Presidential Search Survey Results

All remarks referring to specific individuals have been removed.

1. What recommendations do you have for the presidential selection process?
• Select a committee that represents all facets of the college community and is not tied to any political group. Don’t rush the process!
• Need to work hard to make sure broad communities of people are involved in the process.
• Make sure he/she keeps tuition low.
• I believe the permanent president should have at least 5 years experience as a president of an urban college/university.
• Trustees should establish.
• You should look for a person of honor and integrity above all.
• Gather criteria from all segments of the campus community. Host selection forums to do this.
• I think you have been proceeding appropriately, being inclusive, but not abdicating your responsibility.
• Just as the interim search process was, I believe that the permanent search process should be open and consultative to all campus constituencies especially the students at Kean. Keep it open and make periodical reports to the public when the process is narrowed. Make public the timeline of events.
• Talk to the students and receive their input, include them every step of the way. Kean University is based around students and should use student opinions and views to their advantage in deciding what needs to be done and in what ways. The students are Kean University’s largest customers.
• That it is fair and non-political.
• In order to avoid political and ethnic imposition by different groups on our campus, it is advisable that the Board of Trustees invites applications from the faculty holding the rank of full professorship for membership on the Search Committee. These professors will include their resume in their application. Only seniors and graduate students are qualified to be members of the Search Committee.
• Have a comprehensive committee in charge of the process. Follow the rules.
• Select an external president rather than promote from within Kean.
• Avoid using the usual suspects; involve a variety of faculty and staff who are not the traditional, well-known people who are repeatedly involved in these kinds of activities.
• The election process should be opened up to the outside applicants as well as internal candidates to entertain fresh ideas.
• There needs to be an atmosphere of dialogue. There is a campus environment of fear – tenured and untenured faculties have concerns for themselves and their programs. The new president must come from off campus.
• A search committee representative of the Kean University community.
• Since the search committee will already be formed before you receive this, I can only hope that the following occurs. Having served on a university presidential search committee a number of years ago, I feel strongly that the composition of the search committee is key to the selection of a president that will best serve the university. The committee should contain voting faculty representatives from all 5 colleges on the search committee: 2 from each college to encourage a representative cross section of each college. In addition, given the unique aspects of arts education, a faculty representative from the School of Visual and Performing Arts also should be a member. 2-student representatives. Representatives from staff. The new president should come from outside the university, having no known or perceived alliances or “cliques” on this campus.
• That the search committee would include or make up a range of diverse perspectives (faculty, administration, racial, ethnic, staff, etc.)
• Use reputable academic search firms for initial screening. Search committee comprised mostly of faculty, professional staff and librarians. Begin initial screening in late spring/early summer. Campus interviews in fall/early winter. First selection in Jan/Feb 2003.
• Be as precise as you can - requirements for selection: real experience, results quantified (from previous job), qualifications to be assessed to accomplish Kean’s future 5 year plan or objectives.
• Search should not be limited to candidates who are only from academia.
• Check out every word put on the application. Read all articles and books listed under publications. Talk at length with the candidate’s previous employers.
• Be open with students, faculty and staff…no secret meetings or deals…things like this survey are great tools for open communications, just needs to be done more often!
• Should take as long as needed to make sure that the right match is found. Students/Alumni should have an integral part in this, as well as faculty/staff. Nationwide search is important. Attention to Affirmative Action.
• You should choose someone who is currently working at Kean University. Why choose a stranger who has to learn this knowledge?
• The process should be fair, the new president should believe in our commitment to diversity. Please choose someone who is down to earth and can find practical solutions to campus problems.
• The faculty members on the Search Committee should be tenured, full professors chosen by the Board of Trustees. These professors should themselves be recognized scholars, excellent teachers and leaders in professional and community circles. In addition, these professors should have been at Kean for at least fifteen years and have experience with the history of Kean and its major committees.
• The candidate who is finally selected should have a broad base of support among trustees, administrators, and faculty. The person’s prior experience should include being a past university president, demonstrated fairness and reputation in making decisions about promotions and reappointment, and proven fund-raising ability.
• Continue as with Interim Presidential Search! Be open, consistent, and positive!
• Hire a reputable national search firm. Include broad representation from all constituencies: faculty senate, KFT, students.
• A search committee does not have to include every constituent group on campus. A small, well-selected committee can be effective and efficient.
• Equal representation of all constituencies including academia, administration, volunteers (Trustee and Foundation Board Members) and alumni. Off campus representatives should have a track record of being active with Kean and preferable experience with other educational institution. Also can be used as a cultivation tool for large donors (board members) as they will feel involved and that their opinion counts.
• Communicate constantly with the campus community (two way communication – hear what the campus community has to say, provide continuous opportunities for input after these forms are turned in.
• We should be looking for an administrator with a good technical background – the dean of an engineering school would be a good place to look.
• The selection of the President should follow the same process as in the past for three past presidents and most senior positions at Kean. The Search committee should be representative of the Kean Community but the appointments should be made by the Board. The respective factions are much too partisan and self-serving to be effective by there selections. The Board of Trustees has the ultimate responsibility for appointing a competent person. The decision is theirs alone and no one else could assume that the responsibility nor defend it if a poor decision is made. I strongly urge the Board to follow this process. I would like to offer my name to serve on this committee. I feel that I am eminently qualified.


2. What leadership qualities do you consider most important for a president?
• To be creative! Ability to make thoughtful but quick decisions.
• Vision and the ability to articulate that vision. Proven ability to implement a vision/mission driven agenda.
• Honesty, punctuality, fair play.
• Extensive academic background/experience, fair treatment to all, intelligent, persuasive.
• Must become a community leader, business leader & involved at the state level. Establish relationships at state level – be a fundraiser leader.
• Integrity, vision, a heart for people, fund-raising ability, listens to the community.
• Good listener, who is people oriented. One who can advance more than just “one single best idea” on issues.
• The president must show integrity and more importantly be a great strategic planner in the midst of turmoil.
• Integrity, honesty, trusting, passionate, devoted, approachable, understanding, and caring.
• Openness, fairness – willing to have the guts to not be a “yes-man/woman” to the Board of Trustees.
• The president should be a man or a woman of impeccable personal character. The president, in addition, should feel confident in his/her capability to be a president. This quality allows the president to disregard undue pressure and demands by different groups on the campus.
• Respectful attitude toward all constituencies, ability to manage diversity, administrative experience, vision and commitment to excellence.
• Ability to “govern” fairly.
• The most important leadership quality to be honest and direct. An honest disagreement is better than a dishonest agreement.
• The ability to identify (not just in words) with the plight of the students as well as being financially savvy.
• Unity builder. Personable. To be genuinely interested in all aspects of the university, from the sciences to the arts (a reflection of the liberal arts ideal).
• Open dialogue and community building, then our success will follow.
• Someone who will listen to all sides and not take preferences to one group over another. Has a vision for all to make this a top university.
• Respect for academic governance, dedication to mission of diversity, inclusive decision making.
• Integrity, visionary, focus and clarity of objectives, ability to plan clearly, “inclusiveness” in style and managerial skills (leadership) in achieving predetermined goals.
• Autonomy, considerate, poised, action-oriented, future-geared, fair.
• Compassion, knightly virtues, integrity.
• Good decision-making abilities based on sound methods and understanding, fair treatment of all faculty and staff, and an ability to put petty differences aside to move projects forward.
• Great communicator, supporter of diversity. Proponent of building Kean to public consciousness as a leading institution with a well established reputation.
• To lead the university to attain goals which would be most beneficial for the students (now and in their post-career periods). To make sure that expenditures and personnel are good values for the money spent. To scrutinize the budget carefully, and hold expenses down. Some business experience in the small business or corporate world would be an asset.
• Be truthful, loyal, workaholic, have a sense of humor, be approachable, be proactive, be sensitive, be responsible, be personable, be flexible.
• The president should be perceived by the faculty as being an individual who is fair, humane, intelligent, passionate, and committed to this institution.
• Must be a competent communicator both, in listening to other views and communicating his/her own ideas.
• Vision, civil personality, flexible, principled, ability to change people.
• Ability to focus on the academic side of the university. Understanding that the central mission of Kean University is to serve students, to provide them with a quality education.
• Clarity in the decision making process. Able to set goals and objectives for the next five years within a master plan for Kean. Candidate should have vision for where Kean should be in five years.
• Charismatic, well-groomed, excellent negotiating/people skills, excellent business acumen – a take charge individual that is not afraid to make difficult decisions.
• Competence and character (one whom people trust, one of integrity/concern for others, etc.) You must be competent to do the job. If they have the competency without the character, I don’t feel that they will be able to lead as successfully. They may be able to manage well but when they leave, if the rest of the University hasn’t caught the vision along with them, the University as a whole could regress and cease to continue with enthusiasm and continued positive growth.
• High intelligence, ability to speak, understand and accept advice, more than a superficial knowledge of technology.


