leadership report 2016, pace magazine

Winter 2016

A S p e c i a l R e p o r t f r o m P a c e U n i v e r s i t y

Leadership

S ince 1906, Pace University has produced thinking professionals

by providing high-quality education for the professions with a

firm base in liberal learning amid the advantages of the New

York area. A private university, Pace has campuses in New York City

and Westchester County, enrolling almost 13,000 students in bachelor’s,

master’s, and doctoral programs in its College of Health Professions,

Dyson College of Arts and Sciences, Lubin School of Business, School of

Education, School of Law, and Seidenberg School of Computer Science

and Information Systems.

Department of Marketing and Communications

One Pace Plaza, New York, NY 10038

Phone: (212) 346-1218

E-mail: [email protected]

Copyright © 2016 Pace University

Cover illustration: Daniel Pelavin

As this image and issue will attest, the future is a bright place for our recent graduates and current students.

Pace University • Leadership – Winter 2016 | 1

Leadership Letter 2

NYC Master Plan 8

What’s in a Name? 12

The Pace Path: A Road Map to Success 14

Market Ready, Set, Hired 18

The Communicator 20

Opportunitas: Embracing the Future 22

The Professors Are In 25

Big Numbers 34

Pace in the News 35

Pace Leadership 36

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88Table of Contents

2 | Leadership – Winter 2016 • Pace University

In our annual report last year, we wrote about the widespread process of renewal at Pace. This renewal gained deep and sweeping

momentum during the 2015 fiscal year. Today, a new Pace is emerging that will provide even more bright, driven young men and women with opportunities that will launch them toward great futures.

This major progress has deep roots in our historic mission. Since 1906, Pace has educated the aspiring heart of America. Today we stay true to our mission with a superb and increasingly sophisticated and integrated combination of three essential elements: (1) a common base of high-quality liberal learning in the arts and sciences, humanities, and social sciences; (2) a state-of-the-art professional and pre-professional education; and (3) a wide variety of real-life professional experiences.

These real-life experiences—internships with both leading companies and nonprofit organizations, faculty-student research, international experiences, and student

competitions—are essential elements of a Pace education. Pace students work side by side with professionals in their fields, and together they grapple with real-world policy and professional issues. Pace students also showcase their knowl-edge, presentation skills, and intelligence in competitions against teams from the best colleges and universities in America. These competitions require expertise in disciplines offered by many of our schools and colleges—economics, international affairs, advertising and marketing, entre-preneurship, and technology, to name a few. They also call for students to invest many extra hours of hard work to achieve real depth of understanding, and require high levels of both collaboration and presentation skills.

Pace shows students that the range of career opportunities open to them after graduation is much broader than they imagined when they first walked through our doors. This discovery widens their sense of the world in a dramatic way. Then our faculty and our Career

Services Department help them turn those opportunities into realities. This process of education, professional preparation, and real-world experience leading to professional success is at the very core of our mission. It is what Opportunitas is all about. There is nothing more gratifying than watching our graduates’ successful life journeys repeated year after year by new generations of Pace students.

These are not empty words or marketing messages that prospective students simply ignore. The past year has been filled with proof points. Here are just a few of many examples:n Pace was in the 91st percentile when The Economist magazine recently ranked 1,300 American colleges and universities based on the disparity between the SAT and GPA scores of each institution’s entering students and their earnings in mid-career. That is a measure of what their educations contributed to their futures, as well as the students’ character and grit. We are making a big difference in the lives of our students.

Leadership Letter

Photo: Jonathan Lockwood Smith

THE NEW PACEStephen J. Friedman, President, and Mark M. Besca ’81, Chairman of the Board of Trustees


n Pace’s job placement rates have increased every year for the past few years and are at an all-time high. Ninety-four percent of our 2014 graduate degree holders and 82 percent of our undergraduate degree holders work professionally within the first year after graduation. (Ninety-five percent for students who work with our Career Services Department.)n For the past two years, Dyson College’s undergraduate economics team placed first in the nation in the Federal Reserve Board’s monetary policy challenge—ahead of Prince-ton, Bentley, the University of North Caroli-na at Chapel Hill, and Northwestern. At the National Model United Nations conference in New York City last March, the Pace team was recognized with a total of seven awards, ranking Pace fifth out of 68 participating universities and organizations in number of awards. Some 2,500 undergraduates repre-senting teams from 20 countries participated.n The Lubin School of Business was the first business school in America to partner with the Association of Chartered Certified Accountants (ACCA) to link its globally recognized qualification program to both graduate and undergraduate coursework at Pace. Students who complete undergraduate or graduate accounting programs at Lubin can be exempted from several (five for undergraduate students and four for graduate students) of the ACCA’s 14 licensing exams.n The Lienhard School of Nursing’s 2014 pass rate for the registered nursing licensing exam was 92 percent, the second highest in New York State.n In fall 2015, Pace enrolled the largest under-graduate class since at least the year 2000. The College of Health Professions had about 1,400 applications for 80 places in its Master of Science in Physician Assistant Studies program. Dyson’s School of Performing Arts had 3,100 applica-tions for 175 places. The Seidenberg School’s NYC graduate program in computer science has more than doubled, rising from 76 entering stu-dents in fall 2013 to more than 175 this past fall.

n Our growing undergraduate enrollment is counter to the trend in much of higher education, where the size of many private colleges and universities is smaller.

These results stem from a powerful wave of positive change that has been building for more than five years. There is change in every corner of the University—change in our campuses, in our faculty, in our curriculum, in the academic and co-curricular experiences of our students, and in the generosity of our alumni. This change is aligned with the deep-running currents in the 21st century economy and society, and bodes extremely well for the future of this great university. There is truly a new Pace in the making, but a new Pace with its foundation firmly rooted in the same mission and with the same essential elements that have produced countless successful professionals in the past.

2015–2020 Strategic PlanOur 2015–2020 Strategic Plan, Opportuni-tas: Embracing the Future will ensure that Pace’s positive wave of change continues.

The plan recognizes the need to build on our success of the last five years. It emphasizes the completion of ongoing initiatives as well as the beginning of new work that will help future generations of students adapt to the needs of the 21st century and forge successful careers and lives.

The plan focuses on four themes—strengthening our already engaging and transformational student experience; con-tinuing to emphasize student outcomes, which include retaining and graduating more students so they can go on to secure good jobs; enhancing institutional financial and organizational vitality; and maintain-ing a focus on excellence and quality in everything we do.

CampusesThe most visible and dramatic changes are, of course, on our campuses. A major part of the Pleasantville Campus is new or substantially modernized. More than 700 residential students reside in Alumni Hall, a wonderful new living-learning environment. More than 500 of those students came from the Briarcliff location, creating a palpable sense of higher energy and vitality on campus. The modernized and much larger Kessel Student Center has major new student gathering spaces, the Boudreau Lounge and the Fern Dining Hall. The large, grassy quadrangle between those two buildings—which will expand once a second new residence building, Elm Hall, is completed next May—is a beehive of student life in the warm weather. The campus also boasts a wholly new Environmental Center with indoor and outdoor classrooms; new artificial, multipurpose turf football and baseball fields with lighting for evening games; and the superb new Ianniello Field House. There is also a new soundstage for the media program and the new David J. Pecker Lecture Hall in the old Willcox Gym. Students love their new campus, and we believe that the campus, together with the host of new academic programs described below, will substantially expand enrollment in Pleasantville.

We opened the second new high-rise (34 stories) residence hall this past fall at 33 Beekman Street, just a block from One Pace Plaza in New York City. It’s the tallest university residence hall in the world. Together with the first new residence hall at 182 Broadway and the new home for the Pace School of Performing Arts on William Street, these major additions represent the first phase of the New York City Master Plan. Pace now has 2,500 residential students in New York City, compared with 500 in the year 2000. A new architect, FXFOWLE, will update the Master Plan for New York City, which is now more than five years old.


The plan will provide modern new homes for Dyson College in 41 Park Row and the Lubin School at One Pace Plaza; new, expanded, and technologically state-of-the-art classrooms; greatly expanded student gathering spaces; and a new exterior for One Pace Plaza that will symbolize the new Pace University to the outside world. New York City is again a powerful lure for students from around the country and abroad, and this longer-term project to make our New York City Campus match the aspirations of our students and the character of a modern university is essential to the future of Pace.

FacultyThese changes in our physical space are being matched by a change in our faculty. Like all universities, Pace added faculty to accommodate expanded enrollments created by baby boomers. Those former students are now marching toward retirement and their professors are retiring as well. Since 2008, Pace has brought on board 214 new full-time faculty members. Some of those additions address expanding enrollment and growing programs, but most are replacing those who are retiring.

Our new faculty members represent an important influx of new thinking, new knowledge, and a new level of comfort with technology and analytics. Technology and analytic proficiency is very important to our students. Both areas have become an important part of virtually every discipline. Pace must embed technology and analytics deeply in its curriculum so that our graduates can make significant contributions using the techniques applicable to the sectors in which they will begin their careers.

The combination of our experienced faculty and the new professors represent a powerful force for intellectual growth and in Pace’s academic reputation. Provost Uday Sukhatme has placed increased importance on faculty scholarship and research, another key to a strong academic reputation for Pace University in the future.

Curriculum and Co-Curricular ActivitiesThe schools and colleges continue to introduce new degree programs to meet the 21st century’s marketplace demands. Pace’s deepening relationships within

the private sector through professional partnerships, president’s councils, and corporate leadership programs provide firsthand insight into the anticipated needs of the marketplace. These insights help us develop academic programs that allow our graduates to make immediate and meaningful contributions to their employers while creating opportunities for career growth.

