David Birdsell, Provost & Senior Vice President for Academic Affairs, Kean University

In an interview with Invest:, David Birdsell, provost and senior vice president for academic affairs at Kean University, underscored the university’s commitment to underserved and first-generation students, explained how students train to tackle real-world problems, and highlighted how Kean offers a truly international educational experience.

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How does Kean ensure student success, especially given the demographics of its student body?

At Kean, we prioritize student success by addressing the unique challenges faced by our diverse student population. Many of our students are the first in their families to attend college, and a significant number come from lower-income backgrounds. Our student body is predominantly underrepresented, with 49% identifying as Latino and 26% as Black. 

To support their success, we design a rigorous yet accessible curriculum. It is experiential and inquiry-based, enabling students to explore and answer their own questions. We leverage our urban setting to provide field trips and collaborations with local organizations, including government, nonprofit, and for-profit entities. These opportunities help students see how their classroom learning translates into real-world impact.

Additionally, we offer robust co-curricular support, including tutoring, peer learning networks, and proactive advising. Advisers use advanced software platforms to monitor student progress, ensuring equitable outcomes regardless of race, ethnicity, gender, or first-generation status. By fostering a supportive environment, we empower all students to achieve their highest potential.

How does Kean collaborate with local businesses, and what industries are driving its growth?

Our collaborations with local businesses are broad and dynamic. One major initiative is our Community Engaged Learning program, which introduces an experiential strand into every major. For example, environmental management students may work with governmental or nonprofit organizations on projects like environmental remediation or enhancing resilience in vulnerable communities. This hands-on approach allows students to tackle real-world problems, such as managing the impact of flash storms that bring rainfall exceeding two inches per hour, overwhelming local storm drainage systems.

What are some partnerships or business initiatives that contribute to the broader community?

Beyond student involvement, Kean directly engages with organizations through initiatives like our Small Business Development Center. This center serves a wide range of businesses, from bodegas to tire shops, helping them develop business plans, manage finances, and address workforce needs. By providing data and best practices, we support local businesses while showcasing the university’s value.

Kean also provides enormous value as a research partner. An example is our Life Sciences Institute, which incubates early-stage pharmaceutical companies. These companies are paired with angel investors and, in many cases, either launch successfully or are acquired by larger corporations. Students participate in these efforts by contributing to drug discovery and development or assisting with business planning. This engagement benefits the local economy while providing students with valuable experience in fields like pharmaceuticals and business development.

With the recent emphasis on AI, fintech, and cybersecurity, how is Kean equipping students and faculty in these fields?

Kean is making significant investments in emerging fields like artificial intelligence, fintech, and cybersecurity. A major initiative is the introduction of a Bachelor of Science in Artificial Intelligence, which launched this fall. This program will prepare students to adapt to organizational needs in AI, develop AI systems, and integrate these tools into various sectors.

Beyond specialized programs, we recognize that AI will impact every discipline. We are working with faculty to establish standards that address academic integrity while encouraging the use of AI as a learning tool. For example, students in public relations are learning to generate AI-driven content that meets professional standards. Faculty are teaching students how to critically assess AI outputs, iterate on results, and maintain human oversight to ensure originality and evidence-based insights.

This forward-thinking approach positions Kean as a leader in adapting to technological advancements. By embracing AI and other innovations, we aim to enhance learning, foster creativity, and prepare students for the rapidly evolving job market.

What impact do you see the higher education sector in New Jersey having on the state’s economy and social development?

New Jersey is not a huge state, but it is densely populated in most areas. Central and North Jersey, in particular, have a high concentration of jobs that require a college education. Engineering skills, for instance, and the pharmaceutical sector demand a significant number of positions requiring college or graduate degrees.

Colleges can also help with workforce preparation, even for jobs that do not require baccalaureate degrees. Stackable certificates in focused areas can stand alone as badges of achievement in areas such as supply chain management or mastery of a coding language. They can also be counted later toward degree credit as job needs evolve. Kean now offers several non-degree certifications. 

Looking at the university environment in New Jersey, many public institutions that stood in the shadow of Princeton, Stevens, and Rutgers University, the state’s R1 institution, are now emerging as strong contenders. Currently, New Jersey is the No. 1 state for undergraduates leaving to study elsewhere; we aim to retain these students. Public institutions are making compelling cases, which is evident in enrollment numbers. For example, enrollment at Kean University has reached a record high, with more than 19,000 students enrolled worldwide for the Fall 2025 semester, the largest in the University’s history. Online enrollment has grown fourfold over the past four years, and face-to-face student demand is also increasing.

New Jersey’s institutions offer distinguished education, community connections, and opportunities for impactful careers. This is the Kean value proposition and, I believe, the overarching value of public higher education in the state.

What are some of the challenges, such as rising tuition, accessibility, and demographic shifts, facing higher education in New Jersey?

Across the United States, and particularly in regions like the mid-Atlantic, Northeastern, and some northern Midwestern states, the number of traditionally-aged college students is declining, a trend that will continue for the next decade. Institutions must identify alternative strategies and audiences. In New Jersey, there are roughly 1 million individuals in their late 20s to 50s with some college education but no degree. Online programs cater to these individuals, crediting prior learning, whether from universities or experiences such as military service.

We strive to demonstrate the value of a Kean degree, emphasizing our role as an urban research university. Our approach is rigorous yet supportive, ensuring students meet academic demands with access to resources such as tutorials. We aim to help students complete their degrees if they are willing to put in the effort. This commitment is particularly relevant for first-generation students.

While the demographic cliff presents challenges, it does not affect all universities equally. Some institutions face existential threats due to enrollment shortfalls, leading to closures at a rate of one per month in some regions. However, universities offering attractive and evolving value propositions can thrive despite these headwinds.

Affordability is another significant issue. It is most problematic for students who take out loans but do not complete their degrees. Completing a degree better ensures employability and the ability to repay loans within a reasonable time frame. State higher education institutions, like Kean, provide affordable, high-quality education leading to degrees. Kean, New Jersey’s most affordable university, is continuing to expand access and opportunity. Earlier this year, Kean’s Board of Trustees approved in-state tuition rates for all students worldwide beginning Fall 2026. This balance of cost and quality helps students achieve their goals without undue financial burden.

Looking beyond the region itself, how is Kean University preparing its students and faculty for an international educational experience and job market?

The international dimension of education at Kean is worth highlighting. We are one of only three U.S. campuses with a full-fledged Sino-U.S. cooperative campus, Wenzhou-Kean University, alongside Duke Kunshan and NYU Shanghai. Kean’s partnership is unique as the only public institution among them and larger than the other two combined, with about 5,000 students currently enrolled. 

In addition to our campus in China, we offer short-term study programs, allowing students to spend 10 to 14 days abroad. These “Travelearn” programs accommodate students who cannot commit to longer periods abroad due to family or job obligations. For instance, in March 2025, a group explored human rights in South Africa under the guidance of Ndaba Mandela, Nelson Mandela’s grandson and a scholar-in-residence at Kean. Programs like this provide transformative experiences while respecting students’ constraints.

Traditional study-abroad opportunities are also available. For example, architecture students study in Rome, immersing themselves in its historic architecture. Developing a global perspective is critical, and Kean’s framework combines global outreach with local mobilization, giving students the best of both worlds.