3. What is the president’s primary role, in your opinion?
• To get everyone to work together to achieve goals for improving the institution.
• Leadership; foster partnerships within the University and across a broad community resource management.
• To lead the school so that it may succeed, and to be the ultimate voice for the students.
• Overseer and visionary of the entire institution.
• Set strategy – in conjunction with Board of Trustee’s – strategy at all levels – business academics etc. (run the University like a business). Introduce Zero-Base Budgeting – fiscal responsibility.
• To be an example of leadership with honor.
• To have a vision for the institution – develop a plan to realize that vision. Should be a sound policy-maker.
• The key “idea person” for the university. Fiduciary accountability.
• The president should be the figurehead for the University. He or she should represent Kean at all times. He should always be ready to speak to the media concerning issues at Kean.
• The president of any institution should be a true representation of what that institution is. He or she should uphold its morals and principles and be open minded to new ideas and views from students, faculty and staff. The president should also be aware of what areas need improvement and take the steps to insure that improvement while also focusing on the college’s strong points.
• To serve the students, faculty and staff.
• The president should provide academic leadership to the University. He or she should encourage the faculty and the staff to initiate new programs, even risky ones. The president should provide assurance to the faculty and the staff that if they do not succeed in their first attempt, they can try again.
• To instill a vision of excellence in all who work/study at Kean University. To respect democratic dialogue at all levels. To make sure that all parties are giving the best in them to Kean University.
• To oversee operations of the university.
• The president has two main functions: to serve as the external representative of the University to the world, and to be the on-campus leader of the University. These should be co-equal, roughly 50% per. Not every candidate however is, or needs to be equally strong in both. Someone who lacks one of these areas can compensate by having a strong Provost who can handle this area. What is a disaster is for a President to ignore his/her weakness either by selecting someone unable to deal with the matter for him/her or by not allowing the other person the power to act as they need to i.e. “I won’t do it but I won’t really let you do it either.”
• To be in charge of and sign off on all major decisions – made by departments and boards. Hierarchically he/she may not run each department but must be aware of plans and functions.
• The president is the most visible representative of the university to the world at large and of the administration to the faculty, staff and students. Therefore, she/he should be a leader in the truest sense: building respect for Kean University in the world and building trust in the administration on campus. Joined with this is the role of visionary: a vision based on an assessment of the mission, goals and objectives of this university.
• A reconciler between all parties.
• To make the university one that maintains high standards for all. Continuing to improve the quality of its workers for providing quality education. Don’t take short cuts to save money.
• To represent the mission.
• To lead and inspire to objectives both in the institution to the various “publics” outside of the institution.
• To work on behalf for the betterment of Kean University.
• Not to “make deals” and strut around in fancy suits that the faculty could never afford to purchase. Not to bring along a wife who wants a job.
• Primary, acting leader of all students, faculty, and staff.
• Visionary – sees where he/she would like for institution to go in the future. Mediator – brings together various constituencies across campus to a common goal. Visible leader – be around – open door!
• To meet long and short-range goals for the university focusing on the students and the university as a whole.
• To show us how to “embrace” our differences, mediate among us. That of a leader, to guide to show the path to the students and faculty, to bridge the differences among us, to serve as a liaison among different bodies here at Kean.
• By necessity, perhaps the president’s primary role is that of a fundraiser. However, at many other top schools, this responsibility must be aggressively shared by the Board of Trustees, Office of Institutional Advancement, as well as Deans and Department Chairs who have the motivation to vigorously campaign for their programs and facilities.
• Plan the future of the university as a whole including: a) the mission of the university, b) student life, c) faculty and personnel well being, and d) building up keep.
• To move the institution forward within the context of our mission.
• The president’s role is to provide vision, direction and coherence to the university. He or she should guide the university in fulfilling its mission.
• Define the state of the institution while clearly setting policy for reaching goals and objectives in the immediate future. Responsible for introducing “vision” of what Kean is to become from this point forward.


4a. What issues and trends in higher education will most affect New Jersey state colleges and universities?
• Budget cuts! Construction priorities. Funding for new programs & faculty positions.
• Access & diversity for students, quality instruction, shrinking resources – the politics of education.
• Inflation and cutbacks.
• Economy, state of science/math proficiency in N.J. students (very low).
• Funding, internet off campus education, quality of professors.
• Only the future will tell. We have to be flexible.
• Funding, expansion, diversity in faculty/administration.
• Meeting the needs of an ever-more, diverse total population and student population. Making sure that which is offered is preparing students for the real world.
• The most pressing issue, of course, is the current fiscal crisis facing many public institutions because of the state decision to cut funding to public institutions.
• I feel that quality education; adjunct faculty and distance learning are two trends that are affecting higher education at New Jersey state colleges.
• Non-English speaking students, technology.
• The major trend in higher education is to educate and train students in technical fields such as computer technology. In addition, the needs of less-prepared students should be fulfilled. Our graduating students should be qualified to find jobs available in the fields of biotechnology, computer technology, health-related professions (e.g., medical technology, nursing, physical therapy) and teaching.
• The distance learning environment, the changing demographics of the region with more underrepresented groups coming to Kean University, the need to raise funds to cover for most resources, to increase the endowment based on donations.
• The most pressing issue facing us is the growing enrollment needs in a climate of declining funding and little state support. Our biggest supporters are and should be the local legislators in whose districts we reside AND in whose districts our students reside. We can and should have much more close relationships with our local state legislators. I rarely see them on campus; rarely see any of our people at their functions or activities. We do not liaise with their staffs nor provide them with assistance on policy or other matters where we have a wealth of expertise. We seem indifferent to them and they to us. We have developed a somewhat close relationship with Union County democrats, but we need a much wider base of support than that and one tied to the campus and not any single individual.
• It is the ability to predict these trends and recognize these issues that is imperative. That is why it is necessary that our new president have a wide and diverse experience to reflect the breadth of the university curriculum. Only such a person can recognize issues and predict the trends that will affect the university as a whole in the coming years. Money, of course, will always be an issue.
• Standards will be key yet at the same time the need to recruit students.
• Increasing enrollments in Jersey High School securing adequate funding and strengthen Kean’s uniqueness instead of trying to become something we are not and cannot be.
• Preparation for “global” issues, especially. Preparing our students in “global” technology. Coping with the higher “costs“ of dealing with technology.
• Prices, education quality, technology, career opportunities.
• Retention is the major problem at Kean, after finances. Cut the number of administrators. We must teach the students humility, and perhaps a few administrators should learn that too. The bully administrators have trained students to be bullies.
• Less money, call for more programming (which can be done with thoughtful, effective planning!)
• The state budget crisis will play a big role in future presidents decisions. More programs for non-traditional students, how we meet needs. Keeping up with facilities – providing students with latest computers/internet access. Safety on campus.
• The policies and laws of the federal and state governments. There should be less emphasis on diversity for the student body and the staff. More American-Born persons should fill these spots. How many of these persons have forged passports of other documents, and how many speak English well enough to study and perform duties?
• Budget issues. How do you stay technologically inclined without spending the millions as in the past?
• We are unfortunately most affected by the current state budget crisis. Although the McGreevey administration is probably sympathetic to higher education in principle, the state’s fiscal realities will probably mean small allocations for at least 1-2 years.
• Education and technology. Think carefully, act independently, and always be fair.
• Emphasis on retention of students and graduation rates. Positive relationships with other state colleges/universities.
• State funding. Mission and reputation for each institution. Institution’s need to define their roles and uniqueness. Institutions must focus on the particular (educational) needs throughout the state.
• Increase in demand for enrollment into state colleges and universities. Budget cuts by the state.
• Affordability, impact of technology in enhancing the educational experience, distance education (could increase our number of students or decrease our number (students could take online programs elsewhere instead of coming to Kean)
• Integration of modern technology into the courses of management, financial limitations and political agendas of various groups.


