Opportunitas in the 21st Century:
Seizing the Moment
Strategic Plan 2010-2015
Pace University
January 1, 2010
TABLE OF CONTENTS
PAGE
INTRODUCTION
1
VISION, MISSION, AND VALUES
4
STRATEGIC GOALS
I. Advance Pace University’s Academic Programs
5
 Recruit, develop, and retain an outstanding and diverse faculty
 Build distinctive, high quality academic programs
 Strengthen the student academic experience
 Develop and implement an educational technology plan
 Establish robust University Centers for Excellence
 Significantly increase adult education programs
II. Build a Culture of Community
9
 Strengthen the undergraduate experience for all students
 Enrich the faculty’s sense of community
 Enhance the professional development of staff
 Engage Pace alumni in diverse, meaningful, and enduring relationships
with the University
 Improve understanding of and participation in University governance
III. Create Vibrant, Distinctive, and Collegial Campus Identities
11
 Establish the Pleasantville Campus as an outstanding suburban campus
with a distinctive identity
 Establish the New York City Campus as a distinctive urban campus deeply
connected to its urban environment
 Optimize the use of academic facilities
 Provide facilities that are attractive, secure, and green
IV. Build a Strong Financial Foundation and an Efficient Infrastructure 13
 Increase enrollment selectively and strategically
 Vigorously develop other revenue streams
 Strengthen the University’s financial foundation
 Redesign and improve business processes
V. Enhance Pace’s Visibility
16
 Increase Pace’s outreach, regard, and recognition
Expand and strengthen the University’s external relations
VI. Strengthen and Reinforce a Culture of Accountability
17
 Establish and consistently use clear metrics to evaluate and strengthen
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Strategic Plan 2010-2015

the University’s programs, activities, and services
Annually measure progress in achieving Pace’s strategic goals and
objectives
APPENDIX
The Strategic Planning Process
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Strategic Plan 2010-2015
Introduction
The title of this Strategic Plan, “Opportunitas in the 21st Century: Seizing the Moment,”
has special significance for Pace University:

It reaffirms Pace’s historic role in American higher education. Since 1906, Pace
University has provided high-quality education for an increasingly wide range of
professions. A high percentage of Pace students have been – and continue to be –
the first in their families to go to college or graduate school. For Pace students
the move into professional life is a life-changing opportunity to lift their prospects
to new levels.

It recognizes that in an environment of rapid evolution, the meaning and content
of a professional education is considerably different from that of 1906 or 1956 or
even 1996. We have seen an explosion in the number and diversity of professions
and a corresponding challenge to universities in how best to prepare students for
the contemporary world of work.

It reflects the unique opportunity that the University and its students have over the
coming years. We anticipate a period of enormous change and even some dangers
for all higher education institutions, including Pace. Such periods are threatening
to those who are passive and wait for what they think is normality to return. But
they also present great opportunities for those institutions that recognize the need
for change and seize the moment. This Strategic Plan charts a course that will
vault Pace forward in excellence, stature, and reputation. Our success lies in the
execution.
The Past Eight Years
The past eight years have been extraordinarily challenging for the University. In
September of 2001, the terrorist attacks on the World Trade Center shut down the New
York City campus at the beginning of the academic year. While Pace successfully
surmounted that obstacle, core enrollment began to decline the following fall. That
decline continued and culminated in a significant drop in fall 2006 enrollment. During
those years the University realized substantial operating losses, although we made
significant progress in a number of areas, including giving more students an international
experience, raising Pace’s profile in the academic community, and building civic
engagement into the curriculum.
The summer of 2007 commenced with a change in the leadership of the University at
senior levels and the adoption of a Three-Year Plan designed to move the University to a
firm financial foundation, rededicate Pace to its historic mission, and focus on building
its academic strengths. As a result, the decline in enrollment was halted and then
reversed, and the continuing operating losses were substantially eliminated. .
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Strategic Plan 2010-2015
The 2009-10 fiscal and academic year is the last year of the Three-Year Plan. On June
30, 2010, this Strategic Plan will become the University’s guide to action over the next
five years.
The external environment and the required response
The University, together with most of the higher education community, faces an
important series of challenges. Among the most important systemic challenges are the
following:

The constriction of credit in the financial markets, recession in the real economy,
and unemployment.

The continuing rise in the cost of private education.

