Missouri State University (MSU) is a four-year public university with approximately 24,000 students. For approximately 20 years we had enjoyed continued moderate enrollment growth. During this time, the University’s enrollment management goals and initiatives were vaguely listed in the university’s long range plan and led by an executive enrollment management committee (EEMC), chaired by the chief enrollment officer (CEO).

As the enrollment landscape regarding demographics, competition, perceptions of higher education and the value of a degree, etc. began to change, we began projecting enrollment declines, especially among first-time freshmen and new transfer students, starting in 2019. Based on this expected shift and a change in leadership, we decided to develop a SEM plan during the 2019-20 academic year. Initial work began in August 2019. The new chief enrollment officer met weekly with the president’s cabinet. An organizational structure was created, charges were developed, chairs were assigned, and membership was determined. The EEMC was disbanded.

The structure included a Senior Leadership team of the President, VP for Student Affairs, and Provost; a steering committee, four councils: a) Recruitment, b) Retention & Completion, c) Academic Programs & Deliveries, and d) Marketing & Communication; a Data Support Team; and multiple subcommittees, including one with community members and alumni. And the President set a directive for regular updates and approvals to take place with the University’s Board of Governors (BOG).

In September a campus-wide kickoff took place with over 225 participants. It included presidential remarks, a consultant presentation on the academic marketplace and involving the academic community in SEM, and discussion regarding the logistics of the SEM process. High level SEM principles were shared to set the tone for the process.

After the kickoff the councils began working through their charges and establishing subcommittees. MSU partnered with AACRAO Consulting and councils were trained on goal, strategy, and tactic development. The initial principles were used to help create seven specific SEM goals, approved by the BOG in December.

The next phase was to develop strategies for each goal, beginning with a campus townhall meeting in January, which included presidential remarks steering committee and council updates regarding initial ideas for strategies, and feedback from the audience.

Final development of the SEM plan was to consist of the goals and strategies. Meanwhile, the councils and other stakeholders would continue to work on the development and implementation of tactics, and plans for a reduced but continued SEM structure were set.

When the campus closed and the University transitioned into a crisis mode due to the pandemic, the SEM plan was put on temporary hold. MSU is now engaging in strategic planning that will restart the SEM plan process in correlation with a new university long range plan.

Submission ID:

13593

Presenter(s):

Rob Hornberger Missouri State University