4b. How must the president handle these matters?
• Find ways to increase our funding base. Grants, corporate contributions, establishing contacts in Trenton.
• Speak loudly, clearly for all students and against racism/classism/gender bias, etc., that continues to constrict barriers for success.
• He/she must be direct and know the matters.
• Use funds allocated to the University for projects that involve building and renovating existing “academic” buildings. Increase science/math proficiency programs.
• With honor and dignity.
• He must listen to students, and faculty/staff. Have a good relationship with state legislators.
• Truthfully, in so far as integrity is concerned. And realistically in so far as what is attainable…nothing wrong with a good strong challenge, but be realistic.
• The president must not cut programs too drastically without analyzing these factors first. He or she must cut the waste at this institution first.
• Adjunct faculty – Although I understand why there is an abundance of adjunct faculty at NJ state colleges, I have not always seen the same quality of teaching in adjuncts as I do in full-time professors. The teaching of adjuncts needs to be scrutinized. Distance learning – I think all the area colleges have jumped too much onto the bandwagon with distance learning without creating a stable working system. More research needs to go into future computer/internet based classes.
• Quickly.
• The president should strongly support the existing programs in computer technology, biotechnology, nursing, physical therapy, occupational therapy, nursing and preparation of teachers. These programs need to be expanded. Some of these programs (biotechnology) are self-supporting because of the availability of outside funds. We, in New Jersey, need qualified persons in these disciplines.
• Via active planning that is inclusive of all parties, proactive vision: anticipating rather waiting until the “storm” is over us.
• Prioritize spending.
• Through consultation, diplomacy, and compromise.
• The new president must find a balance between recruitment and keeping standards. Yet we will lose all that has been built if we lower our standards.
• Celebrate and fight for Kean’s diverse students by making Kean hospitable and supportive of students. Help create coalitions to fund public higher education – both state funding and private funding.
• By implementing the visions with bold and incisive leadership with the Board of Directors, community and governmental leaders, and being a positive example for his vice presidents and deans.
• Delicately and fair.
• Eliminate offices that help students skirt the problems of poor skills. Is the One Stop Center a place for students who can read neither the catalog nor the registration bulletin? Close that office.
• Examine all budgets; find out how more can be done with less…focus on eliminating wasteful spending.
• With slow but swift moves. He/she should take concert to be cautious? But make wise and politically savvy decisions that safeguard Kean’s interest in a highly competitive arena.
• Study the policies and laws of the federal and state governments. And absorb their current activities. Contact enforcement officials on all levels. Have students and personnel pass a written test on knowledge of the English language. Some can be barely understood.
• He must be cautious; examine all alternatives listen to the needs of our campus faculty, staff and students. Exercise great knowledge of balancing wants from needs.
• The President, Board of Trustees, Office of Institutional Advancement, Deans and Department Chairs must all work as a team to aggressively raise the significant amount of money that we need to make this institution realize its great potential.
• Kean University is one of the best Teaching universities: The president should keep this tradition and improve upon it. Second, technology should permeate all programs.
• By appointing knowledgeable staff, lobbying.
• By uniting the university’s constituencies.
• The university should be managed like a “business!” Accountability is essential for success.
• Increase capacity while maintaining affordability. Remain very competitive in tuition and fees vs. sister universities. This requires running a tight ship and being proficient at fund-raising.
• Study these areas, ask for input from individuals knowledgeable in these areas and get feedback from the campus community and those who could be affected by these areas (i.e. potential students, current students, teachers, etc.)
• He needs to be able to “walk on water” he must have a love of people and be able to clearly explain his viewpoints.


5. What role should the president take in fund raising for the University?
• I think he/she should be available to help out but, I think this responsibility should fall to other senior leaders on campus – i.e. Kean Foundation, Office of Institutional Advancement.
• Should be visible, set high expectations. Be the leader in Development & Institutional Development. Will drive fund-raising.
• Leadership. The president should attend all events and be the first to contribute to corresponding activities.
• The primary fundraiser: coordinating all mechanisms that raise money for the institution.
• Hugh!
• A supportive one. The president is not a fundraiser, he/she is a leader.
• Should take the lead in this. The Provost should be in charge of day-to-day operations of the institution.
• Not the ground work person, but the person who is there to meet with state and federal legislators – not just when looking for funds, major corporate movers-and-shakers, (again – not just when looking for funds), and with “ideas.”
• She or he should aggressively seek funds from the private sector. Furthermore the president must have a healthy dialogue with the Alumni Association to coordinate events, which will help bring revenue to the institution.
• The president should take an active role for setting up a committee for fund-raising. He or she should be part of this committee and give input on how he or she feels the funds should be raised and for what reasons.
• Whatever is necessary to appoint.
• The president should be actively and directly involved in fund-raising. The president should be an experienced fundraiser, not only by himself but also through other offices including Institutional Advancement, Public Relations, Alumni, Foundation, Research & Sponsored Program, and Faculty at large.
• It’s important but it’s of 90% of the job. I see it as 33% of the president’s responsibilities. The VP’s can also help in fund-raising event and goals.
• Close the deal activities post work done by VPIA.
• Either he/she should themselves be the primary glad handler or, they need to hire someone who is good at that and can function in that capacity with the president being more of a figure head and closer.
• Hands-on approach.
• As suggested in #3 above, she/he must garner trust in a wide variety of funding sources that reflects the diversity of our university curriculum.
• The new president should be a motivator and work closely with University Relations and the Kean Foundation. However, if he or she can motivate faculty/staff to success, we will be known for excellence and funds will follow.
• A prominent role.
• Support Institutional Advancement. Take proactive role in networking and meeting with potential donors and donor groups.
• He should clearly define the goals and objectives, which will attract both public and private monies. He should conduct outreach presidential forums and make sure the whole team gets the right people there.
• Pro-active.
• That is the role of the Board of Trustees.
• He/she should be primary fundraiser and attend as many potentially high-money raising activities and events as possible…should work more closely with Foundations.
• Very much so. The president should oversee this area and encourage it, as it brings additional funds to the institution. If Kean were private this would be more important of a role. As a state institution, it is important and should not be overlooked – however more time should be spent on state funding issues.
• He has other persons doing this, but he should be actively aware of their duties and results.
• Neutral. Let the foundation department handle it. Of course he can monitor the progress.
• As stated above, the president should take a leading role in fund-raising, along with the other members mentioned.
• The president should have a strong personality to deal with political power. The president should direct/guide the Executive Director of University Relations, but his/her main responsibility should be the internal life of the University!
• Extensive – be visible – be our cheerleader.
• He/she should work with the VPIA and the Trustees and the Foundation Board. The trustees should take major responsibility in fund-raising, while leaving academic matters and operations to the President, the vice-presidents and the other constituencies at Kean.
• Promote the potential of the university and its mission for the next five years. Define “who we are” develop and promote consistent message defining Kean to the public. Speak of our strengths and provide testimonials, which address success (promote to business community).
• Public money – head role. Private money – under the direction of the VPIA, involved in all areas from prospect cultivation to “making the ask.”
• I think the President should be involved to a certain degree but other offices/areas (i.e. Foundation) should be responsible for it. There are other areas I feel require the President’s presence to a higher degree (i.e. ensuring quality education, providing learning opportunities for faculty and staff which will further enhance the quality of Kean’s service and listening with intent to understand the needs of faculty/staff and administrators.
• He is the “Toastmaster” of the University. Others should do the actual fund-raising.

