ANNUAL REPORT 2013-2014
1INNOVATION 2 COMMUNITY 3WORLDVIEW
goal
goal
goal
foster
engage in the
develop a
from the
With the close of Fiscal Year 2014 came the completion of Year One for Gannon University’s 20132017 Strategic Plan, a year that was characterized by growth, change and undeniable success for the University. This past year, our Gannon University family members have flourished as leaders, motivating us to achieve our goals to foster innovation, engage in the community and develop a worldview. The commitment to and engagement within the University have notably grown due to the work of our faculty and staff in transforming our academic curriculum and programs to be more globally relevant, and the learning enhanced by the infusion of technology and innovation. Student engagement in wellness, travel and faith development on campus and in our community also took a significant step forward in this first year of the plan. The support from our alumni, community partners and friends has reached record levels and is allowing Gannon to provide new opportunities for students, faculty and staff to develop together with expanded resources such as endowed scholarships,
PRESIDENT
development funds and exchange programs.
The Gannon community has made great progress in increasing enrollment, inclusiveness, student retention and academic success in a very challenging market and a demanding time for higher education. This success must be attributed to all of those who have worked collaboratively and in good spirit, dedicated to our students and our University. There is much still to do, but this was a great first year toward achieving the four-year Strategic Plan goals. Over this past year, the campus has undergone substantial change with the expansion of the Recreation and Wellness Center, building of the field house, Center for Business Ingenuity and Center for Communication and the Arts, the opening of the Forensic Investigation Center, and the creation of the Barker Globalization Institute, among many other new projects. Gannon University’s very healthy growth provides the infrastructure for exceptional learning environments for our students as well as additional opportunities for the University to give back to our community, which has given so
much in return. We are investing in the health and wellness of our students, faculty and staff to ensure that they engage in exceptional quality education and research now and into the future.
We can look back on Year One of the Strategic Plan with pride, in those around us who live our Gannon Mission every day and who have been instrumental in charting our course and launching out on the journey to achieve our goals. It has been a talented and passionate team that has made this year a success. Gannon University has adopted an entrepreneurial, forward-thinking mindset and strategy to build upon our traditions, Mission and organizational foundation. It is undoubtedly an exciting time to be a part of Gannon and it is with this mindset that the University will continue to foster innovation, engage in the community and develop our worldview. As we confidently transition into Year Two of the Strategic Plan 20132017, the Gannon University family can continue to believe in the possibilities.
View the Annual Report Online Edition to see what Gannon University President Keith Taylor, Ph.D., says about Fiscal Year 2013-14 and the progress on Gannon’s Strategic Plan.
ANNUALREPORT.GANNON.EDU/13-14 1
A
B
1INNOVATION
goal
foster
Innovation IS THE ENGINE OF TRANSFORMATION AT GANNON UNIVERSITY. NEW
IDEAS, NEW INITIATIVES AND NEW WAYS OF ENHANCING EXISTING PROGRAMS AND PROTOCOLS ALL CONTRIBUTE TO THE DYNAMISM OF A UNIVERSITY THAT IS IN TOUCH WITH THE TIMES AND WITH THE PEOPLE IT SERVES.
Ground was broken for an ambitious $14.5 million modernization of the Recreation and Wellness Center that will transform an entire city block. The project includes a 12,000-square-foot addition with a glass front facing West Fourth Street, a complete interior renovation that includes a 52,000-square-foot indoor field house and a Human Performance Laboratory that will house a motion analysis lab and a human performance and testing lab. The renovated space was dedicated on Aug. 29, 2014, marking the beginning of a powerful transformation of student life, 2
academics, athletics and the community beyond campus.
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$
$158,937
RAISED BY THE GOLDEN KNIGHT ATHLETIC BOOSTERS, THE LARGEST AMOUNT IN HISTORY
The University began work on the Center for Business Ingenuity, located at 900 State St., which will integrate and house the Dahlkemper School of Business, the Erie Technology Incubator and the Small Business Development Center. The co-location of these three entities will provide vital resources and synergy for students, entrepreneurs and existing businesses. Gannon’s Dahlkemper School of Business, the Erie Technology Incubator and the Small Business Development were collectively
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View the Annual Report Online Edition to see what Carolynn Masters, Ph.D., RN, provost and vice president for academic affairs, and Linda Wagner, vice president for finance and administration, say about Gannon's efforts to foster innovation.
