Sesquicentennial Strategic Plan for Seton Hall University

INTRODUCTION
APPROVED AGENDA

OVERVIEW

CONTACT

Strategic Issues

Academic Programs, Educational Technology and Evaluation
Facilities
Human Capital and Diversity
Management, Organization and Administrative Technology
Marketing, Competition, Recruitment and Retention
Mission, Vision and Catholicity
Resources and Economic System and Partnerships

Academic Programs, Educational Technology and Evaluation Strategic Issues (82 items)

What should SHU change to meet the lifelong learning needs of the adult population?
How can Seton Hall's strong communication/media resources, such as WSOU radio and Pirate TV, be better utilized to develop an opportunity for new curriculum (audio engineering) based on the growing media industry?
How can Seton Hall develop its non-Honors program courses in response to the perceived need of the top 10 percent students for a more rigorous academic environment?
How can we incorporate information-literacy competency standards into the Core Curriculum in preparation to meeting the Middle States Association requirements in our upcoming accreditation visit, while revisions to the core are still in process?
What strategies would facilitate student articulation across undergraduate and graduate programs within the University?
What should SHU change to reflect the increasingly dynamic nature of knowledge?
What should SHU do to leverage its technology infrastructure to enhance the educational process?
What should SHU change to better engage the faculty in the use and development of technology in teaching and learning?
How should SHU monitor the use of technology in the classroom to improve the student learning experience and retention?
How does SHU intend to maintain its reputation and leadership as a nationally and internationally recognized expert in IT for higher education?
What should SHU technology change to support the movement toward more online educational delivery?
What could SHU do to maintain and continue to be on the cutting edge of technology?
What programs are best served through distance learning/SetonWorldWide, and how can these programs best be marketed?
How can we promote and provide instruction that will allow all students (especially those accessing the library via our Web site) to make the best possible uses of the resources provided to support their research needs?
What additional nursing programs are most marketable for development as online programs and will attract a large pool of qualified students to deal with the nursing shortage?
What resources are needed to enhance the use of information technology by faculty within the College of Nursing to prepare students to work in advanced technological environments?
How should SHU use benchmarking data to more effectively evaluate graduate programs?
How should SHU institute suitable mechanisms for measuring achievement of desired goals to ensure that instructional responsibilities are being met?
What measures should SHU implement to achieve a policy of academic integrity?
While SHU has several regionally and nationally recognized programs, how should SHU identify and manage academic programs that fall below that level of excellence?
What strategies will help maintain accreditation and rankings as well as expand evaluation measures used within the College of Nursing and across the University and state?
How can SHU get across-the-board program quality improvement in order to compete more effectively?
In what ways can SHU substantiate or refute concerns relating to lowered academic standards in order to maintain institutional market share?
What role can re-examination of the undergraduate Core Curriculum play in enhancing real and perceived academic prestige?
How can SHU become a leader in the provision of quality continuing education and professional development to demonstrate leadership and support of community partners?
How can we develop information literacy skills in a student population that generally does not read and is not encourage to do so?
How can SHU continue to maintain its Tier II status and avoid relegation to the "second-rate" category of schools?
What should SHU do to create new or renovated space to accommodate academic programs that have outgrown their existing facilities?
What facility changes should SHU implement to support its science program and meet the needs created by the rapid developments in the scientific community? Specifically:
a. Sciences
b. Art and Music
c. Computer Science
d. Fahy Hall and Arts and Sciences Hall
e. Language Laboratory
How can SHU's planning for programs and facilities better respond to the projected demographic changes in the populations of both the traditional student age groups and older students?
What experiences should be developed to increase the visibility of cultural, gender, age and ethnic sensitivity in courses across the curriculum and in clinical practice?
What learning opportunities need to be developed to promote knowledge of patient responses to health and illness, which are influenced by gender, age, cultural and ethnic backgrounds?
What strategies would promote dialogue within the total faculty to generate improved educational and research practices?
How should SHU modify the support services in order to keep pace with the changes in our programs and students?
What should SHU change to achieve a better balance between meeting the technology needs for administrative and teaching-learning functions?
What organizational changes would permit teaching opportunities at both the basic and advanced levels?
What organizational changes would enhance formation of cohort groups of faculty to identify areas of interest (research, curricular) to enhance marketing and funding potential?
What programs and services should SHU create to respond to a growing trend toward in-house training, certificate and degree programs provided by major corporations rather than universities?
What programmatic offerings should be implemented to increase our competitiveness with other schools of nursing?
How can SHU use its leadership position in technology to further strengthen its external image and impact alumni engagement and recruitment and retention of students?
What should SHU do with technology to enhance its ability to maintain Tier II status?
How should SHU's programs, facilities, and faculty change to reflect a shift in focus toward lifelong learners (continuing education, virtual university, etc.)?
How could Seton Hall actively position faculty, programs and students as "experts" in the media to gain national and local recognition in an extremely competitive geographical area?
