Nine Major Goals for 2015-16

This document summarizes the university’s major goals for 2015-16. This document is an action plan — a road map — that the Board of Governors and university administration will follow in the coming year. These goals were specifically designed to assist the university in achieving its mission of developing educated persons as outlined in the final year of the current long-range plan.

These goals are not intended to take the place of the university’s mission statement, long-range plan, key performance indicators, statewide performance measures for funding or the other goals, objectives and action items established by the university and its component parts.

I. Strategic planning

  1. Develop a report on the University’s progress under the 2011-2016 Long-Range Plan.
  2. Complete the strategic visioning project including the report developed as part of that process.
  3. Develop a 2016-2021 Long-Range Plan through a collaborative process that seeks broad input from University stakeholders.
  4. Evaluate opportunities to improve the University’s existing mission statement.
  5. Create and grow a reserve fund designed to enable investment into strategic initiatives.
  6. Develop a visioning guide that supports the University’s Long-Range Plan through a collaborative process that seeks broad input from University stakeholders.

II. Access to success

  1. Successfully complete the Higher Learning Commission accreditation process.
  2. Maintain modest growth in enrollment while increasing the diversity of the student body.
    • Continue to implement incentive and recruitment programs directed at increasing enrollment of underrepresented students.
    • Promote and assess the graduate needs-based scholarship program and the graduate diversity scholarship program.
    • Continue to strengthen relationships with diversity-oriented organizations.
    • Strengthen and maintain relationships with community college partners.
    • Promote and assess the Bachelor of General Studies program.
    • Create new academic programs based on student demand and state need.
    • Evaluate opportunities to eliminate, merge or redesign existing programs.
    • Diversify international student enrollment, with a focus on recruiting students from India and South America.
  3. Increase retention and graduation rates.
    • Implement a redesigned transfer student orientation program.
    • Implement an engagement camp for new students.
    • Continue to improve family activities and expand living learning communities.
    • Increase participation in the Partners in Education program.
    • Expand college-specific GEP 101 sections and specialized GEP 101 sections directed at first-generation students, and develop and implement an assessment model to track the impact these sections have on retention.
    • Implement the first-generation retention initiatives included in the University’s recent Title III grant application if funding is awarded.
    • Continue efforts to improve student placement and success in college level math courses.
  4. Increase the number of alternative pathway options for students.
    • Strategically implement and expand credit by assessment and credit by experience programs.
    • Evaluate opportunities to improve the model used to deliver programs at off-campus sites.
    • Offer and actively market an open online course titled Missouri’s Civil War and reoffer two existing open online courses titled Laura Ingalls Wilder: Examining Her Work and Writing Life – The Early Years and Laura Ingalls Wilder: Examining Her Work and Writing Life – The Later Years.
    • Create an online option for the Bachelor of Science in psychology program.
  5. Maintain competitive cost of attendance.
  6. Develop and implement a comprehensive plan to successfully track the outcomes of graduates as required by the state’s performance funding model.
  7. Advocate for state funding of scholarship and grant programs that enhance access to higher education for Missouri residents.

III. Public affairs integration

  1. Emphasize and hold the seven signature public affairs events.
  2. Enhance the profile of the Missouri Public Affairs Hall of Fame and operationalize the selection and induction of nominees.
  3. Evaluate opportunities to expand and improve the Public Affairs Conference.
  4. Continue the Comprehensive Public Affairs Assessment Plan to assess multiple measures (open-ended essays and the 40-item public affairs scale) of student learning in public affairs. Evidence of student learning will be collected from graduating seniors as part of the University Exit Exam. Faculty, staff and students will review student learning in an annual workshop. Assessment grants will be available to support public affairs learning outcomes and a public affairs teaching toolkit will be expanded.
  5. Sponsor programs and activities recognizing anniversaries of significant public affairs events, including the 800th anniversary of the Magna Carta and the 70th anniversary of the United Nations.
  6. Begin work on renewing the University’s Carnegie Community Engagement Classification.

IV. Engaged inquiry

  1. Sustain applications for grants and sponsored research above 300 annually and awards of grants and sponsored research above $20 million annually.
  2. Continue to develop and implement strategies to emphasize nanotechnology and computational science research.
  3. Continue to encourage collaboration between faculty in the College of Natural and Applied Sciences and the businesses conducting research in the Jordan Valley Innovation Center.
  4. Continue to publicize the University’s research successes.
  5. Increase institutional support for graduate student research.
  6. Evaluate opportunities to encourage and incentivize faculty who receive external research funding.

V. Partners for progress

  1. Evaluate the campus climate study and develop a plan of action to create and implement recommendations directed at enhancing the campus climate.
  2. Expand the University’s health care partnerships by developing a primary care clinic on campus in collaboration with Mercy.
  3. Complete the two-year pilot project for the Center for Community Engagement (CCE), and evaluate the viability and sustainability of the CCE.
  4. Evaluate opportunities to expand collaborations with public K-12 school districts.
  5. Continue to enhance the University’s support for entrepreneurial activities that foster job creation and economic growth by implementing a seed capital fund for qualified businesses.
  6. Continue to expand the International Leadership and Training Center, with a focus on contributing revenue to the University’s general operations.
  7. Continue and evaluate opportunities to expand the Focus First Vision Program a collaboration with the Vision Rehabilitation Center of the Ozarks, under which low income populations receive vision screening.
  8. Collaborate with the City of Springfield, the History Museum on the Square, the Route 66 Association of Missouri and others to publicize Springfield, Missouri, as the birthplace of Route 66.
  9. Collaborate with the Missouri Department of Conservation to utilize the University’s agricultural properties to demonstrate sustainable practices for private land owners.
  10. Collaborate with community organizations to provide services and opportunities for underrepresented individuals, including initiatives funded by the Springfield Project 2025 (Lumina Foundation grant).

