METROPOLITAN COLLEGE ANNUAL REPORT

METROPOLITAN COLLEGE ANNUAL REPORT 2002 – 2003 Highlights This past year can be characterized by several themes. First was the imposition of world events and the regional economy on Metropolitan College. Twenty-two of our marine students (about one-fifth of the total) were deployed to the Middle East. The deep recession in Information Technology adversely affected enrollments in Computer Science, especially at satellite campuses. Local cutbacks in the financial services sector are impacting MET enrollments. Fear of terrorism and disease created barriers to entry for international students. A second theme, which meant the difference between a good and a bad year, is the unrelenting pace of innovation essential for Metropolitan College. Fortunately, the success of new initiatives more than offset losses elsewhere. Third is the expectation of even higher quality standards. Our new programs, formats, and audiences demand even more attention to academic and student support standards. A fourth theme, unto itself, is the growing importance of distance education for Metropolitan College. Our growth depends on success in extending beyond this region to a national and international audience. A fifth theme has been the re-engagement of MET’s alumni. A concerted effort to reach out to accomplished alumni and friends has produced a high caliber, committed Advisory Board, essential for our ambition of establishing a true home for Metropolitan College. Diversification, innovation, and reputation buffered Metropolitan College this past year from the vicissitudes of our environment. A leading indicator of the rate of innovation is the number of new programs and courses approved by the MET/SHA Academic Policy Committee. In these past two years, the number of new courses approved annually jumped from a norm of less than a dozen to twenty-five each year. In 2002 – 2003, new programs approvals numbered eleven – dramatically higher than previous years. MET’s official headcount at the end of the year was 3,023 students: 1.3% higher than the prior year. New student FTEs rose 2.4% over this past year. These increases conceal dramatic shifts. In contrast to the parity of undergraduate and graduate MET enrollments just a few years ago, the proportion of graduate students in MET grew from 65% to 69% in the past year (with a positive impact on tuition revenue). MET’s declared graduate degree candidates increased 21.0% in 2002-2003, while undergraduate degree candidates remained constant and nondegree students declined ominously by 14.4% (primarily the result of fewer pre-degree students in Computer Science programs). 1 Even more telling was the 5.1% rise in course enrollments overall – indicating the impact of new programs (both more course-intensive and more costly to launch). MET’s overall gross revenue of $22,907,180 was 10.6% more than FY02 and 4.4% higher than budgeted. The FY03 contribution margin of $15,830,101 was $836,928 more than the prior year. Without initiatives undertaken in the last few years, Metropolitan College would have fallen significantly below its revenue target. Much of this success over the past year can be attributed to the dramatic role of distance learning. The on-line Master’s Degree in Criminal Justice (begun only summer, 2002) now exceeds three hundred students, each taking six courses annually. The fall 2003 introduction of the new on-line Master’s of Science in Management (MS_M) is showing signs of a similar trajectory. While on-line enrollments in MET were negligible until this past year, now about one in ten enrollments occur at a distance. Within two years, this is likely to be a quarter of MET’s enrollments. Other new programs brought new audiences to local sites. MET’s work with BUGlobal populated five one-semester graduate programs, and integrated visiting Mexican and Norwegian students into existing MET classes. The Executive Bachelor’s Degree Completion Program continued growing with new sections in both Braintree and Post Office Square. Other units within the Division of Extended Education were critical to MET’s success these past two years and likely to be even more instrumental in the future: Metropolitan College is very dependent on the capacity of the Division to launch, market, and support its programs. As we continue the shift towards graduate enrollments, reach out nationally and internationally to a more sophisticated and discerning clientele, and experiment with new instructional formats, MET needs to focus even more on quality, standards, and service. Our new efforts involve teaching in intensive formats, using technology more effectively, and demonstrating expertise to a more mature and demanding audience. We are experimenting with new pedagogies and program concepts. Previous standards and routines simply do not suffice. Even the “sophomore” year of new programs often requires rigorous debugging to ensure ongoing success for new cohorts. Our goal has been to elevate enrollments and standards at the same time. Academic Programs Actuarial Science The Master’s Degree in Actuarial Science enrolls over sixty students, mostly from East Asian countries, and provides rigorous quantitative and managerial education that leads to certification as actuaries. While the SARS scare had little impact on enrollments, the increased regulation of student visas is likely to be an ongoing constraint, leading us to reduce our dependency on public enrollments from China and seek out other markets. 2 Administrative Sciences Enrollments under the rubric of the Administrative Sciences Department increased 12.1% in 2002-2003, after 11.8% growth the prior year. Graduate enrollments in Administrative Sciences climbed dramatically by 32.7% in just the past three years. This department has served as the locus of much of MET’s innovation and success over the past few years. By introducing new models of learning and attracting a more sophisticated audience, new programs have significantly challenged our instructional capacity and capability. As we anticipate even greater numbers in the coming year and beyond, we are straining faculty and administrative resources in Administrative Sciences to support future growth. Several factors account for this dramatic increase in one of MET’s two largest departments: 1. Partnership with the New England College of Finance (NECF). Enrollments from local banks doubled annually since 1998 to its present annual level of 726 course enrollments ($1.2 million of gross revenue), and now represent 69% of NECF’s college partnership enrollments. Two-thirds of BU/NECF enrollments occur at the graduate level – in MET’s Masters in Financial Economics – and 73% of these graduate enrollments are State Street Corporation employees. NECF is heavily dependent on State Street Corporation, which has severely reduced employee headcount and tuition reimbursement support. State Street has announced a consolidation of facilities at the expense of its Quincy location, the source of most of our BU/NECF enrollments. But as we intentionally lessen our dependence on the New England College of Finance, we have embarked on an aggressive business outreach effort that should more than replace declines through NECF. 2. The Executive Bachelor’s Degree Completion Program. Administrative Sciences had grown exclusively at the graduate level, until we introduced this new cohort model, first in Braintree in 2001-2002 and then this past year in Post Office Square. As a result, undergraduate enrollment in the Management Studies major increased for the first time in five years. 