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

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

3. 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 s through the S&T campus anonymous website

4. 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.

5. 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

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

7. 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.

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

9. 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 Duration: 6 months

10. 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 Duration: 18 months

11. 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

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

13. 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.