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university of missouri system AdministrAtionstrAtegic PlAn2013-2018

University of Missouri SystemAdministration Strategic Plan 2013-2018

mission statementThe mission of the University of Missouri, as a land-grant university and Missouri’s only public research and doctoral-level institution, is to discover, disseminate, preserve, and apply knowledge. The university promotes learning by its students and lifelong learning by Missouri’s citizens, fosters innovation to support economic development, and advances the health, cultural, and social interests of the people of Missouri, the nation, and the world.


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table of contents:

4 Message from UM System President Timothy M. Wolfe

6 UM System Administration Strategic Plan Executive Summary

12 System Administration Strategy Statement

13 Themes and Levers/Categories of Actions

14 Sources of Funding for the UM System Administration Strategic Plan

15 Strategy Metrics

15 Best-in-Class Metrics

16 Action- & Metric-Level Detail


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message from um system President timothy m. WolfeThe University of Missouri System differentiates itself among higher education systems by having four distinct campuses—located across the state with urban campuses in the two largest cities and our flagship and technological campuses in the center—that each play a unique role in the state of Missouri’s land-grant, research university system.

In developing the University of Missouri System Administration Strategic Plan, our focus was to identify ways to leverage system resources so that we can continue to develop and support the operations of our campuses and enable our university to meet the teaching, research, public service and economic development needs of the state of Missouri.

System administration led an inclusive and open strategic planning process that included rich conversation and substantial involvement with campus administrative leadership and the Board of Curators—two of our most important stakeholder groups—to determine the primary role of the system offices and how the system could best increase value and save costs. This input led system administration to develop the following strategy statement: The UM 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.

We believe that our strategy statement reflects the collective belief that system administration can best serve our campuses by:

• harnessing economies of scale both administratively and academically;

• identifying and communicating best practices to campuses;

• communicating the value of higher education and the university to external constituencies;

• implementing shared services where there are economy of scale savings without eliminating operating unit agility and innovation;

• providing fiscal oversight to ensure effective and efficient use of resources;

• developing innovative funding sources; and

• leveraging skills that exist at the system level to add value to the campuses.


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Our strategy statement reflects a laser-sharp focus on collaborating with the campuses to achieve best-in-class performance. Collaboration, where appropriate, will facilitate successful leveraging of university human and financial resources for the benefit of all campuses and will release resources for strategic reinvestment through more efficient processes and reductions in unnecessary duplication.

System administration, like each of the campuses, will use its strategy to make the difficult choices and trade-offs required to become a system administration that is, itself, best-in-class in the following areas:

• 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 the lowest cost;

• Adding value to campus academic, research and administrative operations through our proactive collaborative approach and risk taking; and

• Advocating the value of higher education and the importance of the University of Missouri.

The outcome of our strategic planning process reflects a tremendous amount of effort by many and I am pleased to share with you the UM System Administration Strategic Plan.

Sincerely, Timothy M. Wolfe

President, University of Missouri System

UM System Administration Strategy StatementThe UM 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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University of Missouri System Administration Strategic Plan Executive Summary


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emerging trends in Higher education Several emerging trends in the education environment have had a significant influence in shaping the system administration strategy and plan. These include:

• the need to differentiate to remain competitive: Over the next five years the number of students graduating high school in Missouri and nationally is projected to decline, which increases the competition among institutions of higher education to recruit students. In addition, the demographics of the students will change with more high school graduates of Hispanic and Asian ethnicity and a higher percentage with lower socio-economic status. In order to remain competitive, our campuses will need to differentiate themselves from other institutions by understanding these changes and by becoming and/or sustaining best-in-class performance in chosen areas that support growth in student recruitment and retention.

• the increasing impact of disruptive technologies on educational delivery: There is growing pressure on higher education to educate more students more effectively and at a lower cost through disruptive innovations enabled by technology. Online learning is believed to be the technology enabler for higher education.1 In fact, the percent of students who enroll in at least one online course grew from 10% in 2003 to 30% in 2009 and is projected to grow to 50% by 2014.2 Pure online learning courses and hybrid models have the capacity to not only increase access and affordability but also improve student learning. Effectively utilizing university resources that embrace disruptive innovation will aide in the future growth and success of educating students.

1,2 Christensen, Clayton M., Horn, Michael B., Caldera, Louis, Soares, Louis. “Disrupting College: How Disruptive Innovation Can Deliver Quality and Affordability to Postsecondary Education.” Center for American Progress and Innosight Institute. February 2011. p. 2-3.

• the increasing demand for accountability and transparency: As the state of Missouri’s publicly supported research and land-grant university, the UM System is accountable to the citizens of the state including students, elected officials, alumni and other stakeholder groups for the actions it takes now and in the future. The public’s investment in the university necessitates transparent decision-making processes and operating activities and regular disclosure of the university’s performance toward achieving its mission. The requirement for accountability and transparency drives the need to advocate effectively for higher education and to communicate clearly the value added from higher education as well as the importance of the UM System to our state’s future.