3. International Programs. The Administrative Sciences Department has maintained an average of 180 full-time international master’s degree students, while increasing minimal TOEFL scores and coping with the bureaucratic challenges of bringing nonresidents to the U.S. MET supplemented this foreign population through intensive, one-semester Diploma and Certificate programs (followed by optional four-month business internships) offered through BUGlobal. Three of these programs – the Diplomas in International Marketing and in Banking and Financial Services and the Graduate Certificate in Project Management – were launched successfully under the academic 3 oversight of Administrative Sciences. On average, these students had four years of work experience, spoke three languages, and already possessed a graduate degree. Visiting Mexican undergraduates from Instituto Tecnologico de Estudios Superiores de Monterrey (ITESM) also helped replenish undergraduate Management enrollments, as did a summer entrepreneurship program for Norwegian students. This latter program, in collaboration with the University of Oslo and the Norwegian Trade Council, brought exceptional students to the United States to learn the techniques of starting a new business – through an academic course, an internship, and an opportunity to research a business plan. BUGlobal worked with Metropolitan College faculty to host twenty ITESM faculty this past summer. Also, BUGlobal negotiated several customized programs for MET faculty to present in other countries. The prognosis for Administrative Sciences’ future is very positive for several reasons. We have passed successfully beyond the first iteration of several new initiatives, and learned important lessons about how to market and deliver these programs. We have established models scaleable to other audiences. Because we are only a little more than half way towards steady state in the Executive Bachelor’s Degree Completion Program, enrollments in this intensive program will increase over the next year or so. We anticipate new Braintree and Charles River Campus sections each year, along with the possibility of corporate on-site versions of this program. Likewise, we have yet to plateau with MET’s BUGlobal programs. This coming year we anticipate four cohorts in Diploma/Certificate programs. We also hope to extend the ongoing ITESM model to attract visiting undergraduates from other foreign universities. We are in discussion with schools in Ecuador, France, and South Korea. The ongoing Norwegian summer program can be replicated for other international audiences. Administrative Sciences will be the primary beneficiary of aggressive business relations and on-site recruiting efforts locally. We recently added an MSAS concentration in Economic Development and Tourism Management. Also, to eliminate a cumbersome system of prerequisites, we incorporated these courses into the required curriculum and expanded the master’s program from ten to twelve courses, which, in itself, increases graduate enrollment and income. But, most importantly, the Administrative Sciences department will serve as the academic home of MET’s most ambitious new venture – the on-line MS_M program – starting this fall, 2003. The first iteration of this degree program will be in Insurance Management, in partnership with the American Institute of Chartered Property Underwriters (AICPCU), combining the CPCU designation with an eight-course distance learning management program. We anticipate ninety students in the program’s first semester, and building thereafter for the next year or so. 4 While this occurs, we are developing other industry and academic partnerships that utilize these management courses towards other specialized MS_M degree programs. Other industries have in-depth professional designations that could benefit from this segue to an academic degree. Likewise, our Diploma and Certificate programs can serve as specializations, as can other Boston University programs. The MS_M should, at steady state, generate about seventeen hundred course enrollments annually. Combining these probable growth opportunities, Administrative Sciences registration will likely increase by yet another third in the next few years. This growth will not simply fill seats in existing classes, but require serious and sophisticated academic labor to generate innovative, high quality programs for distance, corporate, and international clientele. The major challenges facing the Administrative Sciences department that make this prognosis somewhat precarious are: 1) the future of the NECF relationship (particularly the State Street enrollment pipeline), 2) the capacity of the Division of Extended Education to support new distance learning and international ventures, 3) our ongoing relationship with Embanet Knowledge Group as our distance learning partner, 4) access of foreign students to the United States, and 5) the academic capacity of the Administrative Sciences Department itself. The current number of full-time faculty will not suffice to support our expectations for the future. Arts Administration The academic year 2002- 2003 brought significant changes to this program, now celebrating its first decade. First, we hired an Assistant Director whose academic focus is in the performing arts (which complements the Director’s focus on the visual arts). Second, we introduced a new graduate certificate in Arts Administration. Third, inquiries and applications are up substantially: we now expect a total of about sixty matriculating students this fall, our largest number yet. Arts Administration has now established itself as a high quality, national and international program. Brussels This past year was transitional for MET’s graduate programs in Brussels. We phased out the tenure of the director and recruited new leadership. Despite efforts to supplement marketing and student recruiting efforts from the main campus, student enrollments fell below seventy active students – about half the number a decade ago and well below the