The substantial increase in financial need among students and their families due to
the recession and other factors. In the Fall of 2009 the University was
significantly over budget in financial aid extended to new and continuing
students. As a result of the slow pace of the economic recovery, financial aid will
only return to normalized levels over a period of more than one year.

A projected prolonged decline in the number of high school seniors in the
Northeast that began in the fall of 2009.

Increasing competition among community and four-year colleges and universities,
and the continued growth of the for-profit higher education sector.
There are, of course, a number of positive countervailing forces and trends, including the
tendency of university enrollments, particularly among part-time students and at the
graduate level, to increase during times of recession; the greater importance of
undergraduate and graduate degrees in times of layoffs, unemployment, and restricted
hiring; Pace’s lack of dependence on income from endowment funds; the strong
commitment of the Obama administration to higher education; and financial pressures on
public institutions stemming from declining state revenues.
Pace is well positioned to capitalize upon these positive trends and to deal with these
challenges. We believe that our basic financial strategy of modest enrollment growth,
cost control, and rationalization of the University’s real estate holdings continues to be
appropriate and realistic. At the same time, the increased competition for students
stemming from demographic declines, and the difficulty being experienced by many
families in taking on the substantial financial burdens of attending college or graduate
school, make it imperative for Pace to develop and promptly put in place initiatives to:

Continuously improve the value-to-cost ratio of a Pace education and experiment
with methods to increase access to Pace at a lower student cost.
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
Increase the number and quality of the students who attend Pace by expanded
marketing both within and outside the New York metropolitan area.

Develop additional revenue streams.

Increase giving from alumni and friends of the University. Increase the use of
federal stimulus funds and other forms of governmental and foundation-sponsored
research to fund University initiatives.

Control administrative costs that are not related to increasing the quality of
educational programs or increasing revenues.
Against this background, the Three-Year Plan provided a clear blueprint for strategically
repositioning Pace toward its historical strength in educating for the professions by
aligning the curriculum with some of the most important issues facing them.

Growing the University’s academic reputation in selected areas by building on
existing program strengths.

Creating University Centers for Excellence that provide interdisciplinary and
collaborative learning and scholarship opportunities.

Continuously improving the quality of faculty, staff and student life.

Growing enrollment by expanding the number of new undergraduate and graduate
students and reducing the number of students who drop out or transfer.

Strengthening the University’s financial base.

Increasing Pace’s visibility and recognition.
This Strategic Plan that follows is a natural transition from the shorter-term strategy of
the Three-Year Plan and provides a vision for Pace that will guide the University into the
future. The Plan was developed by a campus-wide Strategic Planning Committee and a
Trustees’ Strategic Planning Committee through the consultative process described in the
appendix.
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UNIVERSITY VISION, MISSION AND VALUES
Vision
To be among the best universities in the United States focused on educating for, and
preparing students for graduate study in, a broad range of professions.
Mission
To offer undergraduate and graduate education for a broad range of professions, while
providing a strong foundation of liberal learning, thereby giving a highly diverse
population of students the opportunity to lift their lives and prospects. Our objective is to
create thinking professionals who are highly sought after as innovators and successful
leaders, and who will positively impact twenty-first century society.
Values
In pursuing its vision and mission, the following values will guide Pace’s specific goals
and activities:

Excellence and continuous innovation – in teaching, scholarship, professional
preparation, service, and institutional management.

Independent thinking – in individual, collaborative and interdisciplinary learning,
research and scholarship.

Diversity – in gender and in socioeconomic, racial/ethnic, national, and religious
backgrounds and traditions.

Professionalism – in the standards of knowledge, preparation, presentation, and
ability to learn that are expected of Pace students.

The highest standards – of truth, ethical behavior, and academic freedom in every
aspect of the University’s life and actions.
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STRATEGIC GOALS
To move assertively towards realizing its vision and mission over the next five years, the
University will:
I.
Advance Academic Programs
II. Build a Culture of Community
III. Create Vibrant, Distinctive, and Collegial Campus Identities
IV. Build a Strong Financial Foundation and an Efficient Infrastructure
V.
Enhance Pace’s Visibility
VI. Strengthen and Reinforce the Culture of Accountability
GOAL I: Advance Pace University’s Academic Programs
Seizing the opportunity presented by this moment of high stress in the American
economy and in higher education requires a relentless focus on making Pace education
better and more effective every year. The expectation of constant improvement is
demanding. It requires continuous renewal and development of the faculty; stringent
institutional self-examination, assessment and benchmarking; greater use of technology
throughout the University, particularly with respect to delivery and support of teaching
and learning; and a continuing dialogue with the leaders of the professions for which
Pace is preparing its students. Benchmarking against the colleges and universities that
are primary alternatives for our students is critically important, but the University must
never be satisfied with mediocre results merely because other institutions show a similar
pattern.
Our overarching long-term objective is to be among the best at what we do as set forth in
our vision statement. In pursuit of that vision and our academic mission, the University
will remain faithful to the structural hallmarks of a Pace education:

Integration of the liberal arts and education for the professions.

