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1. futurestudents.mst.edu DATA Matters: the data JourneyLondon - January 25, 2011 Using Data to Plan and Manage Admissions A View from the USA Jay W. Goff Vice Provost and Dean of Enrollment Management Missouri University of Science and Technology Rolla, Missouri, USA goffjw@mst.edu Download today’s presentation: http://enrollment.mst.edu Founded 1870 | Rolla, Missouri

2. The external environment colleges and universities operate in is changing quickly Dramatic changes in student markets Public expectations for a wide variety of high quality student services Shrinking government funding and increasing government oversight Greater needs for an institution-wide understanding of how to best react to the emerging student trends, needs and markets.

3. STILL TRUE? “University politics are vicious precisely because the stakes are so small.” -Henry KissingerUS diplomat & Harvard scholar

4. Strong Need for Degree Completion

5. Need for Completed Degrees in the US Assuming current rates of college attendance, persistence and “off shoring” do not change, analyst Anthony P. Carnevale concludes that by 2012, the U.S. will face a cumulative 10-year shortage of: • 850,000 associate degrees • 3.2 million bachelor’s degrees • 2.9 million graduate degrees National Center for Higher Education Management Systems : 55% of the population will need college degrees by 2025 in order to equal degree attainment in top-performing countries, a potential “degree gap” of 15.6 million SOURCE: College Board 2008 “Achieving the Dream of America”

6. CHALLENGE IN USAUsing Data to Redesign a University for the Future: Managing Massive Change and Succeeding Along the Way

7. Today’s Admissions/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.” Don Hossler, University of Indiana SOURCE: THE ENROLLMENT MANAGEMENT REVIEW Volume 23, Issue 1 Fall, 2007, Editor: Don Hossler Associate Editors: Larry Hoezee and Dan Rogalski

8. 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. • 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

9. The Admission/Enrollment Planning Model Meeting Goals Tactics Strategies Enrollment Infrastructure Structure, Staffing, Skills, Systems, Service Data Collection and Analysis Clear Mission and Goals Typical starting point Starting point for long term success

10. Why data is important Don Hossler PhD, Exec. Assoc. Dean for the School of Education at Indiana University Bloomington Indiana UniversityJune 23, 2009Association for Institutional Research Conference “Good institutional research can either narrow a myriad of choices to a manageable few, or give many more options when just a few seem likely.”

11. Rolla, Missouri“The Middle of Everywhere” 160 km from St. Louis 640 km from Chicago

12. Main Campus: 52 primary buildings on 284 acres

13. Missouri S&T: 90% engineering, science and computing majors 19th in Nation for Largest Undergraduate Engineering Enrollment 17th in Nation for Number of Engineering Degrees Granted to African-Americans 19th in Nation for Number of BS Engineering Degrees Granted

14. America’s TechnologicalResearch Universities WPI Rensselaer Michigan Tech Clarkson MIT SD Mines IllinoisTech Colorado Mines New JerseyTech Missouri S&T CalTech New Mexico Mining & Tech StevensTech GeorgiaTech U of A - Huntsville FloridaTech

15. University History 1870: Founded as University of Missouri School of Mines and Metallurgy (MSM) 1964:University of Missouri-Rolla (UMR) expanded curriculum and research mission 2008: Missouri University of Science and Technology (Missouri S&T) emphasizes STEM focused mission

16. Name recognition among college-bound students outside of Missouri All ACT Out-of-State SendersState Senders 4,942 391 Central Missouri State University 2,629 551 UM-Rolla 4,241 651 Southeast Missouri State Univ. 3,352 654 UMSL 4,164 728 Truman State 4,278 981 UMKC 9,221 1,000 Missouri State University 3,926 1,187 Northwest Missouri State Univ. 12,800 2,301 UMC 5,382 2,591 St. Louis University 7,343 5,331 Washington University in St. Louis SOURCE: ACT EIS, 2005

17. ADMISSION DATA in ACTION: Why Change the University Name? “Missouri S&T will better define the university as a leading technological research university. We believe the new name will help to differentiate this university in a highly competitive university market and provide a national competitive advantage.” Dr. John F. Carney, III Missouri S&T Chancellor

18. 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, • Women’s 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, • Research and Sponsored Programs • Undergraduate and Graduate Programs

20. Role of the Chief Enrollment Manager Enrollment leaders serve many roles throughout the change management process, such as that of a visionary, encourager, storyteller, facilitator, arbitrator, problem solver, manager and coach. Jim Black, AACRAO SEM 2003 CEMs are Systems Thinkers Adept at Influencing Change

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

22. Change is inevitable – except from a vending machine. Author unknown

23. 3 R’s of Enrollment Management Research • Strategic Framework: Mission, Values, Vision • Environmental Scan: Market Trends & Competition Analysis • Internal Communication and Data Sharing Plan • Evaluation and Assessment of Position in Market • Enrollment Goals, Objectives, & Assessment Criteria Recruitment • Recruitment, Marketing and Communication Plan • Campus wide Coordination of Enrollment Activities • Student Aid and Scholarship Funding Retention • Student/Customer Service Philosophy • Process Improvements & Technology System Enhancements • Student Development and Support

