Enrollment Management Plan - Kean University

2012
FY 2011-2020 Enrollment Management Plan
LaMont Rouse
Winter 2012
Fall 2011 through Fall 2020
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Summary
The following report provides an overview of Kean’s Strategic Enrollment Management Plan (EMP), which
will move Kean’s current enrollment from 15,900 (fall 2010) to 20,000 (Fall 2020). The overall headcount in
2015 is projected to be 25% higher than in fall 2010 and 67% higher than in fall 2000. Kean University’s EMP
is based on modest assumptions and looks to capitalize on several strategic areas of growth, including Kean-
Ocean, areas where the University is under enrolled (Nathan Weiss Graduate College), new forms of
technology (online courses), and additional weekend and evening program and course offerings.
A coalition of administration, staff, and faculty was tasked with leading an enrollment effort at Kean in 2010.
Since the fall of 2010, the Enrollment Management Group has grown to include an ongoing committee that
attempts to project enrollment and synchronize administrative efforts and is tasked with leading the University’s
assessment efforts, particularly in monitoring ongoing trends. The following Enrollment Management Plan
describes the strategies, metrics, and rationales that will lead Kean’s efforts in the next five years.
Kean’s Strategic Enrollment Management Plan is inclusive but by no means exhaustive of all activities that will
be done on campus. Indeed, external forces will continue to impact the University’s ability to reach out, and
funding could also have an impact. Nonetheless, we are confident that between now and 2015, Kean’s robust
enrollment will continue as it seeks to improve its entering student profile.
The University is striving to become a world-class institution, and this report continues to build on the mission.
In this report, you will find distinct directions, key indicators, and measurable goals and objectives along with
strategies for achieving this ambitious agenda. Kean University is prepared to meet the additional needs of the
students through a Faculty Replenishment Plan that will increase faculty numbers by 37% (n = 450).
Highlights
Kean University will grow its overall enrollment by 25% from fall 2010 through fall 2020, with an
overall enrollment of 20,000.
The headcount in the graduate school is projected to increase by 33% (n = 4,000).
The Kean-Ocean campus is expected to grow aggressively by 127% (n = 2,500) from fall 2010’s
headcount of 1,100.
The anticipated growth in the Kean University main campus undergraduate headcount is 12.5%.
Growth will be achieved through improved targeted marketing, better retention efforts, and strategic
partnerships with industries.
Growth caps will be placed on specific programs due to market needs and/or internal human resource
limitations.
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Introduction
Kean University was founded in 1855 as a normal school. It is a state-supported coeducational institution of
higher education within the New Jersey State college system. Kean is fully accredited by the Middle States
Association of Colleges and Schools and by numerous specialized accrediting groups, including the National
Council for Accreditation of Teacher Education.
An important part of the university’s mission statement reads, ―Kean is an interactive university, and the
University serves as a major resource for regional advancement.‖ Since 2003, Kean University has been
dedicated to transforming its campus. The physical plant has added several buildings, increasing the number of
classrooms by over 40%. This expansion has helped serve the ever-increasing student population, which now
totals 16,000 undergraduate and graduate students. Kean is now the third largest public institution in the state of
New Jersey.
The growth at Kean does not signal a change in its outlook. Indeed, the expansion and beautification are
extensions of its current mission: to provide world-class education that strives for both excellence and
accessibility. Kean remains committed to providing educational opportunities throughout New Jersey. This
expansion includes new educational offerings at Ocean County College, Raritan Valley Community College,
Middlesex County College, and various other sites.
Enrollment growth since 2003 has been impressive, and the University has broken enrollment records for three
years in a row. For fall 2000, the University had a headcount of 11,468; in fall 2010, the University’s headcount
topped 15,900. Growth in the University’s graduate programs, however, has been stagnant, with a headcount of
approximately 3,000 since 2005. The University is positioned to reach 20,000 students by the year 2015,
including 3,300 to 4,000 graduate students and 1,500 additional students at Kean-Ocean.