threshold for a positive financial contribution and a necessary array of courses. Even so, we recruit high caliber students from 27 different nationalities, making this one of our most exciting educational settings. With a new director in place, we now 5 need to focus on effective and aggressive marketing and outreach, instructional quality, and student morale. Given Brussels’ prominence in the European community, this is a site to protect and restore. Computer Science The Computer Science Department is home to an undergraduate major, three master’s degree programs, and one new diploma program, and is responsible for the hardware and software needs, both administrative and instructional, across the Division of Extended Education. Computer Science’s programs are offered at three BU campuses, Liberty Mutual in New Hampshire, and three military bases. Its overarching goal is to be a leader in providing working professionals with academic opportunities to learn new technologies and growth areas, such as information security, web services, broadband and wireless networking, and bioinformatics. The Computer Science faculty have been very successful in introducing and revising courses that rely on emerging new technologies. (In particular, the prerequisite sequence was revised to incorporate a Java track.) The department’s full-time faculty also work with their part-time faculty counterparts by visiting classes and providing peer feedback, revising and standardizing course materials, coordinating topics across courses, and establishing grading expectations. A weak economy in information technology and increased academic competition severely impacted MET’s computer science course enrollments, which declined by 15.9% and returned to their 1995-96 level. However, we were able to adjust course offerings to maintain consistent class size and even to increase the number of declared master degree students locally. Evidence of the future pipeline – lower level computer science course enrollments (which declined 27%) – is not reassuring. Nationally, master’s degrees in computer science fell in popularity from second to thirteenth in just one year. A reversal in the economy will not, in itself, restore enrollments. We need to differentiate our programs based on quality and specializations, to reach out more effectively to local businesses, and, most importantly, to introduce a distance learning program. Critical to the future of this department is building a national audience through an on-line graduate program, which we hope to launch fall of 2004. We have begun recruiting a technology advisory board to help guide us. Criminal Justice, City Planning, and Urban Affairs The most noteworthy event in Metropolitan College was the successful launch of Boston University’s first on-line academic degree program. The Master’s in Criminal Justice began with forty students in the summer, 2002, grew eight times within just three terms, and can already claim to be the largest program of its kind in the nation. In its first year, this program increased MET’s CJ program by a factor of six, and has yet to peak. 6 In just one year, we achieved our strategic goal of leaping over the glut of local programs and capturing a national audience. Our corporate partner, Embanet Knowledge Group (EKG), fielded over 75,000 phone calls, sent out about 10,000 brochures and 50,000 letters, and exceeded even their ambitious forecasts for enrollment. The student retention rate of 90.4% is remarkably high for both part-time and distance education, and results from the unique features, format, and instructional quality and student service provided. The challenges of staffing and developing nine courses (each with about fifteen sections), the admissions of three hundred students, and the complexities of introducing a new program and corporate partnership with EKG cannot be overstated. Much of this fell on a new department chairman and his then part-time assistant. At the same time, we have proposed a main campus undergraduate bachelor’s degree in Criminal Justice (likely to start Spring, 2004), using existing course capacity, and begun the process of seeking Commonwealth of Massachusetts recognition for our CJ programs under new guidelines. Without the necessary faculty infrastructure in place, we are on the way to becoming a major presence in the teaching of Criminal Justice. We now need to create an academic department worthy of this prominence. The new state guidelines are likely to require, appropriately, that we soon hire at least two more fulltime faculty in Criminal Justice, just to support the current level of activity. Resuscitating Urban Affairs/City Planning will take somewhat more time and effort. Most notably, we created an Urban Affairs Advisory Board made up of alumni and many major local leaders in the various facets of city life – city planners and managers, academics, community activists, foundation and business executives – to help us redefine our educational opportunities. This Board met twice and demonstrated creativity and willingness to contribute – in the belief that we have a significant role to play regionally. What was once a collection of three small graduate programs is quickly emerging as a larger, more comprehensive department in the applied social sciences – encompassing Criminal Justice, Urban Affairs, Psychology, Sociology, the Prison Education Program, and potentially other disciplines and initiatives. With the necessary resources, faculty talent, and administrative support, this will soon become one of the major departments within Metropolitan College. Explorations in Learning This program – which blends academically rigorous education with an active, experiential component – is an important effort to create visibility for Metropolitan College as a center for innovative, nontraditional learning. We now offer about fifteen courses annually in a wide range of disciplines with over two hundred enrollments – at Sargent Center for Outdoor Education, aboard tall ships, on the Maine coast and Martha’s Vineyard, and at other regional locations. Even in its inception, this program generates a healthy financial margin and enthusiasm for our creative approach to learning. Students 7 continue to regard their Explorations classes as among their most important and memorable. Lifelong Learning Our strategy for the past year has been to continue creating rich educational opportunities for elders, provocative culinary experiences for the greater metropolitan area, and a unique graduate academic program in gastronomy. However, we shifted our emphasis towards certificate program that attract more serious, professionally focused students, and away from single events. Despite a weak economy for noncredit courses, Lifelong Learning had far greater success, in both enrollments and