Tim Cost, President, Jacksonville University

In an interview with Invest: Tim Cost, president of Jacksonville University, shared how the institution addresses evolving market changes and student needs, why it is integrating arts into STEM fields to embrace STEAM education, and how its success lies in strategic partnerships, especially with healthcare entities.

What overall contributions or impact has Jacksonville University had on Florida in the past year? 

We pride ourselves on being a significant economic force here in Northeast Florida. As the largest employer in Arlington, we celebrated our 90th anniversary in April 2024, marking nearly a century of being a positive presence. With five colleges, 11 schools, and four institutes within the university, our growth and contributions can continue to be substantial. 

Noteworthy achievements include the establishment of the region’s first-ever four-year medical school, a milestone in Jacksonville’s history. Additionally, we have been the nation’s largest city without a law school, but now Jacksonville University has launched and successfully accredited our own law school, a significant step recognized by the American Bar Association. 

Additionally, our Future Made Campaign, a $175 million initiative, aims to uplift not only the university but also our students, families, and the entire region. We are also excited about the formation of the Cost Honors College, adding opportunities for our students. 

In terms of impact, our focus extends to the waterfront, with the beautiful St. John’s River, Atlantic Ocean, and Intercoastal Waterway shaping our ambitious Marine Science program. As the exclusive partner of Ocearch, the world’s largest shark research organization, who have recently embarked on our 45th global expedition, solidifying our commitment to marine research and environmental stewardship. 

What specific factors contribute to Jacksonville University’s success, granting it a distinct competitive edge in the industry? 

We are on an exciting trajectory that really sets us apart due to our strong commitment to a partnership strategy. It’s crucial to recognize that each institution, be it a university, corporation, or nonprofit, operates with its own unique approach. For Jacksonville University, success lies in identifying and addressing student interests and market needs, even as they change in real time.

In a region like Jacksonville, Florida, renowned for its healthcare facilities, including the Mayo Clinic, Baptist Health, and MD Anderson Cancer Center, the focus naturally gravitates toward health education and applied health sciences. Partnering with great organizations like Brooks Rehabilitation, Mayo Clinic, and Florida Blue, we have forged pathways that align with the demands of the healthcare industry. As a university that today draws students from all 50 states and 68 foreign countries, our approach is tailored to meet the diverse needs of our student body. 

Our health care curriculum reflects this alignment, offering programs in occupational therapy, physical therapy, respiratory care, clinical mental health counseling, speech-language pathology, and kinesiology, among others. These applied health sciences programs, anchored by orthodontics and nursing, are complemented by nine additional fields of study, all developed in collaboration with esteemed partners. 

How is Jacksonville University incorporating STEM into its curriculum amid the growing emphasis on this area? 

One of the critical considerations for universities is to recognize the interconnectedness of disciplines like STEM and avoid isolating them, not treating them like a stand-alone silo. It’s akin to limiting the internet’s and Al’s utility to just a few applications, ignoring its vast potential. At Jacksonville University, we have embraced the concept of STEAM, with the “A” for Arts prominently integrated. This recognition stems from observing the growing and expanding digital design world and the increasing overlap between technical and artistic domains. 

Our approach involves recently establishing our STEAM Institute, strategically positioned within our Davis College of Business and Technology. This physical collocation serves as a hub for cutting-edge technology, top-tier faculty, and interdisciplinary collaboration. By bridging STEM and the arts, we have fostered an environment where students can explore diverse interests and leverage synergies between seemingly disparate disciplines. 

With over 100 fields of study available, including the flexibility for multiple majors and minors across disciplines, we have deliberately blurred traditional boundaries for the benefit of our students. We believe this approach ensures that students can pursue their passions without encountering arbitrary restrictions based on departmental silos. 

How does Jacksonville University engage with the community and stakeholders to align district goals with community needs and expectations? 

To determine where our university can make the greatest impact, we carefully assess the needs and opportunities within our city and region to see where we will thrive the best. As the 11th largest city market, Jacksonville boasts economic viability and prosperity, having even hosted a Super Bowl. We strategically align our focus areas with industries where we can thrive, such as healthcare, business, technology, public policy, aviation, and the arts. 

Collaboration is key to our approach. We actively engage with various boards, advisers, and industry leaders to stay informed about market trends and to ensure that our programs remain relevant and responsive. This collaboration extends to regional organizations like the Civic Council, Chamber of Commerce, and JAXUSA, where we play an active role in economic development discussions and initiatives. 

Furthermore, we prioritize understanding our students’ needs and aspirations. They’re changing, and they should. Through ongoing dialogue, we gain insights into their interests and career goals. This allows us to innovate with intentional ideas that address their needs and interests as we recognize that education is not one-size-fits-all. We have to adapt to respond. 

How have ongoing market changes impacted your university’s position in the economy, if at all? 

Navigating the economic landscape, especially in my role as chairman of the board of the Atlanta Federal Reserve Bank/Jacksonville, has provided insights into the challenges and opportunities that arise from significant financial interventions, such as the infusion of trillions of dollars into the economy during the COVID-19 response. 

This unprecedented monetary injection had immediate effects, providing relief to businesses, schools, and individuals; however, it also triggered inflationary pressures, a phenomenon familiar to those who have observed economic trends over the years but foreign to many over just the past decade. Unpredictable inflation emerged as a concern, marking a significant departure from the low inflation environment observed in recent history. 

For students, this economic upheaval brought about a reassessment of costs and financial considerations. The sudden changes in household finances, coupled with increased expenses in various areas, prompted students and their families to scrutinize the affordability of higher education. As universities, we recognized the need to respond to these shifting dynamics by enhancing scholarship opportunities and offering greater flexibility in financial aid packages. 

In contrast to the relatively stable economic landscape experienced from 2000 to 2019 (aside from the ’08-’09 housing recession), the recent volatility underscored the importance of closely aligning financial decisions with the economic realities faced by our students and their families. This meant reevaluating tuition structures and financial aid policies to better accommodate the changing circumstances of our core constituents. 

Ultimately, we believe our approach not only addresses the immediate needs of students but also contributes to the overall improvement of higher education. By linking financial and economic considerations more closely to student welfare, universities can ensure greater accessibility and affordability for those seeking to pursue higher learning. 

The mantra of “adapt or die” rings true in the ever-evolving landscape of higher education. We must remain responsive to economic shifts and student needs, then universities can thrive and continue to fulfill their mission of providing quality education to all who seek it.