What is Bethany College's most popular study abroad program?
Monday, October 29, 2012
Saturday, October 27, 2012
Friday, October 26, 2012
Thursday, October 25, 2012
Wednesday, October 24, 2012
A working lunch at Christman Manor today with members of the Athletic Management Council of Bethany College as we begin the process of the Institutional Self-Study for the NCAA (completed once every five years). Pictured with me: Jan Forsty, front left, (Senior Woman Administrator and Associate Director of Athletics); Tim Weaver, front right, (Director of Athletics and Recreation); Aaron Anslow, back left (Assistant Professor of Art and Faculty Athletics Representative); and R.J. Zitzelsberger (Director of Enrollment Management and NCAA Compliance Officer).
Tuesday, October 23, 2012
Tuesday, October 16, 2012
Mission Possible: Keeping Private Higher Ed Affordable and Relevant
(The Huffington Post,
October 16, 2012)
A tuition and student-aid
survey released on October 5 by the National Association of Independent
Colleges and Universities (NAICU) indicates that although "published
tuition and fees" at our private institutions increased 3.9 percent, on
average, it's the lowest such rate increase in some 40 years. Institutional
student aid -- typically in the form of scholarships -- went up 6.2 percent,
offsetting the sticker price of tuition, room and board.
Writes NAICU President David
Warren in an email to member presidents, "While the financial challenges
facing students and their families are still very real, this year's survey
provides encouraging news."
It's good news indeed as
college enrollment managers struggle to push their brands beyond the recent
economic downturn and hit freshman recruitment targets. At my institution,
Bethany College, we're increasingly selective but still driven by the right
numbers. Our marketing program yielded 330 incoming students this fall,
bringing total enrollment to around a thousand and demonstrating our ability to
attract top-notch students looking for a unique educational experience at West
Virginia's oldest and most scenic college. Our first-tier national liberal arts
listing in US News & World Report certainly
helps (Bethany is the only West Virginia institution to be included in the
first-tier rankings), along with our stellar academic reputation and an
intensive career-development program offering plentiful internships,
study-abroad opportunities, and professional networking with our well-placed
alumni.
Add in abundant financial aid
(Bethany grants) totaling over $9 million annually, our small
student-to-faculty ratio and the latest campus amenities, among other features,
and Bethany makes a persuasive case for enrollment.
Yet when I speak to
prospective students and their families during our regular campus visitation
days, I am ever mindful of their bottom-line thinking. I can read it in their
faces: Is this the right college for the money, yielding the right
results?
Naturally, my answer is
consistently yes, and we can prove it. For one thing, the length of time needed
to earn a degree recommends us. The nationwide average is over five years and
rising. This additional time increases the cost of a student's education. At
Bethany, our students complete their degrees within 4.5 years.
So I encourage prospective
students and their families to think long-term value, not just react to our
advertised cost. Meanwhile, my advice to our enrollment team is to listen very
carefully to what students and parents are asking about -- successful career
starts, comfortable residence halls, co-curricular activities, campus safety,
and, above all, return on investment. As Chronicle of Higher Education vice
president and editorial director Jeff Selingo in the September 2012 issue of
CASE Currents magazine notes, "Today parents and
students want answers to three questions: 'What and how will I learn?'; 'Will I
get a job?'; and 'Will I make enough money in that job to pay for the debt I
incur?'"
Such questions have the ring
of marching orders, especially for independent colleges and universities where
the traditional classroom model still predominates, where the budgets are
enrollment-driven and where the imperative of customer service runs strong.
It's as if our clients are saying, "We like who you are, and you've made a
great first impression with a lovely, tradition-minded campus with caring faculty,
where people still perform Shakespeare. Now, prove your real worth."
I hear them. Underscoring
institutional strengths is vital to building and maintaining enrollment.
Examples of attractive features might include an innovative mix of traditional
and non-traditional programs; online, three-year options in selected
disciplines; and international and synergistic partnerships with like-minded
(peer) institutions. Small private colleges can often move faster to build new
partnerships that enhance attractiveness to students. An example is
collaborating with larger institutions to offer bachelor's-to-master's programs
in popular career fields like health, information and systems management. In a
matter of a few months, Bethany launched just such a program with Carnegie
Mellon University last spring.