6. With what areas of the legislative process should the president be familiar?
• Not sure!
• All areas! If he/she does not know, get familiar.
• Must be the #1 lobbyist for the University.
• All of them: by delegating powers on others more knowledgeable.
• Should have an ear open to everyone who creates and implements policies for higher education.
• From the bottom on up – including the formal and informal power brokers.
• The president needs to be one that is compromising so that things can get done. If he pushes a proposal that he knows the Board won’t accept, then he or she is wasting valuable time.
• Should be non-political.
• The president should know why and how the money is allocated by the legislators. The president is in competition with other parties, which fight for their share of the budget. The president needs to be in touch with various committees of the legislature, which make recommendation to the House and the Senate for allocating the budget.
• I don’t know enough of this myself.
• The budget process is a key one, but it is being a useful friend overall to the legislature that is important. We could and should have a Trenton office near State Street and be offering both our graduate and undergraduate public administration degree programs available in the capitol. We could be but are not a player in Trenton.
• Advocacy, lobbying, current legislation regarding diversity, etc., hiring, budgeting.
• Budget and appropriations – secure permanent budget for public higher education.
• He should be familiar with all of it, but have the appropriate experts to work it. Both the legislative and the executive branches.
• Everything dealing with public institutions.
• Only as much as necessary for budget and daily functioning of institution – he/she should have an effective legislative assistant he/she can call on as needed.
• Very much so. The new president should understand the system and make connections that will help in gaining state funding/support for future Kean initiatives.
• All of them and on all levels.
• Pass. (Maybe be familiar with laws that improve us as a campus in all aspects; and laws that improve the lives of all members of campus).
• I believe this area should be delegated to a capable attorney. The fund-raising and personnel decisions are probably more important.
• The president should be aware of the New Jersey State mechanisms related to money allocation for Colleges and Universities and pursue them vigorously.
• I don’t see this as a prerequisite for the position. The new president should have the ability to learn about the legislative processes.
• Budget distribution and allocation by the state (NJ experience helpful). Research and address future educational needs in the state and region, which can be fulfilled by Kean.
• Those areas that affect funding of higher education. Preferably, the president should be known by the legislators in this state that will be making decisions that impact our university.
• He should have a consultant to fill him in on the committee that makes up the state government.
• To acquire public and private funding for the university and ensure those human and financial resources are properly utilized and not wasted.
• To lead the University, to represent what Kean stands for
• The President sets the goals for the University and sets in motion the apparatus to fulfill those goals.


7. What do you believe would be the ideal academic background for a university president?
• Someone who has taught 10-20 years, but also served in some administrative post – Dean, Provost, etc.
• Terminal degree, honors, service.
• A guidance counselor with a business doctorate.
• At least 10 years of experience as president with three separate institutions that encompasses a rural, urban and suburban campus.
• A strong background in the humanities.
• An earned doctorate in a discipline – extensive experience in Administration – budgeting knowledge of state legislature – business community.
• A scholar who doesn’t come across as above other persons.
• Higher-level degrees do not guarantee that a person will be a good president. However the ideal president should have a background in public administration.
• The president should ideally have a working background in business administration. It would be helpful for the candidate to have an understanding of how the college is run but he or she should not necessarily be required to have worked on the college level before. By selecting such a candidate, he or she would be able to introduce new ideas into the college environment.
• Service as VP, Dean in a 4-year institution.
• The president should have a terminal degree, including Ph.D., Ed.D., MBA, or Law. It is desirable but not necessary for the president to possess some experience in an academic position such as a Department Chairperson or a Dean. Alternatively or in addition, the president should have held a responsible position administering important campus-wide programs.
• Education, social sciences, liberal arts.
• One in which faculty strictly adheres to academic standards and expectations for students.
• A lot more time as a faculty member and a lot less time as an administrator would be ideal. Too often we see people who taught a few years and have then been on the road to the Presidency for decades with endless years as administrators but not faculty members. Unfortunately these kinds of people tend to get screened out early on. If we hire a professional administrator then we must accept that he or she will see us as simply another notch on their resumes on their road to bigger and better things.
• Doctoral level of achievement.
• Ph.D. in a field that is not narrowly focused and reflects the philosophy of a liberal arts education.
• Must have a Ph.D. rather than an ED.D.
• Someone who has of course a Doctorate in Education with experience in administration, at least a VP position for 5 years.
• Previous presidential experience at a similarly diverse institution. Candidate should be at the turning point in their careers.
• Every ambitious guy who knows what being the strong and clearly the substantive #2 NJ University is.
• Masters Degree.
• Ph.D. in a discipline (not communications, not public administration, not political science).
• Teaching, fund-raising, environmental concerns, micro/macro-management.
• Ph.D. from an accredited university or college. Advanced degree beyond Ph.D. (law degree, certifications in a specialty) preferred. Experience w/non-traditional/first generation population on campus.
• A person with a well-rounded knowledge of a variety of subjects and previous work experiences.
• Should have a doctoral degree in the area of (public) administration or a doctoral degree in philosophy, I guess. Because philosophers always find solutions to every problem and seem to address it appropriately.
• Ideally, the president should have a mixture of classroom and fund-raising/development experience. I believe the president should be an extremely cultured person with discrimination taste in the arts who will bring a great sense of class and prestige to the school.
• Any academic background is good, but the candidate must have the personal attributes and qualities that make him/her a leader.
• Liberal Arts! (My field obviously) – but should have extensive administration experience.
• He/she should have an earned doctorate in a liberal arts discipline with a substantial record of scholarship – publications and presentations.
• Experience in the private sector. Kean needs to be managed like a business entity, not just another state college.
• Ideal – some faculty experience in business or public administration, because in essence Kean is a $100 million corporation with a “Public Administration” component to it.
• I would say either a degree in business administration or related field. However, the ability to lead really needs to be present whatever the academic background is.
• Engineering and management – especially if engineering were his second career. The first career should have been in the humanities of religion.


