Strategic Enrollment Plan 2024-2028

STRATEGIC ENROLLMENT PLAN 2024-2028

EXECUTIVE SUMMARY

• The Strategic Enrollment Plan was developed by hundreds of members of the university community coming together over one semester to articulate guidelines and goals for recruitment, admission, and retention of New Jersey City University students.

• The plan is one of three documents reflecting the university’s strategic plan: Academic Master Plan, Strategic Enrollment Plan, and the Strategic Plan for Student Development and Community Engagement.

• The plan serves as a basis for budgeting decisions.

• Since 2015 and the adoption of the Common App, applications to NJCU have increased by 67% while enrollment declined by 7%.

• Since 2013, transfer applications have declined by 54% and transfer enrollment has declined by 52%, but we expect to turn this trend around because of the overhaul of the general education curriculum and partnerships like the HCCC|NJCU Connect program.

• From 2014 to 2021, the average retention rate for first-time, full-time freshmen was 73.9%.

• Since 2014, four-year graduation rates have increased by 55% and six-year graduation rates have increased by 8.4%.

• New Jersey City University’s largest feeder high schools have maintained their enrollment since 2019 while the top feeder community colleges have experienced declining enrollment ranging from 23% to 79%.

• Nearly half (49.8%) of NJCU’s incoming freshmen are from Hudson County and 17.3% are from Jersey City.

• The Strategic Enrollment Plan emphasizes our regional impact and the importance of transfer students.

• The plan also emphasizes graduate and non-credit enrollment of underrepresented professionals.

• Throughout the plan, data regarding market and margins play a vital role.

THE PROCESS

The process to develop our strategic enrollment plan took place over the course of the Fall of 2023. The goals for the strategic enrollment plan were identified according to the results of the Mission Refresh Survey conducted in the Spring semester of 2023. The university community was then invited to complete a survey responding to the degree of priority for each of the goals, as well as an opportunity to provide an open-ended response to each goal. Fifty-nine participants completed the survey, and a majority of those responding ranked all goals as either highest or high priority.

The results of the survey were shared with the university community, and all community members were invited to participate in an asynchronous town hall. Community members had two weeks to provide comments, discussion, and documents on a Padlet addressing each of the goals. Community members provided over 150 comments in the asynchronous town hall. These results were published and shared with the community in preparation for the third step, the Gallery Walk.

During the first week of December, community members were invited to the Gothic Lounge, where they had access to chart paper identifying each goal in the strategic enrollment plan. During the first two days, participants were given Post-it notes and asked to contribute possible key performance indicators (KPIs) and key organizational actions (KOAs) for each goal based upon the results of the survey and the asynchronous town hall. During the second two days, community members were given dot stickers and asked to prioritize the key performance indicators and key organizational actions identified during the first two days. The results of the Gallery Walk were recorded and shared with the community members during the fourth step in the process: the Strategic Enrollment Plan Workshop.

More than 100 community members including faculty, staff, students, alumni, and business partners came together on December 15, 2023, to write the Strategic Enrollment Plan. During the half-day workshop, participants reviewed the results of the survey, asynchronous town hall, and gallery walk. They identified key organizational actions (KOAs) and key performance indicators (KPIs). They also identified strategies to achieve the KOAs and KPIs as well as the individuals who would be responsible for the outcomes and the financial implications of the plan.

With the plan developed, the costs to implement the plan were extracted and reviewed by a team of stakeholders including the following: the president, the CFO, the provost, assistant provosts, deans, and goal leaders. The committee reviewed expenses for FY25 and subsequent fiscal years to determine which elements of the plan were operational and which were aspirational. For parts of the plan that were identified as aspirational, additional measures will be taken to seek grant funding.

MESSAGE FROM THE PRESIDENT

Strategically Driving Our Mission

At New Jersey City University, we passionately believe that you don’t need to change your zip code to discover your promise and reach your potential. This principle is a cornerstone of our mission-driven work which focuses on the economic mobility and empowerment of our socioeconomically diverse student population that is primarily made up of historically underserved and marginalized people.

Our best approach in an era of often limited resources, is to make strategic, data-driven decisions around our students’ entire enrollment life cycle — from recruitment and admission, to retention, and ultimately graduation. We also must focus on our institution’s critical role in the region and in the local community as a beacon of aspiration and hope. These are key aspects of our promise to the community we have served for nearly a century.

