State of the University
Cheryl B. Schrader, Ph.D.
April 23, 2013
My first year: Getting to know S&T
• 57 visits with departments, divisions,
units
• 41 student groups, organizations
• 39 alumni, academies, sections
• Myriad stakeholder and customer
meetings
strat∙e∙gy
Noun
1. A plan of action or policy designed to achieve a major or overall aim.
Strategy: A means to an end
Source: flickr.com/photos/wscullin (Creative Commons)
Strategy: A means to an end
Source: flickr.com/photos/woodysworld1778 (Creative Commons)
Strategy: A means to an end
Source: flickr.com/photos/avinashkunnath (Creative Commons)
Why strategic planning?
‘If you don’t know where
you are going, any road
will get you there.’
Lewis Carroll
Source: flickr.com/photos/zaheerm (Creative Commons)
Broad-based involvement
Strategic Planning Coalition (SPC)
48 faculty, staff,
students
Executive Strategic Planning Committee
Chancellor’s Cabinet
plus others
Open forum (Nov. 26)
More than 200
attending
6 customer-group targeted brainstorming
sessions (Jan.-Feb.)
313 students, faculty,
staff, alumni, donors,
employers
6 theme brainstorming sessions
156 faculty
Online campus input
50 web submissions; 80
direct emails
June
System retreat
Set structure to receive feedback from constituents
August / Sept
Form guiding coalition
Solicit input from customers and stakeholders
September /
October
Create and refine campus strategy statements
Planning workshops
November /
February
Develop campus plan aligned w strategy statements
• Review mission, vision and values
• Assess strategic plans/programs/cost structure
alignment
• Identify opportunity areas
• Identify initiatives that we will no longer pursue
March / April
Develop and prioritize opportunities across system
April / May
Develop campus strategies into system plan
May
Develop execution plans supported by financial plan
Missouri S&T’s 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.
Objective
Missouri S&T will provide by 2020 a top
return on investment …
Scope
among public research universities to
students, employers, research partners and
donors …
through extraordinary access to renowned
expertise, services and experiential learning
opportunities.
Advantage
6 focused customer groups
•
•
•
•
•
•
Undergraduate students
Research-based graduate students
Distance and online students
Research investors
Employers
Donors
S&T’s value: return on investment
Research Center (Date Established)
General
Revenue
Allocation
Grant and
Contract
Expenditures
ROI
Center for Bone and Tissue Repair and Regeneration
(2008)
$827,500
$1,233,298
1.5
Center for Environmental Science and Technology (1991)
$899,074
$9,961,476
11.1
Center for Infrastructure Engineering Studies (1998)
$2,350,233
$26,848,906
11.4
Cloud and Aerosol Sciences Laboratory (1990)
$1,008,179
$8,631,505
8.6
Environmental Research Center for Emerging
Contaminants (1977)
$2,034,487
$12,070,436
5.9
Energy Research and Development Center (2007)
$1,011,729
$15,477,315
15.3
Intelligent Systems Center (1998)
$5,100,260
$43,484,227
8.5
Graduate Center for Materials Research (1964)
$7,607,763
$39,358,965
5.2
Rock Mechanics and Explosives Research Center (1964)
$2,702,698
$9,218,985
3.4
$23,541,923
$166,285,113
7.1
TOTAL for all Centers
Theme 1
Develop and inspire
creative thinkers
and leaders for lifelong success
Theme 2
Enhance reputation
and raise visibility
Theme 3
Achieve sustainable
growth to ensure best
return on investment
Theme 4
Increase and facilitate
meaningful access to
and interaction with
renowned faculty, staff
and services
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 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 trends
• Experiential learning for all students
• Lifetime engagement strategy for students
and alumni
• Embrace technology to enhance student
learning and increase productivity
• Promote inclusion to compete in a global
environment
Innovative tactics
• Focus on 6 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
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
New approaches
We will do more… We will do less…
 Innovative, experiential  Non-strategic hiring
learning opportunities  Silo thinking and
 Define and focus on jobs
decision making
to be done for key
 Non-focused, noncustomers
selective interactions
 Collaboration – within
S&T and UM System
and with other strategic
partners
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 groundbreaking research to modes of learning
to sustainable business practices
System collaboration
Transformative cluster hiring
Leverage S&T as the STEM hub for Missouri
•
•
•
Supports State of Missouri’s push for more STEM graduates
Supports CBHE’s focus on STEM disciplines
Supports national focus on STEM initiatives
Founded in 1870 as one of the first technological universities West
of the Mississippi, Missouri S&T belongs to a select niche of
institutions known collectively as technological research
universities. These eight public and eight private institutions
share common traits: a high percentage of STEM and business
majors, doctoral programs in STEM disciplines, a robust research
enterprise, and thriving humanities and liberal arts
What can you do?
• Be customer-focused
• Continue to share your input and actively
participate
• Tie decisions, resources to plan
• Be a part of the action!
• Embrace S&T as the innovation
campus