• the fiscal climate: The fiscal climate over the past decade has been characterized by volatile financial markets, stagnant state support coupled with historic enrollment growth, and flat federal research funding. These trends have driven a greater reliance on student tuition and fees at a time when families are less able to afford higher education and the public demands smaller annual increases in the cost to attend. These pressures have driven the need to develop a new business model that will be built on further diversifying funding sources and leveraging resources systemwide and applying best practices to reduce costs while improving quality and results.


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New ApproachesIn developing the UM System strategy, system administration has carefully reviewed where the university has been more and less effective in investing resources. Through this review, the system has identified areas in which to allocate resources in order to increase effectiveness. Specifically, the UM System will:

• Invest in strategic priorities that have been identified jointly by the system and the campuses;

• Enhance shared services through the Operational Excellence Initiative by collaborating with the campuses to streamline administrative processes and improve the quality of services to end-users; and

• Engage in targeted advocacy for the University of Missouri and higher education in general.

At the same time, the UM System must divest from areas which do not effectively utilize resources. Specifically, the UM System will do less:

• Across-the-board allocation of state resources and instead use a new set of criteria that allocate resources based on the return of the investment on our strategies; and

• Remove unnecessary duplication academically and administratively by leveraging our capacity as a system.


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Summary of Implementation PlanUM System administration has identified three themes and 14 levers to drive implementation of its strategy. The themes and levers are outgrowths of our strategy statement and are supported by a set of actions or tactics to be undertaken over the first few years of the five-year plan. Because the system administration strategy requires collaboration with the campuses, the actions included in the system plan have been assessed by our campus constituencies. Proposed actions that the campuses determined did not add value were eliminated. The three themes and their relationship to the strategy are described below:

Theme 1: Leverage system resources (financial, human and other) to support campus unique strengths. The four campuses of the University of Missouri System share in common their public research university mission while each serves the state in very unique ways. Recognizing this, the system will leverage its resources to support the unique strengths of each campus. This theme embraces a set of levers which focus on actions that support outcomes where the whole is more than the sum of the individual parts.

Theme 2: Foster campus/system collaboration and best practices for effective and efficient resource use. The system administration has an obligation to identify and share best practices and bring the campuses together to collaborate in ways that result in effective and efficient resource use. Our public purpose, as well as constraints on resources, requires that we look for ways to lower costs without sacrificing quality. This theme embraces a set of levers which focus on actions that will result in releasing resources for investment in best-in-class initiatives.

Theme 3: Advocate for higher education and the University of Missouri. A key role of the UM System president and the system administration is to advocate for support of higher education in general and in particular the University of Missouri. The levers and actions under this theme focus on increasing the opportunities for the university to communicate its mission and importance to the state, the nation and the world. Through successful advocacy, funding and support for the university from donors, the legislature, the public and other stakeholders will increase and enable the campuses to pursue their missions.


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Timeframe and Plan CostThe system administration strategic plan has a five-year timeframe from July 2013 to June 2018. While the system will stay focused on its strategy, the plan is meant to be dynamic with the actions and levers changing over time as progress is made. The plan is supported by a funding strategy that will require new resources as well as reallocation of existing resources. System administration will use its strategy to guide the decisions about what trade-offs to make and where to invest to ensure the greatest return.

Governance and Leadership of Strategic PlanThe president is the executive sponsor of the UM System Administration Strategic Plan. The executive vice president for academic affairs has the operational responsibility for coordinating the execution of the plan and monitoring and communicating overall progress on the system administration plan.

Each system vice president will have responsibility for specific levers, for executing specific actions within their area of responsibility, and for communicating with appropriate constituency groups. The vice presidents will have responsibility for keeping the president and the executive vice president for academic affairs apprised of successes and obstacles.


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summary of the reporting timeline• Annual report (due Aug. 1) – budget/

actual report on sources of funds by levers and financial report accompanied by a narrative on progress at lever level

• semi-Annual report (due feb. 1) – a narrative report on progress at the lever level

• Annual Progress report to the Board of curators (sept/oct) – actual report on plan for both funding sources and uses, and a financial report accompanied by narrative report on progress at lever level

• Annual metrics dashboard report to the Board of curators (Jan/feb) – report on accountability measures, strategy and best-in-class metrics


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university of missouri system Administration strategy statementThe UM 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.

The UM System will collaborate with the campuses…

System administration will work with the campuses to ensure each campus achieves their strategies, recognizing the system administration’s success is dependent on the success of the campuses. System administration will both lead and provide support to the campuses.

in achieving, by 2018, mutually agreed upon, best-in-class performance…

The campuses, in collaboration with system administration, will identify specific, strategic areas of opportunity where the campuses can become the very best among their comparator groups. These areas of opportunity may be related to the core mission of the campuses (i.e. education, research, economic development) or operational (e.g. leader in cost efficiency). These areas of opportunity will be described in the campus strategic plans, and system administration and campus leaders will be accountable for the achievement of the targeted outcomes.