For leaders across higher education, it is no secret that enrollment challenges will continue amidst a welldocumented shrinking market of college-aged students. Long term, this is not an NJCU issue but rather a more systemic, national concern within higher education. At NJCU, we are best positioned to tackle these challenges by developing programs that stabilize or increase enrollment, dismantling traditional obstacles for transfer students, and improving retention rates of our existing students. At the same time, our enrollment management professionals continue to work with our high school and community college partners, to make the important case of college as an attractive option for transforming the trajectory of one’s life.

As such, we continue to deliver upon our promises with the third of four phases of our university’s long-term vision and strategic planning as we unveil the first comprehensive Strategic Enrollment Plan (SEP) at our institution.

The Strategic Enrollment Plan builds upon the foundation laid in our Recovery & Revitalization Plan released in Spring 2023 and the momentum of our first Academic Master

Plan which was introduced earlier this semester. Our renewed and revitalized focus on the community we are privileged to serve will actively drive our pursuit of community partnerships and affiliations that enhance student success outcomes on our campus from enrollment to retention and degree completion. Our strategic focus affirms a commitment to meet our students where we find them.

Our Strategic Enrollment Plan, like the preceding Academic Master Plan, is based upon four essential strategic pillars: student success and retention, community engagement, culture of continuous improvement, and financial stewardship and responsibility.

The Strategic Enrollment Plan, like our recently unveiled Academic Master Plan, is truly unique because their development was completely driven by motivated and committed stakeholders in our university community: faculty, staff, and students. At NJCU, shared governance is not a talking point, but rather a bedrock value of the important mission we are fulfilling daily. I am appreciative of the dedication and commitment of our university community and stakeholders whose deliberate and collaborative efforts led to the development of this longsought vision.

Together, we will continue to fulfill the promise of a better life through access to higher education — a promise of meeting our community where they are to empower their lives, so they are poised to reach their fullest potential. Our extraordinary students deserve nothing less.

MESSAGE FROM THE PROVOST

The headlines are numerous and dire. Higher education is facing an enrollment cliff. According to analysts like Nathan Grawe, 1 the drop in enrollment will be felt most beginning in 2025, when high school enrollment is expected to decline by 15%. Those declines will be felt over the next five- to ten-year period within colleges and universities. These warnings started before the pandemic, and the perceived threats have increased since then. According to Fortune, 2 some students fell behind during the pandemic and do not feel ready for college. Others are rethinking the value of a college degree. Further, universities are not just competing with one another; they must now compete with companies that are paying higher initial wages and luring recent high school graduates into full-time employment before, or instead of, a college degree.

As a result, many universities are strategizing ways to recruit prospective students, including investments in infrastructure, program development, and partnering with online program management (OPM) service providers to forge new enrollment opportunities. Additionally, institutions have increased the number of scholarships they offer simply to broaden the admissions funnel. Truth be told, previous administrators at New Jersey City University engaged in some of these strategies. The problem with grasping at straws to grow your enrollment is that you will eventually run out of straws. Quick-fixes or perceived magic bullets to increase enrollment may provide temporary relief for declining numbers, but they will inevitably fail.

1 Grawe, Nathan D. (2018). The Agile College: How Institutions Successfully Navigate Demographic Changes. Johns Hopkins University Press.

2 Binkley, Collin and The Associated Press. (March 9, 2023). "The labor shortage is pushing American colleges into crisis, with the plunge in enrollment the worst ever recorded." Fortune. (https://fortune.com/2023/03/09/american-skipping-college-huge-numbers-pandemic-turned-them-off-education/)

Instead, NJCU is doubling down on its mission. We know who we are. We know who we serve. Through our strategic efforts, we have made significant changes related to enrollment:

I. Recognizing that enrollment management is a vital part of the academic enterprise

In July of 2023, we moved the unit of admissions and enrollment management into the Division of Academic Affairs. In doing so, our amazing staff and leaders in admissions work alongside faculty, department chairs, and deans to collectively showcase our academic programming and to share the pulse of potential students, while ensuring the programming is responsive to the needs of those whom we serve. Now, faculty, staff, and administrators in the colleges and among the academic support services see even more clearly their roles in recruiting potential students. This organizational change shifted our focus from isolated strategies to explicitly building even stronger relationships with students and community leaders as we eagerly invite them to be part of our unique community.

