 
State of the University Address |
University President Lawrence Biondi, SJ, delivered his State of the University Address on Wednesday, April 29, at St. Francis Xavier College Church. The text of his speech is reprinted below.
Good afternoon. Distinguished colleagues, members of the faculty and staff, and Saint Louis University students. I begin with what may be the most evident statement of my address to you today. To begin the State of the University Address, I am happy to report that we are, all in all, in a fine state. Certainly, there has been enough written of late about the past year and the past decade that I do not feel the need today to reiterate or return to the highlights. The indicators of our mutual hard work are well-known, perhaps the most gratifying being that our endowment now stands at $830 million. Of all the Catholic universities in the United States, our endowment ranks second only to Notre Dame and is first among the 28 Jesuit colleges and universities in the United States.
But with this address, I would like to look forward, which, of course, you cannot do without one brief look back. During the past year, we made history. With the sale of our hospital to Tenet Healthcare Corp., we changed the course of Saint Louis University. We made a choice, selected a greater good and opted for a path that will alter all of our futures. In complete communion with our board of trustees, we underwent one of the most complicated and rigorous discernment processes in recent years, and we did so with uncompromising skill, dedication and grace, albeit there were many occasions when my vice presidents and I took our fair share of Maalox, Tagamet or Zantax tablets! I want to congratulate all of you here who, in some way, participated in this effort. I publicly laud you for your efforts. I also wish to take a moment to offer my personal thanks on another level.
As is typical in a situation that commands extensive public attention and comment, the University and I were placed under an often oppressive level of scrutiny. Of all of the public events that I have been enmeshed in since becoming president Ñ and yes, there have been more than a few Ñ all of the rest did not stand up to what many of us endured during this past year. I think in some ways, all of us who work at Saint Louis University felt it. And yet, I have to say that never, never before have I received such an outpouring of support from my colleagues throughout the University. So many people took the time to drop me a note or to stop me to say that we were doing the right thing, and that I should keep looking forward. So many people read all of the articles and information written, and after considering all of the facts objectively, they readily supported our trustees' decision. Even many colleagues at our hospital took time to let me know that this effort made sense and should be done. Since becoming president, I have worked and prayed for greater collegiality, cooperation and unity throughout Saint Louis University, and then, when I least expected it, I received it in doses larger than I could have dreamed of. So, I want to begin my address by publicly thanking you for your support, confidence and trust during the last year. I was profoundly moved by it. This was clearly the right decision for us, but in many ways we are stronger, if only because we had to struggle and discern together.
Now for a point that is less obvious. I believe that there is an important and immediate lesson to be learned by all of us from the sale of our hospital. Now, you're probably rifling through your mind wondering, "Okay, What is he going to sell next? I'll bet the Madrid property is worth a lot." Believe me, Saint Louis University is not for sale. Or is it? Yes, it is. Each day, Saint Louis University must sell, or to be more delicate, Saint Louis University must strongly assert its mission and its message to our alumni, our students and our community at large. Every day, Saint Louis University is for sale, for we must constantly prove and reassert the value of our mission. And this is very, very difficult Ñ not only to do but to never forget to do it effectively and strategically.
The truth is, we could not sell the University hospital merely four or five years ago, even though it was clear that on the horizon, we would have to. The hospital's costs were spiraling out of control. There was little agreement between hospital management and medical school faculty on strategies and goals, and their implementation. Therefore, communication often was unclear, at best ambiguous, and smart objectives often were thwarted. It was not a healthy situation.
But under the health sciences leadership, our hospital administration began to look at itself and change its ways. Obscure policies were disposed of. Duplicative departments and objectives were eliminated. Communication was opened throughout the hospital, and people were allowed greater levels of input and suggestion. The hospital re-engineered itself, and the results quickly showed. The hospital was working better, and notice was paid. Suddenly, our goal now seemed possible, and the discussions with Tenet and other potential buyers of our great hospital were able to commence.
No, Saint Louis University is not for sale, but I believe the hallmark of the next era is that we must act like we are. Throughout the Frost campus, on the Health Sciences campus, and in Madrid, Spain, we must be aware that for us to take the University to the next level of greatness, we must commit ourselves to an unparalleled level of creativity and excellence, and we must do so with an awareness that we must excel at all that we do in order to attract the quality of students and faculty and research dollars that we want.
Such dreams, however, require planning. During the next year, you will begin to receive more information about "re-engineering," a strategic methodology that will allow all of us to evaluate what we're doing so that our time, talents and resources are directed toward the best efforts possible. Like you, I am often skeptical toward trendy ideas and flash-in-the-pan theories, but you will find that the method we have selected to help strategize the University's ascension to the next level is simple to learn and use and will prove very flexible for all of us. Recently, the members of the President's Coordinating Council of vice presidents and the academic deans and I went through a full, two-day retreat to study and learn the process of "re-engineering," and we found it very appropriate to implement this strategic mechanism here at Saint Louis University. I ask that you join me in approaching this process with open minds and hearts, and that when you receive the information, or are called upon to participate in the method, you will do so with your usual integrity and creativity, commitment and energy.