In the Lubin School, the arts and entertainment management program grew from 9 majors to 272 and from 8 minors to 70 in just three years. Smaller programs in business analytics, health care management, entrepreneurship, and sports marketing are still relatively new, although student response to sports marketing has been strong on both campuses.

In Dyson College, new programs in digital cinema and filmmaking and digital journalism in Pleasantville, coupled with a new soundstage and other modern facilities in Willcox Hall are very promising, as is the combination of all of Dyson’s environmental science and policy programs in a single Dyson Institute for Sustainability and the Environment. The Institute is working with the highly ranked environmental law program at Pace Law School. The new Pace School of Performing Arts remains one of the University’s strongest and largest programs, and communication studies, English, economics, and psychology are very strong departments.

The College of Health Professions (CHP) is introducing a host of new programs, including a new Bachelor of Science in Health Science, designed as a gateway to a variety of healthcare specialties, and a variety of new graduate programs, including an acute care nurse practitioner master’s degree, and, over the next few years, master’s degrees in physician assistant studies for Pleasantville (adding to CHP’s current very successful physician assistant studies program in New

Leadership Letter

THERE IS CHANGE IN EVERY CORNER OF THE

UNIVERSITY—CHANGE IN OUR CAMPUSES,

IN OUR FACULTY, IN OUR CURRICULUM, IN THE

ACADEMIC AND CO-CURRICULAR EXPERIENCES

OF OUR STUDENTS, AND IN THE GENEROSITY

OF OUR ALUMNI.


York City), nutrition, and occupational therapy, as well as a PhD in Nursing. The Seidenberg School of Computer Science and Information Systems, as noted above, is experiencing very high growth in its MS in Computer Science and MS in Information Systems in New York City, and graduated its first PhD in Computer Science recipient this fall.

To meet the educational market’s needs, the School of Education now offers a 24-credit online Certificate of Advanced Graduate Studies for School Business Learners, an additional early childhood certificate for students who have obtained childhood degrees, and additional certifi-cation in TESOL or bilingual extension for in-service teachers.

Pace PathWe continue to be very excited about our new Pace Path co-curricular program, which is designed to help students make their college experience more purposeful and to teach a broad range of “soft skills” essential for successful careers and lives. One important leg of this program involves a group of alumni mentors who will help

students understand the way in which their academic and real-world professional experiences inform each other and the non-academic paths to success in life. The mentorship program was piloted last year with 30 Lubin alumni mentors. This year it has been expanded to 150 Dyson, Lubin, and Seidenberg alumni. As we learn more each year, the number of alumni mentors will grow until every junior and senior has a mentor who is familiar with the student’s chosen profession.

Another equally important leg of this program is the Early Start Pace Path program. The Early Start program helps admitted Pace students get a head start on their Pace Path journey with bridge courses to smooth the transition to college-level mathematics. The Early Start program also offers an early immersion component to help students acclimate more comfortably to the college environment.

The Thinking ProfessionalWe often talk about the role of Pace in educating thinking professionals. We like that phrase because it expresses the

notion that there is a consistency between critical and independent thinking—one of the most important outcomes of liberal education—and professional preparation.

Pace has always believed that a liberal education—including wide exposure to the arts and sciences, humanities, and social sciences—is an essential underpinning of effective professional education and preparation. As a student’s knowledge of both liberal learning and the meaning of professionalism deepens, each illuminates the other in an increasingly important way. Much of professional education at Pace is concerned with the structure and effectiveness of social and economic controls. If those “rules” and “processes” are viewed only as technical matters, uninformed by wider and deeper knowledge of ethics, human nature, and political and social behaviors, the result is sometimes a cynical willingness to manipulate the rules for private gain or advantage. Thinking professionals understand the broader implications of their actions and decisions. They have the capacity to lead.

As always, we are deeply grateful to our trustees for their multiple contributions to the future of Pace. One trustee, Charles Jordan, stepped down at the end of his term last May. We are very grateful to Charlie for his years of service as a trustee and his many contributions to the effective governance of the University. We wish to thank all our trustees for their wisdom and guidance, their support when difficult decisions must be made, their dedication to the mission of this University, their financial support, and their joy in the contributions Pace makes to the lives of our students.

PACE HAS ALWAYS BELIEVED THAT A LIBERAL

EDUCATION—INCLUDING WIDE EXPOSURE

TO THE ARTS AND SCIENCES, HUMANITIES,

AND SOCIAL SCIENCES—IS AN ESSENTIAL

UNDERPINNING OF EFFECTIVE PROFESSIONAL

EDUCATION AND PREPARATION.

Leadership Letter


FUTUREFUTUREFUTUREForwardForwardForward

E CANNOT always build the future for our youth, but we can build our youth

for the future.

—Franklin Delano Roosevelt

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”WWW

Pace University • Leadership – Winter 2016 | 9 Pace University • Leadership – Winter 2015 | 9

The NYC Master Plan

he University’s New York City Master Plan will be the realization of a

visionary drive to redefine higher education and foster opportunity and

innovation for students in Lower Manhattan. Through it, Pace is embracing

the changing physical, financial, technological, and cultural landscape

of downtown New York to position current and future generations of

graduates for achievement and success not previously possible.

Once the province of Wall Street, Lower Manhattan is experiencing a corporate, residential, and cultural renaissance, backed by more than $30 billion in public and private investment. This unprecedented allocation for so small an area is bringing brand-new apartment towers, shopping and commercial centers, arts and performance spaces, and transit links that are transforming it into both a destination and a transportation hub connecting Manhattan to uptown, the outer boroughs, and northern New Jersey.

Dozens of high-profile companies have joined this resurgence, making downtown New York much more than what had historically been home to city government and the New York Stock Exchange. Tech and creative entities, fashion houses, leaders in health care, and even nonprofits have steadily streamed into the southern tip of Manhattan, sparking a kaleidoscope of diversity and a surge in development to meet demand. Millions of square feet of new residential and commercial space that no one could have predicted even a decade ago, now require

NYC MASTER PLAN

Reimagining Lower Manhattan and educating

the next generation of Pace students.

TIllustration: Daniel Pelavin


continuing recalculation to determine if they will be enough. Pace University is stepping forward to meet the call, adding

buildings and beds to accommodate more students and redesigning its campus and curriculum to promote expanded access to resources, expertise, innovative organizations, and culture. In addition, the University is structuring new strategic partnerships and bold projects to foster opportunity for students and alumni alike.

“The revival of New York City’s Financial District is the culmination of an unprecedented $30 billion in public and private investment coming online at the same time,” says Jessica Lappin, president of the Alliance for Downtown New York. “We’re thrilled to have such a supportive, helpful partner in Pace University. The institution, and President Friedman, have played a significant role in redefining the physical, cultural, and educational landscape of Lower Manhattan.”

The New York City Master Plan is a key part of Pace University President Stephen J. Friedman’s vision to implement campus transformation in Westchester and Manhattan that anticipates the evolution of providing high-quality education. Specifically, it was developed to meet the needs of a changing student body, to better fulfill academic and faculty spatial requirements, and as a way of attracting prospective students.

“Our students go on to do great things. Our ability to enable them to imagine new futures and advance their lives is at the core of our University motto of Opportunitas,” President Friedman says about the spirit and philosophy driving the strategic growth initiative.

resident Friedman has initiated a community-wide process to develop a modern New York City Master Plan in consultation with students, faculty, staff, and alumni. One core element of the plan that emerged immediately is the prioritization of experience-based learning. That will enable students to build upon the foundations of knowledge learned

through the curriculum and be well prepared to meet the demands of today’s employers and the future. Fully implemented, the Master Plan will be the physical embodiment of the University’s mission and President Friedman’s vision.

Implementation of the NYC Master Plan follows development in Pleasantville, which, under Senior Vice President and Chief Operating Officer of the Westchester Campuses William J. McGrath, has been impressive. The expansion of the Kessel Student Center and construc-tion of Alumni Hall and the Environmental Center Complex are now complete. The Pleasantville Campus also boasts three new athletic

fields and the recently completed Joseph R. Ianniello Field House. Punctuating these achievements is a new lecture hall and multipurpose event space in Willcox Hall, scheduled to open in spring 2016.

With the NYC Master Plan barely out of the gate, milestones have already been reached in Lower Manhattan. The construction of top-tier space for the Pace School of Performing Arts and the unveiling of new dormitories have provided a glimpse of the overall impact the NYC Master Plan will have.

The launch of the Pace School of Performing Arts, on the corner of Fulton and William streets, enabled the newest member of the University’s academic family to distinguish itself as the first performing arts school to open in Manhattan in more than 50 years. Just 18 months into its new space, more than 3,000 aspiring students applied for 175 coveted spots, giving it an ultracompetitive status and making it one of the most sought after and selective undergraduate performing arts destinations in the United States. In what may be viewed as a sign of things to come, The Hollywood Reporter named Pace University’s School of Performing Arts one of the 25 best in the nation for 2015–2016.

The opening of the New York City Campus’ two newest dormitories at 182 Broadway and 33 Beekman Street extend the University’s presence deeper into coveted corners of Manhattan, while providing 1,355 students with new, convenient housing just steps away from One Pace Plaza, the home base of Pace in the City. The dorm at 33 Beekman Street, the tallest residential dormitory in the world, sparked international media coverage in hundreds of print and broadcast outlets that included The New York Times, the Chicago Sun-Times, and even the Daily Mail in London.

