1. Cheryl B. Schrader, Ph.D. April 23, 2013 State of the University

2. 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

3. strat∙e∙gy Noun 1. A plan of action or policy designed to achieve a major or overall aim.

4. Strategy: A means to an end Source: flickr.com/photos/wscullin (Creative Commons)

5. Strategy: A means to an end Source: flickr.com/photos/woodysworld1778 (Creative Commons)

6. Strategy: A means to an end Source: flickr.com/photos/avinashkunnath (Creative Commons)

7. 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)

8. Broad-based involvement Strategic Planning Coalition (SPC)48 faculty, staff, students Executive Strategic Planning CommitteeChancellor’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 sessions156 faculty Online campus input50 web submissions; 80 direct emails

9. 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 / AprilDevelop and prioritize opportunities across system April / MayDevelop campus strategies into system plan MayDevelop execution plans supported by financial plan

10. 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.

11. ObjectiveMissouri S&T will provide by 2020 a top return on investment … Scopeamong public research universities to students, employers, research partners and donors … Advantagethrough extraordinary access to renowned expertise, services and experiential learning opportunities.

12. 6 focused customer groups Undergraduate students Research-based graduate students Distance and online students Research investors Employers Donors

13. S&T’s value: return on investment

14. Research Center (Date Established) General Revenue Allocation Grant and Contract Expenditures ROI Center for Bone and Tissue Repair and Regeneration (2008) $827,500$1,233,2981.5 Center for Environmental Science and Technology (1991)$899,074$9,961,47611.1 Center for Infrastructure Engineering Studies (1998)$2,350,233$26,848,90611.4 Cloud and Aerosol Sciences Laboratory (1990)$1,008,179$8,631,5058.6 Environmental Research Center for Emerging Contaminants (1977) $2,034,487$12,070,4365.9 Energy Research and Development Center (2007)$1,011,729$15,477,31515.3 Intelligent Systems Center (1998)$5,100,260$43,484,2278.5 Graduate Center for Materials Research (1964)$7,607,763$39,358,9655.2 Rock Mechanics and Explosives Research Center (1964)$2,702,698$9,218,9853.4 TOTAL for all Centers$23,541,923$166,285,1137.1

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

16. Theme 2 Enhance reputation and raise visibility

17. Theme 3 Achieve sustainable growth to ensure best return on investment

18. Theme 4 Increase and facilitate meaningful access to and interaction with renowned faculty, staff and services

19. Forces and trends Pace of technological change Accountability, affordability, accessibility Changing demographics and globalization High demand for more STEM and technically-literate graduates

20. 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

21. 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

22. 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

23. New approaches We 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

24. 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 ground- breaking research to modes of learning to sustainable business practices

25. 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

26. 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