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Community Updates

Seton Hall continues to communicate regularly with the University community regarding our Strategic Plan, Harvest Our Treasures. This page will be updated as new communications are sent.

  •  January 27, 2023: Approaching the Homestretch: Spring 2023 Mini-Series on “Harvest Our Treasures”

    January 27, 2023: Approaching the Homestretch: Spring 2023 Mini-Series on “Harvest Our Treasures”
    Michele Nelson, Ph.D.

    Dear Members of the Seton Hall Community,

    On behalf of the Implementation Steering Committee of Harvest Our Treasures, Seton Hall University’s strategic plan, I invite all members of the University community to attend Approaching the Homestretch – A Spring 2023 Mini-Series on Harvest Our Treasures held from February 13 – 17, 2023.

    Progress continues to be made as the University enters the third and final year of implementation of Harvest Our Treasures. Members of the University community will once again have an opportunity to receive updates on its progress and speak with members of the implementation teams. Throughout the week of February 13, goal-focused meetings will run each day. Each goal session, plus a session of Mission-related initiatives, will feature:

    • Status briefings on the University’s specific progress by the Implementation Goal Committee co-chairs for each goal; and
    • A sessions with colleagues actively engaged in goal implementation followed by discussion about areas of impact and opportunities for future strategy implementation.

    The full schedule of sessions is available on the mini-series website, along with status reports for each goal.

    Additionally, on Friday, February 17 at 10 a.m., you are welcome to “Chat with the Goal Co-Chairs” during an informal round table session with light refreshments.

    All members of the University community are invited and encouraged to attend the mini-series. Please RSVP to let us know which sessions you plan to attend. I hope to see you there! Please RSVP to let us know you plan to attend. I hope to see you there!

    Sincerely,

    Michele L. Nelson, Ph.D.
    Vice President for Board Affairs and University Strategy

  •  April 29, 2022: Midway Through the Journey - Reviewing and Reflecting on "Harvest our Treasures": A Strategy Symposium

    April 29, 2022: Midway Through the Journey - Reviewing and Reflecting on "Harvest our Treasures": A Strategy Symposium
    Michele Nelson, Ph.D.

    Dear Members of the Seton Hall Community,

    On behalf of the Implementation Steering Committee of Harvest Our Treasures, Seton Hall University’s strategic plan, which launched in February 2021, I write to invite you to Midway Through the Journey - Reviewing and Reflecting on “Harvest our Treasures”: A Strategy Symposium on May 11 from Noon – 4:00 p.m. followed by a reception of celebration and thanks.

    Significant progress has already been made on our three-year strategic plan. As the University approaches the mid-point of its strategy implementation, this symposium will allow the community to collectively pause, share updates, receive feedback on areas of opportunity and challenge, and recommend modifications, if needed, within the intentionally flexible five goals, which were crafted in the midst of the pandemic with acute awareness of the changing needs facing the University and the world at-large.

    An opening session will provide an overview of the Strategy Symposium and review major areas of progress by the University within a national context. Following the opening session, six goal- and mission-focused meetings will run concurrently in three sessions. Each session will be structured to allow an external expert to provide national context on the goal theme followed by a briefing on Seton Hall-specific progress by the goal co-chairs. Finally, a panel of colleagues actively working on goal implementation will answer questions and lead a discussion with the community about areas of impact and opportunity for strategy implementation.

    Finally, a closing reception for all attendees will specifically recognize the great work of the many members of the University community actively engaged in strategy implementation. The reception will also display great books published this year by members of Seton Hall’s esteemed faculty in recognition of their contributions toward achieving Seton Hall’s Academic Vision.   

    All sessions will be recorded and available through a PirateNet login after the symposium for those who wish to review them. Additionally, a feedback form will be available for those wishing to submit electronic feedback. 

    All members of the University community are invited and encouraged to attend the Strategy Symposium. Please RSVP to let us know you plan to attend. I hope to see you there!

    Sincerely,

    Michele L. Nelson, Ph.D.
    Vice President for Board Affairs and University Strategy

  •  October 6, 2021: Strategic Plan Implementation Steering Committee Update

    October 6, 2021: Strategic Plan Implementation Steering Committee Update
    Michele Nelson, Ph.D.

    Dear Members of the Seton Hall Community,

    Saint Elizabeth Ann Seton noted, "When so rich a harvest is before us, why do we not gather it? All is in our hands if we will but use it." Inspiring the name of our University strategic plan, Saint Elizabeth calls on us to Harvest Our Treasures. Launched officially in February 2021, the plan has prompted colleagues across the University to make significant progress on our five strategic goals. In the spirit of shared governance, we thank all Setonians who helped develop and are now implementing the plan. We look forward to the implementation steps that were prioritized for this year. As you know, our five strategic goals will ensure Seton Hall (1) provides a distinctive and rigorous liberal arts education that informs curated professional and graduate programs; (2) supports faculty; (3) creates a premier student experience; (4) advances equity, inclusion and social justice; and (5) advances institutional sustainability.