The potential of this bold strategy can already be seen. A decade ago, just 500 students occupied dormitories in Lower Manhattan. Today, more than 2,500 full-time students reside in dormitories and residential units in and around the city’s Financial District—an increase of more than 400 percent. This surge in full-time student residents has helped transform Pace from a commuter school known for its accounting program, to a diverse family of schools whose graduates work in more than 30 countries around the globe and occupy top positions at the most respected companies in the US.

“We want the new campus to fully address the needs of modern students,” says Jean Gallagher, vice president for strategic initiatives and chair of the NYC Master Plan Advisory Committee. “Pace Plaza (dedicated in 1970) was built to separate students from the city. Now we are a residential campus where students come to be a part of the energy of New York. Our new campus will reflect this mindset.”

Despite these early achievements, the NYC Master Plan is in Phase I of development and the best is yet to come. International architecture and design firm FXFOWLE has been retained to map

P

T


The NYC Master Plan

the next steps for Pace’s plan to partner in the reimagination and rebirth of the Lower Manhattan cityscape. The firm, with its award-winning portfolio of projects spanning New York City and the globe, has a keen sense of the University’s long-term objectives and is committed to realizing designs that balance function, purpose, and aesthetic appeal.

he success of the University’s critical first steps has confirmed the promise of its current developmental path and enlightened the work that lies before it. Especially encouraging have been the early and substantial investments of a variety of alumni and donors, whose contributions will be essential to the full realization of the plan. The New York City Master Plan

intends to make the metropolitan campus a destination for students—particularly those with talent, vision, and a desire—to influence and shape their world.

Across the nation, America’s colleges and universities are struggling to adapt and survive amid unprecedented economic uncertainty, the rapid acceleration of technological change and innovation, and greater difficulties in reaching and attracting student prospects. Where others see challenges, Pace, however, sees opportunity.

The University’s unique formula for experience-based learning has endured the test of time, positioning students for superior outcomes and advancing the professional success of our graduates for more than 100 years. President Friedman’s vision has confirmed this proven approach will be just as effective in preparing future generations of students in Westchester and New York City.

Pace University has positioned itself as a permanent and exciting part of the inspiring and ever-changing landscape of Lower Manhattan. Whether you live or work in New York, or you’re just passing through, you can’t walk by City Hall or cross the Brooklyn Bridge without being reminded of Pace’s dynamic presence. Our future is indelibly linked to Lower Manhattan, because we are a part of it—part of its people, its culture, and its energy—and part of the landscape that is and defines downtown New York.

It is and always has been the University’s mission to offer its students the chance to realize exceptional achievement in work and in life. As we look to the future, we know that visionary, inspiring spaces devoted to learning, studying, and communicating will unlock possibilities and extraordinary opportunities for current and future generations of Pace students. This is our driving ambition and, through the New York City Master Plan, it’s one that Pace University is uniquely positioned to deliver.

TDeveloping Downtown The revitalization of downtown Manhattan has been dramatic, if not miraculous. Here’s a look at some of the changes between 2001 and 2014:

n BUSINESS The Brookfield Place complex in Battery Park City combines business, high-end retail, and a broad range of events and happenings. Publisher Time Inc. recently relocated there, a stone’s throw from Condé Nast, another iconic publisher that relocated from Midtown.*

n TRANSPORTATION $2.15 billion in investment, including: Fulton Center Pier 11 Ferry Whitehall Terminal South Ferry MTA Station Staten Island Ferry Terminal West Street Pedestrian Bridges World Financial Center Ferry Terminal

n HOTELS 3,439 new rooms in 16 hotels including: Andaz Wall Street Conrad New York Hotel Hampton Inn Holiday Inn Smyth Hotel

n RESIDENCES

14,772 new units in 104 buildings including: 10 Hanover Square 2 Gold Street 20 Exchange Place 8 Spruce Street (aka New York by Gehry) 95 Wall Street

n OPEN SPACES

The Battery East River Esplanade Imagination Playground Mannahatta Park Teardrop Park Zuccotti Park

(Source: Downtown Alliance, except where indicated by *)

12 | Leadership – Winter 2016 • Pace University Illustration: Michele Melcher


Pace Alumni

WHAT’S A NAME?Pace University alumni William Janetschek and Robert Robotti are using their successes

to put education in the hands and minds of ambitious students.

by Lauren Fischer

illiam J. Janetschek ’93 (right) and Robert Robotti ’78 (left) have more in common than merely

being Pace University alumni. In addition to earning master’s degrees from the Lubin School of Business,

both have created scholarships for current Pace University students. Meet the two men behind the William J. Janetschek Scholarship, the William J. Janetschek Sr. Scholarship, and the Robert E. and Suzanne B. Robotti Scholarship.

William J. Janetschek“Education is everything,” says Janetschek, chief financial officer of global investment firm KKR. After earning his MS from Pace while working full-time and raising two kids, Janetschek saw his hard work and investment payoff when he became a partner at Deloitte & Touche. “If you give people the ability to get a better education, the rate of return on that investment is greater than anything else you can do.”

As a scholarship recipient himself, Janetschek knows firsthand the difference financial assistance can make in a student’s life. He was also inspired by his father—who he says was a man of modest means, yet instilled compassion in him to do good—to give back to Pace in the form of two scholarships: the William J. Janetschek Scholarship and the William J. Janetschek Sr. Scholarship, named for his father.

While his own success story is something to be admired, he’s committed to the future successes of those receiving his scholarships and other Pace students. “If you’re smart and hardworking, everything will fall into place,” he says. Beyond the two scholarships, Janetschek invests in Lubin students through regular speaking engagements.

Robert RobottiFounder of New York investment firm Robotti & Company, Robotti always had his eye on the future. After completing his undergraduate studies at Bucknell University, Robotti jumped right back into school for his master’s at Pace. “The interrelationship between [working full-time at a CPA firm] and getting my MBA was a great learning experience,” he says. Now Robotti is helping to secure successful futures for current Lubin students through the Robert E. and Suzanne B. Robotti Scholarship.

Robotti provides educational and financial support to a number of not-for-profits, but Pace University, in particular, has meaning to him—not only because it’s his alma mater, but because of its diverse student body. “My grandparents were not born in America,” he says. “The immigrant experience is an important part of America’s success, and Pace is continually helping today’s immigrants.” His hope for the scholarship is ultimately to help students from different socioeconomic backgrounds become successful, and he believes that Pace is uniquely positioned to provide them with real-world experiences.

“That real-world experience you get from work increases options for employability,” he says. Robotti & Company has employed a number of Pace students for both internships and full-time work, which Robotti says “creates a continuity between us and those students.” He credits his former employer and Pace Professor Anthony Pustorino for initially exposing him to the opportunities available in his industry, and hopes to continue giving back by providing jobs and experience for Pace students and recent graduates. “I have a hugely respectful opinion of the school,” he says.

W

in


Pace University senior Gabriela Singh ’17, a five-year combined BBA/MBA in Public Accounting student,

isn’t attending college just to study her major. “My experience at Pace has allowed me to seek networking opportunities to prepare for life after college,” says Singh. As college students are discovering, your career doesn’t start after school; employers are looking for training both academically and professionally while students are still on campus.

This knowledge led Pace to formally launch the Pace Path in September 2014, in order to provide students with a college experience that is both multifaceted and interdisciplinary, but also tailored to each student’s individual goals and interests. As Brian Evans, EdD, assistant

provost for experiential learning, professor of mathematics, notes, “It’s a way to capture what we already do very well at Pace, and is also a lens to look at what we can do better.”

In looking at the academic and professional achievements of upperclassmen like Singh, Pace has labeled many of her school-sponsored and co-curricular activities as aligning with the elements of the Pace Path.

The BeginningsPace University saw that the value a student can bring to a prospective employer goes well beyond their GPA. A study conducted by the Association of American Colleges and Universities (AAC&U) found that employers are more concerned about the “soft skills,” such as oral communication,

teamwork, and problem solving, of recent graduates. Interestingly enough, the study also found that students ranked themselves as well-prepared in these skills—thus confirming that many American college students, to put it bluntly, are not as prepared for the workforce as they think they are. “There is a noticeable gap between college students’ feelings about their level of preparedness across key learning outcomes and employers’ assessment of recent college graduates,” the report said. Thus, the Pace Path would help empower students to develop these skills through their own professional interests. As Evans notes, “The purpose is to give students a fuller education, going beyond the typical college curriculum and developing these skills to make our students effective leaders in their fields.”

The Pace Path: A R O A D M A P TO S U C C E S S

With the competitive nature of entering the workforce, a college experience should be more than a collection of classes that academically prepare students for their career paths. At Pace University, that “more” is known as the Pace Path, a road map to real-world experiences, mentorships, and strong academics that provide a unique professional edge for all students. Pace Magazine has followed one student’s Path, which has led her to four prestigious internships, campus leadership roles, and more during her years at Pace.

By Lauren Fischer


The Pace Path

All Pace University students develop their Pace Path during their four years at the University. Now in its second year, the Pace Path is strengthening in structure and promotion. So far, the program’s feedback has been positive, says Evans.

Elements of the Pace Path—University 101The Pace Path starts in a student’s University 101 (UNV 101) class, a mandatory course taken during freshman year, where students work with their UNV 101 professor to complete a personalized four-year plan based on a universal template. Each plan is customized based on the student’s area of study, personal goals, and professional goals.