revenue, than in prior years. Evergreen – Begun in 1980, Evergreen offers elders opportunities to enrich their lives through higher education. This past year, 663 elders attended ten special programs offered specifically through Evergreen, and 742 audited academic classes throughout the University. Nineteen enrolled as Sponsors and eight as Friends by contributing substantially more than the normal costs of registration. As the baby boom generation approaches retirement age, the proportion of the population in its sixties and beyond will almost double and increase interest in the Evergreen program. Seminars in the Arts and in the Culinary Arts – This past year, 1,864 attended 79 art or wine soirees, musical events, lecturers, and food and wine demonstrations. Certificate Programs – In 2002 – 2003, 16 certificate programs were offered to 243 persons. Customized Cooking Programs – Ten customized cooking demonstrations were held for corporate clients. Elizabeth Bishop Wine Resource Center – In partnership with Great Britain’s Wine and Spirit Educational Trust, we offer courses, certificates, and diplomas to wine and beverage professionals. This Center, guided by a very committed advisory board representing a cross-section of leaders in wine, offered four certificate programs (137 graduates) and two diploma programs (which 14 attended). The diploma leads to the coveted Master of Wine, of which there are only 23 in the United States (two of whom are on our faculty). Cooking Up Culture – Twenty-one programs ran this year for 798 youngsters who came to Boston University to learn about culture through cuisine. Master’s of Liberal Arts in Gastronomy – Begun by luminaries Julia Child and Jacques Pepin, and taught by faculty across many disciplines, this unique academic program has grown to about 31 matriculating students. 8 Military Programs MET’s military enrollments for the 2002 – 2003 academic year plummeted 24.0%. About a third of those stationed at our marine bases were sent abroad, accounting for most of our immediate enrollment decline. However, the decrease over the recent years cannot solely be ascribed to war in Iraq. Because military tuition assistance has not kept pace with tuition increases, our students are now paying most of the cost of their graduate education. Several changes are in the works. We will use the new MS_M on-line program and electronic courseware from a major publisher as ways of supplementing on-base instruction. Most importantly, we are exploring new opportunities for graduate programs at other military bases in Virginia, North Carolina, and Massachusetts. At MET’s graduation, we recognized the passing of Roger Deveau, who had taught at Metropolitan College for twenty-five years primarily in North Carolina, by renaming MET’s annual Part-Time Faculty Award in his honor. Dr. Deveau had taken over one thousand airline flights to teach over one thousand soldiers at various sites. Prison Education Program Fall 2002 commemorated the thirtieth anniversary of Boston University’s Prison Education Program, which has graduated 225 students. At graduation ceremonies this year at MCI-Norfolk, Boston University received a plaque from the Massachusetts Commission of Corrections. Currently 148 students are taking forty courses at three prison sites. About half (87 students) are at Norfolk, and a quarter at Bay State (28) and at the woman’s facility in Framingham (33). Recent growth in PEP reflects the consolidation of the prison system into fewer facilities and the success of our probationary admissions program, which allows prospective students to enroll even before they have the necessary pre-requisites for admission. Fall 2003 will mark the tenth anniversary of the Framingham program. Satellite Campuses MET’s public satellite campuses – in Tyngsboro and Post Office Square, both of which focus primarily on computer science programs – experienced declines in 20022003. MET’s graduate programs at Tyngsboro declined 22.8%, because of the acute economic downturn in that region and the graduation of a student cohort from Fidelity Investments from New Hampshire. Still, this site generated over a million dollars in revenue from its academic programs, and returned about two-thirds of that as contribution margin, with an average class size of over fifteen. Our much smaller presence at Post Office Square declined by about one-sixth. 9 Science and Engineering This important two-year program draws at least fifty traditional-age, full-time freshmen to an alternative path into engineering and many of the other sciences. This unique model provides smaller classes at a different pace so students can be mainstreamed as juniors into either Engineering or a CAS science. The year began with the unexpected resignation of the director. Fortunately, we were able to recruit a member of the MET faculty to serve on a multi-year interim basis. He hired a new academic counselor, and together they revamped policies, procedures, and communications materials, improved the relationships with other academic and student support offices, and upgraded the physical facilities of SEP. They also enhanced the academic context of SEP by revising the non-credit weekly EK100 meetings, which focus on career and study skill development. The result was a more responsive program environment to address the needs of students and their parents. The demographics of the incoming 59 freshmen suggest a trend towards nonengineering sciences (now more than half, of whom 18 are pre-med, and most of the rest are interested in computer science) and towards more women (now more than one-third of SEP, compared to a national average of about one-fifth). Alumni Relations and Development A major focus this past year was identifying, meeting, and re-engaging prominent alumni, prospects, and others – and building the Dean’s Advisory Board, which held its first meeting in April. We were fortunate to recruit over thirty accomplished individuals to serve on this new board (see attached). The dean held over forty individual meetings with key alumni throughout the East Coast – in government, military, business, and the professions. In parallel, we restored the MET Alumni Association, with new leadership focused now on subject area and opportunities for student-alumni collaboration. We identified and began approaching leadership gift prospects for contributions towards MET’s capital campaign, with a $7.5 million goal to relocate Metropolitan College to its first true home at 928 Commonwealth Avenue. Though our focus has been on long-range planning and cultivating, the MET annual fund (cash and pledges) increased 48.6%. At MET’s main campus graduation we recognized two distinguished alumni. Sacha Pfeiffer (BLS, ’94) is a Boston Globe reporter and member of the Pulitzer Prize winning investigative