What programs should Seton Hall promote to position the University as a major player nationally and internationally?
How can SHU work toward becoming a national leader in education and provide exemplary teaching enhanced by faculty research so as to provide an incentive for students to pay higher tuition than our many local competitors?
How will the development and implementation of a Ph.D. program in the College of Nursing help to address the shortage of doctorally prepared nurses in New Jersey and the nation while improving the ranking of SHU?
In what ways can the expansion of a visiting scholars program in the College of Nursing strengthen curriculum and mentor junior faculty developing programs of research in order to increase national rankings?
What are the most effective strategies to market innovations in faculty research/
practice and curriculum developments to improve our national ranking?
How can SHU better support the counseling for dual degree programs in order to increase enrollment and improve retention?
How should the Freshman Skills Class be modified to improve the development of the freshmen and thus retention?
How can Seton Hall's level of academic challenge in the classroom meet the educational needs of all its students (including those who are less academically gifted) as the University's demographics shift to include more top 10 percent students?
How does SHU respond to the challenges presented by Excorde Ecclesiae?
What instruction should be implemented to complete a student's education in the Catholic intellectual tradition?
How should SHU implement its international mission?
How can SHU infuse its justice and faith commitments into learning and campus life?
How can we make use of existing resources and capabilities to partner with other regional universities/colleges with complementary strengths/weaknesses that will make collaboration attractive (e.g., Baird: very strong theater, music and performing arts)?
How should SHU develop collaboration between the individual schools to share space, equipment and other resources in order to provide quality programs and meet the needs of the future generation of students?
How can the various SHU programs partner with community agencies to provide service, educational, clinical, and research opportunities?
How can we ensure that the library will have a viable repository (archive) of research materials, when a multitude of information providers and aggregators impace information dissemination?
In what ways can the College of Nursing faculty provide consultation for agency staff and expand continuing education offerings at clinical sites through distant learning opportunities?
Should SHU analyze the distribution of resources to academic programs to better respond to market and demographic changes?
What can SHU afford to devote to IT2 in order to further support its technology leadership, image and reputation?
What is the proper balance between graduate and undergraduate enrollments while pursuing quality and remaining financially viable?
From a technology perspective, how should the undergraduate economic model be modified to better support the University?
Given rising costs and limited funding sources related to higher education, what changes should SHU make to ensure its financial viability (increased endowment, new funding, elimination of programs that are negative cost centers, etc.)?
What academic programs should be combined or eliminated leading to a larger distribution of limited resources?
How can we build, maintain and strengthen the library's collections (both electronic/digital and print holdings) necessary to support our expanding curriculum and faculty teaching and scholarship requirements in tight budget times (while journal and book prices increase exponentially)?
How can SHU maintain its technology-rich environment in an environment of shrinking resources?
How can experiential education or "active and collaborative learning opportunities" be more fully integrated into SHU's Core Curriculum?
What role will technology play in supporting work and learning opportunities?
What will be the technological needs to deliver an integrated and advanced technological experience for students and our entire community?
How can SHU most efficiently maintain the current on-campus residential, student life and academic space and modernize these environments to attract prospective students and meet the needs of the SHU community?
a. What financial resources are needed to support short-term and long-term construction and renovation needs so that these environments will support SHU's educational and technological goals?
How can SHU ensure the safety and security of the University, increase efficiency with administrative functions and parking processes?
a. How can technology be utilized to increase safety and security and control access to campus (e.g., surveillance, CCTV cameras and monitors equipment, and card access scanners, etc.)?
How can SHU plan operational budgets that will project costs to address the future academic and technological needs, personnel, and general operational needs of all administrative offices to support changing demographics?
How does SHU increase academic quality and maintain or increase its Tier II status?
a. What financial resources are needed across the University to support these goals?
How can the SHU schools best assist the University to become a visible and recognized intellectual leader in Catholicism as an intellectual discipline and enable students throughout the University to benefit from such leadership?
What should SHU change to foster entrepreneurial programs and activities throughout the University, leading to greater visibility and resource creation?
What should SHU create to review faculty productivity and provide incentives to both reward productivity and discourage lack of productivity?
What should SHU create in academic program planning in order to respond to changing enrollment patterns and shifting market potentials(What programs should be eliminated; what programs should be developed)?
What can SHU change to encourage the development of online courses and programs, given the constraints of the current SetonWorldWide budgeting model that seems to penalize colleges and for these initiatives?
What assessment and accountability procedures should SHU initiate in order to better respond to the various accrediting bodies?
How can SHU respond to the re-centering on undergraduate education given the extensive commitment to graduate programs?

