Actions Accomplished in 2013-2014

Summary of Principal Actions Accomplished in 2013-2014

Goal 1: Increase Academic Excellence and Distinctiveness: Promote Active and Engaged Learning

  • Added new programs in accounting, media literacy, television production, speech language pathology, finance and investment management, special education and an undergraduate major in global studies
  • The Office of Digital Learning offered more than 20 workshops and a Summer Institute for faculty development in digital pedagogies. Use of Lecture Capture was introduced 
  • Continued emphasis on scholarship-based, high-impact educational practices to promote active and engaged learning
  • Enrollment in Honors Program increased from 49 to 80 students with an average GPA of 3.96 and average SAT of 1229
  • Continued intentional efforts to incorporate affiliate/adjunct faculty more deeply and more broadly into the institution’s academic programs
  • The technology infrastructure implemented to support the tracking/compliance with accreditation standards, regulations and certifications system 

Goal 2: Develop a structured, mission–driven student development plan that intentionally educates the whole person within a campus-wide living and learning community and is a seamlessly integrated extension of classroom learning

  • Student participation in study abroad and mission trips increased
  • Collaboration between Student Life and Academic Affairs on programs such as Freshman Reading Program, use of MAP-Works retention, Student Affairs Lecture series
  • Continuing to implement the living learning communities with CAS, JWCOB, CHP and Student Life and expanded them into the sophomore year
  • First-Year Career Specialists (GAs) successfully piloted to work with first-year students in residence halls and career center on self-awareness, career exploration and major selection

Goal 3: New Facilities and Upgrade/Maintain Existing Infrastructure

  • Construction progress is on target for the new academic building to house John F. Welch College of Business and the Department of Communication & Media Studies
  • Off-campus facility development included procurement of the Madison Ave. baseball field, development of the soccer facility at Notre Dame HS, installation of new strength equipment in the fitness center and planning for new cross-fit training center in new residence hall
  • Assessment of additional options for additional facilities for varsity athletics, many of which will allow use for the general student body, is taking place  
  • Software enhancements have been deployed within the University Blackboard environment to improve digital portfolio functionality 
  • The virtual classroom technology solution for online learning and inclement weather successfully deployed within the university environment. The products deployed are WebEx, which incorporates solutions for synchronous activities, and Echo360, which address asynchronous requirements  
  • Increased emphasis on cultivating a systemic approach to risk identification and management that assists in better, more risk-informed, strategic decisions. Risk manager hired and has begun implementing systematic procedures to identify risk 

Goal 4: Strengthen the Long-term Financial Stability of the University

  • Undergraduate enrollment growth target exceeded, new full-time undergraduate student enrollment increased by 10.3%
  • The number of students enrolled by the Office of Graduate Admissions increased 13%
  • International graduate enrollment increased 185%. International undergraduate enrollment increased 41%. SHUOL: overall growth target met
  • University Advancement hired gift officers and adjusted staffing to reflect strategic goals.
  • To pursue strategic growth in Alumni giving, new executive oversight put in place with a new hire and a new position
  • The Office of Human Resources launched a successful training and development program titled Management Training Program to University directors and executive level directors 
  • Developed an integrated and comprehensive public relations, communications and marketing plan for the University. Created new 50th anniversary logo and branding this past year, while maintaining overall consistency in University branding. Graduate enrollment marketing adjusted to meet demands of new programs and growing demands of legacy programs. Launched Stamford campus with integrated marketing campaign

Goal 5: Deepen the Commitment to the Mission and Catholic Identity

  • The annual goal of 50,000 service hours to the local community with a variety of Student Life programs, including the service provided by all Greek Organizations as well as many of the Service Clubs (e.g., Habitat)
  • The Department of Athletics performed more than 12,000 hours of community service in 2013-14, a record for varsity student-athletes. SHU also won the Northeast Conference’s Building Communities Award for the fourth-straight year
  • The Human Journey Seminars: Great Books in the CIT is being developed. A committee has been formed and charged to provide a recommendation to the dean and provost by end of fall 2014 semester. This committee have direct input from Mission
  • With the hiring of the new director of Chaplaincy and searches for the associate chaplain and campus minister under way, new activities are poised for the new year
  • The inaugural Curtis Lectures have been secured, the mini-seminars [replacement of In Vino Veritas] developed, and the Presidential Seminar composition has been expanded