I would like to give you a brief example of this process now. I sincerely believe that during the next five to seven years, Saint Louis University must renew and strengthen its commitment to pursuing the goal of academic excellence. We must do this for one simple reason: Our future students deserve it. We must excel to a level surpassing the heights we have already proudly achieved. This is a desire, a goal, an accomplishment that, as president, I wholeheartedly believe in. It is a commitment each of us makes to and for our students.
Shortly, I will share what I believe the hallmarks of this commitment are, but for me, I have realized that as president, I must re-engineer a structure for the University that fully allows our academic mission to be present at the forefront of all that we do, a structure that proves and nourishes this commitment to our present and future students. To this end, as the trustees, vice presidents and deans are well aware, I am presently evaluating our administrative structure with the goal of simplifying senior administration. I am deeply grateful for the advice and counsel I have received so far. I intend to find an effective, dynamic academic structure that can help propel the University to the next level of excellence. I am making this change, which will be in place by the start of the fall semester, to place greater emphasis and energy on the University's growing academic achievements and standards.
If you look at the progress we have made over the past decade, it is, in fact, remarkable. All of the internal and external signs show us that we are heading in the right direction. Obviously, our campuses have undergone a remarkable metamorphous. New and renovated buildings are in place to support 21st century learning. Construction of parking garages has helped to alleviate our legendary parking crunch. The academic quality of our students is excellent: Freshman ACT scores have risen steadily; in 1987, the average composite score of our entering freshmen was 22. In 1997, that number rose to 28. Our financial aid programs make SLU affordable: This year more than $41 million in scholarships and SLU-funded financial aid was awarded. Today 3,325 students hold academic scholarships, tripling the number in only 10 years. The productivity of our faculty has increased dramatically: sponsored grant and contract research revenue has increased from $10 million in 1987 to more than $30 million today. Faculty publications number 4,228, a 101 percent increase in 10 years. There are currently 22 scholarly journals published at Saint Louis University .
Mission and identity continue to be at the heart of everything we do, whether we teach, work or study at SLU. Notable achievements of the decade include the Shared Vision series, the Jesuit Heartland Conference held on our Frost campus last May, the upcoming SLU Journey Conference, and the hundreds of thousands of volunteer hours that our students, faculty and staff have given to those in need.
But I am always one who believes in setting the highest standards and then doing all that we can to achieve them. For the purposes of this address, I have focused my thoughts on the steps we must take immediately in order to pursue greater academic accomplishment.
For our students, we must make a significant investment in recruiting and retaining talented and inquisitive women and men of diverse backgrounds to raise the quality of our undergraduate, graduate and professional students to the level of the nation's leading institutions. With the academic and enrollment management leadership of the University, we hope to design and implement a carefully targeted program of student recruitment to complete the transformation of Saint Louis University from a regional to a national university. To do this, we must continue to expand our financial aid and academic and need-based scholarship programs. We must continue to redesign student and residence life programs to create a living and learning experience grounded in Jesuit formation principles. And finally, we must continue to develop service and leadership programs that will offer students a greater opportunity to connect service, social, cultural and spiritual activities with their academic programs and experiences.
For the University faculty, I would like to see us do more. I would like to see the following initiatives to ensure that our faculty are on par with the finest universities in the country: increase faculty development resources to fund new and enhance already established academic programs that encourage and support investigation and scientific inquiry; continue to broaden the racial diversity of our faculty and staff and further our Jesuit affirmative action; support faculty scholarship and pedagogy through internal grants, rotating professorships across disciplines and expansion of the work of the Center for Teaching Excellence; and finally, continue to increase the number of endowed chairs and professorships. I would also like to take a moment here to add that I have been gratified by the response to the new Faculty-Staff Club on Lindell Boulevard. Not only does it appear that this addition is being used, but it is doing what we all hoped: providing a new opportunity for interaction and collegiality between and among faculty and staff from across our campuses.
Continuing with what I see to be our academic imperatives, we must definitely accelerate the integration of technology into the classroom and learning experience of our students. It has become imperative that we prepare our students for life in this technological age. Our challenge is to enhance the learning, teaching, research and work of our students, faculty and staff by optimizing the use of information technology and the development of innovative applications of technology. To do this, we must continue to create high-tech, state-of-the-art classrooms and laboratories. We must develop partnerships among other educational institutions, corporations and foundations to provide network access in order to establish Saint Louis University as an educational "hub"; and finally, and most daunting, we must put into place a computing infrastructure on our three campuses that meets the enormous needs of all of our students, faculty and staff.
