UPenn_Book_Campaign by SteegeThomson Communications

THE CAMPAIGN for the UNIVERSITY of PENNSYLVANIA BRIEFING BOOK

THE CAMPAIGN for the UNIVERSITY of PENNSYLVANIA Fall 2006

...... 1 CAMPAIGN SUMMARY

5 POSITIONING STATEMENT 6 From Compact to Campaign 10 Putting Knowledge Together 13 Penn People 16 At Our Doorstep, Around the World

18 CAMPAIGN GOALS

21 UNIVERSITY LIFE AND SCHOOLS 22 University Life 25 Arts and Sciences 29 Dental Medicine 31 Design 33 Education 35 Engineering 37 Law 39 Medicine 44 Nursing 46 Social Policy & Practice 48 Veterinary Medicine 50 Wharton

54 CENTERS 55 Annenberg Center for the Performing Arts 57 Athletics 59 Institute of Contemporary Art 61 Library 64 Morris Arboretum 66 Museum of Archaeology and Anthropology

CAMPAIGN SUMMARY

“An Ability to serve Mankind, one’s Country, Friends and Family… should indeed be the great Aim and End of all Learning.” — Benjamin Franklin

THE UNIVERSITY OF PENNSYLVANIA CAMPAIGN SUMMARY

...... THE TRUSTEES OF THE UNIVERSITY OF PENNSYLVANIA have endorsed a $3.5 billion campaign to support our emergence as the great urban research university of the 21st century. The times call for a new kind of university, and Penn can offer leadership in higher education by answering that call for innovation. With our unique culture of collaboration and an unsurpassed wealth of disciplines and schools, we will integrate knowledge across those traditional structures to tackle issues that will shape our world. We will increase access to undergraduate education, professional schools, and graduate studies for the most talented students from all walks of life so that we nurture men and women who can lead our multicultural society. We will also build on our already remarkable level of engagement with our neighbors, locally and globally, to strengthen our impact beyond our campus. These commitments — to integrate knowledge, increase access, and engage communities worldwide — make up the promise of the Penn Compact. Every goal of the Campaign for the University of Pennsylvania will help us deliver on that promise. Penn’s purchase of 24 acres to the east of our campus creates the stage on which we can achieve these aspirations. No other university located within a major metropolitan area has comparable room in a continuous space to build the facilities essential to a great, modern enterprise for research and teaching. The contained nature of our campus will continue to facilitate the easy movement of people and ideas across schools that is Penn’s very essence. With unlimited potential before us, we now seek philanthropic partners to join us in charting a new course in higher education.With their support, we will complete our campaign by 2012, underwriting Penn’s global impact for years to come. We look, above all, to empower Penn to pursue greatness for decades to come by adding a total of $1.7 billion to the endowment. Right now, Penn stands 72nd among major universities in endowment dollars per student. Such a position is untenable if we are to fully serve our students, our community, our nation, and our world.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

The Campaign will also support capital projects essential to realize our 30-year master plan for development. New academic facilities will sustain Penn’s leadership in fields that are revolutionizing our lives: medicine, neuroscience, and nanotechnology. Construction of an additional College House will bring more students into residences that create communities and extend opportunities for learning beyond the classroom. Unrestricted gifts and support for programs and cross-disciplinary institutes will contribute to teaching and research that change the way we think about higher education. This Campaign will achieve additional goals, beyond the dollars raised, that will shape Penn’s future permanently. We will build our levels of engagement with alumni, friends, and other members of the Penn community. We will enhance regional programming, re-invigorate class connections among alumni, build annual giving participation rates, and deepen our commitment to diversity programs, career networking opportunities, and leadership development. As part of the University’s overall $3.5 billion financial goal, we have identified the following core priorities: Faculty: $621 Million Incisive scholars and inspiring teachers are absolutely essential to our vision of our future. Through this Campaign, we will appoint Penn Integrates Knowledge (PIK) Professors, who will be academic leaders with proven records in generating knowledge that crosses disciplinary boundaries. Every school within the University also looks to bolster the number of named faculty positions at all levels, attracting leaders at the height of their careers, mid-career academics, and younger faculty who will bring new life into our labs and classrooms. Undergraduate Student Aid: $350 Million Penn aspires to educate men and women who can bring perspectives from all walks of life and cultures to address the issues we face as a global society. We can realize this aspiration only if we significantly increase endowment for undergraduate student aid. In 2006, Penn provided $88 million in financial aid to undergraduates. Only 13 percent of that significant amount came from endowment income, forcing us to draw heavily on our operating budget. More endowed scholarship funds will free up resources for our other goals and keep our doors open to the most talented students from all economic backgrounds.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

Graduate and Professional Student Aid: $276 Million Graduate students are the researchers and faculty of the future, while students in our professional schools will set the pace in virtually every arena: corporate, civic, and public service. Penn attracts graduate and professional students who are extraordinary in their breadth and brilliance. We must increase endowment so that Penn can continue to recruit the very best students. Of the over $130 million Penn expends on graduate and professional student aid annually, slightly more than $16 million, just 12.5 percent, comes from endowment. Medical Research and Clinical Investment: $225 Million Scientists and professionals from many disciplines are combining their knowledge and skills to make stunning advances in the quality and length of life. Penn seeks support for two existing world-class institutes — the Abramson Cancer Center and the Institute on Aging — that already define the leading edge of research and teaching in their fields.With campaign funds, we will also establish three new institutes in cardiovascular medicine; diabetes, obesity, and metabolism; and translational medicine and therapeutics. Each one will create exponential growth in work that holds the promise of improved health to millions of people. Campus Life: $73 Million Significant investments in our campus and the opportunities we offer students outside the classroom have contributed to Penn’s meteoric rise as a destination for students who could go anywhere. Without question, our College Houses have been among the most important of those investments, and requests to live in the Houses now far outstrip available space. A new College House, complete with academic support and a dining facility will extend that option to more than 350 additional students. New recreational spaces and renovations to the Arts, Research, and Culture House (ARCH) on Locust Walk will also contribute to a dynamic campus life. Nanotechnology Center: $53 Million Some day, a chip thinner than a human hair will replace the hard drive in your computer. The potential for biological applications of nanotechnology is even more remarkable: invisible chips within your body that may replace hormones and damaged tissues or perhaps even hold your short-term memory. Drawing on our strengths in the life sciences and engineering, Penn has the foundation to provide leadership in such developments — if we build the facilities to support it. On the eastern edge of our current campus, the Nanotechnology Center will also serve as a gateway to Penn, designed to welcome visitors from Center City Philadelphia and beyond.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

Neuroscience: $20 Million How do we treat and teach children with learning differences? What triggers schizophrenia? How does our chemical make-up affect the way we make decisions? Brain science today brings together chemists, biologists, mathematicians, psychologists, and other experts to shed new light on questions that underlie everything from the way we medicate children to the way our legal system responds to criminal activities. A new Neural and Behavioral Sciences Discovery Center will provide the environment for teaching and research on this important frontier of our knowledge.

THE UNIVERSITY OF PENNSYLVANIA came into being because a great man proposed a revolutionary idea.As much a doer as a thinker, Benjamin Franklin also made sure his idea became reality. Pennâ&#x20AC;&#x2122;s moment has come again. It is within our reach to be the great urban research university and a model for higher education that this world very much needs. Now it is up to all of us, together, to create the university of the future.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

POSITIONING STATEMENT

POSITIONING STATEMENT ......

FROM COMPACT TO CAMPAIGN

...... AT THE PENN CENTER FOR MOLECULAR DISCOVERY, biomedical researchers from Penn’s School of Medicine, chemists from the School of Arts and Sciences, and robotics experts from the School of Engineering and Applied Science are screening small molecules to discover biological interactions that may arm physicians with new therapeutic weapons against retroviruses, cancer, inflammation, and clotting. On the western edge of the campus, Penn has partnered with the School District of Philadelphia to create a model high-achieving, urban public school. Penn’s Graduate School of Education helped design the innovative curriculum.The University’s law, nursing, dental, veterinary, social policy and practice, and arts and sciences schools have also contributed to the school’s success. So have Penn students from throughout the University who intern, tutor, and lead after-school activities there. In Washington, D.C., Penn convened a major conference only one hundred days after Hurricane Katrina struck in 2005. Marshaling the expertise of the School of Design and nine other Penn schools, plus the Fels Institute of Government, the Penn Institute for Urban Research,Wharton’s Risk Management and Decision Processes Center, and other Penn institutes and centers, the University helped develop a framework for assessing the risks and managing the hazards of natural disasters, industrial accidents, terrorist attacks, and pandemics, and followed up with a second symposium. Looking abroad, the School of Arts and Sciences Center for the Advanced Study of India is the first research center at a major American university to concentrate on the political and economic development of the world’s largest democracy and one of its fastest-growing economies. Meanwhile, in Botswana, where nearly 40% of adults are infected with HIV, Penn’s School of Medicine, joined by the School of Nursing, is leading a comprehensive program of AIDS research, education, and clinical care. These are just a few instances — on campus, in the community, in the nation, and around the world — of Penn faculty, students, and staff realizing Benjamin Franklin’s founding vision of translating theoretical knowledge into practical action and leading the world toward a better future. They exemplify the promise of President Amy Gutmann’s Penn Compact to “make the greatest possible difference in our university, our city, our country, and our world” and epitomize the Compact’s principles.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

A METEORIC RISE In little more than a decade Penn has climbed to the top rung of America’s great research universities, achieving an extraordinarily high degree of excellence in teaching, research, practice, and service across all twelve schools. Penn faculty routinely garner the highest honors and awards, while the quality and diversity of students have risen to record levels. The University’s close-knit urban campus has grown more beautiful, and our West Philadelphia community has become more vibrant. Consider some recent milestones: • We are offering more competitive financial aid packages to undergraduate, graduate, and professional students, not only to increase access to Penn but also to expand the pipeline to academia for underrepresented groups. • The renovation of Fisher-Bennett Hall has transformed this campus landmark into an integrated humanities hub that is now home to the English department, a new Cinema Studies program, the Center for Programs in Contemporary Writing, and rehearsal space for the Department of Music. • We have launched cutting-edge interdisciplinary programs and research centers in nanoscience, cardiovascular medicine, translational medicine, and life sciences management. • We are building The Raymond and Ruth Perelman Center for Advanced Medicine, which will provide superlative cancer and cardiovascular care for the Northeast. • Celebrating its 125th anniversary as the nation’s first business school, Wharton is considered the gold standard by leaders around the world.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

• We have inaugurated the David Chan Center for Building Simulation and Energy Studies, a joint venture of the School of Design and Tsinghua University in Beijing. • The School of Social Policy & Practice is helping shape national legislation protecting children’s welfare. • The Dental School is working with the medical school, insurance companies, and industry to study the relationship between periodontal disease in pregnant women and pre-term births. • The School of Veterinary Medicine continues to be a world leader in research on stem cells and animal-transmitted diseases such as West Nile and avian flu. • The Annenberg School for Communication, working with the medical school in an NIH-funded Center for Excellence in Cancer Communication Research, is exploring how people learn and respond to information about cancer.

PENN’S MOMENT Today, urban universities throughout the country look up to Penn as the model for cultivating mutually beneficial town-gown relations. Internationally, new and emerging universities in India, Singapore, China, and elsewhere turn to Penn for guidance as they chart their own institutional paths. Communities throughout the world count on Penn to produce the leadership, knowledge, cures, and innovation that will deepen understanding and improve their lives. Propelled by a momentum unmatched in our history, Penn is poised to ascend from excellence to eminence. It is within our reach to become the great American urban research university, with a perspective that encompasses the world and an impact that is felt locally and internationally. Realizing this aspiration will require strategic investments, above all in the University’s endowment, which is smaller than those of other leading universities. A robust endowment is essential to attracting and retaining the promising students and accomplished professors who will extend Penn’s extraordinary arc of progress.The reward of such an investment in human capital will be a greater University and a better world.Toward these ends, Penn is undertaking its first University-wide campaign since 1994. We ask for your support in charting a course toward greatness for Penn’s future.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

KNOWLEDGE INTEGRATION ......