“My UNV 101 professor helped me with determining what classes to take,” says Singh. “I was exempt from some of them, but took them anyway so I could be prepared. They have a set list of classes to take every semester and gave me a recommended plan for completing my required courses.”

Four-Year PlanThe four-year personalized development plan can be modified as the student confirms their major(s) and further engages in their interests. The customized plan incorporates three learning goals—managing oneself, interpersonal goals, and organizational awareness—that must be met as the student achieves their individual personal, professional,

Beta Alpha Psi (BAP) Executive Vice President Gabriela Singh ’17 works one-on-one with her chosen mentor Steven Mezzio, Lubin professor and faculty adviser for BAP. Mentorship opportunities along the Pace Path begin during students’ sophomore year and continue through graduation, providing students like Singh with personal advisement on their chosen field.

Photo: Drew Levin


and academic goals. Building on the successful experiences of students like Singh, the plan also includes co-curricular activities in which they will try to participate and mentors who can help guide them, including faculty, alumni, and professionals in their chosen field.

The Pace Path template expands on what was previously done by seniors like Singh, who participated in the Lubin School of Business’ expression of the Pace Path known as the Lubin Professional Experience, by combining academic planning with other achievements and activities that students will accomplish during their time in college, and placing the information in a universal template.

4PDA new component of the Pace Path, the Pace Path Personal and Professional Development (4PD) series takes the learning experience beyond students’ curriculum. Workshops are available to freshmen during their spring semester. Led by faculty and staff, they teach

personal and professional skills, such as critical thinking, problem solving, communication, reducing mathematics anxiety, and more, and aim to provide students with a readiness for their professional experience, which often begins sophomore year. “Anytime I’ve taught a workshop like this to seniors, they often tell me ‘I wish I knew this sooner,’” says Evans.

Co-Curricular ActivitiesA significant component of the Pace Path is providing students with valuable educational opportunities outside the comforts of the classroom. Potential co-curricular activities and goals are listed in each student’s four-year plan, as well as action items to achieving the goals. “To qualify as a Pace Path activity, it must have duration, so it can’t be a one-shot deal. The student must show a final work product and the activity must have supervision,” says Evans. The work product can be anything from an essay to a performance.

Experiential Learning and Career ServicesAs Singh’s version of the Pace Path began to take shape, Beta Alpha Psi served as a major vehicle for her own experiential learning. Joining the academic honors organization, which Singh currently serves as vice president of, requires a year-long application process, and includes participation in activities outside of school studies. Once a student is accepted, Beta Alpha Psi requires professional development hours and community service. “Beta Alpha Psi, which is part of the Lubin School of Business, is working with the Pace Path to be sure we’re aligning with its mission,” says Steven Mezzio, assistant clinical professor of accounting, Beta Alpha Psi faculty adviser, and Lubin School of Business representative on the Pace Path Committee.

One way in which Singh and other students in Beta Alpha Psi prepare for the workplace is through experiential learning at regional and national chapter competitions. “This teaches them to work as a team and builds presentation skills. It’s a great way to prepare for the workplace,” says Mezzio.

Another avenue of experiential learning is completing internships. “The Career Services Department was my first step when applying to internships,” says Singh. As one of the largest internship placement programs in the New York metropolitan area, Career Services provides students who utilize this resource access to more than 3,000 employers in a variety of industries from business to entertainment to accounting, as well as a better job placement rate by making them “market ready.” “All of my four internships were applied to through Career Services, which was very helpful,” says Singh. These include tax internships at Berdon LLP and EisnerAmper LLP, an audit

An integral part of the Pace Path is providing students with real-world experience before graduation. Gabriela Singh recently began her fourth internship, this time at Big Four accounting firm PricewaterhouseCoopers.

Photo: Cicero Clamor


The Pace Path

internship at Maier Markey & Justic LLP, and her current internship at Big Four accounting firm PricewaterhouseCoopers. Singh has also found success in using Career Services for seeking professional advisers and attending skills workshops.

Mentoring ProgramsIn addition to the advisers available through Career Services, the Pace Path provides mentorship opportunities for all students. “This is a great networking opportunity to take advantage of, since the mentor is someone in the workforce who has been in [a student’s] field of study for a number of years,” says Singh. “There are so many advisers willing to mentor you.”

Mentoring begins with the freshman UNV 101 class, where the instructor is the student’s adviser for that year. Singh has worked with several advisers during her time at Pace, including her UNV 101 Professor Janelle Gendrano and her academic adviser Kellynn Anastasi, who has guided her on required courses for graduation. And just as the Pace Path promotes, Singh has also sought out her own mentors, such as Mezzio, who advised her through Beta Alpha Psi. “The main focus of the mentorship program is to help students succeed,” says Singh. “Advisers are always so open to answering questions or addressing concerns. They’re on top of your studies and activities, and always remember your personal story, even though there are so many students.”

Singh credits Beta Alpha Psi and Mezzio with helping her further her early career success. “I’ve attended lecture series in which a professional discusses career development, and learned resume-building tips,” she says. According to Singh, a mentor like Mezzio is an essential part of successful learning.

Alumni AspectAnother essential component of the Pace Path is the alumni mentorship program, in which students are paired with Pace alumni mentors. One such mentor is Ashu Rathor, a

partner at EY (Ernst & Young LLP) and Lubin board member, who is currently working with two students who selected him to be their mentor. “Our first interaction was at the kickoff meeting, where they learned about my story and background, and shared their own enthusiasm and interest in business,” says Rathor. From there, mentors like Rathor provide advice on career preparation, such as mock interviews, resume review, picking a major, and deciding which companies to apply for both during college and after graduation.

“It’s a lifelong relationship for me, even though the mentorship ends once they’ve found work,” he says. Rathor meets with his mentees every so often to provide input on any issues students are having at work, as well as to help them know the best way to interact with coworkers.

Rathor says the mentorship is just as valuable to him as it is to the students. “What I’m doing not only impacts the economy and business world, but more, ‘I’m able to shape a young person’s life,’” he says. “There are

things I didn’t know at their age, and I’m able to share my lesson to help students.”

Paving a Complete PathWhile the Pace Path is still taking shape as students like Singh advance along, it continues to gain momentum. Through the program, all undergraduate students attending Pace are given a unique opportunity to hone their workplace skills, even before they officially enter the workplace. “There is no other university doing what we’re doing, and this program is unique to Pace,” says Evans.

But the proof is in the pudding, and as a student who’s ventured along the Pace Path herself, Singh echoes that sentiment. “Becoming active on campus allowed me to learn how to lead teams and work with others,” she says. “The reality of the workplace is that employers use all sorts of teams, and seek college graduates who have experience working in and leading teams, which Pace has prepared me for.”

The Pace Path at a GlanceFRESHMAN YEAR: • The Pace Path begins in UNV 101, a one-

credit course that focuses on the student’s transition to college life.

• In UNV 101, students develop their customized four-year plan that establishes personal, academic, and professional goals.

• Students can begin engaging in the Pace Path Personal and Professional Development (4PD) series in the spring.

SOPHOMORE YEAR: • With the assistance of advisers, students

select and participate in Pace Path activities tailored to their individual four-year plans.

• Students begin to work with coaches and mentors identified by professional and faculty advisers.

JUNIOR YEAR: • Coaches and mentors continue to be faculty

and advisers, or undergraduate seniors, graduate students, alumni, work or intern supervisors, and/or alumni.

• Students are encouraged to choose coaches and mentors outside of the Pace Community in order to have exposure to external perspectives.

• By the end of junior year, students will select coaches and mentors.

SENIOR YEAR: • By senior year, students in most majors should

be connected to coaches and mentors who do professional work in their chosen fields.

• Many majors incorporate the Pace Path into the curriculum in the form of a capstone project, such as a research project, internship/clinical experience, or practical application.


It probably comes as no surprise that Pace University has one of

the largest internship placement programs of any college in the

New York metropolitan area, but what may surprise you is exactly

how those opportunities reach Pace students, whose career

interests, studies, and schedules evolve in a New York minute.

eet Career Services. Charged with the daunting task of not only finding job and internship placements for Pace students, but also ensuring Setters are career and market ready before they graduate, the Career Services

Department is combining new-school and old-school strategies to prepare today’s students for tomorrow’s employment prospects.

In recent years, Executive Director of Career Services Phyllis Mooney and her team have done everything from updating their digital recruitment platform to a cutting-edge program called Handshake and placed an emphasis on data-driven measurements, to teaching credit-bearing career preparation courses led by career counselors, to physically relocating satellite offices to heavily student-trafficked spaces on campus in order to engage students with their services and capture a full picture of the employment climate that Pace students are competing in—one that constantly shifts with emerging industries and programs available at Pace.

“We actively use outcome data to define our goals and also to continually redefine our processes, because our process is dynamic; our employer development is dynamic; and it’s all dependent upon what’s going on in the economy and what’s going on with enrollment. We constantly change,” says Mooney.

The ultimate goal? Take Pace students through Career Services programming, which includes resume reviews, interview workshops, and more, to get them “market ready” to land their dream jobs before the opportunities arise. Mooney compares student engagement with the department and becoming market ready to a timeless parental saying: “If you eat your vegetables, you’ll have a healthy and happy life.”

