PRESIDENT’S CABINET’S OBJECTIVES

FOR THE 2012-2013 ACADEMIC YEAR

Published by the Reverend Bernard F. O’Connor, OSFS, President

August 1, 2012

President’s Office:

President

Director of Salesian Center

Academic Affairs:

Provost/Vice President for Academic Affairs

Dean of Undergraduate Education

Dean of Lifelong Learning

Dean of Graduate Education

Administration, Finance, and Campus Environment:

Vice President for Administration, Finance, and Campus Environment

Director of Finance and Treasurer

Associate Vice President for Administration and Planning

Student Life:

Vice President for Student Life

Dean for Enrollment Management

Dean of Students

Director of Athletics

Institutional Advancement:

Vice President for Institutional Advancement

Executive Director of Communications

PRESIDENT

Fr. Bernard F. O’Connor, OSFS, Ph.D.

  1. Witness support of and contributions to the mission of DeSales University by one’s life within the DeSales University community.
  1. With the direction and support of the board and working through the vice presidents, oversee the work of the institution.
  1. With the direction and support of the board and working with the vice presidents, foster a multicultural campus community which represents the populations DeSales University seeks to serve.
  1. With the direction and support of the governance committee of the board and the work of the assistant to the president for board affairs, complete the creation of the succession plan for the president of the university.

Strategic Plan:

Goal #1 – Strengthen the reputation of DeSales for providing quality education.

  1. Oversee the creation of the five-year periodic review report by the academic administration, attend the open-forums for debate and discussion, and submit the revised document to the Middle States Association - Commission on Higher Education for re-accreditation by the appropriate time.
  1. Working with the academic administration, the faculty, and consultants seek to move the grant writing and grant acquisition functions of the faculty to a higher level of prominence.
  1. Working with the assistant to the president for board affairs, the board chair, and the governance committee of the board enhance the movement toward focusing the meetings upon long-term strategic issues for the university.
  1. Working with the provost and the vice president for student life support the development of the “DeSales Experience” as a retention strategy for the university.

Goal #2 – Improve the appeal of the campus.

  1. Working with the office of institutional advancement and the office of academic affairs design a series of events to mark the opening of the Gambet Center for Business and Healthcare Education.
  1. Work with the cabinet to assess the new website for the university.
  1. Working with the vice president for institutional advancement plan to move the efforts of the capital campaign to include the athletic stadiums and the Salesian Center for Faith and Culture.
  1. Appropriately welcome and bless the bronze statues of the Father Louis Brisson, OSFS, Mother Mary de Sales Chappuis, VHM, and three young students to celebrate the founding of the Oblates of Saint Francis de Sales within the Salesian tradition begun by Saint Francis de Sales and Saint Jane de Chantal.

Goal #3 – Grow enrollments of the various programs.

  1. Working with the provost/vice president for academic affairs and the dean for graduate education prepare to introduce the doctorate in physical therapy and expand other healthcare related programs in the new facilities of the Gambet Center for Business and Healthcare Education.
  1. Working with the dean for undergraduate education and the dean for lifelong learning formulate a plan to expand the appeal of the majors within the department of social sciences and to design appropriate spaces for these programs within Dooling Hall. Work with the grant consultants to obtain necessary funding for advertising and construction.
  1. Working with the vice president for administration, finance, and campus environment announce and promote the new Campus Master Plan: 2012-2022. Present the document to the Upper Saucon Township Supervisors and the Planning Committee.
  1. Work with the vice president for administration, finance, and campus environment, to hire consultants to design an implementation plan for the athletic components of the master plan and identify funding sources and timelines for the various elements of the plan.
  1. Work with the vice president for administration, finance, and campus environment to hire consultants to design future campus housing and identify funding sources and timelines for the various elements of the plan.

Goal #4 – Implement the new financial plan for DeSales University.

