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Associate Vice President of Facilities and Construction Management at New Jersey City University
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Decision makers at New Jersey City University
Acting Vice President of Student Development and Community Engagement and Dean of Students
Assistant Director
Assistant Director of CRM and Enrollment Systems
Assistant Director of Facility Operations
Assistant Director of Front-End Web Development
Key decision makers in the same organization
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Board meetings, strategic plans, and buyer signals from Patrick M. Bartole’s organization
The strategic plan, 'Elevate 2030', is a collaborative roadmap for Kean University, developed through extensive input from over 150 faculty, staff, students, and leaders. It outlines specific goals and pathways to shape the university's future direction and achieve its objectives over a five-year period from 2025 to 2030, emphasizing inclusive participation in its development.
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The board meeting focused on several key strategic and operational matters regarding the merger with Kean University. These included ratifying the merger agreement, transitioning governance authority, and authorizing financial audit services for the upcoming fiscal year. The board also acknowledged the completion of operational and workforce restructuring and affirmed the continued authority to confer degrees pending final federal regulatory approvals.
The agenda and materials for the public meeting covered several key topics. These included the Board Chair's report, the State Monitor's update, and the President's report regarding the university senate, student updates, and budgetary and academic affairs. The consent agenda included personnel actions such as reappointments and new hires, the authorization of a purchase and sale agreement for the West Side Campus, the affirmation of the complex substantive change application to the Middle States Commission on Higher Education, and the authorization for the conferral of degrees for the upcoming commencement ceremony.
This strategic plan aims to foster an inclusive and empowering campus environment, nurturing student success, promoting civic responsibility, and strengthening university-community connections. It is built upon four strategic pillars: Student Success and Retention, Community Engagement, Culture of Continuous Improvement, and Financial Stewardship and Responsibility. Key objectives include increasing graduation rates, creating pathways to financial security, enhancing the overall student experience and well-being, fostering leadership and civic engagement, building inclusive communities, strengthening partnerships, and supporting student-athletes.
Extracted from official board minutes, strategic plans, and video transcripts.
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