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2003 to Present Planning at UMSL. Chancellor Tom George began action planning process soon after he arrived in fall 2003 Action Plan 2004 – 2008 developed with broad campus participation Action Plan 2004 – 2008 adopted in June 2004. Action Plan Updates.

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2003 to present planning at umsl
2003 to PresentPlanning at UMSL

Chancellor Tom George began action planning process soon after he arrived in fall 2003

Action Plan 2004 – 2008 developed with broad campus participation

Action Plan 2004 – 2008 adopted in June 2004

Action plan updates
Action Plan Updates

The action plan included many goals to be accomplished

In 2004-05 academic year the deans, directors, and unit leadership identified measures for the Action Plan goals

In fall 2005 the first annual Action Plan update was presented to the University Assembly Budget and Planning Committee

Vision and mission of 2004 08 plan
Vision and Mission of 2004-08 Plan


The University of Missouri-St. Louis will elevate its status as a premier metropolitan public

research university. Its educational and research missions will increasingly advance the

economy and culture of the region, and provide leadership at a national and international level.


The University of Missouri-St. Louis is the land-grant research institution committed to meeting

diverse needs for higher education and knowledge in the state's largest metropolitan community.

It educates traditional and nontraditional students in undergraduate, graduate and professional

programs so that they may provide leadership in the health professions; liberal and fine arts;

science and technology; and metropolitan affairs such as business, education and public policy.

University research advances knowledge in all areas, and through outreach and public service,

assists in solving, in particular, problems of the St. Louis region and beyond.

Academic programs are enriched through advanced technologies and partnerships that link the

University of Missouri-St. Louis to communities, institutions and businesses regionally,

nationally and internationally. Its special commitment to partnership provides UM-St. Louis

with a leadership role among public educational and cultural institutions in improving the

region's quality of life, while its unique relations with two- and four-year colleges and

universities promote seamless educational opportunities.

Current process
Current Process

In 2007- 08, the Chancellor initiated a revision of the Action Plan

The 2008-2012 Action Plan is now being developed, again with broad campus input

Collaborative Strategies consultants, Gina Hoagland and Jim Lang, are facilitating the planning process

2008 12 plan
2008-12 Plan

Differences from 2004-08 Plan:

All goals, objectives, and actions must be measurable

Measures are being developed with the plan

Responsible units will be identified in the planning process for each goal/objective

An update process is built into the plan

This is a “rolling” plan that will be updated and extended one out-year annually

Details on the process
Details on the Process

Gina Hoagland and Jim Lang of Collaborative Strategies will present our strategic process this year, the timeline, and some of our results so far.

Building on previous success
Building on Previous Success

Building upon the direction of the 2004-2008 Action Plan

Leveraging the successes from the prior plan

Expanding the inclusivity in developing this plan to increase buy-in


Strategic Planning Update


Steering committee
Steering Committee

Guides the process and provides the general overview and strategic direction.

Dr. Thomas George, Chancellor

Dr. Glen Cope, Provost and Vice Chancellor of Academic Affairs

Dr. James Krueger, Vice Chancellor of Managerial and Technological Services

Dr. Judith Walker de Felix, Associate Provost and Dean of the Graduate School

Curtis Coonrod, Vice Provost for Student Affairs

Dr. Nasser Arshadi, Vice Provost for Research

Tom Eschen, Vice Chancellor Development

Dr. Tim Farmer, Associate Professor College of Business Administration and Chair of the Faculty Senate

Karen Pierre, Manager Public Affairs Office and President of Staff Association

Bryan Goers, President Student Government Association


Strategic Planning Update


Planning team
Planning Team

Provost Council

Glen Cope, Provost

Julie Sebastian, Dean College of Nursing

Keith Womer, Dean College of Business Administration

Theresa Thiel, Acting Dean College of Arts and Sciences

John Hylton, Dean of College of Fine Arts and Communication

Bob Bliss, Dean of the Honors College

Amy Arnott, Dean of Libraries

Larry Davis, Dean of the College of Optometry

Charles Schmitz, Dean College of Education

Kevin Truman, Dean Joint Engineering Program

Tom Walker Dean of Continuing Education

Judith Walker de Felix, Associate Provost and Dean of the Graduate School

Peggy Cohen, Associate Provost and Director of the Center for Teaching and Learning