As higher education continues
to be a consumer-driven business, we can take heart from the enduring
popularity and reputation of the private, liberal arts college, and take
inspiration from those students and families who still look to us as their
preferred choice for a comprehensive, student-centered educational experience.
That the market has become ever more competitive, our campus model ever more
costly to maintain and our case for enrollment in need of ever more clarification
and persuasion should not diminish our confidence in planning for the future.
But consumer satisfaction and commitment depend on the plans we make now to
remain affordable in cost, relevant in mission and rewarding in value. And we
have no choice but to be at the top of our marketing game.
As I am reminded each autumn,
our future is foretold in the faces we see on campus visitation days: willing
and hopeful, but insistent.
Dr. Scott D. Miller is
president of Bethany College and M.M. Cochran Professor of Leadership Studies.
Now in his 22nd year as a college president, he serves as a consultant to
college presidents and boards.
Monday, October 15, 2012
Friday, October 12, 2012
Wednesday, October 10, 2012
Tuesday, October 9, 2012
Monday, October 8, 2012
Saturday, October 6, 2012
Just finished a special dedication honoring a distinguished family's long history with Bethany College. Members of the Bado family have graduated from Bethany across five decades since the 1950s. Their campus activities, notably within our Greek community, have been indicative of their love for Alma Mater, their willingness to serve, and their generous spirit as Bethanians. The commonly-known "Greek Hill" will henceforth be known as "Bado Place." The dedication recognizes: George Walter Bado, Sally Schreiver Bado, George McKenzie "Ken" Bado, Angela "Angie" Ryder Bado, Matthew Schreiver Bado, and Mark Alan Bado.
Moments ago, recognizing the Jay Buckelew Endowed Fund to be used to further the outstanding level of teaching, scholarship, and service in the biology program. Now Professor-emeritus, Jay retired last year after 43 years on the Bethany College faculty. A wonderful tribute to an outstanding educator who dedicated his life to this College. Thanks to Donna L. Smith '74 and James E. Gerb '77 for lending their names and valued leadership to launch the fund and therby continue Dr. Buckelew's legacy at Bethany.
Great turnout last night in the Renner Art Gallery for the annual Homecoming Alumni Exhibit. Contributing artists included: Aaron Anslow (2006), Frank Ballato III (2004), Josh Beck (2002), Marjorie Valentine Card (2013), Richard Creighton (1987), Brennan Davies (2014), Lora Jude DeWolfe (2001), Perricle Fazzini (1986), Brenda Sorice Girod (2004), Jason Hartz (2000), Elizabeth Kletzli (2013), Kenn Morgan (1971), Dennis Pavan (1972), Kirstie Pomilio (2012), Mat Robinson (2012), Jennifer Smith (2009), Kayla Smuck (2013), Cheryl Sorice (2003), Victoria Spriggs (2013), Richard Strassguetle (2012).
Three stellar student-athletes who completed their athletic careers at Bethany College during the 2011-12 academic year were recognized last night by the Bethany College Athletic Hall of Fame: Eric Walker (football) was recognized with the William Hanna Award; Carrie Talkington (volleyball) received the Susan Hanna Award; and Megan Hoffman (volleyball) was tabbed for the Scholar Athlete Award.
Thursday, October 4, 2012
Bethany College trustee Dr. G. Daniel Martich, Chief Medical Information Officer and Associate Chief Medical Officer at University of Pittsburgh Medical Center, was recognized by Bethany Board Chair Greg Jordan at the Fall Board of Trustees Meeting Thursday at the Mountainside Conference Center. Dr. Martich facilitated the recent agreement between Bethany and Carnegie Mellon University for six dual degrees (BC bachelors degree & CMU accelerated masters). He was also the Bethany Fall Convocation Speaker.
Tuesday, October 2, 2012
Presidential Perspectives
(This month's issue of Presidential Perspectives, a presidential thought series, published by Scott D. Miller and Marylouise Fennell with support of Aramark Higher Education).
This month's chapter is titled "Higher Education's Non-Commodifiable Public and Private Benefits."
This month's chapter is titled "Higher Education's Non-Commodifiable Public and Private Benefits."
Monday, October 1, 2012
Performing the Critical Post-Mortem on Your New Entering Class
(Enrollment Manager, October 2012 – by Scott D. Miller and Marylouise Fennell)
Summer is over, a new class is
comfortably tucked in and you can relax and celebrate your recent recruitment
efforts while marveling at the numbers and the profile of the incoming
class. Does this scenario sound
familiar? So it is reported on many
campuses throughout the country.
