Department Chair, Occupational Therapy, Jefferson College of Rehabilitation Sciences, Thomas Jefferson University

Number of Positions In Requisition

1

 Job Details

Thomas Jefferson University invites applications and nominations for the position of Chair of the Department of Occupational Therapy in the Jefferson College of Rehabilitation Sciences.

The Chair will serve as the chief academic and administrative leader of the Department and will report to the Dean of the Jefferson College of Rehabilitation Sciences. Consistent with University governance, the Chair is responsible for the development, management, and evaluation of the Department’s academic programs, administrative affairs, faculty, staff, students, resources, and strategic priorities.

The successful candidate will be a collaborative, forward-thinking academic leader with a demonstrated commitment to excellence in occupational therapy education, scholarship, clinical practice, faculty development, and service. The Chair will guide a large and diverse academic department offering occupational therapy and occupational therapy assistant education across multiple degree levels and locations.

The Chair will work closely with program directors, faculty, staff, students, College leadership, clinical and community partners, alumni, and University colleagues to advance the Department’s academic mission, strengthen its national reputation, support innovation, and ensure sustained compliance with accreditation and institutional expectations.

The position includes a full-time faculty appointment at a rank and on a faculty track commensurate with the successful candidate’s academic preparation, accomplishments, and experience.

Leadership Responsibilities:

Academic and Strategic Leadership

• •Provide visionary, collaborative, and inclusive leadership for the Department of
• Occupational Therapy.
• •Develop and implement a compelling strategic direction aligned with the
• missions and priorities of the Department, College, and University.
• •Promote excellence and innovation in occupational therapy education across
• multiple entry points (ASOT, MSOT, OTD, and post-professional/advanced
• practice)
• •Support the development, implementation, assessment, and continuous
• improvement of academic programs and curricula.
• •Advance educational models that respond to developments in practice,
• workforce needs, technology, interprofessional education, and the evolving
• healthcare environment.
• •Foster integration and collaboration across programs, colleges, campuses,
• disciplines, professions, and clinical environments.
• •Represent the Department within the College and University and to external
• academic, professional, clinical, regulatory, and community constituencies.
• •Strengthen the Department’s visibility, reputation, and national leadership
• within occupational therapy and health professions education.
• •Partner with the Jefferson Center for Interprofessional Practice and Education
• (JCIPE) to advance innovative interprofessional education, collaborative
• practice initiatives, and research that strengthen student learning, faculty
• engagement, and team-based care across the University and its clinical
• partners.

Faculty and Staff Leadership

• •Recruit, retain, develop, mentor, and evaluate a highly qualified and diverse
• faculty and staff.
• •Cultivate a collegial, respectful, inclusive, and accountable departmental
• culture.
• •Support faculty advancement across applicable faculty tracks and areas of
• teaching, scholarship, clinical practice, and service.
• •Promote effective succession planning and leadership development among
• faculty and program leaders.
• •Establish clear expectations and equitable workload assignments aligned with
• faculty roles, program needs, and College policies.
• •Encourage collaboration, shared governance, innovation, and professional
• development.
• •Address performance concerns in a timely, constructive, and equitable
• manner.
• •Recommend faculty and staff appointments, reappointments, promotions,
• recognition, and other personnel actions in accordance with University
• policies.

• Program Quality, Assessment, and Accreditation
• •Ensure that all academic programs maintain high standards of educational
• quality and effectiveness.
• •Provide departmental oversight of accreditation and regulatory compliance,
• including compliance with the requirements of the Accreditation Council for
• Occupational Therapy Education and applicable state and institutional
• authorities.
• •Support program directors and faculty in preparing accreditation reports, self-
• studies, substantive-change documentation, annual reports, and other required
• submissions.
• •Promote a culture of assessment in which student learning, program
• outcomes, stakeholder feedback, and operational data inform decision-making
• and continuous improvement.
• •Monitor student achievement, retention, graduation, certification-examination
• performance, employment outcomes, and other indicators of program
• effectiveness.
• •Ensure that curricula remain current, coherent, evidence-informed, and
• responsive to professional standards and societal needs.
• •Maintain continuous readiness for institutional and specialized accreditation
• review.

Student Success and Educational Environment

• •Promote an educational environment that supports student learning,
• belonging, professional formation, well-being, and success.
• •Collaborate with program leaders and University offices to strengthen student
• recruitment, admissions, onboarding, retention, advising, progression, and
• graduation.
• •Monitor student concerns and ensure that academic policies and procedures
• are applied consistently and fairly.
• •Support access to high-quality fieldwork, clinical, community, research, and
• experiential learning opportunities.
• •Strengthen communication and engagement among students, faculty, staff,
• alumni, and departmental leadership.
• •Promote educational practices that prepare graduates to provide ethical,
• evidence-informed, person-centered, and culturally responsive care.

Scholarship, Research, and Innovation

• •Advance a departmental culture that values scholarship, inquiry, innovation,
• and dissemination.
• •Support faculty in developing productive and sustainable programs of
• scholarship.
• •Facilitate interdisciplinary and interprofessional research and scholarly
• collaboration.
• •Encourage pursuit of external funding, industry partnerships, community-
• engaged scholarship, and translational research.
• •Advocate for the infrastructure, protected time, mentorship, and resources
• necessary to support scholarly productivity.
• •Promote opportunities for student participation in research, quality
• improvement, innovation, and scholarly dissemination.
• •Strengthen the visibility and impact of the Department’s scholarly
• contributions.

Clinical, Community, and Professional Engagement

• •Build and sustain relationships with health systems, community organizations,
• schools, employers, professional associations, and other external partners.
• •Support the development and maintenance of high-quality fieldwork and
• experiential education partnerships.
• •Expand opportunities for community engagement, clinical innovation,
• consultation, continuing professional education, and workforce development.
• •Maintain active engagement with the occupational therapy profession and
• promote faculty leadership in professional and scholarly organizations.
• •Foster partnerships that enhance education, research, clinical practice,
• community impact, and the Department’s national reputation.

Administration and Resource Management

• •Oversee the Department’s academic, operational, personnel, and financial
• affairs.
• •Develop and manage the departmental budget in alignment with strategic
• priorities and available resources.
• •Advocate for faculty, staff, facilities, technology, equipment, and operational
• support necessary to sustain program quality and planned growth.
• •Use enrollment, financial, workforce, outcomes, and operational data to inform
• planning and resource allocation.
• •Collaborate with College leadership on enrollment managem