    • Harvest Our Treasures maintains focus on academic distinction. The provost has authorized a considerable number of searches for tenure-track faculty members this year and intends to do so again next year. Significant investments were made immediately to support the University’s research agenda. The University also remains committed to funding additional student-faculty research opportunities.
    • A significant and important strategic plan-identified project will be a compensation study. A Request for Proposals will be issued this academic year so a consultant can be named and begin the bulk of the work in fall 2022.
    • The University remains focused on advancing academic quality and refining its portfolio of compelling and competitive programs. This academic year the provost’s office is ready to collaborate and invest in innovative new academic programs proposed by the faculty.
    • The provost's office will launch several faculty-led, interdisciplinary "Academies" to promote faculty and student research and scholarship, curricular innovation and other faculty ideas.
    • Preliminary efforts are underway to review, catalogue and invest in experiential and service-learning opportunities and to relaunch study abroad opportunities.
    • Harvest Our Treasures has a built-in component to prepare Seton Hall for its upcoming Middle States accreditation review.
    • The plan calls for the development of an Institutional Statement on Academic Freedom Beyond the Classroom. A representative ad hoc committee from throughout our three campuses began this reflective, educational and iterative process this past February. This work is expected to continue through the fall.
    • Funded through strategic plan resources, a "Mission Mentor" program was instituted to deepen faculty understanding and engagement with the University's mission.
    • As a high-priority strategic action item and central to Seton Hall's Catholic mission, the University's commitment to diversity, equity, inclusion and justice was a significant focus last year and will remain a focus once again with ever-expanding training and programming.
    • As part of the University's Affordability Agenda, Enrollment Management continues to direct significant financial resources toward need-based aid. Student Services received and will implement its own $750,000 OMI (Opportunity Meets Innovation) and the RISE (Resilience, Integrity, Scholarship, and Excellence) grant-based programs this year.
    • Significant progress has been made to bolster the University advising model, one that honors and respects the unique role faculty members play in student engagement and retention while enhancing the role and access of professional and career advisors. The updated advising model will be implemented this year.
    • Supporting student retention and persistence is critical to Seton Hall’s mission. The University is developing a comprehensive, integrated retention model based on quantitative and qualitative data. All members of the University community will review and evaluate what they do each day to support student success and outcomes and to remove unnecessary barriers to student completion. Providing best-in-class academic and career-development resources will expand academic and career-related opportunities and outcomes as prioritized in Harvest Our Treasures.
    • A key component of the student experience is maintaining vibrant engagement opportunities, which Seton Hall accomplished both in person and virtually last year. This year, Seton Hall will continue to advance student engagement opportunities on campus, even during the widely anticipated renovations to the University Center. In particular, the new WKND programming series will mark an unprecedented cross-University collaboration. Additional improvements to enhance the student experience include renovations to Boland Hall and Walsh Gymnasium.
    • Harvest Our Treasures also prioritizes key investments in enhancing the graduate student experience, expanding graduate student recruitment and support, and conducting an ongoing graduate tuition benchmarking study
    • The University undertook and finalized a campus visioning process that will offer direction for campus projects over the next three to five years, opportunities for donor support and big-picture design guidance for up to 30 years.
    • With the generous support of alumni and friends, University Advancement doubled year-over-year fundraising and made significant progress outlining priorities for which philanthropic support can make a substantial impact. A plan to build an even more robust and engaged Seton Hall community of alumni, parents, friends and industry partners is underway in preparation for a comprehensive philanthropic campaign. Additional revenue opportunities and partnerships will be sought to support key initiatives in Harvest Our Treasures. These key strategic investments include: academic distinction, the student experience and student outcomes, instruction and research, the physical campus, justice, scholarships, and Seton Hall’s Catholic educational mission.

    The work ahead is significant, but our colleagues across the University are passionately advancing our strategic goals with a fervent dedication to our Catholic educational mission. The Implementation Steering Committee will continue to monitor and report on our progress this academic year.

    Sincerely,

    Michele L. Nelson

    Vice President for Board Affairs & University Strategy

  •  April 20, 2021: Harvest Our Treasures Update Report, April 2021

    April 20, 2021: Harvest Our Treasures Update Report, April 2021
    Michele Nelson, Ph.D.

    Dear Faculty, Students, Clergy, Staff, and Administrators,

    April is an exciting time in higher education. We recently celebrated Holy Week. The weather is beginning to warm. Trees and flowers are blossoming. The Green is beginning to populate. The anticipation of summer is building with Commencement on the minds of many.

    At this time of hope and anticipation, the Implementation Steering Committee writes to share some of the early progress toward Year One implementation of Harvest Our Treasures, the Seton Hall University strategic plan, which was unanimously approved by the Board of Regents in December 2020 and officially launched in January 2021.


    Goal 1 commits the University to provide a distinctive and rigorous education in the liberal arts tradition that also informs curated professional and graduate programs and provides all students the education to become adaptable, imaginative, resilient, ethical and successful individuals.


    Goal 2 focuses on supporting faculty and strengthening academic quality, research and scholarship, and enhancing equity and inclusion. The Provost's Office has been leading and coordinating efforts to advance these goals and the Academic Vision as written by the faculty. Some highlights of this work include:

    • An inclusive task force is collecting comprehensive recommendations from the faculty and deans on how to improve the quality, staffing, governance, and sustainability of the University Core, Catholic Studies, and Honors Programs, as suggested in the Strategic Plan. The Provost's Office will begin to review and selectively implement recommendations this summer and fall. The task force will next draft the structure for the standing committee on the Catholic Intellectual Tradition that is also called for by the Plan.
    • Rooted in shared governance, a representative ad hoc Committee on Academic Freedom Beyond the Classroom has been seated, reviewing advances and documents from other universities, and is now drafting an Institutional Statement on Academic Freedom Beyond the Classroom to address operational issues including artistic expression, presentations (speakers), free speech and protest, and honorary degrees and other awards. This process is in no way intended to erode or impact academic freedom protections in the Faculty Guide. The year-long process will include receiving campus feedback by early fall.
    • Seton Hall has joined the International Federation of Catholic Universities (IFCU), a world-renowned international organization of over 200 Catholic universities worldwide.
    • The Accelerated Program Sustainability Assessment ad hoc sub-committees continue to work on strengthening Seton Hall's academic profile and financial sustainability. Immediately impacted programs are implementing plans to improve quality, growth, or sustainability, in some cases with additional resources. Seven programs are suspending admissions. Working with the Faculty Senate Program Review Committee, one APSA sub-committee is drafting an improved, transparent and responsive Program Review process that will regularly share more data with programs, streamline the Program Review process, and respond more quickly and constructively to potential problems.
    • The Provost's Office launched the third annual Undergraduate Research Support program to stimulate and facilitate undergraduate participation in research with research grants. The recently launched online Seton Hall journal of undergraduate research, Locus is evidence of this commitment.
    • The Provost's Office has begun a reorganization with the creation of the position of Associate Provost for Undergraduate Education and Assessment. The position will support the growth of undergraduate degree-granting and special programs and lead accreditation, program review, and assessment coordination efforts at the University. The Associate Provost will work with the deans in the colleges to ensure students have sufficient courses and excellent co-curricular academic experiences to help new undergraduate degree programs emerge and existing ones to thrive.