System administration will work with the campuses to identify appropriate targets. Best-in-class performance will be defined together by the campuses and system administration.

by leveraging our unique campus strengths and resources…

The UM System is different from other systems because of the unique nature of each campus. System administration will deploy system resources (financial, human and other) in support of this uniqueness while also fostering collaboration where indicated in order to efficiently and effectively use resources. Resources will be focused where they are likely to have the greatest return in the least amount of time, weighing long-term sustainability against short-term gains. System administration will encourage each campus to do the same with campus resources, and will advise campuses on effective resource use.

through applying leading practices…

System administration, in collaboration with the campuses, will identify, develop and diffuse best practices across the campuses. System administration will monitor the campuses’ progress toward strategic objectives and hold campus leaders accountable for performance. In addition, system administration will identify new opportunities to gain economies of scale or scope across campuses and improve quality or efficiency.

and advocating for higher education and the university.

System administration will actively advocate, within the state and globally, for higher education generally and the university specifically. When the system advocates successfully for higher education, the campuses are more likely to achieve their strategic objectives through enhanced reputation and increased access to resources.


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Themes and Levers/Categories of Actions

Five-Year Uses FY 2014 Uses

1. Leverage system resources (financial, human and other) to support campus unique strengths $23,866,500 $5,353,500

1.1 Collaborate with campuses to expand and strengthen e-learning $2,240,000 $644,000

1.2 Expand UM System research and economic development funding programs $18,995,000 $4,315,000

1.3 Increase federal and state government presence $1,360,000 $0

1.4 Strengthen talent management systemwide (e.g. recruitment, engagement, succession planning, leadership programs) $934,000 $327,000

1.5 Develop innovative funding sources $337,500 $67,500

2. Foster campus/system collaboration and best practices for effective and efficient resource use $4,717,280 $2,069,580

2.1 Provide opportunities for best practices in teaching and learning, integrating teaching and scholarship, and securing external funding for scholarship

$0 $0

2.2 Develop and promote best practices in student advising and retention $2,734,280 $1,419,580

2.3 Collaborate with campuses to increase research and economic development activity $0 $0

2.4 Improve financial and human resource management, processes and deployment $1,533,000 $200,000

2.5 Create and implement best practices in IT management, applications and infrastructure to include methodology, tools, marketing, communications and execution of IT projects

$250,000 $250,000

2.6 Expand shared services that support the use of standard procedures and use technology to achieve greater efficiencies $200,000 $200,000

3. Advocate for higher education and the University of Missouri $77,500 $15,500

3.1 Increase awareness and appreciation of the UM System and higher education $77,500 $15,500

3.2 Provide thought leadership in state and national higher education $0 $0

3.3 Promote transparency and institutional accountability $0 $0


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sources of funding for the um system Administration strategic Plan

five-year sources of funding: $28,661,280

The amounts shown are the five-year cumulative totals for the period FY 2014-2018 and the funding for FY 2014. Adjustments will be made to the extent that the requested New State Funds for Strategic Investment are not awarded.

description of source funding1. New State Funds for Strategic Investment: The FY 2014 and five-year cumulative amount of one-

time and recurring from new state funding requests to be distributed to fund strategic plans.

2. Budget Reallocation: Funding being shifted within budgets to implement the strategic plan.

3. Endowment Income: Funding distributed from endowments.

4. Released 2013 State Withholding: Funding from FY 2013 state appropriations that were originally withheld and later released. This funding has been directed at investments in student success initiatives.

fiscal year 2014 sources of funding: $7,438,580

New State Funds for Strategic Investment1

$1,358,000

Budget Reallocation2

$2,448,000

Endowment Income3

$2,270,000

Released 2013 State Withholding4

$1,362,580

New State Funds for Strategic Investment1

$7,837,000

Budget Reallocation2

$7,266,120

Endowment Income3

$11,350,000

Released 2013 State Withholding4

$2,208,160


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Strategy Metrics

Strategic Metric Baseline Target

Campus ranking of the value of system functions

73.3% valuable or very valuable and 4.07/5.0 average rating

90% valuable or very valuable and 4.25/5.0 average rating

Resources for strategic investment generated by central bank

$5 million for internal financing and $0 for strategic initiatives

$30 million for internal financing and $3 million annually for strategic funding

Service quality of systemwide administrative shared services and cumulative cost savings

Administrative cost for function prior to shared service

Documented cost savings and 85% customers satisfied/very satisfied

Increase in state funding New State Funding: Operations: $397 million Capital: $0

New State Funding: Operations: +20% increase over 2013 Captial:+ $200 million

Best-in-Class Metrics

Best-in-Class Area Baseline Target

Adding value to campus academic, research and administrative operations through our proactive collaborative approach and risk taking.

73.3% rating the value of the system functions as valuable or very valuable and 4.07/5.0 average rating

90% rating the value of the system functions as valuable or very valuable and 4.25/5.0 average rating

Using a “central bank” to manage the university’s financial resources in order to generate additional funding in support of a new business model.

$5 million cash available for internal financing $0 funding for strategic initiatives

$30 million cash available for internal financing

$3 million annual funding for strategic initiatives by FY 2018

Developing and supporting administrative shared services across a public university system that results in the highest quality service at the lowest cost.

Administrative cost for function prior to shared service

Generate documented cost savings and maintain quality of service as measured by customer satisfaction surveys as 85% of customers satisfied or very satisfied

Advocating the value of higher education and the importance of the University of Missouri System.

