My recent conversation with Reggie Hill, Vice Chancellor for Strategic Enrollment at the University of Missouri–St. Louis (UMSL), clarified how regional public institutions can adapt to the rapidly changing landscape of higher education. Our discussion reinforced a critical truth: enrollment management today requires both innovation and willingness to abandon outdated approaches.
Reggie outlined UMSL's unique position clearly: it's the youngest of four institutions in the University of Missouri system, primarily serving the St. Louis metropolitan area. Historically, UMSL relied heavily on transfer students from local community colleges. However, this dependence has become a vulnerability due to declining community college enrollment nationwide. Reggie emphasized the urgency of diversifying the university’s enrollment strategy to ensure sustainable growth.
One critical distinction Reggie made was the importance of redefining UMSL beyond traditional identities, suggesting it must serve as a "public urban institution with 21st-century consequence." He described the necessary shift as catering simultaneously to diverse groups—traditional first-year students, adult learners from corporate settings, transfer students, and professional education seekers—without compromising the university’s core mission.
Addressing how regional identity could be leveraged as a strength rather than a limitation, Reggie noted UMSL's advantage in not needing to compete nationally in arenas like collegiate sports or expansive branding campaigns. This regional focus allows targeted investments in access, affordability, and innovation. Notably, UMSL has pioneered initiatives like direct admissions, positioning itself as a national innovator despite its local orientation.
Reggie stressed the necessity of clearly prioritizing local partnerships. He argued persuasively that institutions must first cultivate strong support locally to weather economic uncertainty. By deepening relationships with school districts, community-based organizations (CBOs), and corporate entities, UMSL ensures ongoing relevance and stability. A particularly innovative program he highlighted was the Advanced Workforce Center, which enables employees at partner corporations to attend UMSL tuition-free, significantly strengthening corporate ties while advancing UMSL's educational mission.
However, Reggie openly discussed internal operational hurdles associated with these innovations. The established processes within a public regional institution often resist change, making new enrollment strategies challenging to implement. Successfully navigating these obstacles, he explained, required creating a "yes culture," where entrenched systems could be reevaluated, reshaped, and in some cases, entirely rebuilt. He humorously but insightfully stated, "You take it down to the studs and rebuild the damn thing," emphasizing transformative leadership over incremental adjustments.
In discussing competition versus collaboration, Reggie introduced a crucial perspective shift: regional publics should see themselves as integral parts of a broader educational ecosystem, not merely competitors vying for the same pool of students. Viewing community colleges and neighboring institutions as collaborative partners, not competitors, creates mutual benefit by expanding opportunities and supporting regional workforce needs. His point was straightforward and strategic: regional institutions succeed by aligning closely with community needs, enhancing workforce skills, and retaining local talent.
A particularly striking moment in our conversation centered on leadership succession and staff development within enrollment management. Reggie identified a significant gap created by past leaders who hoarded knowledge rather than training future leaders. He labeled this practice a "failure in leadership," asserting that successful enrollment management demands transparent knowledge-sharing, actively involving directors, assistant directors, and coordinators in strategic planning and decision-making processes.
Regarding resource allocation, Reggie underscored a fundamental principle: "The strategy informs the budget, and the budget pays for the strategy." He described a disciplined prioritization process that assesses every expense and partnership against clearly defined enrollment goals. He advocated for a ruthless yet transparent evaluation, urging institutions to cease ineffective legacy practices to redirect resources toward strategies proven to generate measurable impact.
Finally, our conversation touched upon the broader historical and societal context of higher education. Reggie drew on his background as a history major to frame contemporary challenges as opportunities rather than crises. Citing historical periods of profound transformation, such as democratic revolutions, he emphasized that current enrollment pressures might spark essential innovations that enhance higher education's long-term value and relevance.
In essence, my conversation with Reggie Hill provided a roadmap for regional public institutions navigating uncertain enrollment landscapes. The keys to success, according to Reggie, include embracing regional identity, proactively diversifying enrollment strategies, investing strategically in local partnerships, creating adaptive organizational cultures, fostering leadership development, and maintaining rigorous budgetary discipline. Rather than clinging to comfortable but obsolete traditions, institutions must view present challenges as catalysts for meaningful change and renewal.
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