8. What kind of experience in business and/or contacts with the business
community should the president have?
• Don’t know!
• Demonstrate skill in building the contacts.
• He/she should definitely have a doctorate in business and a minimum of 10 years experience; maybe a H.S. principal can be eligible.
• Extensive with the local business infrastructure/community is essential for any institution’s survival.
• An excellent one: by choosing the appropriate persons to deal with business.
• Should know what business/industry are looking for in terms of work. Should know trends.
• Mixing with the upper corporate strata.
• Business experience is always a great asset but the universities main objective is not for profit but services.
• It would be nice to see the president of the college having contacts with local businesses in the surrounding area of Kean University. By doing this there would be the potential of creating a feeling of community between surrounding businesses and Kean University. The president, however, should also have experience in dealing with customer service and public relations so that he or she can successfully deal with a broad scope of situations.
• This should be left to others.
• It is highly desirable that the president has contacts with the business community and feels comfortable with business people. Also, it is helpful that the president has worked in some capacity with the local (city or county level) business community. Business should be an integral part of the university constituency for the benefit of both.
• Some experience is a plus.
• My major criterion is simply terminal degree in a chosen field.
• A background in an applied discipline is nice since such folks may have had some real world contacts over the years. Once again, if they lack this background they need to have the support staff who has it to work with and for them in this regard.
• Must be familiar with entire process especially as it relates to local contracts and business. Rules in New Jersey might be different from other states.
• The president should have the experience of running a university (or at least a large liberal arts college). To lead such a diverse group of specialists requires experience in such unique leadership. The president of a university is not a CEO directing like minds in a like field. The ability to establish relationships with local legislators and CEO’s are certainly necessary, BUT this does not imply that such relationships should already be in place. This would essentially restrict our hiring to a handful of instate possibilities.
• The more the better, but we must keep our perspective: we are more than a business.
• Knows how basic business community functions and how it maintains growth.
• Makes no difference. This is a university, not a corporation. Candidates with previous presidential experience will already have familiarity with the business community.
• Enough to be intelligent in corporate structure. Asset value and educated talent he can deliver from his institution to the businesses.
• Have held a VP position in business.
• Business? Public administration? Do you want a president or a chancellor?
• Sound knowledge of area businesses and key personnel. Once again, he/she should also have an advisor in this area.
• Very much so, this is an area the new president should have some experience. Should be involved with business community and encourage sharing of resources – bring business to campus.
• This person should have some of the above. . .and not be a product of a wholly academic life.
• The experience of being a former president at another university with a successful career. He must excel at almost everything he does and/or have the “winning” attitude needed to deal with so many people. Especially he must have the charisma to deal with politicians of all sorts.
• Contact with exceptionally wealthy private donors would be extremely valuable for a Kean President. The president should be able to move in extremely high-level circles. We are fortunate that many of our board members have phenomenal connections and experience in the business world. The president should work with the board to make the most of these opportunities.
• The president should be willing to build a strong connection with the business community.
• Across all areas.
• None. I believe this is incumbent upon the Trustees and the Foundation Board.
• Marketing, promotion, fund-raising and communications. Affiliation with regional business entities as well as political connections. Kean can become a business, science-training center in region.
• Prior business experience outside the university would be ideal. Proven track record running a university, corporation or business unit(s) in a fiscally sound manner. Contacts within the corporation community would be a big plus.
• He/she should be known as a Kean representative when seen in the business community. There should be some contact with the business community, even if it is minimal. Regarding experience in business, I’m not sure. Some business experience may be helpful. However, I feel experience in education (administration and teaching) is of greater importance.
• For our University, this is not important.


9. How much classroom teaching experience should the president possess?
• 10 – 20 years.
• He/she should possess about 10 to 15 years of experience.
• At least 5 years, to have achieved tenure.
• Not necessary if the other attributes are present.
• Some.
• Should have some experience. He/she should know what the challenges of teaching are.
• 5-10 years full-time, minimum. A high school setting as well as previous collegiate teaching would be ideal. This would allow him/her to know from where the student has been most recently.
• He or she needs to be familiar with the classroom because interaction between professor and student is the very core of what college is about. Therefore 5-10 years should be ample amount of time.
• I don’t see classroom experience as being a vital requirement for a president to possess. Management and leadership skills must be important above all else. I do feel, however, that a good understanding of the college environment would help any candidate become a successful president.
• At least some.
• Classroom teaching is an additional asset when possessed by the president. He or she benefits by teaching because the teacher becomes aware of the needs of students and thus how to fulfill them.
• A lot.
• More than most seem to have. To many administrators seem either to be failed teachers who move to administration or people who don’t really love teaching at all but just used it as a foot in the door to management in higher education.
• Some – but not necessarily the bulk of his/her experience.
• Should have enough classroom teaching experience at the university level to understand the demands and needs of his/her faculty.
• Enough to know what standards are all about.
• At least 10-15 years.
• Just enough to know what a good teacher should do to deliver a thoroughly prepared for outside world competency – scholarly and personal.
• Not all that necessary.
• Much experience at urban colleges. A teacher of fine arts, humanities, sciences.
• Amount is not as important as effectiveness and how he/she relates to students.
• Considering that Kean began as a teacher preparatory college – the president should excel in pedagogy and appreciate the field of teaching/education.
• The person should have some classroom experience in teaching students at as many age levels as possible. Two years should be the minimum time period.
• Enough to make him a leader, and to be an efficient and effective speaker (meaning he can clearly send a message across).
• He or she should have experience as a full-time university professor at some point in his/her career. Without this, one cannot understand a university.
• The president should be knowledgeable about teaching, not necessarily “a master teacher.”
• Sufficient to appreciate the concerns of the faculty.
• He/she should have solid academic credentials including teaching.
• Basic classroom teaching experience. Candidate should understand student needs.
• 3 – 5 years. The skill set required for running a university is different than that required for teaching. However, having prior experience in teaching would be viewed very positively by the faculty.
• Minimal amount.
• At least 4-5 years. Since our focus is education of students I feel it would be beneficial for them to experience this most basic level of “operation” at Kean. In doing so I feel they could better meet the needs of students, faculty and staff and understand their needs.


