2024-2029 STRATEGIC FRAMEWORK
OUR FUTURE,
OUR AMBITIONS
Create global impact through excellence in engineering and computer science education, research and societal engagement.
INTRODUCTION
Over the last decade, 2010-2020, the Erik Jonsson School of Engineering and Computer Science at The University of Texas at Dallas experienced monumental growth. The Jonsson School has built a steady, sustained momentum, meeting or surpassing many of the benchmarks laid out in its prior 2010-2020 strategic plan.
At a high level, the Jonsson School has significantly exceeded its stated goal of increasing the student population to over 5,000, reaching that goal in fiscal year 2014, with more than 8,800 students in fiscal year 2025. The Jonsson School also exceeded its stated goal of doubling its research expenditures, reaching a total of $65 million in fiscal year 2023, as well as producing more than 70 PhDs each year, granting 97 doctoral degrees in 2020 alone and subsequently awarding, more than 100 doctoral degrees each year in both 2022 and 2023.
Additionally, the Jonsson School has also opened, cumulatively more than 550,000 square feet of research, academic and administrative space in the last decade, including the Bioengineering and Sciences Building, Engineering and Computer Science West and the Texas Instruments Biomedical Engineering and Sciences Building in conjunction with UT Southwestern Medical Center.
Building on the overarching success of our prior strategic plan, we are now turning our attention toward our future. This microsite presents the foundation for our ambitious framework.
Planning Process
A schoolwide steering committee comprised of faculty, staff, students, alumni and community members worked collaboratively with an outside educational consultant to develop the strategic framework. Through an iterative process, the committee and school leadership including the dean, vice dean, department heads and assistant and associate deans refined all aspects and then solicited input from faculty and staff to coalesce the final version.
Below are five pillars charting the future focus of the Jonsson School:
ACADEMICS
STUDENT EXPERIENCE AND SUCCESS
RESEARCH EXCELLENCE AND IMPACT
SCHOOL PRIDE AND EMPOWERMENT
PARTNERSHIP AND COLLABORATION
All Jonsson School constituents should experience a nurturing environment where people from all backgrounds, identities, abilities and lived experiences are welcomed, valued, supported and empowered to become their best selves and achieve their fullest potentials.
RESEARCH PRIORITIES
Research universities have a core mission to not only educate students but also to perform cutting-edge research that addresses the technical, social, cultural, environmental and economic challenges/needs facing the region, the nation and society at large. The Jonsson School has prioritized five research thrusts (advanced manufacturing, energy science and technology, health innovations, semiconductor science and technology and transportation science and engineering) and six cross-cutting technologies (artificial intelligence, cybersecurity, high precision mechatronics, human interaction, imaging science and robotics engineering) as emergent areas based upon our existing research and priorities of individual faculty, research groups/centers and local, regional and national needs.
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RESEARCH THRUSTS
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CROSS-CUTTING TECHNOLOGIES
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| Artificial Intelligence | Cybersecurity | High Precision Mechatronics | Human Interaction | Imaging Science | Robotics Engineering | |
 Advanced Manufacturing  Energy Science and Technology  Health Innovations  Semiconductor Science and Technology  Transportation Science and Engineering |
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Goals
10,000
STUDENTS
7,250 BS, 2,000 MS and 750 PhD
for First Time in College (FTIC)
85%
RETENTION
57.5%
average six-year graduation rate
by adding 118 faculty and 30 staff
370
FACULTY
Another goal is to grow federal research expenditures to $100M and become home to a consequential federally-sponsored research center that supports convergent research, education and technology translation.
Our current Jonsson School retention and graduation data is freshman-to-sophomore retention at 78% and our four-, five- and six-year graduation rates are 41%, 52% and 54%, respectively. The national average for engineering programs for persistence to the second year is 81%. The four-year graduation rate is approximately 33% and the six-year graduation rate is approximately 57.5%. Our aspirant schools report first-year retention rates of 90% as well as four- and six-year graduation rates of 52.6% and 73.9%.
NEXT STEPS
A strategic framework completed at a particular time will not adequately account for the many unanticipated contingencies of a later time.
This site represents the first phase in the development of our strategic framework. The process of formulating goals, setting priorities and preparing for opportunities and overcoming possible challenges will enable us to make sound decisions and act in the future. As implementation occurs, the entire school community will join in conversations on how we can more carefully realize our core goals through advancing these pillars.
As an immediate next step in the furtherance of our strategic framework, each department and unit will be asked to identify and oversee implementation of a series of a short- and long-term initiatives designed to ensure success in these pillars.
Strategic Framework
2024-2029