Total undergraduate enrollment increased from 3,659 in Fall 2019 to 3,791 in Fall 2020, an increase of 3.6%, and is on track to reach the goal of 4,000 by Fall of 2022. Freshman applications again exceeded 10,000; there were 10,349 in Fall 2020 compared to 10,475 in Fall 2019. Selectivity was 53% for students who were admitted in Fall 2020, compared to 40% in Fall 2019, largely because of the global pandemic. Despite the many challenges that the pandemic created, the incoming class (freshmen, Link, and transfer students) is 985 in Fall 2020 compared to 1,013 in Fall 2019. The middle 50 percent SAT score declined, from 1340-1500 in Fall 2019 to 1320-1480 in Fall 2020 but still exceeds the 2022 target. The six-year graduation rate for the freshman cohort of 2014 increased to 88% from 85% for the cohort that entered in Fall 2013, the highest in recent history and which meets the target established for Fall 2022. Undergraduates of the Class of 2020 secured an outcomes rate of 95% compared to 96% for the Class of 2019, with record-breaking average starting salaries. The most notable change in the outcomes was an 11% increase in the Class of 2020 graduates choosing to pursue an advanced degree (32%) over the previous year (21%). Stevens continued to make good progress in balancing undergraduate engineering enrollment with other majors (53% engineering of total undergraduate enrollment and exceeding the target of 60% for Fall 2022) and in increasing the percentage of underrepresented minorities in the undergraduate cohort (15.7% in Fall 2020), also exceeding the target of 15% for Fall 2022. The percentage of women among all undergraduates held steady at 29% in Fall 2020 although the percentage of women in the entering freshman class in Fall 2020 improved to 30.1% compared to the previous year. The percentage of out-of-state undergraduates decreased to 37% in Fall 2020 compared to 38% in the previous year. More progress is needed to increase these percentages and that of international undergraduates to reach the 2022 targets. Recommendations to effect continuous improvement in student-faculty interactions, including the creation of school/college and department advisory boards that are comprised of students, were developed by an ad hoc committee. Significant efforts were undertaken by the academic units in support of the Spring 2020 semester transition to fully online learning, and the subsequent preparations for the Fall 2020 semester of remote and hybrid instruction.

Students studying on campus

Goal U1:

By Fall 2022, Stevens will have an undergraduate student enrollment on the order of 4,000 (compared to 2,427 in Fall 2011 and 3,115 in Fall 2016).

The distribution of enrollment in undergraduate majors will be more balanced between engineering programs and other new and existing technology-centric programs, such as in computer science, science, mathematics, business, humanities, social sciences and the arts. As our overall undergraduate enrollment increases, so will numbers of undergraduate engineering students. However, in 2022 we will target that the percentage of undergraduate engineering students will be approximately 60 percent as compared to the Fall 2011 baseline of 72 percent and 67 percent in Fall 2016.

In addition, by recruitment of more diverse freshman cohorts, we will aim to have an undergraduate population that meets the following characteristics:

• At least 35 percent female (compared to 25 percent in Fall 2011 and 30 percent in Fall 2016)

• At least 48 percent from outside of New Jersey (compared to 32 percent in Fall 2011 and 38 percent in Fall 2016)

• At least 8 percent international (compared to 5 percent in Fall 2011 and 4.6 percent in Fall 2016)

• At least 15 percent underrepresented minorities (compared to 12 percent in Fall 2011 and 11.6 percent in Fall 2016)

This increase in undergraduate enrollment will be realized through careful alignment of resources with enrollment distribution, including phasing of an expanded faculty to maintain an appropriate student/faculty ratio across the three schools and college, necessary administrative staffing, necessary additions to our physical infrastructure and to student support services. We will also undertake a careful assessment of any proposed new majors to ensure our continued focus on technology, business and entrepreneurship, and to ensure a continued emphasis on student selectivity, student placement and success, and the overall student experience. We mention here the need to build on successful programs that are contributing to student diversity, selectivity, and success, including our athletic programs and our programs in music and theatre, student government, and community service.