Kean University’s EMP is based on some simple assumptions that the University is under enrolled in several
areas. While Kean’s main campus of undergraduate students is nearing capacity, there are several strategic
opportunities for growth. First, Kean is building a new 100,000-square-foot facility that will serve
approximately 2,500 students in 2015. Second, the Nathan Weiss Graduate College has conducted virtually no
ongoing or strategic marketing. Third, fewer than 2% of all of Kean’s courses are offered in an online or hybrid
format. Fourth, while Kean’s weekend course offerings have increased, they are still in a nascent state. In
addition, weekend programming does not include programs that could more readily build higher enrollment.
Finally, Kean’s global reach is continuing, with opportunities for growth from international students. This
includes strategic agreements with universities in France, Germany, Bangladesh, Brazil, and China, to name a
few.
The following report presents the goals, objectives, strategies, and tactics that will be used to build Kean’s
enrollment. The report will inform decision-making and budgeting and serve as a guide for activities. One of
Kean’s greatest challenges is accomplishing these tasks when facing ongoing budget constraints. We are
committed to collaborating with various constituents, aggressively exploring outside funding resources, and
finding efficiencies. Together we will strengthen our resolve to attract and retain students and faculty and grow
in areas needed by industry. Kean University views this report as a continuation of our neverending service to
the state of New Jersey.
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Purpose
The purpose of the Strategic Enrollment Management Report is to propose a series of ongoing and continuous
activities that will allow the University to make better data decisions and to gather empirical evidence of its
future enrollment profile. Data gathered in this report have been compiled from the Office of Institutional
Research, the Office of Accreditation and Assessment, and the Office of Computer Information Systems. The
enrollment plan is consistent with the University’s mission to achieve both access and excellence.
Institutional Foundations
The Kean University Strategic Enrollment Management Plan is based on five core institutional foundations: the
University’s mission and vision, the 2007-2012 Strategic Plan, Kean’s core values, student needs, and industry
needs. Below, we provide an overview of each of these foundations.
Mission & Vision
The mission of Kean University attempts to balance access and excellence. Kean views itself as a studentcentered
cosmopolitan institution with a focus on serving a diverse student body and preparing students to enter
into a global society (for a complete copy of the mission statement, please see attachments).
Kean University is a public cosmopolitan university serving undergraduate and graduate students in the
liberal arts, the sciences, and the professions. The University dedicates itself to the intellectual, cultural,
and personal growth of all its members—students, faculty, and professional staff. In particular, the
University prepares students to think critically, creatively, and globally; to adapt to changing social,
economic, and technological environments; and to serve as active and contributing members of their
communities. – Kean Mission Statement (first paragraph)
Kean’s mission statement details its aspirations toward learning outcomes and expansion in emerging markets,
specifically by focusing on recruiting additional international students. Kean’s vision statement is embedded in
its mission of aspiring to be a world-class institution as demonstrated by having distinguished faculty and
excellence in student outcomes.
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Kean University 2007-2012 Strategic Plan
The KU 2007-2012 Strategic Plan, Reaching Toward Excellence, is based on ten strategic initiatives designed to
reposition Kean while remaining true to its original mission as a teacher’s college designed to increase learning
opportunities for a diverse world. The three core challenges are reaching excellence, strengthening the campus
community, and strengthening the campus infrastructure (for a copy of the ten strategic directions, please see
attachment).
I. Accountability and Assessment
VI. Commitment to Diversity
II. Academic Initiatives
III. External Partnerships
VII.
VIII.
Financial Infrastructure
Physical Infrastructure
IV. Attracting & Retaining Students
V. Attracting & Retaining Faculty-Scholars
IX. Technological Infrastructure
X. Adaptability & Responsivity
Kean’s Strategic Plan has several areas of focus with the same theme: improvement. Kean seeks to advance its
student and faculty profile while continuing to upgrade campus technology and its physical plant.
Core Values
Kean University’s core values include personal responsibility, respect for diversity, civic and social
engagement, and lifelong learning. The University’s mission specifically focuses on producing global citizens
that can adapt to change. Indeed, these values are needed in today’s environment, where there is considerable
change and uncertainty in domestic affairs. The core learning values of the institution are embedded in our
general education courses and measured at various intervals.
