Strategic Plan 2005-2010 - The University of Scranton

University Planning
Committee Membership
2007-2008
Chair: Mr. Jerome DeSanto
VP Planning & CIO
Dr. Harold Baillie
Provost/AVP
Dr. Gerald Biberman
University Council
Dr. Vincent Carilli
VP 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 Dreisbach
Dean, College of Arts &
Sciences
Dr. Lee Ann Eschbach
Panuska College of
Professional Studies
Mr. Darrell Frederick
Director of Human Resources
Ms. Marise Garofalo
Director of Special
Development Projects
Mr. Christopher Molitoris
Student Representative
Mr. Mark Murphy
Assistant Director, Utilities
and Plant Engineering
Dr. Michael Olivette
Associate Dean, Panuska
College of Professional Studies
Dr. Richard Passon
College of Arts & Sciences
Mr. Edward Steinmetz
Associate VP, Finance
Dr. E. Springs Steele
Associate Provost
Dr. Susan Trussler
Kania School of Management;
Faculty Senate
Ms. Kathryn Yerkes
Planning Program Manager
Pride Passion Promise
Pride Passion Promise
Last fall, we shared a progress report on the
Strategic Plan’s first year, compiling accomplishments
related to each of its four themes:
educational excellence, campus community,
economic strength, and civic engagement. This
season, our analysis with the University Planning
Committee has focused on highlighting
not only those areas in which we have made
great strides, but in determining which strategies
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 excellence,
guided by the Academic Affairs tactical
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 programming,
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.
2006-2007: A Year of Progress
Members of the University Community:
We’ve taken many steps to ensure effective
governance practices, decision making processes,
and channels of communications, as is
illustrated by our campus’s assessment of its
governance system, and to create an environment
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 initiatives
that energize our community’s commitment
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 opportunities.
Offices across campus are engaged
in promoting effective stewardship of our
resources, including initiatives in electronic
document imaging, green purchasing, sustainability,
and business continuity. Addressing the
ways in which we enhance planning for capital
improvements by linking to fundraising priorities
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 Mulberry
Street corridor. In coming years, we will
continue to explore ways to increase opportunities
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 DeSanto
Vice President for Planning & CIO
Chair, University Planning Committee

SHAPING OUR JESUIT TRADITION: 2006-2007: A Year of Progress
In pursuit of
Strategies
• 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
Educational Excellence
In 2006-07, three new administrative appointments
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 faculty
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 enrollment
reached 1,354, an increase from the previous
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 reaccreditation,
meeting the requirements of the Commission
on Accreditation in Physical Therapy
Education (CAPTE), and the Kania School of
Management successfully achieved reaccreditation
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.
• 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
Other Indicators of Success:
• $798,749 committed to faculty research
and professional development for the 2007
fiscal year, an increase of 16% from the previous
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
The University of Scranton • Pride Passion Promise 1

A caring, collegial
Campus Community
Strategies
• 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
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 Administrators’
Conference has endorsed
a proposal for revisions to the
governance system that are
designed to enhance communication
between all campus
groups. Community review of
this proposal is underway.
Guided by the goals of the
University’s Human Resources
tactical plan, wellness programming
initiatives are being
designed. And, as a result of
the work of the University’s
Strategic Benefits Committee,
the University’s short-term disability
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 Director
of the Office of Equity and
Diversity this past spring.
In addition to these efforts,
the Human Resources tactical
plan focuses on helping
managers and administrators to
model the University’s leadership
competencies - creating
shared vision, communication,
credibility, customer/ student
orientation, achieving results,
teamwork, and valuing diversity.
In 2006-07, a 360 Degree
Review process was piloted
with the President and Vice
Presidents as a way of providing
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 completion.
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 continue.
Since 2005, the University’s
water conservation project
has helped us to reduce campus
water consumption by 9.5 million
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 opportunities
at the University.
Emphasizing
Economic Strength
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
As part of its 2007-08
budget, the University introduced
a differential tuition
pricing plan. Under this plan,
freshmen are charged a higher
rate of tuition than continuing
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 University
began participating in
the School as Lender program.
The program allows
the University to sell certain
student loans to a private bank,
with proceeds from the sales
to increase amounts of needbased
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 financial
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 million
has been raised as part of
the University’s One Fund campaign,
passing the fund’s goal
by nearly thirty percent. Dollars
raised by annual President’s
Business Council events for student
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.
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%
2 The University of Scranton • 2006-2007: A Year of Progress The University of Scranton • Pride Passion Promise 3

Commitment to
Civic Engagement
Strategies
• Expand our missionrelated
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
Community service is an
important part of the Scranton
experience. In 2006-07, students
completed upwards of 165,000
hours of service through activities
in the Community Outreach
Office, part of the University
Ministries division. Forty members
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 participated
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 Mulberry
Street corridor to improve
the appearance and safety of this
major campus thoroughfare, as
well as enhance business development.
The University purchased
and razed several deteriorating
properties fronting Mulberry
Street near the Campus Center,
and is planning additional projects
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.
University
of Scranton
Tactical
Planners
Division Plans:
Academic Affairs
Dr. Harold Baillie
Finance
Mr. David Christiansen
Administrative Services
Mr. Martin Langan
Student Affairs
Dr. Vincent Carilli
University Ministries
Fr. Terence Devino
Institutional
Advancement
Mr. Patrick Leahy
Planning & Information
Resources
Mr. Jerome DeSanto
Other Tactical Areas:
Human Resources
Mr. Darrell Frederick
Marketing
Mr. Gerald Zaboski
Enrollment Management
Dr. Harold Baillie
Diversity
Dr. Harold Baillie
Office of Planning, Assessment & Institutional Research
The University of Scranton
(570) 941-6344 • www.scranton.edu/strategicplan
4 The University of Scranton • 2006-2007: A Year of Progress