New State Funding: Operations: $397 million Capital: $0

New State Funding: Operations: 20% increase over 2013 Capital: $200 million

AN INVESTMENT IN OUR STUDENTS AND MISSOURI | UNIVERSITY OF MISSOURI SYSTEM STRATEGIC PLAN 2013-2018

University of Missouri System

Strategic Plan

2016


Themes and Levers

Theme 1

Leverage system resources

(financial, human & other) to

support campus unique

strengths

1.1. Collaborate with campuses to expand and strengthen eLearning

1.3. Increase federal and state government presence

1.4. Strengthen talent management system wide (e.g., Recruitment, engagement, succession planning,

leadership development, health and productivity programs)

1.5. Develop innovative funding sources

1.6. Collaborate with internal and external constituents to enhance the entrepreneurial ecosystem2

Theme 2

Foster campus/system

collaboration and best

practices for effective and

efficient resource use

2.2. Develop and promote best practices in student advising and retention

2.3. Collaborate with campuses to increase research and economic development activity

2.4. Improve financial and human resource management, processes, and deployment using best

practices

2.5. Create and implement best practices in IT management, applications, and infrastructure, to include

methodology tools, marketing, communications, and execution of IT projects.

2.6. Expand and share the support and use of standard procedures and use technology more efficiently

2.7. Implement programs, policies, or processes that lead to an increase in net revenues for research

parks and incubators and new revenue sources for the university

Theme 3

Advocate for higher education

and UM

3.1. Increase awareness and appreciation of the UM System and higher education statewide

3.2. Provide thought leadership in state and national higher education organizations

3.3. Promote transparency and institutional accountability

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Theme 1

Theme Metrics

Metric:

Campus rankings of value of system functions. Campus satisfaction survey.

Resources for strategic investment from central bank.

Baseline:

73.3% valuable or very valuable and 4.07 average rating on a scale of 1-5. Average Rating 4.07/5.0

$5M available for internal financing and funding for strategic initiatives

Lever Target:

90% valuable or very valuable and 4.25 average rating on a scale of 1-5.

$30M cash available for internal financing and $3M annual strategic funding

Leverage system resources (financial, human & other) to support campus unique strengths


Lever 1.1. Collaborate with campuses to expand and strengthen eLearning

Action Key Metric to Track Owner(s) 1.1.a. Integrate eLearning

technology into courses and

share knowledge among

campuses

Baseline: Starting new projects as of FY13

Target: Ten projects that are initiated with new applications of

technology embedded in the courses (e.g., revised general education

courses, redesigned laboratories, hybrid or blended learning formats)

Academic Affairs

1.1.b. Support development of

on-line STEM courses and

programs

Baseline: Starting new online STEM courses as of FY13

Target: Ten completed courses or programs

Academic Affairs

1.1.c. Fund development of

collaborative online programs

Baseline: Starting new collaborative online programs

Target: 50 completed courses or programs

Academic Affairs


Lever 1.3. Increase federal and state government presence

Action Key Metric to Track Owner(s) 1.3.a. Coordinate with

campuses to increase presence

of constituent groups and

advocacy efforts in the federal

and state Capitol buildings in

support of UM priorities

1)Number of visits to state Capitol and Capitol Hill by campus

representatives (students, faculty, teams, testimony)

2) Increase number of successful advocacy efforts

University Relations

1.3.c. Facilitate scheduled

contacts with key state and

federal leaders to influence

legislative and policy priorities

1)Increase number of successful advocacy efforts University Relations

1.3.d. Reopen Federal Relations

office in Washington D.C. to

strategically cultivate

relationships between UM

campuses with foundations,

federal agencies, legislators, and

industry.

Baseline: work to establish a Federal Relations Office

Target: by 2018;

1) Rent office space and open office

2) Hire staff

3) Inventory growth areas with foundations, federal agencies,

legislators, and industry


1.3.e. Strengthen university

intern programs at federal and

state levels

1) Recruit interns from across the System campuses to ensure one intern

from each campus in Washington, DC throughout the year

2) Host 2 events for the Washington DC CLIP and other interns for

networking purposes.



3) Meet once a year with all intern coordinators, in order to act as a

resource for all the intern programs.

4) Provide input to state legislative internships policy work group and

offer assistance and expertise of UM representatives for orientation.

5) Incorporate Title IX guidelines into internal orientation process for

interns.

6) Plan visit by UR representative to each state legislative intern once a

month during legislative session.


