University Planning Committee Membership

2007-2008

Chair: Mr. Jerome DeSanto VP Planning & CiO

Dr. harold BaillieProvost/aVP

Dr. Gerald BibermanUniversity Council

Dr. Vincent CarilliVP Student affairs

Mr. David Christiansen VP Finance/Treasurer

Dr. John Deak College of arts & Sciences

Fr. Terrence Devino, S.J. assistant VP for University Ministries

Ms. robyn Dickinson assistant VP for Planning & information Management

Dr. Joseph DreisbachDean, College of arts & Sciences

Dr. Lee ann EschbachPanuska College of Professional Studies

Mr. Darrell Frederick Director of human resources

Ms. Marise GarofaloDirector of Special Development Projects

Mr. Christopher Molitoris Student representative

Mr. Mark Murphyassistant Director, Utilities and Plant Engineering

Dr. Michael Olivetteassociate Dean, Panuska College of Professional Studies

Dr. richard PassonCollege of arts & Sciences

Mr. Edward Steinmetzassociate VP, Finance

Dr. E. Springs Steeleassociate Provost

Dr. Susan TrusslerKania School of Management; Faculty Senate

Ms. Kathryn Yerkes Planning Program Manager

Last fall, we shared a progress report on the Strategic Plan’s first year, compiling accom-plishments related to each of its four themes: educational excellence, campus community, economic strength, and civic engagement. This season, our analysis with the University Plan-ning Committee has focused on highlighting not only those areas in which we have made great strides, but in determining which strate-gies of our plan are in need of greater attention as we move forward.

Throughout the year, we will be working with those coordinating the University’s eleven tactical plans and the University Planning Committee to identify targets for reaching our goals. Our internal analysis on progress will seek to identify ways to continue to improve our planning process.

Educational Excellence: Our commitment to explore and develop programs that increase our ability to attract and retain high quality students and enhance our academic excel-lence, guided by the Academic Affairs tacti-cal plan, is evident with the addition of a new academic major, renewed commitment to our adult and graduate populations via the creation of the Center for Graduation and Continuing Education and growth in online program-ming, and strides in adopting technology tools that enhance student learning. We continue to ensure educational effectiveness through active assessment of student learning and support services through the development of academic program assessment plans, and institutional effectiveness components in our eleven tactical plans. Two of these plans, for the divisions of Academic Affairs and Student Affairs, identify ways we may expand collaboration between Academic Affairs and Student Affairs.

Campus Community: Since the 2004 Campus Climate Study, efforts to improve our campus community have been extensive.

We’ve taken many steps to ensure effective governance practices, decision making pro-cesses, and channels of communications, as is illustrated by our campus’s assessment of its governance system, and to create an environ-ment that nurtures wellness and safety for all in our community. More work is to be done on other strategies in the campus community theme, including our efforts to promote initia-tives that energize our community’s commit-ment to diversity and to engage all members of our community in our Jesuit identity and mission.

Economic Strength: The Finance division’s tactical plan outlines several key economic goals that are aligned with our mission, and efforts within the Institutional Advancement planning area have yielded growth in revenue through fundraising and pursuing grant oppor-tunities. Offices across campus are engaged in promoting effective stewardship of our resources, including initiatives in electronic document imaging, green purchasing, sustain-ability, and business continuity. Addressing the ways in which we enhance planning for capital improvements by linking to fundraising priori-ties may be a key strategy for the coming years of our strategic plan.

Civic Engagement efforts have been led by our commitment to support revitalization efforts in the local area, in particular the Mul-berry Street corridor. In coming years, we will continue to explore ways to increase opportuni-ties for service linked to learning and to more deeply engage students, faculty, and staff in service relationships with all aspects of the community through the lens of our mission. Best wishes for a successful year.

Jerome DeSantoVice President for Planning & CIOChair, University Planning Committee

Members of the University Community:

Pride Passion PromisePride Passion Promise2006-2007: A YeAr of Progress

• Strengthen our role and sense of purpose as a Catholic, Jesuit Institution • Clarify and articulate the relationship between the Jesuit liberal arts tradition and the character of a comprehensive University

• Explore and develop programs that increase our ability to attract and retain high quality students and enhance our academic excellence

• Plan and develop facilities that support excellence in teaching and learning

• Ensure educational effectiveness through active assessment of student learning and support services

• Expand cooperation between Student Affairs and Academic Affairs to build a fully integrated student living and learning experience

• Enrich the educational experience by providing opportunities for diversity and international and inter-cultural engagement through study, service, professional, and other activities

• Commit resources to faculty enhancement in teaching and scholarship

Strategies

In pursuit ofEducational Excellence

• $798,749 committed to faculty research and professional development for the 2007 fiscal year, an increase of 16% from the previ-ous year

• 264 scholarly publications produced by faculty, including books, articles, and proceedings

• Faculty obtained 14 external grants in 2006-07, totaling $667, 381. This is a decrease in total number of grants and total dollars from the previous year.