10. What type of management style/leadership skills should the president employ?
• Should have good people skills as well as good organizational skills.
• Budget management, collaborative, uncompromising students/expectations for excellence.
• Availability and modern. He/she should be up to date with new fads and trends to acknowledge student needs, which will allow him/her to manage and lead Kean.
• All of the president’s management style/leadership skills should reflect on criterion: the most qualified person should be employed for a job, regardless of ethnicity, religious background, etc.
• Participative management – especially at Kean.
• An honorable one.
• Management by consensus and objectives. Should be open to opinions – even if they differ from his/hers.
• Eclectic – no one style suits a particular university.
• His style should be one that reflects team leadership and not single command.
• The president must adopt a view of “Total Quality Management” if employed at Kean University. He or she should also use the nominal group technique when meeting with groups of people to gain their input on a matter. Leadership skills are also a must, as well as good organizational skills, and a sharp, open mind.
• Free and honest and non-political cronyism.
• The president should not hesitate to accept constructive suggestions even when they may be contrary to his/her initial thinking. The office does not make the president; the president makes the office of the presidency. The president should not allow other administrators to ignore or by-pass the role of the elected faculty committees.
• All leadership that is inclusive, participatory and engaging is a plus. I am tired of presidents who adopt a top-down style.
• Hands-on.
• The most important is Management-By-Walking-Around. A CEO should be a familiar face and one who is seen to pop up in everyday places holding everyday conversations with all types of faculty, staff and students. Too many Presidents like to hang out in their offices and come out only for scheduled appearances at specific functions. The founders of Hewlett-Packard are good examples of this style of leadership.
• Hands-on take charge, ability to think on his/her feet. Able to work with others but not be led by others.
• As noted in 2 and 4b above, a unity builder who builds his/her decisions on consultation and compromise and follows through on those decisions with diplomacy.
• He should be involved with faculty but avoid back-room deals. Faculty/staff should be empowered by dialogue.
• Creative/open-door policy/organized/ability and willing to work with diverse people.
• Inclusive, respectful of academic governance, that is, shared governance. Able to communicate both inside and outside the institution.
• Strict discipline to his defined objectives, agreed upon by his Board of Governors. Reward for accomplishment against defined objects, and disciplinary action for missed objectives.
• Should be authoritative and just.
• Democratic.
• The person should consider the students while they are on campus, and also the learning experiences, which will help them after they graduate and pursue their careers.
• A promising leader is: An “a-z” manager (flexible, understanding of employees and students problems). Should be approachable and possess skills to solve problems. Should appear calm and must be at all times sincere. Bring peace in a time of trouble with finesse.
• The president should gather information publicly and then make an informed decision. Sometimes there are long-standing Kean faculty members who wish to debate and vote on every issue, but that is not practical. It also ties things up for years! At some point, the president has to make a decision.
• Collegial.
• Benevolent Despot! Should have good rational for unpopular decisions.
• Collegial. Kean has always practiced shared governance and this is essential in the new president.
• Business model of accountability. Result driven. Responsive to community at large.
• A solid leader that makes independent decisions based on facts. Holds people accountable. A visionary that inspires the troops to move in the same direction.
• Solicit information, arrive at decision, and justify decision (if necessary).
• Ability to communicate clearly and consistently, ability to learn (from others and experiences), and willingness to not just listen to concerns of others but to hear them.


11. How would you advise the president to best communicate with the student body? Faculty? Staff?
• I like the ideal of “small town meetings” – could also visit each department at their monthly meetings.
• Do it often and in many different ways.
• Have personal meetings with each head of each division and have a forum after the meetings. He/she should meet with student org. president, dean’s and faculty senate.
• Frequent presidential address/open houses/town meetings.
• Openly: always be available to them.
• Have meetings with these groups. Find out what they’re thinking/feeling.
• Get around the campus. Stop in on a classroom once in a while. Take a seat in the cafeteria as least quarterly and publicize that the President will be lunching and just come on up and see him/her on any matter. Have “coffee/tea” for students and/or faculty.
• Just as presidents have radio chats every Sunday morning, so should the president set up informal Q&A sessions with the campus community in the Little Theater on a periodical basis.
• Although an open-door policy may be impossible for the president of any college, a line of communication must be set up for students to voice their concerns and interest to the president. Setting up an email account may be a possible solution to this. The president should also have more of an interaction between the student body. I am sure a majority of students do not even know the current interim president’s name, why would they take time to know who a future president is? In order to ensure students taking an active interest in the administration of Kean University, the president should be willing to talk to students, as well as be approachable. Instead of dining off campus, why not dine in the cafeteria for lunch.
• To actually communicate – not just once a year in a State of the University speech or phony events.
• The president should not sit most of the time in his/her office, but meet on a regular basis with faculty, staff and students. The president should allow himself/herself to be known by the university community, not only as the president but also as a human being. The best communication occurs when the members of the constituency begins to like and respect the president.
• Have an open-door policy; make sure that his/her leadership is transparent. I am tired of behind the door affairs, periodic meetings with major groups (forums) for updating her/his view.
• Yearly visits to department meetings.
• Get out of your office, walk around, meet and talk to people. Once a month have an open chat session on campus, say in the Cougars Den.
• Informal group meetings, departmental meetings, staff meetings – (picnics) formal and informal.
• For efficiency, e-mail is best. BUT, in order to remain a true leader, she/he must have personal contact as much as possible. The “fireside chat” was revolutionary for a reason.
• Keep everything out in the open.
• Meet each semester with a state of the university address in fall (Sept) and winter (Jan) or a town hall (annually).
• Students – be visible, accessible, Faculty – consult, consult, consult, include in decision-making, Staff – genuinely solicit their input. They know the nuts and bolts better than the administrators, faculty or students.
• Meetings with elected reps., but the printed word to everyone directly.
• Hold town meetings.
• It has been so long that a president was concerned with the faculty that I cannot answer this question. Tailgate parties before Homecoming are not adequate.
• He/she should frequently attend student meetings; accept invitations to speak whenever possible and schedule “chat sessions.”
• Roundtables – be an active listener – but then takes ideas that are shared with him/her and put a plan of action in motion to make things happen.
• To be aware as to what is going on, on the campus and to talk with students, faculty and staff.
• Students = be understanding but not weak, do not give in when you know he or she is not doing the “homework.” Faculty = this may be tough, challenging…He must re-unite this segment and bring all disagreements to the table to seek for permanent solutions. Be truthful and fair. Staff = Staff will be loyal with a polite and fair treatment. Four-day week is a good idea, should stay.
• The president should meet several times a year with each department to hear faculty ideas for changing and improving Kean University. There are marvelous ideas for change on the faculty level, but they almost never reach the president’s office or the Board of Trustees because of the heavy bureaucracy that exist in our administrative structure. The closer the connection between the faculty and top levels of the administration, the more energized and forward moving the university will be.
• Listen to them; listen, listen. Visit classes and visit various areas of the University.
• All ways – send informational updates from him/her to all groups. Meet periodically etc.
• The president should be visible, making frequent contact with campus constituencies. He/she should walk around campus, meet with departments, student groups, etc.
• Students: direct engagement with student through career conferences. Faculty: clear message to improve academic programs and their reputation in the region/faculty need to be involved in promotion of Kean. Staff: accountability for customer services “our students” incoming or current.
• Primarily written, under the direction of University Relations. Trying to meet one on one with anyone that so desires. The President’s attention is not a good utilization of the President’s time. However, periodic meetings with the student leaders, Faculty Senate/Union leaders and Cabinet is advised. Sometimes speeches to these groups are also motivational and helpful.
• Students: campus newspapers and public meetings. Faculty: College meetings and administrative meetings. Administration: Administration bulletin and e-mail.
• In multiple ways!!! Suggestions: “fire-side chats”, letters, web/e-mail, open sessions with topics for discussions.