    Goal 3 focuses on providing all students with a premier, mission-centered engagement experience. Significant advancements have already been made in Goal 3, including:

    • As part of the University's affordability agenda, the University is providing extra resources and support to enhance degree completion and success rates among its Pell-eligible and first-generation student populations. Accordingly, it is developing a Resilience, Integrity, Scholarship, and Excellence (RISE) program which will begin this fall and is also providing additional support to expand the incoming freshman EOP cohort.
    • The University is about to undertake a retention study, which will shape how we provide student support services. This study, combined with the ongoing and collaborative implementation of Degree Works, is part of a comprehensive revision of advising at Seton Hall.
    • The University Center renovation plans were approved by Village of South Orange officials supporting renovations beginning this summer. The renewed building will have a variety of new spaces for student socialization and interaction with each other and with faculty, a cutting-edge radio studio, improved dining spaces for students and for faculty, and rooms for community events. Though much of the preparation planning is still behind the scenes, the University Center will begin its transformation this summer.
    • The University's master planning process, which is well under way, will help shape the future of the built campus for Setonians for years to come.

    Goal 4 commits the University to further cultivate and nurture a trusting and collaborative Seton Hall community that educates and empowers all its members to advance equity, inclusion and social justice on campus and in the wider world. A representative committee was seated in the summer of 2020. Efforts thus far include:

    • Vibrant heritage month celebrations and virtual engagement for Black History Month and Women's History Month.
    • Planning for the upcoming Asian American and Pacific Islander Heritage Month in May.
    • Eight anti-racism training sessions (so far) for more than 400 members of our campus community. Sessions now run monthly. An Anti-Asian Racism Training and a White Allyship session have been created and will begin running soon.
    • Regular, enhanced planning, coordination and communication around DEI efforts, reminding us that our mission calls for Seton Hall to be a place where everyone is welcome and respected.

    Goal 5 focuses on advancing institutional sustainability. The University is committed to increasing the percentage of its budget spent on instruction and developing new ways to be nimble, responsive, innovative, and sustainable, including:

    • During the fall, an internal audit reviewed how Seton Hall classifies instructional expenses compared to IPEDS standards and how Seton Hall compares to its identified peer group.
    • The recommendations from the ad hoc Committee on University Structure, which reviewed the size, distribution, and configuration of the colleges and schools are forthcoming and will advise on opportunities for reinvestment in academics.
    • The Department of Information Technology is completing a cost-efficiency review and developing a peer analysis.
    • Aligned with Seton Hall's Catholic mission and desire to be good stewards of the Earth, the University is also investing in an energy utilization efficiency review, which we anticipate will help Seton Hall and the environment.
    • A University-wide committee is reviewing existing sources of auxiliary revenue and identifying new ones.
    • University Advancement has led over 15 workshops to help develop the themes for Seton Hall's next comprehensive fundraising campaign, which will support many strategic initiatives outlined by Harvest Our Treasures and the campus master planning process. University Advancement also completed, presented and received the Board of Regents' endorsement of the campaign feasibility study to inform the projected floor and ceiling of the campaign; identified prospects and gifts pipeline; completed a national search for a new vice president for Advancement; continued in person donor cultivation activities in outdoor settings during the pandemic; raised approximately $10M in the last 10 weeks of CY20; seated a Campaign Cabinet; clarified/presented phases and work streams of a comprehensive campaign; and clarified key projects and the importance of growing the endowment to support faculty, programs and fund scholarships for students. There is much passion for Seton Hall finally embarking on its first campaign in nearly 15-years.

    We look forward to sharing more progress on Harvest Our Treasures in June. Please know how very grateful we are for the work of so many throughout our University who are working diligently to implement the goals of the strategic plan. For more information, please visit the Harvest Our Treasures web site.

    Hazard zet Forward!

    Sincerely,

    Michele L. Nelson, Ph.D.
    Vice President
    Board Affairs and University Strategy

  •  February 19, 2021: Summary of Harvest Our Treasures Information Sessions

    February 19, 2021: Summary of Harvest Our Treasures Information Sessions
    University Relations

    "When so rich a harvest is before us, why do we not gather it? All is in our hands if we will but use it." — St. Elizabeth Ann Seton

    Thanks to the extensive involvement and insight of the University community, Seton Hall's Strategic Plan, Harvest Our Treasures, establishes a bold vision that honors our past and defines our future. Over the next three years and beyond, Harvest Our Treasures will guide an increase in Seton Hall's distinction, enhance its reputation as a home for great minds, focus our energies, and lead us into the future with confidence.

