1. 22 April 11-12, 2013 University of Missouri System-wide Strategic Planning Strategy, Themes & Levers April 2013

2. 23 April 11-12, 2013 Strategic Planning Timeline Develop draft strategy statements June Workshop Establish situational awareness Identify key “themes” and “levers” Learn principles of ideation October Workshop Make case for change Build consensus Finalize strategy statement, themes and levers November - February Learn to identify, plan and measure activities that will support the strategy, theme and levers March Workshop Plan activities Engage activity owners Develop financial plans Identify metrics Develop final strategic plan April – June Output Draft strategy statements Draft themes and levers Finalized strategy statements, themes and levers Draft activities and metrics Final strategic plan with detailed activities and metrics © Copyright 2012 Innosight LLC

3. 24 April 11-12, 2013 A strategy statement is not a mission statement: Strategy should be supported by a portfolio of actions that enables the organization to overcome inevitable failures and still achieve its goals Categories of Actions that support a Theme An area of focus related to the strategy statement that can be explored further to help implement the strategy Actions = the tactical components of the strategic plan, the activities you undertake to achieve your strategy OBJECTIVE = Measurable & time bound SCOPE = Who & what is served ADVANTAGE = The value proposition Themes Lever Mission Why we exist Values What we believe in & how we will behave Strategy What our competitive game plan will be Actions

4. 25 April 11-12, 2013 Strategy Responses to the Planning Goals  Emerging Trends: What emerging forces and trends in the education environment have the greatest influence on your strategy? Why?  Innovative Tactics: What specific elements of your strategy involve new or innovative means of addressing or embracing emerging trends?  New Approaches: What will your strategy require your campus to do that is different than what you are doing now? What will you do more of? What will you do less of?  Best in Class: Where will you be best in class? In what specific ways will your strategy help your campus become or remain best in class?  System Collaboration: In what specific ways will your strategy benefit from or enable collaboration across the system?

5. 26 April 11-12, 2013 Missouri S&T: Invest in Your Future Cheryl B. Schrader, Ph.D. April 12, 2013

6. 27 April 11-12, 2013 Strategy Statement Missouri S&T will provide by 2020 a top return on investment among public research universities to students, employers, research partners, and donors through extraordinary access to renowned expertise, services and experiential learning opportunities.

7. 28 April 11-12, 2013 Emerging Trends Forces and trends  Pace of technological change  Accountability, affordability, accessibility  Changing demographics and globalization  High demand for more STEM and technically-literate graduates Themes that best address these trends  Inspire creative thinkers and leaders for life-long success  Achieve sustainable growth to ensure best return on investment  Facilitate meaningful access to and interaction with renowned faculty, staff and services Levers that best address these trends  Experiential learning for all students  A lifetime engagement strategy for students and alumni  Embrace technology to enhance student learning and increase faculty productivity  Promote inclusion to compete in a global environment

8. 29 April 11-12, 2013 Missouri S&T will become the institution of choice for partners seeking a highly qualified, talented and creative workforce; innovative research; tailored educational programs, products and services; and technology and ideas that help solve the world’s grand challenges Innovative Tactics  Focus on six key customer groups that each represent a revenue stream critical to ensuring sustainability  Provide top return on investment (ROI)  Facilitate extraordinary access to renowned expertise, services and experiential learning

9. 30 April 11-12, 2013 New Approaches We will do more…We will do less…  Innovative, experiential learning opportunities  Define and focus on jobs to be done for key customers  Collaboration – within S&T and UM System and with other strategic partners  Non-strategic hiring  Silo thinking and decision making  Non-focused, non-selective interactions

10. 31 April 11-12, 2013 Best in Class What sets S&T apart?  Direct, personal access  Experiential learning for every student  Innovative public-private partnerships S&T is committed to providing an inclusive environment that fosters creativity, innovation and an entrepreneurial spirit in all we do—from ground-breaking research to modes of learning to sustainable business practices

11. 32 April 11-12, 2013 32 UMKC’s Strategic Plan Leo Morton April 12, 2013 Board of Curators

12. 33 April 11-12, 2013 33 STRATEGY STATEMENT By 2020 UMKC will grow enrollment to 20,000 and increase graduation rates 10% by ensuring student success through a small-college experience as Kansas City’s community-engaged urban research university while leveraging our strengths in the visual and performing arts, life and health sciences, and entrepreneurship.

13. 34 April 11-12, 2013 34 EMERGING TRENDS What emerging forces have the greatest impact on your strategy? Use of technology in student learning Responding to demographic changes Fiscal challenges facing higher education Identify three levers that best address the emerging trends above: NCAT Course Redesign, expansion of online learning Ensure that UMKC is supporting the needs of post-traditional learners & a diverse student body Long term fiscal plans for generating new revenue sources

14. 35 April 11-12, 2013 35 INNOVATIONS  Online & distance offerings Off site DDS programs Dual enrollment programs with the community colleges  Partnerships Dual degree programs with other Universities, e.g., engineering program with Rockhurst Six-year law degree Five-year bachelor’s/master’s degrees  Arts passport program  Data analytics to drive student success

15. 36 April 11-12, 2013 36 NEW APPROACHES What we will do more of: Online & distance learning Partnerships Data analytics to guide & inform student success strategies What we will do less of: Reduce non-essential courses Eliminate low-producing programs Utilize technology to reallocate staff & faculty time to student-centric activities

16. 37 April 11-12, 2013 37 BEST IN CLASS Areas where we will become or remain best in class Student-centered research university Visual and performing arts Life & health sciences Entrepreneurship Identify levers that will drive this ambition Improving advising & student success, e.g. support for exploratory students through University College Creation of the Arts Passport Program Develop research Centers of Excellence in the life & health sciences Enhance our tech transfer office

17. 38 April 11-12, 2013 38 Strategic Directions University of Missouri–St. Louis Five Essential Questions Thomas F. George April 2013

18. 39 April 11-12, 2013 39 Strategy Statement By 2018, UMSL will increase the annual number of degrees conferred by 20% through an enriched UMSL experience with enhanced relationships and more research and community engagement integrated into student learning to fulfill our metropolitan land-grant mission.