Continuing curricular innovation in substance and delivery.

Interdisciplinary and collaborative pedagogies, including collaboration among
arts and sciences and professional-school faculty.

International context and robust opportunities for international experiences.
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
Real-world professional experience.

Active participation by students in faculty research and scholarship.

Leveraging the University’s location in the world’s most dynamic
metropolitan area by integrating New York City and Westchester County’s
professional opportunities into the curriculum, the professoriate, and student
life.
Recruit, develop, and retain an outstanding and diverse faculty

Allocate available faculty lines in a manner that will build the academic strengths
of the University and further its most important academic initiatives.

Develop a comprehensive program of support for faculty at all stages of their
careers. Such a program will touch on evolving faculty qualifications;
competitive recruitment and compensation; mid-career professional development
and scholarship; diversity; the tenure and promotion process; mid- and post-tenure
review; and retirement planning.

Emphasize research and scholarship and the diversity of forms such activity may
take.

Increase the number and breadth of faculty development opportunities that
emphasize the structural hallmarks of a Pace education referred to above.
Build distinctive, high-quality academic programs

Require the College and each of the Schools to develop their own five-year
strategic plans that are guided by the objectives of this University Strategic Plan.
Every College and School plan will have specific and quantifiable goals; an
annual implementation plan that identifies the priorities and key initiatives for that
academic year in pursuit of the goals; and an annual assessment of progress.

Charge the College and each School to develop innovative programs that build
upon their distinctive strengths and distinguish their programs from those of
competitor universities, with the goal of having at least one program in the
College and each School nationally ranked within five years.

Conduct external reviews (including, but not limited to, regular accreditation
reviews) of the academic programs of the College and Schools every five to eight
years and develop action plans to respond to needs identified in the reviews.

Articulate clear program evaluation criteria the University will use in deciding
which academic programs to encourage and support financially.
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Strengthen the student academic experience

Increase opportunities for undergraduates to undertake research and scholarship
with faculty.

Create capstone experiences for all Pace majors that integrate material learned
throughout a student’s studies and offer opportunities to showcase the student’s
mastery of such “soft skills” increasingly required by employers as critical
thinking, modern languages, and written and oral communication.

Expand the opportunities for international experiences.
 Make maximum use of externally-funded study-abroad experiences.
 Seek additional funding for short-term international experiences.
 Take full advantage of the different perspectives and experiences of
international students in Pace classes.
 Explore and develop appropriate international affiliations for Pace University
academic programs, their students, and faculty.
 Leverage such partnerships as the Confucius Institute and the Center for
International Business Development to enhance Pace University’s
international profile.

Provide students meaningful professional preparation experiences and lifelong
career guidance services.
 Seek to provide a professional preparation experience – cooperative work
opportunities, internship, student teaching, nursing clinical practice, etc. – for
all qualified undergraduate students and, when appropriate, graduate students.
 Make the valuable experience of Pace alumni available to students through
innovative career mentoring and internship opportunities.
 Increase outreach by the career development office to provide Pace alumni
with lifelong assistance that helps them address their needs for ongoing
education in their professions and for career changes.
 Regularly survey the needs of local and regional employers and identify
opportunities to modify professional preparation experiences, career
development, and the academic curriculum to increase the value of Pace
graduates to prospective employers.

Continue to improve the effectiveness of the student advising programs.
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Strategic Plan 2010-2015
 Establish uniform standards for advising across the College and Schools, and
integrate the University’s advising system provided to students for their first
two years with school-based advising in the area of the student’s chosen
major.
 Provide advising for students applying to graduate school and for graduate
fellowships, as well as coaching for such prestigious fellowships and awards
as the Fulbright, Rhodes, Marshall, and Luce.
 Leverage technology for advising, including such approaches as automated
graduation audit capabilities to supplement in-person counseling and diverse
communications technologies to reach all Pace students.