Students’ Needs
Since 2003, the administration of Dr. Farahi has produced something he calls the Galileo effect. This describes
a paradigm shift that has occurred under the administration. In the old paradigm, the University operated around
the interest groups as the center of the universe. Today, the procedures are designed to focus on students’ needs,
including the following:
1) Preparing students to succeed from day one (including creating a four-year graduation plan).
2) Offering quality academic advising to assist students with making significant progress toward their
academic objectives.
3) Improving the University’s retention and intervention programs.
4) Delivering quality courses and services throughout the week. This includes significantly expanding
course offerings during the evenings and weekends.
5) Expanding opportunities for online learning.
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Industry Needs
New Jersey’s economy is expected to grow by about 3.5% in the coming years, and there are special needs in
the areas of math, science, and technology. According to the New Jersey Department of Labor, industries
specializing in these disciplines are expected to experience an annual growth rate of 8%. In addition, the New
Jersey Department of Labor projects that nearly 30% of all teachers will retire in the next five years. Finally,
New Jersey’s economy is growing fastest in areas that require additional training beyond the high school level.
Over 70% of the fast-growing, high-paying jobs in the state will require at least a bachelor’s degree, and many
expect additional training beyond that level.
By the Numbers
The following section provides an overview of the projected growth in major categories. These figures are
prospective and based on strategic opportunities for growth.
Quick note: The University’s figures are based on aggressive growth, yet they remain realistic because of the
strategic opportunities. Growth is based in part on new opportunities and markets and increased retention rates.
The University’s four-year graduation rate is expected to increase over the next four year and double to nearly
40% in FY 205 where it would be a leader amongst the New Jersey public college sector. Headcount growth in
this plan is based on improving advising, mentoring and student support.
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Quick note: A 30-million-dollar, 100,000-square-foot facility is being developed on the campus of Ocean
County College in Toms River, New Jersey. The building’s anticipated completion date is 2013, and projected
growth is expected to boom once it is completed. Today, Kean-Ocean students are sharing a facility with Ocean
County Community College, and even within this constricted space, Kean has over 1,100 students. The
projected transfer rate to Kean-Ocean from Ocean County is anticipated to be about 20% to 25% of all
graduates, and Ocean averages approximately 1,000 graduates per year.
Student Profile
In the Enrollment Management Plan, Kean anticipates increasing the number of first-time, full-time
students from 1,700 in fall 2010 to 1,900 by fall 2015. The mean SAT of 1025 and high school GPA of 3.1 for
all regular undergraduate admits are expected to edge to 1040 and 3.25 by fall 2015. The increase will be due to
the larger number of applicants versus the number of seats offered. New regions, including the shore counties,
will be targeted for growth. Approximately two-thirds of all first-year students will gain admittance through
regular admissions.
Kean will continue to stay true to its mission as an opportunity institution, and will continue to recruit
populations that have been traditionally underrepresented in higher education. All of these programs will be
consolidated into a new office called the Center for Educational Opportunity (CEO). Admission standard
metrics for these programs will be a minimum high school GPA of 2.3 and SAT score of 720 (math and verbal).
In investigations of first-year students at Kean, we find considerable attrition and significantly higher rates of
academic probation when students fail to meet these minimum benchmarks. While reaching toward opportunity;
however, these programs will also focus on recruiting an improved profile. It is anticipated that the mean
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metrics for all CEO cohorts by FY 2015 will be a high school GPA of 3.0 and a combined math and verbal SAT
score of 890. An estimated 450 first-time students will be admitted into one of Kean’s CEO programs each year.
Transfer admission represents a strategic opportunity for growth. The University currently admits
roughly 1,000 transfer students each year. Given the anticipated opening of Kean-Ocean in 2012/13, the
establishment of a weekend college, and improved targeted marketing, we should see an increase in annual
transfer students from 1,000 to 1,700 by FY 2015.
Programs of Study
Kean University has traditionally allowed undergraduate students to choose their programs of study
without restrictions, although there are a few high-achieving programs that require a specific set of admissions
criteria. A growing number of majors, specifically those related to education, now require minimum GPAs
before entering into the discipline. The University has tried to meet student demands by expanding human
resources in these areas. While this approach will still be used for more of the programming operations, the
Enrollment Management Plan calls for promoting certain majors and capping enrollment for others. The
rationale for expanding and restricting majors is based partly on internal human resource capacities, but mostly
on external environmental scans that look at career prospects.