12. What would you recommend that the new president do during his/her first three months in office? Six months? One year?
• Get a sense of the history of the University and where the strategic initiative will project to lead us in the next five years. Provide feedback on the plan and integrate his/her feelings.
• 3 months - get involved, know the school. 6 months - be involved, know the staff, make decisions. 1 year – stays involved, knows the students, assures made decisions, and must see a difference.
• Become familiar with the current methods employed by the institution, change the inefficient process, and suggest/synthesize new programs to increase the University’s value.
• Set strategy – engage the community – meet the government players.
• 3 months: eliminate all unqualified persons from the administration and name a few qualified people. 6 months: eliminate all remaining unqualified persons from the administration and name qualified people. 1 year: get on with the administration of the University.
• Put a good, sound, diverse management or leadership team in place. He/she should know that people are lead, not managed.
• 3 months – Meeting with the key players and the masses, knowing the written and unwritten policies of the University. Have an independent audit, familiarize with aspirations of the Board of Trustees. 6 months – Continue meeting – reach out to corporate and business leaders. 12 months – Begin 5-year planning.
• The first 3 months, he should adjust to his new position and brainstorm ways to allocate funds to academic programs without raising tuition severely. Six months to one year he or she should use programs efficiently enough so that tuition will remain.
• Make him/herself accessible and walk the campus to introduce him/herself to all.
• The president should immediately look into the admission standards of all the students. The president through proper channels (at the department level) should determine if our graduates are well educated to compete with graduates from other universities. The president should find out the work responsibilities of the staff, so that the assigned work is carried out efficiently. If some changes are needed, they should be made without fear of displeasing anyone.
• By 3 months – visit each office and department; get to know all of the people. By 6 months – have a working alliance with major constituencies and use this knowledge to re-assess both budget and strategy plans. By 1 year – a newly assessed strategic planned budget can be in place.
• Clean house, post review of efficiency/effectiveness all the way down the line.
• Quietly, almost randomly, select and meet with faculty, staff, students and recent alumni to see how the average people feel, not the Dean’s, the Chairs etc., but the 99% of people who make up the real college.
• 3 months – learn what his/her position will require, 6 months – start making plans, meeting with students and staff, 1 year – establish goals and share them with all.
• 3 months - Become known to the campus community and to Union County political, business and arts leaders. Become familiar with same. Consult. Consult. Consult. 6 months – 1 year: Continue consultation, focusing on future directions for the university. Begin seeking support for the university, not just financial, but also in terms of brain trust, advisory boards, etc.
• Rebuild an atmosphere of trust that has been lost over the last 3 months.
• Meet with all or as many organizations and university bodies as possible.
• 3 months – get input from campus constituencies and obtain a sense of Kean’s history since 1970’s. 6 months – determine where Kean can become stronger and which aspects need to be de-emphasized. 1 year – present a unified and coherent 5-year plan.
• Be quite inclusive in as comprehensive a system of hands on meetings as possible – with publishing of communications or meetings.
• Eliminate one-third of the administrators, Listen to the concerns of the faculty, especially those concerning academic standards.
• 1st 3 months: reading, researching meeting with advisors, public appearances, “learning the ropes.” 6 months: speaking, budget, meeting with students, creating new programming. 1 Year: all the above plus fund-raising.
• 3 months – acclimation – spend time getting to know all facets of institution, 6 months – pull together a self study team to develop plan for Kean’s future, 1 year – plan of action put into effect, report findings to campus.
• Acquaint himself with all the knowledge possible concerning present conditions, future desired conditions, and carefully studies the budget to cut or enhance expenditures. . .whether it is for one month or one year or many years.
• Just get acquainted; observe different departments; meet chairs and members of powerful offices; also pass by the classrooms, get a feeling of the equipment that is needed, check out the standards of teaching; read about different programs on campus.
• 3 months: The president should meet with all the departments to find out how they believe Kean can be improved. 6 months/1year: The president should continue the dialogue with the departments; bring ideas to the Board, and vice versa.
• Look, listen, learn (Not Veni, Vidi, Vici). Be very careful about whom you are taking advice from: be open-minded and absolutely fair!
• First 3 months – assemble administration team, get overall picture. 6 months – get reports from all areas, make essential changes. 1 year – establish and move on personal vision.
• First 3 months – learn, observe, and confer. 6 months – articulate a plan within the framework of Kean’s planning process.
• 3 months: assess immediate staffing needs at the officer levels. 6 months: assess “where does Kean want to be 5 years from now?” What does Kean want to be know for in the next 5 years? 1 year: introduce master plan defining goals and objectives to be met!
• 3 months – review all personnel policies, staffing, financial statements, budget projections and processes, academic programs/projects, enrollment practices, capital projects, fund-raising plans, technology. Meet with select trustees and cabinet. 6 months – continue 3 month reviews plus begin meeting with legislators, campus leaders, select board members, deans. One year – implement changes that various reviews have revealed require improvement.
• 3 months – while meeting with higher-level administrators at the start of his/her (president’s) tenure, also take time to get to know Kean and the people that work here. Walk around Kean and through departments informally to meet people and ask what their role is here at Kean. 6 months – communicate to the campus community your observations about Kean, your observances of current strengths/weaknesses, your vision for future strengths. Continue to communicate as in question 11. Work on leading the campus community in meeting and striving to meet the mission of the University. Continue to meet with various areas/departments/levels. One year-have a positive culture established under the new leadership. Continue to maintain the culture and have it grow.
• 3 months – study existing structure and solicit opinions. 6 months – formulate new goals and explain why these goals were chosen. One year – adjust goals if necessary and begin implementation.

13. Do you think Kean University is serving all of its constituencies? Please explain?
• Yes – probably not at all the same degree but that never happens.
• No. Our only real constituency is the student programs, facilities, quality instruction must improve. Commitment to retain and support students to succeed.
• Kean University is trying to serve its constituencies, but I believe he/she will be elected whether he/she will or will not satisfy the Kean community (students). I don’t believe our voice will be an opinion.
• Basically.
• No! It serves special interest groups – especially in the last two administrations (not the present one…to my knowledge).
• I believe professional staff has absolutely no say in what goes on. They are too vulnerable.
• Yes. It can always be better, but I believe it is doing a remarkably fine job.
• Kean is not serving its campus residents because there is a need for another apartment on campus. Moreover, they should oversee the unfair practices of housing like fining all residents because one person pulled a fire alarm.
• I feel that Kean is serving its constituencies. However, there can always be more room for improvement. What worries me the most is that the powers that be at Kean University continue to have a myopic view of how a college is run and not look towards all the vital aspects that need to be included in one’s education. I hope that Kean University listens to all comments about it, good and bad, and takes them into consideration before making any final decisions.
• No – clerical staff is under-represented.
• Our university is serving all of its diverse constituencies very well, including Afro-Americans, Hispanic, Jewish group, women’s group, gay and lesbian group, and Chinese group. We offer programs and special academic courses to fulfill the needs of all different constituencies. We also offer courses in different languages. Bilingual program is also helpful.
• No. Students and workers are taken for granted for the most part.
• No. Many faculty issues are not given a forum to be heard.
• No. Many of our policies are not student friendly. For instance, although evenings are a major period for us too much of our resources, etc. are all geared towards the day time students. Our faculty dining opportunities are non-existent and our food services are poor at best. Take road trips to the other state colleges campuses and our weaknesses become even more apparent.
• No. Some students seem lost and I imagine that the standards are being lowered to meet the financial bottom line for admissions and registration. This will only hurt the future of the school, which will be known, for not being academically challenging.
• Students. I have been at Kean for 6 years now. When I first came here from UCLA, I would have said “no.” But over the past 6 years remarkable changes have taken place. The campus no longer looks or feels like the depressed, inner city school it did when I first arrived. It is important for students to feel proud of their surroundings. More importantly, the students, at least within the circle of my experience, are now bragging about what a good education they are getting here at Kean (when I first got here students were joking about their education). Faculty. The faculty orientation and mentoring program certainly serves our new faculty well. There are many programs in place to provide ongoing education and opportunities for the faculty. There are, however, some unreasonable demands made from time to time given the unusual (and least in my experience) size of our teaching load. Staff. I do not feel qualified to address this. Community. I can only speak of my personal experience here. From what I have observed from working in the arts area and in women’s studies, there is a concentrated effort to reach out and provide educational and aesthetic opportunities for the surrounding community. Certainly the Arts Incubator provides a tangible contribution to the surrounding arts community.
• We could do more to incorporate Adult (continuing ed.) Education into our programs.
• No. We need more full-time professors who are ethnically and racially in relation to the student body demographics. More Blacks, Hispanics and Asians.
• It had been, but now Kean appears to be serving only the Board and a few administrators.
• Not knowledgeable of “whom” our constituencies are supposed to be.
• There are ethnic groups of people with minimum representation on the faculty. We have done well in hiring blacks and Hispanics. Now it is time to bring other ethnic groups in line with the ethnic backgrounds of the students who study at Kean.
• No – faculty, staff and students feel the board is serving its own interest – need more open discussions – “less formal” than Board meetings.
• No. Kean needs to do more for non-traditional students. More programs for adults returning to school after years away and students with children. Also gay, lesbian, bisexual and trans-gendered students are not addressed at this institution. While the students exist they are treated as if they don’t. This is sad in today’s day.
• Right now, it is putting too much emphasis on student diversity and staff diversity.
• This is a tough question. I’ll pass on this one.
• I commend our school, administration, and Board of Trustees for trying awfully hard to be a great university, yet we are hampered by one overriding problem in addition to the aforementioned lack of funds and lack of communication between faculty and administration: see #15.
• To maintain a healthy environment at Kean University the president should treat every group, program, department, deanery, equally! Example: Football is not more important than basketball, nor is computer science more important than art!
• If my constituency is not being served, then the answer is no – regardless of my constituency!
• We need to market academic programs and potential career opportunities to the best qualifying student scholar. Provide incentives and access to businesses in the region. How can we cooperate and establish business contacts for our students. The public needs a new perception of Kean, lets define it!
• Kean needs to improve its customer service to its #1 customer – the student. The main number rings unanswered, paperwork gets “lost” in admissions, admissions and financial aid requests are not fulfilled in a timely manner, professors are not monitored/assessed to ensure the student is getting value, no accountability of staff that service the students.
• Yes – and doing a good job of it.


