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«NJIT STRATEGIC ENROLLMENT MANAGEMENT PLAN: FIRST STAGE YEARS 2015 TO 2020 SEM AT NJIT 2015-2020 2015-2020 “Strategic enrollment Management (SEM) is ...»

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YEARS 2015 TO 2020





“Strategic enrollment

Management (SEM) is

an institution‐wide

responsibility and the

central focus of the

institution‟s overall

strategic plan. SEM

focuses on what is

best for students and

how to ensure their


success while

addressing all aspects of the institution‟s mission. “ ENROLLMENT - A Practical Guide to Strategic MANAGEMENT Enrollment Management Planning, (2007) PLAN: FIRST STAGE YEARS 2015 TO 2020


Scope of Work The NJIT Strategic Enrollment Management Plan for 2015-2020 has been compiled by examining numerous factors: data at the university; analyzing demographic projections and socioeconomic factors in the United States and the world; considering employment probabilities during the period under investigation; conducting a strengths / weaknesses / opportunities / threats analysis of global pipeline and its likely impact on NJIT enrollment; and taking into consideration the environmental aspects of the region and the likely consequences of all of these issues on the university. The planning committee consisted of Dr. Charles J.

Fey, Ms. Kathy Kelly, Co-chairs, and committee members, Dr. Ian Gatley, Dr. Fadi Deek, Dr.

Judith Redling, Mr. Steve Eck, Dr. Perry Deess, Dr. Gale Spak, with support and contributions from Mr. Greg Mass. In completing our work, it was not our intention to forecast future enrollment by simply making note of past and current trends. Our task was to consider the most realistic aspects and factors which will frame our enrollment. We will then develop strategies for managing the university‟s enrollment in order to improve the visibility and standing of our academic programs while ensuring access by highly qualified students to programs that are distinctive and graduates who are sought by industry. Excellence will be synonymous with NJIT in our educational programs, our research endeavors, our service levels and in our attitudes.

Background Enrollment management has been a critical function at the university for the past two decades, given our desire to strengthen the quality and quantity of students attracted to NJIT at all levels of education. As a result, NJIT is now seen as a competitive institution with strong programs in engineering, architecture, design, science, computing, and management, becoming a firstchoice destination for students interested in these fields of education. However, more than ever, a host of local and global factors, including social, economic, and demographic affect our ability to remain competitive in the marketplace, producing more graduates who will assume positions of leadership and skill in their chosen fields, and require careful planning in order to meet our enrollment objectives in support of university priorities.

A Strategic Enrollment Management committee with representatives from admissions, academic affairs, student affairs, communications, facilities and budget has been in place for over a decade, recognizing that such efforts are the responsibility of campus-wide stakeholders. This systematic, purposeful, and integrated approach to articulating recruitment and admission processes, assessing enrollment factors, identifying marketing initiatives, and recommending retention strategies has now been followed by a similar approach to develop a response to the enrollment challenges facing NJIT in second half of this decade.

Our Purpose

Consistent with the university‟s strategic, academic and facilities plans, the overarching goal in this effort is to ensure a measured, managed and steady expansion in our enrollment. This measured growth is vital for NJIT‟s visibility and role in support of economic development in New Jersey and the nation, is strategically planned, will be diverse, and will be well-served.

Most importantly, this must be balanced against the need to assure success for our entire student body -- from their initial matriculation at the university into eventual productive

employment. Specifically, we aim to:

 expand and manage enrollment at the undergraduate, graduate, and doctoral levels, especially those in areas related to NJIT strategic initiatives and those that will promote multidisciplinary cooperation;

 attract academically prepared and highly motivated students, who will succeed across all disciplinary areas of the university, and implement strategies to maximize their retention and graduation;

 increase students‟ diversity in all possible ways, including age, racial, ethnic, social, economic, geographic, and cultural, which will strengthen the educational experiences on our campus;

 provide a learning environment supported by progressive pedagogies and effective technologies to enhance students‟ experience and meet their educational goals; and  build supportive learning communities and the requisite campus infrastructure necessary for student success.

Our Recommendations

As of now, the committee believes that an enrollment target between 12,000 and 13,000 students, including both on-campus and online, is a realistic goal for NJIT for 2020. The planning committee will continue its work during the spring semester to flesh out the necessary strategies and tactics and further identify all factors relevant to enrollment and then determine the final enrollment projection. The committee is focusing our planning efforts along the institution‟s natural student groupings: Undergraduates, Graduates and Doctoral students.

In undergraduate education:

Enhance first-year experiences and consider initiating mandatory on-campus housing requirement for first year students beginning in fall 2014. We need to work to reduce the time to degree by allocating appropriate resources to implement the retention, persistence and graduation strategies for all students. We must expand and strengthen effective student support programs such as intensive remediation, timely tutoring, academic advising, degree audit, counseling, career services, and faculty mentoring. NJIT must increase students‟ transfer from community colleges by creating “credit transfer back” option to allow dual graduation. The removal of unnecessary and unacceptable barriers faced by our students, particularly those under the control of the institution are critical to improving student satisfaction. Finally, we must facilitate students‟ transition into appropriate majors in the timeliest fashion while supporting those who are undecided or in transition from one major to another.