Majors and Caps
The following majors will have caps placed on them. The various vice presidents, deans, and executive
directors will be responsible for ensuring the integrity of the caps and assisting students during this process.
Undergraduate Psychology: Undergraduate psychology, the largest major at the University, has grown by
more than 35% to 1,101 in the last four years. Given our internal capacity, Kean has chosen to cap enrollment at
1,100. A reassessment of this cap will occur during the cycle, probably during FY 2013. The University has set
an internal indicator of providing more than 65% of all third- and fourth-year courses with resident faculty. If
that outcome remains elusive, then the cap will be lowered to ensure that students can be served by more fulltime
faculty, especially at those levels.
Undergraduate Criminal Justice: The criminal justice program has grown to 768 majors in fall 2010,
representing a 44% growth in four years. This type of growth is difficult to manage, and as such, more attention
will be given to actively managing the situation. The University will cap enrollment for this discipline at 900.
Undergraduate Physical Education: Another emergent major is physical education, which has grown by 56%
in the last four years to 690 students (fall 2010). The new physical education enrollment target is 550, for a
targeted reduction of approximately 20%. Given the students in the queue, we forecast graduation figures
between 100 and 120 through FY 2014. Our marketing scan suggests that students with this major will have the
most difficulty entering the workforce. The University is attempting to ameliorate the issue by expanding its
service area to other parts of New Jersey as well as entering into agreements with neighboring states.
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Majors Targeted for Growth
The following majors will be targeted for growth and will have access to a special fund that allows them to be
featured in various advertising campaigns.
Undergraduate and Graduate Communication: The undergraduate communication program is projected to
grow by 40%; given our proximity to New York City and Philadelphia, along with the extensive network of
companies and media outlets in New Jersey, this major is primed for growth. We anticipate the number of
undergraduate communication majors to increase to 500 by FY 2015. The graduate communication program
currently has fewer than 20 students, but there are significant strategic opportunities for growth in this area. A
focused push will drive the major to more than 100 students, for a growth of more than 400%, by FY 2015.
Graduate Public Administration: The graduate MPA program is accredited and has some of the strongest
graduate profiles at the University. However, enrollment in the program has remained stagnant at between 130
and 160 students for several years. The Kean MPA program currently does not have any active outreach
programs and has not targeted various internal constituents. That will change during this enrollment cycle. We
will set an enrollment goal of 250 by FY 2015 for a rise of 78%.
Graduate MBA Program: The graduate MBA program at Kean is only five years old and currently has
approximately 100 students, including more than 20% with international student status. The program recently
completed a rigorous international EPAS accrediting process, and it anticipates acceptance into that accrediting
body in the summer of 2011. The program would then become the first internationally accredited MBA
program in the United States.
Undergraduate Finance: The New Jersey Department of Labor projects jobs in the finance field to grow at
rates faster than normal. The finance major is strategically positioned to grow by 30% to 40% (n = 275) through
FY 2015.
Undergraduate Marketing: Job prospects in this discipline are considered healthy, although enrollment at the
University has been flat. Specialized advertising materials will be distributed to prospective students to assist
with driving marketing in this area. Enrollment is projected to grow to more than 300 students by FY 2015, for
a growth rate of about 60% from fall 2010’s figures (n = 188).
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Goals
The Enrollment Management Plan is based on four simple goals: recruiting, retaining, expanding course
offerings, and strategic partnerships.
Goal 1: Expand marketing, recruitment, and early outreach strategies.
Goal 2: Enhance academic programs and support systems that foster student persistence and success.
Goal 3: Expand course offerings for working adults and non-traditional populations.
Goal 4: Aggressively pursue strategic partnerships with private-sector businesses.
Goals/Objectives
FY 2010–FY 2015
Goal 1: Expand marketing, recruitment, and early outreach strategies.
Objective 1.1: To create target application goals for high schools in Kean’s core enrollment counties (Union and
Middlesex).
Objective 1.2: To expand received applications from new shore county markets (Monmouth and Ocean).