VI. Valuing and supporting people

  1. Continue to improve compensation for faculty and staff.
    • Provide a cost-of-living raise for full-time employees.
    • Continue the third year of the Full Professor Salary Incentive Program.
    • Implement programs to target other high-performing and underpaid employee groups for additional compensation.
    • Evaluate opportunities to improve policies and protocols with regard to compensation and hiring.
    • Evaluate opportunities to improve the fringe benefits package available to employees.
  2. Continue to improve diversity of the workforce.
    • Encourage individuals involved in hiring processes to hire highly qualified, diverse candidates in furtherance of the University’s Affirmative Action Plan, with a target of at least 20% of new hires being ethnically or racially diverse, international, disabled, of veteran status or a member of a group that is underrepresented within the hiring department.
    • Continue to implement the campus-wide Appraisal and Development Plan (ADP) diversity goal, with a target of at least 80% of ADPs including a goal related to diversity.
  3. Enhance initiatives and programs to prevent and address sex and gender discrimination and harassment (including sexual assault) in compliance with Title IX.
  4. Establish an employee resource group for young professional staff.

VII. Responsible stewardship

  1. Continue to grow and diversify revenue.
    • Maximize state funding by satisfying the five established statewide performance measures.
    • Advocate for matching capital funding from the state for the Glass Hall addition and renovation project.
    • Advocate for increased operational funding from the state, including an increase designated for STEM programs.
    • To continue to receive private support through mini capital campaigns for Glass Hall, the hospitality and restaurant administration department projects, the College of Health and Human Services projects, the College of Arts and Letters projects and the Meyer Library renovation.
  2. Successfully bond the addition to and renovation of Glass Hall.
  3. Invest in the preservation, modernization, and replacement of capital assets to support mission critical needs.
    • Complete the construction and renovation of Pummill Hall, the O’Reilly Clinical Health Sciences Center, the Davis-Harrington Welcome Center, Sunvilla Tower, Temple Hall Laboratories, John Q. Hammons Parkway Transit and Meyer Library (Phase 1).
    • Begin construction and renovation of Glass Hall, Ellis Hall, West Plains life safety improvements and Sunvilla West FEMA safe room.
  4. Utilize and operate facilities efficiently.
    • Continue to incorporate sustainability into campus operations and foster principles of environmental stewardship, as measured by continued improvement within the Sustainability Tracking, Assessment and Rating System (STARS), a program of the Association for the Advancement of Sustainability in Higher Education (AASHE).
    • Continue to expand the campus chilled water system to ensure reliable chilled water service to more efficiently air condition campus facilities.
    • Continue to evaluate the sustainability of parking lot maintenance activities with regard to the performance, impact and cost of coal tar and asphalt emulsion sealant products.
  5. Manage University-wide risk effectively through the Enterprise Risk Management and Compliance Committee, including an external assessment of the University’s emergency preparedness.
  6. Develop and deploy a comprehensive rebranding creative campaign utilizing brand research completed in 2013, which will include a campaign-style guide for use across the University, an internal rollout plan and a state and regional marketing plan.
  7. Develop opportunities to operate the University in a more efficient manner by streamlining, eliminating and improving University policies, processes and programs.

VIII. Athletics

  1. Comply fully with NCAA rules with no major violations.
  2. Maintain an NCAA Academic Progress Rate above 930 for all teams.
  3. Finish in the top three in the Missouri Valley Conference All-Sports standings.
  4. Enhance revenues by increasing ticket sales in football, men’s basketball and women’s basketball and by increasing Bears Fund memberships.
  5. Successfully integrate the operations of the University’s athletics facilities JQH Arena, and Juanita K. Hammons Hall for the Performing Arts with the athletics department.
  6. Create a fiscally responsible budget for the athletics department that incorporates the University’s athletic facilities, JQH Arena and Juanita K. Hammons Hall for the Performing Arts, and maintain athletic expenses within applicable budgetary limits.
  7. Coordinate with the new football staff to complete a successful transition and to position the football team for a winning season.
  8. Collaborate with students and Learfield Sports to improve the overall game day experience.
  9. Successfully implement the Missouri Valley Conference television and digital media initiative.
  10. Continue to evaluate new NCAA legislation and implement appropriate strategic responses.

IX. West Plains integration

  1. Continue to develop and market pathways for students to transition from West Plains coursework to Springfield coursework.
    • Evaluate the potential for delivery of additional Springfield courses and programs on the West Plains campus.
    • Continue to refine marketing efforts to inform West Plains students of their available options to participate in Springfield courses and programs.
    • Enhance orientation processes for students transferring from the West Plains campus to the Springfield campus.
    • Identify and encourage opportunities for Springfield student organizations to coordinate and interact with West Plains student organizations.
  2. Identify and evaluate opportunities to improve the coordination of Banner processes between the West Plains and Springfield campuses.
  3. Solicit private support and begin design and construction for the renovation of Missouri Hall.