Strategic Enrollment Management Plan

Pittsburg State University

2000 - 2005
August 2004

Mission:

This committee embraces strategic enrollment management as a university philosophy

and planning tool for enrollment vitality. The committee is responsible for the
identification of the enrollment goals and strategies integral to the mission of Pittsburg
State University. This committee will identify EM initiatives/goals to enhance student
enrollment and insure appropriate academic support services to strengthen the (academic,
social and physical) experiences of our students.

Vision:

To implement a comprehensive strategic enrollment management plan, that encompasses

all segments of the university, that provides the University with continued enrollment
growth by integrating recruitment and student success.

Definition of Strategic Enrollment Management:

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.

2. The university wants to change and improve the undergraduate experience.

3. Resources will be reallocated to support new programming for student success.

4. Quality academic advisement is a priority.

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))

Goals, Objective and Strategies

Goal 1: Establish a “student first” customer service culture.

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.

Objective 2: Provide true one-stop student service.

Strategy 1: Prepare and implement training program to thoroughly cross-train all
student service staff.
Responsible: Vice President for Student and International Affairs
Status: Report due May 2003 with training to start summer 2003.
Some offices have provided substantial site training regarding inter/intra
office information for students. Currently, the Student Welcome Center is
a one-place center vs. one-stop center for students.

Goal 2: Improve Retention and Student Success.

Objective 1: Redesign the orientation program.

Responsible: Director of Admission and Enrollment Services
Status: Accomplished: Continually assessed for improvement and changes will
occur as needed.

Objective 2: Integrate recruitment, Steps, enrollment (zero hour first), orientation,

undeclared majors, Gorilla Warm-ups, freshman experience, and the
undeclared major program under the coordination of one functional area.
Strategy 1: Develop and implement plan to integrate and coordinate all new student
programming.
Responsible: Director of Admission and Enrollment Services
Status: Accomplished with bridge between Academic and Student Affairs for the
Freshman Experience course and Undeclared Advising.

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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 5: Make all Freshmen Experience classes for 2 hours credit.

Responsible: Vice President for Academic Affairs
Status: Accomplished

Objective 6: Reorder the enrollment process so freshmen enroll first.

Strategy: Prepare a plan to implement the reordering of the enrollment process.
Responsible: Vice President for Academic Affairs
Status: Report due May 2003 for Fall 2003 implementation
Addressed and not approved as of August 2004.

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 8: Review and address issues surrounding college algebra.

Strategy1: Appoint a committee, with representation from the 4 colleges, to study the
issue and make recommendations.
Responsible: Vice President for Academic Affairs
Status: Initial investigation was addressed by the Math department and the Dean
in May 2002 – on-going assessment of the new format. Report due May
2003.
Awaiting report from Math department
Addressed in the new general education package.

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.

Objective 10: Implement a parent-programming component as a part of the student

transition process.
Strategy 1: Prepare a program to involve parents in the student transition process.
Responsible: Director of Admission and Enrollment Services
Status: Accomplished with on-going assessment.

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 the student database. This may require IT Council approval and
the possibility of purchasing software that will accommodate the strategic
plan.
Strategy 1: Develop and implement an e-recruitment plan.
Responsible: Director of Admission and Enrollment Services
Status: Portal concept not addressed. E-recruitment plan, outside of a portal, is
currently in place and calendared activities for Chat University, email
blasts and telecounseling are accomplished and in place. Added on-line
html formatted newsletter to counselors and to each target segment Fall
2003

The development of a common electronic application process is in

development. Also, Graduate and Continuing Studies is in the process of
completely revamping its admission and record keeping function which
will be completely electronic and web based

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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 14: Implement summer bridge programs for all students.

Strategy 1: Develop summer programs to (1) assist students in transitioning from high
school to college and (2) to keep all current at-risk students connected
with PSU over the summer.
Responsible: Director of Admission and the four academic deans
Status: Report due May 2003
Ideas are under discussion. A FIPSE grant proposal was submitted that
was not funded and the University has engaged a consultant to assist with
the writing of a TRIO grant.