24. Purposes of EM are Achieved by… • Establishing clear goalsfor enrollments • Promoting students’ academic success • Promoting strategic and financial planning • Creating a data-rich environment • Improving processes, organizational/financial efficiencyand outcomes • Strengthening communications and marketing • Increasing collaboration among departments across campus

25. The Student Success Continuum The Enrollment Management Perspective Degree/goal attainment Classroom experience Co-curricular support Recruitment / Marketing Orientation Student’s college career Financial Aid Academic support Admission Retention

26. Mission Enrollments Budgets Facilities Programs

27. Case Study: Missouri S&T

28. discover. create. innovate. Our Mission: To integrate education and research to solve problems for our state and the technological world. Learn Morevisions.mst.edu

29. One of America’s Great Universities A Top Public University Missouri S&T ranked 59th among the nation’s top public universities (U.S. News & World Report, 2011 America’s Best Colleges, September 2010). Top 3 starting salaries among public universities Missouri S&T named in payscale.com’s list of highest average starting salaries for graduates (www.payscale.com, Aug. 2010) Top 5 best values among national public universities Missouri S&T ranked 5th among the nation’s national public universities and 37th overall (U.S. News & World Report, 2010 America’s Best Colleges Guidebook, September 2009). Top 20 STEM research university Missouri S&T named in Academic Analytics’ “Top 20 Specialized Research Universities - STEM” (www.academicanalytics.com, Jan. 2008) Top 25 entrepreneurial campus Missouri S&T ranked 22nd on Forbes ‘s list of “America’s Most Entrepreneurial Campuses” (www.forbes.com , Oct. 22, 2004). Top 25 best college “return on investment” Missouri S&T ranked 22nd on Forbes ‘s list of “America’s Most Entrepreneurial Campuses” (www.forbes.com , Oct. 22, 2004). Top 30 safest college campuses Missouri S&T ranked #27 in Reader’s Digest’s “Campus Safety Survey” (www.rd.com, 2008).

30. Career Success for Grads Learn Morefuturestudents.mst.edu

31. Problem…

32. 20,000 Fewer potential engineering majors College Bound ACT Tested Students Interested in Any Engineering Field > 5% SOURCE: ACT EIS 2008

33. Tuition and Fees have replaced state support as the primary resource for the operating budget * Budget OPEN – GB – INFO 2

34. Percent For Whom Financing was a Major Concern 1992-93 to 2006-07 (Selected Years) College Board, 2007 Source: CIRP

35. Division of Enrollment Management Data Specialists

36. Truly One of the Largest &BEST EVER Classes!! CONGRATULATIONS on Attracting an Outstanding Class and Exceeding the Goals

37. Goals met and exceeded! 47% Total Enrollment Growth: 2000: 4,626 2009: 6,815 41% Undergraduate Growth: 1,214 additional students 73% Graduate Growth: 682 additional students Since 2004: 60% of growth due to increased retention

38. Student retention60% of S&T’s growth since 2004 has been due to increased retention Graduation Rates 20002010 General Student Body: 52% 66%

39. Enrollment diversity

40. Students’ Home States Fall 2010 43 3 4 2 8 3 2 20 4 17 22 20 4 2 20 4 29 22 36 4 34 12 3 459 4 28 29 3 1 DC 41 4,901 128 12 20 12 18 19 56 54 Total Enrollment • 48 states & 51 nations • 70% Missouri residents • 10% minority students • 9% international students 5 7 7 16 25 125 8 6 24 1 Unofficial data until after 4th week census

41. International Student Enrollment

42. Students and Alumni fromOver 70 Countries 960 Students from China - Fall 2010

43. #1 Question:How did you do it?

44. Silver Bullet OR Strike of Lightening?

45. The Truth is……….

46. Planning with Data Research Recruitment Retention

47. How data/research is used inStrategic Enrollment Management • To target admissions efforts and predict enrollments • To recommend changes to admissions policy • To examine issues of how best to accommodate growth • To improve the educational experience of students • To identify needs of unique student groups • To project and plan for student enrollment behavior • To determine financial aid policies • To assess student outcomes • To improve retention • To build relationships with high schools and community colleges

48. 3 R’s of Enrollment Management Research • Strategic Framework: Mission, Values, Vision • Environmental Scan: Market Trends & Competition Analysis • Internal Communication and Data Sharing Plan • Evaluation and Assessment of Position in Market • Enrollment Goals, Objectives, & Assessment Criteria Recruitment • Recruitment, Marketing and Communication Plan • Campus wide Coordination of Enrollment Activities • Student Aid and Scholarship Funding Retention • Student/Customer Service Philosophy • Process Improvements & Technology System Enhancements • Student Development and Support

49. Research

50. Key Data Components to starting Strategic Enrollment Management The following four steps are fundamental to the development of a comprehensive recruitment and retention Plan • Determine the institution’s capacity to serve students by degree program and types of students (traditional, non-traditional, graduate, etc.) • Establish Goals: need to be agreed upon by all involved • Formulate Strategies based on data • Develop action plan with tactics and an operational calendar: • What exactly is going to be done • When will it be completed • Who is responsible • How much will it cost • How will you know if it has been accomplished (evaluation)