PUTTING KNOWLEDGE TOGETHER

...... THIS GENERATION AND THE NEXT must draw on multiple disciplines to confront the complex issues of today and contribute to their resolution tomorrow. To do so requires integrating knowledge across the traditional boundaries of science, technology, arts and culture, the social sciences, and the professions. Penn enjoys a great competitive advantage here. With a strong School of Arts and Sciences and eleven other outstanding schools on one campus, we excel in interdisciplinary teaching and research. Penn is a university where professors from the law and medical schools teach freshman seminars, where undergraduates at Wharton and the engineering and nursing schools take liberal arts courses in the School of Arts and Sciences, and faculty groups spanning disciplines confer advanced degrees. Undergraduate education at Penn also integrates theory and practice, both within and across disciplines. Our students learn by doing â&#x20AC;&#x201D; on campus, in the community, and around the world. They conduct research in laboratories at the medical school, curate exhibits at the Institute of Contemporary Art, work in the University Museum, and teach in local schools.The Campaign for the University of Pennsylvania will strengthen this distinctive dimension of the Penn experience.

UNPRECEDENTED PARTNERSHIP The Penn Compact takes this advantage a significant step further and envisions something that has yet to be fully realized in higher education: a genuine partnership between the arts and sciences and our professional schools that will benefit our students, our society, and our world. The Campaign for the University of Pennsylvania will help seal this unprecedented partnership by funding key initiatives, which include: â&#x20AC;˘ Penn Integrates Knowledge (PIK), a University-wide initiative to recruit 18 eminent scholars whose research and teaching integrate knowledge across disciplines and address the most important intellectual challenges of our times. These scholars will hold endowed University Professorships and joint appointments at two or more schools. In April 2006, the first PIK Professor was named. John L. Jackson, Jr., a cultural anthropologist and documentary filmmaker teaching at Duke University, will hold joint appointments in the School of Arts and Sciences and the Annenberg School for Communication. He will also be affiliated with the Center for Africana Studies.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

• A state-of-the-art facility for Penn’s program in nanotechnology, the integrated science of creating new materials and devices that operate on a minuscule scale. Penn’s nanoscience initiative will unite the engineering school’s widely admired strengths in bioengineering and materials science with basic science departments in the School of Arts and Sciences. • Innovative interdisciplinary initiatives. In education, the Huntsman Program for undergraduates, the Lauder Institute for graduate students, and the new Vagelos Program in Life Sciences and Management integrate international business, languages, science, and the liberal arts in collaborations between the School of Arts and Sciences and Wharton. In research, the Institute for Diabetes, Obesity and Metabolism will draw on the expertise of not only the School of Medicine but also Wharton, the veterinary, nursing, and other schools to understand the genetic, behavioral, and environmental causes of diabetes and obesity.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

ACCESS ......

PENN PEOPLE

...... EXTRAORDINARILY TALENTED PEOPLE are the heart and soul of our great University. They drive the advancement of knowledge that makes a difference in the world. To achieve enduring eminence, we must increase our endowment and, with it, our capacity to attract and retain outstanding students and faculty from all backgrounds across all twelve schools. We also must provide them a welcoming educational environment that includes quality housing and state-of-the-art research and teaching facilities. “In a democracy and at great universities, diversity and excellence go together,” President Gutmann said in her inaugural address. “Keeping them together requires access based on talent, not income or race.” Penn is one of only a few universities and colleges nationwide that reward excellence and promote diversity through need-blind admissions and need-based assistance. More than 57% of our undergraduates receive some form of financial assistance and enrich our community of scholars beyond measure.

THE BEST AND THE BRIGHTEST Under the Penn Compact, we have taken a leadership role among major research universities in making financial assistance more effective for undergraduates.We have increased the percentage of the average freshman financial aid package that is met by grants and reduced the percentage met by loans. We recently announced that we will pay the entire cost of undergraduate education — tuition, room, board, and fees — for students from economically disadvantaged families with incomes of $50,000 or less. These and other measures are significantly easing the financial burden on scholarship students and their families. Yet low- and middle-income students still are underrepresented at Penn, as they are at all highly selective colleges and universities, and our relatively modest endowment detracts from our ability to compete for the best and brightest students. We currently fund 85% of financial assistance out of our operating budget. While we are in the top tier of national universities in U.S. News & World Report’s rankings, we stand 72nd in per-student endowment. To sustain our commitment to need-based aid, we must enlarge our small scholarship endowment, which not only makes it difficult to offer generous aid packages but also constrains the flexibility of our schools to fund other programs and activities.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

THE HOTTEST IVY Critical to the University’s eminence is the quality of the collegiate experience for our extraordinary students. Penn’s campus exposes them to the worlds of possibilities that urban life, higher learning, and the professions present. Establishing the College House system and creating student hubs for writing, technology, undergraduate research, and community service contributed to Penn’s ranking as “Hottest Ivy for Happy to Be There” by the 2006 Newsweek Kaplan Guide to Colleges — an encouraging indicator of the vitality of undergraduate life at Penn. Yet we still cannot offer on-campus housing to every student who wants it throughout his or her college years. We also need to provide more and better co-curricular opportunities that enrich the undergraduate educational and social experience. As we improve existing College Houses to foster ever-stronger and more integrative living and learning communities, we must also build a new College House.This would be the first ever on the Penn campus to be originally designed as a College House, with dining and meeting rooms, and welcoming spaces for study and recreation.

FACULTY AND FACILITIES The most important element of a Penn education, of course, is the quality of the faculty. Like scholarships, senior faculty positions are sorely under-endowed at Penn.The competition for top professors is keener than ever. Endowed chairs ensure that the University benefits from the teaching and the research of the world’s finest minds. They demonstrate a commitment not just to a distinguished professor but to an entire field of learning over generations. To support a world-class faculty we must also provide first-rate facilities and ample resources that will enable Penn faculty to conduct classes and research at the very highest and most innovative level. The academic infrastructure desperately needs renewal, a renewal that will strongly enhance the experience of both students and faculty. Fulfilling the academic access and eminence goals of the Penn Compact will entail raising funds for the following priorities: • Improving financial aid offerings for undergraduate, graduate, and professional students while reducing our reliance on the operating budget to fund scholarships. • Establishing more endowed chairs to recruit, retain, and support the best faculty.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

• Building new facilities and amenities that attract the very best students, beginning with the creation of a new College House. • Undertaking new capital projects that strengthen our core missions of research, education, and service in the arts, sciences, and professions.

ENGAGEMENT ......

An appropriate symbol of an engaged university, the proposed pedestrian bridge shown on the following page will eventually connect the eastern edge of an expanded campus to Center City Philadelphia. Pennâ&#x20AC;&#x2122;s expansion east to the Schuylkill River is part of a 30-year-plan for campus development.

AT OUR DOORSTEP, AROUND THE WORLD

...... PENN HAS UNDERTAKEN COMPREHENSIVE INITIATIVES across the full spectrum of the University’s activities — academic and institutional — to become an integral part of the West Philadelphia community and a partner for progress around the world. The impact of Penn’s local engagement is palpable. The Urban Land Institute awarded the University an Award of Excellence for having “reduced crime, increased job opportunities, improved the quality of life for the neighborhood’s residents, and enhanced the university’s ability to attract the top students, faculty, staff, and research opportunities.” Today, committed homeowners, a constellation of shops and restaurants, and abundant arts and culture displayed and presented at the Institute of Contemporary Art, the Annenberg Center for the Performing Arts, and the Museum of Archaeology and Anthropology enliven West Philadelphia. Thanks to an innovative curriculum, rigorous engagement on the part of Penn faculty, and stellar academic performances by students, 72% of the graduating 8th-grade class of 2005 at the Penn Alexander School earned admission to selective high schools. Emboldened by this and other successful partnerships to improve public education in West Philadelphia, we are creating a magnet high school that focuses on international culture and languages.

OPENING TO THE EAST Sustaining Penn’s momentum as the leading urban research university in the nation and a force for progress and equitable economic development in Philadelphia will require space. Fortunately, Penn is poised for unprecedented growth and development as we purchase 24 acres of U.S. Postal Service property to the east and extend our campus to the Schuylkill River. The University has a bold plan to create a new, mixed-use neighborhood with broad community support. Penn’s eastern development will make Philadelphia a more dynamic city, full of intellectual and economic energy. Our plan calls for converting parking lots and postal buildings into green space and recreational facilities, gleaming buildings for teaching, research, and technology transfer, new shops, restaurants, houses, cultural venues, and inviting gateways along the river that will connect the University and West Philadelphia more closely to Center City. This extraordinary expansion will dramatically boost the capacity and impact of teaching and research at Penn. While securing our University’s future for the next century, it will also position our city and region for national leadership in the knowledge economy.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

The Campaignâ&#x20AC;&#x2122;s priorities for the eastern campus include building cross-disciplinary research centers, which will advance the integration of knowledge, and creating recreational opportunities that will greatly enhance the undergraduate experience and the ambience of our community.

OPENING TO THE WORLD Not only in our neighborhood but also in our nation and our world, Penn has energetically sought new opportunities to make a significant and positive difference. Supporting business schools in India, China, Singapore, and Israel and nursing schools in India, Dubai, and Hong Kong, advising Iraqi Kurds about constitutional government and Iraq-bound Marines about safeguarding archaeological treasures, the University and its faculty are advancing knowledge and understanding that will improve the quality of life around the world. To expand the breadth and magnify the impact of Pennâ&#x20AC;&#x2122;s national and global engagement, The Campaign for the University of Pennsylvania will leverage our core strengths in teaching, research, and practice and support greater international access and understanding. We will launch a Penn World Scholars program that will recruit outstanding students with strong leadership potential from around the globe.We will support these students by providing financial assistance throughout their studies and, when possible, valuable mentoring from Penn alumni from their home countries. To enlarge the integrated international perspective of our students, a new initiative will bring to the Penn campus eminent visiting scholars who have made significant contributions to human progress.These renowned global leaders will deliver lectures to the Penn community, meet informally with faculty and students, and join with Penn faculty in teaching credit-bearing courses.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

CAMPAIGN GOALS

CAMPAIGN GOALS ......

ENTREPRENEURIAL ENERGY

...... WILLIAM PENN ENDORSED AN EDUCATION consisting of “ingenuity mixed with industry.” A distinct blend of creative innovation and entrepreneurial energy infuses education, scholarship, and institutional management at the University of Pennsylvania. We pride ourselves on leveraging our philanthropic dollars to maximize the impact of our teaching and research. How? By managing our resources with uncommon efficiency. Generous philanthropy and disciplined management, for example, have enabled the University to build the $300 million Perelman Center for Advanced Medicine, the largest capital project in the medical school and health system’s history, without incurring long-term debt for construction. Necessity has taught Penn to be nimble and resourceful.Your gift to Penn has a dramatic impact. As an example, the University used the leverage of the Abramson Family Foundation’s 10-year, $100 million commitment to the Cancer Research Institute to recruit 30 faculty researchers, who in turn brought in $34 million in cancer-research grants in a single year. By joining the ranks of elite research universities whose endowments are two, three, even five times greater than its own, Penn has demonstrated that it can do more with less. Imagine how much we can accomplish with more!

