Thomas Jefferson University
Post-Merger Financial Aid Redesign
Following the 2017 merger of Thomas Jefferson University and Philadelphia University, the newly unified institution faced a critical operational challenge: consolidating two distinct financial aid functions. The goal was to transform the legacy systems into a singular, highly efficient, and compliant ‘Financial Aid 2.0’ department. The existing structure was characterized by fragmented business processes across different campuses, siloed workflows, lack of cross-training, and significant staff exhaustion, leading to high turnover and poor morale. Furthermore, the future workload was projected to increase due to impending federal regulatory changes (FSA Student Aid Index implementation and the discontinuation of verification waivers).
CHALLENGE
Unifying Disparate Systems
Thomas Jefferson University engaged Best Practice Solutions (BPS) to execute the first phase of this transition: a strategic organizational redesign. The primary objective was to refine, rather than completely remodel, the existing offices, optimizing staff resources, eliminating redundancies, and ensuring best practice compliance. BPS’s methodology involved comprehensive data collection, including staff interviews, review of financial aid data (volume, processing timeframes, funding levels), and utilization of external resources like the NASFAA staffing model. The key deliverables centered around establishing a clear future-state framework:
Organizational Chart Design: Developed a refined hierarchy with clear reporting lines.
Scope of Work Schema: Detailed specific tasks and responsibilities for each role, balancing workload capacity and skill set alignment.
Job Descriptions: Edited existing and created new job descriptions with a singular tone and clear delineation of duties.
Revised Charters: Defined the responsibilities for the new offices, focusing on key activity domains like recruitment, yield, and financial literacy.
SOLUTION
Strategic Organizational Design
KEY INNOVATION
Centralized Systems and Operations
Organizational Redesign
Financial Aid Office Assessment & Redesign
A unique feature of the BPS recommendation was the centralization of the systems, technology, and operations function. This was deemed essential for unifying core activities and ensuring policy decisions were consistently applied across campuses.
Systems & Technology: While the existing Director of Academic and Financial Services role was adjusted, a new position—Senior Associate Director, Systems, Technology and Operations—was proposed within the New Student Scholarship and Aid Office. This ensured close collaboration on system configuration and daily support for new student operations.
Operations: Centralized under an Assistant Director of Operations, this function would oversee communication, back-end processing, and document management (scanning, tracking, filing), creating a clearer delineation of responsibilities and a more intentional hierarchy.
RESULTS
Clear Division of Duties and Transition Priorities
Formalized Policy and Procedures
The redesign addressed the core problems of ambiguity and inefficiency by providing a clear division of duties and more appropriate levels of supervision. Staff interviews confirmed a strong commitment to the university’s mission, despite current morale issues, with many staff members eager for professional growth. The transition to the new structure was identified as requiring immediate focus on three areas:
Documentation Creation: Formalizing Policy and Procedures (P&P) and Standard Operating Procedures (SOPs).
Professional Development: Implementing consistent, comprehensive onboarding and continuous training for seasoned staff, addressing the historical scarcity of professional development.
Cross-Campus Collaboration: Fostering joint decision-making between the new offices to eliminate the lingering "Us vs. Them" mentality and siloed practices.
By providing a clear roadmap through the Organizational Chart, Job Descriptions, and Scope of Work Schema, BPS provided Thomas Jefferson University with the foundation needed to build a more efficient, effective, and resilient ‘Financial Aid 2.0’ function.
Staff Development