Lever 1.4. Strengthen talent management system wide (e.g., recruitment, engagement, succession planning, leadership development, health

and productivity programs)

Action Key Metric to Track Owner(s) 1.4.a. Select/implement

electronic system to track faculty

accomplishments

Implementation of electronic faculty accomplishment system Academic Affairs, IT

1.4.b. Expand leadership

development programs and

create alignment with

organizational strategies

Number of leadership development program participants Human Resources

1.4.c. Maximize use of new staff

compensation structure to build

career paths, develop an aligned

performance system

Increased staff retention Human Resources

1.4.d. Develop and implement

population health management

strategy

Increase in voluntary HSA participation Human Resources

1.4.e. Establish and utilize formal

succession plans unique to each

campus

1) Implementation of talent reviews on each campus

2) Number of senior leaders assessed in a talent review and with a

documented replacement plan

Human Resources

1.4.f. Enhance recognition of

faculty through President’s

Award Program

28-40 Nominations from which 11 are awarded Academic Affairs


1.4.g. Provide opportunities for

early career faculty to learn best

practices in teaching and

learning, integrating teaching and

scholarship, and securing

external funding for scholarship

via UM Faculty Scholars

Program

Baseline: development of UM Faculty Scholars program

Target:

1) 60 faculty attendees per year

2) Maintain an average of 8.5 out of 10 or higher on satisfaction

survey

Academic Affairs

1.4.h. Model a performance-

driven workforce culture by

providing tools and support in

areas of talent acquisition,

performance management, merit-

based pay and

development/training.

1) System-wide implementation of myPerformance

2) leadership evaluation process to include customer & colleague

feedback

3) Development of internal expertise for executive searches that result

in lower search costs

4) Tools to provide campus faculty compensation plans to address

internal equity, market issues and reward highly productive faulty

Human Resources

1.4.i. System-wide strategy for

diversity and inclusion in

collaboration with

campus/hospital Chief Diversity

Officers, HR Officers, Provosts,

and other key leaders

Develop strategy to include budget, accountability metrics for key

leaders and resources and implement system-wide initiatives

Human Resources


Lever 1.5. Develop innovative funding sources

Action Key Metric to Track Owner(s) 1.5.a. Improve research park and

property management to

generate revenues

Increase research park net revenues Academic Affairs, Finance

1.5.b. Develop central bank to

generate resource for strategic

financial investment

a) Structure/reporting complete

b) increase internal funding

c) fully fund volatility reserves

Finance

1.5.c. Expand university research

collaborations with industry

Increase in industry sponsored research expenditures Academic Affairs


Lever 1.6. Collaborate with internal and external constituents to enhance the entrepreneurial ecosystem7

Action Key Metric to Track Owner(s) 1.6.a. Collaborate to provide

entrepreneurial educational

opportunities for faculty,

postdocs and students.

Metric: Total hours of instruction system-wide

Baseline: FY15 total hours = 163

Target: 10% increase by FY18

Academic Affairs

1.6.b. Develop and implement

the Student Entrepreneurs and

Interns Program

Number of students per cohort

Baseline: 12 students/year

Target: FY15-FY18: 48 Students through the program (12 per year)

Academic Affairs


Theme 2

Theme Metrics

Metric:

Service quality of system wide administrative shared services and cumulative cost savings

Baseline:

Administrative cost prior to shared service

Lever Target:

Documented cost savings and 85% of customers satisfied/very satisfied

Foster campus/system collaboration and best practice for effective and efficient resource use


Lever 2.1. Provide opportunities for early career faculty to learn best practices in teaching and learning, integrating teaching and

scholarship

Action Key Metric to Track Owner(s) 2.1.a. Provide opportunities for

early career faculty to learn best

practices in teaching and

learning, integrating teaching and

scholarship, and securing

external funding for scholarship

via UM Faculty Scholars

Program

Number of faculty attendees. Retention of faculty Academic Affairs


Lever 2.2. Develop and promote best practices in student advising and retention

Action Key Metric to Track Owner(s) 2.2.a. Develop/implement

software for student degree

roadmap development

Baseline: No tool currently implemented

Target: Completion of project by June 2017. Number of users. Number

of students affected

Academic Affairs

2.2.b. Implement four-year

degree tracking and advising tool

Baseline: Currently using software that is going off support.

Target: Completion of project by July 2016

Academic Affairs, IT

2.2.f. Ensure that campuses have

the ability to meet unique needs

based upon their mission and

student profile that may be

required to enhance retention

Target: Campus determined Academic Affairs

2.2.g. Conduct/coordinate

system wide workshop on best

practices in advising and

retention

Target: Best Practices Workshop offered by Fall 2015 with a minimum

of 40 attendees

Academic Affairs


Lever 2.3. Collaborate with campuses to increase research and economic development activity

Action Key Metric to Track Owner(s) 2.3.b. Expand university research

collaborations with industry to

grow industry and enterprise

sponsored research contracts

Total industry and enterprise dollars awarded.

Baseline: 2013


Academic Affairs

2.3.c. Provide leadership to

increase the competitively funded

federal research support.

