Jeffrey Senese, President, Caldwell University

In an interview with Invest:, Jeffrey Senese, president of Caldwell University, highlighted the university’s focus on expanding enrollment, enhancing online education, and the value proposition of a higher education, including the structure it provides. “Not everyone can be like Abraham Lincoln and educate themselves independently,” he said.

What have been the key milestones and achievements for Caldwell University over the past 12 months?

Over the past 12 months, Caldwell University has achieved several significant milestones. We have increased enrollment by approximately 8% year-over-year. This growth was achieved by broadening our reach into new market segments, such as Philadelphia, where we previously had limited presence. Additionally, we have expanded our online education offerings. While we had online programs before, this year we made strategic investments to enhance our online presence. We partnered with a marketing company based in Tampa to help us promote our programs more effectively, not just statewide but also nationally. As a result, both our online and traditional undergraduate programs have seen substantial growth.

We have also been actively building partnerships, though I cannot disclose specific details at this time. However, we anticipate that these partnerships will enable us to double in size over the next three years. Currently, Caldwell University has around 2,000 students, with 15% of them being international students. We see international enrollment as a key growth area, given the demographic challenges in New Jersey, where American families are having fewer children, and many local students choose to attend out-of-state institutions.

What are the key partnerships Caldwell University has fostered with the business community to keep graduates living and working in New Jersey?

Every program at Caldwell University offers internship opportunities, though not every student takes advantage of them. We have advisory boards for our programs where we seek input from business professionals on how to improve our curriculum. We place a strong emphasis on ensuring that students graduate with business-ready skills, such as effective communication, proficiency in tools like Excel, and the ability to engage professionally.

Our Career Services department is active, hosting two major career fairs each year. We encourage even first-year students to attend these fairs to practice engaging with potential employers. Additionally, at the end of each academic year, we host a Research Day, where students present pragmatic research projects, such as studies conducted by nursing students on alcohol use or application development by computer science students. Industry professionals are invited to judge these projects, and we award prizes internally. This creates a symbiotic relationship between the university and the business community, ensuring that our programs remain relevant and aligned with industry needs.

What are the biggest challenges the institute is facing, and how does that relate to what is happening in the wider education sector?

As an independent private institution, our primary challenge is revenue generation, much like any other business. The state of New Jersey is relatively generous with financial aid, offering tuition assistance grants in addition to federal Pell Grants. This helps our students afford their education, and our cost structure allows us to offer rates close to those of public institutions. However, the challenge lies in attracting enough students to sustain our operations.

On the expense side, we face the same challenges as businesses, particularly with rising energy costs. Universities operate 365 days a year, and we must provide services continuously, especially since we have over 300 international students who remain on campus year-round. We are negotiating with an energy provider to secure more favorable rates for the next few years.

At the federal level, there are ongoing discussions about the role of the Department of Education. As long as Pell Grants and state support remain intact, these changes are unlikely to significantly impact us. However, the broader challenge in the educational sector is convincing students and families of the value of higher education.

What is the value proposition of higher education in today’s economic landscape?

The value of higher education is often underestimated. Not everyone can be like Abraham Lincoln and educate themselves independently. Most people need the structure and guidance that a degree program provides. I have traveled to China 36 times, and I can tell you that Chinese parents emphasize the importance of obtaining both a college degree and a graduate degree because they see education as the pathway to professional success.

In the United States, we face a similar reality. We need more educated individuals, not fewer. While some fields, like computer science, may offer alternative pathways to success, professions such as medicine or engineering require formal education. My own family is a testament to the transformative power of education. My father was born in Europe, and in just one generation, three of my siblings and I have earned doctorates. I am now a college president. This kind of upward mobility does not happen without education.

At Caldwell University, we emphasize the importance of continuous learning. Even as a university president, I am constantly reading, attending seminars, and seeking new knowledge. When people question the value of higher education, I believe they do not fully understand its transformative potential. Our goal is to ensure that our students recognize this value and are equipped to succeed in their chosen fields.

How is Caldwell University contributing to local community development and engagement, particularly in response to economic challenges faced by the region?

We have several initiatives in place. For instance, we participate in the Educational Opportunity Program (EOP), which was initiated by the state many years ago. This program provides disadvantaged students with the opportunity to attend private institutions like ours. We currently have about 150 students enrolled through this program.

Additionally, we collaborate with homeless shelters and Catholic Charities, where our students, faculty, and staff volunteer their time. We host service days in the fall and spring, including an upcoming event on Founders Day, where we pack meals for a global organization.

We have also made efforts to open our campus to the community. We have joined the African American Chamber, the New Jersey Chamber, and the Hispanic Chamber, inviting these organizations to use our campus for meetings or events. We encourage residents to walk on our campus, use our library, and even utilize facilities like the outdoor basketball court we built. While the court is primarily for students, we welcome neighbors to use it provided they assume liability for any injuries.

What opportunities for growth do you see for Caldwell University, and are there any plans to expand the college’s facilities or academic offerings?

Our primary expansion plan involves opening a branch campus in the region, which is a significant step for us. We are also expanding our online programs. Currently, we have around 2,100 students, and our campus capacity is approximately 2,500. We are on track to reach that capacity soon.

Our incoming class in 2024 was the largest in our history, and the upcoming fall class will be even larger. While we do not aim to become a large institution, we anticipate stabilizing at around 2,500 students on campus and potentially another 2,500 through online programs and the branch campus. Over the next three years, we expect rapid growth before stabilizing.