ANNUALREPORT.GANNON.EDU/13-14 awarded a $520,878 grant from the Department of Community and Economic Development to implement the Integrated Business Transformation (IBT) program. This program will provide education and assistance to regional technology-enabled businesses and entrepreneurs to create, sustain and advance their businesses through its technology business accelerator and microloan programs. Gannon’s biomedical engineering program, the region’s only program, began work on the Biomedical Engineering Laboratory that will be located at 130 W. Eighth St. The facility will house new technology including robotic devices used for various analyses, a motion capture system and an electromyography system that measures muscles’ electrical activity against the muscles’ force generated. Gannon announced creation of the School of Communication and the Arts within the College of Humanities, Education and Social Sciences, along with its new location at 700 Peach St. The project will merge current and emerging programs in communications and media studies, the digital and performing arts, and co-curricular programs including 90.5 WERG, the Schuster Gallery, the Gannon Knight, the Collins Institute for Archaeological Research and the Erie Chamber Orchestra. A
The Forensic Investigation Center was opened in Spring 2014. The facility for the criminal justice program houses classrooms, mock crime scenes, a laboratory and more, and will begin being used for coursework in Fall 2014. B
4,509
DONORS MADE GIFTS, THE MOST SINCE 2006-07
The University created Academic and Administrative Unit Review processes as an outcome of work by the Process Review and the Middle States Site Visit Teams.
These processes will drive institutional decisions related to reallocation, cost savings and investments, as well as the revision and enhancement of programs and courses. This allows the University to review its current operations, and make recommendations for improvements and efficiencies. New programs have been added to Gannon’s curriculum, including freshwater and marine biology, which includes a Water Education Teaching and Training (WETT) Institute. Healthcare management and supply chain management programs will analyze current healthcare trends and study enterprise resource planning, sourcing and procurement. In a new biochemistry program students will study the chemical composition and reactions within living systems. These programs will be open for enrollment in 2015.
STRATEGIC PLAN MEASURES: GOAL ONE Initiative
Year One Result1
Teaching and Engagement for Learning
Process Improvement for Institutional Effectiveness
A $215,000 investment was made toward faculty development and faculty research.
Two new academic programs began in Fall 2013: Doctor of Nursing Practice and Master of Sport and Exercise Science.
$416,500 of the budget was reallocated throughout the University.
Market and Delivery for Growth 1
Enrollment in online programs reached a total of 232 students.
Fiscal Year 2013-14, unless otherwise noted
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A
B
2COMMUNITY
goal
engage in the
SERVICE IS AT THE HEART OF THE UNIVERSITY’S MISSION. FOUNDED ON THE PRINCIPLE OF SERVICE TO THE community, GANNON UNIVERSITY EMBRACES ENGAGEMENT AS AN ARTICULATION OF OUR CATHOLIC IDENTITY AT ITS FUNDAMENTAL LEVEL, AND AS A PRIVILEGE. The Archbishop Gannon Scholars Program was created in honor of the late Archbishop John Mark Gannon to assist students in the Erie School District who have academic credentials to be admitted into Gannon University, but may not have the necessary funding. The Archbishop Gannon Scholars Award covers the remaining cost of tuition after the qualifying students’ federal and state grants are applied. A The School of Education at Gannon University and St. Peter Cathedral School in Erie announced the St. Peter CathedralGannon Professional Development 4
School. The program creates a means for Gannon’s students to bring the latest educational practices to St. Peter Cathedral’s students under the careful direction of professors and evaluators. C The University expanded its GO College program in December 2013 to include East High School in conjunction with the existing partnership with Strong Vincent High School. The GO College program is a $2.2 million, fiveyear commitment to the Erie School District that has served 640 students and helped participating students reach a 96 percent college
or military enrollment rate, 50 percent of which enrolled in local universities.
2.81%
THE LOWEST TUITION INCREASE IN OVER 36 YEARS
C
View the Annual Report Online Edition to see what Carolynn Masters, Ph.D., RN, provost and vice president for academic affairs, and Rev. Michael Kesicki, associate vice president for mission and ministry, say about Gannon's efforts to engage in the community.