AAU Phase 1 indicators (NSF Research Expenditures)

Baseline: FY13: $326,518


Academic Affairs

2.3.d. Aggressively drive IP to

market through licenses to

established companies and

startups

Five year running average of license agreements entered into

Baseline: FY13 (09-13): 33.8


Academic Affairs

2.3.e. Continue existing funding

programs and develop new ones

that fit within campus and

system strategic priorities in

support of research and

economic development

UM Research Board

Baseline: 3.96

Target: Positive ROI and achieve greater return than non-awardees

IDIC (per round)

Baseline: Pilot new program

Target: Positive ROI and achieve greater return

UM IP FastTrack (per award)

Avg. Output Per Award-Baseline: 3.96

Target: maintain 2 per award or higher

License Percentage-Baseline: 58%

Target: 25% or higher

Academic Affairs


Leveraged Percentage-Baseline: 58%

Target: 25% or higher

Leveraged ROI-Baseline: 6.6:1;

Target: 2:1 or higher

UM EIP

ROI: EternoGen Baseline: 6.3:1 (EIP Only), 2.2:1 (EIP+CAFNER) &

MedSocket Baseline: 1.8:1

Target 3:1

Student Entrepreneurship Program

Baseline: New Program

Target: TBD


Lever 2.4. Improve financial and human resource management, processes and deployment using best practices

Action Key Metric to Track Owner(s) 2.4.a. Implement and support

effective use of Hyperion

Planning

Complete Hyperion upgrade including new salary planning application

by March 1, 2015

Finance, Human

Resources

2.4.b. Revise retiree health

benefits to reduce institution

liability and increase value to

more retirees

Savings to University and retiree Human Resources

2.4.c. Create multiple levels of

benefit offerings to meet diverse

population needs and maximize

organizational investment

Lower benefit costs for some employee groups Human Resources

2.4.d. Develop strategic finance

support and reporting

New financial reports and analysis available. Roadmap for building

reporting solution

Target: Initial reporting available for FY2015

Finance

2.4.e. Identify additional ways to

leverage size and volume of

entire system for efficient risk

financing to reduce cost

Additional options for reducing cost of risk financing Finance

2.4.f. Develop new finance

training programs and

certifications to diffuse best

practices

Fiscal/administrative management training programs developed and

implemented

Finance


2.4.g. Complete contract

management project to allow for

process improvements in the

management

Completed contract management project Finance

2.4.h. Develop best in class

supply chain/purchasing

management

Benchmarking programs against peer organizations Finance

2.4.i. Upgrade HR info system to

provide enhanced employee self-

service for payroll/benefits

Complete selection of future HR System Finance, Human

Resources, IT

2.4.j. Define and improve the

Finance structure to allow for

better communication and clear

roles and responsibilities

Documented finance structure

Documented roles and responsibilities for identified finance staff across

the UM System

Finance

2.4.k. Establish HR information

system long-term strategy

1) Complete HR software selection RFP

2) Develop recommendation of upgrade/move to the cloud

Human Resources

2.4.l. Compliance and best

practices for current/upcoming

federal regulations

1) Shared services for Affirmative Action plan data

2) Strategy, tools, and implementation plan for FLSA changes

3) ACA compliance

4) Title IX compliance

Human Resources

2.4.m. HR efficiencies and

effectiveness, leveraging system-

wide resources, including cost-

savings

1) Academic workforce planning tools and education developed

2) Compliance courses updated and streamlined

3) System-wide contract for talent acquisitions for cost savings and

process efficiencies

Human Resources


Lever 2.5. Create and implement best practices in IT management, applications, and infrastructure, to include execution of IT projects and

expansion of shared services [Metrics: Continued progress toward best of breed on these initiatives]

Action Key Metric to Track Owner(s) 2.5.a. Establish a broad set of

UM-wide IT standards for

technology purchases and

implementation/management of

services and infrastructure

Further deployment & utilization of the ITSRQ IT

2.5.b. Develop a shared cloud

computing approach that

protects University assets while

exploring potential cost savings

or value added services

Completed cloud analysis with recommendations IT

2.5.c. Data Center Consolidation Total percent of infrastructure assets compliant with plan (virtual assets

moved to DoIT on premise, cloud, or removed from service)

IT

2.5.d. Develop a more detailed

system-wide, integrated ERP

plan

Deliver final recommendations for HR and Student Administrative

systems

IT

2.5.e. Improve reporting and

analytics for all administrative

systems

More reporting functions being leverages for decision making IT

2.5.f. Faculty/Staff email

decision/implementation

Faculty/Staff email upgraded or moved to different platform by end of

FY17

IT

2.5.g. Security enhancements Begin deployment of 2 factor authentication IT


2.5.h. Enhanced OEI

Governance Structure

New governance structure finalized and follow new decision-making

matrix

IT

2.5.i. Enterprise Architecture

improvements

Formation of Enterprise Applications Review Board (EARB)

Implement EA Repository

IT

2.5.j. Research Computing

Support Improvements

Build out technology resources supporting research IT

2.5.k. New Columbia-wide VoIP

deployment

Hospital implementation completed by 2017. Total implementation

completed by end of 2018.

IT

2.5.l. Mass Notification

improvements

Contacted by August 2016 IT


Lever 2.6. Expand shared services that support the use of standard procedures and use technology more efficiently

Action Key Metric to Track Owner(s) 2.6.a. Complete AP Shared

Services, consolidation of

PO/non-PO processes.

Complete AP consolidation at MU Finance

2.6.b. Develop end-end travel

management; centralized travel

services

Completion of travel management cost/benefit analysis Finance

2.6.e. Develop and expand use

of a Finance Support Center to

better identify and manage issues.

