Professional Documents
Culture Documents
Mission:
Vision:
Strategic Enrollment Management is a philosophy and tool that assists colleges and
universities to define who and what they are, streamline and coordinate services for
efficiency, plan for facilities and resources to accomplish enrollment goals, and
coordinate services so that a seamless process of recruitment, enrollment, retention,
student services and alumni relations occurs.
Guiding principles
1. Students are central to the academic enterprise and should be the focus of
university action.
5. Academic Affairs and Student Affairs will cooperate and make changes to
support student success.
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6. All major/departments will sequence courses to insure a four-year completion
possibility.
7. All general education courses, writing to learn courses and other degree
requirements will be sequenced in such a way as to support a four-year degree
completion. It is critical that student success in these courses be assessed in an
ongoing basis to ensure quality instruction while not limiting the student’s ability
to pass the course. (Much discussion occurred regarding the WL and College
Algebra requirements. There was group consensus that the requirements needed
to be ‘cleaned-up or cut-out’ so as to allow a student to meet satisfactory progress
toward a four-year degree completion. (If this is not possible, the recommendation
was to go to an interdisciplinary Gen. Ed. structure))
Objective 1: Provide “student first” customer service training for all faculty and staff.
Strategy 1: Develop and provide customer service-training programs.
Responsible: Director of Human Resources
Status: Report due May 2003 with training to start summer 2003.
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Objective 3: Establish course sequencing and semester-by-semester curriculum guides
for all programs.
Strategy 1: Academic departments will prepare and implement semester-by-semester
program guides by the end of the fall 2003 semester.
Responsible: Vice President for Academic Affairs
Status: Report due December 2003
Strategy 2: Establish course sequencing within each major so students can complete a
degree program in four years.
Responsible: Academic Deans
Status: College of Business has completed a course by course sequence for
completion within each academic area.
Strategy 3: With the assistance of the Registrar, establish course sequencing within
General Education so students can complete a degree program in four
years Responsible: Vice
President for Academic Affairs
Status: This is to start immediately and be completed by the end of the fall 2003
semester.
The General Education Task Force has advanced its recommendations for
a new general education package to the General Education Committee of
the Faculty Senate.
Faculty Senate approved the new general education package and it will be
implemented fall 2005.
Objective 4: Freshmen Experience instructors will serve as advisors for the undeclared
majors in their class.
Responsible: Vice President for Academic Affairs
Status: Accomplished
Objective 7: Review and address the writing to learn course sequencing and availability
problem.
Strategy: Prepare a plan to coordinate the writing to learn program so all students
can progress from English Comp 101 through to English 299 with no
course selection problems in implementation.
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Responsible: Vice President for Academic Affairs
Status: Report due May 2003 for Fall 2003.
Objective 9: Expand the Freshmen Experience course to include all new transfer and
non-traditional students entering both academic semesters.
Strategy 1: Director of Freshmen Experience will prepare a course similar to
Freshmen Experience for new transfer students.
Responsible: Vice President for Academic Affairs
Status: Report due May 2003
Addressed and approved in November FE faculty meeting Fall 2003
This was piloted in Spring 2004 and will officially start Fall 2004.
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Objective 12: Redesign the undeclared majors program.
Strategy 1: Develop and implement a plan to redesign the undeclared majors program.
Responsible: Vice President for Academic Affairs
Status: Currently addressed under Goal 2, Objective 2 and Objective 4.
Restructuring occurred within division of Enrollment Services and
Academic Affairs responsibility for FE course and instructors. Renaming
or titling the largest major group has not been accomplished.
Objective 13: Establish the learning communities concept. Within the framework of the
freshmen experience classes and transfer transitions.
Strategy 1: Work with academic departments and create learning in the course
schedule during enrollment
Responsible: Deans, Academic Vice President and Registrar
Status: Report due May 2003
Objective 15: Implement an early alert program to identify, within the first four weeks of
each semester, students at-risk of dropping-out.
Strategy: Develop and implement a plan to identify at-risk students so intervention
can be timely.
Responsible: Vice President for Academic Affairs and Registrar
Status: Report due May 2003
Objective 17: Implement alumni programming within the major to link students with
alumni and to bring them into the alumni association.
Strategy 1: Develop alumni involvement and programs for upper level majors within
departments.
Responsible: Registrar, Director of Alumni Relations and the Academic Deans
Status: Report due May 2003.