ANNUALREPORT.GANNON.EDU/13-14 The University’s annual Gannon’s Invitation to Volunteer Everywhere (GIVE) Day reached across 11 cities when faculty, students, staff and alumni participated in various acts of service including landscaping, trash and debris clean up, sorting and donating clothes, and more.
to include the creation of programming, facilities, educational initiatives and services for students, faculty and staff. The goals of the initiative include increased academic success, increased productivity and greater retention rates.
Nearly 400 Gannon University students, faculty, staff and alumni participated in Gannon’s own Day of Caring, an initiative stemming from the United Way’s Days of Caring, by volunteering citywide, especially focusing on the neighborhood that is part of the Erie-Gannon Alliances to Improve Neighborhood Sustainability (ErieGAINS) initiative.
An interfaith memorial service honoring The Four Chaplains was held on Gannon’s campus. The University was chosen as the host of the annual ceremony to recognize unity among all military members, regardless of their religious background. B
Four undergraduates became the University’s inaugural Social Change Fellows. The new summer service-learning initiative, funded by an Erie-GAINS mini-grant, was a 10-week commitment of about 170 service hours at local non-profit organizations. In addition to the opportunity to develop leadership skills, the four Social Change Fellows built valuable continuity with the University’s community partners between academic years.
Assistance with finding jobs, housing, medical care, education and other services drew several hundred veterans and their families to the Hammermill Center
$$
$6.7
MILLION DOLLARS IN FUNDRAISING, THIRD LARGEST IN SCHOOL HISTORY
STRATEGIC PLAN MEASURES: GOAL TWO Initiative Teaching and Engagement for Learning
Year One Result1 Nearly 50% of the total service hours were completed in the Erie-GAINS neighborhood.2
71% of local partners responded positively that Gannon has supported their strategic goals.3 Process Improvement for Institutional Effectiveness
Students in Gannon’s nursing program conducted 1,400 in-home visits to residents and neighbors of John E. Horan Garden Apartments and MidCity Towers within the Erie community. A University-wide commitment to wellness was set into motion
for the first Veterans Resource Expo. The four-hour event was organized by State Senator Sean Wiley with the Erie County Vietnam Veterans Memorial organization and hosted by Gannon University to connect veterans with available services at one easily accessible, centrally located event.
The University reached an estimated economic impact of $184 million.
Through charitable contributions, the University raised a total of $6,730,593.
Market and Delivery for Growth 1 2 3
Racial diversity was achieved among the student body through the enrollment or retention of 363 students.
Fiscal Year 2013-14, unless otherwise noted This 2013-14 figure is estimated as of September 2014 Percentage of those surveyed responding "yes" to "has Gannon supported your strategic goals for community impact."
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3WORLDVIEW
goal
develop a
WHEN GANNON UNIVERSITY STUDENTS AND FACULTY TRAVEL THE GLOBE, THEY DO SO TO CHANGE THE WORLD AND BE CHANGED BY IT. THE ENTERPRISE OF DEVELOPING A worldview IS A SIMULACRUM OF THE INFLUENTIAL POWER OF INTELLECTUAL INQUIRY AND TRANSFORMATION. The Robert and Suzanne Barker Globalization Institute was established to provide an endowment, capital and operating funding for study abroad, international partnerships, student, faculty and staff exchange, international service trips, globalization of the curriculum, a global travel program and an international student services center. A The Office of Learning Abroad was created to encompass the University’s global initiatives, and now offers a Learning Abroad Scholarship Program to encourage students to study abroad to ensure 6
136
STUDENTS, FACULTY AND STAFF TRAVELED TO VARIOUS LOCATIONS
global awareness and multicultural appreciation.
In an effort to globalize the curriculum throughout the University, the Charge to Global Engagement Committee was established and tasked with incorporating about 50 new or revised global courses into the curriculum over the span of the next three years. This faculty-led initiative will ultimately engage more than 40 faculty members in support of the University’s goal of developing a worldview. Gannon has developed eight institutional agreements with partnering universities that now allow students to come to and from the University through
C
View the Annual Report Online Edition to see what Brian Nichols, vice president for student development and engagement, and William Edmondson, vice president for enrollment, say about Gannon's efforts to develop a worldview.