    The plan was unanimously endorsed by the Board of Regents at its December 2020 meeting. In addition to the launch of the Harvest Our Treasures web site and related communication, the Implementation Steering Committee hosted Harvest Our Treasures community forums on February 5th, 10th and 12th, for faculty, staff, administrators, and students. During these sessions, attendees learned more about the strategic planning process, the Guiding Principles and Academic Vision Statement, and heard from the various goal implementation committee chairs. Presenters summarized the main objectives of each of the five goals and shared the implementation priorities for the year, which are summarized below.

    Goal 1 works to enliven the Academic Vision by focusing on the prominence of the Catholic Mission, the breadth and depth of liberal arts in the curriculum, the cross-disciplinary and collaborative aspects of a quality education, and hiring and retaining qualified full-time tenure and tenure-track faculty. Year 1 priorities include: developing partnerships and networks with Catholic institutions and organizations; establishing a comprehensive and inclusive advising system for undergraduate and graduate students; and expanding experiential and clinical learning partnerships to provide needed professional training in competencies and skills for the future.

    Goal 2 works to enliven the Academic Vision by advancing recruitment, retention and rewards for faculty; bolstering the connections between mission and academic freedom; encouraging interdisciplinarity and research; supporting faculty development; and enhancing grantsmanship and research funding. Year 1 priorities include realigning the Office of Grants and Research Services and deploying software and technology to streamline and support research; planning for academic alignments that will highlight the Catholic Intellectual Tradition and fostering interdisciplinary synergies; developing an institutional statement on academic freedom beyond the classroom; and elevating the integration of mission in faculty development.

    Goal 3 objectives include enhancing affordability and access to a Seton Hall education and developing a premier student experience. Year 1 priorities include advancing the Affordability Agenda; conducting a retention study and developing a comprehensive retention strategy; launching the University Center renovation; expanding the use of the experiential learning database; focusing on the graduate experience in University planning; and enhancing Student Services programming.

    Goal 4 objectives support advancing an inclusive campus community through developments in the curriculum, hiring, training, programming, communication, and policy development. Year 1 priorities include adopting language on Diversity, Equity, and Inclusion in hiring processes, in evaluations, and bringing this perspective into curricula; enhancing cultural month programming; developing a comprehensive communication strategy; cataloging and bolstering diversity and inclusion trainings; and reviewing hiring policies and initiatives.

    Goal 5 objectives will advance institutional sustainability by creating a nimble, responsive and innovative operational infrastructure and make strategic investments in people, programs and partnerships to support Seton Hall's mission. Year 1 priorities include reviewing operations and improving cost efficiencies; enhancing fundraising efforts; enhancing employee recruitment and staff development programs; increasing ways to be nimble, expedient and flexible in developing and sustaining programs, partnerships, and research and service; and reviewing organizational size, distribution and configuration to strengthen effectiveness and institutional use of resources.

    Attendees also received updates on two high priority strategic action items for the academic year: the Accelerated Program Sustainability Assessment (APSA) and University Structure ad hoc Committees, which are designed to support the development of a competitive and compelling academic portfolio and further invest in the academy.

    The Implementation Steering Committee presenters answered varied attendee questions submitted both in advance and during the sessions. Topics included the University Center, its funding and construction details; and the ways in which enhanced faculty research opportunities will be supported.

    Setonians who were unable to attend the sessions can learn more by reading through the detailed internal plan, accessible by using their Seton Hall login credentials.

    In each of the sessions, President Nyre expressed his gratitude for the University community's involvement and interest, noting, "I appreciate our community's thoughtful work to reach this point. And I look forward to everyone's continued commitment. We need all of you to ensure Harvest Our Treasures takes root — and ultimately takes flight."

    Visit the Harvest Our Treasures web site to learn more.

  •  February 1, 2021: Seton Hall Unveils "Harvest Our Treasures" Strategic Plan

    February 1, 2021: Seton Hall Unveils "Harvest Our Treasures" Strategic Plan
    Joseph E. Nyre, Ph.D., Office of the President

    Dear Members of the Seton Hall Community,

    Today we are grateful for the opportunity to share our new strategic plan, Harvest Our Treasures, and enjoin your participation in making it a success. Rooted in Seton Hall’s 165-year mission, the plan fortifies our strengths and expresses our timeless values in innovative and exciting ways.

    American higher education is undergoing a transformational period unlike any in the last 75 years. The changes wrought by this transformation have only accelerated due to COVID-19, which has placed undeniable stress on institutions of every size and type.

    Our Catholic university stands tall amid this uncertainty — ready to advance into a new era of achievement. Thanks to the unprecedented involvement of the Seton Hall community offering their thoughts and feedback, our strategic plan establishes a bold vision that honors our past and defines our future. Over the next three years and beyond, it will increase our distinction, enhance our reputation as a home for great minds, focus our energies and lead us into the future with confidence.

    Harvest Our Treasures directs us in ways that benefit not only Seton Hall, but also the nation and world. This is especially vital now, as we are living through a moment when there is no shortage of challenges facing society. Just as the plan informs academic initiatives and campus construction, so does it guide our engagement with the great debates taking place outside our campuses.

    Harvest Our Treasures is rooted in faith and intellectual commitments that speak to the heart of Seton Hall’s instructional enterprise. And its guiding principles reflect our most-deeply held beliefs about faith, humanity and the kind of world we are striving to create. These commitments and principles animate five strategic goals that serve every member of the University — past, present and future.

    Our goals are more than words on paper or a website. They reflect the call of our patroness, Saint Elizabeth Ann Seton, who reminds our community to harvest its many treasures. Already our strategic planning process has borne fruit; as we developed the draft plan last year, its principles guided our efforts to reopen the University and achieve a highly successful fall semester.