19. 40 April 11-12, 2013 40 Emerging Trends What emerging trends and forces in the education environment have greatest influence on your strategy, and why?  Greater accountability.  Questioning the value of higher education.  Decreasing state support and federal funding.  Increasing metropolitan regional population.  Growing non-traditional student population.  Rising costs combined with growth in low-income students.  Advances in technology.

20. 41 April 11-12, 2013 41 Innovative Tactics What specific elements of your strategy involve new or innovative means of embracing trends?  Greater focus on students, leading to a more vibrant UMSL Experience.  Shared learning and research with community organizations.  More connections between faculty research and student learning.  Enhanced use of technology.

21. 42 April 11-12, 2013 42 New Approaches What will your strategy require your campus to do that is different than you are doing now? What will you do more? Less? More …  Career-orientated advising and financial literacy.  Hands-on learning, internships, service learning, clinical experiences, and practicums.  Online and alternative class delivery methods. Less …  Business as usual.  Reliance on low-enrollment classes and programs.  Traditional faculty workloads.

22. 43 April 11-12, 2013 43 Best in Class Where will you be best in class? In what ways will your strategy help your campus become better or remain best in class?  Increase HIEE to enhance student learning to remain among the best universities in community engagement.  Use career-oriented advising and active-learning opportunities (internships, practicums, etc.) to maintain or improve status of UMSL graduates as the top choice for area employers.  Maintain best in class ranking among small research universities in the Midwest (and top ten nationally) in Academic Analytics.

23. April 11-12, 2013 44 Campus Update UM System Strategic Planning April 12, 2013

24. 45 April 11-12, 2013 Strategy Statement MU will, by 2018, enhance its academic stature within the AAU as reflected in a set of publicly available metrics, by building on its unique interdisciplinary research and teaching strengths, epitomized by Mizzou Advantage.

25. 46 April 11-12, 2013 Emerging Trends In Higher Education Global Change Consistent decline in state funding Federal research changes – Emphasis on interdisciplinary research – Available federal research funds declining Shifting student demographics Evolving modes of instructional delivery

26. 47 April 11-12, 2013 Innovative Tactics Mizzou Advantage– implementation in process – Recruiting faculty in strategic areas – Increasing numbers of TT and NTT faculty – Interdisciplinary based curriculum for traditional and non- traditional students Aggressive enrollment management Strengthening data and analysis to enhance student success New revenue generation Experiential-based curriculum

27. 48 April 11-12, 2013 New Approaches More Enhancing academic and administrative processes through quality improvement Reallocate budget to highest priority faculty hiring Achieve competitive salaries through targeted performance- based increases Focus on student retention and graduation More electronic delivery of courses Greater use of core facilities Less Rely less on historical and incremental budgeting Less administrative duplication Dependence on E&E from GO funds Fewer faculty in low-demand areas

28. 49 April 11-12, 2013 Best In Class Targets for Best in Class – Public member of AAU – Journalism (teaching) – Plant Sciences group (research) – Dispute Resolution – Family Medicine and Nursing Care Models We will achieve these through – Mizzou Advantage One health, one medicine Food for the Future Media of the Future Sustainable energy – Experiential Learning

29. 50 April 11-12, 2013 University of Missouri System Administration Strategy, Themes & Levers April 2013

30. 51 April 11-12, 2013 Strategy Statement The System will collaborate with the campuses in achieving, by 2018, mutually agreed upon, best-in-class performance by leveraging our unique campus strengths and resources through applying leading practices and advocating for higher education and the University.

31. 52 April 11-12, 2013 Emerging Trends  The fiscal climate  The stagnant/reduced state support trend  The stagnant/reduced national funding for research  The financial markets  The need to differentiate to remain competitive  The increasing impact of disruptive technologies on educational delivery  The increasing demand for accountability & transparency

32. 53 April 11-12, 2013 Innovative Tactics  All resources, people and funding, will be focused on initiatives that support campus success in achieving best in class  Leveraging the uniqueness of each campus and the System organization to achieve system-wide best in class performance

33. 54 April 11-12, 2013 New Approaches What will we do more?What will we do less? Invest resources in strategic priorities Across the board allocation of resources Shared services Unnecessary duplication academically and administratively Targeted advocacy for the University and Higher Education

34. 55 April 11-12, 2013 Best in Class  Using a “central bank” to manage the university’s financial resources in order to generate additional funding in support of a new business model  Developing and supporting administrative shared services across a public university system that results in the highest quality service at lowest cost  Adding value to campus academic, research and administrative operations through our proactive collaborative approach and risk taking  In advocating the value of higher education and the importance of the University of Missouri System

35. 56 April 11-12, 2013 System Collaboration  Collaboration, where appropriate, will facilitate successful leveraging of university human and financial resources for the benefit of all campuses  Collaboration will release resources for strategic reinvestment through more efficient processes & reductions in unnecessary duplication  Collaboration will be enabled by providing expertise and financial incentives