II. Embracing our new normal

NJCU once maintained an enrollment of more than 8,000 students. We know that we are not that university anymore. We strive to maintain an enrollment of around 5,500 students. As a result, we altered our organizational structure and academic programming to reflect our new target enrollment. We reduced our executive leadership by 50%, and we reduced our academic portfolio by 34%. These significant changes allow us to focus more clearly on our mission and to support the anticipated 5,500 students more effectively.

III. Increasing access and reducing barriers

NJCU primarily serves non-traditional students, many of whom struggle financially. Many of our students work one or more jobs and juggle family responsibilities while they attend our university. Through this strategic planning process, we have renewed our commitment to be responsive to the needs of our students. We strive to reduce financial burdens and increase access to programming through more deliberate scheduling, programming with paid internships, and increased online access through hybrid and online courses. All units who work with students, including admissions, financial aid, academic advising, etc., work together to ensure that the decisions made across the full student experience are responsive to the unique needs of those whom we serve.

This Strategic Enrollment Plan reflects our commitment and our resolve to uniquely serve our community. Like the Academic Master Plan, more than 100 of our faculty, staff, students, administrators, and community partners worked to create this plan. It is a testament to our revitalized mission and a preview of the wonderful work to come at NJCU.

MESSAGE FROM OUR ADMISSIONS LEADERS

Guided by the Provost’s leadership, the Strategic Enrollment Plan (SEP) represents the collective effort of faculty, staff, administrators, alumni, and external partners over several months. It reflects a unified commitment to achieving SEP goals amid the evolving landscape of higher education. Establishing a robust foundation for our SEP is imperative to thrive in today’s volatile higher education environment. The intention is for this framework to be a living document that effectively:

• Ensures the realization of the institutional mission and vision.

• Represents a systems approach that intricately links planning, budgeting, and assessment.

• Capitalizes on the institution’s competitive advantages while addressing the changing higher education marketplace and environment.

• Enhances the institution’s capacity to attract and retain students, meeting their current and future needs and expectations.

• Fosters collaboration within the academic community and ensures organizational learning.

Despite a rise in new spring 2024 student enrollment, New Jersey grapples with significant declines in high school graduates and a growing number of learners opting out of the traditional four-year college experience. Amid fiscal challenges and disruptions caused by the pandemic, issues related to mental health, physical health, and a lack of personal connection and support pose real obstacles, yet they are not insurmountable.

NJCU’s faculty, staff, and students demonstrate dedication, resilience, and resourcefulness. A collaborative effort is underway to shape the institution’s future, and this plan introduces a blueprint guiding us toward sustainable growth, academic excellence, and inclusive student success. To achieve our goals, NJCU will leverage all available tools to support both prospective and enrolled students. Recognizing that success cannot rely solely on traditionalage high school students, we must broaden our enrollment strategies, emphasizing retention and diversifying our learner population, including transfers, graduate, and adult learners. This commitment extends to fostering an environment that supports all learners on their journey to success and graduation.

Let us embark together on a journey to elevate our institution to new heights.

Admissions

Stacey Kanga Director of Undergraduate Admissions

Tatiana Reyes Director of Graduate Admissions

MISSION AND VISION STATEMENTS

Mission

NJCU empowers its students through a highly accessible, equity-driven, and transformative education. An NJCU education focuses on students’ personal, professional, and civic development to facilitate their socio-economic mobility. We uplift our diverse community of students, including historically underserved and underrepresented, first-generation, and adult learners.

Vision

We aim to inspire intellectual curiosity, nurture conscious citizenship and community engagement, and uplift our community through teaching, research, and service by dedicated and supportive faculty, staff, and partnerships that create opportunity.