    We know that externalities throughout the region, nation and world will influence and affect our plan; we will be ready to adapt and adjust to changing circumstances, just as we did with the Restart Plan.

    For Harvest Our Treasures to continue to take root — and ultimately take flight — we need the understanding and enthusiasm of every Setonian. To accomplish this, I invite you to read the plan, adopt its vision, and commit to advancing its worthy goals.

    We will supplement this internal document with myriad external-facing communications, all designed to share the plan and its aspirations with the many individuals and organizations whose support is vital to our success.

    In the coming days, we will host community forums for faculty, staff and students to answer questions about Harvest Our Treasures and discuss its implementation. I encourage you to take advantage of these forums as your schedule allows. Thank you for helping us heed the call of our patroness, Saint Elizabeth Ann Seton, as we harvest Seton Hall's many treasures and create a better University — and society — for all of us.

    Sincerely,

    Joseph E. Nyre, Ph.D.
    President

  •  December 11, 2020: Strategic Plan Update

    December 11, 2020: Strategic Plan Update
    Michele Nelson, Ph.D.

    Dear Members of the Seton Hall Community,

    I write to you following last week's meeting of the Board of Regents. As you may recall from the announcement earlier in the week, the Board approved the University's strategic plan, "Harvest Our Treasures," which is a three-year plan setting ambitious goals for the University and making a significant commitment to enhancing our many treasures…Our Mission, Our Faith, Our Students, Our Priests, Our Faculty, Our Staff, Our Academy, Our Diversity, Our Athletes, Our Alumni and Benefactors, Our Campus, and Our Resources.

    In addition to officially approving the strategic plan, the Board also received status reports on the progress made for the high priority strategic action items established during the September 2020 Board Retreat, including Goal 3: Student Success, Goal 4: Diversity, Equity and Inclusion; the Accelerated Program Sustainability Assessment ad hoc Committee's work and the University Structure ad hoc Committee's work. They also learned more about the campus master planning process and preparations for the University's comprehensive philanthropic campaign.

    As a standing agenda item at the December Board meeting, the Board received an annual report on the Priest Community from Fr. Gerald Buonopane, Minister to the Priest Community, which memorializes and celebrates the significant contributions of the members of the Priest Community to our campuses and the greater community.

    Finally, as is aligned with their fiduciary responsibilities, members of the Board received financial reports, enrollment updates, and a status report on the continued impact of COVID-19.

    Michele Nelson, Ph.D.
    Vice President for Board Affairs and University Strategy

  •  December 8, 2020: Strategic Plan Approved

    December 8, 2020: Strategic Plan Approved
    Dr. Katia Passerini, Provost and Executive Vice President
    Dr. Michele Nelson, Vice President for Board Affairs and University Strategy

    Harvest Our Treasures

    "When so rich a harvest is before us, why do we not gather it?
    All is in our hands if we will but use it."
    — St. Elizabeth Ann Seton

    Shortly after President Nyre arrived, the University embarked on a strategic planning process for the first time in more than a decade. The process advanced with the full support of the Board of Regents, the expert guidance of Keeling & Associates (K&A), and the unprecedented involvement of hundreds of Setonians who offered their thoughts in town halls, focus groups and surveys. Since our work began, excitement for Seton Hall's future has grown continually stronger.

    Today we are pleased to announce the approval of the University's strategic plan, which was enthusiastically endorsed by the Regents on December 4. Titled "Harvest Our Treasures," the three-year plan sets ambitious goals for the University and makes a significant commitment to enhancing our many treasures…Our Mission, Our Faith, Our Students, Our Priests, Our Faculty, Our Staff, Our Academy, Our Diversity, Our Athletes, Our Alumni and Benefactors, Our Campus, and Our Resources.

    "Harvest Our Treasures" will lead Seton Hall through the shifting higher education landscape and help us emerge as a more formidable and dynamic institution. The finalized plan will be available on the University website and presented in community information sessions during the spring semester.

    Led by Alyssa McCloud, Ph.D., Senior Vice President for Enrollment Management, and Andrew Simon, Ph.D., Psy.D., Associate Professor and Vice-Chair of the Faculty Senate, the Strategic Planning Committee (SPC) convened regularly from October 2019 through April 2020, meeting with K&A throughout the process.

    While COVID-19 forced many institutions to abandon strategic planning and enter crisis-management mode, Seton Hall pressed forward. More than 140 members of the faculty, staff, student body and priest community met through the spring and summer to prepare reopening plans guided in large part by strategic planning goals.

    The draft Academic Vision Statement, Goals and Objectives were presented to the Board of Regents at its annual retreat in September 2020. The Regents supported the direction of the plan and made minor additions to the Goals, Objectives and Academic Vision Statement.

    From September 2020 to November 2020, the Implementation Steering Committee, co-chaired by Katia Passerini, Ph.D., Provost and Executive Vice President, and Michele Nelson, Ph.D., Vice President for Board Affairs and University Strategy, and made up of the co-chairs of the Strategic Plan goal and ad hoc implementation committees with over 110 members of the University community, met weekly to report on the progress of their committees in developing implementation procedures and to recommend priorities for years one, two and three of the plan. The Implementation Plan is an integrated management tool to guide the University over the next three years, track and measure progress, and respond nimbly to changes as needed.

    The Mission, Academic Vision, Guiding Principles, Goals and Implementation Plan (with Objectives and Activities) make up "Harvest Our Treasures." The name of the plan was submitted by Eilish Harrington '08, Institutional Planning and Communications Analyst for the School of Theology, in a campus-wide naming contest.

