Assessment Report

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enrollment.mst.edu
Whose Leader Are You? Leadership qualities
required of todays multi-tasking deans and
directors Jay W. Goff Vice Provost and Dean
of Enrollment Management Missouri University of
Science and Technology goffjw_at_mst.edu NACAC
MECA St. Louis, MO September 29, 2010
Founded 1870 Rolla, Missouri
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This Mornings Goals

• Explore the roles of deans and directors in the
  context of assuming a campus leadership position
• Examine the intricate components of leadership,
  management and campus spokesperson.
• Offer suggestions and constructive criticism on
  the balancing and effective management of a
  consistent leader

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Welcome to Missouri!
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Rolla, MissouriThe Middle of Everywhere
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Strategic Enrollment Management _at_ Missouri ST
RECORD GROWTH
DECLINING INTEREST
Succeeding while Swimming Against the Tide
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Total Enrollment Fall 2000 - 201056 Enrollment
Growth 2,580 Additional Students
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What is Missouri ST?

• A Top 50 Technological Research University
• 7200 students 5500 Undergrad, 1700 Graduate
• 90 majoring in Engineering, Science, Comp. Sci.
• Ave. Student ACT/SAT upper 10 in nation
• 60 of Freshmen from upper 20 of HS class
• 20 Out of State Enrollment
• 90 5 Year Average Placement Rate at Graduation
• Ave. Starting Salary in 2009 57,300

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Missouri ST 90 engineering, science
computing majors
17th in Nation for Largest Undergraduate
Engineering Enrollment 14th in Nation for
Number of BS Engineering Degrees Granted
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2001-2010 Enrollment Change

• 49 Increase in Undergraduates
• 53 Increase in Female Students
• 83 Increase in Graduate Students
• 124 Increase in Minority Students
• 43 Increase in Non-Engineering Majors
• Since 2005, 60 of Growth due to Increased
  Retention Rates
• 87 to 88 Retention Rate Achieved and Sustained
• 66 Graduation Rate Achieved.
• Lower discount rate from 38 to 27
• Generated over 21 M in additional gross revenues

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Understanding Affordability

• Current Undergraduate Students
• Average parent income 78,250
• Family incomes below 45,000 21
• First generation college students 31
• Pell Grant eligible students 22
• Graduation Statistics
• Approximate indebtedness 23,500
• Average 2010 starting salary 57,800

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7 Years of Strategic and Dramatic Changes

• January 1, 2008 University Name Change
• 2007 Academic Reorganization by Eliminating
  Schools and Colleges
• 2003 and 2007 Updated the Mission, Vision and
  Strategic plans.
• 2004 Office of Technology Transfer and Economic
  Development
• 2001 to 2005 New Student and Business
  Information Systems
• 2002, 2004 2007 Three New Homepages and
  Platforms
• 2003 Student Diversity Initiative
• The new goals resulted in three new units and
  champions
• Student Diversity Programs,
• Womens Leadership Institute
• Center for Pre-College Programs.
• 2002 New School of Management and Information
  Sciences
• 2002 Center for Education Research and Teaching
  Innovation (CERTI)
• 2002 - 2006 12 NEW Degree Programs and 19
  Certificate Programs,
• 128 hour limited for BS Engineering Degrees
• 2001 Administrative Restructuring and
  Formal Enrollment Management Program
• Enrollment Management,
• Distance and Continuing Education
• Research and Sponsored Programs

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Environmental Scan or Future Shock is Now!
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Noel-Levitz 2010 e-expectations report

• 46 claimed the current economic crisis caused
  them to reconsider the schools they would apply
  to or attendan increase from 34 percent just
  last year.

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Noel-Levitz 2010 e-expectations report

• 1 in 4 students reported removing a school from
  their prospective list because of a bad
  experience on that schools Web site.
• 92 would be disappointed with a school or remove
  it entirely from their lists if they didnt find
  the information they needed on the schools Web
  site.