• A first-year retention rate of 89%, an increase from the previous year’s retention rate of 88%

• Six University of Scranton students earned prestigious scholarships, three of these were Fulbright fellowships.

• Total institutional aid to undergraduate and graduate students for 2006-07: $36,691,615

• 67% of Scranton grads applying to law school in 2006 were accepted

Other Indicators of Success:

In 2006-07, three new administrative appoint-ments were made in academic affairs: Dr. Debra Pellegrino has been appointed Dean of the Panuska College of Professional Studies; Dr. E. Springs Steele was named Associate Provost for Academic Affairs; and Dr. W. Jeffrey Welsh was hired as Dean of the College of Graduate and Continuing Education. In addition, 21 new fac-ulty members were hired in the 2006-07 year, and a new academic program, Biochemistry, Cell and Molecular Biology, was approved for 2007.

Enrollment growth at the University has been fueled by strong numbers in graduate and online programming. In fall 2006, total graduate enroll-ment reached 1,354, an increase from the previ-ous year of 26%. Enrollment in the University’s Scranton Education Online (SEOL) programs increased 56% from spring 2006 to spring 2007.

Supported by the development of an internal database that tracks assessment of student learning outcomes, the University’s education programs successfully renewed their accreditation from the National Council for the Accreditation of Teacher Education (NCATE). The Doctor of Physical Therapy program also attained reaccredi-tation, meeting the requirements of the Com-mission on Accreditation in Physical Therapy Education (CAPTE), and the Kania School of Management successfully achieved reaccredita-tion from the Association to Advance Collegiate Schools of Business (AACSB).

In 2007, the University selected a new learning management system, Angel. The Angel system will provide a robust online teaching and learning environment for faculty and students.

The University of Scranton • Pride Passion Promise 1

SHAPING OUR JESUIT TRADITION: 2006-2007: A YEAR Of PROGRESS

This past spring, results of an assessment of the University’s governance system shared our community’s reflections on the ways in which it engages faculty, staff, and students in policy deliberations. From these findings, the Administra-tors’ Conference has endorsed a proposal for revisions to the governance system that are designed to enhance commu-nication between all campus groups. Community review of this proposal is underway.

Guided by the goals of the University’s Human Resources tactical plan, wellness pro-gramming initiatives are being designed. And, as a result of the work of the University’s Strategic Benefits Committee, the University’s short-term dis-ability coverage plan was revised to provide equal coverage for all employees, effective January 1, 2007. Giving fresh energy to the University’s ongoing diversity efforts, Ms. Rosette Adera joined the University as Direc-tor of the Office of Equity and Diversity this past spring.

In addition to these efforts,

the Human Resources tacti-cal plan focuses on helping managers and administrators to model the University’s leader-ship competencies - creating shared vision, communication, credibility, customer/ student orientation, achieving results, teamwork, and valuing diver-sity. In 2006-07, a 360 Degree Review process was piloted with the President and Vice Presidents as a way of provid-ing individual opportunities for professional development in these areas. The process will be expanded to include additional University administrators and refined in future years.

In November of 2006, the University’s new Peter Faber Chapel was dedicated at the Chapman Lake Retreat Center. And, the Patrick and Margaret DeNaples Center, at the heart of our campus, nears comple-tion. The 118,000 square foot structure, slated to open in winter of 2008, will provide offices, dining, and retail space, along with extensive green space outside the Center, for students, faculty, and staff to gather.

Sustainability efforts con-tinue. Since 2005, the Univer-sity’s water conservation project has helped us to reduce campus water consumption by 9.5 mil-lion gallons.

This past year, the University recycled 257 tons of material, including glass, plastic, paper, cardboard, compost, steel, and other metals - a 34% increase over the previous year and a record for the University.

Other Indicators of Success:

• $3,516,867 were invested in campus facilities in 2006-07, an increase from the previous year.

• During the past year, 21 staff members took part in Mission Leave opportuni-ties at the University.

A caring, collegialCampus Community

• Engage all members of the community in our Jesuit identity and mission

• Actively examine and improve the quality of campus life

• Ensure effective governance practices, decision making processes, and effective channels of communication

• Invest in our human resources with a commitment to ongoing professional development for faculty and staff

• Create an environment that nurtures the wellness – physical, spiritual, and emotional – and promotes the safety of all within our community

• Promote initiatives that energize our community’s commitment to diversity

Strategies

2 The University of Scranton • 2006-2007: A Year of Progress The University of Scranton • Pride Passion Promise 3

Strategies• Develop economic goals that are aligned with our mission

• Increase revenue through fundraising and by pursuing grant opportunities

• Enhance planning for capital improvements by linking to fundraising priorities

• Promote effective stewardship by carefully monitoring costs and optimizing our use of resources

• Monitor and modify pricing and financial aid strategies in order to preserve student access to a Scranton education

• Define and maintain our optimal levels of student enrollment

Other Indicators of Success:

• Instructional expenditures per full-time equivalent students (FTES) for fiscal year 2006 were $9,846.