To this end, we will also continue to support and expand programs to imbue integrity and professional ethics to our students, including our student-led Honor System. We believe that the process outlined here will result in Stevens being viewed as a national model for how a university can develop and implement a growth strategy that strengthens the university from every perspective.

Owners: VICE PRESIDENT MARYBETH MURPHY, Provost Christophe Pierre

Despite the many challenges that the global pandemic created, the total undergraduate enrollment increased from 3,659 in Fall 2019 to 3,791 in Fall 2020, an increase of 3.6% and is on track to reach the goal of 4,000 by Fall of 2022.

In addition, the following progress was achieved in diversifying undergraduate enrollment for Fall 2020:

  • Undergraduate engineering enrollment as a percentage of all undergraduate enrollment was 53% in Fall 2020. The goal was achieved in Fall 2018 when the percentage of all undergraduate enrollment was 59%, thereby exceeding the goal four years ahead of schedule.
  • The percentage of women among all undergraduates was 29% in Fall 2020, against a target of 35% for Fall 2022. The percentage of women in the entering freshman class in Fall 2020 was 30.1%, compared to 29% in Fall 2019.
  • The percentage of domestic out-of-state undergraduate students was 37% in Fall 2020 against a target of 48% in Fall 2022. The percentage of out-of-state freshmen in Fall 2020 was 31.3%, compared to 34% in Fall 2019.
  • The percentage of international undergraduates is 2.6% in Fall 2020 against a target of 8 percent in Fall 2022. While most embassies were closed and visas unavailable, the percentage of international freshmen in Fall 2020 was 3.3%, compared to 2.9% in Fall 2019.
  • The percentage of underrepresented minorities in the undergraduate cohort was 15.7% in Fall 2020, exceeding the target of 15% in Fall 2022. The percentage of underrepresented minorities in the freshman class is now 17.2% compared to 15.1% in Fall 2019.

The global pandemic upended many admissions plans and objectives, and many yield activities had to be reimagined during the spring and summer months.

Y8 Undergraduate Enrollment

Y8 Undergraduate Enrollment Engineering

Y8 Undergraduate Enrollment Women

Y8 Undergraduate Enrollment Domestic Outside NJ

Y8 Undergraduate Enrollment International

Y8 Undergraduate Enrollment URM

Goal U2: 

As we expand undergraduate enrollment, we will continue to improve student selectivity and therefore the academic profile of the incoming classes. Specifically,

• the percentage of first-time, full-time undergraduate applicants who are admitted will be 37 percent or less for the Fall 2017 incoming class (39 percent in Fall 2016), and 35 percent or less for the Fall 2022 incoming class, compared to a baseline of 42 percent for the Fall 2011 incoming class; and

• the middle 50 percent SAT score of new freshmen will improve to 1280-1450 for the Fall 2022 incoming class or equivalent ACT score, compared to a baseline of 1190-1390 for the Fall 2011 incoming class and 1260-1440 in Fall 2016.

In the course of expanding our undergraduate enrollment in the next five years, we will remain cognizant of the importance of our goal to concurrently improve student selectivity, enhance the academic profile of incoming students, and achieve the demographic and diversity goals stated earlier. Therefore, we may need to adjust the rate of enrollment growth depending on our success in achieving all other goals.

Owner: Vice President Marybeth Murphy

Freshman applications again exceeded 10,000; there were 10,349 in Fall 2020 compared to 10,475 in Fall 2019, and 53% of students who submitted applications were admitted in Fall 2020, compared to 40% in Fall 2019 and against a target of 35% for Fall 2022. Despite the many challenges that the pandemic created, the incoming class (freshmen, Link, and transfer students) is 985 in Fall 2020 compared to 1,013 in Fall 2019. The middle 50 percent SAT score declined, from 1340-1500 in Fall 2019 to 1320-1480 in Fall 2020 but still exceeds the 2022 target.

