Perhaps no three words better describe Fairleigh Dickinson University under President Frank Mertz. Since taking the helm, Mertz has helped provide the University a clearly defined direction, a contagious enthusiasm and devotion, and the courage to steer through sometimes turbulent waters. And, as a result, the last five years have been marked by a superlative level of accomplishment and excitement. From the implementation of the Strategic Plan to revitalize all areas of the University, to the significant increase in incoming freshmen SAT scores and the enhanced diversity of the student population, to the achievement of three consecutive balanced budgets (1993-1995), to the successful bid for reaccreditation from FDU's regional accrediting body, and to the development of new University and campus mission statements, FDU's recent history has enhanced a long tradition of adapting to the increasing changes in society and education. It is this ability to respond to the changing needs of students from all walks of life, combined with the reason, passion and boldness to serve them, that has FDU poised and confident to venture into the 21st century.

The following pages highlight FDU under President Mertz. Included is an in-depth look at various aspects of the University's operation, from the accomplishments of the last five years to the visions outlined for the future.

President Frank Mertz delivers his installation address on September 30, 1992, during FDU's 50th anniversary celebration on the Teaneck-Hackensack Campus. In his comments, the president emphasized the importance of community service and values to the University's mission.

On April 10, 1990, Fairleigh Dickinson University announced the appointment of Francis J. Mertz as interim president. Mertz, who previously served as the president of the Independent College Fund of New Jersey and president of the Association of Independent Colleges and Universities in New Jersey, was charged with restoring the University's fiscal health and revitalizing FDU's mission. His leadership and vision proved to be exactly what the University was looking for, and, on September 30, 1992, he was officially installed as the fifth president of Fairleigh Dickinson University.

When Mertz became president, the institution was facing several challenges. The continued development of county and state colleges, coupled with the declining pool of high school students, resulted in a sharp decline in enrollment during the 1980s. In addition, the University had failed to achieve a balanced budget in nearly a decade and, in 1990, was facing a $6.5 million deficit. That same year, with the withdrawal of state aid, the University was forced to close its dental school. "There was a climate of concern at the University," recalled Mertz. "In order to position FDU for the future, we had to stop, carefully assess the University and define the direction of the institution."

Thus, one of Mertz's crucial early acts was to appoint a commission representing all of the University's constituencies to take a broad look at the institution. This Strategic Planning Commission was formed to identify FDU's strengths and weaknesses, evaluate its resources, develop academic and administrative goals and formulate strategies to strengthen FDU and provide a long-term vision. Approved in October 1991, the commission's report recommended academic and administrative changes designed to stimulate student enrollment, increase retention, strengthen academic programs, improve the delivery of services and enhance administrative efficiency and effectiveness. Implementation began immediately, most notably with the development of specific educational missions for each campus and the reconfiguration of the colleges. The Teaneck-Hackensack Campus was designated the "'Comprehensive University campus,' offering a full range of degree options from associate to doctoral." The Florham-Madison Campus was slated to "become a selective, primarily residential 'College campus' emphasizing honors programs in every discipline." The Rutherford Campus was designated the "'College of Business Administration campus,' offering upper-division and graduate programs in business administration."

Also enacted, based on the Strategic Planning Commission's report, were increasingly selective admission requirements, intensified efforts to recruit and retain minority students, the creation of an Office of Minority Affairs (later named the Office of Multicultural Affairs), extensive efforts to establish articulation agreements with two-year colleges, an increased emphasis on cooperative education, a reduction in central administration expenditures and the restructuring of several administrative areas. Campus Councils, charged with supporting the academic enterprises and coordinating all aspects of campus life, soon were created to move the University toward a more decentralized and campus-based administrative structure.

The initial strategic planning effort moved the University closer to achieving the academic and financial vitality set as its objectives. For example, applications for the freshman class rose, and the average freshman SAT score increased more than 50 points from 1991 to 1993. (In 1996, the average SAT score for full-time freshmen was 1050, more than 100 points higher than in 1991.) Also, FDU achieved a balanced budget in the 1992-93 fiscal year, successfully accomplishing one of Mertz's main goals.

As a result of the University's continuing evaluation of the plan, it became apparent that some modifications would be necessary to address recent trends in higher education and generate resources needed to support significant improvements in the University's physical plant and enhance the quality of the University's academic programs. Thus, in 1993, FDU's Board of Trustees voted unanimously that the University merge its operations at the Rutherford Campus with those of the Teaneck-Hackensack and Florham-Madison Campuses, beginning with the 1994-95 academic year. At the time of the decision, Mertz said, "To realize your potential you have to invest and that's what we're doing now. We've achieved financial equilibrium and now want to move to the next step."

