1. Running head: STRATEGIC ENROLLMENT PLAN 1
STRATEGIC ENROLLMENT PLAN 24
Strategic enrollment plan
Name
Institution
Table of Content
Strategic enrollment
plan……………………………………………………………………
…….3
Prospectus……………………………………………………………
…………………………....3
Organization
description……………………………………………………………
……..4
Enrollment
management…………………………………………………………
………..4
Theories and
models…………………………………………………………………
……5
Summarize your
plan…………………………………………………………………….
..6
Current enrollment management
landscape……………………………………………………….7

2. Strengths and
Opportunities…………………………………………………………
…….7
Weaknesses and
Threats………………………………………………………………
…..8
Foundational Assumptions for
proposals………………………………………………….............9
External
Assumptions…………………………………………………………
…………10
Internal
Assumptions…………………………………………………………
………….11
Student enrollment
strategy………………………………………………………………
……...12
Key performance indicators (KPI)
………………………………………………………13
Determine the Key Performance Indicators (KPIs)
…………………………………..…14
Projected
Outcomes……………………………………………………………
………………...14
Programmatic
Changes………………………………………………………………
…..15
Impact on student
achievement…………………………………………………………1
6
Recommendation to improve
retention…………………………………………..16
Financial implications
…………………………………………………………………
…17
Type of

3. cost……………………………………………………………………
…18
Type of
revenue………………………………………………………………
….18
Communication and
messaging……………………………………………………………
…….19
Communication
channels……………………………………………………………….
..20
Differentiating of messaging for different
stakeholder………………………………..…21
Media
outlets…………………………………………………………………
…………..22
Audiences……………………………………………………………
…………………...22
Key
message………………………………………………………………
……………..23
Criteria for reaching the target
audience…………………………………………...…….24
Conclusion……………………………………………………………
……………………….....24
References….…………………………………………………………
………………………….25
ProspectusOrganization description
California Institute of Technology (CALTECH) was a
regional college barely a decade ago, but it had to restructure its
organization through proper advertisements. The organization
has an enrollment of approximately 2,233 students across the
year and still does not seek to increase with about 234 students
by 2023. The president of the institution resorted to programs

4. that were more student-centered, improving the processing and
data use and improving research to achieve a goal of improving
the quality of education to the students in the next years while
seeking to remain dominant across the global university. The
institution is making decisions since they must improve their
productivity and performance and a smaller population. It is
crucial in improving its structure to accommodate its goals and
come up with relative initiatives that will help propel the
institution to meet its objectives, which is to provide affordable
higher education to deserving students. Enrollment
management
The enrollment management has the mandate to make
sure that the institution is capturing all the opportunities for
expanding the institution. The move is a way that would make it
easier to help grow the academic performance and expand their
grasp to the international market because they seek to secure
better job positions for the students across the world. The
enrollment management has direct access to the president of the
university, mainly because it is a private institution, thus must
find ways to channel their income. Theories and models
The CALTECH learning institution, through its
president Thomas Felix Rosenbaum has transformed and is
helping shape the entire education system with their theories
and models. First, the organization had to shift away from the
traditional model, where all the higher education institutions
had the same principles. The organization, through the
Competency-Based Education (CBE) model, is helping shape
the way approach and handle the clients and thus shifting to
more online education (Adams, 2008). The president has helped
make sure that CALTECH is the leading institution across the
country with a higher performance that includes research. Also,
the institution is adopting the customer center theory, whereby
the organization gives the students precisely what they want
instead of a general application for all students. For instance,
there are numerous learning activities and researches that make
it easier to provide the students with appropriate education

5. standards. The theory makes it easier to attract more students
because they can quickly get what they want, especially after
enrolling and getting in through the strict enrollment
process. Summarize your plan
The plan to commercialize and increase online education
is a significant change in the higher education strategy, but it is
productive and efficient for the organization in the technology
era. There are numerous students or even employees seeking to
add some levels to their education. Still, they fail due to the
education schedule, but the institution through the new plan
gives students the online platform and a shorter degree and
certificates that make it easier for the learners. Also, adopting
the commercialization concept for the students makes it easier
for the growth of the institution because they provide the
students with their appropriate needs mend to improve the
service delivery. Current enrollment management
landscapeStrengths and Opportunities
The institution is going to make a significant impact in
the education sector and to their enrollment strategy, especially
from the positive reception regarding their online program.
CALTECH invested in advertising similar to other franchises
setting aside a budget of $10 million for television
advertisements and online presence in 2010 that helped boost
the popularity of the institution. The organization is
encouraging high school graduates and any other individual
seeking to improve their education to enroll in the university,
mainly because there is open enrollment (Altbach & Salmi,
2011). The free registration is strength to the institution because
numerous institutions tend to have applications that will take
time for the applicants and even end up not signing them up to
the institution. Besides, the organization has data analysts
where the organization find information for their students and
takes the mandate to make the follow-ups from their previous
institutions at no charge. The move is a significant
transformation in the education field because most students find
it hectic to follow up on their results and applications, thus