SSS TRIO grant proposal was submitted in August 2004

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 16: Implement a continual careers component into each major.

Strategy 1: Incorporate significant career programming into each major.
Responsible: Academic Deans and Chairs
Status: Accomplished in some majors. 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 19: Implement a comprehensive course management system.

Strategy 1: Develop a program to manage course enrollments so students get the
courses they need when they need them. Implementation for fall 2003.
Responsible: Director of Assessment
Status: This will be revisited once the concerns regarding the core data systems
have been addressed (see the Information Technology Plan).

Objective 20: Make Career Connections free of charge to all students and faculty.
Responsible: Vice President for Student and International Affairs.
Status: Accomplished

Goal 3: Increase the Enrollment of New Students.

Objective 1: Increase the number international students

Strategy 1: Approve the International Strategic Plan.
Status: International Strategic Plan (see attachment) is pending approval.

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.

The Director of International Student programs has been added to the

Enrollment Management Committee

Objective 2: Increase the number of American minority students.

Strategy 1: Establish a diversity committee with the charge of developing plans to
diversify the campus.
Responsible: Diversity Committee
Status: Committee has been established and the University Strategic Planning
Council approved the initial diversity plan. A FIPSE grant proposal was

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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.

Objective 3: Increase the number of new freshmen

Strategy 1: See Goal 4, Objective 1.
Strategy 2: Acquire the resources necessary to adequately recruit the new areas.
Strategy 3: Develop and implement a plan to recruit out-of-state student for specific
programs.
Strategy 4: See Goals 4 and 5.
Strategy 5: Facilitate implementation of Office of Admission and Enrollment Services
strategic plan.
Responsible: Director of Admission and Enrollment Services and Academic Deans
Status: All strategies are currently addressed and increasing. In addition to
increasing minority student enrollment and retention, another of the
institution’s performance funding goals is to increase the enrollment of
high performing students. Also, the contiguous county program was
expanded and renamed the Gorilla Advantage. This increases our primary
recruiting area..

The University is now in the initial discussions of how to best recruit out-
of-state students

Objective 4: Increase the number of new graduate students.

Strategy 1: Develop and implement a plan to recruit graduate students.
Strategy 2: See Goals 4 and 5.
Responsible: Dean of Graduate and Continuing Studies
Status: Report due May 2003 for immediate implementation.

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.

The Dean has been added to the Enrollment Management Committee.

Objective 5: Increase the number of new transfer students.

Strategy 1: Develop and implement a plan to recruit transfer students.
Strategy 2: See Goals 4 and 5.

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Responsible: Director of Admission and Enrollment Services and the Academic Deans
Status: Addressed and under continual review.

Added Kansas City Metro Community College system and Tulsa

Community College system to the our primary recruiting area.

Objective 6: Increase the number of continuing education/off-campus students.

Strategy 1: Develop and implement a plan to provide off-campus and continuing
studies programs and courses for both credit and non-credit.
Strategy 2: See Goals 4 and 5.
Responsible: Dean of Continuing and Graduate Studies , Director of the KC Metro
Center and the four academic deans.
Status: Report due May 2003 for immediate implementation.
See status report under Objective 4.

Goal 4: Expand Pittsburg State University’s presence in the major

metropolitan areas and expanded service area.

Objective 1: Expand Pittsburg State University’s service area

Strategy: Work with the Kansas Board of Regents to expand the contiguous county
program to include the second tier of counties in Missouri and Oklahoma.
Responsible: University President
Status: Accomplished

Objective 2: Establish permanent presence in KC for academic programs, recruitment,

marketing and alumni relations.
Strategy 1: Establish an educational center in the Kansas City metropolitan area
combining educational offerings, recruitment activity and alumni
relations. Report due May 2003.
Responsible: University President
Status: Accomplished

Objective 3: Establish a permanent presence in Tulsa, Oklahoma.