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA seeks to raise $3.5 billion to increase access to Penn for the very best students, recruit and retain the very best faculty who integrate knowledge across disciplines, and engage creatively and constructively with our neighbors, our city, and communities around the world. With your support, Penn will become America’s great urban research university and a global leader in higher education. A bold goal? Absolutely — but no bolder than the progress Penn has recently made and continues to make on every front, and no greater than the phenomenal future within our reach.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

CAMPAIGN GOALS

...... BY GIFT TYPE Endowment Current Use/Program Capital/Building

$1,750,100,000 $ 826,375,000 $ 897,428,000

50% 24% 26%

Total

$3,473,903,000

100%

BY SCHOOL/CENTER

GOAL

Academic Affairs/University Life Annenberg Center Annenberg School Arboretum Athletics Dental Design Graduate School of Education Institute of Contemporary Art Law Library Medicine Museum Nursing SAS SEAS Social Policy & Practice Veterinary School Wharton School

$ 332,400,000 $ 22,478,000 $ 46,500,000 $ 36,800,000 $ 140,125,000 $ 36,500,000 $ 46,550,000 $ 52,000,000 $ 12,000,000 $ 175,000,000 $ 46,800,000 $1,060,000,000 $ 53,750,000 $ 60,000,000 $ 500,000,000 $ 150,000,000 $ 33,000,000 $ 120,000,000 $ 550,000,000

Total

$3,473,903,000

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

SCHOOLS

UNIVERSITY LIFE AND SCHOOLS ......

UNIVERSITY LIFE Enriching the Penn Experience

...... PENN IS PROUD TO PROVIDE a rich and fulfilling educational experience to 24,000 undergraduate, graduate, and professional students.The education they receive is not limited to classrooms. It occurs in the College Houses and other quarters where they live, on the playing fields and in the gyms where they exercise, in the countless extracurricular activities they pursue, and in the surrounding community and city they explore.The 2006 Newsweek Kaplan Guide to Colleges recognized the vitality of undergraduate life at Penn by ranking it the “Hottest Ivy for Happy to Be There.” Continuing to improve and enrich the Penn experience is a major goal of The Campaign for the University of Pennsylvania. Building a New College House Goal: $53,000,000 At the top of the agenda is constructing a new, 21st-century student residence, the first to be originally designed as a Penn College House. Since its introduction in the mid- 1990s, the College House system has transformed the campus and become a way of life. Unfortunately, Penn’s 11 College Houses cannot accommodate all of the students who are interested in an on-campus residential experience, and undergraduates have cited a comprehensive residential program as one of their greatest needs. Penn plans to build a new College House whose 350 beds will help meet this need. It will offer an integrated living and learning experience, complete with dining, within a semi-enclosed quadrangle. Students interested in particular fields will be able to live in clusters, and the House will have its own student-managed program to present speakers and performers.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

Other priorities for enriching University life include: Renovating the ARCH Building Goal: $20,000,000 Upgrading and expanding the historic Arts, Research, and Culture House (ARCH) is the second capital project that will enhance the Penn student experience. In addition to offices and meeting places for organizations of students of color — La Casa Latina, Pan-Asian American Community House, Makuu: the Black Student Cultural Center, and a satellite office of the Greenfield Cultural Center — the historic ARCH building houses the Center for Undergraduate Research and Fellowships (CURF), the Benjamin Franklin Scholars, and the University Scholars. It also provides common spaces for student groups to meet, rehearse, and perform. Renovating the ARCH Building will make room for the Religious Activities Common and, on the site of the old Palladium that generations of graduates fondly recall, an inviting café and study space. Restored to its former grandeur, 3601 Locust Walk will complement Penn’s other historic student union, Houston Hall, and be a destination for every student. Supporting Student Activities Total student activities goal: $25,000,000 One of the qualities that distinguishes a Penn education is our integration of theory and practice. Students learn by doing, and they do a multitude of things on and off campus that contribute not only to their education but also to a better world. Penn seeks both endowment and programmatic support to continue and expand such activities. Examples of student initiative and enterprise abound: Student hubs.These centers of campus activity, which engage and unite students who share interests and enthusiasms, include: • Kelly Writers House, which has made writing a round-the-clock, University-wide — indeed, community-wide — enterprise and become a model for other campus learning communities; • Weiss Tech House, a clubhouse, laboratory, and support group that helps engineering undergraduates and other Penn students turn bright ideas into entrepreneurial ventures; • Civic House, which encourages civic engagement by organizing student-led community service and social advocacy;

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

• The Lesbian Gay Bisexual Transgender Center, one of the oldest and most active programs of its kind in the country, which serves Penn’s sexual and gender minorities and promotes understanding and acceptance of difference and diversity within the University and greater community; and • The Platt Student Performing Arts House, a new office, rehearsal, and performance space in Stouffer College House that gives student performers a permanent home in which to develop and display their skills in theatre, dance, and music.

The Center for Undergraduate Research and Fellowships. CURF provides information, advice, resources, and support to Penn students who want to participate in faculty research, initiate research projects of their own, or secure funding for graduate study. Since opening in 2000, CURF has contributed to a significant increase in the number of Penn students awarded prestigious scholarships, such as the Rhodes and the Marshall. By expanding opportunities for research, it also leads the way as Penn places increasing emphasis on hands-on research as an integral part of education. Undergraduate Student Summer Internships. Penn is creating these competitive grants to enable enterprising undergraduates to spend a summer doing challenging work in targeted areas such as international affairs, public service, and policy research.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

SCHOOL OF ARTS AND SCIENCES Where Penn and New Knowledge Begin

...... THE SCHOOL OF ARTS AND SCIENCES is the intellectual foundation of the University. It conducts basic transformative research that not only addresses fundamental questions and ideas but also serves as the basis for the professional disciplines that Penn’s other schools advance. The School provides an arts and sciences education to all of the University’s undergraduates and serves more than a quarter of Penn’s graduate and professional students. While every great research university depends on its arts and sciences core, Penn’s School of Arts and Sciences is distinguished by its outstanding integration of knowledge across disciplines, its engagement with the world, and its leadership in innovative higher education. In the past decade Arts and Sciences has earned a reputation for excellence unprecedented in its history. But it is not about to rest on its laurels. In 2006 the School of Arts and Sciences gained still more momentum by: • Introducing a new undergraduate curriculum designed to shape tomorrow’s leaders, thoughtful citizens, and independent and critical thinkers. The curriculum creates more opportunities for students to learn by doing, including conducting hands-on research. It includes a new general education requirement that emphasizes interdisciplinary learning and thinking; knowledge of science (especially among non-science majors); and the ability to understand and interpret cultures different from one’s own. • Announcing five multidisciplinary initiatives in Genes to Brains to Behavior; Nanoscience; Cross-cultural Contacts; Democracy and Constitutionalism; and the Social Dimensions of Health. These initiatives will open new avenues of intellectual inquiry, strengthen critical departments, integrate research and teaching, and forge closer connections with Penn’s other schools. • Instituting the Roy and Diana Vagelos Program in Life Sciences and Management, a joint venture with Wharton to prepare future leaders in biotechnology research and industry with scientific knowledge and business acumen. The School of Arts and Sciences seeks to consolidate and extend these gains by raising $500 million in The Campaign for the University of Pennsylvania. Its three priorities are faculty, financial aid for students, and facilities.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

The School plans to increase the size of its faculty by 10 percent in order to expand into new, cross-disciplinary areas of knowledge, achieve critical mass in key disciplines, and strengthen undergraduate education throughout the University. Additional faculty will reduce class size, increase faculty-student contact, improve student advising, and offer students more opportunities for hands-on learning and research. Providing more generous financial aid will ensure that the School of Arts and Sciences remains competitive with arts and sciences schools at other elite universities and attracts outstanding undergraduate and graduate students from diverse backgrounds. New facilities will help the School fulfill its teaching and research missions and, among other things, house two of the School’s new multidisciplinary initiatives: Nanoscience and Genes to Brains to Behavior. Key to achieving all three of these objectives will be increasing Arts and Sciences’ endowment, which, at $477 million, remains significantly smaller than those of its peers and puts enormous pressure on its operating budget and annual fundraising. Strengthening the Faculty Goal: $225,000,000 Recruiting, retaining, and expanding an eminent faculty will require endowing 45 new professorships and securing term and endowed funds to support faculty research and the recruitment of rising academic scholars. Some of the endowed professorships will be Penn Integrates Knowledge Professorships with joint appointments in other schools. Many will cross disciplines and schools in order to serve the approximately 33% of Arts and Sciences undergraduates who major in inter-disciplinary programs. Increasing Endowment for Undergraduate Financial Aid Goal: $150,000,000 Advancing the democratic ideals of freedom and opportunity, scholarships transform students’ lives and, through the contributions that Penn prepares its graduates to make, transform society.The University’s commitment to pay for tuition, room, and board for all undergraduates from families with incomes of less than $50,000 was widely hailed, all the more because it exceeded the levels set at schools such as Stanford and Harvard, whose much larger endowments fund most of their financial aid. Since Arts and Sciences students will receive the majority of these scholarships, it is imperative that the school increase its endowment to cover a greater proportion of the costs.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

Supporting Innovations in Undergraduate Education Goal: $50,000,000 Arts and Sciences has an international reputation for innovation in undergraduate education. It pioneered freshman seminars — in which first-year students have sustained contact with distinguished faculty from SAS as well as from Penn’s professional schools — and a disciplinebased critical writing program. Other advances include interdisciplinary majors such as Biological Basis of Behavior, Visual Studies, and Philosophy, Politics and Economics, as well as credit-bearing service learning courses such as those offered through Penn’s Center for Community Partnerships. The school supports undergraduate research through its internship programs in arts and culture institutions in Washington, D.C., and in laboratories across the campus. The School of Arts and Sciences seeks to strengthen these programs and develop new ones that will enrich education at Penn and serve as models for other universities and colleges. Increasing Graduate Fellowships Goal: $20,000,000 Such fellowships are essential because outstanding graduate students not only help attract the best faculty and provide them with fresh insights in research but also enrich undergraduate programs and enhance a university’s reputation. Equally important, they represent the future of scholarship as they prepare for faculty positions. This financial assistance includes support for summer stipends and dissertation research. Constructing the Neural and Behavioral Sciences Building Goal: $20,000,000 This building, the second phase in the construction of the Life Sciences Complex (the first was the recently completed Carolyn Lynch Laboratory), will put Penn in the forefront of the revolution that is occurring in brain science as research connects the basic building blocks of biology with complex behavior and phenomena, including human consciousness. The headquarters for the Genes to Brains to Behavior initiative, it will house the Biology and Psychology Departments, the Biological Basis of Behavior program (one of the School’s most popular majors), and the Penn Genomics Institute, which explores the intersection of biomedical research, engineering, and computer science. The health and engineering schools will also contribute to collaborative, creative research and education in the building’s labs and classrooms.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

Constructing the Nanoscale Research Building Goal: $20,000,000 This building, a joint project with the engineering school, will put Penn in the vanguard of another cutting-edge area of science: the manipulation of single molecules to create new materials and devices that operate on a miniscule scale. Advances in nanoscience will produce new technology in the biomedical area as well as in fields such as computing and electronics. The Nanoscale Research Building will be part of a new eastern gateway to the campus. In addition to advancing research and education at Penn, the building will advance the regional economy by encouraging technology transfer and entrepreneurial start-ups. Enhancing the Home of the Music Department Goal: $15,000,000 The Department of Music offers an outstanding program of undergraduate study and a graduate program that is consistently ranked among the top ten in the nation. In addition to its educational and scholarly missions, the department presents concerts and other programs for the benefit of the entire university. Yet it lacks adequate sound-proof classroom and performance space. The school plans to renovate and expand the Music Building in order to meet the unique needs of this distinguished program.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

SCHOOL OF DENTAL MEDICINE Leading the Profession

...... THE SCHOOL OF DENTAL MEDICINE is one of first and foremost institutions devoted to dental science in the world, with a proud heritage of pioneering advances in research, education, and professional practice. Its historic and continuing role is to improve patient care by training tomorrow’s leaders in dentistry. Fully half of the School’s students — an extraordinary percentage — pursue post-doctoral specialties, and a remarkable number have gone on to become deans of dental schools in the U.S. and abroad. The need for leadership in dentistry is particularly urgent at a time when new technology, materials, and treatment plans are transforming dental practice. Patients are changing, too, as an aging population demands better dental care and presents unanticipated challenges, while other segments of the population, including many children, receive little or no care. Penn Dental Medicine keeps the profession abreast and ahead of such changes by developing new knowledge and translating it into treatments that have a real impact on patient care. For example, when research conducted at the Dental School found that treating periodontal disease in pregnant women reduced premature births by 50%, it convinced some health insurers to cover such treatment.Testifying to the high esteem in which the scientific and professional community holds the School and its faculty, the first satellite research institute of the National Institute for Dental Research, the Center for Oral Health Research, was established at Penn Dental Medicine. The School ranks second among dental schools in National Institutes of Health funding and collaborates in research with Penn’s other health schools and the School of Engineering and Applied Science.The School of Dental Medicine also has a long-standing research program with the World Health Organization and is the only WHO Collaborating Center worldwide that combats oral infectious diseases. The School of Dental Medicine is engaged at home as well as abroad. Unlike most dental schools, Penn has a community service requirement as part of its community oral health curriculum. Among other service programs, students staff the PENNSmiles van, a fully equipped mobile clinic that provides dental treatment at elementary schools throughout West Philadelphia. In all, the school provides $2 million a year in uncompensated dental care.