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Objective 18: Implement a comprehensive assessment program in order to establish a
continual improvement process and increase student success.
Strategy 1: Implement the Strategic Assessment Plan 2000 – 2005.
Responsible: Director of Analysis, Planning and Assessment.
Status: The assessment of student learning was merged with the institutional
research function and the planning function to create the Office of
Analysis, Planning and Assessment. Part of this reorganization included a
part-time position to assist with assessment as well as an assessment
budget. An annual reporting process and cycle has been established for the
collection of all assessment activities within the academic departments.
With the current general education package being revised, there has been
little movement on assessing the goals of general education. This will
commence once a new general education package has been approved and
implemented.
Objective 20: Make Career Connections free of charge to all students and faculty.
Responsible: Vice President for Student and International Affairs.
Status: Accomplished
Over the last two summers there have been several recruiting trips to
India, South Korea and Russia as well as several other countries. The
issue of visas is the major hurdle at this point in time.
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submitted that was not funded and the University has engaged a consultant
to assist with the writing of a TRIO grant. This is also one of the
institutions performance funding goals with the Board of Regents.
Strategy 2: Hire a minority recruiter and coordinator for on-campus support of
domestic minority students.
Responsible: President
Status: The position has been allocated and the search process is in process.
Accomplished – position appointment spring 2004.
The University is now in the initial discussions of how to best recruit out-
of-state students
Continuing Studies and the Graduate Office have been merged into
Graduate and Continuing Studies. The Dean is currently in the process of
reengineering all process and procedure to made the office more efficient
and effective. In conjunction with this reorganization, it is the desire of
the Enrollment Management Committee that the Dean of Graduate and
Continuing Studies will advance a recruitment plan by September 2004.
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Responsible: Director of Admission and Enrollment Services and the Academic Deans
Status: Addressed and under continual review.
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Responsible: University President
Status: Report due fall semester 2003.
Under consideration
On-going
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Goal 7: Restructuring of current services now located in various areas to fold
under one umbrella called Enrollment Services.
This has been partially address through the reorganization and by adding
the Dean of Continuing and Graduate Studies to the Enrollment
Management Committee
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Objective 1: Collect data on student satisfaction and student engagement to provide the
necessary information to conduct more in-depth research on student
retention and success.
Strategy 1: Implement the Strategic Assessment plan 2000 – 2005
Responsible: Director of Analysis, Planning and Assessment
Status: Assessment plan has been approved.
On-going
The Image and Marketing Committee has been convened and an external
marketing firm has been retained to conduct a comprehensive
communications audit.
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Enrollment Management Report Schedule
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Goal/Objective Annual Spring Fall Spring Fall Spring
2003 2003 2004 2004 2005
Objective 9: Expand the Freshmen Experience course to include all
new transfer and non-traditional students entering both Approved - Accomplished
academic semesters.
Objective 10: Implement a parent-programming component as a part
Accomplished
of the student transition process.
Objective 11: Development of a comprehensive E-recruitment web-
based program that will provide all aspects of
recruitment procedures and contacts with feed back into
On-Going
the student database. This may require IT Council
approval and the possibility of purchasing software that
will accommodate the strategic plan.
Objective 12: Redesign the undeclared majors program. Accomplished
Objective 13: Establish the learning communities concept in the
residence halls.
Objective 14: Implement summer bridge programs for all students. On-Going
Objective 15: Implement an early alert program to identify, within the
first four weeks of each semester, students at-risk of
dropping-out.
Objective 16. Implement a continual careers component into each
Partially Accomplished
major.
Objective 17. Establish programming within each major to assist
students in progressing towards completion.
Objective 18: Implement alumni programming within the major to link
students with alumni and to bring them into the alumni
association.
Objective 19: Implement a comprehensive assessment program in
order to establish a continual improvement process and On-Going
increase student success.
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Goal/Objective Annual Spring Fall Spring Fall Spring
2003 2003 2004 2004 2005
Objective 20: Implement a comprehensive course management
On-Going
system.
Objective 21 Make Career Connections free of charge to all students
and faculty. Accomplished
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Goal/Objective Annual Spring Fall Spring Fall Spring
2003 2003 2004 2004 2005
Objective 1: Development of a plan to bring a community college
(Fort. Scott Community College) courses to campus Accomplished
concurrent with QA implementation in 2001.