Fully implemented finance support center. Reporting available to

identify common themes and problems

Finance

2.6.f. Create a Finance

Operations team to improve

decision making and

prioritization.

Operations team created and effectively functioning Finance

2.6.g. Review current Finance

systems to optimize what we

currently have and identify future

needs

3-5 year roadmap on steps needed to enhance Finance systems Finance

2.6.h. Implement a shared

service finance center for UM

System departments to perform

account and budget functions

UM System Finance Shared Service center fully implemented Finance


Lever 2.7. Implement programs, policies, or processes that lead to an increase in net revenues for research parks and incubators and new

revenue sources for the university 7

Action Key Metric to Track Owner(s) 2.7.a. Develop a 5-year plan for

each research park and incubator

to identify opportunities and

risks.

1) Increase Parks net revenues:

Baseline: 2013

Target: 10%

2) Increase number of Park tenants and jobs

Baseline: 0

Target: 3%

3) Increase number of student interns in Parks

Baseline: 0

Target: 8 Students

Academic Affairs

2.7.b. Leverage university

research capabilities into industry

research park opportunities

1) Dollars back to the university through collaborations with research

park and incubator tenants (i.e. research funding, donations, etc)

Baseline: FY15

Target: TBD

2) Increase number of collaborative education/research partnerships

Baseline: 0

Target: 2 by FY18

Academic Affairs


Theme 3

Theme Metrics

Metric:

Increase state funding

Baseline:

FY 2013; $397M Operating, 0 Capital

Lever Target:

20% operating increase by 2018; $200M capital by 2018

Advocate for higher education and UM


Lever 3.1. Promote awareness and appreciation of the UM System and higher education statewide

Action Key Metric to Track Owner(s) 3.1.a. Expand and enhance

statewide outreach campaigns.

As examples; Show Me Value

Tour, Rural Missouri Media

Outreach, leadership speeches

and appearances

a) Number of individuals reached

b) Media Hits

c) Nature of media coverage

d) Additional advocates gained

e) involvement on campuses

f) involvement in COPHE


3.1.b. Use relationships with

internal and external friends,

councils, trade associations, and

professional associations, in

which we are not involved to

advocate for UM

1) Number of groups participating, number of individuals reached

2) Coordinate messaging/efforts with campuses

3) Expand and align internal communications


3.1.c. Conduct two-part survey

state wide

Compare to:

1) 2008 baseline survey

2) Show Me Value tour audiences


3.1.e. Revise brand strategy of

the UM System

1) Complete process to define updated brand identity

2) Develop process to define internal and external constituencies to

increase engagement and build brand ambassadors


3.1.f. Utilize UM Supplier

Diversity results to increase our

image and reputation as a leader

in diversity and economic

Targeted communication via print articles, social media, and

presentations of UM’s supplier diversity, diverse supplier spending

results and overall efforts. This will demonstrate UM System and

Finance


inclusion—in Missouri and

nationally.

campus’ commitment to diversity and economic inclusion in Missouri

and nationally

3.1.g. Develop and implement

internal communication strategy

that ties to the external brand

strategy and to the employment

value proposition through

collaboration of UM

Communications and campuses.

Implementation steps of multi-year internal communication strategy to

include change management and timeline supported by all constituents

Human Resources

Lever 3.2. Provide thought leadership in state and national higher education organizations

Action Key Metric to Track Owner(s) 3.2.a. Provide leadership to state

and national higher education

organizations

Target: System leaders have 5 Statewide and 3 National leadership

positions in state and national higher education organizations

All units

3.2.b. Effectively use state

appropriations request process to

advocate for higher education

and UM.

Increased state support for operations and capital Finance, University

Relations

3.2.c. Engage other public higher

education institutions in the

Minority Advocacy Council

The number of institutions that participate in the Minority Advocacy

Council

Finance


3.2.d. Ensure state and federal

financial aid continues for

students

Increase state support for financial aid Academic Affairs,


3.2.e. Use relationships with

community groups, councils,

trade associations, and

professional associations in

which we are involved to

advocate

Number of groups participating, number of individuals touched

through participation


3.2.f. Provide leadership in

developing state funding

models/plans

Target: Respond to statewide higher education funding initiatives and

relationship with MDHE

Academic Affairs

3.2.g. Organize statewide CAOs

to address state higher education

issues (e.g., transfer policies,

program review, legislation)

Response to statewide initiatives and relationships to MDHE; number

of collaborative projects initiated/completed.

