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April 11-12, 2013

University of Missouri System-wide Strategic Planning

Strategy, Themes & LeversApril 2013

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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

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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 Themes Themes

Lever Lever Lever Lever Lever Lever

MissionWhy we exist

ValuesWhat we believe in & how we will behave

StrategyWhat our competitive game plan will be

Actions

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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?

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April 11-12, 2013

Missouri S&T:Invest in Your Future

Cheryl B. Schrader, Ph.D.April 12, 2013

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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.

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Emerging TrendsForces 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

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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

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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

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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

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UMKC’s Strategic PlanLeo MortonApril 12, 2013Board of Curators

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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.

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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

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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

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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

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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

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Strategic DirectionsUniversity of Missouri–St. Louis

Five Essential Questions

Thomas F. GeorgeApril 2013

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Strategy StatementBy 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.

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Emerging TrendsWhat 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.

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Innovative TacticsWhat 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.

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New ApproachesWhat 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.

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Best in ClassWhere 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.

April 11-12, 2013

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Campus Update UM System Strategic PlanningApril 12, 2013

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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.

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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

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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

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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

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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

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University of Missouri System Administration

Strategy, Themes & LeversApril 2013

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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.

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April 11-12, 2013

Emerging Trends

The fiscal climateThe stagnant/reduced state support trend The stagnant/reduced national funding for researchThe financial markets

The need to differentiate to remain competitive The increasing impact of disruptive technologies

on educational deliveryThe increasing demand for accountability &

transparency

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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

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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

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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

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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