ANNUALREPORT.GANNON.EDU/13-14 exchange programs. These include universities in Australia, Chile, England, Germany, India, Ireland, Italy and Jordan.
85,000 ESTIMATED HOURS OF SERVICE COMPLETED
The University is participating in a Collaborative Online International Learning (COIL) initiative. These online courses in the environmental engineering and history departments will be taught in real-time through dual professorship with the American University of Madaba, Jordan allowing international engagement between the students.
new program that encourages students to live on campus in intentional communities, meet regularly to study a variety of topics together in partnership with two co-facilitators, and travel together to the international destination of their choice. The inaugural T.R.A.V.E.L. Program trips will set out to their destinations in Spring 2015. The keynote speaker at Spring Commencement 2014 was the Rev. Majdi S. Siryani, LLD who directs the advancement and global office at the American University of Madaba, a university with which Gannon has an agreement for the exchange of faculty and students. Fr. Syriani was awarded a Doctor of Humane Letters degree, honoris causa, at the ceremony. B
Groups of students, faculty and staff traveled to seven locations, both domestic and abroad, during Spring 2014’s Alternative Break Service Trips (ABST), including trips to Detroit, Haiti and Mexico, to donate goods and their time through acts of service. C
STRATEGIC PLAN MEASURES: GOAL THREE Initiative
Teaching and Engagement for Learning
Faculty-led trips, including some for course credit, engaged students and faculty in locations such as, but not limited to the Bahamas, Ecuador, Panama, Scotland, Thailand. The T.R.A.V.E.L. (Transforming Residents Abroad Via Engaged Learning) Program is an innovative
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INTERNATIONAL STUDENTS GRADUATED DURING THE 2013-14 ACADEMIC YEAR
1 2
Year One Result1 To further develop the worldview of those on campus, 114 students and 24 faculty and staff members participated in international travel.
85% of students met or exceeded the standard for the liberal studies diversity outcome.2
Process Improvement for Institutional Effectiveness
The retention rate of students returning from Fall 2013 to Fall 2014 reached 83%.
Market and Delivery for Growth
International enrollment reached 420 students across undergraduate and graduate programs.
Fiscal Year 2013-14, unless otherwise noted Percentage of students meeting or exceeding the standard for demonstrating “knowledge of the sources and effects of others’ cultural beliefs, language, socioeconomic status, race, ethnic background, religion, interpersonal styles, behaviors, and/or worldview.”
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total economic impact on the region
$184,000,000
8
economic
IMPACT
GANNON UNIVERSITY IS A valuable resource THAT CONTINUES TO MEET THE NEEDS OF INDIVIDUALS, BUSINESSES, ORGANIZATIONS AND SOCIAL SERVICE AGENCIES THROUGHOUT NORTHWESTERN PENNSYLVANIA. BELOW ARE SOME HIGHLIGHTS OF GANNON’S DEDICATION TO AND IMPACT ON THE REGION. IMPACT ON EMPLOYMENT
IMPACT ON ECONOMY
The University creates an impact on employment in the Erie region by providing jobs for 1,436 employees (851 colleagues, 482 staff and 585 student employees).
Gannon University has made a five-year commitment of $500,000 to the City of Erie to assist with community efforts such as safety through the Erie Police Department and the Erie Fire Department.
By expanding the footprint of our University and involving the community in ongoing initiatives, Gannon has awarded $16 million in annual contracts to local vendors. Local businesses benefited $98,000 by Gannon students working unpaid internships.
IMPACT ON ECONOMIC DEVELOPMENT The Small Business Development Center provided 6,100 hours of consulting to over 400 entrepreneurs in Erie, Warren, Crawford and Mercer Counties resulting in retention and creation of 198 jobs and over $9 million in capital formation. 87 jobs at 17 startup companies were created through Gannon University’s Erie Technology Incubator, which has raised approximately $27.1 million in outside capital.
Gannon Athletics is a resource shared with the community. Last year 37,432 Gannon athletics fans were attracted to Downtown Erie. More specifically, 11,562 people attended the NCAA Division II Women’s Basketball Elite Eight Tournament at the Erie Insurance Arena. Over 400 local high school juniors and seniors received $1.98 million in reduced tuition costs and earned 3,600 college credits through Gannon’s Dual Enrollment Program.