Strategy 1: Develop a plan to establish an outreach center in Tulsa Oklahoma
combining educational offerings, recruitment activity and alumni
relations.
Responsible: University President
Status: Report due fall semester 2003.
Under consideration

Added the Tulsa Community College system to our primary recruiting

area

Objective 4: Enhance Pittsburg State University’s presence in Wichita.

Strategy 1: Develop a plan to enhance our outreach efforts in Wichita combining
educational offerings, recruitment activity and alumni relations.

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Responsible: University President
Status: Report due fall semester 2003.
Under consideration

Goal 5: Develop Cooperative Linkages with Surrounding Community

Objective 1: Development of a plan to bring a community college (Fort. Scott

Community College) courses to campus concurrent with QA
implementation in 2001.
Responsible: Vice President for Academic Affairs
Status: Accomplished

Objective 2: Develop cooperative programs to enhance the success of students in

southeast Kansas and their transfer to Pittsburg State University.
Strategy 1: Pursue a cooperative Title III Grant with Fort Scott Community College to
implement a pilot project to integrate student support programs to enhance
student success and student transfer to Pittsburg State University. Upon
successful completion the project will be expanded to include all
community colleges in southeast Kansas. Proposal submittal in spring of
2003.
Responsible: University President and Director of Planning and Analysis
Status: Currently, Pittsburg State University and Fort Scott Community College
have identified the scope of the project and will have a final draft grant
proposal completed by the end of the fall 2002 semester. Proposal will be
submitted in the spring of 2003 as soon as the submittal process is opened.
The initial Title III proposal was not funded. The proposal was rewritten
and resubmitted for the 2004 review cycle.

Goal 6: Increase the Number of Scholarships and Improve the Process of

Awarding and Tracking Their Effectiveness.

Objective 1: Increase the number and size of available scholarships.

Strategy: 1: Raise $25 million in the next capital campaign for scholarships.
Responsible: University President
Status: $25 million of the $125 million campaign will be for scholarships

Objective 2: Improve the awarding and scholarship tracking processes.

Strategy 1: Utilizing the resources under the Title III project, completely redesign and
program the computer that drives the all aspects of the scholarship
process.
Responsible: Vice President for Student Affairs, Director of Development and Director
of Financial Assistance
Status: Under development, first phase was Fall 2002. Fall 2003 saw vast
improvement however the project is yet to be completed.

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.

Objective 1: Integrate all aspects of the recruitment, admission, enrollment and

graduation processes for undergraduate, graduate and continuing studies
programs under the direction of one office.
Strategy 1: Convene a task force to study the feasibility of achieving this objective.
Responsible: University President
Status: Recommendations due December 2003.
Continuing and Graduate Studies have been under one dean and they are
implementing document imaging which establishes all student files within
the imaging systems. Awaiting strategic plan for Graduate and
Continuing Studies division.
Strategy 2: Convene a task force to prepare a plan to merge the offices of Admission
and Registrar into one logical unit.
Responsible: University President
Status: Report due December 2003.

This has been partially address through the reorganization and by adding
the Dean of Continuing and Graduate Studies to the Enrollment
Management Committee

Under the reorganization all student support services, except Career

Services, now report to the Associate Vice President for Academic
Programs and Services. Also, Admission and Enrollment Services now
includes Undeclared Majors, Orientation, Transfer Transitions, Student
Diversity and, the Multicultural Resource Center.

Objective 2: Improve communication and coordination between Academic Affairs and

Student Affairs.
Strategy 1: Establish bi-weekly meetings between the four academic deans and the
student affairs directors.
Strategy 2: The Director of Admission and Enrollment Services should be included on
the Dean’s Council.
Responsible: Vice President for Academic Affairs and Vice President for Student and
International Affairs.
Status: Options are under discussion.

Accomplished through the reorganization

Goal 8: Initiate studies to examine student satisfaction and success as a

function of as many variables as can be identified.

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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.

A plan has been developed to for data collection on student satisfaction

and student engagement and is awaiting approval (see attached).

On-going

Goal 9: Develop an integrated marketing plan to promote undergraduate and

graduate enrollment.

