Five-Year Plan
Executive Summary 2013-2018

MISSION

Hofstra University is a private institution whose primary mission is to provide a quality education to its students in an environment that encourages, nurtures, and supports learning through the free and open exchange of ideas, for the betterment of humankind. Hofstra University is fully committed to academic freedom and to the transmission, advancement, and preservation of knowledge for its own academic community and for the community at large. Hofstra University offers undergraduate and graduate programs taught by a research-active and professionally engaged faculty. Academic excellence guides everything the University undertakes.

• Hofstra University's undergraduate education provides a firm foundation in the liberal arts and sciences designed to encourage intellectual curiosity. This broadly based education develops students' analytical and critical thinking, strengthens their communication skills (oral and written), promotes cross-cultural competencies and provides information literacy and technological skills that prepare students to become lifelong learners.
• Hofstra University is dedicated to the pre-professional, professional, master's and doctoral programs that support a wide range of career aspirations.
• Hofstra University is devoted to recruiting and retaining a highly qualified and diverse academic community of students, faculty, staff and administrators, respectful of the contributions and dignity of each of its members.
• Hofstra University's faculty is committed to excellence in teaching, scholarly research and service. The University emphasizes and supports the creation and synthesis of knowledge as well as its dissemination. We believe the best education for students is one informed by their teachers' scholarly pursuits.
• Hofstra University is committed to providing the informational and technological resources required for learning and the advancement of knowledge.
• Hofstra University strives to cultivate students' social and ethical responsibility, aesthetic sensibility, creativity, and emotional and physical well-being.
• Hofstra University offers educational, co-curricular and cultural programs and activities that foster an awareness of local, national and global issues, encouraging students to be active citizens and contributors to their local, national and global communities.
• Hofstra University recognizes its important role in our local community and in participating in a broader national and international dialogue. We offer programs and seek opportunities that mutually benefit the Hofstra community and those beyond our campus.

INTRODUCTION

The 2013-2018 Five Year Plan is a collaborative project that incorporates goals from the schools, colleges and support areas, as discussed and prioritized through meetings with deans, the faculty, the president and his staff. The 2013-2018 Plan builds upon the preceding plan, which covered 2005-2010 and which was extended through 2013. Despite the very challenging economic climate, the 2005-2013 Plan was very successful in accomplishing or making significant progress toward the accomplishment of these goals. Indeed, during this period, Hofstra has created a new school of medicine, in partnership with North Shore-LIJ Health System, as well as new schools of Engineering and Applied Science and Health Sciences and Human Services. The reputation of the University and academic quality of our incoming students has continued to rise, especially following the hosting of two presidential debates and the worldwide media interest in the University and our community.

The 2013-2018 Plan provides a realistic roadmap to further progress on the basic goals set forth in the Plan. As with the prior Plan, this new Plan is well grounded in our institutional mission and reflects the values of our broad constituency. The Plan begins with enrollment goals, starting with the goal of maintaining the undergraduate enrollment with entering freshman classes of approximately 1620 to 1720 over the five-year period. Fall 2013 enrollment met the budgeted number of 1620. The Plan continues to emphasize enhancement of the credentials of the entering student body, particularly with respect to increasing student's GPAs (which is the best indicator of retention).

The Plan focuses primarily on students and faculty, as it should. With respect to faculty, the Plan proposes investment in the sciences and health sciences, as well as engineering and applied science, reflecting the increased student demand in these areas. A founding dean for the new School of Engineering and Applied Science has been hired, and the school's facilities are being renovated. A new School of Health Sciences and Human Services has also been created and an acting dean has been appointed. The Plan endorses the recruitment of new faculty for these schools as well as for the science departments housed in Hofstra College of Liberal Arts and Sciences. It also proposes to add faculty through new and replacement lines in programs and schools throughout the campus as warranted by enrollment growth, demand, and curricular needs. And the Plan recognizes the value of the liberal arts, and our strong tradition of excellence in the liberal arts, and as enrollment growth permits, will invest in these areas, particularly as needed to fill critical areas of curricular need. As the University adds new and replacement faculty, it is important to continue to strive to increase diversity. Faculty teaching and research is supported by the existing generous special leave policy for tenured and untenured faculty, and the Plan builds in increased funding for classroom technology and equipment, as well as for start-up equipment for research, matching funds and waivers for grant submissions.

The Plan recommends the development of new graduate programs that will attract students, generate additional revenue, and bring further recognition to the University. Total graduate enrollment should increase though these new programs, while existing programs are expected at a minimum to maintain their overall Five-Year Plan 2013-2018 enrollment level. And on both the undergraduate and graduate levels, the Plan recognizes the importance of attracting additional international students.