  1. Monitor the progress on the identification of the additional cost reductions to reach the required $3 million within the first three-years of the strategic plan.
  1. Establish new endowment funds to support the excellence of programming within the Gambet Center for Business and Healthcare Education.

Maintenance Functions for the Office of the President:

  1. Work with the vice president for administration, finance, and campus environment, and the director of emergency preparedness to conduct an emergency response drill during the year.

SALESIAN CENTER FOR FAITH AND CULTURE

Fr. Thomas Dailey, OSFS, S.T.D.

  1. Witness support of and contributions to the mission of DeSales University by one’s life within the DeSales University community.

Strategic Plan:

2. Lead a university pilgrimage to France to celebrate the beatification of Fr. Louis Brisson.

3. Celebrate the international Year of Faith through the annual Heritage Week events and with special events created in collaboration with the Diocese of Allentown.

4. Provide support to both the office of academic affairs and the office of student life as they develop programming to achieve the objectives of the “DeSales Experience.”

5. Working with human resources revise and implement the Salesian “inculturation” process for newly-hired employees of DeSales University and review its effectiveness.

6.Create new media and learning modalities by which to provide continuing education in the Salesian tradition for interested persons both on- and off-campus.

7. Create appropriate long-term assessment measures for the Faith and Reason Honors Program and the Salesian Leadership Institute and begin annual assessment of these student programs.

8. Working with local professionals, transform the Baranzano Society on Bioethics into a regional biomedical consultancy among hospital networks and healthcare providers in the area.

9. Working with local professionals, expand the organization and activities of an Info- Ethics group.

10. Working with the president’s council, formulate plans to create a “Morality Matters” polling process and, if possible, begin its implementation.

11. Expand the virtual reach of the Center’s social media presence.

Maintenance Functions for the Salesian Center for Faith and Culture:

12. Revise materials and implement programs funded by two new endowments: the Arts & Culture Series (Livirrie endowment) and the Leadership Institute (Ryan Family Foundation).

13. Assist in the planning and promotion of the fiftieth anniversary of DeSales University.

14.Collaborate with the office of institutional advancement in the capital campaign to raise $5 million for the construction of a new Salesian Center for Faith & Culture.

15.Complete other projects as assigned by the president.

ACADEMIC AFFAIRS:

PROVOST/VICE PRESIDENT FOR ACADEMIC AFFAIRS

Dr. Karen Doyle Walton, Ed.D.

  1. Witness support of and contributions to the mission of DeSales University by one’s life within the DeSales University community.
  1. Oversee the work of the academic administration and the faculty of the university.
  1. Working with the vice president for student life, the deans within academic affairs, and the division heads foster a multicultural campus community which represents the populations DeSales University seeks to serve.

Strategic Plan:

Goal #1 – Strengthen the reputation of DeSales for providing quality education.

  1. Working with the deans within academic affairs and the division heads create four pillars of academic strength: Christian humanism, science and healthcare, performing arts, and business.
  1. Working with the associate vice president for administration and planning and the dean of graduate education support the creation of the five-year periodic review report, attend the open-forums for debate and discussion, and submit the revised document to the Middle States Commission on Higher Education for re-accreditation by June 1, 2013.
  1. Working with the president, the vice president for administration, finance, and campus environment, the academic administration, the faculty, and consultants seek to move the grant writing and grant acquisition functions of the faculty to a higher level of prominence.
  1. Continue to take an active leadership role in helping each undergraduate major and each graduate program develop and execute an assessment program for the achievement of student learning outcomes and academic excellence. Prepare the division heads, dean of undergraduate education, and dean of graduate education to monitor and sustain effective assessment programs.
  1. Continue to take an active leadership role in helping each academic affairs office to develop and execute an assessment program for the achievement of student learning outcomes and academic excellence. Prepare the academic affairs administrators to monitor and sustain effective assessment programs.
  1. Continue to take an active leadership role in ensuring that all undergraduate syllabi conform to the matrix developed in the 2010-2011 academic year to connect the student learning outcomes of a DSU undergraduate education with the general education core curriculum. Prepare the dean of undergraduate education to monitor and sustain this initiative.
  1. Ensure that the general education core curriculum committee continues to examine the general education core curriculum and that the committee makes recommendations to the undergraduate academic affairs committee and the full faculty on improvements to the core.
  1. Ensure that the general education core curriculum committee designs, improves, monitors, and evaluates assessment strategies for the general education core curriculum.
  1. Working with the chair of the nursing and health department, the director of the MSN program, the head of the division of healthcare and natural sciences, and the dean of graduate education nurture and promote the new DNP program.
  1. Working with the vice president for student life, the dean of undergraduate education, the dean of students, and the director of the Salesian Center foster the development of the “DeSales Experience” where full-time traditional day students gain insights about character development and Salesian spirituality through work in class, in extra-curricular activities, on service trips, and during international learning experiences.
  1. Working with the dean of undergraduate education evaluate the success of the Italian courses being offered by the university to the LVAIC consortium and determine whether other languages should be offered to LVAIC through technology.

