Elevating the Academic Experience with Transformative Online Learning
Kean University set a new record in fall 2024, enrolling more than 18,000 students from 36 states and 88 countries—a milestone that underscores the University’s growing global reach and academic strength. Driving this growth is the expansion of Kean’s online learning portfolio, designed to increase accessibility, enhance the student experience, and meet rising demand for flexible, high-quality education. “To achieve this growth, we assembled an incredible team of instructional designers, technologists, advisors, faculty, and colleagues in admissions and recruiting,” says Charles Campbell, Ph.D., Associate Vice President for Transformational Learning & External Affairs at Kean University. “Our partnership with Academic Affairs and faculty has been essential, allowing us to tap into their expertise to design and deliver courses that ensure our students receive a top-tier education no matter their location or stage in their academic journey.”
In addition to growing its traditional undergraduate population, Kean has expanded its reach to serve adult learners, working professionals, and students returning to complete unfinished degrees. At the forefront of this effort is Dr. Joseph Youngblood II, Chancellor of Kean University’s Global and Regional Campuses. Dr. Youngblood also leads the Division of Transformational Learning and External Affairs—an entity he helped establish—which drives Kean’s rapidly growing online and global operations.
With more than 25 years of experience in academic affairs, e-learning, public policy, and executive leadership, Youngblood draws on his background in human development and anthropology to reframe how Kean serves non-traditional students. “My vision is grounded in Jack Mezirow’s transformative learning theory, which emphasizes designing educational experiences that not only deliver knowledge but also foster reflection and personal growth, especially for learners beyond the traditional college age,” he explains.
Youngblood adds that Kean’s momentum is rooted in the leadership of President Lamont O. Repollet, Ed.D. “Kean’s trajectory did not happen by chance. It reflects President Repollet’s foresight in recognizing shifting demographics in higher education and pushing Kean to evolve beyond its traditional model to meet today’s learners where they are.”
“When I first came to Kean, our unit was in a real period of transition and we had a number of openings. Edge provided instructional design support and resources to help build and update a number of our online courses. Partnerships like this have helped supplement our internal capacity as we’ve expanded online offerings.”
Expanding Access for All Learners
Kean’s online programs rank among the top in New Jersey, and the University was recognized by Newsweek as one of “America’s Top Online Colleges.” “We’ve been very intentional about designing a structure that supports long-term success,” said Jay O’Callaghan, Vice President and Chief Online Officer at Kean University. “This has meant making some unconventional decisions, like moving Admissions out of its traditional silo and integrating it into our online operations. By breaking down barriers, we’ve created stronger collaboration between faculty and instructional designers, allowing us to launch new courses, improve existing ones, and deliver a more seamless experience for our students.”
A central part of Kean’s evolution is its emphasis on accessibility, both in how courses are delivered and who they serve. Through the Division of Transformational Learning & External Affairs, the University now offers more flexible, hybrid, and online degree options expanding opportunities for non-traditional and underserved populations across the country and around the world. “As a comprehensive urban research university, we also have a responsibility to help policymakers understand the changing role of higher education,” says Youngblood. “My background is in leveraging innovation through a multidisciplinary lens, with a focus on expanding access and embracing new modalities. That perspective drives my commitment to advancing Kean’s mission of becoming a truly accessible institution across the full developmental continuum.”
Creating a Mission-Aligned Ecosystem
Kean operates as an integrated, multifaceted ecosystem that serves students locally, nationally, and globally. “Kean Ocean, now approaching its 19th year, provides students in southern New Jersey with access to Kean degrees without needing to relocate,” explains Youngblood. “At Brookdale Community College, our partnership creates a seamless pathway from associate to bachelor’s degrees, and Wenzhou-Kean University (WKU) in China combines American academic programs with an immersive cultural experience, extending Kean’s mission globally.”
The Division of Transformational Learning & External Affairs is one of Kean’s most adaptive platforms, expanding access to education across geographic and socioeconomic lines. “This division allows us to bridge the digital divide and provide students with multiple access points into our system,” shares Youngblood. “We have been intentional about designing systems and structures that align with Kean’s mission of creating opportunities for people from diverse backgrounds to earn a high-quality education, complete their degrees, and leave transformed.”
Balancing Creativity and Consistency
As Kean quickly grew its online offerings over the past three years, the team’s role in course development has been essential to its success. “The way the design and technology team approach every design and course development is truly exceptional,” says Campbell. “They’ve created and embraced a clear, unified philosophy on how to build courses, collaborate with faculty, and engage students—always keeping the student experience at the forefront. This commitment has been absolutely vital in redefining what online courses look like at Kean. I can’t overstate how important that has been to our success.”
To build a best-in-class online program, O’Callaghan credits Campbell and his instructional design and technology team for strengthening relationships with Kean’s faculty partners to revise and grow the University’s online offerings. “Online learning can often create anxiety in terms of modality, but Campbell and his team partnered with faculty to build bridges and work collaboratively.
This approach allowed us to not only improve the courses we had, but significantly expand the number of programs we offer.”
