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UNIVERSITY OF MISSOURI STRATEGIC PLANNING PROCESS

UNIVERSITY OF MISSOURI STRATEGIC PLANNING PROCESS. STRATEGIC PLANNING STEERING COMMITTEE October 17, 2012. Key Customers Academic Affairs Undergraduate students Graduate students Tenured/tenure-track faculty Endowment donors Parents Research sponsors Employers of our graduates

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UNIVERSITY OF MISSOURI STRATEGIC PLANNING PROCESS

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  1. UNIVERSITY OF MISSOURISTRATEGIC PLANNING PROCESS STRATEGIC PLANNING STEERING COMMITTEE October 17, 2012

  2. Key Customers • Academic Affairs • Undergraduate students • Graduate students • Tenured/tenure-track faculty • Endowment donors • Parents • Research sponsors • Employers of our graduates • Drallmeier • Students (BS and MS) • Doctoral students • Those who hire our students • Donors (alumni, industry, and government) • Research investors • Gragg • Residential undergraduate students • Parents of undergraduate residential students • Industrial firms (both those who employ S&T grads and those who do not) • Donors • Governmental entities (federal, state, private, and non-US)

  3. Key Customers Continued • Administrative Services • Students (undergraduate, graduate, in-state, out-of-state domestic, international) • Communities (general public, taxpayers, parents, prospective students) • Employers • Donors (industry, individual) • Employees (faculty, staff, students) • Research sponsors (government, industry/private) • Student Affairs • Students • Employers • Research affiliates (supporters, collaborators, funding sources) • Investors (individual donors, corporate sponsors, trustees, legislators) • Extended external constituents (alumni, parents, community members, citizens, patrons, fans) • Human Resources • Those (could be corporate or individual) who finance or pay for students to receive a “world class” education from a science and technology university • Consumers of highly advanced scientific and technological research • University Advancement (liked the ones developed by the “fab four”) • Undergraduate students • Graduate students • Employers • Research sponsors • Donors

  4. Draft Customer and Campus Strategy Statements October 2012 Campus As an innovation destination that delivers incomparable access to renowned expertise and services, we aim to increase return on investment for education and research partners seeking STEM-focused solutions that integrate teaching and research to foster learning, knowledge creation, and economic development.

  5. Customers Undergraduate To achieve a persistence rate of 93% by 2020 for undergraduate students by providing meaningful faculty interaction and comprehensive student support programs that develop creative and innovative future leaders. Graduate Distance/On-Line Students To enroll 2,000 students by 2020 in distance/on-line graduate courses, certificate, and degree programs through targeted educational products that help strengthen S&T’s partnerships with industry and government organizations. Research-Based Graduate Students To increase doctoral degrees awarded per faculty by 50% by 2020 by targeting STEM-focused graduate students interested in research-based careers through personal guidance by renowned faculty.

  6. Research Investors To increase externally-supported new collaborations to achieve additional annual expenditures of $10M by 2020 by focusing on customers seeking timely research and development solutions through direct access to renowned experts. Employers To achieve 75% employer satisfaction rating by 2020 and be recognized as an institution of choice for global employers seeking quality college hiresby providing incomparable student access and employer services. Donors To achieve 11,000 active donors by 2020 by strengthening personal relationships and instilling trust and confidence among alumni and friends by offering compelling giving opportunities that leverage tangible results.

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