STRATEGIC PILLARS

1 STUDENT SUCCESS & RETENTION

3CULTURE OF CONTINUOUS IMPROVEMENT

2 COMMUNITY ENGAGEMENT

4 FINANCIAL STEWARDSHIP & RESPONSIBILITY

VALUES

To Know

• Academic excellence

• Knowledge and scholarship

To Grow

• Lifelong learning

• Discovery and growth

• Conscious citizenship

• Socioeconomic mobility

• Empowerment and freedom

• Leadership

To Connect

• Diversity, equity, and inclusion

• Accessibility

• Sustainability

• Innovation

• Civic engagement

THE CONTEXT OF OUR ENROLLMENT CHALLENGE

Historical trends: Applications

Between the Fall of 2014 and the Fall of 2020, freshman applications increased by 99.6%. This was due, in part, to the adoption of the Common App. In 2021, freshman applications declined by 16.7%, and in Fall of 2022, freshman applications increased by 9.4%. By Fall of 2023, the number of freshman applications declined by 4.4%. Transfer student applications experienced a steady decline from 2014 to 2023 of 41.7%. With the revised general education curriculum and partnerships like the HCCC|NJCU Connect Program, we expect to see increases in applications moving forward. Graduate applications experienced a steady increase other than a slight dip in 2021. From 2014 until 2023, graduate applications increased by 41.6%.

Historical context: Transfer Students

Nationally, transfer enrollments declined through the pandemic and until 2022. According to Higher Education 3 Today, transfer enrollment dropped by 16% from 2020 until 2022. This trend shifted the next year. The National Student Clearinghouse Research Center 4 reported that transfers increased from Fall 2022 to Fall of 2023 by 5.3%. They also indicated that lowincome, Black, and Hispanic students enrolled as transfer students at a higher rate in 2023. Since 2013, NJCU’s transfer applicants have declined by 54% and the number of transfer students enrolling at NJCU has declined by 52%. To address this trend, the university radically overhauled its general education curriculum to make the university the most transferfriendly public university in New Jersey. The university also shifted additional resources to the Transfer Resource Center, and entered into the Hudson Connect 5 partnership with Hudson County Community College

3 Danielle Melidona (May 16, 2022). "Two New Reports Provide Insights on Enrollment Trends and Policies to Support Transfer Students." Higher Education Today. (https:// www.higheredtoday.org/2022/05/16/two-new-reports-provide-insights-on-enrollment-trends-and-policies-to-support-transfer-students/)

4 National Student Clearinghouse Research Center (February 28, 2024). "Transfer and Progress: Fall 2023 Report." (https://nscresearchcenter.org/transfer-and-progress/)

5 HCCC | NJCU Connect Program (https://www.hccc.edu/programs-courses/academic-pathways/transfer-dual-admissions/hccc-njcu-connect/index.html)

HISTORICAL CONTEXT: RETENTION AND GRADUATION

Two-Year Graduation Rates

NJCU’s retention rates for first-time, full-time freshmen from their first to second year have ranged from 66.4% (2022) to 77.6% (2015). The average rate of retention for first-time, first-year freshmen is 73.9%. The average rate of retention by race/ethnicity is as follows:

• Asian 74%

• Black/African American 71%

• Hispanic/Latino 74%

• White 76%

Four-Year Graduation Rate Improvement

Four-year graduation rates for full-time, first-time students are low given the non-traditional nature of the students NJCU serves. Rates overall have increased by 55% since the 2014 cohort. The percentage of increase in graduation rates according to race/ethnicity since the 2014 cohort are as follows:

• Asian 89%

• Black/African American 108%

• Hispanic/Latino 57%

• White 53%

Six-Year Graduation Rate Improvement

Six-year graduation rates have increased by 8.4% overall from the 2014 cohort to the 2017 cohort. The percentages of increase according to race/ethnicity are as follows:

• Asian 12.4%

• Black/African American 9.9%

• Hispanic/Latino 6.5%

• White 9.1%

HOW WE COMPARE

Undergraduate Enrollment in New Jersey, Fall 2021

NJCU ranks 14th in undergraduate enrollment in New Jersey. The universities with the closest undergraduate enrollment to NJCU include Rutgers-Camden and Ramapo College of New Jersey.

Graduate Enrollment in New Jersey: Fall 2021 7

NJCU ranks 13th in terms of graduate enrollment in New Jersey. Our closest peer in terms of graduate enrollment is Rutgers-Camden.

Context: Community College Enrollment in New Jersey 8

Community College enrollment in New Jersey has declined since 2015 at all institutions other than Warren County Community College. The average decline for all institutions is 34%. See Figure 1 below. 

WHO WE SERVE

Top Feeder High Schools for First-Time Freshmen

The number of seniors at NJCU’s top feeder high schools has remained somewhat stable with slight decreases (Bayonne, Dickinson) or slight increases (North Bergen, Ferris) in graduating seniors in most schools. The exception would be Union City High School which had more significant declines since 2019.