6. making CALTECH an ideal opportunity for numerous students.
The institution takes a few minutes to a couple of days to get
back to the students who are a proper response time that makes
it easier to make sure that the applicants get their responses
before it is too late. The employees are dedicated to their work.
They have the understanding they have to tend to the students as
customers, instead of just students that give the institution an
advantage over the competitors. This move has been critical to
the organization making sure the institution is growing and
staying ahead of the competition and increasing its
population. Weaknesses and Threats
The institution is rising too fast, at the moment, it has a
population of 2,233 students, and it is aiming to double that
before 2023. The facilities in the institution are not sufficient
for the intended community, thus making it a threat to the
institution. The institution might turn to become a financial
institution and for-profit because the investors will want to
make some money, thus making it a challenge for them to keep
up. Competition from another institution is a threat primarily
because they are campaigning on an online platform that is open
to any of the competitors. The other institutions can easily
emulate the strategies and make sure that there is a growth of
the same services at their institutions, thus cutting back on the
success of the company. The fact that the company is treating
the students as customers will, in turn, become a weakness
because it will start venturing in them as sources of income
rather than meeting the goals of education. The education
standards will drop, mainly because the institution is focusing
more on creating enrollment and the numbers that are not as
beneficial to the students, thus becoming a burden in the long
run. Foundational Assumptions for proposalsExternal
Assumptions
The university is working on the concept that numerous
students in the current generation would prefer studying via the
various social media frameworks. The organization believes
students do not have time to move across the world and country

7. to explore; thus, they are availing the education services to
them from any location around the globe. Also, the institution is
targeting students of any age, including adults in employment
that do not have time to endure fulltime learning programs.
According to Berry, Hawsey & Princeton Review (Firm) (2015),
the institution is encouraging students to undertake short term
courses and online within a short duration of less than a year,
thus making it easier for people to move on to their next life
stages. People do not have to spend four years or more studying
and locked up in the learning institution; instead, they can have
their freedom to grow and adjust to a better society. The model
of using the online platform and shorter courses is the main
agenda for the president and the institution, believing that they
propel it to success. Internal Assumptions
The university is making the change in its model,
starting with shaping the thinking of their employees by
transforming it from just a service and viewing the students as
customers. Programs at the institutions are all turning to the
student center, where they work for students and work towards
improving their programs. It is essential to have the plan in that
sequence, mainly because they are seeking to attract more
students and work towards boosting their enrollment figures in
the country. The organization had to introduce more practical
courses for the students to make sure that the target clients have
the alternative of studying for a shorter duration while relating
to their field of practice. Also, the fact that the organization has
an open-door policy with the president and other offices makes
it one of the best models and theories because it makes it easier
for them to maintain a direct flow of information. Student
enrollment strategy
This section identifies the objectives and goals for the
student enrollment by learning modality and degree program.
Further, this section identifies the specific metrics and key
performance indicators that will use to determine the goals that
have been achieved. The enrollment management includes
retention and recruitment. A strategic plan that neglects to

8. capture retention is missing important aspects of enrollment and
student success (Hossler & ·, 2014). That is why this section
has goals, strategies about essential factors such as financial
aid, academic support programs, and faculty engagement.
Institutional Goals
Goal 1: Enhance marketing, recruitment, and early outreach
strategies from initial contact through first-day attendance and
first-year
Objective
Strengthen the university position as an essential institution in
America. The marketing will also grant the University an image
of dedication to support for the people of California and show
the learning institution is devoted to the community of
professionals, students, and scholars.
Rationale and Strategies
1. Ensure there is a branding message for the Caltech University
that is consistent with the visions and mission of all campus.
Strategy
· Communicate effectively with the staff, current students, and
Faculty to build awareness of events, programs, activities, and
services to improve students' participation.
· Effective communication with businesses, prospective
students, media, and alumni to build awareness of services,
activities, and events.
1. Use the media to pass the message that is reliable and
consistent with the university vision and mission.
Strategy
· Be informed on the current technology and update the
University technical skills within the institution's budgets and
available human resources.
· Balance personal and e-communication to improve the
institution brand.
1. Improve access and enrollment through target promotion and
marketing
Strategy