Review the CAP (Challenge to Achievement at Pace) program to determine its
current efficacy in identifying and serving those students who are likely to be
successful students at Pace and assess its appropriate size and role in the
University.

Strengthen the integration between undergraduate and graduate programs so that
increasing numbers of Pace undergraduates pursue graduate and professional
degrees, both immediately following their undergraduate studies and after a
period of significant work.
 Identify promising areas in which to establish continuum programs in which
students are admitted to undergraduate programs that lead directly (without
an additional application) to enrollment in one of Pace’s graduate or
professional schools.
 Identify undergraduates showing promise for successful graduate study and
encourage their enrollment in appropriate graduate-level courses during their
upper class years at Pace.
Develop and implement an educational technology plan

Engage faculty in the development and use of educational technologies that
support innovative pedagogy, in particular collaborative learning experiences, and
strengthen the faculty’s educational technology skills.

Increase the variety of courses delivered through distance-learning and hybrid
approaches so that students can be offered greater choice with respect to attending
classes in person or on-line, and so that Pace becomes attractive to new markets
of students interested in highly flexible class delivery options.
Establish robust University Centers for Excellence
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
Add at least four new University Centers for Excellence that provide
interdisciplinary and collaborative learning and scholarship opportunities to
students and involve faculty from three or more departments or the College and
schools within the University and, where appropriate, from other institutions.

Establish sufficient academic and scholarly depth and breadth for each Center so
that it will bring national recognition to the University and draw students and
visiting scholars from across the nation and abroad.
Significantly increase adult education programs

Revitalize, reorganize, and expand the Pace adult education programs to provide
new opportunities for those seeking to expand their knowledge and credentials.

Expand the degree completion program for adult learners.
GOAL II: Build a Culture of Community
For some time, Pace has been a university in transition: from a commuter school to an
increasingly residential institution; from an undergraduate enrollment of largely part-time
students to a mostly full-time undergraduate body; from an increasingly older faculty to
one in which younger members represent a growing percentage; from a period of relying
on the momentum of past successes to an aggressive drive for growth in excellence and
innovation; and from a period of financial strain to one of increasing financial health. .
Such periods of transition place unusual stresses on the sense of community at a
university and render obsolete or counterproductive some of the filaments that formerly
created shared values and a common view of the nature and future of the university.
During the period of this Strategic Plan, Pace will take significant steps to foster a
vigorous, cohesive, and strong University community and will:
Strengthen the undergraduate experience for all students

Develop innovative plans for a more exciting and engaging student life that reflect
the different strengths and opportunities presented by the New York City and
Pleasantville campuses.

Expand the use of small group experiences, such as University 101, throughout
the undergraduate years to provide students with a more extensive small-group
experience in their undergraduate years.

Encourage widespread student involvement in diverse co-curricular activities and
promote increased intellectual and social interaction among students and faculty.
 Use social networking media and other communications technologies to
promote communities of students, faculty, staff, and alumni.
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 Enhance structured student-faculty engagement in Learning Communities,
student-faculty research and scholarship, and the Honors College, and create
opportunities for informal student-faculty engagement and the development of
mentorship relationships.
 Establish programs that create both social and academic interaction among
students across campuses – for example, a “Semester in the City” for
Westchester students and a “Semester in Westchester” for New York City
students.

Identify means to reduce the cost and other obstacles to students on one
campus taking courses offered on a different campus.

Expand and improve residential life.
 Create integrated living-learning environments on the New York and
Pleasantville campuses, considering such options as residential colleges and
“theme houses.”
 Promote faculty and alumni engagement with students through programming
in student living-learning environments and, where possible, in faculty and
alumni homes.

Develop a comprehensive plan to raise the level of student satisfaction and seek to
continuously improve Pace’s scores on the National Survey of Student
Engagement and in student satisfaction surveys.

Make certain that the University considers the needs and concerns of both
traditional, college-age students and adult/continuing learners as it strengthens the
sense of community for students.
Enrich the faculty’s sense of community

Create structures that regularly bring together faculty from the New York City
and Pleasantville campuses for social occasions, participation in academic
governance, and discussions about Pace and external concerns.

Establish additional faculty forums for academic discussion, such as lecture
series, brown bag lunches, blogs, electronic bulletin boards and the like.

