Enrollment Management Plan - Kean University

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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. 4
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. 5
Page 1 and 2: 2012 FY 2011-2020 Enrollment Manage
Page 3: Introduction Kean University was fo
Page 7 and 8: Quick note: A 30-million-dollar, 10
Page 9 and 10: Majors Targeted for Growth The foll
Page 11: Goal 2: Enhance academic programs a
Page 14 and 15: Objective 1.6: To increase Kean’s
Page 16 and 17: Objective 2.6: To investigate all
Page 18 and 19: Goal 4: Aggressively pursue strateg
Page 20 and 21: Retention The University embraces t

Enrollment Management Plan - Kean University

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