Seton Hall’s identity as an intimate, supportive institution is one of its key strengths. Small class size, easy access to full-time faculty, quality personalized advising, and accessible administrative offices are the classic strengths of small institutions. Maintaining and enhancing a supportive academic, administrative, and student-focused environment is essential. Also essential is the dynamic life of the campus; success in nurturing this life is seen when the campus is perceived as home by students and staff, and when connection to the University after graduation is valued.
Strengthen Seton Hall’s Catholic and Academic Identity
- Communicate the importance of the Catholic identity and academics to the entire University community and all stakeholders via the web, all media and publications disseminated by the University.
- Continue to develop shared governance as an integral part of maintaining the centrality of academics at the University and part of all deliberations concerning the academic infrastructure, resources and programs.
- Continue to explore ways to recruit and hire individuals committed to the mission of Seton Hall University.
- Establish a SHU Community Planning Committee to coordinate the implementation of the Strategic Plan, engage the all community members in the vital process of institutional planning and provide continuous monitoring and feedback on the Plan.
Develop a Culture of Engagement and Service
- Create and invest in a full range of service opportunities, campus life and out-reach programs that are intentionally designed to support ethical and spiritual development, engage the community in the Catholic mission of service and social justice, and expose all members of the University community to global perspectives.
- Strategically invest in and ensure successful athletic teams to encourage a vibrant fan base reflective of a competitive Division I program.
- Encourage broader participation in all aspects of University life and governance.
- Explore ways to enhance the university experience for resident and commuter students.
- Explore the feasibility of increasing the residential component of the University.
- Disproportionately invest in facilities, including the University Center, that enhance the student learning environment.
- Ensure that student’s interactions with academic and administrative offices are efficient and collegial by continuous assessment of these interactions and remediation.
- Empower students to assume greater responsibility for social programming and broaden co-curricular leadership development opportunities through partnerships across the campus to engage more students.