Now is not, however, the time for
complacency. Rather, it is the time to
evaluate this achievement and plan constructively for next year’s class. An enrollment-cycle post-mortem to analyze
what worked and what did not can be essential to ensuring future success.
Dr. James L. Fisher, president-emeritus
of the Council for Advancement and
Support of Education (CASE), once said , “A college or university that is
standing still is going backwards.” So
often we hear of colleges that have a good year in enrollment followed by a
downturn in the following cycle because of unwarranted complacency. Now, when the momentum is high, is the ideal time
for the institution to plan for even greater productivity, rather than to make
the too-common mistake of becoming caught up in the hoopla of today’s accomplishment.
Effective college presidents regularly
demand a focused analysis by their chief enrollment officers. At the completion of each recruitment cycle,
presidents should request an evaluation of:
·
Overall
numbers and the accompanying academic-preparedness profile;
·
Effectiveness
of financial aid packaging;
·
Effectiveness
of recruitment publications;
·
Effectiveness
of technology (including e-blasts, personalized URLs, the web, and social media);
·
Effectiveness
of the call center;
·
Effectiveness
of the chief enrollment officer and director of financial aid;
·
Effectiveness
of all support staff;
·
Effectiveness
of staff travel programs;
·
Productivity
of college fairs and search pieces.
The bottom line is whether the process is
producing desired (planned) results; if not, what adjustments need to be made?
Only the kind of analysis described above can provide the needed perspective. Because
objectivity is difficult when one is so close to an institutional process, we
recommend using an outside enrollment consultant and/or formal research to hone
next year’s “funnel,” staffing and procedures.
One effective president in the Mid-Atlantic
region utilizes “Survey Monkey” to question students (and parents) who deposited
but who ultimately did not enroll. The president then randomly calls some of
the responders to collect additional data.
He uses the same technique with students who transfer to another
institution. “The results are amazing,”
he reports. “I get good, candid feedback,
and from time to time, we do get students to re-enroll after a disappointing
experience somewhere else.” He indicated
that he has used this approach successfully for more than a decade.
Another president in the Midwest annually
uses an enrollment consultant to give a “fresh set of eyes” to the
process. “We’ve had a successful
operation for many years,” he noted.
“But evaluative comments and new ideas always spark a better discussion
when they come from outside the organization.
Outside counsel can say things in a way the insiders often can’t.” He has utilized John Dysart of The Dysart
Group in this capacity for nearly 20 years.
Highly effective presidents go a step further. Always thinking ahead, they convene summer
planning retreats to set the desired marketing tone on campus. They constantly challenge their campuses to look
at new enrollment opportunities.
Currently, that approach might include an innovative mix of traditional
and non-traditional programs; online, three-year options in selected areas; and
international and synergistic partnerships with “like-minded” institutions.
The president of a selective liberal
arts college in the South proudly reels off a list of dual-degree programs with
a highly selective private research
institution that creates a “value added” for students. “They can take a prescribed curriculum for
three years with us,” he notes, “then attend the other institution for 1 ½ to 2
years…earn two world- class degrees and be in the workforce within a shorter
period of time, ultimately saving thousands of tuition dollars for his or her
family.”
The completion of a recruitment cycle
often compels a staffing change.
Presidents with whom we work add that this is the most competitive
market in years for the recruitment and retention of admissions and financial-aid
leaders and staff. We recommend
experienced search consultants to evaluate critical staffing positions as an
effective return on investment, and we are always happy to suggest specific
consultants upon request.
# # #
Dr.
Scott D. Miller is President of the College and M.M. Cochran Professor of
Leadership Studies at Bethany College in West Virginia. Now in his third college presidency, he has
served as a CEO for nearly 22 years. He is Chair of the Board of Directors of
Academic Search, Inc. , Washington, D.C.
Dr.
Marylouise Fennell, RSM, a former president of Carlow University in Pittsburgh,
PA, is senior counsel for the Council of Independent Colleges (CIC) and
principal of Hyatt Fennell, a Higher Education Search Firm.