Through the reduction in operating costs, the University not only was able to maintain all of its academic offerings, but also enacted new program initiatives and enhanced student support services. At the same time, the board approved a facilities master plan that allowed for the implementation of two major construction projects - the renovation of Dickinson Hall on the Teaneck-Hackensack Campus and the construction of a recreation center on the Florham-Madison Campus. To complete the necessary capital projects, FDU worked with the New Jersey Educational Facilities Authority to borrow $40 million through the sale of bonds. The bonds offered by FDU were so valued by the financial community that more than $120 million in orders was received in just three days. Such interest illustrated the degree of confidence the University had generated.

The renovation of Dickinson Hall on the banks of the Hackensack River, Teaneck-Hackensack Campus, and the construction of the Roberta Chiaviello Ferguson and Thomas G. Ferguson Recreation Center on the Florham-Madison Campus have added two state-of-the-art facilities to the University.

Vital administrative changes have helped the University build on the unique aspects of its campuses. In early 1995, an intense restructuring effort created a campus executive with line authority over campus operations at both the University's Teaneck-Hackensack and Florham-Madison Campuses. The campus executive provides each campus with an individual who has the authority and flexibility to respond to the program, service and infrastructure needs of that campus. Upon announcing the new structure, Mertz said, "While FDU is one University it is time to recognize that each of its two New Jersey campuses has its own identity and needs."

FDU breaks ground for a new academic building on the Florham-Madison Campus. The 37,500-square-foot facility, scheduled for completion in January 1998, will be named in honor of alumni Martin Stadler, MBA'74 (R), left; Patrick Zenner, MBA'75 (R), third from left; and Hoffmann-La Roche Inc. Also pictured, from left, are President Frank Mertz; Vice President and Florham-Madison Campus Executive Carl Viola; Dennis Schettino of Torcon Construction, Inc.; and Vice President for Academic Affairs Geoffrey Weinman.

Carl Viola, University vice president and campus executive of the Florham-Madison Campus, said, "The new organizational structure has enabled the campuses to identify and resolve issues in a more timely manner and resulted in greater collaboration among campus departments in all areas of operation."

Viola added that, through a continuing emphasis on academic excellence and significant facilities upgrades, "the Florham-Madison Campus has made significant progress in improving the educational environment and the quality of life." And now, work is about to begin on a 37,500-square-foot academic building that will further enhance the learning environment.

As recommended in the Strategic Plan, the Florham-Madison Campus has seen the development of a discipline-based honors program. In addition, the Demanding Curriculum program has been implemented and includes more rigorous academic guidelines for students, as well as increased faculty-student interaction. "With the continuing emphasis on the Demanding Curriculum and the Samuel J. Silberman College of Business Administration's drive toward accreditation from the American Assembly of Collegiate Schools of Business (AACSB), the Florham-Madison Campus has the potential to develop into one of New Jersey's premier college experiences for students seeking a strong liberal arts or business education," Viola said.

The Teaneck-Hackensack Campus, likewise, has witnessed the fulfillment of the vision of the Strategic Plan. The campus has been designated the University's center for professional studies on both the undergraduate and graduate levels. That professional focus is based on providing a strong liberal arts foundation. In addition, the campus is the University's international campus and houses the majority of FDU's international student population.

"There has been a great deal of progress on the Teaneck-Hackensack Campus," said Dr. Charles Dees, Jr., vice president for institutional advancement and Teaneck-Hackensack Campus executive. "We will continue to improve the quality of campus life by offering students the best possible academic experience and investing in capital improvements. Our goal is to enhance the sense of community and positive atmosphere that exists among our students, faculty and staff.'

Dees and Viola both pointed to the development of campus mission statements as the next step in strategic planning. These will help the campuses further develop unique and strategic identities. Campus-based task forces were formed this fall to draft the missions, which were then circulated throughout the campuses for input.

FDU has long emphasized the value of providing international and multicultural experiences. At left, students congregate outside the 17th-century Jacobean mansion that houses the University's Wroxton College in England and in front of the "Sources of Diversity" quilt, an ongoing work with contributions from the entire FDU community.