9. · Use yearly scheduling to market events in the University and
avoid duplication of these events
· Use target marketing to boost the overall enrollments in the
university programs.Key performance indicators (KPI)
The planning team determines the key performance indicators
and performance indicators (PI). The key performance
indicators focus on enrollment, student progress, fiscal health,
student ability metrics at the registration, and students'
engagement.
Indicator Measurements
The indicators of the success of marketing are student
satisfaction surveys, marketing surveys, competitive analysis,
tracking traffic sources keywords, and tracking the rate of
visitors on university webpages.
Goal 2: Increase the probability of student achievement through
the development of new academic and support strategies
targeted for the student's first-year experience.
Objective
The University should refine the processes by identifying
responsibilities, roles, and desired outcomes, resulting from
increasing in prospective student achievement and satisfaction.
To ensure students' first-year experiences have a deep
understanding as to how the institution can help them achieve
their educational goals and provide a support system and out of
classroom experience.
Rationale and Strategies
1) Develop effective strategies and mechanisms to reduce
redundancy in the processes and afford the smoother transition
to the University; continue streamlining inefficient processes;
and provide systems to ensure information is accessible to the
new students.
2) Secure and provide scholarship opportunities that increase
student enrollment and retention.
Strategy
i. Collaborate across the University to develop
unrestricted scholarships.

10. ii. Track retention data for needy students
iii. Help program coordinators in using
scholarships to recruit for programs.
3) Target a specific student population, including physically
challenged, economically disadvantaged, and multi-cultural
students.
Strategy
I. Expand enrollment of diverse students for the purpose of
supporting and fostering diversity.
II. Provide strategic admissions plan to
monitors enrollment
III. Develop a university-specific action
calendar.
Indicator Measurements:
· Design unrestricted fundraising activities
· Budget allotments
· Student satisfaction survey
· Scholarship awarded to underprivileged persons
· Program enrollment growth.
Goal 3: Enhance academic programs and support systems to
improve student persistence and student success.
Objective
Emphasize the student persistence and success initiatives from
the University's strategic plan to improve pre-identified efforts.
The goal aims at meeting specific desired outcomes tailored to
learners identified career paths. To enhance the message that
student success is the driving force, there will be a stronger
focus on communicating Caltech University's commitment to
foster a culture of success. Career and learning readiness will be
positioned as the primary tool for success and will be promoted
to incoming students.
All units at Caltech University will create an
accountability system that includes measurable goals,
timeliness, and designation of responsibility to support
retention and student success. The University will enhance
student programs and measure the impact on student learning.

11. Rationale and Strategies
1) Promote and emphasize the concept of student success, which
is captured in the university strategic plan.
Strategy
· Implement activities which are designed to address learners
perception issues
· Engage staff and faculties to develop exercises that strengthen
support skills and customer service.
· Improve career services to assess job placement activities as
defined by the enrollment program offering.
· Incorporate peer mentoring programs to ease the transition
process from high school to University
· Identify and emphasis on out of classroom experiences which
improve academic credit.
· Expand resources available for maximizing services to
students.
3) Offer a comprehensive network of delivering systems
designed to meet students' identified career paths.
Strategy
· Develop stronger cooperation between University College and
academic colleges.
· Encourage opportunities across different units to serve
learners by continuing education and academic affairs to
determine the identified programs which are needed for the
service area.
· Involve the University program coordinators in the assessment
if the career market correlates with the current offerings in the
University.
· Provide staff and the Faculty with the needed information for
students.
· Provide development of the university council to reinforce the
delivery of quality service to the learners.
Indicator Measurements:
· The enrollment and retention rates.
· Student satisfaction survey.
· Infrastructure to include internal communication, technology,