In graduate education:

Invest in outreach activities, including the use of in-country contract recruiters in select international markets. We need to expand our online programs and course offerings in professional Master‟s programs that provide career advancement and address economic development needs. While some current opinion may counter this recommendation, we feel that NJIT should explore offering select programs at satellite locations in New Jersey.

NJIT should, explore more flexible course scheduling models with renewed commitment and adequate staffing to accommodate those adult students who do not or will not take advantage of online learning options. As the economy recovers, current projections mention 2018 as the year when the United States will most likely have full recovery, business and industry will most likely return to colleges and universities to fill their training and education needs. NJIT should be prepared to fill this void.

In doctoral education:

NJIT must aggressively maximize the recruitment of high quality doctoral students by placing faculty researchers in the role of “recruiters” and use of NJIT‟s website to facilitate direct links between faculty and prospective students. A fully staffed and functioning Graduate School must be directly involved in these processes and utilizing technology to allow for tracking of all phases of application/admissions process. We must make our university funded teaching assistantships competitive with peer research institutions. The university needs to maximize research assistantships from externally funded grants, reducing the use of scarce institutional resources. Lastly, to continue to grow institutional reputation and quality, we must develop and maintain a competitive research infrastructure.

The planning committee wishes to remind the reader that a strategic enrollment management plan that is comprehensive and efficacious is the result of a painstaking process that fully examines many factors that must be properly vetted among constituent groups. A thorough analysis of these factors is required to assure the accuracy of the assumptions and to develop the appropriate conclusions supported by the available data. This process will take the balance of the spring of 2013 to complete. The committee expects to deliver its final report to the President in early summer. We anticipate that the complete plan will offer detailed strategies for realizing NJIT‟s educational mission and will allow it to fulfill its unique role as New Jersey‟s Science and Technology University.

Contents Executive Summary Introduction Chapter 1: Institutional Mission Chapter 2: Enrollment Planning Assumptions

Chapter 3: Socio-Economic, Demographic, Retention and Employment Factors:

Their Impact on NJIT’s Enrollment – A Regional, National, and Global View Chapter 4: SWOT Analysis Chapter 5: Recommendations Chapter 6: Enrollment Target Projections Summary


New Jersey Institute of Technology (NJIT) is an institution of higher education, publicly supported by the citizens of New Jersey. As such, it seeks to serve its primary constituents, the citizens of New Jersey and this region, by providing the highest quality post-secondary and graduate education possible. In doing so, various considerations must be taken into account when planning to deliver on this important regional mandate. Primary among those considerations are the recruitment, retention, persistence and graduation of the students it seeks to enroll.

This report serves as the five year Strategic Enrollment Management Plan for NJIT for the years 2015 to 2020. It will look at the most recent enrollment plan and the strategies in place to achieve the goals of that plan. The plan will also report on numerous factors which may impact enrollment during the target years and beyond. These factors include capacities at NJIT for the physical environment, human resources, and fiscal resources; economic forecasts for the region which could influence support and student interest; challenges and opportunities facing the campus and the region and other factors.

This report is not the final plan, but is the preliminary report, perhaps best seen as a roadmap to the fully developed plan which will take through the spring semester to fully detail so that a final document may be considered for adoption by the President and the Board of Trustees in the summer of 2013. It will serve as a companion document to the Academic Plan currently in its final stages of writing. Still needed for consideration and inclusion are the physical capacity plan, the financial plan and a Human Resources plan which will be inclusive of not only faculty needs but also of professional and support staff needed to fully support the Academic Plan and the Strategic Enrollment Management Plan.

Chapter 1 Institutional Mission New Jersey Institute of Technology – NJIT - is New Jersey‟s science and technology university, committed to the pursuit of excellence--- In undergraduate, graduate, and continuing professional education, preparing students for productive careers and amplifying their potential for lifelong personal and professional growth;

• In the conduct of research with emphasis on applied, interdisciplinary efforts encompassing architecture, design, the sciences, including the physical and life sciences, engineering, mathematics, and infrastructure systems, computing information and communications technologies and management;

• In service to both its urban environment and the broader society of the city, state, nation and global community by conducting public policy studies, making educational opportunities widely available, and initiating community‐building projects;

• In contributing to economic development through the state‟s largest business incubator system, workforce development, joint ventures with government and the business community, and through the development of intellectual property;

• NJIT prepares its graduates for positions of leadership as professionals and as citizens;

provides educational opportunities for a broadly diverse student body; responds to needs of large and small businesses, state and local governmental agencies, and civic organizations;

partners with educational institutions at all levels to accomplish its mission; and advances the uses of sciences, technology, engineering and mathematics (STEM) as a means of improving the quality of life.

This mission serves as the guiding statement for the strategic enrollment management efforts of NJIT.

Its first point states that the institution is to prepare students for their career and their life beyond their degree. To adequately do accomplish this, the institution must admit students who it believes will succeed at NJIT and who will be exemplary leaders and citizens of New Jersey, the United States and of the world. This plan will examine the market in which NJIT will be recruiting these capable individuals to explore their dreams and to learn about their future fields into which they will be embarking. To understand that market, numerous socio-economic factors will be examined, as will be institutional capacities (physical, human resource, particularly faculty, and financial), academic plans of each college, a SWOT analysis, and assumptions about the environment in which NJIT will be operating from 2015-2020. From these factors, the report will conclude with recommendations and a projection of the enrollment for that period.

Chapter 2

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