Foster and support collaborative research and scholarship among faculty,
particularly across the College and schools and across different disciplines.
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Enhance the professional development of staff

Establish a comprehensive approach to professional staff development to build a
culture of clear communication, strong accountability, interdepartmental
cooperation and exceptional service.

Provide training opportunities for staff, including a leadership development
program; develop employee feedback mechanisms; and broaden employee
recognition programs.
Engage Pace alumni in diverse, meaningful, and enduring relationships with the
University

Establish a comprehensive alumni relations program that offers diverse
interactions between Pace and its alumni, including a menu of opportunities for
engagement. The program should go well beyond fundraising, emphasizing the
benefit of broader engagement to both the individual alumna/alumnus and the
University.

Grow alumni financial support by strengthening the University’s outreach efforts,
building more vigorous interest and attachment early on and involving key alumni
in realizing the longer term vision of the University. Use the results of the Office
of Philanthropy’s Alumni Relations Study to assess the current program and
service offerings and to identify new approaches for engaging alumni. Sustain the
significant increase in giving that Pace has experienced as a result of the
Centennial Campaign.

Establish an alumni-student interaction program to create mentorship, career
advising, and employment opportunities.
Improve understanding of and participation in University governance

Follow AAUP guidelines with respect to faculty-trustee governance to clarify
roles, strengthen communications, and improve oversight.

Create opportunities for formal and informal interaction between Pace faculty
members and members of the Board of Trustees, including forums organized
around specific challenges and opportunities facing the University, trustee
attendance at selected faculty academic presentations, and informal get-togethers.
GOAL III: Create Vibrant, Distinctive, and Collegial Campus Identities
The current configuration of the New York and Westchester campuses is generally the
product of history and, in some respects, happenstance. Each location has distinct
strengths, and it is an important goal of this Strategic Plan to define those strengths with
more clarity and to build upon and market them aggressively. We must focus on the
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relationship between the two locations as well as their separate characters – the notion
that Pace is “one university” remains important and should give added breadth and depth
to the student experiences. On a more practical level, the University has too much underutilized classroom space, creating both higher costs per student and in some cases, a lack
of vibrancy in certain facilities.
Establish Pleasantville as an outstanding suburban residential campus with a
distinctive identity

Establish a vision for the Pleasantville campus that will increase the critical mass
of students in residence, enhance its ability to compete for students with peer
institutions, and guide the allocation of resources, courses, and faculty during the
period of this Strategic Plan.

Adopt a new master site plan for the Pleasantville campus that will take advantage
of its wonderful setting and support the vision for the campus.

Each year add dynamic, technology-enabled classrooms, inviting co-curricular
spaces, and improved facilities for the interaction of students and staff.

Pursuant to the vision and master plan, seek regulatory permission and funding to
build new residence halls on the Pleasantville campus so that no students will be
required to live in residence halls on the Briarcliff campus.

Work with the village of Pleasantville to establish a “college district” within
walking distance of the campus, and survey students to understand what retail
services and amenities they would frequent nearby.
Establish Pace’s downtown New York City campus as a distinctive urban campus
deeply connected to its urban environment

Adopt a new master site plan for the New York City campus that will move
toward signature facilities for the Dyson College of Arts and Sciences and the
Lubin School of Business.

Each year add dynamic, technology-enabled classrooms, inviting cocurricular
spaces, and improved facilities for the interaction of students and staff.

Determine whether additional floors in One Pace Plaza presently dedicated to
student residential space should instead become offices and classrooms.

Develop a plan to create a “campus-district” in the neighborhood surrounding
One Pace Plaza using current Pace buildings and enhanced signage and banners,
and attract retail establishments of interest to Pace students.
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Strategic Plan 2010-2015

Provide living space for all residential students within walking distance of One
Pace Plaza.
Optimize the use of academic facilities

Determine the optimal distribution of academic programs, co-curricular activities,
and administrative functions across all of Pace’s campuses.

Examine the classroom and facility utilization of all of Pace’s campuses, and
consider how best to maximize use throughout the day, evening, and weekend.

Consider whether and how the Martine Avenue campus can be best utilized.
Provide facilities that are attractive, secure, and green
 Identify and prioritize the University’s deferred maintenance needs and develop a
plan to address them.

