President J. Michael Adams reviewed the state of the University and outlined key priorities in presentations on each campus in September.

Describing both internal and external challenges, President Adams said the key to success is “forging a distinctive identity and maintaining the highest standards of quality. It boils down to developing programs to meet the challenges of the 21st century, while demonstrating the value of an FDU degree.”

President J. Michael Adams

Pointing to notable alumni who have first-hand knowledge of the value of an FDU degree, Adams emphasized the need to build the institution’s reputation — “to have the world understand just how good this institution is.”

“Such a goal requires … a dedicated effort from everyone to maintain and enhance standards of quality in every area. It requires a willingness to embrace change in an increasingly interdependent world. And it demands the perseverance to meet the often difficult challenges that arise in the effort to deliver a first-rate education.”

The addresses were held on September 26 on the Metropolitan Campus and September 27 at the College at Florham. The latter date marked the fifth anniversary of Adams’ inaugural address, in which he formally unveiled the University’s global mission — to prepare world citizens through global education.

Adams said global education continues to provide the framework for the future. “Global education is derived from our traditions, and more importantly, it is what students need to flourish in the 21st century. Whether your field is in the liberal arts or whether you specialize in a professional degree area, the need to incorporate global lessons and help students make global connections is critical now and will become more so in the future. Many institutions give lip service to global education. But I challenge us to be among the select few who transform rhetoric into reality.”

The Highlights

Adams highlighted the key accomplishments since the introduction of the new mission. Among the developments he cited were the distance-learning initiative, the programs with the United Nations, the Global Virtual Faculty, new academic programs, more global partnerships and new construction and renovations, along with new, distinctive identities for each campus.

Adams says such efforts have helped build enrollment from approximately 9,500 students to more than 11,000, and enabled FDU to regain its place as New Jersey’s largest private university. Enrollment, he pointed out, is especially critical because the University derives the vast majority of its revenue from tuition.

Adams also emphasized the fact that the University has finished the last six years with a budget surplus and that employees have received raises in each of those six years. He promised “to continue to emphasize raises among my highest priorities.“

Touching on fund-raising developments, the president described renewed efforts that last year raised nearly $4.8 million in gifts and pledges, up 42 percent from last year’s $3.3 million, and up 168 percent since 2002. He said major priorities include rebuilding the endowment and increasing unrestricted gifts.

He also mentioned the major gifts that have recently been received including the $4-million commitment from trustee Anthony Petrocelli, BS’69 (Flor); the $2.1-million pledge from alumnus and former board chair Edward L. Hennessy, Jr., BS’55 (R); and the $1-million commitment from John Monninger, BA’65 (Flor). The president also announced a $500,000 gift to endow a scholarship in entrepreneurial studies. “Knowing that gifts of this magnitude are possible and are now happening on a regular basis gives me great hope for our future.”

Adams pointed out, though, that while progress has been made, there are many needs remaining. Among these, he said, are more full-time faculty, further facilities upgrades, improved faculty offices, new laboratories, greater college and departmental operating budgets and more student-life funding. He also said that “we are still not where we want to be” regarding compensation. And he added, “we must make global learning more conspicuous and real across the University.”

Discussing the current shortfall in part-time, international and graduate student enrollment and the resulting impact on the budget, Adams said we “face another challenging year. However, as before, we will manage and succeed.”

External Challenges

The president further described a changing higher education landscape marked by rising enrollments but more diverse demographics. While the U.S. Census Bureau projects the traditional college-age population will rise until at least 2016, nearly half of the growth will be among Hispanic students, and the next largest increase will be among Asian Americans.

Also, according to the U.S. Census Bureau, 37 percent of college students are 25 years of age and over. The majority of these students — 56 percent — attend college part time. “With the continual need to upgrade individual skills to compete in the global marketplace, this population of older and part-time students will only grow. These students want skill-specific courses, are very price conscious and expect education to come to them.”

But while there may be more students, Adams said, there also is greater competition. He described the significant increase in for-profit institutions, particularly those like the University of Phoenix that utilize online learning to provide flexible programs, and also the greater use of online programs by traditional universities like Stanford and Columbia.

The president added that international universities continue to grow and develop and are beginning to impact the number of international students who study in the United States. The bottom line, he said, is, “A greater number of diverse students will have a greater number of diverse choices.”

Specific Responses

To meet the internal and external challenges, Adams again stressed the importance of building the institution’s value and reputation. He added that a critical effort is the current process to gain reaccreditation from the Middle States Association of Colleges and Schools. He also said, “We must renew and maintain the competitive elements in every program. And we must support the renewal and dedication of faculty by competitive hiring across schools, colleges and campuses.”

He further outlined specific responses:

• “First and foremost we must reaffirm and support the quality of our on-campus undergraduate programs. They are the core of our reputation. … This means I will give priority to those faculty positions that support and strengthen those programs.”

• “We must strengthen the integration of global learning across the curriculum. This is the foundation of our mission and the element that will speak most powerfully to a new, diverse student population. The Internationalization Strategic Planning Group recently delivered a global learning proposal. I ask that we quickly prioritize those recommendations and move to action.”

• FDU has a strong history of professional degree offerings, which must continue. However, we have a moral responsibility to deliver what graduates really need to compete — a strong liberal arts foundation. … I propose to my faculty colleagues a renewed and extended sense of purpose and responsibility by exploring how Core might become the cornerstone of an FDU global education.”

• “Our Puerta al Futuro has generated tremendous demand. We must build on that success. We must employ new tactics to attract qualified Hispanic and Asian-American students in all programs. … FDU has a strong tradition of attracting minority students from across the cultural spectrum. That must and will continue.”

• “In the case of dealing with global competitors, part of the solution is to partner with those institutions. The dual degree programs we’ve created with institutions around the world represent a successful model that should be continued.”

• “Another way to enhance our presence and competitiveness internationally is through expanded faculty outreach. Some have already done so, such as professor Bamidele Ojo, who was recently named a Fulbright Senior Specialist. I propose an initiative that encourages and supports faculty participation in the Fulbright program.”

• “Our delivery of focused degree programs at such locations as Johnson & Johnson and Cendant has shown to be highly effective and successful. Our community college partnership program is another example of reaching an underserved population, taking education to the students. We must further consider other existing strong programs that might be appropriate for off-site offerings or nontraditional delivery.”

• “What is emerging nationally is a flexible model of blended online and classroom courses. It meets students’ needs and expectations in a changing world. FDU is not evolving into an e-university. However, we must be an active, respected participant in the online arena. We must increase our offerings and outreach.”

‘Very Special Community’

In going forward, Adams suggested that key responsibilities relating to areas like enrollment and retention rest with the entire community. “Students ultimately choose to attend and stay at FDU because of the people — the people who teach them, the people who offer support and the people who become their friends and role models. Nearly every day I learn about or meet someone who illustrates our incredible tradition of transforming lives. They all talk about the people at FDU — people who cared, who showed passion and who provided inspiration.”

He concluded, “Fairleigh Dickinson University is a very special community. In many ways we have the opportunity to redefine higher education for the 21st century. I am grateful for your presence, your participation and your contributions to this exceptional institution. I look forward to what we can continue to create together.”

To view the State of the University Address, click to http://view.fdu.edu/default.aspx?id=3229 .

President Adams’ State of the University address included a
powerpoint presentation.

October 2005

View text only for this complete issue.

Flor =
College at Florham, Madison, N.J.

Metro =
Metropolitan Campus, Teaneck, N.J.

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