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Challenge changes in the college-bound student
markets

• The Midwest and Northeast will experience a 4 to
  10 decline in high school graduates between 2009
  2014 (WICHE)
• The profile of college-bound students is rapidly
  becoming more ethnically diverse and female
  dominant (NCES, WICHE, ACT, College Board)
• The number of students interested in engineering,
  computer science, and natural science degrees has
  declined to record lows (ACT, CIRP)
• More full-time college freshmen are choosing to
  start at two-year colleges (IPED, MODHE)
• More students are enrolling in more than one
  college at a time (National Student
  Clearinghouse)
• Future student market growth will include more
  students requiring financial aid and loans to
  complete a degree (WICHE)

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Basic enrollment funnel

• Do not discount the value of funnel management
  and analysis

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Projected change in high school graduates
2007-2017
1
-17
-15
-23
-3
-19
4
-14
-6
13
-8
-12
-8
-14
-6
-6
-12
-6
-6
-2
53
-6
-3
10
-2
27
-4
-6
21
9
-5
1
1
-3
2
-31
14
-1
27
1
2
1
-8
0
22
0
gt 20 11 to 20 0 to 10 Decreases
-7
16
10
-9
-14
Source Chronicle of Higher Education Almanac
2006-07
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National vs. Regional Trends
WICHE, 2008
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Changes in Race/Ethnicity US
SOURCE WICHE, 2008
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Female Enrollments Exceed 57 of All College
Students
SOURCE NCES, The Condition of Education 2006,
pg. 36
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Increasing the college going rate is key
WICHE, 2008
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Labor Demand vs.. Student Interests

• Source U.S. Department of Labor, Bureau of
  Labor Statistics, www.bls.gov/emp/home.htm

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Change in Intended Major 1976-77 to 2006-07
College Board, 2007
Source CIRP
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20,000 fewer potential engineering majors
College Bound ACT Tested Students Interested in
Any Engineering Field
gt 5
SOURCE ACT EIS 2008
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Missouris 2008 student funnel for engineering

• High School Seniors 72,467
• High School Graduates 61,752
• ACT Testers/College Bound 47,240
• Any Engineering Interest (all testers) 1,768
• Any Engineering Interest, (21 testers) 1,256
• (21 MO average score / 50)
• Engineering Interest, 24 comp. score 961
• (24 UM minimum for auto admission)
• Missouri ST Freshmen Engineering 681
• Enrollees

71 ST market share
SOURCES MODESE 2009, ACT EIS 2008, PeopleSoft
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Financial Aid

• 90 of prospective college students consider
  financial aid an important factor influencing
  their college choice.
• SOURCE Education Dynamics 2010

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Percent For Whom Financing was a Major Concern
1992-93 to 2006-07 (Selected Years)
College Board, 2007
Source CIRP
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76 of families would be somewhat or very
likely to consider a more expensive institution
if it could deliver greater value.
SOURCE Longmire Company, Inc. 2009 Study of
the Impact of the Economy on Enrollment
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A Need to Look at Things with a New Perspective
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A New Perspective Difficult to Consider at
Times
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What is SEM?

• Strategic Enrollment Management (SEM) is defined
  as a comprehensive process designed to help an
  institution achieve and maintain the optimum
  recruitment, retention, and graduation rates of
  students where optimum is designed within the
  academic context of the institution. As such,
  SEM is an institution-wide process that embraces
  virtually every aspect of an institutions
  function and culture.
• Michael Dolence, AACRAO SEM 2001
• Research
• Recruitment
• Retention

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SEM Really IsAbout Student Success

• Making the entire college/university active in,
  and responsible for recruiting, retaining and
  graduating students.

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Building blocks of SEM

• Data is a core to building and sustaining a
  strategic enrollment management program.