Expand and promote Pace’s campus sustainability initiatives – Energy and Water;
Recycling and Waste Reduction; Transportation; Dining Services; Purchasing;
Green Building and Landscaping; and Campus Culture and Academics – and
integrate these with the University’s academic and co-curricular programs on the
environment.

Promote Pace’s sustainability efforts and academic and co-curricular
environmental programs as an important example of how Pace students integrate
real-world challenges with their education.
GOAL IV: Build a Strong Financial Foundation and an Efficient Infrastructure
Over the last few years, the University has reversed the substantial operating losses that
stemmed from declining core enrollment. Those losses significantly eroded unrestricted
net assets and, coupled with the decline in value of the University’s restricted and
unrestricted investments caused in part by recent turmoil in the capital markets, eroded
the strength of various ratios by which the financial health of the University is measured
by the rating agencies and others.
In order to build and maintain a firm foundation for growth in excellence of the academic
program, it is important that the following overall financial objectives be achieved:

Maintenance and growth of positive cash flow from operations.

Continuous growth in unrestricted net assets.

Conversion at the appropriate time of variable rate debt to fixed-rate debt.
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Strategic Plan 2010-2015

Reduction in short- and long-term debt.

Steady improvement in the financial ratios embedded in the University’s debt
instruments and the ratios monitored by the rating agencies in assessing the
financial health of colleges and universities.
The steps necessary to achieve these objectives are continued modest growth in the
number of new students, improvement in retention rates, the growth of alternative
revenue streams, continual increases in annual giving, and cost control.
The essence of cost control is constantly insuring that University resources are being
deployed in the most effective ways to achieve the goals of this Strategic Plan – that
support is being given to programs that will boost revenues and/or raise the quality of
academic programs that are either current strengths of the University or are necessary to
fulfill our mission.
Increase enrollment selectively and strategically.

Continue modest growth in undergraduate and graduate enrollment to ensure
increasing net revenue to fund Pace’s strategic initiatives and do so in a manner
that is consistent with the University’s academic goal of becoming more selective
as enrollment strengthens.

Continue to improve Pace’s ability to meet its enrollment targets by focusing
recruitment efforts on those students most desired by Pace who are also likely to
enroll and graduate.

Develop a more vigorous recruitment effort for students outside of the Tri-State
area.

Reduce student attrition due to financial, social, academic, and other causes, and
improve student retention by modifying policies such as financial aid to facilitate
retention, emphasizing rigorous academic programs, and providing focused
academic counseling to help students succeed. Over the course of the next five
years, improve Pace’s first-to-second-year undergraduate retention rate to at least
80 percent.
Vigorously develop other revenue streams

Expand net revenue from adult education by at least $5 million before the end of
2015.

Develop specific targets for the rental of University facilities to outside groups.

Double giving to the Annual Fund (compared to Fiscal Year 2009).
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Strategic Plan 2010-2015

Complete the present comphrensive campaign, continue vigorous fundraising for
specific strategic objectives, and undertake initial planning for the next campaign,
which should have a higher financial target.
Strengthen the University’s financial foundation

Restructure Pace’s balance sheet and continuously improve Pace’s annual
financial results through revenue growth, competitive tuition pricing, and focused
cost containment so that the University generates increasingly significant
operating surpluses in each of the five years of this Strategic Plan and is thereby
able to strengthen academic offerings, rebuild its infrastructure, reduce
indebtedness, and undertake other key strategic investments.

Before the end of the third year of the Strategic Plan, achieve a credit rating of at
least Baa3 from Moody’s and BBB from Standard and Poor’s.

Establish a rolling, three-year financial plan that strengthens Pace’s capacity to
build a strong financial base, and develop a new responsibility-centered budget
model that reflects the goals of the Strategic Plan, distributes budget responsibility
to the College and the schools, and makes the budget widely available and
understandable throughout the University community.
Redesign and improve business processes.

Develop the staff skills and management culture required to make all University
business processes – from human resources to student records, class scheduling to
student registration, collections to disbursements – efficient, reliable and userfriendly.

Reward and promote staff members who effectively implement the service ethic
and who integrate the objectives of this Strategic Plan in their work.

Continuously improve all of the University’s processes and systems to enhance in
myriad ways the campus experience of faculty, staff, students, and visitors.

Require each administrative unit to develop a five-year strategic plan as well as an
annual action/implementation plan that identifies priorities and key initiatives for
that fiscal year. The administrative plans will be guided by the objectives of this
Plan and will be major building blocks of the University’s annual implementation
plan.