Facilities Strategic Issues (23 items)

What should SHU do to create new or renovated space to accommodate academic programs that have outgrown their existing facilities?
What facility changes should SHU implement to support its science program and meet the needs created by rapid developments in the scientific community?
What must the University do to increase space and improve facilities for arts and sciences? Specifically:
a. Sciences
b. Art and Music
c. Faculty Offices
d. Computer Science
e. Fahy Hall and Arts and Sciences Hall
f. Language
How should SHU's programs, facilities and faculty change to reflect a shift in focus toward life-long learners (continuing education, virtual university, etc.)?
How could Seton Hall actively position faculty, programs and students as "experts" in the media to gain national and local recognition in an extremely competitive geographical area?
How can SHU most efficiently maintain the current on-campus residential, student life and academic space, and modernize these environments to attract prospective students and meet the needs of the SHU community?
a. What financial resources are needed to support short-term and long-term construction and renovation needs so that these environments will support SHU's educational and technological goals?
What facility projects should SHU initiate to enhance the attraction and retention of faculty, staff and students (Learning environment, safety, community space, wellness, deferred maintenance, satellite locations, etc.)?
What can SHU do to optimize the use of existing facilities to support and enhance the attraction and retention of faculty, staff and students?
What can SHU do to assist the expansion of campus facilities in South Orange or elsewhere to better provide housing, recreation and athletics, etc.?
What building and/or real estate acquisitions should Seton Hall undertake to accommodate increased demand for on-campus housing?
What renovations should be considered for the University Center to better address student life needs and improve retention?
What resources are available on-campus and in the surrounding communities to increase housing for both undergraduate and graduate students?
How can SHU identify and prioritize deferred maintenance items given the continual detrimental aging process on our buildings, which as time passes increases both the cost and priority for these items while annually adding new items to the list?
How can SHU continue to address the code-required safety and ADA issues mandated by federal, state and local codes, given the other high-priority maintenance items?
How can SHU implement the work given the increased demand and constant use of the space by our student's, staff and outside visitors?
How can SHU heighten the priority given to facilities maintenance?
Other than buildings and renovations, what should SHU do to ensure that our facilities, faculty and academic programs keep pace with advances in science and technology?
What might SHU do to provide a Visitor/Welcome Center to promote a better image to the public, prospective students and their families?
How does Seton Hall University plan for unexpected federal and state regulations that impact personnel and operating resources?
How best can SHU meet the residential, recreational, etc., space needs given the constraints of the South Orange campus?
How can SHU best change the image of the current recreational facilities in order to better compete for entering students?
How can SHU best utilize technology to improve the control of access to University facilities?
What can SHU do to meet Seminary needs for office and meeting space?

Human Capital and Diversity Strategic Issues (44 items)