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To ensure that it continues to lead the profession and improve patient care, Penn Dental Medicine has identified the following as its highest priorities in The Campaign for the University of Pennsylvania: Renovating the Thomas Evans Building Goal: $17,500,000 Dedicated in 1915, the Thomas Evans building is the historic heart of the School of Dental Medicine and to this day the hub of its clinical education and care. Every student trains in its Main Clinic, last renovated in 1983.To maintain its leadership and train the best dentists in the world, Penn Dental Medicine is renovating the Main Clinic to create a technologically advanced and efficient environment that will feature 74 operatories, wireless computer access, and related state-of-the-art equipment. The School will also renovate the periodontic and endodontic clinics, as well as non-clinical areas in the Evans building, while preserving its historic architectural details. Endowing Professorships Goal: $13,500,000 To recruit and retain the most outstanding faculty, the Dental School will endow two professorships and six assistant professorships. Endowing Financial Aid Goal: $4,500,000 Penn Dental Medicine has the highest tuition of any school in the University. A quarter of its students receive scholarships covering half of their tuition. Even then, the average student owes $150,000 to $200,000 upon graduation. This discourages many promising students, especially those from minority or disadvantaged backgrounds, from even applying to Penn. Recognizing that a diverse student body is essential to diversifying the leadership of the dental profession, the School seeks to raise endowment to support financial aid.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

SCHOOL OF DESIGN Engaged in a Global Environment

...... AS RECOGNITION OF THE CENTRALITY OF DESIGN has grown in recent decades, its scope has expanded enormously. Addressing a contemporary challenge like remediating brownfields requires a multidisciplinary team of landscape architects, urban planners, ecologists, and others. Just as no boundaries divide Penn’s schools, institutes, and centers, PennDesign students cross disciplines within the School and the University, breaking the bonds of the traditional design professions.Twenty percent of them graduate with joint degrees. PennDesign offers undergraduate programs in fine arts, architecture, urban studies, digital media design, and visual studies, and graduate programs in fine arts, architecture, city and regional planning, landscape architecture, and historic preservation. Nearly all of these programs are ranked among the top ten nationally. At once the art of imagining things and the craft of making them, design by definition integrates theory and practice. PennDesign faculty and students work in a global environment that extends from West Philadelphia to studio projects around the world. Urbanism and internationalism are themes throughout the school, as they are throughout the University. Recently the School established the David Chan Center for Building Simulation and Energy Studies, a joint venture with Beijing’s Tsinghua University. Since the U.S. and China are the world’s biggest consumers of energy, learning how to design more energy-efficient buildings will help conserve precious resources. The School of Design’s highest priority is to integrate its activities, currently dispersed among five buildings, in a newly constructed home or upgraded current facilities that encourage collaboration across disciplines, are supported by a state-of-the-art digital infrastructure, and provide ample, flexible spaces for instruction, experimentation, fabrication, administration, and display.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

In addition to this capital project, which will ensure that the school remains on the cutting edge of design and other fields, PennDesign’s priorities in The Campaign for the University of Pennsylvania include: Endowing Professorships Goal: $14,750,000 Increasing its endowment is essential if PennDesign is to continue to attract and maintain a stellar faculty.The school needs the resources to offer: • Three endowed professorships in city planning, landscape design, and historic preservation. • Three faculty career development chairs to attract emerging talents in new fields such as product design, sustainable design, and fabrication design.

• Four visiting professorships for artists in rapidly expanding areas such as video, animation, and image capture.

Endowing Student Fellowships Goal: $5,000,000 Every year PennDesign loses talented candidates for its professional programs to other schools because it can offer even the very best of them only $10,000 grants. PennDesign’s endowment per student is a third the size of Yale School of Architecture’s and a fifth that of Harvard’s Graduate School of Design. To compete for the very brightest students and ensure access to the most needy, PennDesign seeks 10 endowed fellowships to support outstanding professional students and 20 named fellowships for students from disadvantaged backgrounds who show exceptional promise.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

GRADUATE SCHOOL OF EDUCATION Transforming Classrooms at Home and Abroad

...... THE CRISIS IN AMERICAN PUBLIC K–12 EDUCATION, especially in urban schools, is so complex that no education school can address it alone. As a key component of a leading urban research university, the Graduate School of Education has the advantage of being able to leverage its own expertise with that of Penn’s other schools to make headway solving one of the United States’ most daunting problems. In addition to overseeing Penn’s involvement in the innovative Penn Alexander School, hailed as a “gold standard” school by the National Association of Independent Colleges and Universities, GSE partners with two other Philadelphia schools where test scores, rates of admission to selective high schools, and other measures of success are rising. Building on these achievements, Penn is opening, in partnership with the School District of Philadelphia and the Asia Society, a small magnet high school that will concentrate on international languages and culture, teaching every student Spanish and Chinese. Once again, in collaboration with other Penn schools, GSE is playing a leading role. Through the Penn Center for Educational Leadership, GSE offers programs, workshops, and training to school superintendents and districts throughout the Delaware Valley. It also provides master’s-level training to Teach for America corps members in Philadelphia. In the program’s first year, Teach for America retained more young teachers in Philadelphia than ever before. This is promising because research conducted at GSE reveals that a principal cause of the national teacher shortage is not that too few people enter the profession but that too many leave it after a few frustrating years. Another example of the research with results that GSE conducts — and of the creative partnerships it forms — is KIDS, an integrated database of the records of municipal health, child welfare, education, and other departments that enables researchers at GSE and the Schools of Medicine and Social Policy & Practice to track the impact of risk factors and the outcomes of interventions among all Philadelphia children from birth to age 21. GSE is also engaged in solving problems overseas. It is helping tsunami-stricken Sri Lanka and Indonesia rebuild their educational systems, joining with two major Chinese universities to launch Asia’s first doctoral programs in education, and bridging the digital divide by helping create community learning and technology centers in Ghana, South Africa, India, and Mexico. GSE also convenes International Policy Roundtables where public officials, policymakers, and educators share ideas and expertise.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

The Graduate School of Education’s priorities in The Campaign for the University of Pennsylvania include: Endowing and Increasing Financial Aid Goal: $15,000,000 Improving urban education requires teachers, administrators, and researchers whose socioeconomic and racial and ethnic backgrounds reflect the population of city schools. Many students from such backgrounds are daunted by the nearly $41,500 in debt the average GSE graduate incurs. GSE must provide more generous financial aid and fund a greater proportion of it from endowment, which currently covers only 8.24%. Supporting Faculty Goal: $9,000,000 To recruit and retain outstanding faculty and strengthen its program, GSE seeks to endow three chairs, hire professors in fields such as international comparative education and teaching and learning in higher education, and provide more support for faculty research. Supporting Programs Goal: $10,000,000 These include the International Studies High School, a joint master’s program with Shanghai’s East China Normal University for American students seeking to teach Chinese in U.S. high schools, and start-up funds for new research and entrepreneurial projects such as joint programs with Wharton that will train corporate learning officers in the U.S. and educate underprivileged children in India. Developing a New Research Facility Goal: $10,000,000 This building would consolidate classrooms and research space that is now dispersed in rented quarters.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

SCHOOL OF ENGINEERING AND APPLIED SCIENCES At the Vanguard of a Technological Revolution

...... IN 1946, PENN’S SCHOOL OF ENGINEERING AND APPLIED SCIENCE laid the foundation for the computer age by creating the first fully functional electronic computer.Today we are experiencing the genesis of another transformation in technology as physical and biological systems intersect and unite in nanotechnology. The manipulation of small clusters of atoms, significantly smaller than the size of a human hair, will create new materials and devices and present exciting new applications in engineering, life sciences, and medicine. From targeted drug delivery systems to the miniaturization of devices and tools, nanotechnology presents unparalleled opportunities for global economic development. Again, Penn Engineering leads the field, having just been ranked first in the nation in nanotechnology research by Small Times Magazine. Targeted investments in information technology and bioengineering (the School’s most popular undergraduate major) have positioned SEAS at the forefront of the next wave of advanced technologies. Penn Engineering has partnered with other Penn schools, particularly Arts and Sciences and Medicine, to support interdisciplinary research on new materials, from nanotechnology to “soft matter.” The National Science Foundation endorsed the School’s vision, strategic planning, and collaborative approach by awarding Penn two leadership grants: $14 million to create the Nano-Bio Interface Center and $21.6 million for the Laboratory for Research in the Structure of Matter — one of the largest such grants supported by the NSF in this field. Penn Engineering is investing in bio-nanotechnology. The centerpiece of this investment will be a Nanoscale Research Building, a joint undertaking with the School of Arts and Sciences that also serves the School of Medicine, the rest of the campus, and the region.The building will be located on Walnut Street near 33rd Street as an integral part of the new eastern gateway to the campus. In addition to advancing research and education, the Nanoscale Research Building will energize Walnut Street east of 33rd, welcoming visitors to Penn. This research facility is the first of several high priorities for the School in The Campaign for the University of Pennsylvania: Constructing the Nanoscale Research Building Goal: $50,000,000 “Clean-room” laboratories will be the focal point for designing, manufacturing, and testing new materials, instrumentation, and devices.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

Endowing Faculty Chairs Goal: $33,000,000 Endowing more chairs will enable the School to recruit and retain outstanding faculty in bioengineering, chemical engineering, materials science, computer science, and other rapidly growing fields that encompass nanoscale technology. Supporting Faculty Research Goal: $17,000,000 To keep ahead of the curve of scientific discovery and technological innovation, the School must provide venture capital for laboratories, equipment, and research to enable faculty projects to develop to the point where they can secure outside funding. Supporting Students Goal: $30,000,000 To attract the best and brightest students and ensure that the neediest among them have the opportunity to attend Penn, the School must provide undergraduate students with larger financial aid packages and graduate students with increased fellowship support. To relieve pressure on the Schoolâ&#x20AC;&#x2122;s operating budget, a larger proportion of this student support must be funded by endowment income.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

PENN LAW Redefining and Expanding Legal Education

...... PENN LAW IS REDEFINING LEGAL EDUCATION and what it means to be a lawyer. In addition to being superbly trained attorneys, its graduates thrive in government and finance, run major corporations, start their own businesses, head hospitals, and make their mark in myriad ways in a warp-speed world where complexity reigns. Taking advantage of its partnership with several of the nation’s finest professional and graduate schools, its proximity to national centers of economic, political and judicial power in New York, Delaware, and Washington, and its overseas affiliations with law schools across the globe, Penn Law offers a distinctive cross-disciplinary program. Its faculty — 70% of whom possess advanced degrees in other disciplines and almost half of whom hold appointments elsewhere in the University — instill a thorough understanding of the links between law and business, medicine, communications, and many other fields.Well over half of Penn Law students take at least one class at another school, and close to a third graduate with a degree or certificate of study for course work in other schools or joint programs. Penn Law has grown impressively in recent years, yet it still has the smallest endowment among the nation’s top law schools, offers the least financial aid, and maintains one of the smallest faculties.To build its endowment, strengthen its faculty, increase student scholarships, enhance its facilities, and create cross-disciplinary initiatives that will be to the legal profession what think tanks are to government, Penn Law has embarked on a campaign to raise $175 million in seven years. It has raised $83 million in gifts and pledges to date. The highest priorities of Penn Law’s campaign are: Endowing Faculty Chairs Goal: $65,000,000 Penn Law seeks to expand its fulltime faculty, which currently stands at 44, to the 50 recommended by an outside review. This will ensure Penn Law’s eminence in cross-disciplinary fields such as Constitutional law, corporate law, healthcare regulation, and intellectual property. Endowing faculty chairs will enable the school to recruit outstanding scholars and to groom and retain its own star faculty.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