Leverage Pace’s current technology and use new technologies to streamline
administrative processes and improve service to students, faculty, and staff as
well as to increase the frequency, interactivity and reach of Pace’s communication
with students, faculty, staff, alumni, donors, and friends.
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GOAL V: Enhance Pace’s Visibility
The strengths of the University are too little known among opinion leaders, potential
employers, and alumni. The University needs a carefully planned and sustained campaign
to project its strengths beyond the pool of prospective students in order to increase annual
giving, increase the likelihood of foundation grants, improve the employment
opportunities of its graduates, and generally raise its reputation.
Increase Pace’s outreach, regard, and recognition

Prepare and implement a strategic communications plan that includes a
distinctive, focused set of messages to clarify and project Pace’s brand and
successes and guide all outreach, communications, and marketing efforts.
Messages should strongly and consistently convey Pace’s mission, vision, and
strategic goals inside the institution as well as to external audiences so that they
become integral components of the University identity, personality, and
culture.Engage faculty, staff, and students to convey these messages.

Increase the involvement of alumni in efforts to enhance Pace’s visibility and
reputation both by featuring alumni and their accomplishments in institutional
marketing and by leveraging the formal and informal communication resources of
Pace alumni, as individuals and as employers.

Develop and continuously upgrade the University’s Web site as an important
vehicle for outreach and information for prospective students, faculty members,
staff, public officials, donors and the media, while at the same time increasing
Pace’s use of social networking and interactive technologies to deepen the
engagement of these different constituencies in the life of the University.

Capitalize on evolving communications technologies to keep students, faculty,
staff, alumni, visitors, and the general public better informed and thereby build a
strong sense of community and identity.
Expand and strengthen the University’s external relations

Expand collaborative relationships with New York City and Westchester County
businesses, government, and nonprofit organizations to serve Pace’s academic
needs for internships and capstone projects and enhance the University’s
reputation as a good citizen.

Take advantage of Pace’s well-situated New York City and Westchester County
venues to bring members of the public to Pace for cultural events offered by the
University and outside organizations. Use these events to inform the public about
educational and other opportunities at Pace.
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
Identify the economic, social, and cultural impact that Pace has on its surrounding
communities and promote this to the public in Pace’s geographic region, local and
state government representatives, and philanthropic supporters.
GOAL VI: STRENGTHEN AND REINFORCE A CULTURE OF
ACCOUNTABILITY
Accountability lies at the heart of improvement and progress—it is the willingness to take
responsibility for achieving goals and the individual and institutional drive to make that
achievement a reality. It requires an eagerness and pragmatic ability to set goals that are
measurable and to measure progress toward them. Those who embrace accountability
recognize that falling behind in the achievement of a goal is an occasion for reassessment
and midcourse corrections. While accountability is not a goal in the same sense as the
other goals in the Strategic Plan, it is so essential to success that it has been included as a
major goal. Pace should be widely recognized for the ways it assesses the quality,
relevance, and effectiveness of its programs and activities.
Establish and consistently use clear metrics to evaluate and strengthen the University’s
programs, activities, and services

Make learning outcomes and assessment an essential component of Pace’s
culture. This will involve defining clear learning objectives for students,
measuring student achievement, and using such measures to inform the allocation
of resources for teaching and the distribution of faculty training.

Each academic and administrative unit will develop, track, and report key
measures of success as guided by this Strategic Plan. Administrative costs will
focus on quality and efficiency of service, wherever practicable, as compared to
relevant benchmarks.

Use regular surveys to evaluate the quality of services for students, faculty, staff,
and alumni, making the results of the surveys widely available on campus and
designing and implementing programs to meet deficiencies – with the overall goal
of achieving and maintaining an environment of outstanding support to faculty,
students, staff, alumni and funders.
Annually measure progress in achieving Pace’s strategic goals and objectives

Publish an annual summary of the status of progress in implementing this
Strategic Plan, noting progress and obstacles during the past year and outlining
steps to take advantage of new opportunities and respond to changed
circumstances.

