Monica Adya, Dean, Rutgers, the State University of New Jersey – Camden Business School

Higher education is facing challenges as prospective students continue to question the value of a college education. For Monica Adya, dean of the Rutgers – Camden Business School, institutions now need to prove their worth. “While technology and disruption are present, our focus must be on ensuring that college remains engaging and provides real, added value,” she told Invest:.

What were the key highlights or achievements for Rutgers University – Camden Business School in the past 12 months?

One of our most significant achievements has been the formal launch of our Master’s in Finance with a focus on Financial Planning. This is a fully online program, and we are one of only 20 such programs in the country dedicated to financial planning. 

Additionally, we are the only institution within Rutgers offering this specialized program. It is tailored specifically for aspiring financial planners, as we recognize that there will be a workforce gap in the industry as the previous generation of financial planners retires. We aimed to proactively address this opportunity by offering a program that can greatly benefit our students. The program is performing well, with strong enrollment numbers and growing attention. 

Another successful program is our Master of Accounting, also an online offering. It stands out in the field by providing pathways for both individuals with undergraduate accounting degrees and those transitioning into the profession. The latter track, designed for career changers, is especially popular, thanks to the strategic approach we’ve taken in designing it.

How does RSBC engage with the business community in mentorship training in South Jersey to ensure that programs remain relevant?

We have several advisory boards that include not only our alumni but also broader industry participants. They provide us with valuable, ongoing insights into our curriculum. However, their input extends beyond just the academic content; they also offer feedback on the student experiences and skills they believe we should emphasize outside the classroom. This active industry involvement is central to the development of our curriculum.

Additionally, we maintain consistent communication with the industry through various channels. For instance, we run a strong internship program and a full-time recruiting program. On a regular basis, we engage with the companies that recruit our graduates to gather feedback on areas where we can better align our curriculum with their needs. They help us identify skills or experiences that students may need more exposure to, and we adjust our curriculum accordingly. Overall, we stay closely connected with the industry, both through our advisory boards and the firms that recruit from us, to ensure our curriculum remains relevant and impactful.

What is the goal of the school’s AI partnership with SheTek?

SheTek has been a valued partner of ours for over two and a half to three years. When we began noticing an increasing interest in artificial intelligence, we saw an opportunity to collaborate with SheTek. For some background, SheTek is a nonprofit organization dedicated to supporting women’s involvement in technology careers, particularly through workforce development.

As we explored ways to integrate AI-related offerings, we partnered with SheTek and the Rutgers Camden School of Business´executive education unit to design a two-part workshop series on artificial intelligence. The goal of the workshop is to teach foundational AI skills to SheTek members. The program has exceeded our expectations. 

Initially, we weren’t sure if we would have more than one or two cohorts, but the first cohort filled up quickly, prompting us to schedule a second, and now a third cohort is in the works. This partnership is truly collaborative, with both organizations equally involved in curriculum design. The Rutgers School of Business supports the program delivery, while SheTek contributes by bringing in members to speak about the industry applications of AI to students enrolled in the program.

Does the school offer other programs focused on enhancing women’s position in business?

We don’t have a specific program focused solely on women in technology at the moment, but we maintain a strong gender balance in our graduate enrollments, with both female and male students well represented. 

Additionally, we have student organizations such as Women in Business, which is quite active on campus and covers a wide range of areas. There is certainly an opportunity for us to establish something dedicated to women in technology, but we felt that partnering with an existing nonprofit organization like SheTek would have a greater impact. This collaboration not only creates valuable opportunities for our students but also contributes to a broader societal impact. By focusing on building these partnerships, we can provide our students with direct pathways into these programs, making better use of our resources.

How has South Jersey’s changing demographic impacted your enrollment?

The Camden Business School is experiencing growth in both its undergraduate and graduate program enrollments. The demographic trends are interesting — while some counties in South Jersey remain stable, others are seeing an increase. Our strategy, however, focuses on ensuring that our curriculum aligns with industry needs and student interests. 

By starting with this foundation, we are confident that employers will be drawn to our students, who will be equipped with the right skills and knowledge.

Our students are actively seeking programs that meet their needs, and this is a major reason why they choose us. Much of our effort has been dedicated to expanding our program offerings. 

For instance, we’ve received strong interest in entrepreneurship and innovation, and we’re currently working on developing those areas. Additionally, we recently launched a real estate minor for undergraduate students, in response to high demand. This focus on building new programs and updating our curriculum is a key part of our strategy to make our school appealing to both students and employers.

Do you think demographics are now a challenge for education institutions?

Absolutely. In the Northeastern United States, demographics are slowing, and we’re seeing a decline in population growth in this region, which directly impacts nearly every institution here. However, as a public institution, we offer education at a highly competitive cost, and the value students gain from it is significantly higher in the long term when you consider their future trajectory. While the demographic challenges are real, we have strong advantages as a public institution, particularly as a school within a public system that continuously strives to innovate and stay agile. I’m confident we’re heading in the right direction. 

We’re seeing a trend of consolidation in higher education, especially among smaller private and public institutions, but given the scale and impact of our institution, I believe we’re well-positioned for the future.

What is your outlook for higher education for the following two to three years?

I believe higher education will continue to evolve at a much faster pace than it has in recent years. I’ve been speaking with colleagues at other institutions who are exploring increasingly creative ways to stay relevant in the education sector. We’re facing numerous challenges, and the political climate adds another layer of difficulty, with many questioning the value of education. 

Yet, we know from experience the long-term benefits education brings to individuals. We’ll need to keep addressing these concerns, but ultimately, we must return to the fundamentals. Our core mission is to teach people — human beings. While technology and disruption are present, our focus must be on ensuring that college remains engaging and provides real, added value.