Market Ready, Set, Hired

M

Career Services FALL 2015 STATS

6,300+ appointments

made

76events

136interview

workshops

3 internships are recommended before graduation

99+ research, health care, and science institutes

hired Pace students as interns in 2015

95% full-time

employment rate for undergraduates who

used Career Services

Career Services

100+ Pace students and

alumni have attended NYC Uncubed to connect

with professionals in tech, design, and business

4,200+ hours of full-time work

done by Lubin students participating in the

Winter Accounting Co-Op program

96% of students who

use Career Services become market

ready

Who Hires Pace StudentsAdidas

Apple

Chase

Dannon Company

Google

IBM

Memorial Sloan Kettering Cancer Center

NBCUniversal

New York-Presbyterian Hospital

NYC Department of Environmental Protection

NYC Office of Chief Medical Examiner

PepsiCo

Simon & Schuster

Warner Music Group

The White House

Viacomhires more Pace students for internships and jobs than any other media

company in the New York metropolitan area

Marketingis the #1 internship

job function posted for Pace students

on Handshake

Pace University • Leadership – Winter 2016 | 19 Photo: Drew Levin


The CommunicatorAccording to New York City Schools Chancellor Carmen Fariña,

the future belongs to the flexible, and those who master the fundamentals.


Concerns about the future often keep us awake at night. However, some of us are in a position to actually do something about it. For the past 50 years, New York City Schools Chancellor and Pace alumna Carmen

Fariña ’88 has fallen into the latter camp, devoting her career as a teacher and administrator to impacting the future from a most important place. As chancellor, she oversees the nation’s largest school system which includes 1.1 million students in more than 1,800 schools.

Fariña has created a reputation for being innovative, influential, outspoken, and an agent of change. The New York Times once referred to her as someone with “a will of steel,” one who “maintains her power through her imposing character.” Naturally, her style doesn’t suit everyone. And she’s okay with that because her experience, knowledge, leadership, dedication, and ability to get results are tough to deny.

Fariña grew up in Brooklyn, raised by parents who left Spain during the Civil War. As the first person in her family to attend college, she earned several degrees including an MSEd in Administration and Supervision from Pace.

During a recent lunch she spoke eloquently and enthu- siastically about the importance of basic interpersonal skills, particularly the ability to communicate effectively. Essential, face-to-face interaction is difficult and challenging in a world that is increasingly reliant on technology.

“A lot of our parent workshops emphasize the importance of talking to your children. Vocabulary development does not happen unless there is conversation,” she says. “In schools, interactive learning is crucial. When I first came on board, I had a principal who had e-mailed me to tell me that I was going to be thrilled when visiting

her school because I could hear a pin drop. I e-mailed her back and said, ‘Invite me a different time or I will not be a happy camper.’”

She practices what she preaches. Every other Friday she has her grandchildren to her home for dinner and they talk for an hour. As you might expect, cell phones aren’t allowed.

“When I was a principal, parents would come to me for my words of wisdom, asking ‘What should we do with our children? What courses should they take? What after-school program?’ And I would say all the time, ‘Have dinner two or three times a week with your family, that is the best parenting, the best way to build self-confidence,’” she says.

She emphasizes the development of intellectual curiosity and the building of self-confidence so students can be flexible to meet the challenges of the future. “We don’t know what we are going to need, even tomorrow, never mind next week,” she says. “If they are trained in skill-and-drill and rote memorization, they’re never going to make it. So we teach a curriculum and other things to build confidence and acquire enough knowledge so they can align it with whatever comes their way.”

Fariña is bullish on Pace, cognizant of its momentum and its place in the emerging downtown environment. To keep the momentum going, she points out the importance of alignment between schools. “I definitely think offering students who are, say, taking education courses, to also take a course in finance or in other schools is a good idea. Isolation—silos—have to go.”

Breaking down silos is something she knows about. “Yes, there are people who are going to remember me for that!” she says with a laugh before noting, “But silos don’t matter. They really don’t.”


Pace Alumni


OPPORTUNITAS: EMBRACING THE FUTUREPace is moving forward and with great speed—as the new Strategic Plan has been unveiled, we gathered

key members of the Pace Community to weigh in on its five-year plan for the University. To that end,

we’ve invited the deans for the colleges and schools within the University, faculty, students, and alumni

to answer the following question:

Which of the Strategic Plan’s four themes do you believe will have the greatest impact on the University

as a whole for the Pace of 2020, and why?

12

34

The 2015–2020 Strategic Plan

Student Experience

Student and Alumni Outcomes

Institutional Vitality

Community of Excellence


Strategic Plan

Harriet R. Feldman, PhD, RN, FAANDean, College of Health ProfessionsAs someone involved in the development of the Strategic Plan, I find it difficult to pinpoint one theme that rises above all others in terms of future impact; all are integral. Perhaps the single most important aspect of the Strategic Plan aligns with our intended “outcomes.” Outcomes are not restricted to students, faculty, staff, the notion of excellence, or the vitality of our institution. The student experience is how we advance the foundation for student learning, preparing the next generation of leaders. Institutional vitality fosters our ability to provide the best environment, the advancement of pedagogies, and the development of science. Vitality encompasses a variety of inputs to build our culture. Dedication to excellence is visible in the outcomes we see for students, faculty, staff, and alumni. The emphasis on student and alumni outcomes shows our commitment to providing the evidence that we are doing things “right.”

Neil BraunDean, Lubin School of BusinessAs a former CEO now in the role of dean of the Lubin School of Business, I believe that great student outcomes are the key to building Pace’s national and international reputation. As the world increasingly scrutinizes the value of higher education, the importance of demonstrable success in adult life after graduation will become even more relevant to the decisions about where and how much to invest in tuition for college and graduate school. The good news is that Pace is already well-positioned to pursue and execute on this strategy: Our faculty and staff are extremely focused on student development, career preparation is in the DNA of the University, our placement record is among the highest in the nation, the Pace Path will provide structure and resources to build upon the high-impact experiential learning activities already ubiquitous here, and various rankings affirm the tremendous relative value of a Pace education. Focusing our resources and efforts toward assuring ever-greater student outcomes in a fast-changing and increasingly competitive world will have the greatest impact on the University’s long-term vitality.

David Yassky Dean, Pace Law SchoolAt Pace Law, our core mission is to prepare students for successful careers in law. Over the decades, this focus on student and alumni outcomes has helped produce leaders in every facet of the legal profession: partners at top law firms, judges, heads of government agencies, and corporate general counsels. We are adapting our program to ensure that today’s and tomorrow’s Pace Law students will graduate with the skills and knowledge needed to deliver value to their future clients. Our “path to practice” curriculum guides students into a professional concentration designed for a specific area of practice. Each concentration includes both classroom education and experiential learning, such as clinics and field placements. We also connect students with alumni. Our students learn both to “think like a lawyer,” and—crucially—to “act like a lawyer.” We believe this distinctive approach to legal education will keep Pace Law in the forefront of innovative legal education, and will keep our graduates in demand by employers and clients.

Xiao-lei Wang, PhDActing Dean, School of EducationWhile all four Strategic Plan themes will have a profound impact on Pace in the next five years, I believe that the theme “A Community Dedicated to Excellence” will have the greatest effect on the University as a viable academic institution. Especially, I think that this theme’s strategic priority “Recruiting and retaining faculty committed to excellence in teaching and research” is critical to the future success of the University. A higher-education institution cannot excel without faculty members who are constantly pursuing and creating new knowledge. The content of a faculty’s teaching is closely linked to the quality of that faculty’s understanding of the field, which is often measured by that faculty’s active pursuing of scholarship in the field. Faculty is an important asset of a university, and a university’s investment in faculty is undoubtedly an investment in its future. Thus, actively recruiting and retaining excellent faculty with diverse backgrounds and cultivating their potential can most definitely ensure and maintain our University’s competitive edge.

Larry Chiagouris, PhDProfessor of Marketing, Lubin School of BusinessI strongly believe that “An Engaging and Transformational Student Experience,” one of the four themes, is critical to the future success of Pace University. There are many reasons that this emphasis will contribute to our continued evolution as a great University. First, students want to be changed when they first arrive at a college or university. They are seeking skills and also new friends and growth experiences. Pace University provides these elements of change that students are seeking. Most important, this is an age where social media accelerates the reputation of people and brands. Students who discover that they have been transformed at Pace University will share their experiences with others via social media, and the positive word-of-mouth about our University will spread and attract high-quality students, staff, and faculty, furthering our own transformation.


Larissa Szilagyi ’18Pace University StudentDuring my time at Pace University, I have seen

my amazing peers achieve fantastic goals. There

is no doubt that Pace University has some of the

smartest and most talented students. However,

stress can be inevitable. Even with the best time

management skills, any student can succumb to the

anxiety of a semester. In the new Strategic Plan, one priority is to “continue to provide superior access and quality in our student mental and physical health services.” I’m very excited to see this aspect of the Strategic Plan so students can continue to have more access to resources like the Counseling Center. Moreover,

from my involvement in the grassroots campaign

#PaceUEndRape, I always look to have a safe and

inclusive environment on campus. Through the point

“further develop our role as a leader in providing

a safe and secure campus by involving diverse

campus teams and student input to foster shared

responsibility. Ensure University efforts address

contemporary campus safety needs,” I hope the

University will continue its efforts to create a safe

environment on campus.

Jason D. Drattell ’85Pace University Alumnus, and Founder and Managing Partner, Praesidian CapitalAll four of the new Strategic Plan themes are important—

updating the facilities, expanding and raising the school

brand are critical and vital—but the piece of the Plan that really spoke to me on a personal level was the transformation of the student experience. Emphasizing student support and creating a nurturing environment for the students and exposing them to the broad and diverse alumni base offers tremendous value. This

theme is a win-win, for the students and the University; it

enables the school to differentiate itself from competitors.

