Warren K. Wray Provost Faculty Senate 6-20-2013 STRATEGIC PLAN 2013-2020 Warren K. Wray Provost Faculty Senate 6-20-2013

UM System Missouri S&T UM-Columbia UM- St. Louis UM-Kansas City Academic Departments Non- Academic Departments

PARTICIPATION 49 Members of the S&T Strategic Planning Guiding Coalition 5 Members of the Strategic Planning Executive Committee 51 Members of the Customer and Campus Strategy Statement Committees 330 Customer Ideation Session Participants 156 Faculty Members from all 19 academic departments brainstormed based on themes during seven two-hour department sessions 5 Campus Strategic Planning Committee Working Group Members Academy Members (Number: ?) 18 Board of Trustees Career Opportunities and Employer Relations (COPER) Advisory Board (Number: ?) 7 Chancellor’s Cabinet Corporate Development Council (Number: ?) 15 Engineering Advisory Board Miner Alumni Association Board of Directors (Number: ?) Numerous emails through the S&T campus anonymous email website

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.

STRATEGY STATEMENT 4 THEMES 30 LEVERS TOTAL 19 LEVERS TO BE PURSUED DURING THE FIRST YEAR 32 LEVER LEADERS/CO-LEVER LEADERS 188 ACTIONS TOTAL 174 ACTION OWNERS/CO-ACTION OWNERS 115 ACTIONS TO BE PURSUED DURING THE FIRST YEAR 73 ACTIONS TO BE PURSUED BEYOND THE FIRST YEAR ACTION OWNERS NOT IDENTIFIED BEYOND THE FIRST YEAR

MISSOURI S&T THEMES AND LEVERS 5/22/13

5. Encourage and enhance collaboration in teaching and research. 5. Modify our conventional methods of teaching and research to accommodate current and new technology that will enhance student learning and increase faculty productivity.   5. Create and implement a plan for student and alumni lifetime engagement strategy. 5. Engage in transformative doctoral student recruiting/retention and placement. 6. Improve infrastructure that enables faculty, graduate student and undergraduate student abilities and accomplishments. 6. Devise convenient technology-based methods of accessibility, communication and engagement with external constituents. 6. Improve student, faculty, and staff mentoring and advising. 7. Address administrative structural changes to facilitate strategy and enhance national visibility. 7. Market campus strengths and create a broad awareness of student opportunities and benefits to both domestic and international audiences. 7. Identify and remove barriers to graduation and reduce time to degree for undergraduate and graduate students. Levers bolded are those considered High Risk/High Return. 8. Exercise leadership in sustainability on campus and in the community by modeling sustainability practices in daily operations and practicing good environmental stewardship. 8. Expand access to renowned faculty through enhanced recruiting and retention. This pinkish color shading means these are the Levers that we would like to pursue in the first year. 9. Conduct a comprehensive fundraising campaign to secure private support for identified campus priorities. 9. Promote non-traditional activities outside of classroom.

Theme 1 - Develop and inspire creative thinkers and leaders for life-long success. Lever 1.1 - Require all undergraduate students to participate in some significant experiential activity before graduation By year 5 ensure that all undergraduate degree programs require a significant experiential learning activity. Metric: Compliance by all departments. Baseline: No departments. Second-Year Target: Faculty Senate approval of degree program requirements. Fifth-Year Target: All undergraduate degree programs requiring experiential learning.

Prioritized Action 1.1.1 Create a defining comprehensive list of activities that are supported by research as significant experiential activities Metric: Approval of comprehensive list by Provost. Baseline: No list exists. Year-1 Targets: Gaining Provost approval. 1.1 Lever Leader: Larry Gragg Owner(s): Vice Provost for Undergraduate Studies Vice Chancellor for Student Affairs Start Date: August 2013 Duration: 6 months

Prioritized Action 1.1.2 (1.1.2a-1.1.2e) Incorporate experiential/service learning into the core curriculum in all degree programs at any level beginning in the freshman year Metric: Percent of revised undergraduate programs approved. Baseline: TBD. Year One Target: Curriculum committee approval. Second-Year Target: Approval by Faculty Senate. 1.1 Lever Leader: Larry Gragg Owner(s): Vice Provost for Undergraduate Studies Start Date: January 2014 Duration: 18 months

TIMELINE June 3 -- Draft strategic plan submitted to UM System June 3 – Strategic initiative funding requests submitted to UM System #1 Lever 2.2 #2 Lever 3.3 #3 Lever 2.5 August 15 – Strategic investment funding decisions August – September – Communicate plans to campus stakeholders September - October – Finalize plans

STRATEGIC PLANNING PROGRESS COORDINATOR (SPPC) Chancellor Strategic Plan Progress Coordinator Innovation Team Lever Leaders

https://provost.mst.edu/secure/newstrategicplan/ The draft of the strategic plan is on the website. Please send in comments with your name by June 30, 2013.