IMPACT ON PHILANTHROPY
Because Erie-GAINS is dedicated to the youth of the innercity high schools, it provides learning opportunities through programming and scholarship. During the Fiscal Year 2013-14, 25 inner-city high school students received commitments valued at $48,500 from the Erie-GAINS Endowed Scholarship Fund.
IMPACT ON SERVICE Gannon University’s Campus Police and Safety not only ensures the safety of those on our own campus, but has also responded to 78 calls for service not related to the University. The laboratories and technology on campus are a way to enhance Gannon students’ learning experiences, but they also inclusively engage those within the Erie community; 450 high school students, parents, teachers and administrators experienced handson learning activities at Gannon’s Patient Simulation Center.
In an effort to provide the opportunity to participate in Gannon’s summer camps, 22 scholarships were made available to inner-city youth through ErieGannon Alliances to Improve Neighborhood Sustainability (ErieGAINS). 9
university
Linda L. Wagner Vice President for Finance and Administration
Gannon University completed fiscal year 2014 with a strong financial performance. Net assets increased by $17.1 million. The increase in net assets from operating activities totaled approximately $6.7 million and $10.4 million from non-operating activities. Approximately $7.3 million of the non-operating increase in net assets was due to positive endowment performance. Another $3.1 million was due to non-operating contributions, including gifts to the endowment and the donation of an office building valued at $930,000. Net tuition and fees increased by approximately $4.9 million or 8.5 percent over the prior year. The largest driver was an increase in graduate students. Fall 2013 graduate enrollment was up 10 percent over Fall 2012, and Spring 2014 enrollment was up 24 percent over the prior spring. The majority of the increase in graduate students resulted from strategic initiatives and investments over the last several years to grow our international enrollment. Auxiliary enterprise
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FINANCIALS revenue grew by approximately $185,000 over the prior year. Unrestricted and restricted contributions totaled approximately $4.6 million, an increase of $1.3 million over the prior year. Federal, state and private grants totaled $4 million. Gannon received new grants including a National Science Foundation grant, Scholarships in Science, Technology, Engineering and Math (STEM) grant, a NASA Cosmic Ray Calorimeter grant, a grant from the Council on Opportunities in Education for the GO College program and from the Pennsylvania Department of Environmental Protection, as well as continuing several other grants. The total return on the endowment was 18 percent. The endowment fund grew from $47.3 million at the end of FY13 to $56.1 million on June 30, 2014. This increase of $8.8 million includes both the positive returns as well as gifts to the endowment, net of spending.
Expenses increased by 3.8 percent or $2.8 million. Compensation increased by approximately $2.1 million. The compensation pool for faculty and staff was 2.5 percent, which included both salary increases as well as faculty promotions in rank and staff promotions. Operating expenses rose slightly by $800,000 over the prior year. An administrative unit and academic program review process was implemented this year in a continued effort to contain operating costs. Depreciation remained stable at $4.9 million and interest expense fell by almost $300,000. The University continues to experience low variable-rate debt and also refinanced a callable bond issue, receiving a substantially reduced interest rate. Auxiliary enterprise expenses increased approximately $150,000 over the prior year. Strategic investments that were made into academic programs in FY14 included the addition of faculty and improved facilities. A doctor of nursing practice, a master of science in sport and exercise science and a master of
REVENUE Tuition and Fees, net of scholarships Federal, State and Private Grants Contributions Auxiliary Enterprises Other Total
2012-13 $57.8 3.8 3.3 11.5 7.2 $83.6
2013-14 $62.7 4.0 4.6 11.7 10.8 $93.8
EXPENSES Compensation Operating Expenses Interest Depreciation Auxiliary Enterprises Total
2012-13 $50.1 14.8 1.9 4.9 2.2 $73.9
2013-14 $52.2