How should SHU's programs, facilities, and faculty change to reflect a shift in focus toward lifelong learners (continuing education, virtual university, etc.)?
How could Seton Hall actively position faculty, programs and students as "experts" in the media to gain national and local recognition in an extremely competitive geographical area?
How does Seton Hall University plan for unexpected federal and state regulations that impact personnel and operating resources?
What should SHU change to better engage the faculty in the use and development of technology in teaching and learning?
How can SHU's planning for programs and facilities better respond to the projected demographic changes in the populations of both the traditional student age groups and older students?
What experiences should be developed to increase the visibility of cultural, gender, age and ethnic sensitivity in courses across the curriculum and in clinical practice?
What learning opportunities need to be developed to promote knowledge of patient responses to health and illness, which are influenced by gender, age, cultural and ethnic backgrounds?
How does SHU respond to the challenges presented by Excorde Ecclesiae?
How can SHU plan operational budgets that will project costs to address the future academic and technological needs, personnel, and general operational needs of all administrative offices to support changing demographics?
How can SHU recruit and retain the highest-quality faculty and students?
How can SHU recruit and retain the highest-quality professional staff?
How can SHU attract, develop and retain quality staff, thus enhancing service, retention, etc?
How should SHU's programs, facilities and faculty change to better respond to both the increasing diversity in the U.S. population and its increased international focus?
How can SHU successfully recruit and retain minority faculty for open positions, given intense competition from other universities, in addition to the high cost of living in the metropolitan area?
What campus activities can Seton Hall implement to engage a diverse student population in community development?
What strategies will enhance our sensitivity to cultural, gender and ethnic diversity in order to attract and retain a diverse student body and a cadre of diverse faculty and meet the healthcare needs of a global society?
What opportunities would be most beneficial to increase faculty awareness of diversity within cultures, ethnic groups and genders?
What strategies might be implemented to increase the diversity of our faculty?
Which images in marketing materials would reflect a greater sensitivity to diversity across the nursing care spectrum?
How can SHU support the valuable contributions from adjunct faculty while satisfying the student expectation from a full-time faculty person?
What changes should SHU consider in the retirement plan in order to improve morale and improve faculty retention?
How can a merit pay system be instituted to reward (and retain) highly productive faculty members?
How can faculty salaries be increased to recruit and retain the most highly qualified individuals?
How can teaching loads be reduced to 3/2 to allow for greater research productivity among the faculty?
How can the University increase department chair stipends to give adequate and fair compensation across departments?
How can SHU develop a plan to bring salaries and benefits for performing faculty to a level competitive with that of the best business schools?
How can SHU develop initiatives to win facultys' full-time commitment to the School of Business?
How can SHU bring performing, continuing faculty compensation to parity with the newly recruited faculty?
How will the establishment of endowed nursing chairs attract scholars to the College of Nursing and provide a variety of mentored learning experiences?
What mechanisms within the College of Nursing and the University will enhance the dissemination of faculty research in scholarly journals and at national/
international meetings?
What does SHU need to change to remain competitive for faculty recruitment with the for-profit educational institutions?
What should SHU change to better assure equity in pay, workload and allocation of resources for the good of the community?
What changes should SHU implement to ensure that Human Resource needs can be adequately provided to the faculty and staff of the University?
What can SHU do to continue to attract and retain high-quality faculty, staff and administration, given the high cost of living in the metropolitan area?
How can faculty be more involved and represented in the governance process?
How can SHU better support the various student body sub-cultures in order to improve recruitment and retention (graduate, commuter, disabled, international, residential, non-catholic, law, etc.)?
As we encounter a more diverse and secular society, how does SHU, as a Catholic institution, infuse faith throughout the institution?
How should SHU best evaluate newly hired employees' willingness and desire to fulfill the Catholic mission?
How can SHU develop policies to assure that awards and honors will integrate Catholic mission, academic freedom and community diversity?
How can SHU maintain its economic viability and provide a competitive quality work environment to attract, recruit and retain high-quality faculty?
How can SHU increase external grant funding to provide incentive for retaining excellent faculty and to attract the best and brightest students?
What are SHU's core values and how can these values carry out SHU's mission and embrace our diversity?
a. How can SHU celebrate and carry out it's Catholic mission while also supporting a community with diverse faiths and beliefs?
How does SHU attract and retain competent professionals and offer a salary structure and benefits package that is competitive?
What should SHU create to review faculty productivity and provide incentives to both reward productivity and discourage lack of productivity?

Management, Organization and Administrative Technology Strategic Issues (46 items)