Creating a path for the students, exposing them to the

numerous opportunities provided by the school—those

are very unique offerings. I believe the combination of

supporting the students and getting faculty involved is the

most impactful part of the Plan.

Nira Herrmann, PhDDean, Dyson College of Arts and Sciences Each theme was designed to focus on a different aspect of the University, but

all work in concert to improve the quality of the institution and of our students’

experience at Pace. I see the themes as reflecting our student-centered focus

and expanding it outward to encompass the entire Pace Community. We start by ensuring that our current students have a transformative, inspiring, and engaging experience that prepares them for their future careers, then focus on our alumni to make sure their Pace experiences and education serve them well in achieving their goals so they feel supported by and connected to Pace. Our focus then enlarges to ensuring that the necessary physical, technological,

and financial resources are available to achieve our goals. And finally, we look to

the entire Pace Community and its culture as we work to build an environment

that celebrates diversity, innovation, creativity, and excellence, and recognizes the

pivotal roles of faculty and staff in sustaining the institution and providing continuity

for generations of students. It is the interaction of all of these themes that will be

transformative for Pace and will bring us into the future with the infrastructure,

enthusiasm, and success we envision.

Jonathan Hill, DPSInterim Dean, Seidenberg School of Computer Science and Information Systems The student experience is at the heart of our mission at Pace and providing a truly transformative educational experience to our students is our guiding principle in developing both the classroom experience and extracurricular enrichment that make a Pace education a worthwhile investment. The special nature of

our students—their drive, their intellectual curiosity, their desire to get

everything they can from their college experience—is what has kept me

and many others happily working at Pace through the years. The Pace

Path, an individual program of personal and professional development,

is tailor-made for the student who is, truly, “an entrepreneur of their own

experience.” While enrolled here, our students have access to both an

excellent education and top-flight professional preparation, all infused with

an understanding of how technology is changing the world. We live in a

time when there is an ever increasing need for the “thinking professionals”

that we graduate, which is why we see Pace alumni having success in so

many industries around the world.

Want to learn more about the 2015–2020 Strategic Plan? Visit www.pace.edu/strategicplan.


ARE INARE INARE INProfessorsProfessorsProfessors

ith nearly a quarter of the University’s full-time faculty hired in the last five years, new faces at Pace mean new

perspectives, new fields of study, and new amazing futures to be realized by Pace students. From a passion for fashion and the business in between, to food law and nutrition and growing environmental studies, meet the Pace faculty members who are delving deep into cutting-edge industries, research, and initiatives—and taking their students along for the ride.

WWW

The


DYSON COLLEGE OF ARTS AND SCIENCES

NEW PROGRAMS, NEW OPPORTUNITIES

“It’s exciting to bring something brand-new to the University,” says Department Chair and Professor of Health Studies in the College of Health Professions Jane Bear-Lehman, PhD, OTR/L, FAOTA. “The health science major is one that’s becoming very popular and it’s attracting a wide variety of students.”

This new major is part of an interesting phenomenon for the

College of Health Professions, and for Bear-Lehman in particular. Part of the fun in the creation of new programs at Pace is the speculation about what future grads will go on to do with their degrees—whether that means graduate school or embarking on professional careers. Of her health science students, she hopes they go on to work in the global world of policymaking and improving our healthcare system. “Being the chair of the new Health Studies Department is a great opportunity to carve out a new path in health education, all the while building on the legacy of the Lienhard School of Nursing,” she says.

Up next for the Health Studies Department is helping develop a master’s degree in communication sciences and disorders, as well as two professional graduate programs in occupational therapy and nutrition by fall 2018.

Head of the ClassFor Renee McLeod-Sordjan, DNP, PhDc, RN,

FNP-BC, a four-time Pace alumna, it was always the

faculty that kept her coming back. “We have a really,

really great faculty that motivate

you and keep telling you that you

can do it,” she says. McLeod-

Sordjan has returned to class

once again, but this time, she is

the professor.

“In the field, we need

practitioners that are able to treat

the whole person, holistically.

I knew that coming back as a

teacher, I would be able to give

the students the same passion I

had,” she says. But what’s really got McLeod-Sordjan

excited is the changing emphasis on mentorship for

students and the role it plays in retention, as well as

research and interdisciplinary collaboration across

schools.

COLLEGE OF HEALTH PROFESSIONS

SOLVING PROBLEMS THROUGH RESEARCH“I love working with the faculty to develop their research. To have a faculty that really want to do research, that are really interested in it, and have really wonderful ideas is a great experience,” says Associate Dean for Faculty Scholarship and Lienhard School of Nursing Professor Carol Roye, EdD, RN, CPNP, FAAN.

Roye started a research interest group that’s

in the process of creating a center on research in primary health care, which looks at the social determinants of health from a broad view in terms of access to healthy food and clean living environments. “We’re working together to create partnerships among our faculty,” she says. “There’s an opportunity for people to come together from different backgrounds to solve problems.”


The Professors Are In

DYSON COLLEGE OF ARTS AND SCIENCES

COLLEGE OF HEALTH PROFESSIONS

EXPANDING ENVIRONMENTAL STUDIES AND SCIENCE“We’re building, building, building,” says Melanie DuPuis, PhD, chair of the new Environmental Studies and Science Department.

DuPuis is creating future-oriented curricula that will prepare students to meet the growing environmental challenges facing us. New integrated science and policy courses, such as the MA in Environmental Policy that launched in fall 2015, touch on issues of students’ interests—including clean water, animals, and sustainable technology—and engage them across disciplines and encourage them to think critically. Students have participated in the initiation of new programming, including a minor in Urban Sustainability and a newly revised Naturalist Certificate.

The Professor Next Door With an average class size of 19, Pace students benefit from personalized attention. To strengthen interaction between students and faculty and create educational environments across campus, this fall Pace welcomed the first Faculty-in-Residence for Alumni Hall: Assistant

Professor of English Robert Mundy, DA. One of his first goals was partnering with the Writing Center

to run a satellite office out of the residence hall to enhance students’ writing. He also uses the space to meet with professors to discuss cross-disciplinary opportunities and with students to talk without fear or assessment. “Students take these thoughts out with them, let them germinate and grow, and it leads to healthier, richer conversations in the classroom,” adds Mundy. Through programming, advising, and mentoring, “We’re building community on multiple levels.”

BUILDING NATIONAL DATABASESAssistant Professor of Criminal Justice and Security Hasan Arslan, PhD, is working alongside students in his criminal profiling, terrorism, and intelligence gathering courses to collect and analyze data and build some of the largest databases on ecoterrorism, anti-abortion violence, and online predators. “This is much more dynamic than a textbook,” he says.Establishing critical networks with federal and local criminal agencies, Arslan and his students are working with Pace’s Seidenberg School to develop the first comprehensive database of police officer-involved shootings in the US, which he says “will be a valuable resource for law enforcement to better understand the dynamics of an encounter and have a historical reference of criminal activity.” With its high demand, Arslan’s goal is to make it a federally funded database, and ultimately “make Pace a center of excellence for criminal justice reform.”

EDUCATING GLOBAL CITIZENS“This is an extremely ripe time to be examining the roots of violence, inequality, racism, sexism, homophobia, xenophobia, and poverty both in terms of what is happening locally, nationally, and internationally,” says Assistant Professor and Peace and Justice Studies Program Director Emily Welty, PhD. “For many students, these are not abstract ideas, but ones they have witnessed firsthand in our communities.”

To provide students with a foundation to address these critical issues and become agents of social change, Welty worked to create a peace and justice studies (PJS) major, which launched in fall 2015 as one of the only PJS majors in NYC. She says Pace is uniquely positioned to “offer students multiple places to consider the way that issues of peace and justice intersect with other fields and places to apply what they learn in classes beyond the classroom.”


LUBIN SCHOOL OF BUSINESS

BUSINESS MEETS PASSION“The program started in 2012 with a single-digit enrollment. Now, we have around 330,” says Arts and Entertainment Management Executive Director Chris Ramos. One of Pace’s fastest growing majors, the program focuses on the intersection of “passion and business,” giving students a practical, skill-focused road map to succeeding in the highly competitive arts and entertainment industry.

Having experienced the changing nature of the entertainment industry himself as a performing artist, Ramos has been instrumental in ensuring that the curriculum remains on the cutting-edge for years to come. “As we move forward in the coming school year, we’re offering more concentration courses—management in the business of music, technology and innovation in the arts, managing arts funding, entertainment law, just to name a few.”

Powering Profashionals What’s hot this winter, spring, summer, and fall? Fashion marketing. One of Pace’s newest minors is gaining major momentum, with courses that integrate “the creative and business aspects of the fashion industry and help Pace students tap into the emergent changes within the fashion

market,” says Assistant Professor of Marketing Charles A. Lawry, PhD.

His students are gaining hands-on experience researching the next big thing in fashion: wearable technology and smart fashion like the Apple Watch. “There’s going to be a push to figure out how to get fashionistas and marketers to brainstorm and work with scientists and engineers. That’s going to be the future of fashion.”

A BUSY SEASON FOR ACCOUNTING1906 was a big year for accounting—the starting point of Pace history. 2015 was another one for the books. “The accounting department focuses on programs that create value for students,” says Associate Professor and Accounting Department Chair Charles Tang, PhD, who’s keeping Pace at the forefront of the field. Highlights include an accelerated semester and winter accounting internship that allows students to work full-time at firms during busy season (100 percent of students earned full-time offers); concentrations in the fastest-growing accounting fields—forensic accounting and internal auditing; and an accreditation partnership with the Association of Chartered Certified Accountants.