Objective 1: Re-establish the University Image and Marketing Committee to coordinate

marketing efforts between academic departmental offices, Admission,
Graduate Studies, International Student Programs, KC Metro,
Intercollegiate Athletics and University Communications to support
undergraduate and graduate recruitment efforts.
Strategy 1: Evaluate such marketing/image issues as the use of taglines (where people
succeed), the use of university symbols by outside businesses or groups
and other image issues as they develop.
Strategy 2: Evaluate opportunities to maximize communication and marketing
opportunities on the web in the effort to recruit undergraduate and
graduate students.
Strategy 3: Explore opportunities to expand marketing efforts in the Gorilla
Advantage counties.
Strategy 4: Evaluate evolving communications opportunities such as digital view-
books on CD or online.
Strategy 5: Explore opportunities for targeted recruitment and marketing opportunities
for minority recruitment and for specific majors (examples: technology or
pre-med).
Responsible: Vice President for University Advancement and Director of University
Communication
Status: Reactivating the Image & Marketing committee with members to be
appointed early in Fall 2003. Report due to Enrollment Management
committee March 2004.

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

Goal/Objective Annual Spring Fall Spring Fall Spring

2003 2003 2004 2004 2005
Goal 1: Establish a “student first” customer service culture.
Objective 1: Provide “student first” customer service training for all
faculty and staff.
Objective 2: Provide true one-stop student service. On-Going

Goal 2: Improve Retention and Student Success.

Objective 1: Redesign the orientation program. Accomplished
Objective 2: Integrate recruitment, Steps, enrollment (zero hour first),
orientation, undeclared majors, Gorilla Warm-ups,
freshman experience, and the undeclared major program Accomplished
under the coordination of one functional area.
Objective 3: Establish course sequencing and semester-by-semester
On-Going
curriculum guides for all programs.
Objective 4. Freshmen Experience instructors will serve as advisors
Accomplished
for the undeclared majors in their class.
Objective 5: Make all Freshmen Experience classes for 2 hours
Accomplished
credit.
Objective 6. Reorder the enrollment process so freshmen enroll first. Not Approved
Objective 7: Review and address the writing to learn course
sequencing and availability problem.
Objective 8. Review and address the college algebra problem. Addressed in
New Gen. Ed.
Package

12
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.

13
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

Goal 3: Increase the Enrollment of New Students.

Objective 1: Increase the number international students Accomplished
Objective 2: Increase the number of American minority students. On-Going
Objective 3: Increase the number of new freshmen On-Going
Objective 4: Increase the number of new graduate students. On-Going
Objective 5: Increase the number of new transfer students. On-Going
Objective 6: Increase the number of continuing education/off-campus
On-Going
students.

Goal 4: Expand Pittsburg State University’s presence in the

major metropolitan areas and expanded service area.
Objective 1: Expand Pittsburg State University’s service area Accomplished
Objective 2: Establish permanent presence in KC for academic
Accomplished
programs, recruitment, marketing and alumni relations.
Objective 3: Establish a permanent presence in Tulsa, Oklahoma. On-Going
Objective 4: Enhance Pittsburg State University’s presence in
On-Going
Wichita.

Goal 5: Develop Cooperative Linkages with Surrounding

Community

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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.

Goal 6: Increase the Number of Scholarships and Improve

the Process of Awarding and Tracking Their
Effectiveness
Objective 1: Increase the number and size of available scholarships.
On-Going
.
Objective 2: Improve the awarding and scholarship tracking
In Process (almost completed)
processes

Goal 7: Restructuring of current services now located in

various areas to fold under one umbrella called
Enrollment Services.
Objective 1: Integrate all aspects of the recruitment, admission,
enrollment and graduation processes for undergraduate,
On-Going
graduate and continuing studies programs under the
direction of one office.
Objective 2: Improve communication and coordination between
On-Going
Academic Affairs and Student Affairs.

Goal 8: Initiate studies to examine student satisfaction and

success as a function of as many variables as can be
identified.