Endowing and Increasing Financial Aid Goal: $66,000,000 The average Penn Law student graduates with more than $100,000 in debt.This has a significant impact not only on admissions but also on the careers students pursue after graduating. For example, although Penn Law was the first major law school to require public service in the community — and 75% of students exceed the requirement — only 4 to 5% of graduates enter public service. To compete for top students, promote diversity, and enable alumni to choose careers freely, Penn Law must offer more generous need- and merit-based aid. Today, our endowment covers only 23% of such aid; Yale Law School’s endowment, by comparison, provides 100%. Improving Facilities Goal: $10,000,000 Campaign support will create a physical environment that accommodates the pedagogical innovations in Penn Law’s academic program. Penn Law needs additional seminar rooms and offices for cross-disciplinary education, research, and publications as well as space for legal writing and academic support programs. Creating Cross-Disciplinary Initiatives Goal: $6,000,000 Penn Law plans to establish new interdisciplinary institutes modeled after its highly successful Institute of Law and Economics. Institutes in areas such as the health sciences, international and comparative law, Constitutional law, and technology will attract top-notch faculty and students, serve as laboratories for new modes of thought about complex public policy issues ranging from stem cell research to privacy and intellectual property rights in the digital media, and present new career paths to students.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

PENN MEDICINE United by Achievement and Aspiration

...... BY ANY MEASURE AND EVERY STRETCH of the imagination, PENN Medicine is an enormous and extraordinarily successful enterprise. Its medical school, the first to be founded in America, ranks second in National Institutes of Health research grants, and third in the nation in the most recent U.S. News & World Report listings. Among a multitude of biomedical “firsts,” School of Medicine researchers discovered the first defective chromosome linked to cancer, pioneered human in vitro fertilization, developed a cure for atrial fibrillation, and identified a hormone that triggers Type 2 diabetes. Conducting the largest MD/PhD program in the country and stellar biomedical graduate studies, the School of Medicine is world-renowned for training physician/scientists and leaders of academic medicine. PENN Medicine’s three hospitals — led by its flagship Hospital of the University of Pennsylvania — deliver superlative care to nearly 75,000 admitted patients and more than two million outpatients each year. Yet for all its complexity and size, PENN Medicine is an integral component of the University of Pennsylvania campus, sharing Penn’s collaborative ethos and subscribing wholeheartedly to the principles of the Penn Compact. It is dedicated to access, both of promising students to an outstanding biomedical education and of patients to outstanding medical care. It promotes the integration of knowledge by working with other Penn schools to expand discovery through more than 300 formal programs across the campus. And it is engaged locally and internationally, striving to translate advances in biomedical research into effective treatments by leading — to cite just one example — a comprehensive counter-offensive against HIV/AIDS in Botswana. PENN Medicine and the University of Pennsylvania are united by achievement and aspiration. PENN Medicine helps make Penn a great university, and the University helps make PENN Medicine a great medical school and engine of research. Together they will make each other greater still.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

That is why PENN Medicine plays a major role in The Campaign for the University of Pennsylvania. PENN Medicine’s goal in the campaign is to raise $1.06 billion and invest it strategically in: • research that is intensely collaborative, interdisciplinary, and translational, ensuring that scientific discoveries make an impact on patient care; • people, by recruiting the very best faculty, students, and staff;

• facilities that will transform the campus and enlarge the scope of medical understanding and practice; and • patient care, saving lives and improving their quality throughout the region and the world.

INVESTING IN RESEARCH Biomedical research is a continuum, from discoveries in basic bench science through translational research, which develops these discoveries into new therapies and cures, to clinical research that tests and improves the effectiveness of these therapies and cures. The mapping of the human genome, advances in biomedical computation, and other innovations have accelerated the rate of discovery dramatically and outpaced the ability of many biomedical research centers to absorb, integrate, and apply new knowledge that dissolves the boundaries between traditional disciplines and specialties. PENN Medicine, because of its unique position in the heart of a great university, will always excel in basic research.While continuing to strengthen this fundamental part of its mission, PENN Medicine is redoubling its efforts in interdisciplinary and translational research in support of clinical research that will benefit not just its own patients but people around the world. Endowing and Supporting Interdisciplinary Institutes Goal: $175,000,000 in Endowment; $50,000,000 in Programmatic Support PENN Medicine has established four new institutes — for cardiovascular medicine; for neuroscience; for diabetes, obesity, and metabolism; and for translational medicine and therapeutics — that integrate its research, clinical, and educational missions, emphasize cross-disciplinary and inter-school collaboration, and strive to bring the fruits of research to patients as swiftly and safely as possible. Researchers at the Institute for Translational Medicine and Therapeutics, for example, are exploring innovative immunological treatments for cancer, gene therapies for hemophilia, cellular therapies for Alzheimer’s disease, and the new and growing field of pharmacoepidemiology, a bridge science spanning pharmacology and epidemiology.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

In addition to these new institutes, PENN Medicine seeks support for its well-established and highly respected interdisciplinary centers, the Abramson Cancer Center and the Institute on Aging. Supporting Basic,Translational, and Clinical Research Goal: $270,000,000 Because PENN Medicine is a vast research enterprise that no number of institutes can encompass, it also seeks continued programmatic funding and additional or reconfigured space for basic research in fields like structural and chemical biology, translational research in areas such as the genetic bases of human illnesses and the discovery of new drugs to treat Parkinson’s and other neurodegenerative diseases, and clinical research at its Transplant and Lung Centers, among other facilities. Supporting such research is especially urgent at a time when federal funding for biomedical science has flattened. Although PENN Medicine ranks highly in NIH funding, to continue to perform so impressively under less favorable circumstances it must have additional resources to facilitate and nurture faculty research projects.

INVESTING IN PEOPLE Because the competition for outstanding scientists, clinicians, and students is fierce, PENN Medicine must do everything in its power to recruit and retain eminent researchers, masterful educators, accomplished physicians, and students who show the highest promise of rising to the top levels in their fields. Endowing Faculty Chairs Goal: $120,000,000 PENN Medicine seeks to endow 40 professorships in a wide range of fields, including critically important areas such as cancer, cardiovascular disease, infectious diseases, diabetes, metabolism and obesity, and proton therapy. Endowed professorships are essential not only to fulfilling PENN Medicine’s research mission but also to retaining and rewarding its exceptional faculty, who are persistently wooed by peer institutions. Supporting Educators Goal: $50,000,000 With a variety of external pressures, faculty face special challenges in fulfilling Penn’s educational mission. PENN Medicine is determined to honor the “academic” in “academic medicine” and thereby to retain and attract the best teachers, who will in turn attract the best students. It seeks to reward master educators with the resources they need to devote time to teaching, and to support a Teaching Academy that will enable them to conduct research in medical pedagogy.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

Endowing and Supporting Graduate Student Financial Aid Goal: $100,000,000 Becoming a doctor is an arduous and expensive undertaking. Becoming a physician-scientist, biomedical researcher, or educator — the innovators and leaders that PENN Medicine takes special pride in producing — is even more strenuous, with fewer financial rewards. To attract outstanding students from diverse backgrounds at every level — medical students, post-doctoral students, and MD/PhD candidates — PENN Medicine seeks to increase financial aid and the proportion of it that endowment supports.

INVESTING IN CAPITAL PROJECTS Total Capital Projects Goal: $205,000,000 In biomedical research, education, and patient care, space is an extremely valuable commodity. Ample, state-of-the-art facilities are essential to retaining and attracting faculty, students, and patients. PENN Medicine has embarked on a capital program that will ensure its pre-eminence, bolster its robust research enterprise, enhance medical education, and improve patients’ medical care experiences. The capital projects for which PENN Medicine seeks support are: • The Raymond and Ruth Perelman Center for Advanced Medicine.The Perelman Center for Advanced Medicine is the largest capital project in the history of the University of Pennsylvania. Continuing generous philanthropic support and disciplined management will finance its construction without incurring long-term debt. Dedicated to clinical care and research, the Perelman Center will contain the Abramson Cancer Center, radiation oncology, cardiovascular medicine, and an out-patient surgical pavilion, uniting under one roof the PENN Medicine physicians, surgeons, nurses, and medical staff who combat the nation’s two most lethal diseases, cardiovascular disease and cancer. “This important project,” President Gutmann said, “will provide enormous benefits to our patients, physicians, staff, and indeed, to the entire Philadelphia region. The Center’s mission, to offer more accessible, patientfriendly care, directly supports our long-range vision to share the fruits of our integrated knowledge with our communities.” • A building for basic and translational research.This facility will complement the Perelman Center for Advanced Medicine and provide equally up-to-date quarters for basic and translational research.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

• Proton therapy center. Adjacent to the Perelman Center for Advanced Medicine, PENN Medicine is building an underground miracle. It will house massive, 90-ton rotational machines that focus high-dose radiation on a specific tumor site, reducing damage to surrounding tissue by up to 70 percent. In addition to causing fewer side-effects and complications for patients, proton therapy helps physicians treat tumors close to critical organs and/or the spinal cord. This will be the largest and most advanced such facility in the nation, and the only one fully integrated with conventional radiation therapy so that patients will receive the best treatment for their disease. It will also be used to treat pediatric cancers, continuing the historically close relationship between PENN Medicine and The Children’s Hospital of Philadelphia. • A new medical education facility. A new building connecting Stemmler Hall, the John Morgan Building, and the Johnson Pavilion will contain dynamic, flexible learning space for medical students; the Measey Simulation Center, where students and residents will work with state-of-the-art human patient simulators to hone their expertise; and a new electronic biomedical library.

INVESTING IN PATIENT CARE The ultimate purpose of biomedical research is to provide people with the most effective care possible. PENN Medicine’s physicians, nurses, and staff are renowned for providing such care, serving the entire region and attracting patients from New York to Baltimore and beyond.To keep up with the rapid pace of scientific discovery and make sure that patients benefit from the very latest biomedical advances, PENN Medicine is continually enhancing its clinical programs and facilities. Supporting Clinical Programs Goal: $40,000,000 PENN Medicine is nationally and internationally renowned for its signature clinical services in cancer, cardiovascular care, neurosciences, surgery, women’s health, transplantation, and orthopaedics. Maintaining and broadening this level of recognition across all specialties is an important goal. PENN Medicine also is determined to establish undisputed leadership in the quality of patient care with innovations such as computerized early warning systems to prevent dangerous drug interactions. Improving Clinical Facilities Goal: $50,000,000 PENN Medicine seeks support for capital projects in its hospitals and several satellites that will create new space and accommodate state-of-the-art technology.These projects include a robotic surgery center, a transplant house in which patients and their families can stay, and quarters for clinical education and service programs such as the Penn Rodebaugh Diabetes Center and Living Well After Cancer.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

SCHOOL OF NURSING Where Science Leads

...... NURSES ARE THE LARGEST SEGMENT of today’s global healthcare workforce. They are consistently at the frontlines of breaking healthcare crises. And they hold the greatest hope for much-needed changes in the quality of healthcare today. Dr. Linda Aiken, the Director of Penn Nursing’s Center for Health Outcomes and Policy Research, took that potential to heart and made headlines when she documented through nursing research that for every patient added to the ideal one-to-four ratio of nurses to surgical patients, each patient’s risk of dying rises by 7%. Her findings are already influencing hospital staffing policies and saving lives as a result. With America’s nursing shortage projected to swell to more than 800,000 unfilled positions by 2020, nursing research becomes even more critical, as does a passionate commitment to nursing education and practice. Penn Nursing’s scientific approach on all fronts advances and teaches new models of patient care and improves the quality of people’s lives. Penn Nursing faculty have developed tests and devices to identify feeding problems in infants born prematurely or with congenital heart disease which, undetected, can have lifelong effects. Community-based research in adolescent HIV/AIDS prevention has been adopted nationally by the Centers for Disease Control. And Penn Nursing is pioneering evidence-based, cost-effective transitional and homebased care for the elderly that America’s aging population will increasingly require. Deeply committed to serving its community, Penn Nursing cares for 300 elderly in West Philadelphia in the nation’s first program of all-inclusive care for the elderly owned and operated by a nursing school. Building on the success of LIFE (Living Independently for the Elderly), the School plans to reach out to the entire community and all ages with a Healthy in Philadelphia initiative promoting better care, prevention, and healthy behavior. The first school at Penn to be named a World Health Organization Collaborating Center, Penn Nursing is also actively working in over 25 countries and was the driving force behind the 2005 Penn Summit on Global Issues in Women’s Health, which convened participants from 31 countries to examine the health disparities that plague women. That conference, co-sponsored by the School of Medicine and drawing on the expertise of all of Penn’s schools and centers, typifies the collaborative, integrative approach of Penn Nursing. Its partnerships across Penn’s campus, throughout the country, and around the world have come to serve as the basis for greatly enriched educational, research, and community-based practice initiatives.