Public Accounting Report ranked Pace’s accounting programs among the top 50 in the US, which Tang attributes to the success of our community: “1,484 accounting graduates hold executive positions at corporations, 278 are partners in accounting firms, and 115 are in the Big Four. No other school comes close.”

INVESTING IN STUDENTSStudents taking the Student Managed Investment Portfolio (SMIP) course with Associate Professor of Finance Ron Filante, PhD, aren’t playing with paper money. They manage a real portfolio, conduct research using G-PACT stock analysis packages, engage with financial analysts and hedge fund managers, and make real investment decisions.

“Students tell me that the jobs they got were because of SMIP,” says Filante, who launched the course with $200,000 in grants. Filante first instructs his students, and then turns the class over to them to work together determining what is bought and sold. And it’s paid off. In 2014, Pace placed first in “undergraduate growth” at the Global Asset Management Education Forum, outperforming its benchmark indices (DJIA, S&P, and NASDAQ) and 85 percent of portfolio managers in 2013.

Learn more at www.pace.edu/SMIPvideo.



SCHOOL OF EDUCATION

WHERE LOCAL AND GLOBAL MEETSchool of Education students are learning firsthand how vital it is to support culturally and linguistically diverse students in the classroom. For Tasha L. Darbes, PhD, a new assistant professor of teaching English to speakers of other languages (TESOL) and bilingual education, these are skills that Pace’s fledgling teachers will need after graduation.

“Pace University is uniquely positioned to be an innovative institution in a globalized world,” says Darbes. “The TESOL and bilingual education programs can be a part of an expansion to bring in diverse students from around the world, as well as address the various educational complexities experienced by immigrant-origin students locally.”

Development Across BordersFor School of Education Assistant Professor Raquel Plotka, PhD, this is an exciting time to be in the classroom at Pace—for both students and professors. “Pace is at the heart of New York City, where a huge expansion of Pre-K programs is taking place, and our faculty and students have worked hand-in-hand with the Department of Education to make that expansion possible,” she says in regard to her work in early childhood development. As a result, enrollment in the program has grown tremendously.

Plotka is collaborating with colleagues to conduct research in language and identity development in multilingual children. Typically, the early childhood classroom is the first English experience for many children new to the United States. Her cutting-edge research with high-quality and culturally sensitive measures can inform practices for teachers and other professionals who work with children and families. “I love bringing my own international perspective and experience to my classes and my research,” she says.

PASS ION APPLI ED TO EDUCATION“It is an exciting time to be in the School of Education, where we are seeing a slow but steady increase in enrollment,” says Associate Professor of Education Shobana Musti-Rao, PhD. “Increased enrollment means more students, and that means staying busy doing what I like doing most—teaching and engaging in scholarship!”

Musti-Rao’s students try their classroom management strategies in a safe, fun environment using the TeachLivETM mixed-reality simulator. “I’m eager to meet students who want to enter the field with a passion to teach students with disabilities in inclusive settings and a curiosity to learn,” she says.

But that’s not all she’s passionate about; she believes that engaging in applied research has always been a deeply engrained part of what she does as a teacher educator. “I hope to engage in more cross-disciplinary research and collaborate with faculty from other departments and schools,” Musti-Rao explains.


BIG IN BRAZIL“Pace’s reputation in Brazil continues to grow” says David Cassuto. In addition to being Pace’s foremost expert on animal law, Cassuto is the director of Pace’s Brazil-American Institute for Law and the Environment (BAILE), which is making tremendous strides in extending Pace’s influence internationally.

“The work that we do in Brazil has brought a lot of Brazilians here to study,” says Cassuto, who spoke about the success of a weeklong program BAILE hosted in Brazil this summer—which featured 30 Brazilian judges, including a Supreme Court justice—that sought to stimulate and foster progressive environmental law practices in both countries.

Based on the resounding success of the ever-expanding BAILE network, Brazil is taking note of Pace in a big way. “Pace Law School enjoys a reputation in Brazil that is not unlike the reputation, say, Harvard enjoys in the rest of the world,” says Cassuto.

Harnessing Academic Energy“We are going to have a cohort of graduates over the next few years who are going to be head and shoulders above the graduates of many, many other law schools,” says Karl Rábago. The Executive Director of Pace’s Energy and Climate Center (PECC), Rábago notes that the experiential and professional training students receive at PECC is arguably unmatched—particularly in terms of energy law, which will only continue to increase in scope and size as energy and climate issues continue to proliferate into the international consciousness.

“There are some major changes happening in the largest industry in the United States, and the most significant and far-reaching changes are emanating from this state. We’ve been involved in clean energy and policy for 27 years, and to be here now is extremely exciting,” says Rábago. “History will be made in New York, and Pace and the Law School will be a part of shaping that history.”

FOOD LAW: A GROWING FIELDLaw School Professor Margot Pollans may be new to the University, but she’s already making a huge impact. In just a few short months, Pollans has orchestrated a partnership with the Natural Resources Defense Council (NRDC) through the recently launched Pace-NRDC Food Law Initiative—which will expand legal services for farmers, community groups, and food entrepreneurs in the greater New York City area.

Pollans believes that the program can play a major role in attracting both ambitious students and more established lawyers to Pace, and ultimately impact this ever-growing area of law

in a positive manner. “With this program, Pace will really be in the forefront as one of a handful of schools that is really taking this issue on in a serious way—it’s a unique opportunity,” says Pollans. As the initiative grows and strengthens, Pollans eventually hopes to launch a clinic at the Law School that will begin to provide food law services directly to New York citizens.

SEIDENBERG SCHOOL OF COMPUTER SCIENCE AND INFORMATION SYSTEMS

PACE SCHOOL OF LAW



A “Sandbox of Technology”We live in an age of big data. And as Seidenberg Associate Dean James Gabberty, DPS, knows, with big data comes big responsibility. “Every week, all of us read about a security breach at a private company or government entity—located either here or abroad. Consequently, the need for talented and motivated individuals has skyrocketed,” says Gabberty.

Gabberty is empowering Seidenberg students to reach their professional potential through school-wide initiatives such as the upcoming Cybersecurity Lab, which will feature mock-ups of the networks, servers, and client-side systems that are commonplace in the industry. “This ‘sand box’ of technology will allow us to provide our students with access to specialized cybersecurity tools and computing infrastructures similar to the ‘real world’ that students leverage to eventually become defenders of our nation’s IT infrastructure,” he says.

PACE CYBERCORPS GRANT“The grant brings us a lot of opportunities in cybersecurity education,” says Director of Pace’s CyberCorps Program Li-Chiou Chen, PhD, who is referring to a recent National Science Foundation grant awarded to the program. The grant is worth $2.5 million over the next five years, and will include scholarships for top-notch students, an outreach program, and necessary infrastructure for success and growth in cybersecurity education and research.

As Chen notes, the results are already tangible. “Through this grant, we actually had the opportunity to work with the National Security Agency this summer to run our first Pace GenCyber workshop for high school teachers. The grant has a direct impact, as well as implications for Pace as a whole,” says Chen, who believes that Pace, through Seidenberg’s interdisciplinary approach, is perfectly positioned to empower the next generation of cybersecurity leaders.

ONE STEP AHEAD“Right now, mobile is ubiquitous,” says Christelle Scharff, PhD, a professor of computer science at Seidenberg who has been working in the mobile application space since 2008. Scharff, however, knows that for Seidenberg to continue to expand its influence, she and her colleagues must be constantly looking one step ahead.

“Right now universities and companies are working on the next generation of technology, and in 10 years, it’s going to be completely different. What excites me is that 10 years ago, there were almost no mobile phones and apps didn’t exist; and now apps are part of our common vocabulary. So, what will be in the everyday lives of people 10 years from now?”

Given this forward-thinking approach, Scharff believes Seidenberg is in great position to make big strides over the next several years, and is helping to lay the foundation to do so.

“Seidenberg is looking at courses to integrate all these new technologies. Mobile is very important, but there’s also data, cybersecurity, and UX design. Design is something we’re very interested in, and we have [developed] different partnerships with different universities around the world,” says Scharff.

SEIDENBERG SCHOOL OF COMPUTER SCIENCE AND INFORMATION SYSTEMS


Setter Celebrations

C E L E B R AT E L U B I N !

M O R T O L A L U N C H E O N


Setter Celebrations

N E W Y O R K C I T Y H O M E C O M I N G

W E S T C H E S T E R H O M E C O M I N G


43Fulbright award winners since

2002 have traveled to countries like Albania, Colombia, and Malaysia

22Gilman award winners since 2002

have traveled to countries like Chile, India, and Japan

Italy was the most popular study abroad

destination for Pace students last yearBuongiorno!

1,000+students

representing 53 countries, enrolled in English language

classes last year through Pace’s English

Language Institute

Top 5 majors

Accounting—CPA Prep, Computer Science, Finance, Financial Management,

Information Systems

1,853 international students

representing

116 countries

252

Big Numbers

students participated in 18 faculty-led, short-term study abroad programs including: International Finance in Dubai and Doha, International Performance Ensemble in Romania, and Producing the Documentary in Curaçao

Around the

WorldFrom a dynamic community of international students to transformative study abroad experiences for US students,

a Pace education is boundless.

for international students

Pace University • Leadership – Winter 2016 | 35 Pace University • Leadership – Winter 2016 | 35

Pace in the News

PACE MAKES HEADLINESFrom Pace faculty experts to record-breaking developments on campus, Pace University’s name and community members made the news in hundreds of media outlets last year. Here are the top

five stories that grabbed your attention—and headlines—in 2015, and a few of the diverse media outlets that have called on Pace for information and commentary.