    As St. Elizabeth Ann Seton reminds us, "When so rich a harvest is before us, why do we not gather it? All is in our hands if we will but use it." Setonians, it is time to harvest our many treasures.

    The strategic plan will launch early next year. Members of the Implementation Steering Committee look forward to hosting information sessions to speak more about the plan. In addition, the High Priority Strategic Action committees continue to make progress on several key initiatives for this academic year, including completing the Accelerated Program Sustainability Assessment and the review of the University's structure, elevating the student experience, and amplifying the University's diversity, equity and inclusion efforts. Throughout the plan's implementation, campus leaders will focus on key areas of advancement, including improving retention, continuing to elevate Seton Hall's academic reputation and growing net revenue, which will result in strengthening student outcomes, institutional reputation and fiscal sustainability. It also will fortify and advance Seton Hall's Catholic identity and the Catholic intellectual tradition.

    We look forward to speaking with you more in the spring semester. In the meantime, please contact Michele Nelson, Ph.D., Vice President, Board Affairs and University Strategy, with any questions.

    Sincerely,

    Dr. Katia Passerini, Provost and Executive Vice President
    Dr. Michele Nelson, Vice President for Board Affairs and University Strategy

  •  September 30, 2020: Seton Hall University Board of Regents Update

    September 30, 2020: Seton Hall University Board of Regents Update
    Chairman Kevin Marino, Esq. and President Joseph E. Nyre, Ph.D.

    Dear Members of the Seton Hall Community,

    On Thursday and Friday, September 24 and 25, the Seton Hall University Board of Regents met virtually for its annual retreat. The Board received updates on the strategic planning process, offering feedback and support. Additionally, the Board endorsed several action items that will guide our work this academic year.

    As you know, we began our strategic planning process in fall 2019 to assess and establish the University’s priorities, strengthen the dedication to its Catholic mission, focus its resources, and align operational functions to achieve its goals. Embracing shared governance, we formed the Strategic Planning Committee (SPC) composed of a cross-section of members of the University community, including faculty, priests, administrators, and students. The SPC led the planning process throughout the 2019-2020 academic year. Though the COVID-19 pandemic briefly decelerated the planning process, over 140 members of the University community met in smaller groups throughout the pandemic to advise on short-term reopening objectives and longer-term strategy and related decisions. All of these efforts were linked to the draft strategic framework.

    We are pleased to report that, during the retreat, the Board applauded the University community for its collective leadership, action, and dedication to the strategic planning process, especially in the midst of the multiple health, social, and economic challenges our nation is facing. The Board reviewed the draft Academic Vision Statement, along with the Guiding Principles, Goals, and Sample Objectives developed and set forth in the draft Strategic Plan. Impressed by the work already completed, the Board formally voted to support the direction of the strategic planning process while providing additions to, and guidance for, the Strategic Plan.

    The Board also recognized the role of faculty research in the draft Academic Vision Statement by encouraging the University to regularly review its Carnegie research classification for strategic and sustainability purposes. The Board recognizes faculty scholarship and teaching as mutually synergistic endeavors, sustained and promoted through actively recruiting, supporting, and rewarding faculty engaged in research.

    Finally, the Board recognized that the University must seek to implement certain critical, strategic priority actions in the 2020-2021 academic year in connection with achieving the goals developed and set forth in the Strategic Plan and as further developed above by the Board. Accordingly, the Board endorsed the allocation of resources associated with priority actions this academic year, which include:

    • Advancing key objectives in Goal 3: Student Success, which includes, but is not limited to, the Affordability and Accessibility agenda, previously presented to the Board at the February 26, 2020 meeting, all of which are designed to strengthen recruitment and retention;
    • Taking meaningful action to advance student engagement, retention, and persistence during and after the COVID-19 pandemic;
    • Advancing key objectives in Goal 4: Diversity, Equity, and Inclusion, which includes, but is not limited to, initially inventorying and assessing key DEI work across the University;
    • Conducting critical Accelerated Program Sustainability Assessment in support of the University’s Academic Vision and Goals 1, 2, and 5;
    • Evaluating and recommending changes to the University structure to promote the University’s sustainability and Goals, 1, 2, and 5; and
    • Launching the University’s Capital Campaign(s) in support of Goal 5.

    The Strategic Planning Process will conclude once the Implementation Plan is developed. The Board anticipates receiving, reviewing, and taking appropriate action on a completed Implementation Plan aligned with the Academic Vision Statement, along with the Guiding Principles, Goals, and Objectives as set forth in the Strategic Plan and as expanded and broadened above, at its December 2020 meeting.

    We are incredibly grateful for the work by the collective community in developing the three-year draft strategic plan, and we are eager to advance the initiatives in that plan, especially those noted as priority actions for this year.

    Sincerely,

    Chairman Kevin Marino, Esq. and President Joseph E. Nyre, Ph.D.

  •  December 18, 2019: Strategic Planning Update

    December 18, 2019: Strategic Planning Update 
    Dr. Andrew Simon, Co-Chair of the Strategic Planning Committee
    Dr. Alyssa McCloud, Co-Chair of the Strategic Planning Committee

    Dear Members of the Seton Hall Community, 

    This message is to provide you with an update regarding the creation of Seton Hall's next strategic plan. Our intent is to keep everyone informed of the Strategic Planning Committee's (SPC) progress and ensure that the University community has opportunities to contribute to the process.  