EXPENSES BY FUNCTION Instruction and Research Public Service Student Services Institutional Support Auxiliary Enterprises
2012-13 $35.3 1.6 12.9 14.9 9.2 $73.9
2013-14 $36.2
2012-13 $31.6 3.2 9.0 1.7 $45.5
2013-14 $33.5
$47.3
$56.1
USE OF FUNDS Student Scholarships Capital Spending Debt Retirement Endowment Activities Total Value of Endowment
athletic training were introduced, and program enhancements were made to the occupational therapy and physician assistant programs. The former TKE House was transformed into the Forensic Investigation Center, which provides realistic crime scenes to train students in the area of forensic investigation. A dedicated Biomedical Engineering Laboratory was created in the lower level of 130 W. Eighth St. A newly acquired building at the corner of W. Seventh and Peach streets was renovated into the Center for Communication and the Arts and combined theatre, communication arts, fine arts, advertising communications and journalism under one roof. The Center opened for classes beginning Fall 2014, and in addition to faculty offices and classrooms it
15.6 1.6 4.9 2.4 $76.7
1.6 14.0 15.3 9.6 $76.7
15.9 3.1 1.9 $54.4
also houses several co-curricular programs. Investments in a number of additional strategic initiatives were made to assure continued improvement in quality and increases in enrollment. The International Recruitment Initiative, T.R.A.V.E.L. Program, Learning Abroad initatives, the acrobatics and tumbling team and competitive cheerleading are a few of these initiatives that have produced very positive results. Return on investment analyses have been completed for all new programs and initiatives. These will be reassessed annually to ensure that targets are being met and action will be taken as required. The quality of life for our students remains a top priority. The newly
2013-14 REVENUE
• Tuition and Fees, net of scholarships 67% • Federal, State and Private Grants 4% • Contributions 5% • Auxiliary Enterprises 12% • Other
2013-14 EXPENSES
• Compensation 68% • Operating Expenses 20% • Interest 2% • Depreciation 7% • Auxiliary Enterprises 3%
EXPENSES BY FUNCTION
• Instruction and Research 47% • Public Service 2% • Student Services 18% • Institutional Support 20% • Auxiliary Enterprises 13%
all values in millions of dollars
renovated Recreation and Wellness Center opened in Fall 2014. This revitalized facility has additional cardio space, multipurpose rooms, free weights, food service, lounges and meeting rooms. New equipment throughout the complex features state-of-theart technology. A field house, which accommodates an 80-yard indoor turf field, supports new club sports, expanded intramural activities, general student recreation and athletic teams year round. The University will continue to exercise prudent fiscal management, invest in strategic initiatives to sustain and grow the University and allocate financial resources to ensure that students receive the best possible experience at Gannon.
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facts &
FIGURES
GANNON UNIVERSITY PLANS, BUDGETS AND INVESTS FOR long-term success. IT ONLY MAKES SENSE; OUR STUDENTS ARE HERE TO PREPARE FOR LONGTERM SUCCESS TOO. BY WAY OF COMPARISON, WE OFFER THESE STATISTICS TO ILLUSTRATE GANNON UNIVERSITY’S GROWTH AND PROGRESS IN THE LAST DECADE AND FISCAL YEAR.
2003 Total Students Undergraduate Graduate International Minority
4,211 3,111 1,100 10% 9%
4,410 3,205 1,205 14% 9%
Freshman GPA
3.21
3.54
3.52
Freshman SAT
1048
1042
1034
Retention (first to second year)
80%
79%
83%
Graduation Rates/4 year
49%
50%
48%
Graduation Rates/5 year
65%
63%
62%
Honors and Scholars Program Students
174
167
183
Student to Faculty Ratio
13:1
14:1
14:1
Student-Athletes
349
450
497
1,184
1,161
1,219
22,283
73,505
85,000
91% 99%
86% 95%
86% 97%
862
971
1,010
29,345
34,631
35,360
Student Community Service Hours Employed after Graduation or Continuing Education Undergraduate Graduate Students Graduated Alumni Graduates This data was recorded as of September 2014.
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20141
3,459 2,435 1,024 3.9% 5%
Students in Gannon Housing
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2013
2013-14 board of
TRUSTEES Most Rev. Lawrence T. Persico, J.C.L. • Chairperson Bishop of Erie
Stephen Frezza, Ph.D. President Gannon University Faculty Senate
Thomas C. Guelcher ’62, ’76M Vice Chairperson Properties Director Sisters of Mercy Erie, Pa.
James E. Gehrlein ’72 Retired Executive Erie, Pa.
