final version of the self-study document - Keuka College's Middle ...

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In Fall 2011, the President moved to consolidate enrollment management, bringing admissions and marketing for the four formats together under one VP for Enrollment Management and International Relations based on his assessment of the enrollment and marketing functions and recognition that duplication of efforts could be reduced and recruitment strengthened through integrated activities. Reporting to the VP for Enrollment Management and International Relations are the following: a Director of Enrollment Management, a Director of Admissions for the ASAP program, a Director of Traditional Admissions, and an Assistant Director of International Enrollment. Together, they seek to uphold the core philosophy, essentially an open enrollment approach, which governs admissions at Keuka: “Keuka’s admissions policy is designed to reflect the ideals, and more specifically, the human considerations put forth in the College’s Mission Statement. Although qualified minimums are not established, the selection process is designed to admit the student who presents an academic and personal background indicating potential for success for Keuka College” (Appendix 5.1 Keuka College Faculty Handbook). The Enrollment Management team engages in considerable outreach activities as appropriate to the target audience, including information sessions at locations across New York State, the Northeast, and overseas; connecting prospective students to advisers, registration, and transcript evaluation; as well as hosting open houses and high school visits and attending college fairs for the traditional program. Admissions and Financial Aid policies are outlined in the Keuka College Record (Appendix 5.2 Keuka College Record 2012-13), which is updated annually. A comprehensive review of all enrollment management strategies, practices, and policies is currently underway as of the summer of 2012. The integration of traditional, international, and ASAP enrollment under one department, as noted above, has presented several opportunities for reorganization and integration. Given the immediate need to address the traditional student discount rate, a financial aid consultant, Scannell & Kurz was retained to review historic financial aid practices. The recommendations of this review were implemented in fall 2012. Concurrent with the completion of the long range strategic planning process, a new strategic enrollment management plan, strategic marketing plan, and branding exercise are being undertaken. The completion of these activities is expected by the fall of 2103 and spring of 2014. A breakout showing historical enrollment patterns follows: Chart 5.2 Traditional Undergraduate Program 2002-2012 Enrollment Trends (Headcount) 1200 1000 800 600 400 200 0 Freshman Total UG 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Page 1 of 38 Chapter 5: Admissions, Retention & Support
Chart 5.3 ASAP Undergraduate and Graduate Enrollment Trends 2002-2012 (Headcount) 700 600 500 400 300 200 100 0 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Chart 5.4 In-China Student Enrollment Trends 2002-2012 5000 4500 4000 3500 3000 2500 2000 1500 1000 500 0 In-China Student Headcount Graduate 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 UG Page 3 of 39 Chapter 5: Admissions, Retention & Support
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Table of Contents Table of Contents
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Appendix Document Title Middle Stat
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Appendix Document Middle States Sel
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4.41 Business China Program 2011-20
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Middle States Self Study Chapter 6
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esponses to open-ended questions ab
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Chapter 5: Admissions, Retention an
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esponse to their recommendations, t
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TURNAROUND 20 STRESS FACTORS Stress
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administration identified three gro
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courses, Field Periods, practica, e
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possess the knowledge and experienc
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As this Self-Study documents, Keuka
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offer online course and accelerated
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The Student Code of Conduct, as pro
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Handbook, but policies governing fa
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The Taskforce on Academic Program P
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The Strategic Planning Committee (r
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future through expanding programs a
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process, and associated timeline, r
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times per year for the Vice Preside
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was retained in early Fall 2012 to
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full-time and two part-time employe
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Table 2.4 Distance Education Enroll
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Interfund loan of approximately $1.
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A systems management component that
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2010-11 Actual 2.0% 2.0% 2011-12 Ac
Page 57 and 58: Chapter 3 Leadership, Governance, a
Page 59 and 60: President for Center for Profession
Page 61 and 62: The Committee on Trustees has been
Page 63 and 64: Range Strategic Planning Committee
Page 65 and 66: the transition process. He was full
Page 67 and 68: provides advice, recommendations an
Page 69 and 70: committee work and are brought to t
Page 71 and 72: Staff The Staff of Keuka College pa
Page 73 and 74: At this time, students in the overs
Page 75 and 76: greater opportunities than ever bef
Page 77 and 78: Data-Driven Strategic Planning As n
Page 79 and 80: as well, such as continuing to inve
Page 81 and 82: along with members of the Student S
Page 83 and 84: 4,000 students (1,000 FTE) in China
Page 85 and 86: esult, our analysis of non-academic
Page 87 and 88: Effective learning assessment start
Page 89 and 90: assessment cycle have been schedule
Page 91 and 92: own work effectively. Future assess
Page 93 and 94: documents provided each program wit
Page 95 and 96: make oral presentations and partici
Page 97 and 98: meet the criteria to allow faculty
Page 99 and 100: The lead faculty member reviews ass
Page 101 and 102: outcomes. The Center for Experienti
Page 103 and 104: assessment data for improvement acr
Page 105 and 106: Beyond assessment that channels up
Page 107: Standard 8: Student Admissions and
Page 111 and 112: events, College branding, transfer
Page 113 and 114: Cumulative grade point average of 2
Page 115 and 116: oth the partner school and Keuka to
Page 117 and 118: Table 5.2 Scholarship Yield Analysi
Page 119 and 120: and tour the residence halls. Stude
Page 121 and 122: Learning through participation in a
Page 123 and 124: Faculty members usually employ a co
Page 125 and 126: Table 5.5 Campus ASK Appointments 2
Page 127 and 128: Fall 2010 259 156 83 or 53% 40 or 4
Page 129 and 130: students with the skills and strate
Page 131 and 132: *The Library pays for the add-ons a
Page 133 and 134: Retention and Graduation Rates The
Page 135 and 136: First Year Experience program— In
Page 137 and 138: analysis of historical persistence
Page 139 and 140: Table 5.17 Utilization of ASK Servi
Page 141 and 142: Campus Life Beyond the classroom, t
Page 143 and 144: nature of courses, laboratories, an
Page 145 and 146: Recommendations: 5.1 Assess the rec
Page 147 and 148: Table 6.1 Keuka College Faculty Lin
Page 149 and 150: ASAP Table 6.5 ASAP Faculty Lines 2
Page 151 and 152: appointments will participate in an
Page 153 and 154: online video orientation materials
Page 155 and 156: Faculty members seeking to attend a
Page 157 and 158: Likert Scale, from “strongly disa
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Committee review of faculty files,
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Educational Offerings The Mission o
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Presentation 47 39.2% Case Study 17
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2. “Coursework emphasized: synthe
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To support student learning at each
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Organizational Management, and Crim
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Keuka enrolls international student
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Rubric). The learning goal is pract
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College Writing, and/or MAT 095, De
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• The Dean provides ongoing suppo
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policies and procedures, a copy of
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Credit for Prior Learning Keuka Col
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outcomes are evaluated throughout t
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GLOSSARY January 2013 Middle States
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DRIVE Diversity, Responsibility, In
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NS,M&PE Natural Sciences, Mathemati
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