team uncovering sexual misconduct among local Catholic clergy. Thomas Weeks (BLS ’69, MUA ’74), founding leader of a church and civic leader in Wilmington, Delaware, served as MET’s graduation speaker. (Alumna Elizabeth Jones, Assistant Secretary of State for European and Eurasian Affairs, has agreed to speak at the next MET graduation.) Of more dubious notoriety and statistical improbability was the 10 presence of two MET alumni in People Magazine’s Sexiest Man Alive, December 2002, issue. Corporate Outreach and Student Recruitment To complement conventional print advertising and publications conducted by the Division, MET embarked on concerted relationship marketing. In 2002-2003, Metropolitan College began several steps that focus on direct, local outreach. First, we hired a full-time undergraduate Admissions and Outreach Counselor, who conducts information sessions, counsels those who inquire about undergraduate degree programs, recruits students at various sites, and works with non-degree students to convert them to degree candidates. She works with local feeder schools, and provides visibility at educational fairs, high traffic commuter sites, and dozens of regional corporations. Second, we hired a full-time consultant in February to focus on business development and corporate partnerships. She provides services and incentives to local companies – faculty presentations, on-site advising and classes, direct marketing to employees, direct corporate invoicing to spare employees out-of-pocket tuition expense, and tuition adjustments for firms that actively assist us in promoting or hosting MET classes. Dozens of companies were identified, contacted, and visited, proposals for special programs generated, and presentations conducted. While still early to measure the impact of these efforts to build relationships directly with prospective clientele, this critical, strategic effort will differentiate MET and establish ongoing opportunities to recruit students beyond the typical methods of marketing. As mainstream promotion becomes costly and more commonplace, we are pursuing creative, novel, and perhaps more costeffective ways to generate visibility and enrollments. Faculty Matters Along with administrative assignments and scholarly expectations, MET’s fulltime faculty teach one-sixth of the classes and oversee an ever changing roster of several hundred part-time faculty. Particularly as MET moves further towards graduate and innovative programs, we rely even more on precious and inadequate full-time faculty resources. MET’s new initiatives have seriously strained the capacity and capabilities of the full-time faculty. In the coming year we will particularly need to address the number of faculty in two fast-growing departments – Administrative Sciences and Criminal Justice/Urban Affairs. Metropolitan College offers very few low enrollment courses. This past year, less than four percent of MET’s classes enrolled under ten students. Part-time faculty taught all of those courses, which thus were still able to generate a healthy margin. However, 11 this fall, we are redressing a significant handicap in our ability to manage class size, by adjusting course withdrawal and refund dates to discourage student procrastination. The full-time faculty in MET and SHA continue to function collegially as one faculty on all aspects of academic governance. The MET/SHA College Council approved a draft of standards for faculty promotion. Faculty need opportunities for personal advancement, as they succeed in their teaching, scholarship, and contribution to the College. The Council also elected a Research and Development Committee, which met regularly as a sounding board for new program ideas. To raise academic standards, MET focused on grade inflation, student communication skill development, and teaching performance. Faculty successfully reduced the number of A/A- grades by thirteen percent this past year. The MET/SHA College Council also endorsed new expectations for oral and written communication ability across the curriculum. We hold semi-monthly Faculty Roundtables in the dean’s office for both full-time and part-time faculty to discuss teaching issues. Undergraduate Student Services The primary focus has been to reverse the trend of declining undergraduate enrollments, which MET more than replaced at the graduate level. Counseling has become much more proactive – responding to inquirants, encouraging qualified students for the Executive Bachelor’s Degree Completion cohorts, and focusing on student retention efforts. As a result of our focus on part-time undergraduates, 146 new students were admitted (a 34% increase over the prior year). 2003 – 2004 Challenges and Goals Metropolitan College’s strategy is multi-layered – upgrading the quality of what we already do, launching new initiatives, and exploring future possibilities. A continued focus on quality – particularly on those new programs still in their early years – is critical to distinguish MET. Priorities for the coming year include: Quality and Performance: Developing student communication skills, continuing to reduce grade inflation, strengthening the full-time faculty, rationalizing the infrastructure of MET’s administration (particularly in its outreach efforts), revitalizing the Brussels campus, and addressing pedagogical challenges within several of the more recent initiatives. Outreach: Building an engaged Dean’s Advisory Board and Alumni Association, along with other specialized boards; developing systematic relationships with area businesses for on-site programs and direct recruiting and invoicing; and creating a more effective integrated marketing and sales strategy. 12 Implementation of New Programs: Launching the COM/MET Master’s in Advertising, the on-line Master of Science in Management (MS_M), the undergraduate major in Criminal Justice, a Master’s concentration in Economic Development and Tourism Management, and the infusion of Information Security in the Computer Science programs. Future Growth Opportunities: Generating several new specializations in the online MS_M through partnerships with professional associations and other academic and training programs; extending our military model to other bases and branches; and replicating the COM/MET collaboration for part-time versions of other Boston University graduate programs. New Distance Learning Degree Programs: Establishing ideally two other on-line programs – an Executive Bachelor’s Degree Completion Program and a Masters in Computer Information Systems and Security. 