12. and system of accountability
· Persistence rates
· Staff and Faculty professional development.
· Campus climate perception.Determine the Key Performance
Indicators (KPIs)
i. Applications received, acceptance, and the yield rates from
the first-time and degree-seeking students
ii. The success of a student can be determined by the use of
SAT scores for the newly enrolled students.
iii. Total fall headcount enrollment for undergraduate and
graduate students
iv. The total annual full-time equivalent enrollment for all
levels within the university
v. The student diversity at all levels (undergraduate and
graduate).
vi. Academic progress rate. This can be determined by the use
of a second-year retention rate with a 2.0 GPA.
vii. The four-year graduation rates for full-time students or the
total degrees awarded in all levels in the University.
viii. The percentage of Bachelor's graduates enrolled and
employed.
ix. The percentage of adult undergraduate enrolled.
x. The average cost to the student obtained
xi. University access rates.Projected OutcomesProgrammatic
Changes
Class sections are operating in many programs at the Caltech
University, the enrollments overall have been on the decline.
The impact of the extended class reductions, along with the
improvement in the job market, has resulted in slowing
enrollment recovery and little growth in many programs. There
are various things which Caltech university are doing to help
grow its programs strategically and manage the reducing
enrollment and this include
· Offering relevant courses and programs which meet the market
demand for skilled workers and targeting industries and
profession by carefully examining and tracking the labor market

13. trends in the region.
· They are implementing courses, support services, and
programs that close gaps in the underrepresented minority
population. The University has started scheduling a class at a
time that is convenient for the targeted population, such as
single-parents, working professionals, and older students. The
changes in the program allow the student to complete their
programs in a reasonable amount of time.
· Part of the change in the program includes making pathways to
certificates, degrees, and transfer clear and accessible to all
prospective and current students via education planning with
advisors or counselors. This helps students manage their
academic pathways.
· The University has started a program aim at effective retention
and outreach. This new strategy aims at improving program
sustainability, scalability, and scope. Some of the initiatives
include learning communities, accelerated learning program
options, and early alert.
· Finally, Caltech University must offer programs that are
competitive within the region instead of providing programs
that are available in many regional universities. This approach
is supported by the presence of a suitable mix of online courses
and campus courses. To boost enrollment, the University has
articulated course and program offerings between non-credit
and credit to widen the pipeline of potential students.Impact on
student achievement
Finding from a study at the University hold that students
do not complete some programs because of conflicts with
employment, family responsibilities, new employment
opportunities, and financial circumstances. Strategies for
improving student retention should be made in a manner that
programs reflect the conditions and needs of the students and
should be designed and implemented to help learned to reach
their academic goals (Baylor 2014). An essential theory of
student retention is Tinto’s theory. According to this theory,
students have some attributes such as prior schooling, family

14. background, skills, and abilities, and these attributes influence
personal commitments and goals. Moreover, student departure
from an institution is a result of the social and academic
connection of the student with the institution. Therefore,
recommendations on ways to improve retention are subject to
the interplay of student beliefs and attributes with institutional
characteristics.
Recommendation to improve retention
One effective method is to come up with university-wide
task forces pertaining the student retention. This ensures that
retention efforts are pervasive in the whole institution. Second,
the University should embark on continuous research on student
behaviors. Instead of proposing an idea regarding some
practices, the University should find out what student is doing.
Third, Caltech University must determine the factors which
correlate to student withdrawal or persistence. Administrators
should find the unique and specific factors that influence
retention at the institution. Lastly, retention intervention should
be developed and implemented. The responses should be
evaluated based on the effects on programs. Financial
implications
Type of cost
The cost of the implementation of the strategic enrollment plan
involves a variety of prices. It is essential to recognize these
costs and the classification of the expenditure for the enrollment
plan. The University will incur direct charges. These costs are
directly related to the strategic enrollment plan. They are
subject to the influence of the university administration. For
example, time spends organizing and coordinating is considered
as a direct cost. This cost can be reduced by improving
logistics. Second, the enrollment will have service costs
(Blumenstyk 2014). These costs are not explicitly linked to the
plan but affect the program based on consumption. Finally, the
enrollment plan has general and administrative expenses. These