Objective 1.3: To strengthen and expand applications from graduating community colleges.
Objective 1.4: To expand applications from international students.
Objective 1.5: To strategically target senior-level Kean students with graduate opportunities.
Objective 1.6: To increase Kean’s marketing reach beyond its core service area.
Objective 1.7: To increase Kean’s marketing reach into strategic international markets with established links to
Kean.
Objective 1.8: To effectively build, promote, and market a weekend college.
Objective 1.9: To significantly increase opportunities for online learning.
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Goal 2: Enhance academic programs and support systems that foster student persistence and success.
Objective 2.1: To increase the number of students prepared to start the fall semester without needing remedial
course work.
Objective 2.2: To expand winter intercession course opportunities to assist students with completing remedial
course work.
Objective 2.3: To support the Office of Retention and Intervention Project Redirect Program.
Objective 2.4: To establish a summer program for re-admitted students.
Objective 2.5: To establish an online support system for academically at-risk students.
Objective 2.6: To investigate all ―killer‖ courses at Kean.
Objective 2.7: To establish peer mentors for at-risk first-year students.
Goal 3: Expand course offerings for working adults and non-traditional populations.
Objective 3.1: To establish a weekend college where entire programs will be available for transfer students.
Objective 3.2: To significantly increase online and hybrid learning opportunities.
Objective 3.3: To train faculty members to effectively teach in non-traditional learning models.
Objective 3.4: To strengthen Kean’s information infrastructure to support an increase in online learning.
Goal 4: Aggressively pursue strategic partnerships with private-sector businesses.
Objective 4.1: To create a centralized database that catalogues Kean undergraduate official internships.
Objective 4.2: To survey the top 50 employers in Union County and Middlesex County on their human
resources needs.
Objective 4.3: To utilize the Survey of Employer Needs to pursue programs.
Objective 4.4: To establish strategic learning cohorts for select employers at their worksite.
Objective 4.5: To increase the number of students attending Kean’s job fair.
Objective 4.6: To cultivate an ongoing relationship with employers that attend Kean’s multiple job fairs.
Objective 4.7: To activate Kean’s alumni network to increase undergraduate internship opportunities.
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Goal 1: To provide leadership for the development and delivery of GE courses.
Objective Measurement of Assessment Timeline
1.1: To create target application
goals for high schools in Kean’s
core enrollment counties (Union
and Middlesex).
The Office of Admissions will create annual targets for every large
feeder high school in Union and Middlesex Counties. The objective will
be met if 80% of the schools reach their targets.
Fall 2011
1.2: To expand received
applications from new shore
county markets (Monmouth and
Ocean).
Objective 1.3: To strengthen and
expand applications from
graduating community colleges.
Objective 1.4: To expand
applications from international
students.
Objective 1.5: To strategically
target senior-level Kean students
with graduate opportunities.
Strategic targeting of students in Monmouth and Ocean Counties will
occur using a database driven from students that take the SAT and PSAT.
The University will attend most college fairs in the area and schedule
individual visits to those interested. The objective will be met if
application growth from these counties increases by 10% annually.
Increased efforts to recruit graduating students from targeted community
colleges will include more visiting days, advertising in student
newspapers, and building additional transfer agreements. The objective
will be met if applications increase by 10% per year.
Kean will continue to build on and seek new alliances for targeting
international students at the undergraduate and graduate level.
Traditional alliances in France, China, Bangladesh, and Brazil will be
targeted for expansion. The metric for this objective is to see a 5%
increase per year in international students.
The Nathan Weiss Graduate College and the University’s OCIS will coordinate
each semester to identify students in select disciplines with qualified GPAs as
graduate admissions prospects. A pilot study of the Graduating Student Survey
shows that nearly 60% of graduates have thought about applying to the Nathan
Weiss, although very few actually do. Targeted marketing should be able to
transition students from interested prospects to active applicants. The objective
will be met if there is an annual increase in Kean graduates attending Nathan
Weiss (FY 2012 = 20%; 10% in the following years).
Fall 2011
Fall 2011
Fall 2012
Fall 2012
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Objective 1.6: To increase
Kean’s marketing reach beyond
its core service area.