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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

(Office of International Programs and Services

Strategic Planning Document
July 2004 to June 2005

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.

Goal 1: To lead the campus in coordination of internationalization.

Objective 1.1 To chair the Internationalization Committee (IC) as assigned by the

President.
Objective 1.2 To lead the IC in an annual analysis and prioritization of
international initiatives.
Objective 1.3 To communicate all concerns and recommendations to the
appropriate department, or to the President’s Council for implementation.

Strategy: Recruit and coordinate a group that is representative of all areas

of the campus, and with the approval of the President, to set the priorities
of the international agenda for the campus.

Performance measure 1.1 Produce an annual listing of strategic

internationalization priorities for all areas of the university early in the fall
semester.
Performance measure 1.2 Resolve every concern within one month of
being alerted to the matter.

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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.

Objective 2.1 To improve the delivery of information to new international students.

Objective 2.2 To respond to each student request in a timely and efficient manner.
Objective 2.3 To assist the various community groups in coordinating programs with
campus departments and community groups.
Objective 2.4 To assist the ISA and community groups in the development of new
programming efforts.
Objective 2.5 To assist the Alumni Relations office in developing an international alumni
plan.
Objective 2.6 To provide international students with accurate information in a supportive
manner.
Objective 2.7 To continue to accurately use the electronic tracking program (SEVIS) and
keep students fully informed of changes that will affect them.

Strategy: To focus on meeting the needs of current international students to enhance

retention, future recruitment, and alumni relations.

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.

Goal 3: To develop and expand the study abroad program.

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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.

Strategy: To develop interest and dispel fear by providing as much

information as possible at all levels of participation.

Performance measure 3.1 Produce a coordinated orientation guide for all

programs to use.
Performance measure 3.2 Produce a study abroad brochure with
comprehensive and up to date information on all program options.
Performance measure 3.3 Send a letter to the parents of all students
interested in study abroad programs (with student permission).
Performance measure 3.4 Monthly email (or regular mail) communication
with all students currently studying abroad on longer-term programs and
their parents (with student permission).
Performance measure 3.5 Continue to update and improve the guide to
faculty involvement in study abroad which will include their participation
of measures 3.3 and 3.4 above (in a modified way), for programs they are
leading.
Performance measure 3.6 Identify at least one new funding source for
either program or scholarship funding for the development of study
abroad.

Goal 4: To assist in the plan for managed growth of the international student population.

Objective 4.1 To assist in the development and implementation of an

international marketing plan.
Objective 4.2 To identify new markets for international student recruitment.
Objective 4.3 To advise on the development of new exchange agreements with
international institutions.

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

Survey of Student Satisfaction and Student Engagement

A Proposal
Pittsburg State University
December 2003

Objective 1 of Goal 3 of the institution’s assessment plan states: “Develop a methodology

and survey instrument to assess student satisfaction.” Objective 2 of the same goal states:
“Develop a methodology and survey instrument to assess student engagement.”

This document advances recommendation on the survey instrument to be used, the

methodology for data collection, areas of responsibility and the annual costs related to the
two objectives.

The Survey Instrument

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).

Methodology for Data Collection

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

Why are you attending PSU?

__No defined purpose __To take a few job/career related courses

__Courses for self-improvement __To prepare to transfer to another school
__To maintain or achieve certification __To obtain a degree

Approximately how many hours a week do you spend on the following?

1 – None 2 – 1 to 4 hours 3 – 5 to 10 hours 4 – 11 to 15 hours 5 – 15 to 20 hours

6 – 20 to 30 hours 7 – Over 30 hours

__Preparing for your classes
__Studying in the library
__Paid employment off campus
__Participating in co-curricular activities
__Commuting to and from campus
__Getting extra help for your classes
__Paid employment on campus
__Community service activities
__Relaxing/socializing
__On the Internet for non academic purposes

Where do you live?

___On-campus ___Fraternity/Sorority __With parents __Off-campus - other

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

Please indicate your level of satisfaction with each of the following

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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