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As the highest-ranked private nursing school in the U.S. and consistently among the top five in National Institutes of Health funding, Penn Nursing is playing a leading role in developing the practitioners, researchers, and educators who will shape the next generation of nurses. The nursing school has begun a $60 million campaign whose priorities are: Supporting Faculty Goal: $10,000,000 Penn Nursing seeks endowed chairs to recruit and retain eminent faculty and term chairs for junior faculty to create a pipeline for promotion. Supporting Students Goal: $15,000,000 In addition to providing more generous financial aid to undergraduates, the school seeks fellowships for graduate students pursuing careers in research and education. Renovating the School of Nursing Building Goal: $25,000,000 The upper stories of the school require renovation to consolidate faculty offices and configure community spaces to facilitate collaboration. Supporting Nursing Science Goal: $8,000,000 Penn Nursing seeks funding for innovative research with immediate impact. Improving Clinical Education and Community Health Goal: $2,000,000 LIFE, the Healthy in Philadelphia initiative, and other community-based programs contribute to the education of nurses in addition to the well-being of neighborhoods.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

SCHOOL OF SOCIAL POLICY & PRACTICE Tackling Society’s Most Complex Problems

...... THE SCHOOL OF SOCIAL POLICY & PRACTICE, as it was renamed in 2005, is actively involved in nearly every aspect of Penn. It offers ten joint degree programs with six other schools, and its centers engage researchers throughout the University. The Field Center for Children’s Policy, Practice and Research, for instance, which has helped shape national legislation protecting children’s welfare, draws on faculty from the law, medical, nursing, and education schools as well as the School of Arts and Sciences. The school’s most recent and ambitious enterprise, a master’s program in non-profit/non-governmental organization leadership, is supported by Wharton and Arts and Sciences. This program focuses on teaching leadership. Its graduates will bring effective leadership, strong business skills, and a keen international awareness to non-profits and non-governmental organizations around the world. The School of Social Policy & Practice is central to Penn because its mission, to promote social well-being and social justice, has also been central to Penn since its founding in 1740.The School contributes 260,000 hours a year in free social service/social justice to agencies and organizations in the Delaware Valley. In this, too, it exemplifies Penn’s engagement in the community, as well as its commitment to integrating theory and practice. The School of Social Policy & Practice’s priorities in The Campaign for the University of Pennsylvania include: Endowing the Master’s Program in Non-Profit/Non-Governmental Organization Leadership Goal: $3,000,000 The most effective way to support this innovative program is by endowing the chair of the faculty member directing it. Endowing Faculty Chairs Goal: $9,000,000 It takes outstanding faculty to tackle society’s most complex social problems. High on the list of these problems today are gun violence, domestic violence and, as our nation and much of the developing world ages, end-of-life care. Insurers, care-givers, families, and the elderly themselves struggle to balance costs, benefits, and quality of life.The School of Social Policy & Practice seeks to endow three chairs for faculty who can advance research and education in these critical areas.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

Endowing Graduate Fellowships Goal: $5,000,000 It also takes outstanding students to tackle societyâ&#x20AC;&#x2122;s most complex social problems. The School of Social Policy & Practice enrolls Pennâ&#x20AC;&#x2122;s largest percentage of minority students (as well as faculty). Students do not pursue careers in social service because of the financial rewards of such work. Easing the burden of debt empowers graduates to apply more freely and effectively what the School has taught them. The only way to ensure this is by increasing endowment support for graduate fellowships. The school spends $2 million of its $10 million annual operating budget on financial assistance. A larger endowment will ease the burden on the budget as well as on students.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

SCHOOL OF VETERINARY MEDICINE Promoting Animal, Human, and Public Health

...... MANY SPECIES, ONE MEDICINE. Benjamin Rush, a signer of the Declaration of Independence and member of the School of Medicine faculty, coined the credo of the School of Veterinary Medicine in 1807. Rush presciently understood the depth and potential of the animal/human connection. From shared diseases to the role pets can play in people’s health, the future of animal and human health will depend upon veterinary research and care. Penn’s School of Veterinary Medicine, a leader in national rankings and NIH funding and one of only four private vet schools in the nation, provides animal care often not available anywhere else in the country; its faculty and students conduct bench and applied research; and it educates the next generation of veterinary leaders. Penn Vet’s Ryan Hospital in Philadelphia, one of the busiest veterinary teaching hospitals in the world, and the Widener Hospital at New Bolton Center, the only 24/7 hospital for large animals on the East Coast, do more than offer superior care. Practitioners and researchers at Penn Vet’s hospitals identify trends in animal health and disease and develop new therapies. Bench researchers in Penn Vet laboratories have done pioneering work with in vitro fertilization and stem cell research that has promising implications for human diseases such as Alzheimer’s disease and obesity. Gene therapy developed to reverse a form of blindness in dogs is now undergoing clinical trials at Penn Medicine for use with children. Penn’s collaborative environment enables investigators and practitioners to work with colleagues from other schools, including Medicine, Dental Medicine, Nursing, Social Policy & Practice, and Arts and Sciences, and have an impact on the broadest spectrum of health. Penn Vet is leveraging its unique strengths — direct care to over 50,000 animals annually, worldrenowned scholars and practitioners, and a University environment that encourages crossdisciplinary collaboration to create an environment where clinical expertise is informed by and in turn enables and speeds discoveries that extend from the molecular level to the whole animal and even to entire populations. Imagine a world in which a dog predisposed by breed to cancer receives treatment targeted to its specific genetics, or a horse with laminitis similar to that of Barbaro, one of Penn Vet’s most famous patients, is quickly treated by new advances to prepare and regenerate damaged tissues.This is the future of Penn Vet and veterinary science.

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The Veterinary School’s principal priorities in The Campaign for the University of Pennsylvania include: Investing in Care and Research Facilities Goal: $42,500,000 Taking full advantage of the latest technologies, responding to emerging diseases, and averting the dangers of drug-resistant infectious diseases will require major capital investments at New Bolton Center, especially at Widener Hospital, and on the Philadelphia campus. These investments include creating a comprehensive electronic medical record system that will be an extraordinary epidemiological and bioinformatic resource. Leading the Profession Goal: $24,000,000 To recruit and retain outstanding faculty, Penn Vet must offer endowed chairs and professorships in such fields as oncology, equine stem cell research, and infectious diseases. Supporting Students Goal: $23,000,000 Allaying the national shortage of veterinarians poses a special challenge at Penn, where, as a private institution, tuition is relatively high. Part of the solution is to increase enrollment by 15 more students per class — with an emphasis on those interested in research, service to agriculture, and public health — while increasing financial aid to attract the best students. Graduates now leave Penn Vet with an average debt of $120,000. Lightening this burden will reduce a barrier that discourages alumni from pursuing post-doctoral studies and careers in fields where there are critical shortages. Funding Translational Research Goal: $12,500,000 Animal patients are an invaluable asset and a great resource veterinary medicine can tap to advance both animal and human medicine. Additional resources will enable Penn Vet to play a leading role in introducing novel strategies and treatments, such as stem cell therapies, in animals long before they can be applied to humans.

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WHARTON Understanding and Creating the Wealth of Nations

...... BUSINESS IS THE MOST POWERFUL FORCE for change in the world. Understanding this force and channeling it constructively, knowing what drives an organization and an economy, are essential to creating wealth that improves the human condition. Wharton, the world’s biggest business school, with the largest and most frequently published and cited faculty, prepares business leaders who fuel the growth of industries and economies around the globe. Wharton is also the world’s first collegiate school of business. Founded in 1881, it is celebrating its 125th anniversary and the international reputation it has earned for innovation, breadth and depth of expertise, integration of knowledge, and global engagement in business and policy.

INNOVATION During a century and a quarter,Wharton has compiled an extraordinary record of “firsts”: • The world’s first business textbooks (1881) • The first PhD program in business (1891) • The first MBA in health care management (1973) • The first joint-degree program in management and technology (1978)

• The first MBA/MA program in international management (the Joseph E. Lauder Institute, 1983) • The first undergraduate joint degree in international studies at a business school (the Huntsman Program in International Studies and Business, 1994)

Today the school continues to innovate, developing, for example, technology-enhanced learning tools that engage students in virtual business ventures.

BREADTH AND DEPTH OF EXPERTISE With 293 standing and associated faculty in 11 academic disciplines and 18 research centers and programs,Wharton marshals unparalleled intellectual resources. Entire departments are dedicated to health care systems and real estate.The most comprehensive source of business knowledge in the world, Wharton offers academic programs across the entire spectrum of business education to students on the high school, undergraduate, MBA, and doctoral levels, and to senior executives.

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INTEGRATION OF KNOWLEDGE Wharton takes full advantage of its partnership with Penn’s other great schools by offering six undergraduate and graduate joint-degree programs and 10 graduate dual-degree programs. While Wharton undergraduates study liberal arts at the School of Arts and Sciences, at any given time a third of all Penn students are taking a course at Wharton. This ensures that business students (and faculty) continually profit from the insights of other disciplines and professions. In turn, Wharton’s managerial and entrepreneurial know-how infuses the entire university. A prime example is the Roy and Diana Vagelos Program in Life Sciences and Management, a major initiative undertaken jointly with Arts and Sciences that is attracting outstanding students and providing them the scientific knowledge and business acumen to become future leaders in biotechnology research and industry.

GLOBAL ENGAGEMENT IN BUSINESS AND POLICY Wharton integrates not just knowledge but theory and practice by working around the world with companies and helping local and national governments draft and implement economic policy and train top leaders. Recent projects include work with the United Nations, China, South Africa, India, Israel, Chile, Bolivia, Peru, Ukraine, Kazakhstan, Uzbekistan, Poland, Indonesia, Turkmenistan, and Turkey.Wharton has helped found business schools in India, China, Singapore, and Israel, and more than 500,000 people in 190 countries subscribe to its free website, Knowledge@Wharton, available in Spanish, Portuguese, and Chinese as well as English. Wharton enjoys generous support from many of its over 81,000 alumni living and working in 140 countries. In 2003, it completed the largest fundraising campaign ever conducted by a business school, surpassing its $425 million goal by $20 million. Yet Wharton remains under-endowed.While it is universally recognized as one of the world’s premier business schools on both the undergraduate and graduate levels, it ranks 11th among U.S. business schools in endowment per student. Increasing its endowment is one of Wharton’s chief objectives in The Campaign for the University of Pennsylvania. In all the school seeks to raise $550 million. Its priorities include: Endowing Professorships Goal: $100,000,000 To recruit, retain, and enhance its outstanding faculty, Wharton seeks to endow professorships throughout the School, with a particular emphasis on discretionary Dean’s Chairs that can be named in those areas with the greatest need or impact.