• $6,410,093 in external grants was obtained during the 2006-07 year.

• Freshmen applications rose 10% from fall 2006

• Freshmen acceptance rate: 66%

• Freshmen discount rate: 35%

Emphasizing Economic Strength

As part of its 2007-08 budget, the University intro-duced a differential tuition pricing plan. Under this plan, freshmen are charged a higher rate of tuition than continu-ing students. The incremental revenue from this pricing structure will be used to build financial reserves for capital projects and debt service. In addition to these dollars, funds from other programs have been earmarked for building our financial reserves. These include savings from the financial aid budget and revenue from online academic programs.

In 2006-07, the Univer-sity began participating in the School as Lender pro-gram. The program allows the University to sell certain student loans to a private bank, with proceeds from the sales to increase amounts of need-based aid to undergraduate and graduate students. Proceeds for

the program’s first year totaled $86,000.

As these measures describe, the University has increased its short- and long-term finan-cial planning activities. With dollars from the University’s Strategic Initiatives Fund, the University purchased financial planning software that will facilitate economic planning on a broader scale.

Fundraising goals for 2006-2007 have been met and exceeded. More than $10 mil-

lion has been raised as part of the University’s One Fund cam-paign, passing the fund’s goal by nearly thirty percent. Dollars raised by annual President’s Business Council events for stu-dent scholarships reached $1.5 million, an increase of 36% from the previous year.

University applications continue to grow. In fall 2007, 7,608 applications were received, breaking the 7,000 mark for the first time in the University’s history.

Community service is an important part of the Scranton experience. In 2006-07, students completed upwards of 165,000 hours of service through activi-ties in the Community Outreach Office, part of the University Ministries division. Forty mem-bers of the University community spent time helping victims of Hurricane Katrina get back on their feet. And, in this past year, students in the Panuska College of Professional Studies partici-pated in upwards of 12,816 hours of service learning activities.

During the 2006-2007 year, the University’s Leahy Community Health and Family Center secured nearly $100,000 in external grants to support Center programs, including planning for a free clinic.

In November of 2006, the purchase of the South Side Sports Complex was completed, providing much needed space for University league and recreational sports teams to practice and play. When not in use by University groups, the general public will be able to access the space, which includes fields for soccer, baseball, women’s softball, and a children’s play area.

With the opening of the DeNaples Campus Center in a few short months, the University has unveiled plans for an extensive improvement plan for the Mul-berry Street corridor to improve the appearance and safety of this major campus thoroughfare, as well as enhance business develop-ment. The University purchased and razed several deteriorating

properties fronting Mulberry Street near the Campus Center, and is planning additional proj-ects including lighting, sidewalk improvements, landscaping, and University signage. These projects are estimated to cost more than $1 million dollars.

The University continues its commitment to bringing its technology resources to the local community. A regional Internet2 hub since 2005, the University entered into a partnership with the NEIU #19 and LIU #18 that will connect five regional school districts to Internet2.

Other Indicators of Success:

• Ten members of the class of 2007 chose full-time volunteer service following graduation

• The University’s economic impact on Northeastern Pennsylvania is estimated at $305,794,054. 1

• In monetary terms, community service hours by Scranton students total $3,097,050 for 2006-07. 2

1 Based on a formula from the Association of Independent Colleges and Universities of Pennsylvania (AICUP). 2 Based on a formula from the Independent Sector organization.

• Expand our mission-related service and educational commitment to the region

• More deeply engage students, faculty and staff in service relationships with all aspects of the community

• Increase opportunities for service linked to learning

• Enhance relationships and partnerships with local and regional leadership

• Build up a strong foundation of support and services with the Diocese of Scranton

• Support revitalization efforts in the local area

Strategies

Commitment toCivic Engagement

4 The University of Scranton • 2006-2007: A Year of Progress

Division Plans:Academic AffairsDr. Harold Baillie

FinanceMr. David Christiansen

Administrative ServicesMr. Martin Langan

Student AffairsDr. Vincent Carilli

University MinistriesFr. Terence Devino

Institutional AdvancementMr. Patrick Leahy

Planning & Information ResourcesMr. Jerome DeSanto

Other Tactical Areas:Human ResourcesMr. Darrell Frederick

MarketingMr. Gerald Zaboski

Enrollment ManagementDr. Harold Baillie

DiversityDr. Harold Baillie

University of Scranton

Tactical Planners

Office of Planning, Assessment & Institutional ResearchThe University of Scranton

(570) 941-6344 • www.scranton.edu/strategicplan