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The Purposes of SEM are Achieved by

1. Establishing clear goals for the number and types
   of students needed to fulfill the institutional
   mission
2. Promoting students academic success by improving
   access, transition, persistence, and graduation
3. Promoting institutional success by enabling
   effective strategic and financial planning
4. Creating a data-rich environment to inform
   decisions and evaluate strategies
5. Improving process, organizational efficiency and
   outcomes
6. Strengthening communications and marketing with
   internal and external stakeholders
7. Increasing collaboration among departments across
   campus to support the enrollment program

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Core enrollment principles

• No Enrollment Effort is Successful without
  QUALITY Academic Programs
• Recruitment and Retention is an On-going,
  Multi-year PROCESS with Strong Access to Research
  and DATA
• About 80 of Enrollments come from REGIONAL
  student markets for BS/BA degrees
• The Most Successful Recruitment Programs Clearly
  DIFFERENTIATE the Student Experience from
  Competitors Programs
• The Most Successful Retention Programs Clearly
  Address Students Needs and Regularly ENGAGE
  Students in Academic and Non-Academic Programs

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Future Leadership in SEM
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2009 Witt/Kieffer survey of college and
university enrollment officers

• Todays chief enrollment officers are as involved
  in helping institutions stay mission-focused and
  financially strong as in providing strategic
  direction to their presidents and trustees.
• At the same time, an aging generation of
  enrollment leaders combined with limited
  leadership development and succession planning
  could create a significant executive leadership
  void. 

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2009 Witt/Kieffer survey of college and
university enrollment officers

• Enrollment officers at private institutions have
  more exposure to the president and board than
  those at public institutions
• Mentoring and leadership development will take on
  greater urgency in the next 5-7 years as a
  generation begins to retire
• Racial diversity among enrollment leaders remains
  rare, and is found most often at public
  institutions

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Todays Enrollment Manager

• Successful senior enrollment managers have to
  operate simultaneously on multiple levels. They
  need to be up to date, even on the cutting edge
  of technology, marketing, recruitment, the latest
  campus practices to enhance student persistence,
  and financial aid practices.
• SOURCE THE ENROLLMENT MANAGEMENT REVIEW Volume
  23, Issue 1 Fall, 2007, Editor Don Hossler
  Associate Editors Larry Hoezee and Dan Rogalski

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Hossler continued

• (Enrollment Managers) need to be able to guide
  and use research to inform institutional
  practices and strategies. Successful enrollment
  managers need to be good leaders, managers, and
  strategic thinkers.
• They have to have a thorough understanding of the
  institutions where they work and a realistic
  assessment of the competitive position in which
  it resides and the niche within which it can
  realistically aspire to compete. Furthermore, to
  be effective, enrollment managers must also have
  a sense of how public, societal, and competitive
  forces are likely to move enrollment-related
  policies and practices in the future.
• SOURCE THE ENROLLMENT MANAGEMENT REVIEW Volume
  23, Issue 1 Fall, 2007, Editor Don Hossler
  Associate Editors Larry Hoezee and Dan Rogalski

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What is included in a SEM Plan?

1. Strategic Framework Mission, Values, Vision
2. Overview of Strategic Plan Goals Institutional
   Capacity
3. Environmental Scan Market Trends Competition
   Analysis
4. Evaluation and Assessment of Position in Market
5. Enrollment Goals, Objectives, Assessment
   Criteria
6. Marketing and Communication Plan
7. Recruitment Plan
8. Retention Plan
9. Student Aid and Scholarship Funding
10. Staff Development and Training
11. Student/Customer Service Philosophy
12. Process Improvements and Technology System
    Enhancements
13. Internal Communication and Data Sharing Plan
14. Campus wide Coordination of Enrollment Activities

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Traditional Core SEM Objectives

• Establishing Clear Enrollment Goals and
  Determining Capacity to Serve
• Promoting Student Success
• Determining, Achieving and Maintaining Optimum
  Enrollment
• Enabling the Delivery of Effective Academic
  Programs
• Generating Tuition
• Enabling Financial Planning
• Increasing Organizational Efficiency
• Improving Service Levels

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Basic Analysis for SEM

• Capacity Study
• Preferred New Student Profile
• Primary Market Penetration
• Price Elasticity
• Un-met Need Gap (key for fundraising)
• Student Need/Support Alignment

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SEM Teams

• Faculty from each division
• Admissions
• Registrar
• Financial Aid
• Campus Housing
• Student Activities
• Counseling Center
• Orientation
• Teacher Training Director
• Faculty Senate Leaders

• Execs Academic, Student Enrollment Affairs
• Advising
• Info Tech
• Institutional Research
• Minority Programs
• International Affairs
• Cashier/Billing
• Pre-College Programs
• Reporting Services