Objective 2: Develop cooperative programs to enhance the success of
students in southeast Kansas and there transfer to On-Going
Pittsburg State University.
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Goal/Objective Annual Spring Fall Spring Fall Spring
2003 2003 2004 2004 2005
Objective 1: Collect data on student satisfaction and student
engagement to provide the necessary information to
On-Going
conduct more in-depth research on student retention and
success.
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ATTACHMENT I
Mission Statement
The Office of International Programs and Services (OIPS) at Pittsburg State University
provides oversight and coordination to the comprehensive planning and implementation
of the University’s internationalization priority as expressed in the University Mission
Statement and Core Values. The OIPS serves as the University’s liaison to the
community in all matters of international affairs and represents the University in all
international associations and partnerships.
Vision Statement
Our vision is to establish PSU as a leader in the local and regional community in the
promotion and development of cultural diversity. We endeavor to provide high quality
service to the campus (students, faculty and administration) and the community in all
areas of international affairs. We will focus on the recruitment and advising of
international students, the development and promotion of academic programs abroad and
the development and promotion of international programs on campus and in the
community. In the successful fulfillment of this vision it is necessary to address the
development of staff and budget resources to be applied in a strategic manner.
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Performance measure 1.3 Create a website listing all matters discussed by
the committee and documents produced from those discussions.
Performance measure 1.4 Submit all new initiatives of our office to the
Committee for approval/recommendation when appropriate.
Performance measure 1.5 Hold regular meetings of the committee
approximately twice monthly.
Goal 2: To improve on the quality of programming and advisement for international students.
Performance measure 2.1 Provide staff with adequate training and information regarding
student immigration regulations.
Performance measure 2.2 Provide training for student workers in appropriate skills for
communicating with international students.
Performance measure 2.3 Continually update the website to organize information in a
more useful format.
Performance measure 2.4 Develop at least one major cultural event on campus during
the academic year with the assistance of the ISA and community groups.
Performance measure 2.5 Collect contact information from, and distribute alumni
information to all graduating international students.
Performance measure 2.6 Hold meetings once per semester (or as needed) with all
international students to update them on immigration regulation changes
Performance measure 2.7 Continue to update groups of faculty and staff necessary to the
implementation of all aspects of the SEVIS system and other immigration
information affecting students.
Performance measure 2.8 Advocate for the resources necessary for our office to fulfill
our obligations regarding serving international students.
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Objective 3.1 To improve on the delivery of orientation programs for our
students studying abroad.
Objective 3.2 To develop regular recruitment materials and plans for study
abroad programs
Objective 3.3 To improve the delivery of information to parents of students
interested in studying abroad.
Objective 3.4 To improve the communication networks with students currently
studying abroad and their parents.
Objective 3.5 To develop new funding opportunities for the growth of study
abroad.
Goal 4: To assist in the plan for managed growth of the international student population.
Strategy: To use existing data in the analysis of current methods for the
strategic development of an international marketing plan.
Performance measure 4.1 Keep accurate records of international student enrollments and
trends of enrollment.
Performance measure 4.2 Convene regular meetings of representatives from various
departments involved in international student recruitment.
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Performance measure 4.3 Submit recruitment plan and necessary travel to the President
each fall semester.
Performance measure 4.4 Assist in implementing recruitment travel plans with the
approval of the President.
Performance measure 4.5 Analyze the listings of current students studying on exchange
agreements each semester and report on this.
Performance measure 4.6 Respond to each new applicant inquiry, or request within 24
hours of receipt
Goal 5: To assist faculty, administration and appropriate community groups in developing funding
sources for existing and new international programs
Objective 5.1 To be aware of appropriate grant opportunities from government and non-
government sources.
Objective 5.2 To develop expertise and experience in grant writing skills.
Objective 5.3 To develop and maintain a list of creative program enhancements that would
be performed with proper funding.
Objective 5.4 To develop, subscribe to and contribute to any campus resource for listing of
available grant opportunities on an annual basis.
Strategy: To find and use existing grant programs that will help meet the needs of
developing the programmatic offerings of international education at PSU.
Performance measure 5.1 Write at least one major grant (over $50,000) annually.
Performance measure 5.2 Meet monthly with faculty involved in international issues to
discuss program opportunities for development.
Performance measure 5.3 Develop a group of community organizations that would
partner in programmatic opportunities for grant writing.
Performance measure 5.4 Meet annually with top University Administration to discuss
program plans and dreams.