They
have collaborated on nine books, including “President to President: Views on Technology in Higher Education
(2008)” and “Presidential Perspectives: Strategies to Address the Rising Cost
of Higher Education” (2012.) They are
regular columnists for College Planning and Management and Enrollment Manager.
Both serve as consultants to college presidents and boards.
The Spirit—and Importance—of Giving
(The President's Letter, October 2012)
As I travel the country meeting with
alumni and friends of Bethany, providing updates on the progress of the College
and the many noteworthy accomplishments of our faculty, staff and students, I
am reminded of the steadfast loyalty of Bethanians of all generations.
Many have heard me say that in 22 years as a college president at three very
different institutions, never have I
seen a college or university in which graduates openly express their love for their
alma mater to the extent that Bethany alumni do. Whether the accolades come from corporate
chief executive officers, church leaders or educators, I have heard countless
stories of the influential—indeed, transformational—powers of this historic
place and the roles Bethany has played in shaping both the personal and
professional philosophy and direction of its graduates.
The consistent and fervent support of
Bethanians reflects a true and inspiring spirit of giving that often is also expressed
through generous financial contributions.
Vice President for Institutional
Advancement Sven de Jong recently provided me with an update of progress on our
capital campaign, “Transformation Now: The Campaign for Bethany
College.” To date, he noted, total gifts and pledges have exceeded $44
million. Over the past four years, most of these gifts have come from alumni of
the College who recognize that what we charge in tuition and fees represents
just a fraction of what it costs to operate our 1,300-acre campus, to provide a
world-class education and to remain competitive as a nationally ranked
institution.
Although our campaign continues, we have
already funded many key components of our 10-year, $68 million campus master
plan. They include:
- Major renovations to buildings (Cochran Hall, Hurl Center for Education, Christman Manor, Cummins Community Center, Benedum Commons, and Bethany House);
- Expansion of facilities (artificial turf, all-weather track, lights and expanded locker rooms at Bison Stadium; 200 new parking spaces; Bethany Beanery in Morlan Hall);
- Academic initiatives (the Matthew Quay Ammon Professorship in Mathematics, the McCann Family Student Investment Fund, the John R. Taylor Award in Liberal Arts, the Cooey-Davis Experiential Learning Fellowship, Cooey Value Added Award and a wide variety of endowed funds);
- Technological and instrumentation upgrades (including Bethany’s participation in the Bowen Central Virtual Library of Appalachia).
Along with 31 new endowed funds
established through giving, these and other achievements represent highly visible
areas of support that are greatly appreciated. Moreover, during these
very difficult economic times, The Bethany Fund has been essential to the
College’s operational stability.
The Fund provides support for salaries, faculty and staff development, travel,
scholarships, the student work program, campus upkeep and much more.
Now, more than ever before, the need for
alumni participation is critical. Whether or not you play the college-rankings
game, it’s a reality that prospective students and their families, guidance
counselors and others do give credence to external rankings of colleges and
universities, ratings which are in part influenced by participation of alumni
in their institutions’ annual funds.
Further, as we visit with foundations, businesses, corporations and
wealthy individuals, we are frequently asked about our alumni participation
rate. While it is a respectable 11 percent above the national average, it
still lags 10 percent behind that of our peer national liberal arts
colleges. Although our endowment ranks first among private colleges in West
Virginia, it is just one-tenth the amount of the very top of national liberal
arts colleges nationwide.
In addition, planned gifts (trusts and
estate gifts) form the foundation of success for most private colleges.
As you make your estate plans, don’t forget Bethany. Providing for your
alma mater is easy to do, and although you won’t see your impact immediately,
you will enjoy the satisfaction that comes from building a legacy from which future
generations will benefit. Truly, it is a gift that keeps on giving.
Our fall Phonathon is now underway with
a team of students reaching out to alumni and friends throughout the
country. These are students who are calling seeking support for
scholarship funds that help underwrite their education. Please answer
your phones, visit with our students and make a thoughtful gift that will
impact the lives of many for years to come. Or make a gift now by
clicking on the “Give a Gift Now” link on the front of our web site (www.bethanywv.edu) .
The academic profile of the Class of 2016 is the strongest in 12 years and one
of the most impressive in 30 years. Clearly, our numbers are growing, but
so is the need to provide a first-rate education. Every gift and every
dollar counts. Thanks in advance for your generous support.
Subscribe to:
Posts (Atom)