Deanne D’Emilio, President, Gwynedd Mercy University

In an interview with Invest:, Deanne D’Emilio, president of Gwynedd Mercy University, shared the university’s efforts in becoming a leading Catholic university in professional and healthcare education. Its transformational projects focus on student benefits and outcomes. 

What recent changes have had the biggest impact on the university?

We have focused on a number of strategies to address student enrollment, retention, and financial sustainability. These are common challenges for institutions, and we are beginning to see a positive impact as a result of our efforts. 

What have been the takeaways from the university’s transformational projects?

We have made strong strategic decisions. Our vision has always been to be a Catholic university leader in professional and healthcare education, so we invested in marketing to showcase all the great things happening here that can sometimes be hard to amplify in a crowded market. Additionally, we significantly invested in capital improvements on campus. There are a number of facilities that have been upgraded or newly built. Recently, we held a ribbon-cutting for the new Frances M. Maguire ’55 Healthcare Innovation Center, which is now our largest academic building at 63,000 square feet, housing all of our nursing and healthcare programs. We’ve added new programs and partnerships as well. One of the most significant decisions we made was to sell a portion of the property we owned. That allowed the university some flexibility that many other institutions didn’t have at the time, as we were emerging from the pandemic. It allowed us to create a whole separate endowment, and to make some strategic investments in our future. 

How do you measure the progress in becoming a leading Catholic university?

First, we want people to know what we do here at Gwynedd Mercy University, which is where the marketing and public relations piece comes in. We also continue to focus on the outcomes of our students. We need to ensure they’re successful and secure jobs in the professional and healthcare sectors. The feedback we’re hearing from their employers is probably one of the best ways we measure our progress. Our most recent data shows that 96% of graduates are either employed or in graduate school within six months of graduating from our university. We were recently named by the Carnegie Foundation as an opportunity university with a nursing focus, which puts us in the top 16% in the United States for that category, and one of only 32 in the Commonwealth of Pennsylvania. The designation means we provide opportunities to students who might not otherwise have access to higher education, and that those students do well once they graduate. We’ve also jumped significantly in social mobility rankings over the last few years, largely because many of our students are first-generation — the first in their families to pursue a college degree that will prepare them for a successful career. When they begin earning, it’s a different earning potential than when they first enrolled. Another quantifiable aspect would be all the other majors we have such as business, education, criminal justice, psychology, and more.

How would the new healthcare innovation center shape the university’s role in addressing healthcare equity and access?

We wanted to think broadly about what it means to be innovative. The facilities are certainly a key part of that equation. We also focus on our approach to interprofessional education. We intentionally bring students from different majors to work together at the Healthcare Innovation Center and tackle some of the problems society is facing and understand how their work impacts the work of their future colleagues and the overall patient experience. We have always focused on the mission of the Sisters of Mercy and how we will address the next great need in society. Our students in the healthcare majors learn how to incorporate a holistic approach to compassionate patient care. We’ve provided nursing education for more than 70 years, and we have a strong regional reputation. We think of the Healthcare Innovation Center as the place where innovation meets mercy. We have the necessary technology in the building, as well as a mindset that focuses on providing equitable access to high-quality compassionate healthcare.

How do partnerships help students to succeed after graduation?

Partnerships are very important. We intentionally explore partnerships to not only place students in jobs after they graduate, but also prepare them for the workforce. We already have more than 100 clinical placements for our nursing and healthcare students, for example, which helps address the shortage of healthcare workers. We have a number of partnerships with health systems that will provide either upfront support, or loan repayment for students when they graduate, in return for a work commitment with the system after graduation. This has been a draw for a number of students who are seeking employment and education funding resources. It’s a win-win for the university, the students, and our partners. 

What do you think about the future of professional and healthcare education?

The future is bright, especially in healthcare. There are severe shortages, certainly in this region, but also in many regions across the country, and the shortages are projected to increase as more professionals retire. These programs will continue to thrive. The same is true for many other professions. Teaching is starting to grow again, and education will remain a critical field. Preparing future teachers and education leaders is another strength of GMercyU. Regardless of major, students are looking for a return on investment in their education. In addition to strong outcomes for students, we have a very welcoming and nurturing environment at the university. Students will tell you that they are also looking for guidance and a strong system of support, which we have in spades here. 

What do the students expect from their university experience? 

The answer for undergraduate and graduate students often differs. The undergraduate students, in addition to the focused attention they receive from the faculty and staff, want to belong. We have many student athletes and many students are involved in clubs and organizations. All undergraduate students also participate in service and experiential learning. They look for some type of experiential learning, whether it’s an internship, student teaching, clinical placements, or undergraduate research. At the graduate level, they’re very focused and pragmatic, aiming to earn their degree to advance in their careers. But, they also appreciate the level of support and care available to all our students.

What are the university’s top priorities for the next few years?

Our strategic bridge plan runs for another year and a half, and then we’ll develop a new three-to-five-year plan. The priorities will remain similar, in that we continue to seek growth in enrollment and retention. The emphasis on retention ensures that students who start their program get to the finish line. That is our duty once we accept these students. We also plan to continue improving facilities. All of these improvements we’re investing in through partnerships and in-demand programs are for the benefit of our students – to get them to where they need to be. As technology and the market continue to change, we want to stay responsive. Our strategies have been very successful on the enrollment front, with three years of growing incoming classes. This year, our applications and admittances were at a 20-year high, with a 30% increase in nursing and healthcare enrollment and we want to build on that momentum.