How can SHU plan operational budgets that will project costs to address the future academic, technological needs, personnel and general operational needs of all administrative offices to support changing demographics?
How can faculty be more involved and represented in the governance process?
Other than buildings and renovations, what should SHU do to ensure that our facilities, faculty and academic programs keep pace with advances in science and technology?
What strategies would promote dialogue within the total faculty to generate improved educational and research practices?
How should SHU modify the support services in order to keep pace with the changes in our programs and students?
What should SHU change to achieve a better balance between meeting the technology needs for administrative and teaching-learning functions?
What organizational changes would permit teaching opportunities at both the basic and advanced levels?
What organizational changes would enhance formation of cohort groups of faculty to identify areas of interest (research, curricular) to enhance marketing and funding potential?
From a technology perspective, how should the undergraduate economic model be modified to better support the University?
Given rising costs and limited funding sources related to higher education, what changes should SHU make to ensure its financial viability (increased endowment, new funding, elimination of programs that are negative cost centers, etc.)?
What academic programs should be combined or eliminated leading to a larger distribution of limited resources?
What will be the technological needs to deliver an integrated and advanced technological experience for students and our entire community?
How can SHU ensure the safety and security of the University and increase efficiency with administrative functions and parking processes?
a. How can technology be utilized to increase safety and security and control access to campus (e.g., surveillance, CCTV cameras and monitors equipment, and card access scanners, etc.)?
What internal changes should SHU make to increase the speed of decision making and make the University more able to quickly respond to the needs of the University community, including the external community?
What strategies should SHU administration develop to further communication with students in response to students' perceived view that administration acts without input from either students or faculty?
How can SHU realize the benefits of forming the School of Diplomacy (richness and culture of the student body)?
How can SHU utilize the School of Diplomacy successes as a model to enhance the morale and resource generation of other SHU schools?
How can SHU utilize the existing, special, successful programs as models to enhance student support and engagement throughout the University, thus improving retention?
How can the strength and capabilities within the schools of Law and Diplomacy and International Relations be used to engage external communities - local, academic and/or regional - in dialogue on issues about current geopolitical tensions?
How can SHU improve administrative services through technology and, thus, improve the retention of students?
How can SHU use technology to make the community more aware of the SHU programs and resources?
How can the College of Nursing incorporate information systems and data management into nursing programs at all levels in order to remain competitive in the healthcare market?
Given the need, what policies/procedures can Seton Hall initiate to improve internal communication and dialogue among faculty/students/administrators/
alumni to create a focused and consistent image?
How can SHU improve internal communication and collaboration among administrative offices to provide consistent and quality student services, and to support student learning in collaboration with the community?
How can SHU utilize the planning process to provide, in a coordinated way, a better student life, which assists in the recruitment and retention of students?
What should SHU change to enhance the perception and reality of campus safety, thus improving recruitment and retention?
What should SHU change in the enrollment management delivery system to create the desired student community (financial aid, orientation, selectivity, etc.)?
How can SHU build credibility with the students with respect to the assessment of fees?
How can SHU enhance student safety to improve student morale, recruitment and retention?
What safety services and programs should Seton Hall offer (student population both on and off campus) to continue to enhance student safety?
What strategies should SHU administration develop to respond to the students' perception that administrative and academic services such as Enrollment Services, financial aid and Academic Affairs are unapproachable or unfriendly to students?
What organizational structure within the College of Nursing will best facilitate the successful graduation of increasing numbers of qualified candidates to impact the local and national nursing shortage?
How can SHU better allocate class size guidelines to courses while maintaining financial viability and improving student retention?
How do we reconcile database records with library inventory, in an effort to improve access to library materials, given budget constraints?
What liability will SHU incur as we increase students participation in off-campus experiential education programs?
What should SHU change to better utilize faculty in the grant writing and fund-raising efforts to create the resources for the achievement of strategic goals?
What should SHU create to review faculty productivity and provide incentives to both reward productivity and discourage lack of productivity?
What should SHU change to foster entrepreneurial programs and activities throughout the University, leading to greater visibility and resource creation?
What should SHU create in academic program planning in order to respond to changing enrollment patterns and shifting market potentials (What programs should be eliminated; what programs should be developed)?
What can SHU change to encourage the development of online courses and programs, given the constraints of the current SetonWorldWide budgeting model that seems to penalize colleges and for these initiatives?
What assessment and accountability procedures should SHU initiate in order to better respond to the various accrediting bodies?
How can SHU respond to the re-centering on undergraduate education given the extensive commitment to graduate programs?
How should SHU address the diversity of abilities between the schools in fund raising?
How can SHU best utilize technology to improve the control of access to University facilities?
What should SHU do to create a reliable and rich database of alumni accessible to deans and others throughout the University, so that Seton Hall can grow an outstanding development operation that builds upon the size and dispersion of the alumni body?
What can SHU do to meet Seminary needs for office and meeting space?