Goal #2 – Improve the appeal of the campus.

  1. Working with the office of institutional advancement and the office of academic affairs design a series of events to mark the opening of the Gambet Center for Business and Healthcare Education.

Goal #3 – Grow enrollments of the various programs.

  1. Working with the dean of undergraduate education, the dean of lifelong learning, and the dean of graduate education support the achievement of their enrollment goals.
  1. Working with the committee on student satisfaction and retention and the vice president for student life design a plan focused upon specific numbers and strategies to increase retention of DeSales University undergraduate day students.
  1. Take an active leadership role to ensure that the director of the doctor of physical therapy (DPT) program, dean of graduate education, dean of undergraduate education, and the head of the division of healthcare and natural sciences develop a six-year (3 + 3) DPT program for approval by the faculty and board of trustees, and that the university submit applications for approval of the program to the appropriate accrediting bodies.
  1. Working with the chair of the nursing and health department, the dean of undergraduate education, the dean of graduate education, the dean of lifelong learning, and the head of the division of healthcare and natural sciences provide optimal administrative structures for each program offered by the department of nursing and health (viz., traditional BSN, RN to BSN program, RN to MSN program, evening/weekend BSN program, accelerated BSN program, MSN program, and DNP program).
  1. Working with the chair of the nursing and health department, director of the MSN program, the head of the division of healthcare and natural sciences, and the dean of graduate education secure the services of a seasoned professional to serve as director of the doctorate of nursing practice program (DNP).
  1. Working with the dean for undergraduate education and the dean for lifelong learning formulate a plan to expand the appeal of the majors within the department of social sciences and to design appropriate spaces for these programs within Dooling Hall. Work with the grant consultants to obtain necessary funding for advertising and construction.
  1. Working with the chair of the mathematics and computer science department, the head of the division of healthcare and natural sciences, the dean of graduate education, and the director of the M.S.I.S. program investigate new curricular directions for the M.S.I.S. program.
  1. Working with the division heads, the dean of undergraduate education, and the dean of enrollment management identify a particular faculty member with recruitment responsibilities for each undergraduate academic major. Provide training that enables those faculty members to become effective recruiters.
  1. Working with the president’s cabinet formulate an overall plan for the scope of distance education within the ACCESS program of the university. Identify the necessary resources to support such a plan.

Goal #4 – Implement the new financial plan for DeSales University.

  1. Monitor the faculty to student ratio that will determine the need for faculty lines in 2013 and 2015.
  1. Establish new endowment funds to support the excellence of programming within the Gambet Center for Business and Healthcare Education.
  1. Seek additional reductions in staff as opportunities arise.