Enrollment Trends in Top Feeder High Schools

While the state is experiencing enrollment declines in high schools overall, NJCU’s top feeder high schools are maintaining or slightly increasing their enrollment since 2019.

Top Community Colleges for Transfers

The top community college for transfers to NJCU is

Enrollment Decline in Top Community Colleges for NJCU Transfers 9

The top community colleges where students transfer to NJCU have experienced declines in enrollment ranging from 23% (Middlesex) to 79% (Essex County).

Distribution of Freshman Applicants by County

The largest percentage of applications for New Jersey residents comes from Hudson County. The second largest percentage is Essex County.

Percentage of Hudson County High School Seniors

Enrolling at NJCU

The district that has the most seniors attending NJCU is Jersey City Public Schools. The district that has the smallest percentage of the incoming class is Weehawken. Overall, 7.5% of Hudson County seniors enroll at NJCU, and 49.8% of NJCU’s incoming class are from Hudson County.

Percentage of Jersey City High School Seniors

Enrolling at NJCU

The school with the highest percentage of students enrolling at NJCU is Innovation High School. Overall, 17.3% of NJCU’s incoming class is from Jersey City Public Schools.

HOW WE COMPETE

Undergraduate Business Majors

NJCU ranks 14th in New Jersey undergraduate completers in Business majors.

Undergraduate Health Professions Majors

NJCU ranks seventh in New Jersey Completers in undergraduate degrees in health professions.

Undergraduate Psychology Majors

NJCU ranks eighth in the number of undergraduate degrees in psychology.

Undergraduate Homeland Security, Criminal Justice, Fire Science Majors

NJCU ranks third in New Jersey completers of undergraduate degrees in Homeland Security, Criminal Justice, and Fire Science

Undergraduate Biology Majors

NJCU ranks 12th in undergraduate completers majoring in Biology.

Undergraduate Computer Science Majors

NJCU ranks 12th in undergraduate completers majoring in computer science.

Master’s Education Majors

NJCU ranks fifth in the number of completers for education master’s degrees.

Master’s Business Majors

NJCU ranks 13th in the number of completers with a master’s in business.

Master’s in Health Professions

NJCU ranks 14th in the number of completers in master’s in health sciences.

UNDERSTANDING THE PLAN

A Vital Part of the Whole

The Strategic Enrollment Plan is one of three plans developed for New Jersey City University’s strategic planning. The Academic Master Plan and the Strategic Enrollment Plan were developed using the same processes during the same period — Fall of 2023. In the Spring and Fall of 2024, the university will use the same process and develop a strategic plan for student development and community engagement.

10 Goals

The Strategic Enrollment Plan consists of 10 goals. The goals were formed based upon the three guiding principles of our strategic planning: mission, market, and margins.

KOAs and KPIs

The Strategic Enrollment Plan operationalizes the 10 goals through two key measures: key organizational actions (KOAs) and key performance indicators (KPIs). In addition, the plan introduces strategies that we will use to achieve the key organizational actions.

GOAL ONE

BE THE BACHELOR’S DEGREE COMPLETION INSTITUTION OF CHOICE FOR HUDSON COUNTY RESIDENTS.

KOAs

1a Refine our brand identity within Hudson County high schools, community colleges, and community-based organizations (CBOs).

• Increase recruitment events in Hudson County by 20%.

• Enhance marketing strategies and define recruitment targets.

• Redesign admissions marketing materials including microsites.

• Collaborate with community-based organizations.

1b Provide a seamless transfer pathway for Hudson County Community College Graduates to NJCU.

• Support and enhance the HCCC|NJCU Connect Program.

• Prioritize targeted marketing events for HCCC Connect students.

• Provider access to NJCU campus resources for HCCC Connect students.

1c Increase the number of admitted students who have some college credit but who have not completed undergraduate degrees.

• Partner with N.J. ReUp program, targeting N.J. residents that have not completed undergraduate degrees.

• Promote continuing education program offerings to the Hudson County community.

• Partner with local businesses and organizations to provide options for employees to complete bachelor’s degrees.

• Partner with Hudson County governmental agencies (e.g. first responders, civil service, etc.) to provide degree completion for employees.