NOTE SEM Teams do not replace the campus
recruitment retention committees
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5 Key Traits of Successful Admissions Offices

• EMBRACE CHANGE
• FIND A BETTER WAY
• PERFORMANCE MEASUREMENT
• VALIDATE DECISIONS
• INTERNALIZE IT
• SOURCE Longmire and Company, Bob Longmire Feb
  2010

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Todays Chief Enrollment Officers embrace Change
Management and Rarely take on just one Task

• Training
• Mediation
• Facilitation
• Systems Development
• Search for Potential Employees

• Diagnosis Assessment
• Problem Solving
• Research and Analysis
• Strategic Planning
• Organizational Process
• System Development

SOURCE Barbara Kibbe Fred Setterber (1992)
Succeeding with Consultants, Packard Foundation
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Primary Characteristics of Successful
Consultants

1. Ability to bridge goals and build trust among
   different departments
2. Respect earned through demonstration of an expert
   knowledge base
3. Understanding and communicating institutional
   vision
4. A high profile throughout the organization

SOURCE Lawrence and Lorsch (1967)
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Comparing RolesConsultant vs.. SEM Leaders

• Consultants
• A track record of presenting workable solutions
  to clients
• Ability to diagnose problems
• Ability to lead teams and generate consensus
• The ability to implement solutions (systems,
  training, budget distribution, etc.)
• Facilitate consensus and commitment to the plan
  of action
• Strong interpersonal and public communication
  skills

• SEM Leaders
• Solid foundations in job experience, education
  and a record of enrollment successes
• Strong organizational and analytical skills
• Ability to collaborate with faculty and staff
• Provide a team-work philosophy
• High energy and passion for student success and
  higher education
• Strong communication, budgeting and personnel
  development skills

ADAPTED FROM Barbara Kibbe Fred Setterber
(1992) Succeeding with Consultants, Packard
Foundation
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IHC Model in a Nutshell

• The In-House Consultant is expected to
• Actively engage and inform the campus
• Regularly take the plan off the shelf and..
• Help the rest of the campus put the plan into
  action.

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Leadership Characteristics
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STILL TRUE?

• University politics are vicious precisely
  because the stakes are so small.
• -Henry Kissinger US diplomat Harvard
  scholar

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Core Values are the Soul ofEffective Leadership

• Integrity and Truthfulness are the heart and soul
  of effective leadership
• Trust without integrity, there can be no trust
• Without Trust, leadership is nonexistent

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Leadership

• A leader is one who mobilizes others toward a
  goal shared by leader and follower
• Willis, G., Certain Trumpets The Call of
  Leaders, NY,
• Simon and Shuster, 1994

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EM Leader Change Manager
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Leadership

• Leadership is a dynamic relationship based on
  mutual influence and common purpose between
  leaders and collaborators in which both are moved
  to higher levels of motivation and moral
  development as they effect real, intended
  change.
• Roast, J, Leadership for the 21st Century
• New York, Praeger, 1991

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Attributes Of The Effective Leader

• The ABILITY to
• move multiple constituencies
• be flexible and tolerant of disparate positions
• be savvy about the political/social landscape
• create coalitions, partnerships and
  collaborations
• nurture interdisciplinary and cross-cultural
  approaches
• The WILLINGNESS to
• take risks and push the envelope
• challenge traditional values and the status quo
• exhibit tenacity and sustained resolve

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Ingredients for Successfuland Effective
Leadership

• Agreement on process of establishing common goal
• Agreement on common good (GOALS)
• Context
• Environment
• Agreement on outcomes (success) measures or the
  intended change

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The Test of Leadership

• Are those who would participate in leadership
  equipped to serve the common good?

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Is Change Needed in Academia?

• "Thirty years from now the big university
  campuses will be relics.. (Residential)
  Universities won't survive. It's as large a
  change as when we first got the printed book.
  -Peter Drucker Forbes, June 16, 1997
• Academia (business schools in particular) need to
  respond to the wake-up call and recognize that
  inflexibility and the failure to respond quickly
  and decisively to environmental change can be
  dangerous.
• -Andrews, Flanigan and Woundy (2000)

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• The only person who likes change is a wet baby.
• Attributed to Mark Twain

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• Change is inevitable except from a vending
  machine.
• Author unknown

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Summary Thoughts Influencing change is the core
of leadership!

