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

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