Objective 1.7: To increase
Kean’s marketing reach into
strategic international markets
with established links to Kean.
Kean will target college publications and other emerging media markets
for advertising, including fully maximizing Facebook and YouTube. The
objective will be met if Kean purchases ad space in student newspapers
outside the core service area and has a consistently updated commercial
presence on YouTube.
Kean will actively promote via electronic and traditional media in
international markets. This strategy will include billboards, posters, and
online sources. This objective will be met if Kean has a minimum of five
campaigns on at least two continents.
Fall 2011
FY 2012
Objective 1.8: To effectively
build, promote, and market a
weekend college.
Objective 1.9: To significantly
increase opportunities for online
learning.
This is a multi-phased project that will develop over the next three years.
In FY 2012, the University will establish a committee dedicated to
studying the most effective ways to roll out a weekend college. During
FY 2012, weekend capacity building will occur for those disciplines
selected to participate. In FY 2013, the first phase of adding upperdivision
courses for complete programs will occur. The weekend college
will be advertised during FY 2013, and will launch in FY 2014. The
objective will be achieved if each of the various steps is achieved. The
establishment of the weekend college is consistent with the University’s
mission of access and follows our traditional community college feeders
(Union County College and Middlesex County College), which have
extensive evening and weekend divisions.
The University will use FY 2012 to invest in infrastructure and training.
At least three workshops will be designed for developing and teaching
online for resident and adjunct faculty. FY 2013 will set targeted
expansion of at least 5% from the previous fiscal year. A 10% expansion
target will be sought with hybrid learning courses. The goal will be met
if the overall growth is 15% starting in FY 2013 using FY 2012 as the
baseline.
Starting in FY
2012
FY 2012
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Goal 2: Enhance academic programs and support systems that foster student persistence and success.
Objective Measurement of Assessment Timeline
2.1 To provide an innovative Transition to
Kean experience.
The University will expand the developmental offerings for entering
freshmen. The objective is to reduce the number of students needing
remedial courses in the fall by 10% each year, using fall 2010 as a
baseline.
Fall 2011
2.2 To expand winter intercession course
opportunities to assist students with
completing remedial course work.
2.3: To support the Office of Retention
and Intervention Project Redirect Program.
The University will pilot bridge programs for students who have not
successfully completed remedial courses.
The Office of Intervention and Retention has a detailed program of
assessment that includes five goals and over 20 objectives. A central
theme in building enrollment is retaining at-risk students. The
objective will be reached if Project Redirect continues to build on its
programming to turn around struggling students.
Fall 2011
FY 2012
2.4: To establish a summer program for
readmitted students.
Kean University will establish week-long workshops for readmitted
students with sub-2.0 GPAs.
Summer 2011
2.5 To establish an online support system
for academically at-risk students.
All students with academic warning status will be enrolled in a noncredit
online Blackboard course that will provide them with weekly
time management and studying tips. The purpose of this community is
to help students learn how to learn. The objective will be met if the
community is established and active starting in fall 2011 and
operational in every fall and spring semester through FY 2015.
Fall 2011
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Objective 2.6: To investigate all ―killer‖
courses at Kean.
The Office of Accreditation and Assessment will gather evidence from
all courses that have pass rates of lower than 70% (with a minimum
seat count of 50). These courses will be referred to the University’s
curriculum committee, and the reasons why students fail will be
assessed. Formative data will be used to improve the courses. The
objective will be met if the process of identifying and referring courses
to the curriculum committee occurs throughout each semester of this
enrollment period.
Fall 2011
Objective 2.7: To establish peer mentors
for at-risk first-year students.
All first-year students enrolled in one of the University’s Center for
Educational Opportunity programs will be assigned an upper-class
mentor who will be trained to help them transition to the rigors of
higher education. This objective will be met if the program is
operational for students starting in FY 2012 and remains in operation
through FY 2015.
FY 2012
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Goal 3: Expand course offerings for working adults and non-traditional populations.
Objective Measurement of Assessment Timeline
Objective 3.1: To establish a weekend
college where entire programs will be
available for transfer students.
Objective 3.2: To significantly increase
online and hybrid learning opportunities.
