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

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Chart 5.5 In-Vietnam Student Enrollment Trends 2010-2012 (Headcount) 600 500 400 300 200 100 0 Admissions S 2010 F 2010 S 2011 F 2011 S 2012 F 2012 Hanoi Ho Chi Minh Vietnam Total Traditional On-Campus Undergraduate Admissions (Freshmen/Transfer Students) The admissions process for the traditional on-campus undergraduate program is highly individualized at Keuka, emphasizing academic ability but also special interests, talents and ability, as well as participation in co-curricular and extra-curricular activities. The Admissions webpage makes clear the importance of these other factors in the selection process, noting that the College seeks those who are “active outside of class and in the real world” http://admissions.keuka.edu/freshmen/. The Admissions webpage also points out that standardized test scores are not required for admissions purposes, but students can opt to have these included and evaluated for admissions. Accepted students who enroll at Keuka are required to take math and writing placement testing as part of the New Student Orientation program during the summer prior to matriculation to ensure that they receive proper placement and support in these areas and aid in retention. Students applying to Keuka work closely with admissions counselors who provide information and guidance throughout the process. The traditional undergraduate admissions office’s work is guided by the policies in the Keuka College Record and the Comprehensive Enrollment Plan for Traditional Undergraduate Students (CEPFTUS) (Appendix 5.3 Comprehensive Enrollment Plan for Traditional Undergraduate Studies). The Comprehensive Enrollment Plan for Traditional Undergraduate Studies (CEPFTUS) is a five-year benchmark enrollment plan, created in 2008 by the enrollment management team, under the former Executive VP of College Advancement, Enrollment Mgmt & Marketing, that outlines the specific enrollment objectives. The CEPFTUS also includes a cooperative athletics recruitment plan, a transfer recruitment plan, a volunteer/alumni recruitment plan, a communications flow plan, and marketing plans. Annually the plan was evaluated at an Enrollment Management and Marketing retreat, which focused on reviewing, assessing, and improving strategies for the following: diversity, scholarships and scholarship Page 4 of 39 Chapter 5: Admissions, Retention & Support
events, College branding, transfer enrollment, alumni partnerships, and accepted contacts, as described in Appendix 5.4 Enrollment Management Retreat Priorities 2009. (Due to the significant restructuring of the Enrollment Management function in 2011-2012, a more recent enrollment plan is not yet available.) In recent years, the admissions team has embraced the use of various Internet marketing technologies to eliminate incremental costs associated with tertiary market recruitment. College fairs and high school visits in these regions have become more focused on students most likely to value the educational experience provided by Keuka College. Out-of-state enrollment for firstyear students remains a growth opportunity. Most notably with regard to improving enrollment numbers, in Fall 2012, the College adopted use of the Common Application which has led to a significant increase in the number of applications for the Fall 2013 academic year, although it is too early to determine if this will lead to a higher enrollment yield and/or allow for greater institutional selectivity. Increasing the number of students from underrepresented groups also remains an important institutional goal, and although the table below shows an upward trend from 2004-2005, the College needs to improve its efforts to recruit and admit students from underrepresented groups. Table 5.1 Traditional program percentage of students classified as minority groups 2004- 2005- 2006- 2007- 2008- 2009- 2010- 2011-2012 2005 2006 2007 2008 2009 2010 2011 7.9 9.35 10.45 9.7 10.39 10.48 11.09 Data not available— data migration issues Notwithstanding the good work of the Admissions office, recruitment for the traditional program has faced a number of challenges and enrollment is relatively stagnant, as reflected in Chart 5.2. In addition to the declining population of high school graduates in its principal recruiting areas noted above, the College lacks strong brand presence in its region. The most recent marketing analysis (December 2008), “Academic Program Marketability Assessment Report,” by the consulting firm STAMATS, pointed out that the college lacks sufficient recognition by prospective students: “Keuka must embark on a major brand clarification and awareness effort in its primary recruitment marketplace. It is largely an unknown entity in its primary markets with high school students” (Appendix 5.5 STAMATS 2008 Report, p. 36). Their recommendation for a broader brand awareness campaign to improve the promotion of the overall College is one that has the support of Keuka’s new president; in fact, the executive leadership of the College has begun to develop the process for a unifying, sustainable brand strategy that will drive all elements of Keuka College’s marketing program and build on the distinctive qualities of each division - the traditional campus liberal arts, pre-professional, and graduate programs, the accelerated studies for adults program, and global education. Completion of a branding and marketing strategy would provide the College a larger and stronger inquiry and applicant pool, and improved enrollment/retention would yield needed revenues. Moreover, the executive leadership recognizes the need for a stronger web presence and enhanced website content and improved navigation to support recruitment efforts across all its program deliveries and formats. Keuka also seeks to increase its share of transfer students in the traditional program, for this could be a significant growth opportunity, given the increase of students attending community colleges for their first two years. Transfer enrollment over the last five years has had a yield Page 5 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
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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
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Page 107 and 108: Standard 8: Student Admissions and
Page 109: Chart 5.3 ASAP Undergraduate and Gr
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
Page 159 and 160: 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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