    Over the past few months, the SPC has been working under the guidance of Keeling & Associates. The focus of our efforts has been to prepare for and organize the information that's come from the Town Hall meetings, group discussions, and University-wide survey led by Keeling & Associates. We are now at a point in which primary themes, relevant to the University as a whole, have been identified. The core of the strategic plan will be based on how these themes get addressed. The themes are (in no particular order): 

    • Academic vision – co-chairs, Andrew Simon & Kurt Rotthoff
    • Student success – co-chairs, Yolanda Jackson & Shawna Cooper-Gibson
    • Catholic mission/identity – co-chairs, John Chadwick & John Ranieri
    • Institutional culture – co-chairs, Bryan Felt & Joan Guetti
    • Attract, retain and ensure satisfaction of faculty and staff – co-chairs, Vanessa May & Mayra Colon
    • Strategic direction and sustainability – co-chairs, Sona Patel, Stefan Ferreira & Stephen Graham

    Our next step will be to form strategic working groups (SWG) that will chart a strategic direction for each theme. The SWGs will conduct their work from Mid-January through Mid-March. Each SWG will be co-chaired by members of the SPC, as indicated above. The SWGs will be composed of faculty, students, priests, administrators, etc. SWG membership will be chosen following the appropriate University by-laws or guide regulations; for example, the SGA will recommend the students, the Faculty Senate will recommend the faculty, etc. In the case where no appropriate governing body or by-law exists, the co-chairs of the SWG will make the appointments.

    The SWGs have been commissioned at the request of the SPC. They are charged with the following, as it relates to each specific theme:

    1. Proactively engage all campus community members and seek as much input from multiple constituents as possible to inform the formulation of strategic priorities.
    2. Ensures tasks, community input and feedback are accomplished within specified time-lines.
    3. Identify big picture priorities, strategic objectives and supporting ideas.
    4. Provide the SPC with a final list of recommendations in the form of a written report not to exceed 5 pages.

    We also anticipate, during the week of February 24, we will hold Town Hall meetings on all three Seton Hall campuses. The purpose of the meetings will be to provide updates and seek additional input. The SPC will then use this feedback to change or refine the strategic statements.  

    Our plan is to have the statements ready for an SPC strategic planning retreat on March 18-19. Keeling & Associates will direct the SPC during the retreat so the core elements of the plan can be finalized. We intend to have a draft of the full strategic plan completed by the end of April 2020 and submitted to the Board of Regents for review in early June. At that point the work of the SPC will come to a close and the process will move on to the implementation phase.

    We hope this information provides you with an understanding of the process to date. We wish you and your family a blessed holiday season and a happy new year.

    Dr. Andrew Simon, Co-Chair of the Strategic Planning Committee
    Dr. Alyssa McCloud, Co-Chair of the Strategic Planning Committee

  •  November 22, 2019: FINAL REMINDER: Strategic Planning Survey

    November 22, 2019: FINAL REMINDER: Strategic Planning Survey
    Dr. Andrew Simon, Co-Chair of the Strategic Planning Committee
    Dr. Alyssa McCloud, Co-Chair of the Strategic Planning Committee

    Dear Seton Hall Faculty, Staff & Priest Community,

    Seton Hall is engaged in a strategic planning process this year to define our key priorities and goals, and guide decision making for the coming three to five years. We are writing to ask you to complete this online survey because your input—your ideas, opinions, and recommendations—are important!

    Completing the survey should take approximately 15 minutes, but your input will influence the University’s direction for much longer. We sincerely appreciate your taking the time to share your thoughts and ideas. Please make completing the survey a priority. The survey will close on November 27, 2019.

    If you have already taken the survey, thank you! If not, please click here: https://www.surveymonkey.com/r/SetonHallStrategicPlanningSurvey

    The responses you give on this survey are strictly confidential. The survey is being administered by our consultants, Keeling & Associates, LLC (K&A). K&A, and not Seton Hall will receive and have access to your individual responses to the survey questions. No member of the faculty, staff, or administration at the University, including the Strategic Planning Committee, will see individual responses. The report of survey results will contain aggregated data only, without any identification of individual respondents or responses. Summary results of the survey and other information-gathering efforts to date will be shared with the University community next semester.

    Thank you very much for your time and input.

    Dr. Andrew Simon, Co-Chair of the Strategic Planning Committee
    Dr. Alyssa McCloud, Co-Chair of the Strategic Planning Committee

  •  November 11, 2019: Strategic Planning Survey

    November 11, 2019: Strategic Planning Survey
    Dr. Andrew Simon, Co-Chair of the Strategic Planning Committee
    Dr. Alyssa McCloud, Co-Chair of the Strategic Planning Committee

    Dear Seton Hall Faculty, Staff & Priest Community,

    Seton Hall is engaged in a strategic planning process this year to define our key priorities and goals, and guide decision making for the coming three to five years. We are writing to ask you to complete this online survey because your input—your ideas, opinions, and recommendations—are important!

    Completing the survey should take approximately 15 minutes, but your input will influence the University’s direction for much longer. We sincerely appreciate your taking the time to share your thoughts and ideas. Please make completing the survey a priority. The survey will close on November 27, 2019.

    To complete the survey, please use the link below. https://www.surveymonkey.com/r/SetonHallStrategicPlanningSurvey

    The responses you give on this survey are strictly confidential. The survey is being administered by our consultants, Keeling & Associates, LLC (K&A). K&A, and not Seton Hall will receive and have access to your individual responses to the survey questions. No member of the faculty, staff, or administration at the University, including the Strategic Planning Committee, will see individual responses. The report of survey results will contain aggregated data only, without any identification of individual respondents or responses. Summary results of the survey and other information-gathering efforts to date will be shared with the University community next semester.

    Thank you very much for your time and input.