Objective 3.3: To train faculty members
to effectively teach in non-traditional
learning models.
Objective 3.4: To strengthen Kean’s
information infrastructure to support an
increase in online learning
A weekend college will be operational by FY 2014 and will
consist of no fewer than five programs, which will provide all
upper-division courses and be focused on transferring in students
as well as native working students. The objective will be complete
if the weekend college is operational during FY 2014. The
development phase of this enterprise starts in FY 2012.
The first part of this objective requires capacity building, which
will take place in FY 2012 with training sessions on best practices
in online and hybrid course development with a focus on
assessment. Based on FY 2012, a benchmark for expansion will
occur with each fiscal year.
Starting in FY 2012, OCIS and the Center for Professional
Development will conduct no fewer than four workshops on best
practices for teaching online and hybrid courses. These sessions
will be open to resident and part-time faculty. The objective will be
achieved if at least 25 faculty members take at least one of the
workshops in this area during the fiscal year. The objective is
ongoing starting in FY 2012 and will be measured on an annual
basis.
Kean will unify its online infrastructure to include upgraded
versions of Blackboard to facilitate teaching. OCIS will make
recommendations on the best platforms for teaching and campus
leaders will inform OCIS of the best working platforms in this
area. The objective will be achieved after a consensus is formed on
the relative best learning platform and whether that unit has been
implanted at Kean.
FY 2012-13 for
development; FY
2014 for the
official launch of
the weekend
college
FY 2012 for
development; FY
2013 starts the
official expansion
phase
FY 2012
FY 2012
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Goal 4: Aggressively pursue strategic partnerships with private-sector businesses.
Objective Measurement of Assessment Timeline
4.1: To create a centralized database that
catalogues Kean undergraduate official
internships.
4.2: To survey the top 50 employers in
Union County and Middlesex County on
their human resources needs.
Objective 4.3: To utilize the Survey of
Employer Needs to pursue programs.
Objective 4.4: To establish strategic
learning cohorts for select employers at
their worksite.
Objective 4.5: To increase the number of
students attending Kean’s job fair.
Objective 4.6: To cultivate an ongoing
relationship with employers that attend
Kean’s multiple job fairs.
The Office of Career Development will create a tool for
cataloguing all official internships at Kean in every discipline. The
database will be used to build capacity and networks for future
enrollment. The form will be first distributed and collected in fall
2011, and the database will be operational in spring 2012.
Kean will survey the top employers in Union County and
Middlesex County to gather information on their prospective needs.
The data will be used to present opportunities for learning. The
objective will be complete if the survey is developed and
distributed to the top 50 employers and the University receives 30%
return rates.
Each year, Admissions and the Vice President of Academic Affairs
will use data from the Survey of Employer Needs to develop action
items. These action items will become the basis for whether this
objective was accomplished.
Kean will use data from the Survey of Employer Needs and other
items to establish at least one worksite learning cohort for select
employers. The development of the objective will occur in FY
2012, and the first cohort launch will take place in FY 2013.
Kean will use social media and more direct marketing efforts to
increase the number of students attending the job fair. The Office of
Career Services will increase the number of employers at the fair
each year. Using FY 2011 as a baseline, the objective will be met if
5% more students participate in the job fair on an annual basis.
The Office of Career Services and the Vice President of Academic
Affairs will create an ongoing relationship with job fair employers
to understand their needs. It is hoped that the relationship between
Kean and these companies will grow increasingly symbiotic. Not
only will Kean produce graduates ready to succeed in their
classrooms, but we will encourage their current employees to seek
additional training.
Fall 2011
Fall 2011
FY 2012
Development
phase is during FY
2012; launch will
occur in FY 2013
Fall 2012
FY 2012
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Objective 4.7: To activate Kean’s alumni
network to increase undergraduate
internship opportunities.
Career Services and Kean’s Alumni Affairs will work
collaboratively to create undergraduate internship opportunities.
The objective will be met if there are at least 25 internships at Kean
involved in the Kean Alumni Internship Program.
FY 2012
Objective 4.8: To effectively build,
promote, and market a weekend college.