KPIs

• Increase in admitted students from Hudson County: 10% for Fall 2025; 15% for 2026; 20% for 2027; 25% for 2028.

• Increased number of students participating in HCCC|NJCU Connect by 10% year-over-year.

• Development of corporate completion partnerships: three annually from 2025–2028.

GOAL TWO

BE THE MOST TRANSFER-FRIENDLY PUBLIC UNIVERSITY IN NEW JERSEY.

KOAs

2a Revise curriculum, schedule, and policies to remove transfer student barriers.

• Revise existing majors and minors.

• Develop transfer-friendly policies on major, minor, and concentration maximum and minimum credits.

• Develop new transfer-friendly curriculum.

• Offer transfer-friendly schedules and modalities.

2b Promote transfer student success.

• Develop a robust and welcoming transfer center.

• Improve undergraduate transfer policy.

• Improve transfer student culture.

• Improve transfer student services.

2c Recruit and promote the ease of transferability.

• Increase transfer recruitment.

• Promote transferability to external sources by attending more open houses, promoting student success stories, etc.

• Expand HCCC|NJCU Connect Pathways.

• Identify and offer new scholarship opportunities for transfer students to reduce the costs of tuition.

2d Develop transfer partnerships.

• Develop comprehensive approach to high school dual enrollment programs.

• Develop a comprehensive approach to community college partnerships.

• Develop a comprehensive approach to enrollment opportunities for incarcerated individuals.

• Develop a comprehensive approach to awarding lifetime credits to transfer students by partnering with business partners who want their employees to finish their degrees.

KPIs on following page ➛

KPIs

• Increase number of transfer students by 10% for 2025; 15% for 2026; 20% for 2027; and 25% by 2028.

• Increases dual-credit partnerships with high schools by 10% year-over-year.

• Develop at least one Connect-equivalent partnership each year beginning in 2025/2026.

GOAL THREE

CONSISTENTLY INCREASE COMPLETION RATES YEAR-OVER-YEAR FOR ALL STUDENTS.

KOAs

3a Create organizational structures and services to monitor and support and retain students with at-risk academic performance.

• Create committee to oversee development of SEEK program including staffing, budget, and program objectives.

• Redesign academic scheduling of courses for General Education and DFW courses.

• Increase monitoring of at-risk students.

• Use data regarding at-risk students for continuous improvement of student success and retention initiatives.

3b Promote degree completion through intrusive advising and more flexible academic completion programs.

• Create and implement a liberal arts degree program.

• Facilitate student major declaration.

3c Increase the number of students participating in mentoring programs.

• Institutionalize faculty/staff/alumni mentoring program.

• Institutionalize peer mentoring program.

KPIs

• Increase of completion rates by 5% year-over-year.

• Increase use of first alert/advising/monitoring system by faculty and support staff by 20% year-over-year.

• Increase participation in mentoring program by 15% year-over-year.

GOAL FOUR

PROVIDE THE MOST LABOR-MARKET RELEVANT GRADUATE PROGRAMS FOR UNDERREPRESENTED PROFESSIONALS IN NEW JERSEY.

KOAs

4a Increase the depth of engagement and collaborative partnerships formed between NJCU graduate programs and organizations committed to supporting underrepresented populations.

• Design and implement targeted outreach initiatives to connect with underrepresented communities and organizations.

• Investigate relevant conferences and events that would attract underrepresented populations. Create partnerships with appropriate exhibitors that could encourage/improve new student and alumni interest in graduate programs.

• Improve graduate certificate tracking and communications.

• Evaluate value of alumni interaction and faculty/staff outreach and use data to invest in increased partnerships.

4b Strategically distribute resources for enrollment efforts in sought-after fields such as nursing, business, education, and STEM.

• Leverage the success stories of those who have excelled in targeted graduate programs through testimonials, case studies, and alumni profiles.

• Introduce targeted financial incentives, scholarships, or tuition discounts for students enrolling in specific graduate programs.

• Invite alumni to recruitment events to share their success stories.

4c Implement focused social media campaigns and customized search engine optimization (SEO) methods specifically designed for graduate programs within underrepresented populations.

• Curate landing pages, SEOs, and social media tags with keywords in English and Spanish that align with language, preferred website content, and search patterns of current and prospective students enhancing the visibility and relevance of graduate programs for diverse populations.