Creative and quickly-reimagined yield activities, including moving them online in April 2020 and during the summer months, helped to prevent melt and enroll a full class of students. Continued efforts to increase the size, quality, and diversity of the applicant pool, along with programs such as the Pinnacle Scholars program, the Clark Scholars program, strategic analysis of applicants’ level of interest, the utilization of enrollment analytics, and market research contributed to progress achieved in recruiting the Fall 2020 cohort of students.

Y8 Undergraduate Selectivity

Y8 Middle 50% SAT Score

Goal U3: 

As of Fall 2011, the 6-year graduation rate of the freshman cohort of 2005 was 79 percent and 83 percent for the freshman cohort of 2010. The 6-year graduation rate of our students will improve to at least 88 percent in Fall 2022 (for the freshman cohort of 2016). 

Owners: Provost Christophe Pierre, Vice President Marybeth Murphy

The six-year graduation rate for the freshman cohort of 2014 was 88% in Fall 2020, the highest in recent history and which meets the target established for Fall 2022.

A detailed study was done on best practices to improve retention and graduation rates, including an analysis of measures that can be adopted by Stevens. These initiatives are being implemented by the Office of Undergraduate Academics and the schools/college. They include programs to facilitate progress toward degree completion, targeted efforts to minimize freshman withdrawals, improved academic advising, increased utilization and effectiveness of the Academic Support Center, and an improved transfer student experience.

Y78Six-Year Graduation Rate

Goal U4: 

We will maintain a stellar placement record of at least 95 percent for our students, from a baseline of 92 percent of students securing post-graduation outcomes as of November 1, 2011 and 96 percent in Fall 2016.

Owner: Vice President Marybeth Murphy

Undergraduates of the Class of 2020 secured an outcomes rate of 95%, a 1% drop from the previous year due to the impact of the pandemic on the employment market for new college graduates. The most notable change in the outcomes was an 11% increase in the Class of 2020 graduates choosing to pursue an advanced degree (32%) over the previous year (21%).

Employer development efforts continued to keep pace with the increase in student enrollment. The Class of 2020 Career Fair had 25 more recruiters in attendance compared to the previous year.

In Spring 2020, all Career Center activities were moved to a virtual platform. The June Co-op Interview Day was expanded to a two-day virtual event with 51 employers attending. Internship Fairs were also increased with two being held virtually in Fall 2020 compared to the one on-campus internship fair held last year. This resulted in increased employer participation with 47 additional internship employers attending.

Collaboration efforts with each of the schools and college continued with Career Center staff teaching the BT290 course for the School of Business, participating in the E101 seminar for engineering students, and providing increased pre-health advising and event-related support for students considering careers in the health industry.

Y8 Undergraduate Job Placement Rate

Goal U5:

As a student-centric university, faculty engagement in students’ academic experience and excellence in teaching and learning are top priorities. Stevens is committed to continuous improvement in faculty-student interactions, in areas ranging from faculty adoption of research-based best practices in teaching to the use of digital, technology-based and inclusive pedagogical strategies to responsiveness and accessibility to students. By 2018 and with the involvement of faculty, Stevens will develop and/or adopt a holistic approach to evaluating teaching and learning that recognizes the significant variations in teaching environment and that incorporates multiple methods (e.g., peer evaluations, student evaluations, observations, etc.) and sources of data. The approach will be designed to provide timely and meaningful feedback, as well as professional development programming and incentives to ensure all students benefit from high quality teaching and interactions with faculty.

Owner: Provost Christophe Pierre

In Year 8, an ad hoc committee of faculty, staff, and students was established to examine student-faculty interactions. The committee recommended a number of areas for improvement that are being implemented by the schools and college. Among these recommendations, one is to create school/college and department advisory boards that are comprised of students.

As a result of the pandemic, significant efforts were undertaken by the academic units in support of the Spring 2020 semester transition to fully online learning, and the subsequent preparations for the Fall 2020 semester of remote and hybrid instruction. This included an optional pass/fail grading policy for the spring semester, an introduction of an online feedback form that is sent directly from the student to the schools and departments, enhanced student support, and instructor trainings.