15. types of costs are not related to the specific project but benefit
all activities. For example, costs associated with financial
management and legal actions.Financial implications
Robust enrollment efforts are significant cost expenditures.
Recruiting traditional, distance, and online education students is
a source of revenue growth. However, the institution should not
develop strategies solely to realize additional enrollment to
increase revenue. Increased enrollment will have an immediate
impact on revenue and cost for the institutions, but it is not
guaranteed as retention and quality of education can result in
cost increase. Caltech University cannot rely on gifts, grants,
and fundraising to improve enrollment and retention of students.
The University will require marketing and branding efforts that
blend cost-effective and cost-bearing strategies that become
revenue-generating. The recommended procedure for marketing
and branding in the digital and online space. The institutions
can use this technology more so the social media to market the
degree programs and improve enrollment. Today effective
strategic enrollment plan requires more than traditional
advertising, identity development, or marketing (Blumenstyk
2014). It is recommendable for the institution to craft, present,
and manage the brand message to achieve a competitive
advantage in retaining, recruiting, and building loyalty among
prospective students, staff, and donors.
Type of revenue
Revenues and costs are either operating or non-
operating. The primary source of income for the strategic
enrollment plan includes auxiliary services such as dining and
housing, net tuition, and clinics. There are other types of
revenue, such as contracts and grants, donor contribution, and
endowment income for financial aid and academic programs.
These funds are used for educational activities, program
development, and facilities enhancement to improve the
retention of students. Significant recurring sources of the
university revenues are investment income and state

16. appropriations, and these are non-operating. Financial
implication
The measure of the enrollment plan is based on the cost
per completed degree or credentials. The total yearly higher
education expenditures determine the price; the time needs to
complete a program and the number of degrees produced
annually. Caltech University must invest in student success
strategies to increase the level of attainment for rural students,
racial minorities, and low-income students.
· To develop a comprehensive retention plan for the University,
the point persons are administrators’ in-charge of enrollment,
student affairs, and academic affairs. The Dean of Students and
Directors of Admission should also participate. The financial
implications of the strategy are the cost expense of consultation
and the implementation costs.
· The University should explore additional ways and costs for
attracting and retaining minority students. This requires the
participation and input from the Director of Finance and
Director of Admission. The financial implication of this
maintains strategy depends on the procedure used or selected.
· The scholarships give students account for cost. The tuition
waivers will have cost implications in terms of management and
finance.Communication and messaging Caltech University
engage in marketing with an intention to campaign and promote
the university reputation as a leading educational institution. In
the marketing process, every TV spot, print publication, and
web page has an effect on brand recognition and identity. With
this in consideration, the message to the world, the imagery
used to represent the institution and the communication with
diverse internal communities, staff, faculty, and prospective
students need to reflect the same level of excellence. The
communication emphasis on commitment to diversity
considering the demographic composition of the society in
which the university is located. The message feature student
demographic information, develop diverse marketing material,
provide welcoming environment for the LGBTQ, and the

17. minority and disabled students.Communication channels
As part of targeted communication plan, different
programs are selected for messaging. For best preparation for
the marketing and communication, tactics for reaching the
widest demographic audience are considered. However, the
marketing channels are determined based on the knowledge of
the local industry. Moreover, the communication plan is based
on collected data which is used to guide marketing.
Differentiating of messaging for different stakeholder
The purpose of the Caltech University communication
effort is to increase public awareness of the services and
programs provided by the college to current students,
prospective students, and the community at large. The right
balance between funding for strong and effective messaging
versus the expense of market analysis is needed. In this case,
dedicated external market research was conducted. It was
established that social media offer the best platform for
marketing messages and content. One of the critical aspect of
social media is the overall cost of test messages. The Caltech
University does not play for social media advertisement unless
an engagement occurs. This is very good way to try out
marketing messages to find out which inspire the most
engagement in terms of clicks and interactions.
Goals of communication
· Expand awareness and recognition of Caltech University, its
events, offerings, and programs in an attempt to promote
student enrollment and success. This will be achieved by:
· Submitting two feature news release per week to university
websites, TV, newspaper, and radio stations about the university
programs
· Promote administration attendance at community events.
· Produce marketing materials targeted towards prospective
students.
· Incorporate social media such as Twitter and Facebook to
update students and prospective students with fresh information
about Caltech University.

