI, where he will be responsible for developing and implementing the Institute’s academic vision. Sydney will collaborate closely with the BAI’s Artistic Director to align the Institute’s academic and artistic activities. 

We will continue to support teaching and research that advances disciplinary and cross-disciplinary work, both within the humanities and between the humanities and the social, physical, and life sciences.

6. Establishing the School of International and Public Affairs

As the President outlined in her letter last week, a new School of International and Public Affairs will officially be established on July 1, 2025. A planning process is underway to define the optimal structure of the School and to prepare for a successful launch. Staff and faculty are working with the interim Watson Director, Wendy Schiller, to ensure that each area of excellence – from the research centers to the curricular offerings to the academic programming – is aligned with the school’s mission and ready for the transition. In the coming months, we will be conducting a search for the inaugural director of the new school. 

7. Strengthening support for research across all scholarly fields

I am pleased to announce that J. Martin (Marty) Scholtz has been appointed as Brown's new Deputy Vice President for Research, effective Sept. 15, 2024. The addition of a Deputy Vice President for Research to the Office of the Vice President for Research (OVPR) adds considerably to our research infrastructure by extending OVPR’s organizational structure and resources to support faculty in crucial areas. OVPR will also be able to partner with Brown’s academic deans to build school-level research support hubs – improving service to all units across the University and enhancing overall support for principal investigators. 

As Deputy Vice President, Marty will serve as an executive leader for research operations, overseeing key operational units within OVPR and managing campus-wide research administration, infrastructure and services. He will serve as a close partner to the Vice President for Research while spearheading major, multi-phase initiatives in the research space, including the Brown Innovation and Research Collaborative for Health (BIRCH) integration, which brings together the research conducted by Brown University’s Division of Biology and Medicine, Lifespan Health System, and Care New England under one administrative umbrella. Stephanie Endy will retain her leadership role as Associate Vice President for Research, and she and Marty will work collaboratively to ensure the smooth functioning of OVPR until a new vice president is appointed.

8. Addressing classroom space limitations

Over the past several semesters, we have experienced an increasing demand for classroom space across all our curricular endeavors. While this is a positive indicator of Brown’s success, it has also placed considerable strain on our classroom facilities. We are actively working on both short-term and long-term solutions. During the fall semester, I will be working with Ira Wilson, Associate Provost for Academic Space and academic leaders to implement new measures to more effectively use classroom space across campus. 

Conclusion

Your role in realizing our academic priorities is crucial, and I am confident that, together, we will continue to elevate our University’s reputation as a leader in higher education. Your feedback, ideas and concerns are invaluable as we work to achieve our shared goals. Thank you for your dedication, passion and the countless contributions you make to our University. 

I am wishing you a productive and inspiring academic year ahead.

Sincerely,

Francis J. Doyle III, Provost