Cheryl B. Schrader, Ph.D.April 23, 2013

State of the University

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∙gyNoun1. 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 CarrollSource: flickr.com/photos/zaheerm (Creative Commons)

Broad-based involvementStrategic Planning Coalition (SPC) 48 faculty, staff,

studentsExecutive 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 facultyOnline campus input 50 web submissions;

80 direct emails

JuneSystem retreatSet structure to receive feedback from constituents

August / Sept Form guiding coalitionSolicit input from customers and stakeholders

September / October

Create and refine campus strategy statementsPlanning 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 …

Advantage through extraordinary access to renowned expertise, services and experiential learning opportunities.

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

ExpendituresROI

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

TOTAL for all Centers $23,541,923 $166,285,113 7.1

Theme 1Develop and inspire creative thinkers and leaders for life-long success

Theme 2Enhance reputation and raise visibility

Theme 3Achieve sustainable growth to ensure best return on investment

Theme 4Increase 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

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 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

New approachesWe 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

Best in classWhat 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

System collaborationTransformative cluster hiringLeverage 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