• Create a vibrant and supportive online community that connects alumni with current, and prospective students which fosters collaboration, knowledge-sharing, and a sense of belonging, specifically among diverse students.

• Create a focus group of former and current graduate students who have gone viral in social media to provide knowledge about social media trends.

• Promote collaboration between NJCU alumni, professors, and external stakeholders and prospective students to create stories on online platforms.

KPIs

• Increase percentage of underrepresented graduate admissions by 10% year-over-year.

GOAL FIVE

PROVIDE RELEVANT AND ENGAGING WORKFORCE DEVELOPMENT PROGRAMS FOCUSED ON THE NEEDS OF A GLOBAL WORKFORCE.

KOAs

5a Increase the number of students participating in career development activities that lead to meaningful jobs related to their fields.

• Create centralized team dedicated to both career readiness and employee relations.

• Educate students in building career pathways starting with the course, “Orientation to College” and continuing throughout their degree programs.

• Partner with NJCU programs/departments that have been effective in this goal.

• Increase communication and partnerships with key industry actors like Choose N.J., N.J. Economic Development Authority, and N.J. Business and Industry Association.

5b Increase the number of departments who embed career development modules within established curricula.

• Offer guidance to departments that want to connect their courses to the needs of current and future global workforce.

• Establish partnerships between faculty, Institutional Effectiveness, and Career and Professional Development to analyze data from First Destination Survey that can be leveraged to achieve goal five.

KPIs

• Increased number of students participating in career development activities to include 75% of student body by 2026.

• Increased embedded career development modules to include 50% of departments by 2026.

GOAL SIX

UNDERSTAND AND ANALYZE THE HIGHER EDUCATION MARKETPLACE IN TERMS OF COMPETING UNIVERSITY PROGRAM OFFERINGS.

KOAs

6a Conduct comprehensive market research to identify market trends.

• Identify market trends including standardized process and form for gathering and sharing data.

• Analyze competing programs using a standardized process and form for gathering and sharing data.

• Assess programs to ensure quality and reputation using standardized process and form.

6b Measure employability and success of graduates (R.O.I.)

• Foster collaboration and partnerships with industry leaders to capitalize on market demands.

• Strengthen career services.

• Include cooperative education in all academic programs.

6c Ensure successful accreditation and student success of graduates.

• Provide robust services to support student success.

• Enhance academic quality by investing in faculty development.

• Promote student success stories.

• Implement program review and continuous improvement.

K.P.Is

• Increased rankings in IPEDS completion data by CIP code when compared to state and other competitors.

GOAL SEVEN

STRATEGICALLY RESPOND TO MARKET FORCES FOR UNDERGRADUATE, GRADUATE, AND NONCREDIT PROGRAMMING.

KOAs

7a Emphasize careers students want to pursue through robust co-op/internship programming.

• Centralize a revised co-op/internship program to provide meaningful experiences that can prepare students for future careers.

• Develop and maintain data regarding consistency in major choices vs. students who change their majors mid-degree.

7b Increase our external visible presence at key recruiting events such as college fairs, community colleges, etc.

• Increase the number of recruiters who can attend key events and follow up with high schools and community colleges.

• Invest in additional digital marketing to increase recruiting opportunities.

7c Create a corporate partnership program providing tuition discounts and negotiated services to organizations and agencies.

• Create partnership MOU template and encourage schools, governmental agencies, and companies to work with the university to help employees complete undergraduate, graduate, and non-credit programs.

• Hire a corporate partnership liaison to grow the corporate partnership program.

KPIs

• Increase number of transfer students by 10% for 2025; 15% for 2026; 20% for 2027; and 25% by 2028.

• Development of corporate partnerships: three annually from 2025–2028.

• Increased participation in internships by 10% year-over-year.

• Increased career planning and feelings of career preparedness as measured by survey.

GOAL EIGHT

STRENGTHEN OUR IDENTITY BY PROVIDING STUDENT SUPPORT SERVICES THROUGHOUT THE STUDENT LIFE CYCLE.

KOAs

8a Host a minimum of two one-stop events per semester to advertise student support services.

• Create comprehensive communication plans regarding student services.

• Use the Monday common hours to showcase student services in GSUB.

• Measure attendance of events to ensure objectives are being met.