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Increasing Undergraduate Financial Aid Goal: $87,000,000 Although many alumni enjoy lucrative careers, the prospect of graduating with an average of nearly $20,000 in debt can discourage promising students from attending Wharton and limit the subsequent career choices of those who do. Providing more generous financial support ensures not only access to Wharton but more options afterward. Endowing the Joseph Wharton Scholars Program Goal: $10,000,000 Joseph Wharton Scholars are exceptional undergraduates who pursue scholarly research within the context of a business education.Their enriched, four-year academic honors program provides individualized learning experiences as well as many group activities. An endowment would ensure the quality and permanence of this program, which helps Wharton recruit and retain outstanding students. Increasing MBA Fellowships Goal: $85,000,000 Extending more financial assistance to MBA candidates will help Wharton compete with more richly endowed business schools for the very best students, especially women and minorities. Less student debt will also expand the career choices alumni can make and, since 43% of Wharton’s MBA candidates are international students, enlarge the pool of global citizens who make a difference in the world. Increasing PhD Fellowships Goal: $5,000,000 Wharton’s doctoral programs, which are among the largest and most selective in the U.S., play a critical part in advancing the School’s core goals of creating and disseminating business knowledge by educating students who drive business research and teaching around the globe. Over 1,500 doctoral alumni teach, conduct research, and lead at more than 150 universities worldwide. Endowing PhD fellowships will provide the resources necessary to attract the best doctoral candidates to Wharton, who will in turn have a transformative effect on global business education. Increasing the Dean’s Fund Goal: $65,000,000 This unrestricted fund enables Wharton to respond quickly and decisively to an ever-changing business environment. In the past it has provided seed money for innovative initiatives such as Wharton’s San Francisco satellite school Wharton West, Knowledge@Wharton, and programs in sports business and media and entertainment. Augmenting this fund will ensure that Wharton continues to be inventive and enterprising, hiring new faculty, initiating new courses and programs, and launching new research on the cutting edge of business education.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

Supporting the Wharton Fund Goal: $63,000,000 The Wharton Fund provides critical unrestricted resources to expand Wharton’s historic leadership in higher education. Ensuring eminence in scholarship, teaching, and learning, developing excellence in exciting new fields and initiatives, and responding to unforeseen challenges and opportunities, the Wharton Fund has a major impact on the classroom, the campus, and the world at large. Endowing an Entrepreneurial Institute Goal: $50,000,000 In 1973, Wharton became the first business school to develop a fully integrated curriculum of entrepreneurial studies. An Entrepreneurial Institute that consolidates, strengthens, and advances the school’s many entrepreneurial programs could explore the growing fields of global wealth creation, technology entrepreneurship, venture capital and private equity, regional entrepreneurship, and corporate venturing, and make Wharton the world leader in entrepreneurial education and research. Endowing the Wharton Leadership Institute Goal: $50,000,000 The Wharton Leadership Institute would integrate and support the school’s formidable expertise in leadership, ethics, and governance to stimulate leadership teaching, scholarship, and development around the world. Endowing a Curriculum Research Innovation Fund Goal: $20,000,000 This fund will strengthen the core curriculum by supporting the development of distinctive Wharton case studies and other new educational materials. Upgrading Facilities and Information Technology Goal: $15,000,000 As the business world evolves,Wharton must continually reconfigure and update its educational and research facilities as well as the IT infrastructure that supports them.

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CENTERS

CENTERS ......

ANNENBERG CENTER FOR THE PERFORMING ARTS Where Penn Presents theWorld

...... THE ARTS ARE AN INTEGRAL PART OF EDUCATION and the fabric of campus life at Penn. At the heart of Penn’s campus, the Annenberg Center for the Performing Arts has served the University with distinction since 1971 as one of the nation’s foremost performing arts centers on a major urban university campus. All the world’s on stage at the Annenberg Center. The Annenberg Center for the Performing Arts has welcomed distinguished theatre companies such as Shakespeare’s Globe Theatre of London, revelatory playwrights like Athol Fugard and August Wilson, directors including Robert Wilson and Penn alumnus Harold Prince, eminent actors such as Colleen Dewhurst, Liv Ullman, and Morgan Freeman, composers and musicians as diverse as Philip Glass, James Galway, Wynton Marsalis, and Dianne Reeves, and great dance companies and choreographers like Martha Graham, Alvin Ailey, Paul Taylor, and Twyla Tharp. The Center annually features renowned artists in theatre, music, and dance from as many as 20 nations, ranging from Australia and Brazil to Bulgaria and Burundi, through the University’s highly regarded Penn Presents program. The Annenberg Center is much more than a presenting venue, and its world-class artists and companies do more than perform. Its Experience It Live! arts contextualization program offers workshops and seminars for students and local school and community groups, as well as pre-show dinners and lectures and post-performance discussions featuring distinguished Penn faculty. Artists participate in classroom discussions in the English,Theatre Arts, and Music Departments, along with other academic programs, and enhance Penn’s diverse student performing arts groups. The Annenberg Center is a hive of extracurricular activity as well. Many of the 40 Universityfunded performing arts groups on campus (and some of the roughly 50 unfunded ones) use its three stages and numerous rehearsal spaces.And thanks to the Center’s new, alumni-funded Ben’s Tix Program and Student Rush opportunities, a large and growing population of ticket buyers for all performances are Penn students.

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Reaching out beyond Penn to the extended community, the Center offers reduced-price tickets through the West Philadelphia Audience Initiative, presents matinees for school children in the Student Discovery Series, hosts a six-week Summer Performing Arts Camp for youth, and is home to the annual Philadelphia International Children’s Festival, the oldest and most respected of its kind in the U.S. The Center is one of the most frequently visited buildings on campus by the Penn community and the public, and serves as the venue for a broad range of local, regional, national, and international programs and conferences hosted by University departments and outside arts and business organizations. Embracing all that is excellent at Penn, the Annenberg Center serves the University as: • an emblem of excellence and inclusiveness; • a forum where great art, art forms and ideas — past, present, and future — from around the region, the nation, and the world — intersect in unexpected ways; • a gathering place where the University and the community come together; • a cultural institution where world-class theatre, music, dance, and children’s programs share the stage with significant conferences and meetings;

• a resource center whose creative programming permeates the fabric of University life, engaging broadly diversified audiences in deep and authentic ways; and • a venue where arts and ideas have a human face, and performers and audiences share in the possibility of being transformed.

In order to better serve Penn, the Philadelphia community, and the regional, national, and international performing arts community, the Annenberg Center has identified two principal priorities in The Campaign for the University of Pennsylvania: Ensuring Artistic Eminence in Theatre, Music, Dance, and Children’s Programming Goal: $9,250,000 The highest priority for the Annenberg Center for the Performing Arts is to enhance the extraordinary depth and range of its artistic programming.To benefit the University and its diverse audiences, the Center seeks to raise the caliber of its programming from its current artistic excellence to eminence and significantly increase operating support through annual giving and multi-year gifts. Transforming the Annenberg Center’s Presence and Visibility on Walnut Street Goal: $20,000,000 To more deeply engage the University and the City, the Annenberg Center will construct a stunning new entrance on Walnut Street that is both physically accessible and visually transparent. The renovation will transform the building and its public spaces and significantly increase access for hundreds of thousands of visitors.

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ATHLETICS A Sports Village for Everyone

...... UPHOLDING THE PENN COMPACT’S PRINCIPLE of accessibility, the University’s Division of Recreation and Intercollegiate Athletics strives to provide something for every one of the 40,000 people who study, work, and/or live in the Penn community, from the Olympic hopeful to the overweight freshman who simply wants to exercise. Fielding 33 varsity teams, Penn operates one of the nation’s largest intercollegiate programs. About a thousand undergraduates, more than one in ten, are student athletes. Yet Penn lags behind its peers in outdoor playing fields and indoor space, which places coaches at a competitive disadvantage when trying to attract the best and brightest student athletes to Penn. From mid-November to mid-March, Penn’s outdoor athletes have few places they can escape the cold to practice and play. Unlike other Ivy League schools, the University lacks a true field house. To remedy this, Penn plans to build a field house and renovate existing historic facilities, creating an athletic village that heads its list of athletic priorities in The Campaign for the University of Pennsylvania. Creating an Athletic Village Goal: $100,000,000 Penn’s new field house will make its wrestling, fencing, gymnastic, and track teams, among others, even more competitive than they already are and offer recreational opportunities to every student and community resident. The vast interior space will also be suitable for University occasions such as Commencement and Convocation and for other noteworthy non-Penn events, ranging from concerts to political debates, which the University is currently unable to host indoors. Once the field house is completed, Hutchinson Gymnasium will be gutted and an Olympic-size swimming pool installed. The newly created and renovated facilities will accommodate local, regional, and national events that cater to the interests of the University and surrounding community. Both the field house and the Hutchinson Gymnasium will be connected by a bridge to the Palestra basketball arena.The three structures and adjacent new playing fields will be a hub of round-theclock activity and will create an inviting corridor to the Schuylkill River.

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Supporting Varsity Athletics Goal: $23,625,000 Because Ivy League schools do not play in income-producing bowl games or appear frequently on television, Penn depends heavily on the generosity of alumni to keep abreast of inflation and give its 33 teams the travel opportunities and state-of-the-art equipment they need to play their very best. Endowing the Directorship of Athletics Goal: $3,000,000 The person who holds this extremely important post is responsible for setting the tone of the entire athletic program on campus and in the community, attracting student athletes, inspiring alumni loyalty, and enhancing Penn’s national and international reputation. That’s a tall order, and endowing this position ensures that Penn will always be able to attract and retain a superb person as its Director of Athletics. Endowing the Directorship of Recreation Goal: $1,000,000 Endowing this position affirms that exercise and play enrich the lives of not only athletes but also everyone in the Penn community. Endowing Ten Head Coaching Positions Goal: $12,500,000 Only six such positions are currently endowed. Endowing additional positions presents opportunities to support other sports as well as to reinforce Penn’s commitment to women’s athletics by endowing head coaches of women’s teams.

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INSTITUTE OF CONTEMPORARY ART Exhibiting Tomorrow Today

...... FOUNDED IN 1963,THE INSTITUTE OF CONTEMPORARY ART discovers, exhibits, and documents some of the most important art of our day and enables Penn students and others in the community to share in the experience, interpretation, and understanding of contemporary visual art, from painting to video to architectural installations. A non-collecting museum, ICA offers one-person, thematic, and group exhibitions, including commissioned works, and diversifies its examination of visual art to include interdisciplinary work such as film, video, performance, architecture, and design. The ICA gave Pennsylvania native Andy Warhol his first show and has been instrumental in identifying and developing artists such as Cy Twombly, Laurie Anderson, Robert Mapplethorpe, Agnes Martin, Rachel Whiteread, and Lisa Yuskavage who have gone on to win worldwide acclaim. The ICA serves the University by putting Penn on the map in the national and international art worlds.The 11 to 12 shows it mounts a year are frequently reviewed in the New York, national, and international press. As mandated by its mission, ICA documents all exhibitions with scholarly publications containing important critical essays, biographical, and bibliographical information. These materials disseminate significant information on artists and trends in the contemporary art world to the broadest possible audience. In some cases, these publications may be the first and/or only documentation of an artist and his or her work. Penn students represent 25 to 30% of the more than 25,000 annual visitors that ICA welcomes during its nine-month exhibition season. Students intern at ICA and sit on its board. They can take a two-semester seminar, offered in collaboration with the Department of the History of Art, that is the nationâ&#x20AC;&#x2122;s only undergraduate course in curating contemporary art, and another seminar, a joint venture with the Center for Programs in Contemporary Writing, in critical writing. The ICAâ&#x20AC;&#x2122;s overriding priority is to increase its $2 million endowment so that senior staff need no longer spend 80% of their time raising its $2.5 million annual operating budget, including their own salaries. To reduce this burden, ICA has embarked on a campaign that to date has yielded $5.5 million in gifts and pledges. A recent early leadership gift pledged to endow the Directorship, thereby ensuring that ICA will always attract and retain outstanding directors.