This is a multi-phased project that will develop over the next three
years. In FY 2012, the University will establish a committee
dedicated to studying the most effective ways to roll out a weekend
college. During FY 2012, weekend capacity building will occur for
those disciplines selected to participate. In FY 2013, the first phase
of adding upper-division courses for complete programs will occur.
The advertising of the weekend college will occur during FY 2013,
and the weekend college will launch in FY 2014. The objective will
be achieved if each of the various steps is achieved. The
establishment of the weekend college is consistent with the
University’s mission of access, and it follows our traditional
community college feeders (Union County College and Middlesex
County College), which have extensive evening and weekend
divisions.
Starting in FY
2012
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Retention
The University embraces the challenge of increasing retention rates and improving the standard metric of
degree completion. Today, approximately 17-20% of first-time, full-time freshman graduate within four (4)
years and about 45% graduate within six (6) years. These completion rates are similar to most of our state peers
and superior to similar institutions beyond New Jersey; however, the University is seeking to distinguish itself
in this area. We believe the mechanisms that will be put into place during this plan will have a compound effect
of significantly raising retention rates through peer assistance, early intervention and by strategically enrolling
more prepared students. Simply stated, the University’s enrollment growth will be based not only on new
markets, but by increasing student success.
The Kean University cohort that begins in FY 2020 will have the following benchmarks. Kean’s four (4) year
graduation rate for first-time, full-time students will exceed 40%. The five year (5) graduation rate will exceed
55% and six-year (6) graduation rate should approach 63%. We believe this can be accomplished because of the
new mechanisms that will be in place by FY 2015, including assigned peer mentors, ongoing training, and a
culture dedicated to supporting students through interpersonal relationships and supplemental instruction and
tutoring via the web.
Weekend College
The Weekend College provides an opportunity to earn an undergraduate degree by taking upper-level classes on
Friday, Saturday and Sunday in addition to evening classes. Students can take classes either online or hybrid
courses. The Weekend College will continue to maintain Kean’s strong, traditional, academic environment and
offer full support for students’ needs. Courses offered by the Weekend College target working adults with an
aim toward earning their degree in a more timely fashion.
In FY 2012, a committee will be developed that will focus on the best practices in this area while also
identifying programs that would fit our students’ interest. Programs currently under consideration include
undergraduate Management Science, Criminal Justice, Public Administration and Communication. Possible
new degree offerings in General Studies are also under consideration.
Conclusions
This concludes the FY 2011-FY 2020 Kean University Enrollment Management Plan which provides an
overview for growth. The implementation of the plan will be led by the Associate Provost with consultation
from the Enrollment Management Group. The goals and objectives described in the report are aggressive, but
reasonable. More importantly, each of the objectives advanced in this report improves the institution. In effect,
Kean would become more efficient, serve more students at a higher level and increase its reach across this state
and into other countries.
The analysis of data for high school graduation rates into 2020 (See Figure 1 below) and the pattern of
applications to Kean University (See Figure 2 below) confirms that our objectives are reachable. The University
will continually assess is targets each year and adjust its marketing and recruitment plans. We will also
strengthen both academic programs and the reach of Kean University beyond our regional border.
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# of Applicants
Millions
Figure 1:
High School Graduates by Region
1995-96 to 2004-05 (Estimated), 2005-06 to 2021-22 (Projected)
1.3
1.2
1.1
1.0
0.9
0.8
0.7
0.6
0.5
0.4
1995-96 2000-01 2005-06 2010-11 2015-16 2020-21
Source: Knocking at the College Door by Western Interstate Commission for Higher Education (WICHE), p. 9.
Figure 2:
Applications Five-Year Trend
7000
6000
5000
4000
3000
2000
1000
0
5134
5455
5955
4289
5572
2380
2613
2101
2956
1548
1622
1151 1414 1377 1497
Fall 2005 Fall 2006 Fall 2007 Fall 2008 Fall 2009
Freshman Transfer Graduate
Source: Kean University Institutional Research Department, NJ IPEDS Report
The administration of any plan requires leadership, resources and a commitment from the institution. The plan
described above positions Kean for the next decade and allows it to renew itself with this aggressive vision.
Balancing its historic mission of access, Kean continues to reach for excellence. The Enrollment Management
Plan is another step in that vision.
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