Graduate Studies and Experience - Year 1 Report

After a period of volatility, graduate student recruitment appears to have stabilized. The Fall 2013, full-time master’s and doctoral student cohorts increased by 12 and 6 percent, respectively, and overall graduate enrollment grew by 3 percent compared to the prior year. The quality and selectivity of the graduate student cohort also improved.


Goal G1

Enhance the selectivity of our graduate admissions by admitting 45 percent of applicants by 2017 and 35 percent by 2022 from a baseline of 60 percent in 2011. Simultaneously increase the size of the full-time Ph.D. and master’s student population by at least 30 percent by 2022 from the Fall 2011 baseline of 1,248.

OWNER: PROVOST GEORGE KORFIATIS

A Year 1 priority, a major reorganization of the graduate enterprise was completed, and initial signs are very positive. Graduate Admissions, Graduate Student Life and Graduate Academics reorganized under the Academic Enterprise. The Associate Dean of Graduate Admissions was appointed. New protocols, strategies, infrastructure and IT tools are in development. In Fall 2013, full-time master’s and doctoral students increased by 12 and 6 percent, respectively, and overall graduate enrollment grew by 3 percent compared to the prior year. The quality and selectivity of the graduate student cohort also improved. The selectivity of graduate admissions (percentage of students who applied who were offered admission) improved from 70 percent in Fall 2012 to 69.5 percent in Fall 2013. Quantitative scores of enrolled students on the GRE and GMAT tests also improved in Fall 2013. Process mapping of the graduate admissions enterprise was completed; validation of baseline data for all segments of the graduate population was completed and new targets were established; marketing and advertising of graduate programs and events increased; a master’s fellowship program was established; and graduate studies leadership positions were created in all schools.

Year 2: Intensive focus on increasing the domestic applicant pipeline; refine strategies for graduate market segments; develop/implement graduate financial aid strategy; successfully implement Slate CRM for graduate admissions.

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Goal G2

From a baseline of 36 (including three international), we will double the number of off-campus/corporate domestic and international graduate partnerships, with an emphasis on the domains of particular significance to Stevens.

OWNER: PROVOST GEORGE KORFIATIS

A Year 1 priority, the organizational structure for an Office of Corporate and Online Education has been created and a recruitment effort for an experienced leader was launched. Four new corporate education engagements were established.

Year 2: Appoint the head of the Office of Corporate and Online Education and develop/implement a detailed plan.


Goal G3

Undertake specific initiatives to improve our graduate faculty teaching performance and student learning.

OWNER: PROVOST GEORGE KORFIATIS

Activities toward this Year 1 priority include developing and deploying centralized student evaluation reports by school/program/faculty and establishing a podcast studio to create learning artifacts (including live streaming from classrooms) which has been used by more than 10 programs to date.

Year 2: Develop a cohesive and integrated plan, including policies, incentives, recognition/rewards, training/support and assessment/feedback for improved teaching and learning.


Goal G4

Develop and formalize mechanisms to ensure all graduate students, including part-time and off-campus students, have opportunities to engage with the Stevens community as part of their curricular studies, as well as through extra-curricular activities.

OWNER: PROVOST GEORGE KORFIATIS

A Year 3 priority, work toward this goal has not started yet.