18. · Raise public awareness of the Caltech University educational
opportunities in high schools with assistance from enrollment
planning and admissions. This will be achieved by:
· provide marketing materials to admissions to distribute to high
school initiative coordinators
· Keep the college in spotlight through advertisement. Media
outlets
The following list outline Caltech University primary
media outlets.
1) Newspaper (Press and Sun-Bulletin)
2) Television (Fox 40, New Channel 34, WBHG TV)
3) Spectrum Radio ( WEBO, WHWK, 92.5)
4) Internal Websites (caltechuniversity.edu, My College Portal)
5) Social media (Facebook, Twitter, Instagram, LinkedIn, and
YouTube).Audiences
The Caltech University general audiences are potential
students, current high school students, college graduate looking
to update their skills, unemployed workers, GED graduates
looking to advance their education, people looking to change
careers, reverse transfers, honors students, family decision
makers, underserved populations, civic organizations,
legislators, current Caltech University students, high school
teachers, and the community at large. Key message
Message 1: Caltech University offer the widest variety of
affordable courses in California so any prospective students
(young and old) can reach their full potential and enrich their
life. This is supported variety of courses and mix of education,
recreation and special interest courses.
Message 2: Enrolling and attending Caltech University courses
are safe, easy, and convenient because the lecturers understand
the differences and needs of its students. This is supported by
online application enrollment and variety of communication
channels for courses informed by the demographic
consideration.
Example of key messages
· Caltech University: You can go anywhere from here.

19. · Caltech University is a community college.
· Caltech University provides experience beyond the
classroom.Criteria for reaching the target audience
The quality and intensity of communication will depend on the
amount of money allocated for this purpose. With limited
messaging or marketing funds, the university cannot afford to
target-market every program. Different colleges choose to focus
on branding and marketing of the institution as a whole, this has
proven effective for some institutions which have stunning
geographic features and proximity to cities. For Caltech
University the choice of the program to market is difficult. This
is the list of criteria considered when selecting the programs to
invest the marketing funds.
• Historical enrollment trends
• Budget consideration
• External opportunities
• Internal strengths
Considering the above criteria, the university will invest
heavily in social media to deliver the intended message to the
targeted audience. The social media is an important means of
communication and it covers wide range of systems and tools.
The social media and online engagement will be important as
the university expands its online courses offerings. Social media
plays an important role as a medium for emergency information
such as notifying the public of events and reminding them of
important dates. It relays information about events of interest to
prospective students and can serve as main means of
communication within the university. Moreover, social media
encourage connection with alumni and this can improve
recommendations to prospective students, encourage donations
to college initiatives and programs. Therefore, the university
will use social media to attract and recruit new students and
retain the current learners by
• Sharing university news
• Promoting enrollment with Facebook and Twitter
advertisement campaigns.

20. • Liking and sharing students post where appropriate.
• Forging relationship with students.
• Showcasing alumni success stories on social media outlets
• Build relationship with prospective and current donors and
general community
Facebook and Twitter are ideal for communication and
messaging to improve enrollment plan. Facebook is number one
site and it has more than 2.3 billion users monthly. Of these
users, 24% log at least five times a day and about 50% of
Americans say that Facebook greatly influence their buying
decisions (Ellison, Steinfield and Lampe 2018). With this in
mind, 80% of marketers get improvement enrollment through
the service. Twitter has over 550 million users and about 215
million are active monthly users. Twitter will be used to cover
live events.
The key performance indicators for the communication and
messaging will be:
· Number of overall enrollment registered compared to past
years.
· The numbers of enrollment by new students.
· Increase of awareness after benchmark survey from
prospective students.
· Number of website page engagements and views.
· Feedback from high schools.
· Number of new fans and followers in Facebook and
Twitter.Conclusion
Currently, higher education institutions are forced to
market their services to increase new students’ enrollment and
retention. The advancement in user-friendly technology and
acceptance and reliance of news methods of learning, Caltech
University is under pressure to stay current. The Caltech
University strategic plan provides a vision, mission, and goals
for the institution. However, the enrollment trends have
downwards and this has hurt funding needed to survive. Within