Are these goals ambitious? Yes, they are! Are they reachable? I believe so. They will take time to achieve, to be sure, but I have great faith in the people and energy of Saint Louis University. I also know that our fund-raising efforts Ñ efforts that I must continue to pursue zealously Ð will have to continue with the strength and vigor that allowed us to exceed our $200 million capital campaign goal. Certainly we must also continually monitor and examine our tuition rate. While we are sometimes subjected to criticism that our tuition is too high, it is also important to point out that of the 28 Jesuit colleges and universities, our tuition ranks 19th, and we have by far the lowest rate, when you consider the comprehensive nature of our institution compared to the remaining nine Jesuit colleges and universities. For example, the difference between the tuition at Xavier University in Cincinnati Ñ the lowest of the Jesuit schools Ñ and Saint Louis University is $1,400 a year. I think we should be very, very proud of the fact that the board of trustees and the administration have over the years kept scholarship monies at the forefront of our capital campaign and yearly efforts with our benefactors.
Another fact I am proud of is the remarkable work our athletic department has accomplished in forming true student-athletes. As Bernie Miklasz in the St. Louis Post-Dispatch recently pointed out, our athletic programs are "squeaky clean" and our fans and supporters want them that way. For two consecutive years, Saint Louis University has ranked number one among the Conference USA schools in academic achievements. Last year, 102 Saint Louis University student-athletes made the Conference USA Honor Roll, and several of our players on many teams have been heralded for their outstanding work as scholars and athletes. Ladies and gentlemen, this is an accomplishment that cannot be underestimated, and I applaud all who are responsible for this achievement.
This past year saw the completion of several important construction projects on our campuses, foremost being the relocation of Parks College to the Frost campus, an effort that, again, was only accomplished because of cooperation, commitment and team-like effort. Looking into the future, I stand before you today and say that during the next three years, I do not anticipate beginning any new, major construction projects on any of our campuses. I wish I had a camera for the stunned looks on all of your faces. Now, I say this with my most sincere commitment, but I must offer the following three caveats.
First, part of our success at renovating our campuses has been because we have reacted quickly to important real estate opportunities as soon as they became available. As many of you know, these opportunities often are unforeseeable and somewhat unpredictable, so I cannot say that there might not be an important strategic acquisition or two, should the right opportunity come along and surprise us.
The second caveat is a project that the board of trustees has asked that we begin to explore - the establishment of a Center for Health Sciences Research - a need fully in line with our Carnegie Foundation Research II designation. While I cannot imagine such a project would break ground within three years, should the right opportunity present itself or one of our generous benefactors comes up to bat, we may pursue it within this window.
The third caveat is the physical expansion of our School of Business and Administration to accommodate a full-time M.B.A. program. Otherwise, besides the completion of projects now under way, during the next three or four years I see the fullness of the University's efforts and energies going toward the academic goals that I have already outlined.
I also believe that within the next few years, the University can and will strengthen its efforts to forge bonds and opportunities with the community that immediately surrounds us. Our work with Grand Center, with the Blumeyer Housing Project, with the Locust Business District and the Midtown Medical Center Redevelopment Corporation will continue to become more strategic for us. After a recent meeting with the Danforth Foundation, I was sent a copy of Harvard's "Initiative for a Competitive Inner City." The purpose of this initiative is to "transform thinking, reinvigorate market forces, and engage the private sector in fostering healthy economies in America's inner cities that create jobs, income, wealth and economic opportunities for local residents." I believe that during the next few years, you will see many members of our community joining together to adapt or copy such ideas, and I believe that, as appropriate, Saint Louis University will be at the forefront of such an effort.
As you can tell, even after a decade as president of Saint Louis University, I am still energized, excited and eager for the work ahead. I make no secret of my love for Saint Louis University, and part of my job is to make sure that I remain in shape to work on the challenges ahead. Two years ago, former Board Chairman Joe Adorjan encouraged me to take a summer sabbatical at the beginning of my tenth year, and for a time that was my intention. But last summer, as the work of the hospital approached, it became clear that the time was not right. So I have decided, with the full support of the board, to take a brief summer sabbatical for two months from June 15 to August 15 of this year.
There is one other issue I feel I must address before I conclude. In the final days of the sale of our hospital an issue arose concerning Saint Louis University governance, an issue that affects every Catholic college and university and every Jesuit, Catholic college and university in the country. In my personal conversations with the Jesuit Superior General, Fr. Peter-Hans Kolvenbach, I have been assured that it is a question that the Jesuit superiors and Vatican officials are currently discussing. It is a matter that will take a great deal of time to discern, study and sort out. The University's trustees will remain fully apprised of the progress, and I will continue to make certain that all of our concerns, ideas and information are properly communicated to Fr. Kolvenbach with all of you, that I will keep our faculty, staff and students well informed.
As I said at the beginning of this address, I believe that the state of the University is excellent; it is solid, and it is worthy of all of our praise and gratitude, especially gratitude to our God. As I said in this address last year, Saint Louis University boasts one of the most vibrant, collegial and productive communities in all of higher education. The work that you have done and continue to do is nothing short of astonishing, and together we will continue to fulfill the mandates of our University's Catholic, Jesuit mission. Our students, our alumni and our community depend upon all of us to continue to hold our mission dear, and to employ the fullest of our talents Ad Majorem Dei Gloriam ... for the greater glory of God.
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