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As part of The Campaign for the University of Pennsylvania, ICA seeks additional endowment support for a variety of projects, including: Endowing Exhibitions, Programs, and Publications Goal: $4,500,000 Endowment support would enhance every exhibition at ICA, providing the resources to commission more artists, display more art works on loan, develop and acquire more traveling shows, and produce more and better catalogs. Endowing the Senior Curator Goal: $2,000,000 Exhibitions are determined by the curatorial staff. An endowed curatorship would ensure that ICA could attract and retain an experienced, talented senior curator to lead this department and assist the Director in realizing their vision for ICA. Endowing the Curator of Education Goal: $1,750,000 The ICAâ&#x20AC;&#x2122;s education initiatives appeal to all age groups. Endowing the education coordinatorâ&#x20AC;&#x2122;s position would ensure that ICA remains at the forefront of museum education and continues to respond to the needs of its diverse audience, particularly University students and underserved populations in Philadelphia. Endowing a New Associate Curator of Faculty Academic Liaisons Goal: $1,500,000 This new position would integrate ICA more fully into Penn by working with faculty to facilitate tours and other programs, develop courses, and coordinate collaborations.

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UNIVERSITY OF PENNSYLVANIA LIBRARY Building the Libraries of the Future

...... PENN’S LIBRARY WAS REMARKABLE IN THE AGE of its founder because it was one of America’s first libraries designed to support higher learning. It is just as distinctive today for reasons that Franklin would have appreciated but could have never imagined. The man who harnessed electricity would have appreciated the technological innovations that are part of the Library’s recent history. Systems for networking catalogs, distributing information over the web, discovering the latest research, and organizing and preserving scholarship are all mainstays in research libraries — and they all bear some imprint of the Penn Library’s intellectual vitality and talented staff. More than anything, Franklin would have appreciated the part his library plays in helping to integrate research, learning, and practice. The Library has made great strides in advancing the intellectual life and scholarly experience of Penn’s eminent faculty and gifted students. Its challenge and goal is to sustain and further these advances in a time of enormous change. A part of that goal has been to transform the Library as place.The renovations of the Fisher Fine Arts Library and the Van Pelt-Dietrich Library Center — most recently in the construction of the Weigle Information Commons — are compelling re-creations of these spaces as laboratories where learning unfolds through group interactions, the use of new technologies, the helpful guidance of information professionals, and the proximity of Penn’s vast collections. The Library’s next goal is to effect a similar transformation of the Special Collections Center. The Center presents a paradigm of all great libraries, past and future: a distinguished set of collections, a highly trained staff invested in the quickening of young intellects, a history of creative partnerships with faculty and academic programs, and a readiness to explore and innovate with technology, all supported by a model service culture. In the Special Collections Center old books will acquire new pedagogical purposes and reading spaces will become new focal points for learning. This transformation of the physical library is as applicable to the sciences as it is to the humanities, and the Library plans to expand the Special Collections paradigm to a wider range of communities, beginning with the health sciences and engineering. The Library as place must facilitate the collaborative aspect of learning, which guides much of the curriculum planning at Penn, even as it supports the traditional tools of scholarship — spaces for study and collections.

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Our collections, in the varied formats that scholars enjoy today, remain vital to the academic enterprise, but the cost of maintaining these special assets of scholarship perennially rises faster than most other University costs. Teaching, learning, and research require broad and deep collections in print, electronic, and multi-media forms. In more than 250 years of collection building, the Penn Library has created a distinguished resource, one that scholars worldwide recognize and use. Though digitized technology delivers an enormous amount of information with previously unimaginable speed and ease, distinctive scholarship will also continue to require distinctive collections, collections of often specialized publications in a wide range of languages and formats, acquired with the expertise of a highly skilled staff. Indeed, a knowledgeable, well-trained, and talented staff is central to the quality and effectiveness of all library services. Librarians are the links to the community, to partnerships with peer institutions, and to the rapidly changing information environment. Staff, collections, and attractive and functional spaces are the foundation of every great library. The Library’s goal is to secure the dollars needed to sustain and develop these resources — to continue the practical and forward-thinking legacy that has differentiated the Penn Library since its founding. The Library’s priorities in The Campaign for the University of Pennsylvania include: Increasing Endowment to Acquire Digital and Print Information Goal: $10,000,000 Increased endowment income will help the Library sustain the cost of important current scholarly materials (8% annual inflation rate), and purchase significant new resources. Endowing the Directorship of Libraries and Two or More Major Librarianships Goal: $9,000,000 The new income from this endowment will be used to hire and retain outstanding librarians who are building the libraries of tomorrow. Creating the Special Collections Center Goal: $15,000,000 The Library plans to make the entire sixth floor of the Van Pelt-Dietrich Library Center into a showcase of its more than 250,000 rare books and some 10 million pieces of manuscript material. A modern lecture forum and a gallery devoted to Benjamin Franklin will make it a campus destination. Funds for the center include special endowments for its directorship and the acquisition of more rare books and scholarly materials.

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Transforming the Engineering Library Goal: $4,000,000 This new facility will represent the next step in building the 21st century library. It will feature an “Information Commons” array of services and be a showplace for the advanced work of the School of Engineering and Applied Science community. It will also function as an academic “crossroads” for the eastern part of campus. Transforming the Biomedical Library Goal: $2,000,000 This new library will be part of a “gateway” to the medical campus and will serve the Medical School, the Hospital, the Nursing School, and the School of Arts and Sciences. The Information Commons concept will be utilized and enhanced to meet the demanding needs of researchers, practitioners, and teaching faculty.

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MORRIS ARBORETUM The Staffs of Life

...... ALTHOUGH ONE OF THE WORLD’S LEADING urban universities might seem an unlikely steward of 170 acres containing more than 13,200 trees and shrubs, the Morris Arboretum epitomizes Penn’s mission to serve humankind. For trees and plants not only add beauty to our lives, they provide the food, medicine, fuel, and oxygen on which our very survival depends. The Morris Arboretum promotes a greater understanding of the critical relationship between human and plant life in three ways:

RESEARCH The Arboretum collects seeds and plants from as far away as Armenia and China and assesses their adaptability in American conditions. Maintaining the authoritative database for all Pennsylvania flora, the Arboretum draws on its scientific expertise to advise state, county, and municipal officials on environmental issues such as preserving biodiversity and green spaces amid urban and suburban sprawl and maintaining water quality by protecting and planting watersheds and streambanks.

EDUCATION While Penn students, especially graduate students in botany and landscape design, frequently visit the Arboretum, staff with adjunct appointments teach at the University. The Arboretum also conducts a world-renowned internship program and engages more than 4,100 adults and children annually in educational courses exploring everything from Practical Rigging for Professional Arborists to educational tours for children such as “Calculate and Cultivate.”

PUBLIC EXHIBITIONS In all, the Arboretum displays the beauty and diversity of trees and plants to between 80,000 and 115,000 visitors a year.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

The Morris Arboretum began a capital campaign in 2003 that has six principal goals: Building a Horticulture and Education Center Goal: $10,000,000 This three-building complex will support research, education, and staff with offices, classrooms, workshops, storage and maintenance facilities, and the Arboretum’s largest seminar space, accommodating 175. Increasing Unrestricted Endowment Goal: $2,000,000 Although its endowment has grown from $6 million in 1991 to nearly $29 million today, the Arboretum remains under-endowed and understaffed compared to peers such as Harvard’s Arnold Arboretum and Chicago’s Morton Arboretum. Additional endowment income will reduce pressures on the annual operating budget and help the Arboretum expand its activities. Endowing the Directorship of Horticulture and Other Leadership Staff Positions Goal: $3,000,000 This position, which includes the Curatorship of the Living Collection, is critical to managing the Arboretum’s living plant collection and historic landscapes. Restoring Key Gardens and Creating a Historic Preservation Endowment Goal: $5,000,000 The eclectic Victorian gardens that John and Lydia Morris created in 1887 are an historic landscape that must be restored and preserved for its artistic and botanical importance. Developing and Endowing New Exhibitions Goal: $4,000,000 The Arboretum is planning a tree canopy exhibit that will enable visitors to experience and learn the importance of trees in cities, why we need trees, and why urban trees in particular need our help. Endowing Two Internships Goal:$1,000,000 Our 26-year-old program recruits eight interns annually from around the world who train at the Arboretum, receive graduate credit at Penn, and assume influential positions in public horticulture, both nationally and internationally.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

UNIVERSITY OF PENNSYLVANIA MUSEUM OF ARCHAEOLOGY AND ANTHROPOLOGY Civilizations on Display

...... PENN MUSEUM IS MANY THINGS TO MANY PEOPLE: a world-class collection of archaeological and anthropological treasures second only to the British Museum’s collection; one of the nation’s great cultural museums; home to the University’s Anthropology Department; a destination for generations of Philadelphia schoolchildren; the sponsor of pioneering research, such as the excavations of Tikal, one of the most important Maya sites in Guatemala, or of the ancient site of Gordion in Turkey where a tomb connected to King Midas was discovered. Embracing all of the above and more, it is a great museum of civilizations past and present. Seldom since its founding more than a century ago has Penn Museum been more pertinent than it is today. Ignorance of our past and present cultures is one of the greatest obstacles to building a better future. As conflict among cultures tears apart our global village, the museum promotes and provides an understanding of cultures, nations, and peoples that the world sorely needs. At any given time the Museum’s research scientists are working on more than 80 projects around the world, exploring everything from the interplay of culture and ecology in pre-Colombian South America to the 9,000-year history of Chinese fermented beverages. Its global engagement extends to providing national and international leadership in the contentious contemporary dispute over guidelines for how museums collect and exhibit antiquities. The Museum is also launching the Penn Museum International Research Conference Program, which will convene 10 to 15 eminent scholars from Penn and around the world to integrate the perspectives of multiple disciplines and grapple with important social issues such as the nature of political power and the impact of environmental change upon past and present human societies. The Museum is an educational resource for Penn faculty and students, especially in art history and classics as well as anthropology, and also for the 50,000 schoolchildren and 130,000 other visitors it welcomes every year. These schoolchildren are potential Penn students, and many of them form their first impression of the University here at the Museum. In June 2006 the Museum completed a six-year campaign that raised $55 million for endowment and for the physical infrastructure that will eventually make possible air-conditioning and climate control, which are vital to the enjoyment of visitors and the preservation of the collections.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

Now it is developing with renowned British architect David Chipperfield an architectural master plan that will provide better access to the Museum, with a new entrance on 33rd Street, and guide people through its exhibitions in a more clearly organized, exciting, and meaningful manner. Concurrently the Museum is developing an intellectual master plan to organize the new knowledge that its archaeological and anthropological research projects generate and to share this not only with academic specialists but also with the general public. The Museum’s priorities in The Campaign for the University of Pennsylvania are: Implementing the First Phase of the Architectural Master Plan Goal: $45,250,000 In addition to air-conditioning the Museum, these capital improvements will enable the Museum to display more of its collections — its prized African holdings, for example — and to renovate the 800-seat Harrison Auditorium, one of Philadelphia’s great halls, for use by the entire University. Implementing the First Phase of the Intellectual Master Plan Goal: $4,500,000 Creating and disseminating new knowledge about human civilizations requires programmatic support for research, exhibitions, and conferences. Endowing Curator and Faculty Positions Goal: $3,000,000 The success of the intellectual master plans will depend on the Museum’s ability to attract, retain, and compensate outstanding people to execute it.

THE CAMPAIGN FOR THE UNIVERSITY OF PENNSYLVANIA

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