• Leadership is about creating a caring culture
  People Come First!
• Leadership is the practice of helping people
  envision and participate in creating a better
  world
• Leadership is about exceeding expectations
  (Disney)
• Leadership is about comfort with power and the
  ability to share it.

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Creating a Sustained Culture of Caring
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Leadership Signifies The Act of Making a
Difference

• Leadership is at its best when vision becomes
  strategic, the leaders voice persuasive and the
  results become tangible

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Steps in Transformative Change

• 1. Establishing a Sense of Urgency
• 2. Forming a Powerful Guiding Coalition
• 3. Creating a Vision
• 4. Communicating the Vision
• 5. Empowering Others to Act on the Vision
• 6. Planning Creating Short-Term Wins
• 7. Consolidating Continuing
• 8. Institutionalizing New Approaches
• SOURCE John P. Kotter

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Change in Higher Education

• Structure
• Student Needs
• Funding and Fund-Raising
• Administrative Requirements
• Workload Demands
• Knowledge Demands
• Technology
• Communications
• Growth of Information and Curriculum Change

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How do YOU Respond to Change?

• Do you dread it?
• Do you initiate it?
• Do you avoid it?
• Do you reject it?
• Do you embrace it?
• Do you go along when you have to?
• Do you work to control it?

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Embracing Core Competencies
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Understanding the Impact of a New generation of
students Millennial Enrollments

• Majority of students take nomadic paths to degree
  completion
• almost 60 of students graduating from college
  attend more than one institution, a number that
  has steadily risen
• 35 of students attend three or more
  colleges/universities before they graduate

SOURCES Hanover Research Council 2009, College
Board Arts Sciences Group 2008, STAMATS 2008
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Defining Core Competencies

• A core competency is a specific factor that an
  organization sees as being central to the way it,
  or its employees, works.
• It fulfills three key criteria
• It provides consumer/student benefits
• It is not easy for competitors to imitate
• It can be leveraged widely to many products and
  markets.

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Defining Core Competencies

• Core competencies are particular strengths
  relative to other organizations in the industry
  which provide the fundamental basis for the
  provision of added value.
• It is communication, an involvement and a deep
  commitment to working across organizational
  boundaries. Few organizations are likely to build
  clear leadership strengths in more than five or
  six fundamental competencies.
• They culminate in the total value delivered by an
  organization.

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Types of Core Competencies

• technical/subject matter know-how
• a reliable process or experience
• close relationships with industries and employers
• campus culture, such as faculty/staff dedication

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Keys Indentifying Competencies

• Truly know your competitors - by degree program
  if possible
• Strengths must be regularly agreed upon by
  faculty and institutional assessment data
• The best competencies are externally verifiable

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Summary Thoughts
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SEM Leaders Plan for Change

• EBRACE DATA
• Build Awareness of the Environmental Issues
• Identify and Illustrate your Unique Value
  Proposition through Institutional Core
  Competencies
• SET CLEAR GOALS
• Desired New Student Class
• Retention and Graduation Rates
• Affordability Standards and Systems
• IMPLEMENT A TEAM CULTURE
• Establish Managerial, Service and Operational
  Philosophies

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Core Enrollment Management Performance
Expectations

• Managerial Philosophy
• Follow the Platinum Rule Do unto others as you
  would prefer them to do unto you
• Student Service Philosophy
• Find ways to say YES
• Operational Philosophy
• Make data based decisions do the basics better
  than everyone else

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Embrace Change The Perspective
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Dont Let This Perspective Happen!
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Choose this Perspective Lead and Soar!
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enrollment.mst.edu
Whose Leader Are You? Leadership qualities
required of todays multi-tasking deans and
directors Jay W. Goff Vice Provost and Dean
of Enrollment Management Missouri University of
Science and Technology goffjw_at_mst.edu NACAC
MECA St. Louis, MO September 29, 2010
Founded 1870 Rolla, Missouri