A decade ago, Johns Hopkins released the Ten by Twenty.
This was an ambitious strategic framework to achieve 10 goals by 2020 that would keep our university at the vanguard of discovery, education, and service.
Since then, we have made extraordinary strides.
We have strengthened the Hopkins undergraduate experience and dramatically increased access to a Hopkins education. Aided by Mike Bloomberg's historic $1.8 billion gift for financial aid, we became a need-blind and no-loan institution in perpetuity. Our incoming classes are now among the most diverse and academically talented in the nation.
We amplified our research and teaching capacities by doubling the number of endowed professorships, establishing generous awards for junior faculty to pursue pathbreaking projects, and launching the interdisciplinary Bloomberg Distinguished Professorships program.
We also knit our divisions, schools, and departments more closely together. The full impact of this one university ethos was driven home by the Coronavirus Resource Center, which relied on faculty and staff from virtually every part of our institution to provide reliable facts and expertise during a once-in-a-century pandemic.
To build on these successes, this fall we released our new strategic vision, the Ten for One, 10 new goals for our one university to guide us through this decade.
Animating this vision is a desire to bring our university even closer together as we seek to maximize our impact on society. This effort is already underway in the recently announced state-of-the-art Life Sciences Building in East Baltimore and a new data science and translation institute designed to amplify our university's capacities in artificial intelligence. We see it, too, in the Johns Hopkins University Bloomberg Center in Washington, D.C., which will also house our new School of Government and Policy—our first new academic division since 2007.
Given all that we have accomplished with undergraduate education, we are also setting a goal to transform graduate education. As the first university to make the PhD a centerpiece of our mission, we must be at the forefront of graduate education. We are developing ambitious reforms to help us offer more competitive stipends and financial aid, build purposeful career pathways, and provide state-of-the-art technology and research space.
And to model the best of a pluralistic society, we are fostering a culture of free expression and reasoned dialogue around challenging ideas. Our SNF Agora Institute recently launched a university debate initiative, and we are continuing to reexamine our institution's history and elevating the diverse voices that shaped it.
These are only a few of the goals outlined in the Ten for One. I hope you will take a few moments to read the entire strategic framework to see all that we hope to achieve in the years ahead together as one university.
Ronald J. Daniels