8b Develop internal and external communication plan regarding the unique and compelling support services provided to NJCU students throughout their time at NJCU.

• Review services provided throughout the life cycle of undergraduate, graduate, and noncredit students to identify needs.

• Add support services based upon review.

• Develop compelling website communications regarding support services.

• Develop marketing plan that includes information regarding support services.

8c Increase hours of operation for key support services to increase access for the working students.

• Expand operating hours for key offices like financial aid, student accounts/Bursar, and Registrar.

• Monitor hours services are accessed to ensure appropriate levels of support at times when services are sought the most.

KPIs

• Increased student services based upon review.

• Increased events that include all student services.

• Attendance at one-stop shop events.

GOAL NINE

DRIVE PROGRAM INVESTMENT DECISIONS ACCORDING TO PROGRAM RETURN ON INVESTMENT (ROI).

KOAs

9a Examine important measures of student and alumni outcomes to make informed decisions that support and enhance the return on investment for each program to position it for success.

• Continuously assess and analyze retention rates based on the following characteristics: student segments and demographics with special focus on first-time, full-time freshmen and first-generation students. Use results as a measure of return on investment.

• Evaluate and analyze enrollment headcount for newly enrolled and ongoing enrolled counts of program majors as a measure of ROI.

• Evaluate and track licensure exam and certification pass rates data for alumni of programs.

• Track and evaluate post-graduate success of program alumni employment rates and salaries of college majors by academic level as an economic success measure for ROI of individual programs.

9b Continuously analyze individual programs, comparing the gains and benefits to the costs involved.

• Utilize the pay-back method, evaluating how long it will take students to pay back or recover the initial investments in years.

• Consistently track and calculate the net revenue per student to evaluate the financial efficiency of the program.

• Analyze the net present value to identify future streams and costs of individual programs (NPV= Benefits-Costs)

9c Assess stakeholder involvement in each program to enhance success and maximize return on investments.

• Conduct ongoing evaluation and analysis on different elements of alumni engagement by establishing a data collection, recording, and reporting system for participation rates, and levels and areas of alumni engagement within individual programs. Upload and maintain data in a platform accessible to all departments.

• Assess and analyze students’ continuous participation and involvement levels with their characteristics in high-impact and co-op/internship opportunities within each program.

• Assess and analyze faculty and staff engagement in research, mentorship, service, and professional development within each program.

• Analyze and evaluate engagement with community stakeholders and partnerships within each program.

• Conduct ongoing evaluation and analysis of engagement with web and social media pages of individual programs to identify areas of high volume and interest based on click percentages and inquiries. Use data to evaluate levels of engagement and support initiatives for recruitment and retention.

KPIs

• Increased retention rates by program year-over-year.

• Increased enrollment by program year-over-year.

• Increased percentages of licensure passage rates year-over-year.

• Increased employment rates of graduates year-over-year.

• Decreased time to pay back student loans year-over-year.

• Increased alumni engagement year-over-year.

• Increased student participation in internships year-over-year.

• Increased faculty engagement in co-curricular experiences year-over-year.

• Increased traffic on website year-over-year.

• Increased ROI per program year-over-year.

GOAL TEN

INCREASE AND DIVERSIFY NON-CREDIT PROGRAMMING TO RESPOND TO WORKFORCE NEEDS IN NEW JERSEY.

KOAs

10a Analyze the needs of the future workforce.

• Analyze the needs of the future workforce (employees and learners) to assess the demand for various non-credit programs.

• Establish a streamlined process for developing new non-credit programs.

• Work with departments and academic units to identify micro-credentials that can be converted to credit.

• Seek out new or leverage existing relationships to diversify program offerings within niche specializations.

10b Enhance marketing and outreach

• Develop a robust marketing strategy that utilizes various channels such as social media, email campaigns, and partnerships with local business and community outreach programs.

• Redesign continuing education website and online presence.

• Engage community and build rapport and trust within Jersey City, Hudson County, and surrounding areas.

10c Establish funding resources

• Investigate and pursue grant opportunities offered by federal, state, and private entities.

• Leverage New Jersey Department of Labor negotiations.

KPIs

• Increase number of noncredit programs offered year-over-year.

• Increase enrollment in noncredit programs year-over-year.

• Increase partnerships with agencies and organizations for workforce development year-over-year.