13 Appendix I – MET’s Environmental Context Nationally, the number of adults enrolled in higher education has more than tripled since 1970. This trend peaked earlier in New England: Part-time education actually declined here in the 1990s (by about nine percent), while traditional-age, full-time higher learning rose 6.5%. New Englanders are far more educated than those in any other region – 31% of adults over twenty-five have a bachelor’s degree (33% in Massachusetts), compared to only a quarter nationally. A bachelor’s degree has become a necessity to be obtained as early as possible in one’s career. Having a bachelor’s degree commands a salary twice that of a high school graduate and three times the earnings of a high school dropout. A master’s recipient earns 25% more than someone who stops at a four-year degree, and a doctorate or professional degree commands double that salary. In a recent survey, 64% of adult Americans agree, “a graduate or professional school degree will soon be more important than a four-year degree for success in the U.S.” But an enormous gap still persists between the opportunities and the realities of educational attainment: the latest census showed that 17.6% of all adult Americans attended college without receiving a bachelor’s degree. As the local population declines and higher educational attainment occurs at an earlier age, the number of associate’s degrees declined during the past decade in New England by 12% and the number of bachelor’s degrees by 2% (in contrast to increases nationally). Master’s degrees increased by 28% in the region. MET’s local competition experienced declines this past year – Harvard Extension by 4.8% and Northeastern University’s University College by 1.1% (its best performance in years). Locally, we live in a community that values higher learning, enjoys many educational alternatives, and earns, as a result, disproportionate credentials. Higher learning is habitforming – those who have the best academic background are more likely to seek continuing education. Especially in New England, academic institutions distinguish themselves by the perception of their quality, not simply price or convenience. The availability of a particular program and the perceived quality of the program and its faculty are the most critical factors in college choice for adult learners. Deciding to return to pursue a degree is not a trivial or casual decision for an adult. Generally major transitions – such as relocation, a career change or impasse, a marriage or divorce, parenthood or an empty nest – trigger adult learning. According to the Boston Business Journal (April 1, 2003), Boston University is second to Harvard locally in graduate enrollment. In that context, Metropolitan College represents about one-fifth of BU’s graduate enrollment and about half of BU’s part-time graduate enrollment. MET is now the second largest producer of BU master’s degrees after the Graduate School of Management. MET’s graduate enrollments are greater than all graduate programs at Brandeis, Babson, Bentley, Worcester Polytechnic Institute, and Emerson. Boston is the seventh largest metropolitan area in the United States, with an even greater concentration of higher education opportunities. MET’s local market may 14 now be saturated and even shrinking, while becoming even more discriminating and demanding within a widening array of educational options. MET’s national and international opportunities, though, are vast and challenging. The American public is three times more likely to believe private is superior to public higher education. With the escalating costs of going to school, part-time education (which produces only 40% of the debt of full-time study) remains a necessary alternative for working adults. Metropolitan College has demonstrated its agility and ingenuity by branching out to a range of graduate as well as undergraduate programs, and extending its reach beyond New England. Metropolitan College has the opportunity to grow further – though not simply through the conventional formula of local, evening, public programs. Our future success depends on our ability to differentiate programs, to experiment with new formats for learning, to partner with a variety of institutions and organizations, to demonstrate quality, and to extend Metropolitan College to other parts of the country and the world. Bibliography 1. Carol B. Aslanian, Adult Students Today, The College Board, New York, 2001. 2. “The Chronicle Survey of Public Opinion on Higher Education,” Chronicle of Higher Education, May 2, 2003, p. A11. 3. Lifelong Learning Trends, a Profile of Continuing Higher Education, University Continuing Education Association, Washington, D.C., 2002. 4. Statistical Abstract of the United States: 2001. The National Data Book. 121st Edition, U.S. Department of Commerce: http:/www.census.gov/statab/www/. 5. “Trends and Indicators in Higher Education 2003,” Connection: The Journal of the New England Board of Higher Education, Spring, 2003. 15 Appendix II – Metropolitan College Dean’s Advisory Board Randolph H. Brinkley, MET 1980, CA Limited Partner, J.F. Lehman & Company Richard F. Cahill, MET 1967, MA President & C E O, Jack Conway Realty Co. Patricia Chadwick, MET 1975, NY Founder and President, Ravengate Partners, LLC Thomas Costello, MET 1996, NY Senior Correspondent, CNBC; Contributing Correspondent, NBC News Richard J. Daniels, MET 1999, MA (unconfirmed) President, Globe Newspaper Company Richard B. DeWolfe, MET 1971; 1973, MA Managing Partner, DeWolfe & Company, LLC Frederick Dulles, NY Partner, McFadden, Pilkington & Ward Martine P. Dulles, MET 1973, NY President, Dulles Designs, LLC John Ebersole, MA Associate Provost, Boston University Terrence P. Finley, MET 1990, NJ Founder & President, West Point Thoroughbreds, Inc. Edward Francis, MET 1978, CT Vice President and General Manager, Hamilton Sundstrand Space, Land & Sea Gilbert Garber, MET 1993, MA Chairman, Garber Travel 16 Steven M. Garfinkle, MET 1972, MA Managing Director, Battalia Winston International Ambassador Elizabeth A. Jones, GRS 1986, DC (unconfirmed) Assistant Secretary, Bureau of European and Eurasian Affairs U.S. Department of State Louis Leo Kaitz, MET 1978, MA Chairman of the Board, National Lumber Company Michael Kiklis, MET 1988, DC Partner, Sonnenshein, Nash & Rosenthal N. Rumesh Kumar, MET 1981, International Senior Relationship Manager, Corporate and Institutional Banking Dubai Bank, UAE Arnold S. Lerner, MET 1974, MA Vice Chairman, Enterprise Bank Joanne S. Luciano, Ph.D. MET 1982, MA Founder and Chief Science Officer, Predictive Medicine Mohit Mamudi, MET 1982, International Chairman, Amacom U.K. Ltd. Michael J. McCabe, MET 1987, NY Partner, IBM Global Services Jean L. McCluskey, MET 1974, MA Vice President/director, Parsons Brinckerhoff Joseph P. Mercurio, MET 1981, MA Executive Vice President, Boston University Steven Morello, MET 1980 (unconfirmed) General Counsel, US Army Gurinder Singh Nihal, MET 1992, NY Vice President Private Banking, Citigroup James W. Norton, Jr. MET 1977, CA Venture Capitalist 17 