As the identities of the two New Jersey campuses are being defined, FDU's overseas campus in Wroxton, England, continues to offer dynamic educational programs and a unique cultural experience. An important part of FDU's emphasis on developing global understanding, Wroxton College has expanded its number of courses, seminars and cultural excursions. In addition, the College hosted an international symposium on the Holocaust last summer.

"The goals of an FDU education are always in sight, regardless of the campus on which that education takes place," said Vice President for Academic Affairs Geoffrey Weinman.

The University also shares a guiding set of principles that were formally identified in a values statement developed in 1995 and known as FDU CARES. According to Mertz, the statement identifies "the values that we must foster so that FDU is viewed by students, staff and faculty with pride, satisfaction and a sense of community."

Sharing principles and working toward common goals have fostered tremendous unity among the diverse University population. To highlight that unity and diversity, FDU has produced a quilt called "Sources of Diversity," which features artistic contributions from more than 150 students, alumni, faculty and staff. The quilt is an ongoing project with blocks signed and dated by the creators.

That same commitment to unity helped spur the development of a new University logo, which depicts the "New FDU" as a strong, indivisible institution with forward momentum. The interlocking initials are meant to symbolize the intimacy of the school, the unity of its diverse members and the interaction of faculty and students.

The creation of University Day in 1995 began a new tradition and is another manifestation of FDU's community spirit. A celebration of the University's past, present and future, the first two annual events have brought the entire University community together for a wide variety of activities, including the homecoming football game, a carnival, deans' receptions and athletic events.

When he was installed as president, Mertz sounded a call for all members of the University to become active in community service. From the addition of community service components into the campus Offices of Career Services to the integration of volunteer opportunities within the curricula, FDU has indeed made community service a cornerstone of its operation. Just two examples of the spirit of service permeating the University are FDU's "Adopt a School" program, which provides increased interaction between the University and neighboring high schools, and the significant donations garnered by the entire University community for relief to Bosnia.

In 1996, FDU completed a two-year self-study in which every aspect of the University's operation was scrutinized. The study, which involved more than 100 members of the University community, was undertaken as the first step in FDU's bid for reaffirmation of its accreditation from the Commission on Higher Education of the Middle States Association of Colleges and Schools (CHE/MSA). Based on the self-study and a comprehensive on-site evaluation, FDU's regional accreditation was reaffirmed in July. Mertz commented, "While there are still areas that need to be addressed, there have been many improvements that reflect well on our mission. This decision represents a vote of confidence and support in Fairleigh Dickinson University."

While the University's many strengths were applauded, the CHE/MSA requested a follow-up progress report on five areas: University finances; enrollment management; clarification of academic programs; clarification of the University's mission and the missions of the Teaneck-Hackensack and Florham-Madison Campuses; and implementation of systematic institutional outcomes assessment.

The findings were consistent with FDU's self-study, which also targeted these areas for further review and offered a series of recommendations for improvements. FDU already has made progress in each of these areas since the completion of the self-study in January 1996 and is continuing to focus on greater improvements through new initiatives.

For example, in the area of finances, FDU has achieved a balanced budget in three of the last four years. In addition, the current budget includes a substantial operating surplus. Then, there is the realm of enrollment management, where progress has been made in the number, quality and diversity of students attending FDU. As noted, there has been a 100-point increase in the average SAT score of incoming full-time freshmen. Also, the number of four-year freshmen has risen in the last two years, and this year realized a greater-than 33 percent increase, the largest in more than five years. During the spring 1996 semester, a nationally recognized consultant examined the recruitment potential of every aspect of the institution and submitted an extensive report with recommendations for structural and programming initiatives. The Office of Enrollment Management is now working to incorporate the appropriate recommended strategies.

Other efforts bode well for the University's future enrollment. Promising actions include new overseas initiatives, such as the signing of contracts with representatives from various countries and the recent establishment of a branch campus in Israel. These programs continue FDU's emphasis on serving broad and diverse constituencies and, in the last five years, the enrollment of international students has increased by 50 percent.

With a new University mission statement approved and campus missions being formulated, the clarity of FDU's goals and objectives is as precise as ever. Building on the self-study and in response to a request from the Board of Trustees to sharpen the focus of the University mission, President Mertz created a University Mission Task Force in March 1996. Working with the University community, the task force developed a new mission statement, which was approved by the board in June (see box).