Maintenance Functions for Office of Academic Affairs:

  1. Working with the deans within academic affairs, host visiting teams for the following offices: office of career services and internships, office of distance education and instructional technology (DEIT).
  1. Working with the dean of undergraduate education and the appropriate division heads, department chairs, and program directors, support the hosting of visiting teams for the following undergraduate day academic majors: English, sport and exercise science, and theology.
  1. Serve ex officio on the following university committees: rank and tenure, academic oversight, mission, general education core curriculum, institutional outcomes assessment, planning, and educational affairs.
  1. Complete other projects as assigned by the president.

DEAN OF GRADUATE EDUCATION

Rev. Peter J. Leonard, OSFS, Ph.D.

  1. Witness support of and contributions to the mission of DeSales University by one’s life within the DeSales University community.
  1. Oversee the work of the graduate programs of the university.
  1. Working with the vice president for student life, the provost, other deans within academic affairs, and the division heads, foster a multicultural campus community which represents the populations DeSales University seeks to serve.

Strategic Plan:

Goal #1 – Strengthen the reputation of DeSales for providing quality education.

  1. Working with the associate vice president for administration and planning, coauthor the five-year periodic review report, lead the open-forums for debate and discussion, and submit the revised document to the Middle States Commission on Higher Education for re-accreditation by June 1, 2013.
  1. Working with the graduate program directors and appropriate department chairs, and division heads, launch the new clinical simulation education center (CSEC) in the Gambet Center for Business and Healthcare Education.
  1. Working with the graduate program directors, appropriate department chairs, and division heads, as well as designated administrators, participate in the development of a transition plan for the move into the new Gambet Center for Business and Healthcare Education in the spring of 2013.
  1. Continue to take an active leadership role in helping each graduate program develop and execute an assessment program for the achievement of student learning outcomes and academic excellence. Monitor and sustain effective assessment programs.
  1. Working with the provost, chair of the nursing and health department, the director of the MSN program, and the head of the division of healthcare and natural sciences, nurture and promote the new DNP program.

Goal #2 – Improve the appeal of the campus.

  1. Serve on the steering committee as the university finalizes the construction and prepares for the occupancy of the Gambet Center for Business and Healthcare Education.
  1. Working with the provost, graduate program directors, and office of institutional advancement, collaborate on the design of a series of events to mark the opening of the Gambet Center for Business and Healthcare Education.

Goal #3 – Grow enrollments of the various programs.

  1. Work with the graduate program directors to support the achievement of their enrollment goals.
  1. Working with the director of the physician assistant program and program faculty, support the submission of an application for expansion of the physician to a cohort of 60 students for the incoming 2013-14 class. Recruit appropriate personnel to support this application.
  1. Working with the provost and the director of the doctor of physical therapy (DPT) program, dean of undergraduate education, and the head of the division of healthcare and natural sciences develop a six-year (3 + 3) DPT program for approval by the faculty and board of trustees, and that the university submit applications for approval of the program to the appropriate accrediting bodies.
  1. Working with the provost, chair of the nursing and health department, the dean of undergraduate education, the dean of lifelong learning, and the head of the division of healthcare and natural sciences, provide optimal administrative structures for each program offered by the department of nursing and health (viz., traditional BSN, RN to BSN program, RN to MSN program, evening/weekend BSN program, accelerated BSN program, MSN program, and DNP program).
  1. Working with the provost, chair of the nursing and health department, director of the MSN program, and the head of the division of healthcare and natural sciences secure the services of a seasoned professional to serve as director of the doctorate of nursing practice program (DNP).
  1. Working with the provost, chair of the mathematics and computer science department, the head of the division of healthcare and natural sciences, and the director of the M.S.I.S. program, investigate new curricular directions for the M.S.I.S. program.
  1. Working with the new director of the M.Ed. program and chair of education, support the stabilization and growth of enrollments in the M.Ed. through the implementation of new program initiatives.
  1. Working with the graduate program directors, develop a comprehensive plan for the offering of tuition discounts to preceptors and other identified professionals, e.g. law enforcement and first responders, in the various graduate programs.

Goal #4 – Implement the new financial plan for DeSales University.