Mel Schiavelli
President
Harrisburg University of Science & Technology
What's it like to be growing a fledgling school in a troubled economy? Mel Schiavelli is bringing his previous experience from University of Delaware and William & Mary to the task at hand in Harrisburg, PA.
What is unique about the establishment of your school?
For one thing it has been a major economic development project. And as a college start-up, it's the first in Pennsylvania since Carnegie Tech was founded in 1901. Manufacturing jobs have been in serious decline in this area for years. And the region was steadily losing talent. One of our missions is to help central Pennsylvania corporations become serious players in the global economy.
What is unique about your mission?
One unique factor is the strength of our connection to the corporate community. In fact, they were invited to the table to help design the curriculum. Second, we have a special mission to provide opportunity to groups under-represented in science and technology fields, such as African Americans, Hispanics and women. Our enrollment today is 53 percent African American/Hispanic, and 55 percent women.
You presently seem to be poised for an enrollment increase. Please explain.
Our new $75 million academic center gives us a very visible home. As a recruiting tool, it's been of value beyond our expectations. Add a targeted marketing blitz, and we have 1,000 applicants for next fall's freshman class, a five-fold increase over last year.
What's your sticker price and discount rate?
Our tuition is $18,000. We keep our discount rate at 20 percent or below. Our sticker price is quite meaningful, because we have no additional fees. Our students have access to student housing nearby.
When your school was an infant, what kept you awake at night during the first three years?
The same thing that keeps any president of a start-up awake. 'Can I make payroll?' Thankfully, since early 2002, we've met each one.
In more recent years, what's your most difficult challenge?
I spend considerable time and effort trying to maintain an entrepreneurial spirit while managing a growing staff. Each newly-hired employee tends to bring the ways and means of his or her former institution. We continually remind and educate people about our unique mission. That's where the energy is needed.
What's your retention rate?
We vary from 72 percent to 76 percent. It's been fairly constant since we opened in 2005. Given the nature of our student body and the rigor of the curriculum, I'm proud of that.
Among the students who leave early, what are the primary reasons?
Life gets in the way, particularly among underprivileged and minority students. To use a swimming analogy, many of them jump in the river and swim with vigor. Then they may rest on the bank for awhile. Then dive in again. We need outposts all along that river, because, if served properly, it's very likely they will achieve a degree.
Are there some retention situations in which the school should not intervene?
Intervene if financial diffficulties can be assessed and resolved. However, when life is truly in the way, and that life situation will truly hamper performance, intervene much less, but stay connected.