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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.

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
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
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
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
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 
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
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
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
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
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

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