Lois Pierce, Director of School of Social Work

Joel Glassman, Associate Provost and Director International Studies

Curt Coonrod, Vice Provost for Student Affairs

Greg McCalley, Associate Provost for Enrollment Management

Senate Budget & Planning Committee

Kamran Ahmed, Student

Jean Bachman, associate professor College of Nursing

Miranda Dorn ,Student

Wesley Harris, professor of Chemistry and Biochemistry

E. Terrence Jones, professor of Political Science Chair

Barbara Kachur, professor of English

Matthew Keefer, associate professor Educational Psychology

Joe Martinich, professor College of Business Administration

Karen Pierre, president staff association

James Richards, professor of Music

Timothy Wingert, professor of Optometry

Offers broader input, guidance and members’ ideas to the process

Larry Westermeyer - Director of Institutional Research

Deborah Burris -Director, Office of Equal Opportunity

Peter Heithaus - Director, Office of Human Resources


Strategic Planning Update


Planning process overview
Planning Process Overview

Phase I

Collate and synthesize background materials

  Individual unit internal/external environmental scan

  Review mission and baseline data

Phase II

Revise mission, vision and values

  Develop strategic priorities and strategic themes

  Determine desired outcomes

Phase III

Develop draft of Action Plan 2008 - 2012

Edit and finalize Action Plan

Phase IV

Final Approval


Strategic Planning Update


Planning timeline
Planning Timeline


Strategic Planning Update


Informing the planning process
“Informing” the Planning Process

External Trends

& Baseline Data

  • UM System

  • Access to Learning

  • Academic Achievement/Quality

  • Community Engagement

  • Valuing People

  • Supportive Work Environment

  • Improving Core Processes

  • Developing, Managing Resources

Action Plan


  • Accreditation

  • Mission & Integrity

  • Preparing for the Future

  • Student learning & Effective teaching

  • Acquisition, Discovery & Application of knowledge

  • Engagement & Service

  • Current Action Plan

  • Enhance the quality, delivery of undergraduate & graduate/professional education

  • Recruit, retain an outstanding & diverse undergraduate student body

  • Build the quality of research, scholarship, artistic/creative activity & graduate programs

  • Enhance civic engagement for economic, social benefit of the region

  • Increase financial base, improve stewardship of resources

Individual Unit Plans

Current status
Current Status

Confirmed mission, vision and values

Collected and reviewed baseline data

Identified external opportunities and threats

Developed strategic priorities and “strategic themes”

Beginning to develop targeted outcomes and action plans


Strategic Planning Update


Updated vision mission values
Updated Vision, Mission & Values

Vision Statement

The University Missouri-St. Louis will be known as a premier metropolitan public research university and as a university of choice for undergraduate, graduate and professional students.


Strategic Planning Update


Updated vision mission values1
Updated Vision, Mission & Values

New Mission Statement

The University of Missouri-St. Louis provides excellent learning experiences and leadership opportunities for a diverse student body. Outstanding faculty and staff, innovative research, and creative partnerships foster synergies that advance the welfare of our stakeholders and benefit the global society.


Strategic Planning Update


Updated vision mission values2
Updated Vision, Mission & Values









Strategic Planning Update


Strategic priority and strategic themes
Strategic Priorityand Strategic Themes

I) Enhance the quality and delivery of undergraduate and graduate / professional education.

Strategic themes

 By enhancing our position as the premier educator of the workforce of St. Louis, we will extend our reputation for quality education within and beyond the region.

We will meet the growing demand for graduate education by positioning ourselves to serve this demographic.

We will leverage the synergy created through our innovative research, quality learning environment, diverse students and faculty, and creative collaborations to develop our students’ ability to thrive in a diverse and rapidly changing world.


Strategic Planning Update


Strategic priority and strategic themes1
Strategic Priorityand Strategic Themes

II) Recruit and retain an outstanding and diverse student body.

Strategic themes

We will leverage our core strength of attracting the non-traditional and transfer student population, finding ways to enhance our attractiveness to them and working with the feeder schools to improve their preparation.

We will seek to grow the FT/FT student enrollment to further enhance our reputation in the community as a ‘university of choice’ and contribute to the vitality of the campus culture.


Strategic Planning Update


Strategic priority and strategic themes2
Strategic Priorityand Strategic Themes

II) Recruit and retain an outstanding and diverse student body. (Continued)

Strategic themes

We will continue to grow in the diversity of our student population and the richness of the diverse campus culture will be developed into a significant differentiator. Diversity as a differentiator:

Preparing students for a diverse and rapidly changing world.

Being a pipeline for businesses and organizations who seek a more diverse workforce

Preparing students as leaders in a diverse workforce

We will find ways to enhance campus life and increase on campus residents. A major focus will be to further improve the ‘convenience’ and the ‘quality of experience’ as perceived by our students.


Strategic Planning Update


Strategic priority and strategic themes3
Strategic Priorityand Strategic Themes

III) Enhance research, scholarship and artistic/creative activity.

Strategic themes

Our campus, units within the campus and our faculty will be nationally and internationally known for excellence in research and creative activity.

We will recognize, reward and celebratethe campus-wide impact of individual and unit success.


Strategic Planning Update


Strategic priority and strategic themes4
Strategic Priorityand Strategic Themes

IV) Enhance civic engagement for economic and social benefit of the region

Strategic themes

We will be unsurpassed as the regional leader in creative collaboration with area businesses and community organizations.

We will continue to have significant influence on economic development in the region and beyond through collaborations, consulting and continuing education.

We will continue to engage our loyal alumni who are committed to strengthening our region as leaders in their fields.


Strategic Planning Update


Strategic priority and strategic themes5
Strategic Priorityand Strategic Themes

V) Increase financial base and continue to enhance the stewardship of resources.

Strategic Theme

We will communicate the compelling message of our strengths and our position in the region through our leadership councils, alumni, faculty, staff, students and other friends of the university in a way that dramatically increases fundraising, grants and other forms of contributed support.

We will be wise stewards of our scarce resources by leveraging collaborative research and creativity, both internally and externally, and holding ourselves accountable.


Strategic Planning Update