Status: Accomplished Approved
Strategy 2: Develop a university committee to facilitate partnerships, agreements and
need for segmentation of international students within each academic area.
Responsible: Vice President of Academic Affairs, Dean of Graduate and Continuing
Studies, Academic Deans, Director of Admission and Enrollment Services
(undergraduate admission), Director of International Programs and
Services and Registrar
Status: Pending Dec. 2003)
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ATTACHMENT II
In trying to determine the appropriate survey instrument to use, many options were
explored. The institution could develop it’s own instrument, adapt instruments developed
at another institution or use nationally recognized and standardized instruments. The
benefits of the first two options are (1) our ability to tailor the instruments to Pittsburg
State University and (2) the timeliness of obtaining results. The downside would be the
time it would take to develop and test the instruments. As for the standardized
instruments, the benefits are (1) there is no data entry and (2) there is no investment in
development and testing. The downside to the standardized instruments relates to (1) the
cost (approximately $3,000 for the instruments and processing and this does not include
the manpower to order, distribute, collect and return the surveys) and (2) the timeliness of
obtaining results. When comparing the timeliness of the results and the associated costs,
it is more appropriate that we develop our own instrument that would address student
satisfaction and engagement in one survey.
Recommendation 1: Pittsburg State University will develop it’s own survey to collect
data on student satisfaction and engagement (see attachment 1 for a copy of the draft
survey form).
There are several different processes that can be used for data collection ranging from
paper pencil forms to fully electronic forms administered via GUS. The most logical and
simplest method is for this to be a web-based survey that draws the demographic data
from the institution’s current database there by keeping the survey short and focused on
student satisfaction and engagement. This means that the assistance of the Office of
Information Services will be critical. This process also saves on data entry issues, data
editing and processing
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Recommendation 2: The student satisfaction and engagement survey will be a web-based
instrument coordinated with current on-line processes and the Office of Information
Services will write and maintain the all related programming
The first data collection point will be at the end of a student’s first semester – as students
enroll for the next semester. The second data collection point will be at the time a student
applies for graduation. It is important to note that the focus here is on both undergraduate
and graduate students not just undergraduates. Since a wide array of assessment activity
will be ongoing as a student progresses through the institution, no general sampling is
being recommended at this time. Both the Institutional Assessment and Effectiveness
Committee and the Enrollment Management Committee will review this issue after
several cycles of data collection and reporting have occurred.
Recommendation 3: The survey will be administered to all new students at the time they
enroll for their second semester and to all students applying for graduation.
Responsibilities
While the Institutional Assessment and Effectiveness Committee and the Enrollment
Management Committee will be monitoring this activity and responsible for the reporting
of results as part of the annual planning cycle, the Director of Analysis, Planning and
Assessment will be responsible for storing, analyzing and reporting the results.
Recommendation 4: The Director of Assessment, Planning and Analysis will oversee all
aspects of the survey and related analysis.
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Student Satisfaction and Engagement Survey
Pittsburg State University
__Preparing for your classes __Getting extra help for your classes
__Studying in the library __Paid employment on campus
__Paid employment off campus __Community service activities
__Participating in co-curricular activities __Relaxing/socializing
__Commuting to and from campus __On the Internet for non academic purposes
Please indicate if you have used the services listed below and if so, your level of
satisfaction
Satisfaction
Did Not Very Very
Satisfied Neutral Dissatisfied
Use Satisfied Dissatisfied
Academic
Advising
Student Health
Services
Career Services
Recreational
Facilities
Intramural
programs
Axe Library
Student
Financial
Services
Student
Employment
Resident Halls
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On-campus
dining and food
services
Campus
sponsored
activities
Parking
Honors
Program
Computing
services
Satisfaction
Very Satisfied Neutral Dissatisfied Very
Satisfied Dissatisfied
Course grading
Courses in your
major
General Education
courses
Faculty in your
major
Faculty availability
outside of the
classroom
Class size of
general education
courses
Class size
Course availability
Availability and
usefulness of
financial aid
information
University catalog
University website
Student Code of
Conduct
Availability of on-
campus housing
Use of student
activity fees
Campus safety
Classrooms
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Laboratories
Student center
Campus Bookstore
Greek life
Acceptance of
students of color
Acceptance of
international
students
Student
government
Availability of
student
employment
Residence Halls
Overall, how
satisfied are you
with Pittsburg State
University?
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