    Dr. Andrew Simon, Co-Chair of the Strategic Planning Committee
    Dr. Alyssa McCloud, Co-Chair of the Strategic Planning Committee

  •  November 7, 2019: November 19 & 20 Keeling and Associates (K&A) Visit

    November 7, 2019: November 19 & 20 Keeling and Associates (K&A) Visit
    Dr. Andrew Simon, Co-Chair of the Strategic Planning Committee
    Dr. Alyssa McCloud, Co-Chair of the Strategic Planning Committee

    Dear Members of the Seton Hall Community,

    Keeling and Associates (K&A) will return to campus on November 19 & 20 to gather additional input for the strategic planning process. As part of this process, they will be hosting town halls on all three of our campuses as follows:

    South Orange – Nov. 19, 2019 - 2:15 pm – 3:00 pm – Main Lounge

    IHS campus – Nov. 20, 2019 – 4:15 pm – 5:00 pm – IHS Auditorium

    Law School – Nov. 19, 2019 – 4:15 – 5:00 pm – Faculty Library

    These town halls are open to all community members. Please join these meetings to have your thoughts and input added to the strategic planning process.

    In addition to these town hall meetings, Keeling will also be hosting six small group meetings as indicated below. These meetings will have 10-12 individuals representing a cross section of campus, such as students, faculty, priests, staff, administrators, etc. These meetings are open to all community members and slots will be filled on a first-come, first-served basis.

    The sessions will be held as follows:

    Nov. 19, 2019 – 10:15 am – 11 am – Bethany 201

    Nov. 19, 2019 – 11:15 am – 12 pm – Bethany 201

    Nov. 19, 2019 – 3:15 pm – 4:00 pm – Bethany 201

    Nov. 19, 2019 – 4:15 pm – 5:00 pm – Bethany 201

    Nov. 20, 2019 – 9 am – 9:45 am – Jubilee Hall 231

    Nov. 20, 2019 – 2:15 pm – 3:00pm – Jubilee Hall 132

    We hope that you will all actively participate in this process to assist the University in this important endeavor which is critical to shaping the future of our beloved Seton Hall.

    Please also be on the lookout for an important survey from Keeling and Associates which will be used to gather additional feedback for the strategic planning process. A message about this survey will be sent early next week.

    Thank you,

    Dr. Andrew Simon, Co-Chair of the Strategic Planning Committee
    Dr. Alyssa McCloud, Co-Chair of the Strategic Planning Committee

  •  November 6, 2019: Shared Goals: Peer and Pricing Committee

    November 6, 2019: Shared Goals: Peer and Pricing Committee
    Joseph E. Nyre, Ph.D., Office of the President

    Dear Members of the Seton Hall Community,

    As I announced to the campus earlier this semester, the Executive Cabinet is pursuing a series of shared goals for the 2019-20 academic year. Among them is to conduct and/or review an analysis of Seton Hall’s peer, competitor and aspirant institutions, and to carry out an undergraduate tuition-pricing study.

    These objectives should be accomplished with an eye toward providing readiness and research for Seton Hall’s ongoing strategic planning process. With that in mind, Stephen Graham, Chief Financial Officer, and Alyssa McCloud, Ph.D., Senior Vice President for Enrollment Management, have been tasked with achieving these goals. They have assembled a representative committee, of which they are the co-chairs, that includes:

    Peer and Pricing Committee:

    • Stephen Graham, Chief Financial Officer, Co-Chair
    • Alyssa McCloud, Ph.D., Senior Vice President of Enrollment Management, Co-Chair
    • Jennifer Itzkowitz, Ph.D., Associate Professor, Finance
    • David Rosenthal, Ph.D., Associate Professor, Computing and Decision Sciences
    • Elise Kerim, Student
    • Velu Krishnan, Student
    • Reverend Colin A. Kay, Director of Campus Ministry
    • Bonnie Burkhardt, Director of Business Intelligence
    • Robin L. Cunningham, Ed.S., Associate Vice President and Dean of Freshman Studies
    • Gary Thomas, Associate Director of Financial Aid

    Student members were identified and recommended by Rishi Shah, president of the Student Government Association. Faculty members were identified and recommended by Jonathan Farina, Ph.D., chair of the Faculty Senate.

    To assist with this endeavor and ensure an independent and neutral evaluation, Seton Hall has contracted with the Educational Advisory Board (EAB), a well-known Washington D.C.-based higher education consulting firm. They will engage in a three-part process as follows:

    1. Identify a peer school list that will serve as the basis for an undergraduate tuition gap analysis and for future studies on other topics, such as faculty compensation.
    2. Provide a gap analysis on undergraduate tuition pricings for this peer set as compared to Seton Hall, as well as a contextual understanding of national tuition trends.
    3. Conduct and provide results of an undergraduate tuition pricing elasticity study.

    The University committee will collaborate with representatives from EAB in a manner that is consistent with this committee charge:

    1. Work with EAB consultants on the parameters and design for compiling a peer school list and related analysis.
    2. Contribute to the design and creation of a pricing survey to be administered by the consultants.
    3. Provide other inputs and guidance to the consultants throughout the process.
    4. Ensure their work is completed in a timely fashion consistent with the expectations outlined in this message.
    5. Forward the results to the President and the Executive Cabinet for consideration in the strategic planning process.

    The work of this committee is expected to conclude by the end of January 2020. Major highlights and results will be shared with the Strategic Planning Committee and through the committee membership with their respective constituents, i.e., students will provide information to the SGA; faculty will provide information to the Faculty Senate, etc.

    I am grateful to Dr. McCloud, Mr. Graham and the entire committee for taking the lead in developing these vital analyses. The results of their work will be an invaluable asset to Seton Hall as our strategic planning process moves forward.

    Sincerely,

    Joseph E. Nyre, Ph.D.
    President