Enrollment Management Plan - Kean University

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.
3