Unlike many regional institutions where online programs are concentrated at the graduate level, Kean stands out with more than half of its online students enrolled in undergraduate programs. “One of the key challenges in online learning is balancing creativity with consistency,” says O’Callaghan. “We want courses to feel familiar across the board so students always know where to find resources and support. With guidance from Campbell and his team, we’ve struck a balance between giving faculty room to innovate while maintaining a clear, reliable framework for course design.”
Campbell attributes much of Kean’s success to its strong foundation in diversity and inclusion. “Kean is one of the largest Hispanic Serving Institutions (HSI) in the region and we take great pride in our diversity and commitment to social mobility,” he says. “Our culture fosters an entrepreneurial spirit rooted in equity and the online unit plays a key role in amplifying the president’s vision of Kean as a beacon of access, not just for students across the state, but throughout the region.”
Many of Kean’s online students are adults or returning students seeking practical, career-driven programs that fit into their busy lives. “Last year we launched an adult degree completion program called the Kean University Global Education and Resource Campus,” shares O’Callaghan. “Our goal is to give adult learners the chance to return to school and complete their degrees faster and at a lower cost. These students can earn college credits for their professional or military experience, certifications, and other college-level learning. In recent years, this demographic has increasingly become the ‘traditional’ student, while those who are 18 and just out of high school now make up less than half of the student population. To keep pace with this shift, Kean continues to shape and expand its online programs to better serve the diverse needs of today’s learners.”
“My vision is grounded in Jack Mezirow’s transformative learning theory, which emphasizes designing educational experiences that not only deliver knowledge but also foster reflection and personal growth, especially for learners beyond the traditional college age. Kean’s trajectory did not happen by chance. It reflects President Repollet’s foresight in recognizing shifting demographics in higher education and pushing Kean to evolve beyond its traditional model to meet today’s learners where they are.”
Building a Strong Foundation for the Digital Journey
As more institutions move into online learning, many still struggle with limited budgets, resources, and staffing. For those navigating this transition, O’Callaghan says the commitment and support from leadership is paramount. “President Repollet has been the driving force behind our success. His visionary leadership and encouragement have united us and given us a shared direction.
Building an online program also requires true partnership with faculty to determine where online learning meshes with their overall mission. Start small by focusing on areas where there is opportunity and where the programming aligns with your university’s strengths and reputation. Then build a coalition within those core areas to establish a strong foundation. Once that foothold is in place, expansion becomes much easier.”
To create a successful online program, Campbell says institutions must identify a clear focus and map out the resources, strategies, and support systems. “At Kean, everything we design is student-focused, beginning with the admissions and recruitment teams, who make it a priority to fully understand who our students are and where they are in their journey,” he explains.
“Whether it’s the traditional online student we’ve worked with or those in degree completion programs, we want to understand the needs of each person. That understanding extends to advising and to how the courses are designed and delivered. Every element must work in concert, where each part is aligned and functioning together. You can excel in certain areas, but the real challenge is ensuring that every aspect is done well, and that is what we are constantly striving for at Kean.”
Integrating Emerging Technology
As Kean continues to strengthen its online infrastructure, emerging technologies like artificial intelligence (AI) are becoming powerful resources in that broader strategy. “We view AI as another tool in the toolkit and will continue to integrate it into the various work that we do,” notes O’Callaghan. “Campbell and his team have created a ‘Center of Excellence’ around AI and we’re already using it behind the scenes for assessment, course development, and rubric design.”
Campbell adds, “The conversation around AI in higher education has shifted in the last 18 months. While there is still a fear of the unknown, as people gain exposure, they begin to see that there are real strengths that can be leveraged. The key is being thoughtful and intentional. If AI is deployed haphazardly, it won’t benefit students or faculty, but when used deliberately, it can enhance course design, support instruction, and empower students. We’re especially focused on avoiding what we call a ‘higher ed gap,’ where universities fall behind K–12 and workforce sectors in AI integration, leaving students unprepared for real-world expectations. There is almost a moral imperative to ensure our graduates know how to use these tools effectively and ethically. At the same time, we remain cautious, particularly around academic integrity. AI detection tools often return false positives, especially for neurodivergent and multilingual students, which is why we remind faculty that nothing can replace their trained eye and thoughtful engagement with student work.”
This commitment to thoughtful, ethical integration of technology reflects a larger cultural shift taking place at Kean. As Youngblood explains, innovation at Kean isn’t just about adopting new tools but also reshaping the institution from within and making digital learning a fully embedded part of the University’s identity.
“We’ve always been clear about our role as catalysts for change within a traditional institution, injecting innovation in ways that elevate the whole community,” said Youngblood. “We had to demonstrate that we could lead both learners and listeners, and by doing so, earn the trust to help drive meaningful change.
“One of the most important things set out to do was to reject the idea that online programs should sit on the margins of the institution,” continues Youngblood. “We didn’t want to just be in the university; we wanted to be at the epicenter of it. Our team has worked to fully integrate digital learning, building capacity for innovation across Kean. That’s why faculty and departments now come to us asking, ‘How can we build more programs?’; ‘How do we make this course more engaging?’; ‘How can immersive technology better support students and faculty?’ That is exactly the kind of cultural shift we hoped to spark.”
