Rendering of New Health Sciences Center

Developing and Maximizing Institutional Resources

Human, Financial, and Our Physical Presence

Page last updated 9/7/2022

The committee goals listed here, as well as action items for each goal, are considered to be in progress and may be updated, deleted, and/or revised.

Committee Goals

Goal 1: Offer new academic programs, employ data-driven enrollment strategies, and expand outreach to high schools to grow St. John’s University’s net tuition resources.

  1. We will develop innovative new programs and courses in high-demand areas, as we leverage new and existing facilities and a mix of learning modalities. As we proceed, we will be mindful of the potential for cross-unit redundancies.
  2. We will amplify our enrollment management efforts and develop data-driven recruitment models that focus on students who are likely to remain enrolled through graduation.
  3. We will enhance our high school pathway programs by including targeted recruiting efforts and expanding the pool of applicants who consider St. John’s a top choice.

Goal 2: Optimize St. John’s physical presence by focusing on our footprint, infrastructure, and technology.

  1. We will update the Master Plan for St. John’s domestic locations, with the Queens, NY campus serving as the University’s primary destination for undergraduates. This will include an analysis of the Queens, Staten Island, and Manhattan, NY, campuses, as well as the Long Island Graduate Center, to evaluate the possibility of consolidating programs, units, and services.
  2. We will streamline the campus footprint and welcoming spaces, combining areas such as learning support services, technology-based learning environments, the location of general classrooms, and University Mission spaces.
  3. We will accelerate the modernization of the Queens campus, with a focus on creating a more student-friendly environment. This will include upgrading residence halls, fitness centers, and dining halls to increase opportunities for student participation and involvement in campus life.
  4. We will invest in the much-needed renovation of campus facilities with an emphasis on academic spaces such as labs, classrooms, library, study areas, and faculty offices.
  5. We will establish, cultivate, and leverage relationships with our residential and commercial neighbors to develop a more vibrant and inviting Union Turnpike/Utopia Parkway corridor, and make the campus available to the community for events and activities.
  6. We will engage with the local/community stakeholders, the Queens Chamber of Commerce, and the City of New York to implement best practices regarding pedestrian safety around campus, with a focus on key intersections in the immediate vicinity of St. John’s.
  7. We will upgrade and expand athletic facilities to support BIG EAST play on campus, and to attract highly recruited student-athletes.
  8. We will leverage virtual/remote technologies to increase our flexibility and resiliency, attract and retain students and personnel, and facilitate potential program consolidation to the Queens campus.

Goal 3: Identify, pursue, and secure non-tuition funding sources to support the University.

  1. We will launch an ambitious capital campaign to raise funds for scholarships, faculty support, and facilities, as we continue to cultivate relationships that result in gifts that support strategic initiatives and grow our endowment.
  2. We will leverage success in athletics—particularly our basketball programs—to promote brand awareness, grow ticket revenue and retail sales, attract philanthropic support, and expand corporate sponsorships.
  3. We will explore strategies to increase demand for on-campus housing and capitalize on residence hall capacity.
  4. We will form a University-wide task force that seeks out opportunities to develop untapped sources of non-tuition revenues, such as conference services, grants and sponsored research, retail, and sale-leaseback opportunities.
  5. We will allocate a portion of annual revenues to fund strategic initiatives.

Goal 4: Align St. John’s personnel with the University’s strategic priorities to ensure that we recruit and retain highly qualified, exceptional personnel who reflect the diversity of the students we serve. 

  1. We will ensure an inclusive workplace for all.
  2. We will assess the University’s staffing structure and align personnel with institutional priorities.
  3. We will evaluate and update the University’s compensation and benefits offerings to ensure competitiveness and equity when recruiting and retaining employees. This will include establishing a thoughtful, performance-based compensation system that is responsive to the dynamic marketplace for talent.
  4. We will recruit and retain an employee base that reflects the diversity of the students we serve and the community in which we are located.
  5. We will develop a training and professional development system that facilitates achievement of University priorities.

Goal 5: Employ data-driven strategies to make existing resources more cost-effective, while giving priority to institutional centers of excellence. 

  1. We will develop a matrix of University units, programs, and departments as we assess the levels of success of each. This matrix will also measure each entity’s current and future return on investment, while maintaining a sharp focus on issues of equity, inclusion, and antiracism.
  2. We will identify academic and nonacademic “centers of excellence” that would benefit from additional resources, while identifying units, programs, and departments that may require restructuring, reallocation of resources, or sun-setting.
  3. We will evaluate the structure and delivery of business processes and practices with the goal of increased (or increasing) efficiency and process improvement. This will involve disseminating information so that data-driven decisions can be made in real time.
  4. We will effectively collect data and use it to drive strategy and decision-making.

Committee Members

Steven Keating, Chair; Chief Investment Officer, Office of Business Affairs
Sarah Jean Kelly, Chair; Vice Dean for Administration, School of Law

Geri Amera, Assistant Provost for Academic Planning and Resource Management
Mike Cragg, Director of Athletics
Joan E. DeBello, Ph.D., Associate Professor, Mathematics and Computer Science, and Chair, Division of Computer Science, Mathematics, and Science, The Lesley H. and William L. Collins College of Professional Studies
Eric Finkelstein, Associate Dean of Students and Director of Residence Life
David Gachigo, Associate Dean of Student Affairs, Staten Island Campus
Marc E. Gillespie, Ph.D., Vice Provost, Graduate Education, Clinical Operations and Research, and Assessment, Office of the Provost; and Professor, Department of Pharmaceutical Sciences, College of Pharmacy and Health Sciences
Alison G. Hyslop, Ph.D., Associate Dean, Graduate Division, and Professor, Department of Chemistry, St. John’s College of Liberal Arts and Sciences
Jared E. Littman, M.P.A., Director, Office of Grants and Sponsored Research
Joshua Raymond, student
Darren Russell, Student Employment Specialist, Office of Human Resources 
Brandon W. Sweitzer, Dean, Maurice R. Greenberg School of Risk Management, Insurance and Actuarial Science
Dominique Torres, Executive Director, Talent Engagement and Retention, Office of Human Resources
Christian P. Vaupel, Ed.D., Vice President for Advancement and University Relations
Maura A. Woods, Associate Vice President, Business Process and Enterprise Applications, Department of Information Technology
Samantha R. Wright, Executive Director, Office of Admission