Report annually on how Pace’s major academic and administrative units are
contributing to the achievement of the University’s strategic objectives.
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APPENDIX
THE STRATEGIC PLANNING PROCESS
Initiated in the fall of 2007, the Pace University strategic planning process was guided by
a Strategic Planning Committee, chaired by the President and composed of faculty,
students, and administrators. The committee met regularly throughout 2008 and the
spring of 2009 to identify major strategic issues, discuss a variety of materials, and
review successive drafts of the Strategic Plan. The committee was supported in its work
by a number of task forces that studied a range of specific issues and reported back to the
full group. Task forces drew upon the on-going work of a number of other University
committees.
Shortly after the establishment of the Strategic Planning Committee, the Board formed its
own Trustees Strategic Planning Committee. This committee provided input and
guidance to the planning process and the Plan itself in draft. The full Board of Trustees
discussed a draft of the Plan at a special meeting on February 19, 2009.
A near-final draft of the Plan was widely distributed to the Pace community for review
and comment. After review of comments from the community and appropriate changes
in response, the Strategic Planning Committee approved the final version of the Plan and
transmitted it to the Board for their review and approval. The Board approved the plan
on September 17, 2009.
The members of the Strategic Planning Committee and the Trustees Strategic Planning
Committee are listed below. The two committees were assisted in their deliberations by
Anthony Knerr & Associates, strategic advisors to leading colleges, universities, and
other nonprofit institutions in the United States and Europe.
While the Strategic Plan proposes a number of strategic goals for the next five years
against the backdrop of the longer-term vision, it does not lay out the numerous
management decisions required to achieve these goals. These decisions are more
properly the domain of an Implementation Plan that clearly presents specific action steps;
indicates resource requirements; pinpoints accountability and responsibility; and provides
benchmarks for measuring progress. An annual Implementation Plan will be prepared
and will be widely shared with the Pace community.
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Members of the
Pace University Strategic Planning Committee
Stephen J. Friedman, President – Chair
Sal Antolos, Student Government President, Westchester Campus (2007-2008)
Vincent Barrella, Associate Professor of Legal Studies and Taxation, and Chair of the
New York Faculty Council
Joseph R. Baczko, Dean, Lubin School of Business
Geoffrey L. Brackett, DPhil (Oxon.) Provost and Executive Vice President for Academic
Affairs
Alan Eisner, PhD, Professor of Management
Harriet R. Feldman, PhD, Dean, Lienhard School of Nursing and Interim Dean, School of
Education
Margaret Fitzgerald, Associate Professor of Criminal Justice and Sociology, and Chair of
the Westchester Faculty Council
Cindy Heilberger, Chief of Staff, Special Assistant to the Board of Trustees, Office of the
President – Coordinator
Nira Herrmann, PhD, Dean, Dyson College of Arts and Sciences
Aseefa Ismail, Student Government President, New York Campus (2007-present)
Steven L. Johnson, Associate Vice President of Student Services and University Registrar
Susan W. Kayne, Assistant Vice President, Marketing and Communications (from
January 2009)
Constance A. Knapp, PhD, Acting Dean, Seidenberg School of Computer Science and
Information Systems (from July 1, 2008) and Professor of Computer Science and
Information Systems
Paul Kurnit, Clinical Professor of Marketing
Rona F. Levin, PhD, Professor of Nursing
Mary Rose McCarthy, PhD, Associate Dean and Associate Professor, School of
Education
Susan Merritt, PhD, Dean, Seidenberg School of Computer Science and Information
Systems (until June 30, 2008)
William Offutt, PhD, Associate Professor of History
Jerrett Rashaad Perry, Student Government President, Westchester Campus (2008present)
Michelle Simon, Dean of the Law School
Rick Whitfield, EdD, Executive Vice President for Finance and Planning, Chief
Financial Officer
Douglas Whiting, Vice President, University Relations (until December 31, 2008)
Adelia Williams, PhD, Professor of Modern Languages and Cultures
Representing the University’s Middle States Steering Committee
Harold Brown, PhD, Cochair, Middle States Steering Committee, Professor of
Philosophy and Religious Studies
Barbara Farrell, EdD, Cochair, Middle States Steering Committee, Associate Professor of
Accounting
Barbara Pennipede, Cochair, Middle States Steering Committee, Assistant Vice President,
Office of Planning Assessment, Research and Academic Support
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Members of the
Trustees Strategic Planning Committee
Aniello A. Bianco ’61 – Chair
Donald L. Boudreau ’70
Stephen J. Friedman
Michael O’Reilly ’71
Carol Raphael
Ivan G. Seidenberg ’81
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