Because we function as a microcosm of the larger university, we’re able to act in a different capacity. That means we can test technologies, refine them, and determine the best ways to use them, all while informing the broader institution. One example is our leadership in zero-textbook-cost initiatives. In the past year alone, we’ve converted 17 full courses to be completely zero-cost for students, and we’re building a pathway through the general education program. The math department has already partnered with us to make most of the online math courses textbook-free, and other departments are eager to do the same. It’s a powerful opportunity to create impact at scale.”
Achieving Impact at Scale
One advantage of the Division of Transformational Learning & External Affairs is its ability to operate as a “learning lab” within the broader university that can pilot new ideas, technologies, and approaches before they scale across Kean. “Because we function as a microcosm of the larger university, we’re able to act in a different capacity,” says Campbell. “That means we can test technologies, refine them, and determine the best ways to use them, all while informing the broader institution. One example is our leadership in zero-textbook-cost initiatives. In the past year alone, we’ve converted 17 full courses to be completely zero-cost for students, and we’re building a pathway through the general education program. The math department has already partnered with us to make most of the online math courses textbook-free, and other departments are eager to do the same. It’s a powerful opportunity to create impact at scale.”
“That’s another powerful example of mission alignment in action,” adds Youngblood.
Long before the rise of online education, Kean University’s SUPERA program has been a cornerstone of student support for over 50 years. “The program was originally designed as an in-person initiative to assist students whose first language is Spanish,” explains Campbell. “These students typically spend their first two years of college focusing on general education courses alongside a suite of five English as a Second Language (ESL) classes. The goal is for students to gradually reduce their reliance on Spanish while building English proficiency, ultimately transitioning fully into mainstream university courses. However, space and scheduling limitations have posed challenges, making it difficult for many SUPERA students to attend all classes on campus. To address this, Kean partnered with the program to extend accessibility through online learning.”
“We figured if we’re going to do it, let’s really challenge ourselves,” says Campbell.
“At the urging of then-program director Rosa Paulino, we chose math, a notoriously difficult subject, to develop as the first to develop online,” continues Campbell. “With the collaboration of instructional designers and faculty, the team built an outstanding online math course tailored specifically for SUPERA students. The course was a tremendous success, and the same model is now being applied to develop online ESL courses. This approach enables students to take critical classes remotely, reducing barriers related to physical attendance. That partnership has been incredibly important—not only in supporting student success but also aligning directly with Kean’s mission of accessibility and service to diverse populations.”
“Our focus on accessibility isn’t incidental, it’s directly tied to who our students are and the University’s mission. Prioritizing these issues reflects our commitment to addressing the real needs of our student body,” said Youngblood. “Our work with the SUPERA program is a phenomenal example of how we’ve leveraged that same mission alignment to engage broader constituencies in solving complex challenges. As a minority and Hispanic-serving institution, closing linguistic gaps and providing targeted support for our students has been essential to Kean’s identity for more than half a century. Programs like SUPERA, enable us to use technology and multi-modal learning strategies to directly support student success in a way that’s both meaningful and measurable.”
“One of the key challenges in online learning is balancing creativity with consistency. We want courses to feel familiar across the board so students always know where to find resources and support. With guidance from Campbell and his team, we’ve struck a balance between giving faculty room to innovate while maintaining a clear, reliable framework for course design.”
Creating Accessible Online Education
Kean and Edge have collaborated on multiple initiatives throughout the years, including Kean’s hosting of EdgeCon Autumn 2024 at its state-of-the-art STEM building last October. A few years ago, Edge helped augment Kean’s instructional design team as they were expanding their online program. “When I first came to Kean, our unit was in a real period of transition and we had a number of openings,” explains O’Callaghan. “Edge provided instructional design support and resources to help build and update a number of our online courses. Partnerships like this have helped supplement our internal capacity as we’ve expanded online offerings.”
Since then, Kean has grown its in-house team of technologists, designers, and faculty to further strengthen the online course experience. “Edge has partnered with us in a number of projects,” adds Campbell. “Most recently in our Generation 2 Generation (G2G) Family University, we launched the Certificate in Workforce Readiness (CWR) program, which equips the families of students in the University’s pre-college initiatives with essential skills and resources for career advancement and economic independence.”
“Edge has been assisting our team with building eLearning modules for the CWR program and has helped enhance our course development,” continues Campbell. “This collaboration allows us to exchange valuable tools and strategies, strengthening our broader approach to digital transformation. This ongoing expansion of online learning at Kean not only ensures we meet the evolving needs of our students, but also reinforces our dedication to delivering a high-quality education that stays true to our core mission of fostering an inclusive, transformative academic experience.”
As Kean University continues to grow and evolve in the online education landscape, its commitment to accessibility, collaboration, and student success remains at the forefront of every initiative. By prioritizing inclusivity and the seamless integration of technology, Kean is not only expanding its reach, but also enhancing the overall academic experience for students from all backgrounds. This commitment to transformative online learning ensures that Kean remains a leader in providing high-quality, flexible education that empowers every student to thrive in an ever-changing world.
