This fall, Seton Hall launched one of the most highly anticipated years in our long history — a much-awaited period of restoration, renewal and reconnection. We returned to primarily in-person experiences across three vibrant campuses and welcomed the largest and one of the most-qualified freshman classes in our history. A record-breaking 23,252 would-be Pirates completed applications for the Class of 2025. Of those, 1,675 make up the incoming undergraduate class. The extraordinary number of applications to Seton Hall as well as the unprecedented size of the class continue a remarkable trend. The Class of 2025 marks the sixth time in seven years Seton Hall has reached new highs for applications, and the fourth time in five years it has done so for class size.
Moreover, U.S. News & World Report’s guide to America’s Best Colleges for 2022 has again ranked us in the top tier of national universities and named us one of the “A-Plus Schools for B Students” and a “Top Performer for Social Mobility.” Even more impressive, the University’s ranking rose six places — from 133 to 127 among the nation’s four-year public, private and for-profit national universities. Last year the University also climbed six places, marking a rise of 12 places in just two years.
As we move through this extraordinary year, we are advancing efforts to make all students feel at home and ready to do their best work. We are welcoming them more deeply into the bonds of our one University community filled with 165 years of traditions. And we are delivering on the Catholic educational mission that provides the foundation upon which our students can build their futures.
The lessons we learned during the COVID-19 pandemic taught us that consummate planning paired with extraordinary flexibility are essential to success. That is why we never stopped preparing for the future while we addressed the myriad concerns and issues of the present. By balancing daily actions with long-range planning, we approved plans to reshape our academic portfolio, elevated the ratio of instructional versus non-instructional expenses, initiated a comprehensive visioning process for the South Orange and Newark campuses, doubled fundraising year over year; and took steps to anchor the University among the most affordable in our peer group. And we are continuing to achieve the goals set forth in our strategic plan, Harvest Our Treasures, while we engage numerous Setonians on key academic and campus initiatives.
We appreciate the many ways our worldwide Seton Hall family has advanced our aspirations. I ask for your continued, steadfast support, and remain grateful for your prayers that Seton Hall continues to realize a dynamic, safe and memorable year.