Enrollment Management Plan - Kean University
Enrollment Management Plan - Kean University
Enrollment Management Plan - Kean University
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Summary<br />
The following report provides an overview of <strong>Kean</strong>’s Strategic <strong>Enrollment</strong> <strong>Management</strong> <strong>Plan</strong> (EMP), which<br />
will move <strong>Kean</strong>’s current enrollment from 15,900 (fall 2010) to 20,000 (Fall 2020). The overall headcount in<br />
2015 is projected to be 25% higher than in fall 2010 and 67% higher than in fall 2000. <strong>Kean</strong> <strong>University</strong>’s EMP<br />
is based on modest assumptions and looks to capitalize on several strategic areas of growth, including <strong>Kean</strong>-<br />
Ocean, areas where the <strong>University</strong> is under enrolled (Nathan Weiss Graduate College), new forms of<br />
technology (online courses), and additional weekend and evening program and course offerings.<br />
A coalition of administration, staff, and faculty was tasked with leading an enrollment effort at <strong>Kean</strong> in 2010.<br />
Since the fall of 2010, the <strong>Enrollment</strong> <strong>Management</strong> Group has grown to include an ongoing committee that<br />
attempts to project enrollment and synchronize administrative efforts and is tasked with leading the <strong>University</strong>’s<br />
assessment efforts, particularly in monitoring ongoing trends. The following <strong>Enrollment</strong> <strong>Management</strong> <strong>Plan</strong><br />
describes the strategies, metrics, and rationales that will lead <strong>Kean</strong>’s efforts in the next five years.<br />
<strong>Kean</strong>’s Strategic <strong>Enrollment</strong> <strong>Management</strong> <strong>Plan</strong> is inclusive but by no means exhaustive of all activities that will<br />
be done on campus. Indeed, external forces will continue to impact the <strong>University</strong>’s ability to reach out, and<br />
funding could also have an impact. Nonetheless, we are confident that between now and 2015, <strong>Kean</strong>’s robust<br />
enrollment will continue as it seeks to improve its entering student profile.<br />
The <strong>University</strong> is striving to become a world-class institution, and this report continues to build on the mission.<br />
In this report, you will find distinct directions, key indicators, and measurable goals and objectives along with<br />
strategies for achieving this ambitious agenda. <strong>Kean</strong> <strong>University</strong> is prepared to meet the additional needs of the<br />
students through a Faculty Replenishment <strong>Plan</strong> that will increase faculty numbers by 37% (n = 450).<br />
Highlights<br />
<strong>Kean</strong> <strong>University</strong> will grow its overall enrollment by 25% from fall 2010 through fall 2020, with an<br />
overall enrollment of 20,000.<br />
The headcount in the graduate school is projected to increase by 33% (n = 4,000).<br />
The <strong>Kean</strong>-Ocean campus is expected to grow aggressively by 127% (n = 2,500) from fall 2010’s<br />
headcount of 1,100.<br />
The anticipated growth in the <strong>Kean</strong> <strong>University</strong> main campus undergraduate headcount is 12.5%.<br />
Growth will be achieved through improved targeted marketing, better retention efforts, and strategic<br />
partnerships with industries.<br />
Growth caps will be placed on specific programs due to market needs and/or internal human resource<br />
limitations.<br />
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