Marketing, Competition, Recruitment and Retention Strategic Issues (35 items)

How should SHU modify the support services in order to keep pace with the changes in our programs and students?
What organizational changes would enhance formation of cohort groups of faculty to identify areas of interest (research, curricular) to enhance marketing and funding potential?
What strategies should SHU administration develop to further communication with students in response to students' perceived view that administration acts without input from either students or faculty?
How can SHU utilize the existing, special, successful programs as models to enhance student support and engagement throughout the University, thus improving retention?
How can SHU improve administrative services through technology and, thus, improve the retention of students?
How can SHU use technology to make the community more aware of the SHU programs and resources?
Given the need, what policies/procedures can Seton Hall initiate to improve internal communication and dialogue among faculty/students/administrators/
alumni to create a focused and consistent image?
How can SHU improve internal communication and collaboration among administrative offices to provide consistent and quality student services, and to support student learning in collaboration with the community?
How can SHU utilize the planning process to provide, in a coordinated way, a better student life, which assists in the recruitment and retention of students?
How can SHU enhance student safety to improve student morale, recruitment and retention?
What should SHU change in the enrollment management delivery system to create the desired student community (financial aid, orientation, selectivity, etc.)?
How can SHU build credibility with the students with respect to the assessment of fees?
What safety services and programs should Seton Hall offer (student population both on and off campus) to continue to enhance student safety?
What strategies should SHU administration develop to respond to the students' perception that administrative and academic services such as Enrollment Services, financial aid and Academic Affairs are unapproachable or unfriendly to students?
What organizational structure within the College of Nursing will best facilitate the successful graduation of increasing numbers of qualified candidates to impact the local and national nursing shortage?
How should SHU's programs, facilities and faculty change to reflect a shift in focus toward lifelong learners (continuing education, virtual university, etc.)?
How could Seton Hall actively position faculty, programs and students as "experts" in the media to gain national and local recognition in an extremely competitive geographical area?
How can SHU's planning for programs and facilities better respond to the projected demographic changes in the populations of both the traditional student age groups and older students?
How can SHU recruit and retain the highest-quality faculty and students?
How can SHU recruit and retain the highest-quality professional staff?
How can SHU attract, develop and retain quality staff, thus enhancing service, retention, etc.?
What strategies will enhance our sensitivity to cultural, gender and ethnic diversity in order to attract and retain a diverse student body and a cadre of diverse faculty and meet the healthcare needs of a global society?
Which images in marketing materials would reflect a greater sensitivity to diversity across the nursing care spectrum?
How can SHU support the valuable contributions from adjunct faculty while satisfying student expectations from a full-time faculty?
How can SHU develop a plan to bring salaries and benefits for performing faculty to a level competitive with that of the best business schools?
What does SHU need to change to remain competitive for faculty recruitment with the for-profit educational institutions?
How can SHU better support the various student body sub-cultures in order to improve recruitment and retention (graduate, commuter, students with disabilities, international, residential, non-catholic, law, etc.)?
How can SHU increase external grant funding to provide incentive for retaining excellent faculty and to attract the best and brightest students?
How does SHU attract and retain competent professionals and offer a salary structure and benefits package that is competitive?
How can SHU most efficiently maintain the current on-campus residential, student life and academic space, and modernize these environments to attract prospective students and meet the needs of the SHU community?
a. What financial resources are needed to support short-term and long-term construction and renovation needs so that these environments will support SHU's educational and technological goals?
What should SHU do to capitalize on the media exposure that evolves from the BIG EAST Conference programs?
What should SHU change to foster entrepreneurial programs and activities throughout the University, leading to greater visibility and resource creation?
What should SHU create in academic program planning in order to respond to changing enrollment patterns and shifting market potentials (What programs should be eliminated; what programs should be developed)?
How best can SHU meet the residential, recreational, etc., space needs given the constraints of the South Orange campus?
How can SHU best change the image of the current recreational facilities in order to better compete for entering students?