Peter J. Raimondi, Esq., MET 1980, MA President and Co-Founder, The Colony Group Philippe Rixhon, MET 1981, International Partner, Accenture Carol Russell, SED 1961, MA Co-Founder and Owner, Westport Rivers Robert Russell, MA Co-Founder and Owner, Westport Rivers Thomas Wesley Weeks, Sr., MET 1969; MET 1974, DE Bishop, New Destiny Fellowship Mati Weiderpass, MET 1985, NY Founder and former CEO, Watch World International Joshua Weiss, MET 1982, MA (unconfirmed) Founder, President and CEO, Nauticus Networks Leon E. Wilson, MET 1975, MA Manager Director, Charitable Asset Division, Columbia Management Group FleetBoston Col. Bryon Young, MET 1981, DC Director, Army Contracting Agency, US Army 18 Appendix III – PUBLICATIONS, EXHIBITIONS, PRESENTATIONS, GRANTS, HONORS, PRESS Kip Becker Publications: • “Developing Tactical Strengths Through Technology and Ecommerce Strategies Designed to Confront Shifting Global Challenges. The Impact of Globalization on World Business.” Proceedings: 11th World Business Congress. Antaya, Turkey. pp. 514-518. 2002. • “The Impact of Information Technology in Developing Countries and Sustainable Development. The Impact of Globalization on World Business.” Proceedings: 11th World Business Congress. Antaya, Turkey. pp. 548-555. 2002. • “Implementation Framework and Meaningful Metrics for Successful Web Sites.” Proceedings: International Marketing Development Agency Conference. Vancouver, B.C. Canada. June 2003. Coauthored. Presentations: • “Technology, Ecommerce and European Advances.” Catholic University. Porto, Portugal. 2003 Professional Activities: • Editor: Journal of International Management Development 2002-2003 • Editorial Board member: The Journal of Marketing Channels The Journal of Teaching in International Business The Journal of Transition Management Management: The Journal of Yugoslav Marketing Association Eric Braude Publications: • Book: Software Design: From Programming to Architecture. New York: John Wiley, 2003. • “Blended Web Based and Traditional Delivery in a Graduate Certificate for Information Technology Professionals.” Proceedings: 2002 ASEE/SEFI/TUB Colloquium 2002, American Society for Engineering Education. Berlin, Germany. October 1-4, 2002. Coauthored. http://www.asee.org/conferences/international/papers/zlateva.pdf. Presentations: • “Software Engineering at Boston University.” IEEE Conference. Frontiers in Education. Boston, MA. November 5, 2002. 19 Edward Brookner Publications: • Book: Anchises, Aphrodite and Other Folk. Santa Ynez, CA: The Dozens Press, 2003. Exhibitions: • “New England Landscapes – An Exhibition of Photographs.” The Krause Gallery, Providence, Rhode Island. September 2-22, 2003. Media: • “Bachelor’s Programs not Wedded to the Young.” Interview. Executive Bachelor of Science Degree Completion Program. Boston Globe. July 28, 2002. Robert Cadigan Publications: • Book: EMS Street Strategies (2nd ed.) Co-author. Clifton Park, N.Y: Delmar Learning, 2003. Presentations: • “Higher Education in Prison: The Boston University Experience.” Academy of Criminal Justice Sciences. Boston, MA. March 6, 2003. • “Higher Education Programs in Correctional Education.” Brooklyn Correctional Center. Brooklyn, CT. February 7, 2003. • “Developing Higher Education Programs in Correctional Education.” Brooklyn Correctional Center, Brooklyn, CT. April 11, 2003. Media: • Cited in Staples, Brent. “Prison Class: What Ma Barker Knew and Congress Didn’t.” New York Times. (Section A; page 20; column 1; Editorial Desk) November 25, 2002. • Cited in Raymond, Midge: “Behind the Walls.” Bostonia. Summer 2003. Lubomir Citkusev Publications: • “Integrated Curricula for Computer and Network Security Education.” Colloquium for Information Systems Security Education, Society for Advancing Information Assurance and Infrastructure Protection. Washington, DC. June 3-5, 2003. Coauthored. Presentations: • “Traffic Engineering and Network Instability.” Joint Workshop on Computer Science in Education, Security and Medicine. International Council for Scientific Development (ICSD), Boston University, Stuttgart University and University of Applied Sciences Fulda. Fulda, Germany. February 4, 2003 • “Information Technology Challenges in Biotech Industry and Medicine BioMedical Informatics Initiative at Boston University Metropolitan College, Department of Computer Science.” Joint Workshop on Computer Science in 20 • Education, Security and Medicine. International Council for Scientific Development (ICSD), Boston University, Stuttgart University and University of Applied Sciences Fulda. Fulda, Germany. February 4, 2003. Integrated Curricula for Computer and Network Security Education.” Colloquium for Information Systems Security Education, Society for Advancing Information Assurance and Infrastructure Protection. Washington, DC. June 3-5, 2003. Co presenter. San Chee Professional Activities: • Passed Level I, CFA examination toward becoming a Certified Financial Analyst. Anneliese Doyle Publications: Boston Globe: Food Section • “It’s a Show of Food and Friendship” April 30, 2003 • “Miami’s “Floribbean Flair” February 19, 2003 • “Big Taste in a Little Cup” February 19, 2003 • “For Vegetarians, a Wild Festival” October 23, 2002 • “Days of Wine and Picnics” August 7, 2002. Jay Halfond Publications: • Contributing Writer, Journal of Continuing Higher Education. “Research to Practice” column “Population Trends and Continuing Education.” Fall, 2002. “Pomp and Circumspection: Reflections on Rituals and Regalia.” Winter, 2003. Presentations: • “Altering Time and Space: the Challenge of Delivering New Programs.” University Continuing Education Association (UCEA), New England meeting. Scarborough, ME. October 23, 2002. Co-presenter. • “Don’t Replicate – Innovate: ‘Third Generation’ On-Line Courseware.” University Continuing Education Association (UCEA). Chicago, IL. March 29, 2003. Co-presenter. • Guest Professor, Chair in Ethics. École des Dirigeants et Créateurs d´entreprise (EDC). Paris, France. April 28-30, 2003. • Graduation Speaker, MCAS Cherry Point, NC. May 28, 2003. Media: • Cited: “Finding a Niche – Continuing Education Programs work to fill Career Gaps.” Boston Herald. Education Section. July 15, 2003 21 Professional Activities: • Elected Chairman of the Board of Trustees, Massachusetts School of Professional Psychology. Suresh Kalathur Publications: • “Integrated Curricula for Computer and Network Security Education.” Proceedings: Cyber Security Strategy: Meeting the Multi National Challenge Through Education Training and Awareness. National Colloquium for Information Systems Security Education. Washington, DC. June 2-5, 2003. Coauthored. Presentations: • "An Agent Framework for Data Synchronization.” ICSD Workshop on Networking and Security, University of Fulda. Fulda, Germany. February 4, 2003. Vijay Kanabar Publications: • “Integrated Curricula for Computer and Network Security Education.” Proceedings: Cyber Security Strategy: Meeting the Multi National Challenge Through Education Training and Awareness. National Colloquium for Information Systems Security Education. Washington, DC. June 2-5, 2003. Coauthored. • “Blending Web Based and Traditional Delivery in a Graduate Certificate for Information Technology Professionals.” Proceedings: 2002 ASEE/SEFI/TUB International Colloquium 2002, American Society for Engineering Education. Berlin, Germany. October 1-4, 2002. Coauthored. http://www.asee.org/conferences/international/papers/zlateva.pdf • “Prospective Tracks In the MSIS 2000 Model Curriculum Framework.” Proceedings of America Conference on Information Systems, (AMCIS), Tampa, Florida. July 2003. P.12. Coauthored. • “A Quick Guide to Basic Network Security Terms.” Conference in Libraries Journal. Vol. 23, Num. 5. P 24-25. May 2003. Coauthored. • “Implementation Framework and Meaningful Metrics for Successful Web Sites.” Proceedings: International Marketing Development Agency Conference. Vancouver, B.C. Canada. June 2003. Coauthored. Presentations: • “XML Security.” Distributed Computing Workshop, Fulda University, Fulda, Germany. February 2003. • “XML and Web Boot Concepts.” Workshop. Staples. Boston, MA. October 15-18, 2002. 22 Daniel LeClair Presentations: • “Program Evaluation as Outcomes Monitoring and Outcomes Management.” 2002 Annual Meeting of the American Society of Criminology. Chicago, IL. November 15, 2002. • “Thirty Years of Higher Education in Prisons: The Boston University Experience.” 40th Annual Meeting of the Academy of Criminal Justice Sciences. Boston, MA. March 4-8, 2003. Media: • Cited in Abel, David: “Some Freed From Mass. Prisons Are Sentenced To Living On the Streets.” Boston Globe. December 2, 2002. Jeannie Motherwell Exhibitions: • “Recent Works” Collages and Paintings. Lyman-Eyer Gallery, Provincetown, MA. August 1-14, 2003. Daniel Ranalli Presentations: • “Photography in the 21st Century.” Panelist: Fine Arts Work Center, Provincetown, MA. September 15, 2002. Exhibitions: • “Buddha Series.” One-Man Show. NA Gallery, Provincetown, MA. August 2002. • “Stop Time.” Group Show. Fine Arts Work Center Gallery. Provincetown, MA. September 2002 • “Intersextion.” Group Show. DNA Gallery, Provincetown, MA. September 2002. • “Small Works.” Group Show. Maud Morgan Visual Arts Center, Cambridge. MA. December 2002. Media: • Interview: “Daniel Ranalli on Truth, Lies and Photography.” Provincetown Banner, September 5, 2002. • Cited in Edgers, Geoff: “MFA Cancels Spring Catalog.” Boston Globe. Living Section. March 20, 2003. Victor Shtern Publications: • Core C++: A Software Engineering Approach. Chinese translation. 2002. • Core C++: A Software Engineering Approach. Russian translation. 2003. 23 Media: • “Echo of Moscow.” Radio interview in Russian. April 6, 2003. Professional Activities: • Panelist, National Science Foundation. Reviewed grant proposal. John Sullivan Presentations: • “As Old as the Nation: Useful Lessons From Some of Our Longest Running Federal Health Care Entitlement Programs Along The Road To Universal Health Care.” Annual Meeting, American Public Health Association. Philadelphia, PA. November 9-13, 2002. Media: • Cited in Kenney, Alison: “Health Care Crisis Plus North Shore Setting Equals Author’s First Novel.” Swampscott Reporter. October 17, 2002. Anatoly Temkin Publications: • “Integrated Curricula for Computer and Network Security Education.” Proceedings: Cyber Security Strategy: Meeting the Multi National Challenge Through Education Training and Awareness. National Colloquium for Information Systems Security Education. Washington, DC. June 2-5, 2003. Coauthored. Presentations: • “Thirty Years of Higher Education in Prisons: The Boston University Experience.” Workshop. 40th Annual Meeting of the Academy of Criminal Justice Sciences. Boston, MA. March 6, 2003. • 2003 Career Symposia. Keynote speaker. The John Hopkins University Center for Talented Youth, Boston University, March 16, 2003. • “Mathematics Education: Bridging High School and College.” 16th Annual Professional Conference. Sharing the Power of Knowledge, National Consortium for Specialized Schools of Mathematics, Science and Technology. Sponsored by Virginia Institute of Technology. Roanoke, VA. March 13-15, 2002. Barry Unger Media: • Cited in Holland, Roberta: “Biotech Students Balance Beakers with Business Savvy.” Boston Business Journal. Focus Section. March 25, 2003. • Cited in Dennison, D.C: “The Germ of an idea: Foreign Incubation in Boston” Boston Globe. November 24, 2002 • Cited in Dennison, D.C: “The Germ of an idea: Foreign (Scottish) Business Incubation in Boston.” Montana Associated Technology Roundtables. November 24, 2002. 24 Cited in Connolly, Alison: “City’s Courting of Biotechs, pharmas is nothing new” Boston Business Journal, January 13, 2003. Professional Activities: • Named to the Advisory Board, Norwegian Entrepreneurship School Alumni. May 2003 • Founding Member of the Commercialization Advisory Board of the Photonics Center, Boston University. • Appointed as Non-Voting representative, Board of Directors, Photo Detection Systems, Inc. • Co-chairman, Landmark Illumination Technical Evaluation Committee. Honors: • Contribution made by a student, Evan K. Kaplan Esq., in honor of Barry Unger, to the Boston University School of Law. Tanya Zlateva Publications: • “Integrated Curricula for Computer and Network Security Education” Proceedings: Cyber Security Strategy: Meeting the Multi National Challenge Through Education Training and Awareness. National Colloquium for Information Systems Security Education. Washington, DC. June 2-5, 2003. Coauthored. • “Blended Web Based and Traditional Delivery in a Graduate Certificate for Information Technology Professionals.” Proceedings: 2002 ASEE/SEFI/TUB Colloquium 2002, American Society for Engineering Education, Berlin, Germany. October 1- 4, 2002. Coauthored. http://www.asee.org/conferences/international/papers/zlateva.pdf. Presentations: • Integrated Curricula for Computer and Network Security Education.” Colloquium for Information Systems Security Education, Society for Advancing Information Assurance and Infrastructure Protection. Washington, DC. June 2-5, 2003. Co presenter. • “Online Grading Tools.” Faculty Professional Development Workshop, Center for Excellence in Teaching. Boston University. March 28, 2003. Copresenter. • “New Curriculum Development at the Computer Science Department of Boston University’s MET College.” Joint Workshop on Computer Science in Education, Security and Medicine; Cosponsored by Boston University, Stuttgart University, International Council for Scientific Development (ICSD) and the University of Applied Science, Fulda. Fulda, Germany. February 4, 2003. • 25