Target: Response to statewide initiatives and relationships with MDHE;

three collaborative projects initiated/completed

Academic Affairs

3.2.h. Assist in development of

core course transfer library

Baseline: No core transfer library in Missouri Higher Education

Target: Completion by July 2014

Academic Affairs


Lever 3.3. Promote transparency and institutional accountability

Action Key Metric to Track Owner(s) 3.3.a. Revise accountability

measures system to align with

campus and system strategies and

plans

Revised accountability metrics, with baselines and targets Academic Affairs,

3.3.b. Proactive communication

about University issues and

activities through prompt

response to media, legislate and

other requests

a) respond to majority of media inquiries within 24 hours

b) provide framework for handling Sunshine requests

c) placement and percentage of positive media stories

d) provide legislative updates

e) respond to legislative constituent issues within a week

f) success of university-preferred legislation

All units

3.3.c. Coordinate

communication about University

issues and activities to internal

and external audiences

1) Proactively inform faculty, staff, students and retirees

2) Provide prompt response to media, legislative and other requests



Appendix A | Levers Deactivated as of FY2015

Theme 2

1.2 Expand UM System Research and Economic Development Funding Programs

2.1 Provide opportunities for early career faculty to learn best practices in teaching and learning, integrating teaching and

scholarship

● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●

● ● ●

● ● ●

● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●

● ● ●

● ● ●


Appendix B | Levers Added as of FY2016

Theme 2

2.7 Implement programs, policies, or processes that lead to an increase in net revenues for research parks and incubators and

new revenue sources for the university

● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●

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● ● ●

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Appendix C | Strategic Actions Added as of FY2015

Theme 1

1.6.b Develop and implement the Student Entrepreneurs and Interns Program Academic Affairs

Theme 2

2.3.e. Continue existing funding programs and develop new ones that fit within campus and system strategic priorities in

support of research and economic development Academic Affairs

2.6.d. Develop a more detailed system-wide, integrated ERP plan IT

2.6.e. Develop and expand use of a Finance Support Center to better identify and manage issues Finance

2.6.f. Create a Finance Operations team to improve decision making and prioritization. Finance

2.6.g. Review current Finance systems to optimize what we currently have and identify future needs. Finance

2.6.h. Implement a shared service finance center for UM System departments to perform account and budget functions Finance

2.7.a. Develop a 5-year plan for each research park and incubator to identify opportunities and risks. Academic Affairs

2.7.b. Leverage university research capabilities into industry research park opportunities Academic Affairs

Theme 3

3.1.c. Conduct two-part survey state wide University Relations

3.1.d. Strategic distribution of UM System publication University Relations

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Appendix D | Strategic Actions Deactivated as of FY2015

Theme 2

2.3.a. Provide leadership in implementing policies and procedures that enhance the research and development activities

Academic Affairs

Theme 3

3.2.c Engage other public higher education institutions in the Minority Advocacy Council Finance

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● ● ●

● ● ●


Appendix D | Strategic Actions Completed as of FY2015

Theme 1

1.3.b. Expand summer internship to form a year-round internship program University Relations

Theme 2

2.2.c Implement software to allow students to easily build term schedules around schedule limitations, but including required

course work IT

2.2.d Implement software that enables faculty and staff to monitor and key retention indicators that occur during a semester IT

2.2.e Implementation software that enables faculty and staff to analyze data sets to help identify key factors to student success,

enabling advisors to identify key courses and retention indicators, provide enhanced guidance for student-major selection,

as well as to plan for course demand. IT

Theme 3

3.1.d. Strategic distribution of UM System publication University Relations

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● ● ●


Appendix E | Strategic Actions Added as of FY2016

Theme 1

1.3.e Strengthen university intern programs at federal and state levels University Relations

1.4.h. Model a performance-driven workforce culture by providing tools and support in areas of talent acquisition, performance

management, merit-based pay and development/training. Human Resources

1.4.i. System-wide strategy for diversity and inclusion in collaboration with campus/hospital Chief Diversity Officers, HR

Officers, Provosts, and other key leaders Human Resources

Theme 2

2.4.k Establish HR information system long-term strategy Human Resources

2.4.l. Compliance and best practices for current/upcoming federal regulations Human Resources

2.4.m. HR efficiencies and effectiveness, leveraging system-wide resources, including cost-savings Human Resources

2.5.c. Data Center Consolidation IT

2.5.d. Develop a more detailed system-wide, integrated ERP plan IT

2.5.e. Improve reporting and analytics for all administrative systems IT

2.5.f. Faculty/Staff email decision/implementation IT

2.5.g. Security enhancements IT

2.5.h. Enhanced OEI Governance Structure IT

2.5.i. Enterprise Architecture improvements IT

2.5.j. Research Computing Support Improvements IT

● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●

● ● ●

● ● ●


2.5.k. New Columbia-wide VoIP deployment IT

2.5.l. Mass Notification improvements IT

2.7.a Develop a 5-year plan for each research park and incubator to identify opportunities and risks. Academic Affairs

2.7.b. Leverage university research capabilities into industry research park opportunities Academic Affairs

Theme 3

3.1.e. Revise brand strategy of the UM System University Relations

3.1.f. Utilize UM Supplier Diversity results to increase our image and reputation as a leader in diversity and economic

inclusion—in Missouri and nationally. Finance

3.1.g. Develop and implement internal communication strategy that ties to the external brand strategy and to the employment

value proposition through collaboration of UM Communications and campuses Human Resources

3.3.c. Coordinate communication about University issues and activities to internal and external audiences University Relations

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University of Missouri SystemC o l U M b i a | K a n S a S C i t y | R o l l a | S t. l o U i S

strategicplan.umsystem.edu

Prepared: November 2013

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Revised: August 2014

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Revised: October 2015

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