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Thomas Jefferson University
Strategic Plan 2030

Creating Our Third Century

This strategic plan, “Creating our Third Century,” was developed during Jefferson’s bicentennial celebration—a time that recalled the historic creation of a medical college in 1824 and the current Jefferson, which includes not only a university, but a substantial health system and insurance plan.  Thomas Jefferson University, itself, is the product of the union of two respected, professionally focused universities that wanted to create better opportunities for students.  This long tradition of preparing students for their chosen professions is the platform upon which the university’s strategy will be launched.

The data suggest that the 2017 merger between Philadelphia University and Thomas Jefferson University was indeed successful. The integration of the two institutions created the foundation and impetus for this strategic plan, drawing on the collaborative successes of the past to create strategies on which Jefferson can grow.  Growth will be measured in many ways, including reputation and influence.

The success of this strategic plan will also be measured by the continued expansion of meaningful collaborative opportunities by faculty, researchers, staff and students.  Jefferson’s success in preparing students for success in their professions is the result of the real-world education they receive in which specific disciplines are not treated as monoliths, but as integral parts of a larger goal: to prepare students for the future of work.

The strategic plan follows Jefferson’s mission: “We improve lives.”

From that simple, but powerful, mission statement, Thomas Jefferson University has adopted a mission statement to support the academic enterprise:

We Improve Lives

Thomas Jefferson University is a national leader in professional education, preparing students for the future of work, while also engaging in groundbreaking research and creative discovery. Dedicated to inclusive and experiential learning, Jefferson fosters transdisciplinary collaboration, embraces social responsibility and celebrates the value of diverse identities and perspectives. 

Like any good mission statement, the University’s mission statement is the product of extensive community suggestions and feedback.  Likewise, the strategy and goals had been developed through a widespread series of meetings and working sessions to refine themes and goals in which the entire campus community can find ways to work together to advance the plan and ultimately, the University and Jefferson as a whole.  In fact, Goal #5, “Jefferson Synergy,” demonstrates the commitment of all the parts working together to create a stronger Jefferson.  The goals are understated but intended to have a profound impact on Jefferson’s future, for they categorize Jefferson’s strengths and provide direction for growth.

Goals

#1 | Professions-focused Education

Advance our experiential academic tradition to strengthen our delivery of professions-based, interdisciplinary, transdisciplinary and technology infused education, optimized for global success.

#2 | Success for All Students

Commit to and elevate student experience, learning and engagement across all boundaries.

#3 | Inclusive, Connected Community

Foster a diverse and collaborative community that benefits from the richness and diversity of backgrounds, locations, experiences and thought of all its members.

#4 | Collaborative Discovery, Research Distinction 

Stimulate collaborative discovery, scholarship and creativity that showcases focused areas of research distinction and innovation.

#5 | Jefferson Synergy

Collaboratively support and contribute expertise to the success of the Jefferson enterprise.

Goals & Metrics

This strategic plan, like any good plan, is subject to change and modification, though the direction will remain clear, especially as it pertains to professions-focused education. The entire campus community will have the opportunity to develop initiatives to support each of the goals. In addition, “Creating Our Third Century,” provides further goals and initial metrics to guide the university’s growth. While the list is not exhaustive, of course, it does provide essential benchmarks to measure our success. We invite college and department based-initiatives that will build on the collaborative nature of the university’s pedagogy and discovery to enhance this success. Indeed, collaboration is a mainstay of the Jefferson experience and will continue to serve us well as an example for professional education in the 21st century – Jefferson’s third century.

Professions-Focused Education

Advance our experiential academic tradition to strengthen our delivery of professions-based, interdisciplinary, transdisciplinary and technology infused education, optimized for global success.

  • To elevate our future-leaning education the university will expand and infuse the integration of emerging technologies such as VR/AR/XR, artificial intelligence, data analytics and digital prototyping into the curriculum and learning experience of students.
  • Optimize enrollment by sustainable growth in programs with capacity and growth potential.
  • Prepare students for global success by integrating global study, international partnerships and cross-cultural professional engagement into experiential and technology-enabled learning.

Success for All Students

Commit to and elevate the student experience, learning and engagement across all boundaries.

This will include maintaining strong outcomes:

  • Undergraduate graduate success First Destination Report equal to or greater than 95%.
  • Maintaining the freshman to sophomore retention rate at greater than 84%.
  • Increasing the undergraduate 6-year graduation rate to 70% or greater.
  • Maintaining graduate retention and completion rates, licensing/certification board pass rates and Sidney Kimmel Medical College residency match rates above the national average.

Inclusive, Connected Community

Foster a diverse and collaborative community that benefits from the richness and diversity of backgrounds, locations, experiences and thought of all its members.

  • Engage with diverse groups in curricular, co-curricular and extra-curricular activities that address the unique needs of different communities to create empathetic and culturally competent professionals.
  • Create welcoming spaces where everyone feels valued and empowered, strengthening unity and collaboration​.

Collaborative Discovery, Research Distinction

Stimulate collaborative discovery, scholarship and creativity that showcases focused areas of research distinction and innovation.

  • Support and expand scholarship in basic science, translational science, architecture, design, clinical trials, population health, health services delivery, humanities, fashion and textiles, business and social science as evidenced by increased research-based graduate degrees awarded and increased awards, publications and presentations at a national and international  level.
  • Make steady progress in the achievement of Carnegie Research R-1 designation by increasing the number of research-based doctoral degrees awarded.



     

 

 

 

Jefferson Synergy

Collaboratively support and contribute expertise to the success of the Jefferson enterprise.

  • Develop and implement academic programs and strategic partnerships that address workforce needs of the University, Jefferson Health, Jefferson Health Plans and Jefferson Enterprise Services.
  • Create pathways that provide employment opportunities for Jefferson’s new graduates.
  • Support and expand the involvement of students, faculty and staff in the service to and research into improving the lives of the communities we serve.
  • Increase the number of clinical placements and internships for University students in the Jefferson system.
  • Expand the University academic programs into the Jefferson Lehigh Valley Health Network region.
  • Leverage Jefferson’s distinctive integration of health and design disciplines as a differentiator to drive interdisciplinary innovation, research, education and solutions that improve human health, healthcare delivery and community well-being.

Action Plans

This strategic plan is the formalization of goals that have been discussed and presented over several years, but more succinctly and with more emphasis on collaborative goals rather than individual goals. As such, work has begun to advance these goals in many colleges and areas across the University.

Further implementation of the plan will begin immediately, with the Provost and deans identifying responsible parties for the success of the goals, timelines, benchmarks, and other initiatives. The President will give annual updates to monitor the progress and will make changes to respond to market, regulatory or other trends.