Mission, Vision and Catholicity Strategic Issues (20 items)

How can SHU increase its Catholic profile to announce its values to the community it serves?
What should SHU change to counteract the shifting cultural, economic and religious perspectives of the traditional New Jersey Catholic secondary school markets?
What should SHU do to counteract the current crisis in American Catholicism when recruiting students?
What should SHU change to better communicate the benefits of a values-based, liberal arts education?
How does SHU respond to the challenges presented by Excorde Ecclesiae?
As we encounter a more diverse and secular society, how does SHU, as a Catholic institution, infuse faith throughout the institution?
How should SHU best evaluate newly hired employees' willingness and desire to fulfill the Catholic mission?
How can SHU develop policies to assure that awards and honors will integrate Catholic mission, academic freedom and community diversity?
What are SHU's core values and how can these values carry out SHU's mission and embrace our diversity?
How can SHU celebrate and carry out it's Catholic mission while also supporting a community with diverse faiths and beliefs?
What instruction should be implemented to complete a student's education in the Catholic intellectual tradition?
How should SHU implement its international mission?
How can SHU infuse its justice and faith commitments into learning and campus life?
How should SHU celebrate its Catholicity?
What should SHU change to make the global society vision a reality (School of Diplomacy)?
How can SHU make the "servant leader" focus understood and a reality (Programming, orientation, volunteer, definition)?
How should SHU, as an organization with a strong sense of social justice, respond to significant social issues in its neighborhood, including an increasing gap between the "haves" and "have-nots" in the state of New Jersey?
What should SHU do to ensure the financial resources to thrive, fulfill its mission, and achieve its goals?
How can the SHU schools best assist the University to become a visible and recognized intellectual leader in Catholicism as an intellectual discipline and enable students throughout the University to benefit from such leadership?
How should SHU address the diversity of abilities between the schools in fund raising?

Resources, Economic System and Partnerships Strategic Issues (69 items)

