1. Collaboration and partnerships among campuses to create system-ness
July 18-19, 2017
Board of Curators Development Session

2. Functions of Multi-campus Systems
Determine, reaffirm, and occasionally alter mission of the system and constituent campuses
Advocate to the constituent campuses the needs of the state
Advocate to legislature, governor, key opinion leaders and patrons the needs of the system and the constituent campuses
Allocate operating and capital resources and missions to respective constituent campuses
Provide liaison between executive/legislative offices of state and constituent campuses

3. Functions of Multi-campus Systems (cont’d)
Mediate disputes over programs and missions among constituent campuses
Foster cooperation among campuses that can both cut costs and enlarge options for students
Audit and assess stewardship of resources, including assessment of academic programs
Foster consolidation of activities that can be done more cost- effectively on a system-wide or consolidated basis
Excerpt from Role, Scope, Mission, and Purposes of Multicampus Systems D. Bruce Johnstone

4. Why?
Higher education is in a moment of fundamental change that requires bold action to address the new needs of the 21st Century
University of Missouri System has the opportunity to lead nationally in this environment
UMS is the only public higher education system in the state
Unique capability to leverage system-ness and provide significant economies of scale for:
Lowering the cost for administrative services
Establishing a critical mass for faculty research and creative works
Sharing distance learning and online programs
Increasing outreach to each county in the state

5. Goal Over the next one-to-five years
we will mitigate risk, grow revenue and eliminate redundancies through collaboration, partnership, decentralized consolidation and
we will create efficiencies through the use of centers of expertise and technological excellence.
Through this process, we will identify resources to invest in academic excellence, including student access, success, career outcomes, and faculty research and creative work

6. Strategies
With regard to functions that are necessary across all campuses, our basic operating principle is that we will work from single systems and perform the same until there is a need to be different
Leverage areas of excellence and scale across the system for administration
IT, Finance, Human Resources, Operations, etc.
Institutional Research, International Affairs, IRB, etc.
Identify scalable academic opportunities to partner across our campuses to improve:
Student access, success and career outcomes
Faculty research and creative works
Engagement and outreach
Distance and online learning

7. Strategies
Align existing processes, policies and practices to remove unnecessary differences that hinder collaboration and to improve data consistency for internal analysis, state and national reporting
Establish single platforms for the following:
Student Information System
Learning Management System
Content Management System
Data Warehouse

8. Investments Decisions will be based on highest return to System
Administrative changes will require one-time investments to transition, particularly in technology
Start-up funding for academic partnerships will be needed with matching funds available from the System
Recurring investments in academic excellence, including market-based compensation, will be self- funded from increased collaboration and partnerships

9. Next Steps and Keys to Success
Leadership continues to build case for change and strategy with the University community
Organize ourselves with a customer service mindset focused on continuous improvement
Recognize baseline accountabilities and risks
Identify campus/unit administrative areas of strength and opportunity