Mark Minnaugh ‘81 Secretary EVP-CAO Giant Eagle, Inc. Allison Park, Pa. Keith Taylor, Ph.D. • President Gannon University Erie, Pa.
William I. Alford II ’65 Retired Executive Akron, Ohio Benny C. Askew, Jr., Ph.D. ‘83 Vice President, Research SciFluor Life Sciences Cambridge, Mass. Robert P. Barker ‘72 Retired Executive Laguna Niguel, Calif. Rev. Msgr. Robert L. Brugger Pastor St. George Church Erie, Pa. Marcia A. Dall Executive Vice President and CFO Erie Insurance Group Erie, Pa. Tina M. Donikowski ’85 Vice President GE Transportation Systems Erie, Pa. Sr. Mary Drexler, S.S.J. ‘71VMC Principal Villa Maria Academy Erie, Pa. Deborah A. Dubik, Esq. ‘76 Retired Business Executive Judge Advocate Davenport, Iowa
Rev. Scott Jabo President Cathedral Prep/Villa Maria Academy Erie, Pa. Rev. Msgr. Andrew H. Karg Seneca, Pa. James W. Keim, Jr. Senior Vice President RBC Dain Rauscher Erie, Pa. Luke King • President Student Government Association Gannon University Erie, Pa. Scott Krall ’84 Alumni Director Bayer MaterialScience LLC Pittsburgh, Pa. Urban J. LaRiccia ’59 Private Investor Rancho Santa Fe, Calif. Thomas J. Loftus ’56, ’74M Retired Business Executive Cary, N.C. Susan M. Nedza, M.D. ‘80 Vice President HealthyCircles, LLC Hinsdale, Ill. Richard G. Orlando, M.D. ’76 Ophthalmologist/President Columbus Ophthalmology Dublin, Ohio Thomas F. Power, Jr. ’63 Retired Business Executive Green Oaks, Ill.
Robert F. Ruyak, Esq. ‘71 Partner Winston & Strawn LLP Washington, D.C. James A. Scozzie, Ph.D. ‘65 Retired Business Executive Cleveland, Ohio Timothy G. Shuttleworth President and CEO Eriez Magnetics Erie, Pa. Rev. Msgr. Robert J. Smith, J.C.L. Vicar General Diocese of Erie, Pa. Christopher B. Snyder ‘81 Co-founder and CEO Spectrum Direct Erie, Pa. Rev. Msgr. Richard J. Sullivan Pastor St. Andrew Church Erie, Pa. James F. Toohey, Esq. ’56 Partner Quinn, Buseck, Leemhuis, Toohey & Kroto Inc. Erie, Pa. Margaret A. “Meg” VanderLaan, ’89 Vice President of Corporate Communications MWH Global Broomfield, Colo. Sr. Mary Ann White, S.S.J. • President Sisters of Saint Joseph of Northwestern Pennsylvania Erie, Pa. William M. Zeitler ‘69 Retired Business Executive New Canaan, Conn.
Rev. Nicholas Rouch, S.T.D., ‘83 Vicar for Education Diocese of Erie, Pa. James J. Rutkowski, Jr. ’83 General Manager/Treasurer Industrial Sales and Manufacturing, Inc. Erie, Pa.
• Ex-officio Members
NON-PROFIT ORGANIZATION U.S. POSTAGE PAID GANNON UNIVERSITY
Gannon University 109 University Square Erie, PA 16541-0001
Gannon University
MISSION
GANNON IS A CATHOLIC, DIOCESAN UNIVERSITY DEDICATED TO EXCELLENCE IN TEACHING, SCHOLARSHIP AND SERVICE. OUR FACULTY AND STAFF PREPARE STUDENTS TO BE GLOBAL CITIZENS THROUGH PROGRAMS GROUNDED IN THE LIBERAL ARTS AND SCIENCES AND PROFESSIONAL SPECIALIZATIONS. INSPIRED BY THE CATHOLIC INTELLECTUAL TRADITION, WE OFFER A COMPREHENSIVE, VALUESCENTERED LEARNING EXPERIENCE THAT EMPHASIZES FAITH, LEADERSHIP, INCLUSIVENESS AND SOCIAL RESPONSIBILITY.
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