World’s Tallest Residence HallPace University saw record media coverage for the announcement of the opening of the new residence hall at 33 Beekman. News coverage of the world’s tallest dorm reached major newspapers, and TV, and radio stations nationwide, as well as across the pond with the Daily Mail reporting it in the UK.

Westchester Cuts the RibbonAs Pace celebrates the completion of the first phase of the Westchester Master Site Plan, there is a great story of growth and renewal to tell. The ribbon-cutting events for Kessel Student Center, Alumni Hall, and the Environmental Center Complex were covered by all major Westchester media.

Field House FundingAnother major milestone in Westchester that attracted national media was the Ianniello Field House naming and $2 million gift from Pace alumnus and trustee Joe Ianniello ’90. The story broke in The Wall Street Journal and was covered by media nationwide.

Pace Wins National College Fed ChallengeAn undergraduate team of Pace students won the national College Fed Challenge for the second consecutive year. Pace bested Princeton, Bentley University, University of North Carolina at Chapel Hill, and Northwestern. The competition tests students’ understanding of the US economy, monetary policymaking, and the role of the Federal Reserve System.

Partners in AccountingNews of Pace’s partnership and accreditation program with the Association of Chartered Certified Accountants (ACCA) USA, which now allows Pace accounting students to complete coursework that will qualify them for specific exemptions from ACCA’s 14 exams, reached leaders in the accounting field through media coverage in Accounting Today and Compliance Week, among others.

ABC News AOL.comBloombergBusinessweekCBS NewsCNBCCNNCrain’s New York BusinessDaily MailDiscoverEducation WeekEntrepreneurForbes FortuneFox Broadcasting CompanyInside Higher EdInternational Business TimesLos Angeles TimesNBC NewsPreventionPsychology TodayPublishers WeeklyReutersSan Francisco ChronicleThe AtlanticThe Christian Science MonitorThe Chronicle of Higher EducationThe Hollywood ReporterThe Huffington PostThe New York TimesThe Wall Street JournalThe Washington PostU.S. News & World ReportUSA TodayVanity FairVarietyWAMCWiredYahoo! Finance

2015 Media Highlights

for international students

Board of TrusteesPhoteine AnagnostopoulosFormer Deputy Chancellor New York City Department of Education

Mark M. Besca ’81Chairman, Pace University Board of TrusteesNYC Office Managing PartnerErnst & Young, LLP

Aniello A. Bianco ’61Chairman EmeritusPace University Board of Trustees

Philip F. Bleser ’84, ’94Global Chairman of Corporate BankingGlobal Head of Multinational Corporate

Subsidiary CoverageJ.P. Morgan Chase & Co.

Christopher A. Edwards ’95Deputy Attorney General, Assistant Chief Transportation, Construction and

Condemnation SectionNJ Department of Law and Public Safety

Stephen J. FriedmanPresidentPace University

Nancy A. Garvey, PhDRetired ControllerAlliedSignal

John A. Gerson ’69Chief Financial Officer and Chief Compliance

OfficerPaladin Realty Partners, LLC

Cynthia Greer Goldstein ’77, ’81Tax Attorney, CPALaw Offices of Cynthia Greer Goldstein

Barry M. GosinChief Executive OfficerNewmark Grubb Knight Frank

Bridget-Anne Hampden ’79Senior Adviser to the Chief Operating Officer

for the Federal Student Aid (FSA)United States Department of Education

James E. Healey ’64Retired Chief Financial OfficerNabisco, Inc.

Joseph Ianniello ’90Chief Operating OfficerCBS Corporation

Suresh Munshani ’89Chief Executive OfficerLiberty India Investment Fund Inc.

Edward F. Murphy ’74Retired Executive Vice PresidentFederal Reserve Bank of New York

John T. O’Connor, Esq. ’86PartnerHunton & Williams LLP

Michael O’Reilly ’71Retired Vice Chairman and Chief Financial

OfficerThe Chubb Corporation

David J. Pecker ’72Chairman, President, and Chief Executive

OfficerAmerican Media, Inc.

Rev. Barbara Ann Porceddu ’74Interfaith Minister

Thomas J. Quinlan III ’85President and Chief Executive OfficerRR Donnelley

Carol RaphaelSenior Adviser, Manatt Health SolutionsRetired President and Chief Executive OfficerThe Visiting Nurse Service of New York

Jack J. Ribeiro ’78Global Managing Partner, Financial Services

IndustryDeloitte LLP

Joseph F. Ryan, PhDProfessor and Chair, Criminal Justice and

Security, and Master’s in Public AdministrationPace University

Jack L. Salzman ’68Senior Managing PartnerKings Point Capital Management, LLC

Ivan G. Seidenberg ’81Retired Chairman and Chief Executive OfficerVerizon Communications, Inc. Advisory PartnerPerella Weinberg Partners

Marie J. Toulantis ’81Susan S. Wallach Retired Special CounselSchulte Roth & Zabel LLP

Richard F. Zannino ’84Managing DirectorCCMP Capital Advisors, LLC

Trustees EmeritiDonald L. Boudreau ’70 C. Gerald GoldsmithAlfred R. GoldsteinCharles F. Jacey Jr. ’57 Ian McDougall ’54Retired Vice Chairman and CFOINCO Limited

Henry G. MillerSenior MemberClark, Gagliardi, and Miller, PC

Edward J. Noha ’51Chairman EmeritusCNA Financial Corporation

Carl H. Pforzheimer IIIChairman Emeritus and Managing PartnerCarl H. Pforzheimer & Co., LLC

Hal J. Upbin ’61Chairman EmeritusKellwood Company

Charles J. UrstadtChairman and Chief Executive OfficerUrstadt Biddle Properties, Inc.



J. Fred Weintz Jr.BCRS Associates, LLC

Ivor A. Whitson ’68Chairman and Chief Executive OfficerThe Whitson Group Inc.

Senior AdministrationStephen J. FriedmanPresident

Robert C. AlmonExecutive Vice President, Chief Financial

Officer

Henry BakerAssistant Vice President for Enrollment

Management

Lisa Bardill Moscaritolo, PhDAssociate Vice President and Dean for

Students (Westchester)

Jennifer BernsteinVice President for Development and Alumni

Relations

Neil S. BraunDean, Lubin School of Business

Stephen BrodskyUniversity Counsel

Dominick BumbacoAssistant Vice President for Academic Finance

Joseph CapparelliAssociate Vice President for Finance/

Controller

James CurryAssistant Vice President for OSA

Angie M. D’AgostinoDean for Students and Campus Affairs (Law

School)

Sally Dickerson, PhDAssociate Provost for Sponsored Research

Susan Dinan, PhDDean, Pforzheimer Honors College

Christopher ElardeAssistant Vice President for Information

Technology Services

Harriet R. Feldman, PhD, RN, FAANDean, College of Health Professions

Angelica FerreiraAssistant Vice President for Budget and Planning

Jean GallagherVice President for Strategic Initiatives

Elizabeth GartiAssociate Vice President for Human Resources

Cindy HeilbergerChief of Staff and Corporate Secretary

Vanessa HermanAssistant Vice President for Government and

Community Relations

Nira Herrmann, PhDDean, Dyson College of Arts and Sciences

Jonathan Hill, DPSInterim Dean, Seidenberg School of Computer

Science and Information Systems

Robert G.M. KeatingSenior Advisor to the President

Adèle MacKinlaySpecial Assistant to the President and Provost

Susan L. Maxam, PhDAssistant Vice President for Undergraduate

Education

William J. McGrathSenior Vice President and COO for the

Westchester Campus

Arletha MilesAffirmative Action Officer/Title IX Coordinator

Barbara PennipedeAssistant Vice President for Planning,

Assessment, and Institutional Research

Matt RennaAssociate Vice President for Human

Resources

Nina RestucciaAssociate Vice President for Development/

Alumni Relations

Marijo Russell-O’Grady, PhDAssociate Vice President and Dean for

Students (New York City)

Robina C. ScheppVice President for Enrollment and Placement

Christine Shakespeare, PhDAssistant Vice President for Continuing and

Professional Education

Peter R. SikowitzAssociate Vice President for University

Relations, Marketing and Communications

Barry Stinson, PhDAssistant Vice President for International

Programs and Services

Uday Sukhatme, ScD Provost and Executive Vice President for

Academic Affairs

Nicole ThompsonAssistant Vice President for Financial

Operations

Clare van den BlinkVice President for Information Technology

Services and Chief Information Officer

Frederica N. Wald Vice President and Chief Marketing Officer for

University Relations

Xiao-lei Wang, PhDActing Dean, School of Education

Adelia Williams, PhDAssociate Provost for Academic Affairs

David S. YasskyDean, School of Law

Pace University Leadership

Department of Marketing and CommunicationsOne Pace PlazaNew York, NY 10038

www.pace.edu

7number of awards won by the Pace NYC Model UN team at the 2015 National Model UN Conference

Winnerof the national College Federal Reserve Challenge for the second year in a row

5,000+

of US colleges for providing a strong return on investmentaccording to PayScale.com11%

Top

N O N P R O F I T O R G .U . S . P O S T A G E

PA C E U N I V E R S I T YPA I D

PACE

PRI

DE Named a “Best in the Northeast” institution by the Princeton Review

internships, co-ops, practicums, field experiences, and clinicals facilitated by Pace every year

leadership report 2016, pace magazine

Documents