President Mertz said the new mission "provides a clear statement of purpose for FDU and serves as a basis for our future strategic and long-range plans." It also "provides students and alumni with a precise picture of the unique character and individuality of an FDU education and enables the University to more effectively determine the allocation of its resources."

Mertz added, "The University mission must serve as an umbrella, providing direction for the development of distinct campus missions. Through the campus mission statements, the distinctiveness of an FDU education will be further defined by building on the individual campus strengths and characteristics."

Regarding the prioritization of academic governance and programs, the vice president for academic affairs is working with the deans and faculty to refine the process of programmatic review and monitoring.

In another area targeted by the CHE/MSA, President Mertz recognized the need to improve the University's institutional research and assessment efforts. Since August 1995, a full-time director of institutional research has helped implement various forms of assessment and improve the collection and analysis of data. A working blueprint for doing institutional research called SOAR (Student-centered Outcomes Analysis Regimen) is being developed. Also, a "portfolio-based" learning outcomes assessment plan - an innovative and interactive approach - will provide students with a portfolio demonstrating that they have achieved the learning goals of the institution. A committee, including deans and faculty members, will determine a set of indicators that will demonstrate student performance. Students will work closely with advisers in crafting their portfolios.

In addition, the Maxwell Becton College of Arts and Sciences has developed an outcomes assessment pilot which will be reviewed by the other colleges.

The institution's growing reputation for excellence is reflected by the quality of events on campus and the number of prominent individuals who choose to visit the University. In 1996, the University for the first time hosted the current president of the United States. In addition to President Bill Clinton, Vice President Al Gore, Jr., and Environmental Protection Agency Administrator Carol Browner appeared at FDU to discuss the environment. A week earlier, Leah Rabin was the guest of honor at a Special Academic Convocation held to bestow honorary degrees upon her and her husband, the late prime minister of Israel, Yitzhak Rabin. Among the many other internationally and nationally prominent guests to visit FDU in recent years have been Nobel Peace Prize winner Elie Wiesel, Pulitzer Prize-winning playwright Arthur Miller, New Jersey Gov. Christine Todd Whitman, Oscar winner Rita Moreno, the late AIDS activist Elizabeth Glaser, winner of the National Medal of the Arts and jazz musician Dr. Billy Taylor, academy-award nominated filmmaker Spike Lee, acclaimed writer Buchi Emecheta, and former New York Jets football player and a victim of paralysis Dennis Byrd.

President Frank Mertz, Gov. Christine Todd Whitman, and U.S. Sen. Frank Lautenberg (D-N.J.) met with Leah Rabin, widow of the assassinated Israeli prime minister, Yitzhak Rabin, following the Special Academic Convocation held in the Rabins' honor earlier this year.

Attention to the University has not been relegated only to the illustrious visitors on campus, but also to the many awards and accolades the University has received. For example, the George Rothman Institute of Entrepreneurial Studies was twice cited by Success magazine as offering one of the best entrepreneurial studies programs in the country. The prestigious national Innovation in Accounting Education Award of the American Accounting Association was presented to FDU. The University Honors Program received recognition from the National Collegiate Honors Council with the 1995 National Portz Award for excellence in undergraduate research. Also, the University's BS in construction engineering technology program was ranked third in the country in a report published in the Proceedings of Associated Schools of Construction, National Conference. The Regional Center for College Students with Learning Disabilities was recognized in a national competition sponsored by the U.S. Department of Education as one of eight models of exemplary postsecondary programs for students with learning disabilities. In addition, according to rankings published by U.S. News & World Report, FDU's overall academic reputation was near the top among private institutions in New Jersey.

FDU has hosted an illustrious group of individuals in the last five years including, from left, Nobel Peace Prize winner Elie Wiesel, the late AIDS activist Elizabeth Glaser and award-winning jazz musician Dr. Billy Taylor.

FDU was awarded $45,000 by Becton Dickinson and Company to develop a graduate fellowship in community relations with the medical technology company. The University was selected from among such institutions as the New Jersey Institute of Technology and Princeton and Rutgers Universities. Then there is the study done by Franklin & Marshall College, in which FDU ranked 29th in the nation and first in New Jersey in the number of graduates who went on to attain doctoral degrees since 1981. Also, in Crime at College: The Student Guide to Personal Safety, FDU was ranked the safest "major college town" in New Jersey.

In addition, students and faculty continue to excel in and out of the classroom. Faculty not only enlighten their students, but remain valuable community resources, appearing in the media to discuss a wide variety of topics, making presentations and lectures in many forums, receiving research grants and awards for scholarly work and publishing articles and books spanning the academic spectrum.