21. this paper, the enrollment management initiative outlines
strategies that support the enrollment and retention of students.
Marketing strategies are used to utilize and maximize resources
needed for the future while supporting the recruitment and
retention process. The annual assessment will focus on the
measurement of "Key Performance Indicators (KPI)," and
adjustment will be made if need be.
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doi:10.1111/j.1083-6101.2007.00367.x.
Hossler, D., & ·, B. B. (2014). Handbook of Strategic
Enrollment Management. New York: Wiley.
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22. Rubric Assessment
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This table lists criteria and criteria group name in the first
column. The first row lists level names and includes scores if
the rubric uses a numeric scoring method. Criteria
No Submission
0 points
0 %
Emerging (F through D range) (1–6)
6 points
6 %
Satisfactory (C range) (7)
7 points
7 %
Proficient (B range) (8)
8 points
8 %
Exemplary (A range) (9–10)
10 points
10 %
Explained the Socratic Method of Philosophy
Add Feedback
Student did not submit assignment
Shows little or no understanding of assignment concepts
Demonstrates a clear understanding of the assignment concepts
with some inability to fully articulate them

23. Demonstrates the ability to evaluate and apply most assignments
concepts
Demonstrates the ability to evaluate, apply and synthesize key
assignment concepts
/ 10
/ 10
*
Criterion score has been overridden
Discussed an illustration of the Socratic Method from the course
texts.
Add Feedback
Student did not submit assignment
Work does not meet assignment expectations; no clear purpose
is provided
Assignment meets expectations with minimal depth and breath;
the discussion of main ideas is vague
Assignment meets expectations with most components being
addressed in good depth and breadth; the main ideas are clearly
explained
Assignment meets or exceeds expectations with all components
being addressed in good depth and breath; a comprehensive
account of the main ideas delineates all requirements of the
assignment
/ 10
/ 10
*
Criterion score has been overridden
Identified a contemporary belief that can be examined
Socratically and posed some questions that Socrates might ask

24. regarding the belief.
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Student did not submit assignment
Work does not meet assignment expectations; no clear purpose
is provided
Assignment meets expectations with minimal depth and breath;
the discussion of main ideas is vague
Assignment meets expectations with most components being
addressed in good depth and breadth; the main ideas are clearly
explained
Assignment meets or exceeds expectations with all components
being addressed in good depth and breath; a comprehensive
account of the main ideas delineates all requirements of the
assignment
/ 10
/ 10
*
Criterion score has been overridden
Substantiated content with the course texts
Add Feedback
Student did not submit assignment
Work is not substantiated by sources or sources supplied do not
have credibility
Summarizes information gleaned from the course texts to
support major points, but does not synthesize; provides minimal
justification to support major topics
Synthesizes and justifies (defends, explains, validates,
confirms) information gleaned from the course texts to support

25. major points presented
Synthesizes and justifies (defends, explains, validates,
confirms) information gleaned from the course texts to support
major points presented
/ 10
/ 10
*
Criterion score has been overridden
This table lists criteria and criteria group name in the first
column. The first row lists level names and includes scores if
the rubric uses a numeric scoring method. Criteria
No Submission
0 points
0 %
Emerging (F through D range) (1–2)
2 points
2 %
Satisfactory (C range) (3)
3 points
3 %
Proficient (B range) (4)
4 points
4 %
Exemplary (A range) (5)
5 points
5 %
Wrote in a clear, concise, and organized manner; demonstrated
ethical scholarship in accurate representation and attribution of
sources; and displayed accurate spelling, grammar, and
punctuation
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Student did not submit assignment
Errors in basic writing conventions are sufficiently numerous to

26. prevent reader comprehension
Submission contains incoherent or inconsistent presentation of
ideas, which prevents understanding the majority of author’s
overall intent
The reader can follow the author’s overall intent as stated; there
may be errors in basic writing conventions but these do not
interfere with reader comprehension
The writer’s overall argument and language are clear and
focused, leaving the reader with no confusion about author’s
intent; the text is basically error free
/ 5
/ 5
*
Criterion score has been overridden
Used APA formatted citations and references, and used correct
structural formatting
Add Feedback
Student did not submit assignment
No attempt at Academic/APA formatting
Academic/APA format is attempted but errors are distracting
Using Academic/APA format, accurately; errors are noticeable
but minor
Using Academic/APA format proficiently; text is basically error
free
/ 5
/ 5
*

27. Criterion score has been overridden
Rubric Total Score Total Total Score
Clear Override
/ 50
/ 50
*
Criterion score has been overridden
Overall Score
Overall Score
No Submission0 points minimum
Clear Override
Emerging (F through D range)1 point minimum
Clear Override
Satisfactory (C range)35 points minimum
Clear Override
Proficient (B range)40 points minimum
Clear Override
Exemplary (A range)45 points minimum
Clear Override
Overall Feedback
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