With respect to students, this Plan continues to emphasize the need to improve retention and graduation rates through enhancement of the student experience, including new opportunities to augment academic success, personal growth and overall well-being. It also proposes to broaden career development for students through enhancements in experiential learning, service learning, and additions to the Career Center programs and services, which should enrich the experience for our students and better prepare them for career success upon graduation. Finally, the Plan proposes not only to heighten Hofstra's reputation, profile and prestige, but also to augment the marketing of the University to prospective enrollees, alumni, friends and the larger global community. The University will continue to invest in technology, particularly in distance learning, to permit the creation of new postgraduate programs that are attractive to those who are looking to advance their careers while working full-time.

As in the past, this Plan is realistic and feasible, with measurable goals. Goals were designed to be achievable within the five-year period. The Plan's objectives will be achieved in a fiscally responsible manner so as not to compromise the University's sound financial position.

Despite the continuing challenges posed by the slow economic recovery, Hofstra is well positioned to overcome these challenges and to continue to flourish moving forward. The University has an excellent location on a beautiful campus, with easy access to Manhattan, permitting students to take advantage of its cultural and entertainment options as well as internships and other career opportunities. Hofstra's faculty is first-rate, with dedicated teachers and scholars, who serve as mentors and advisors to their students. The student-faculty ratio remains 14:1, unchanged since the economic downturn, and students benefit from Hofstra's nurturing environment and fully textured campus environment. In addition, the rich array of undergraduate majors and graduate programs, as well as the professional schools of medicine, law, and business, provide a variety of interdisciplinary options for students. These include a host of 5 year combined undergraduate/master's degree programs that allow students to receive both degrees at reduced expense and time.

The Maurice A. Deane School of Law and the Hofstra North Shore-LIJ School of Medicine are integral parts of the University and participate in University shared governance and in a variety of interdisciplinary initiatives with other units and dual degree programs (e.g. BA-BS/MD 4+4 programs and LEAP). In light of their unique needs and challenges and separate accreditation processes, each of these schools is separately preparing its own five-year plan.

OVERALL GOALS

ENROLLMENT

1. Maintain freshman enrollment at 1620 to 1720 students.
2. Continue to enhance the academic credentials of entering undergraduate students.
3. Continue progress in enhancing the diversity of the student body.
4. Introduce new undergraduate and graduate programs in areas of high student demand including dual degree programs and online graduate programs where appropriate.
5. Improve the "value" message to aid in the recruitment of students.
6. Review existing programs for long-term potential and viability.
7. Continue to cultivate the admission of more international students from a greater number of countries, both undergraduate as well as graduate.

FACULTY AND INSTRUCTION

1. Invest in the sciences, health, engineering and applied science through faculty hiring and renovation of facilities in these areas.
2. Invest in new or replacement faculty lines as appropriate where enrollment growth, new programs or staffing levels in departments warrant such investment.
3. Strengthen the full-time day MBA program.
4. Enhance faculty excellence in teaching, scholarship and sponsored research.
5. Reconfigure technology and library facilities to maximize space for study and collaborative learning and to continue to enhance digital resources.
6. Invest in technology to enhance teaching and learning.
7. Enhance academic centers and add new academic opportunities for our students and faculty.

STUDENT RETENTION AND EXPERIENCE

1. Continue to increase student retention and graduation rates.
2. Further enrich the overall student experience.
3. Expand opportunities for student experiential learning, service learning and internships to provide a stronger preparation for the changing global workplace.
4. Broaden opportunities for student academic success, including greater student/faculty interaction and investments in academic learning and support.
5. Support student growth and success, physically, developmentally, and emotionally.
6. Increase career development support and services as well as enhance employer relations and tracking of graduates to further demonstrate the value of a Hofstra education.

ENHANCED PROFILE

1. Continue to boost Hofstra's academic reputation, profile and prestige, and to effectively market Hofstra to various constituencies.

FUNDRAISING AND FISCAL STABILITY

1. Efficiently manage all operations to ensure maximum investment in academic programs and support.
2. Strengthen the University's financial condition by increasing the endowment and strong operating results that will provide the long-term foundation for competing effectively with peer and aspirational institutions.
3. Strategically invest in Plan initiatives while maintaining strong balance sheet ratios without excess debt.
4. Continue fundraising through the capital campaign to provide additional funds for scholarships, faculty chairs and professorships, technology, and new/renovated facilities.

PHYSICAL FACILITIES AND EQUIPMENT

1. Invest in capital facilities largely through funding generated in the capital campaign.
2. Continue ongoing programs to renovate and upgrade facilities.