Patricia Siccone was awarded the first ever Becton Dickinson fellowship to study community relations. Discussing her award are, from left, Adam Yates, coordinator, corporate community relations, Becton Dickinson and Company; Henry P. Becton, FDU trustee emeritus and vice chairman emeritus of Becton Dickinson and Company; and Dr. Michael Goodman, director of FDU's graduate program in corporate and organizational communication.

"Only a few short years ago, FDU's position was a precarious one," said Frank Mertz. "Our improved status is the direct result of the hard work and perseverance of numerous faculty, staff, alumni and friends of the University." But, he added, much more needs to be done. "Our future success depends on the creativity and enthusiasm of our professionals and their ability to develop and sustain all those aspects of the University that touch the academic and social lives of our students."

In 1996, the Board of Trustees selected Stephen Tumminello, BS'58 (R), as its new chairman. A board member since 1990, Tumminello has been an integral part of the developments in the last five years. "Some of the decisions have been painful, including, much to my regret as an alumnus, the closing of the Rutherford Campus. But, as is the case with many recent moves, that was the right decision because it nurtured and strengthened the rest of the University."

Tumminello credits Mertz with focusing energy and resources on the issues that needed to be addressed. "President Mertz was successful in bringing the various University constituencies together to create a common purpose and a long-term vision. His efforts helped bring a great deal of stability to the University."

The new chairman agreed that significant challenges remain, especially in the areas of attracting quality students, enlarging the base of alumni support and continuing to make the best use of the available resources. "In today's marketplace, employers have the opportunity to be very selective. Consequently, they're looking for the brightest of the bright. It is our responsibility to make sure the people who earn an FDU degree are prepared for such challenges and that the worth of their degree remains valuable years from now."

Tumminello is excited at the prospects for the future. "The progress that we have seen at the University is very encouraging. The actions and the plans formulated by the board, the administration and the faculty are positioning us well for the next millennium." The chairman also added that there are some very important constants at FDU. "What remains fundamental about FDU, and has been the case since the beginning and during my days as a student, is the high quality of education and the commitment of a superb faculty. The world has changed over the years, but that commitment to excellence still is clearly evident in the classrooms of the University."

Seneca once said, "No wind is favorable, unless we know in what direction we are heading." Over the last five years, we have begun to chart a course and define that direction. Along the way, we have enjoyed many outstanding accomplishments. What stands out is the fact that our successes were achieved working together. It is with this same sense of common purpose that we must face the future.

FDU can be proud of its past but it cannot dwell within the past. As a result of the accomplishments of recent years, I believe we are now in a more stable position and hence, better able to take risks and bold new initiatives. As an institution, we must be characterized by a competitive and cooperative spirit that drives us to achieve perhaps even more than we think we can. The competitive environment and the rapidly changing world demand nothing less.

While our focus and our main identification will remain as an undergraduate institution for full-time students, we also are committed to being the region's number one institution of lifelong learning. Part of our job increasingly will be to respond to a society where many people not only change jobs but careers as well.

As we prepare students for a changing world, we must continue to assess ourselves. Our increased emphasis on institutional research and outcomes assessment will provide the information needed to further improve and enhance our mission. Such an effort is vital if we are to combat the growing public attitude that questions the value of higher education. While selective admissions standards provide an important level of integrity, colleges shouldnąt become worthy of support by whom they admit but by what they do when a student is there and how their graduates have done in their careers.

In addition to being accountable, FDU, and indeed all institutions of higher education, must be accessible to a growing diversity of college students, responsive to changes in society and affordable to the students. The recent initiatives at the University discussed in this report, such as the innovative academic offerings, our outreach efforts to serve nontraditional students, the devotion to improving our fiscal condition and the significant facilities upgrades, point FDU in the right direction.

As we head toward the future, there also will be pressure from the corporate community for better skilled students. As a result, cooperative education and internships will come to play growing roles in the mission of higher education. The summer internship program recently established by the School of Engineering and Engineering Technology and the Building Contractors Association of New Jersey is an excellent example of providing practical hands-on work experience. We can give our students a competitive advantage by structuring more earning/learning situations, and I am confident we will be successful in those ventures.

With your help and support, we will continue to shape our destiny, prepare for the challenges that lie ahead, and work together to do great things at FDU.

Francis J. Mertz
President