14. What do you consider to be Kean’s greatest strengths?
• Overall sense that faculty, staff and administrators really do care about Kean and where it is heading.
• Diversity - students/access/faculty.
• Student/staff relations, education dept.
• Diversity in the students, faculty and staff!
• Location – price – flexibility.
• Its faculty and dedicated staff – together with the hopes and desires of the students.
• Its diversity in the student body.
• Not in any order: Personal interest in student’s success, Diversity, and Constantly improving appearances.
• Many of the teachers at Kean University are a major strength for the college. Through my two semesters at Kean, I have seen many individuals who encourage learning and personal growth for their students. There have been many professors who have gone out of their way to give students attention when need be.
• Can’t think of any.
• Kean University serves less-prepared students as well as well-prepared students. In addition, many teachers are devoted to their teaching. Also, we have a fairly large number of faculty who are devoted both to teaching and scholarship, especially in sciences. Some faculty members are internationally recognized scholars.
• The students are simply our greatest resource. The secretaries, for the most part are resourceful, intelligent staff, mostly underutilized. Librarians; totally underused.
• Individual motivations of certain people (students, staff, faculty, administrators).
• A highly dedicated core of faculty and staff who really care about the students and the quality of the instruction we provide them, as well as a desire to provide the highest quality of physical plant allowed.
• Its diversity, in all aspects: breadth of the curriculum, ethnic/cultural composition of the faculty, staff, and student body, location in and near key urban centers.
• Our location and our standards for excellence built over the last 5 years. Our efforts towards retention.
• Its broad student demographic.
• Its mission, its students, its faculty and staff.
• Its urban/suburban nature. Its accessibility and its geographic location with access by rail, bus, car. Its access to tremendous wealth both personal and economic.
• Its community-based feel.
• The variety of course offerings. An outstanding faculty, from the point of new credentials.
• Hires great people; hard work and devotion are rewarded. Good students.
• Location to NYC and resources to Kean that brings. Computer systems. Great internet speed.
• Its teaching staff.
• Its room for diversity. Its closeness to NY and Southern NJ. Its daycare center, its weekend classes/activities it’s approach to serve members of the community of all ages. The new blood you have been hiring especially directly hiring its graduates.
• Many of the faculty members at Kean University are truly extraordinary. I believe their professional accomplishments and teaching abilities surpass those of many prestigious schools. The Kean music department faculty is doing a far better job of teaching than the professors at my alma mater—Indiana University School of Music—that is rated #1 amongst music schools.
• Faculty student good relationship, clear mission, great diversity, location.
• Mission – our diversity, our people!
• Its commitment to educating students in its area. Its inclusiveness for diverse groups and under prepared students. Its small class sizes. The concern of faculty and staff for students.
• Educational programs well respected. Business program needs “MBA” for greater exposure. Science programs are popular; but need to become the training ground for medical schools (competitive).
• A good education at an affordable price.
• Kean is a relatively flexible organization.
• Its location, affordability, the knowledge of the employees, the “United Nations” right here at Kean.


15. What do you consider to be Kean’s major challenges?
• Budget concerns, student enrollment, doctoral programs.
• Leadership; serving a diverse population of students.
• To satisfy students financial needs.
• Overcoming the intentions of those faculty/staff members that want to establish an administration that is not only inefficient because they advocate positions that would decrease their work load and increase their power, but also racist, sexist and homophobic. Basically, these individuals are only concerned about their needs/wants as opposed to the University as a whole.
• Funding – quality of learning – maintaining peace among the constituencies.
• House cleaning and appointments of qualified personal to administrative positions.
• Funding, expansion, long term planning, facilities/space.
• Revenue generation.
• To create housing alternatives and to keep Kean affordable in the midst of a host of different capital projects.
• I feel that Kean University does not see students as a vital part of the college as they should. There are many people on campus who believe that Kean would be a fine place to work if the students were not there and students can pick up on this attitude. Above all else, the student body needs to be made a vital part of the college’s organizational structure.
• Morale, parking.
• One of the major challenges we are facing is to teach effectively not only less-prepared students but also well-prepared students. To teach effectively a course in a class of both types of students is not easy. Another challenge is to help and teach a diverse population of students, some of whom are deficient in the English language.
• How to bring budget and strategic plan to be compatible with each other.
• Dealing with wide spread incompetency and inefficiency. Example, does anyone realize how hard it is to order and receive an item off a grant account around here?
• Inertia. Although we are a much more aesthetically pleasing facility than we used to be with a higher quality of resources, the fundamental flaws in what we do and how we do it are the same now as they were a decade ago.
• Need to create an atmosphere that is academically challenging. Professors should be kept because they continue to do their jobs, not because of tenure.
• Mission – our diversity, our people!
• Public recognition. When I talk to those outside the university, they often have not herd of Kean, or think we are still only a teaching college. On a selfish note, the arts seem to be largely unknown off campus. This is a crime. I have visited the far more visible arts and performance offerings at other schools in the area. Their work is not better and, often, not as good. Developing a Board of Trustees that better reflects the reality of Kean: more women and more ethnic/cultural diversity.
• Restoring a climate of trust. Our campus staff/faculty fall into 2 categories. Those who work and those who show up and put in time. We need to insist on a positive work ethic. People need to be held to accountability for their jobs.
• Keeping up with the other universities throughout the nation in terms of good working facilities, efficient, cohesive working university (financially day-to-day work).
• Persisting in its unique mission, rededication itself to undergraduate education, truly serving the citizens of New Jersey, not be