Objectives to Achieve Modest Growth and Diversity

Conduct market analysis to determine viability of current programs and content areas for future programs

Develop comprehensive marketing program for alternative pathway programs

Provide adequate support (i.e., advising, tutoring) for students in alternative pathway programs

Establish an executive enrollment management committee to develop an enrollment management plan that includes targets for various segments of the University’s enrollment and strategies for achieving those targets. These segments include (but are not necessarily limited to) the following, some of which overlap: 

• Undergraduate degree-seeking
• Graduate degree-seeking
• Non-degree and certificate-seeking students
• High school dual enrollment
• International students
• Students predominantly enrolled in evening, online or off-campus programs

In developing the plan, the committee will consider internal and external factors that influence enrollment as well as the balance between enrollment and net revenue. Enrollment management plans of the academic units must be integrally tied to the overall plan.  As such, deans will continue to update their enrollment management plans annually.  Additionally, the plan must incorporate diversity goals listed below. 

The plan will be published online, reviewed annually and revised as needed to optimize enrollment potential based on trends and changes in demographics, market demand, federal and state policies, and other factors that influence enrollment. The online plan will also include an annual progress report.

Diversity recruitment:

Note: The following are in addition to the above efforts which will target all students.

• Focus new admission counselors for diversity, outreach and recruitment on 8th through 10th graders to strengthen the pipeline for minority students
• Develop a database of youth ministers at predominantly minority churches to serve as contacts for the recruitment effort
• Continue to expand the STEP conference

Continue to establish a network of partner universities that prepare and send their students to MSU for further study 

Expand recruiting efforts through the MSU international recruiting specialist, including efforts to diversify MSU's international population

Continue to expand connections through U.S. Department of State, Commerce Department and other governmental units that support international students coming to the U.S. 

Continue to work collaboratively through the Study Missouri consortium to bring more international students to Missouri 

Expand programming through the International Center

Refine policies and funding models to enable departments to meet demand in an optimal fashion

Utilize CPI data in the development of fee structures for presentation to the Board of Governors

Annually assess our tuition and fees in comparison with other public universities in Missouri

Focus the efforts of the Student Success/Retention Committee on examination of data

Expand first-year retention efforts such as curricular and living learning communities and integrated service-learning based on analysis of student success data

Focus interventions on students most at-risk (based on analysis of data—not just academically at-risk)

Provide opportunities for timely completion of degrees by scheduling for Student Success

Focus the efforts of the Student Success/Retention Committee on examination of data

Communicate student success data and tactics to all departments to develop a unified focus on student success

Continue course transformation efforts focused on improved student learning outcomes

Utilize transfer task force to develop success strategies

Include focus on transfer students in the Student Success/Retention Committee data analysis

Develop specific strategies to reach transfer students such as transfer student orientation

Continue Transfer Advisor Workshops and distribute Transfer Advisor Guides to all advisors

Appoint a transfer advisor along with a back-up transfer advisor for each department to ensure advisor availability

Use MDHE definitions and determine baseline data for non-STEM critical workforce degrees from which strategic planning targets may be generated

Increase recruiting efforts in STEM disciplines

Provide adequate academic support for STEM courses

Improve recruiting and retention of women and historically excluded groups

Ensure student awareness of examination (e.g., inform students during first-year, include in degree audit)

Build student pride in exam results—results reflect on the value of their degrees at Missouri State University

Determine most effective means of test administration (e.g., as part of capstone courses or through college)

Ask college to set aspiration goals for Major Field Tests and determine ways to meet goals

Create networking groups of faculty and teaching staff interested in course redesign (priority will be on general education courses)

Create networking groups of faculty and teaching staff interested in course redesign

Create teaching fellows to engage in 2-year course redesign projects

Offer workshops and training opportunities for faculty and staff engaged in course redesign

Create a task force to examine the technology needs (infrastructure) and personnel needs required to support course redesign and distance delivery

Encourage meaningful conversations among faculty in every department regarding important learning outcomes to target for students

Encourage meaningful involvement in the assessment cycle process at the programs and department level

Support the increasing number of blended courses providing experiential and active learning experiences for Next Generation students

Procure software, technology and tools necessary to allow faculty and students to develop interactive multimedia activities

Establish priority for purchase of streaming media server technologies for academic support

Increase the use of online collaborative tools for synchronous meetings and classes

Provide personnel support for the in-house development of the interactive multimedia modules in support of course redesign

Enhance the University’s course management system through the acquisition of building blocks and integrate it more fully into existing and future administrative systems

Support the increasing number of courses and degrees available through online delivery methods

Procure software necessary to allow faculty and students to develop interactive multimedia activities

Establish priority for purchase of streaming media server technologies for academic support

Increase the use of online collaborative tools for synchronous and asynchronous meetings and classes

Provide personnel support for the in-house development of the interactive multimedia modules in support of online course development

Enhance the University’s course management system through the acquisition of building blocks and integrate it more fully into existing and future administrative systems