What should SHU do to ensure the financial resources to thrive, fulfill its mission, and achieve its goals?
How can SHU develop a plan to bring salaries and benefits for performing faculty to a level competitive with that of the best business schools?
How can SHU increase external grant funding to provide incentive for retaining excellent faculty and to attract the best and brightest students?
How does SHU attract and retain competent professionals and offer a salary structure and benefits package that is competitive?
How can SHU most efficiently maintain the current on-campus residential, student life and academic space, and modernize these environments to attract prospective students and meet the needs of the SHU community?
a. What financial resources are needed to support short-term and long-term construction and renovation needs so that these environments will support SHU's educational and technological goals?
Should SHU analyze the distribution of resources to academic programs to better respond to market and demographic changes?
What can SHU afford to devote to IT2 in order to further support its technology leadership, image and reputation?
What is the proper balance between graduate and undergraduate enrollments while pursuing quality and remaining financially viable?
What resources can be made available to positively promote Seton Hall accomplishments and achievements in a highly competitive academic region?
How can SHU collaborate with the individual schools to optimize student recruitment and meet the changing student demographics?
How can University alumni be used as a resource for education and recruitment purposes to benefit the local community as well as the University?
What articulation agreements would facilitate the progression of qualified students from community colleges and diploma programs?
What should SHU do to provide services and support to alumni (development, recruitment, retention)?
What can SHU change to distribute aid to students on a timely basis?
What resources are available to attract increasing numbers of high-ranking applicants?
What funding sources might be utilized for scholarships and fellowships to attract high-quality students to the College of Nursing?
How should SHU change its financial aid strategy and funding to remain competitive and financially viable?
What are the resources needed to increase experiential education programs across the University (e.g., service learning, mentoring opportunities, leadership opportunities, co-op/internships and pre-professional experiences)?
How can SHU provide affordable off-campus housing spaces as well as create integrated off campus residential communities for students?
From a technology perspective, how should the undergraduate economic model be modified to better support the University?
Given rising costs and limited funding sources related to higher education, what changes should SHU make to ensure its financial viability (increased endowment, new funding, elimination of programs that are negative cost centers, etc.)?
What academic programs should be combined or eliminated leading to a larger distribution of limited resources?
What internal changes should SHU make to increase the speed of decision-making and make the University more able to quickly respond to the needs of the University community, including the external community?
How can SHU better allocate class size guidelines to courses while maintaining financial viability and improving student retention?
How do we reconcile database records with library inventory, in an effort to improve access to library materials in tight budget times?
What liability will SHU incur as we increase students participation in off-campus experiential education programs?
How does Seton Hall University plan for unexpected federal and state regulations that impact personnel and operating resources?
What changes should SHU consider in the retirement plan in order to improve morale and improve faculty retention?
How can a merit pay system be instituted to reward (and retain) highly productive faculty members?
How can faculty salaries be increased to recruit and retain the most highly qualified individuals?
How can teaching loads be reduced to 3/2 to allow for greater research productivity among the faculty?
How can the University increase department chair stipends to give adequate and fair compensation across departments?
How can SHU bring performing, continuing faculty compensation to parity with the newly recruited faculty?
How will the establishment of endowed nursing chairs attract scholars to the College of Nursing and provide a variety of mentored learning experiences?
What should SHU change to better assure equity in pay, workload and allocation of resources for the good of the community?
What changes should SHU implement to ensure that Human Resource needs can be adequately provided to the faculty and staff of the University?
How can SHU maintain its economic viability and provide a competitive quality work environment to attract, recruit and retain high-quality faculty?
How can SHU identify and prioritize deferred maintenance items given the continual aging process on our buildings, which as time passes increases both the cost and priority for these items while annually adding new items to the list?
How can SHU become a leader in the provision of quality continuing education and professional development to demonstrate leadership and support of community partners?
How can we make use of existing resources and capabilities to partner with other regional universities/colleges with complementary strengths/weaknesses that will make collaboration attractive (e.g., Baird: very strong theater, music and performing arts)?
How should SHU develop collaborations between the individual schools to share space, equipment and other resources in order to provide quality programs and meet the needs of the future generation of students?
How can the various SHU programs partner with community agencies to provide service, educational, clinical and research opportunities?
How can we ensure that the library will have a viable repository (archive) of research materials, when a multitude of information providers and aggregators impact information dissemination?
In what ways can the College of Nursing faculty provide consultation for agency staff and expand continuing education offerings at clinical sites through distance learning opportunities?
How can we build, maintain and strengthen the library's collections (both electronic/digital and print holdings) necessary to support our expanding curriculum and faculty teaching and scholarship requirements given budget constraints (while journal and book prices increase exponentially)?
How can SHU maintain its technology-rich environment in an environment of shrinking resources?
How does SHU increase academic quality and maintain or increase its Tier II status?
a. What financial resources are needed across the University to support these goals?
How can SHU leverage partnerships and alliances to accomplish the work of the institution (higher ed institutions, federal, state, corporations, vendors, proprietary, etc.)?
How can Seton Hall capitalize on the strength of its alumni base, which provides crucial links to the world of education, business, health care, the legal system, etc.?
How can SHU collaborate with the K-12 community in responding to state and national standards (student learning and outcomes assessment, clear articulation of admission standards and preparation of teachers)?
How can the College of Nursing develop partnerships with clinical agencies that share a vision, goals, and philosophical values and beliefs similar to ours, in order to improve nursing practice and health care?
What are the best models for the development of successful preceptorships in clinical agencies to enhance student learning while improving health care?
What strategies will enhance the development of partnerships between the College of Nursing and clinical agencies in order to promote collaborative research projects to generate nursing knowledge?
How should SHU link the planning process with budgeting (both link internal and external)?
What should SHU do at the University and school levels to activate and engage its alumni base?
What resources should be made available to increase alumni involvement, which in turn will increase giving and opportunity from an "untapped" resource?
How can SHU fund the various identified projects give the current budget climate and the effects of a slow market and reduced revenues on this budget?
How can SHU increase non-tuition revenues through community practices and programs?
How can SHU's alumni and employer constituencies, those organizations that hire SHU students, be targeted to support SHU's educational goals?
How can stronger relationships and partnerships be forged with the community, our alumni and employer organizations?
a. How can SHU best leverage these relationships?
What should SHU change to better utilize faculty in the grant writing and fundraising efforts to create the resources for the achievement of strategic goals?
What should SHU create to review faculty productivity and provide incentives to both reward productivity and discourage lack of productivity?
What can SHU change to provide the resources to improve our BIG EAST Conference comparative ranking?
What should SHU do to capitalize on the media exposure that evolves from the BIG EAST Conference programs?
What should SHU change to foster entrepreneurial programs and activities throughout the University, leading to greater visibility and resource creation?
What can SHU change to encourage the development of online courses and programs, given the constraints of the current Seton WorldWide budgeting model that seems to penalize colleges and for these initiatives?
How can SHU respond to the re-centering on undergraduate education given the extensive commitment to graduate programs?
How should SHU address the diversity of abilities between the schools in fund- raising? How best can SHU meet the residential, recreational, etc., space needs given the constraints of the South Orange campus?
What should SHU do to create a reliable and rich database of alumni accessible to deans and others throughout the University, so that Seton Hall can grow an outstanding development operation that builds upon the size and dispersion of the alumni body?