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