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Strategy Metrics: UM System Administration

Campus ranking of the value of system functions



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Baseline rate
Campus ranking of the value of system functions

System administration will work with the campuses to ensure the campuses achieve their strategies, recognizing that system administration's success is dependent on the success of the campuses. System administration will both lead and provide support to the campuses.



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Average Rating

Resources for strategic investment generated by central bank



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Internal Financing

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



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Strategic Initiatives

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



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Cost Savings

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 activities it can take on to gain economies of scale or scope across campuses and improve quality or efficiency.



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Customer Satisfaction

Increase in state funding



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New State Funding Operations

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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Capital

Strategy Metrics: MU

Total enrollment



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Total enrollment

MU is a one-of-a-kind education. We are one of only five universities nationwide that provides the rich diversity of schools and colleges and a research reactor, all on one campus. Known for our collaborative and interdisciplinary research and teaching, MU has chosen to strengthen what we do best. Today?s problems cannot be solved by single disciplines. That is why cross-disciplinary solutions are necessary to address world problems such as hunger, obesity, disease, environmentally sustainable energy, human conflict and communications.

Six-year graduation rate



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Six-year graduation rate

The Carnegie Foundation recognizes only 73 of the 297 doctoral/research universities as Research University (Very High Research Activity) and only 34 of those are selected for membership in the AAU due to their teaching, research, scholarship, and comprehensiveness. MU is, therefore, among the top 11% of research universities, reflecting its already high academic stature.

Average time to graduation



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Average time to graduation

The Carnegie Foundation recognizes only 73 of the 297 doctoral/research universities as Research University (Very High Research Activity) and only 34 of those are selected for membership in the AAU due to their teaching, research, scholarship, and comprehensiveness. MU is, therefore, among the top 11% of research universities, reflecting its already high academic stature.

First-year retention



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Baseline rate
First-year retention rate

The Carnegie Foundation recognizes only 73 of the 297 doctoral/research universities as Research University (Very High Research Activity) and only 34 of those are selected for membership in the AAU due to their teaching, research, scholarship, and comprehensiveness. MU is, therefore, among the top 11% of research universities, reflecting its already high academic stature.

Citations per/TT faculty



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Citations per tenure-track faculty

The Carnegie Foundation recognizes only 73 of the 297 doctoral/research universities as Research University (Very High Research Activity) and only 34 of those are selected for membership in the AAU due to their teaching, research, scholarship, and comprehensiveness. MU is, therefore, among the top 11% of research universities, reflecting its already high academic stature.

National Academy members



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National Academy members

The Carnegie Foundation recognizes only 73 of the 297 doctoral/research universities as Research University (Very High Research Activity) and only 34 of those are selected for membership in the AAU due to their teaching, research, scholarship, and comprehensiveness. MU is, therefore, among the top 11% of research universities, reflecting its already high academic stature.

Faculty awards per year



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Faculty awards per year

MU is a one-of-a-kind education. We are one of only five universities nationwide that provides the rich diversity of schools and colleges and a research reactor, all on one campus. Known for our collaborative and interdisciplinary research and teaching, MU has chosen to strengthen what we do best. Today?s problems cannot be solved by single disciplines. That is why cross-disciplinary solutions are necessary to address world problems such as hunger, obesity, disease, environmentally sustainable energy, human conflict and communications.

Federal research dollars per faculty



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Federal research dollars per faculty

The Carnegie Foundation recognizes only 73 of the 297 doctoral/research universities as Research University (Very High Research Activity) and only 34 of those are selected for membership in the AAU due to their teaching, research, scholarship, and comprehensiveness. MU is, therefore, among the top 11% of research universities, reflecting its already high academic stature.

Number of postdoctoral researchers



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Number of postdoctoral researchers

MU is a one-of-a-kind education. We are one of only five universities nationwide that provides the rich diversity of schools and colleges and a research reactor, all on one campus. Known for our collaborative and interdisciplinary research and teaching, MU has chosen to strengthen what we do best. Today?s problems cannot be solved by single disciplines. That is why cross-disciplinary solutions are necessary to address world problems such as hunger, obesity, disease, environmentally sustainable energy, human conflict and communications.

Strategy Metrics: UMKC

Retention of first-time, full-time college students



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Retention of first-time, full-time college students

We will increase our graduation rates by at least 10% and our retention rates by at least 15% as part of our enrollment growth strategy. These graduation & retention rates will put us in the top quartile of our peer institutions.

Six-year graduation rate of first-time, full-time college students




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Six-year graduation rate of first-time, full-time college students

We will increase our graduation rates by at least 10% and our retention rates by at least 15% as part of our enrollment growth strategy. These graduation & retention rates will put us in the top quartile of our peer institutions.

Percent of UMKC students taking at least one online or distance course



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Percent of UMKC students taking at least one online or distance course

Our strategic plan includes a comprehensive approach to student success including professional development for our undergraduate advisors, the introduction of a University College to assist our undecided students, attention to improving our gateway courses, and Course Redesign employing technology to improve learning outcomes.

Number of campus community partnerships



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Number of campus community partnerships

A component of our larger strategic plan is to embed the community in our campus and embed the campus in our community. Capitalizing on our urban setting, we will increase the availability of applied learning opportunities such as practica, internships and service learning. We will enhance our research profile by focusing resources on centers of excellence and continuing to improve our research and tech transfer offices. The availability of research opportunities for our undergraduates is being expanded significantly as a point of distinction from our competitors.

Number of underrepresented students



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Number of underrepresented students

Our strategic plan includes a comprehensive approach to student success including professional development for our undergraduate advisors, the introduction of a University College to assist our undecided students, attention to improving our gateway courses, and Course Redesign employing technology to improve learning outcomes.

Total research expenditures



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Total research expenditures

UMKC has a mission statement that identifies the visual & performing arts and life & health sciences as core emphases, and we have world-class strengths in these areas. We are capitalizing on these strengths in many ways and they appear in the campus strategic plan that we have built upon to develop the system strategic plan. We also have clear, world-class strengths in teaching and research in the area of entrepreneurship that we are building upon, not only in the Henry W. Bloch School of Management, but across the entire University.

Amount of revenue generated outside of state funding



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Amount of revenue generated outside of state funding

A component of our larger strategic plan is to embed the community in our campus and embed the campus in our community. Capitalizing on our urban setting, we will increase the availability of applied learning opportunities such as practica, internships and service learning. We will enhance our research profile by focusing resources on centers of excellence and continuing to improve our research and tech transfer offices. The availability of research opportunities for our undergraduates is being expanded significantly as a point of distinction from our competitors.

Strategy Metrics: Missouri S&T

Starting salary of undergraduate students




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As outlined in Missouri S&T's strategy statement, the university strives to ensure a top return on investment among public research universities to students and other key customer groups. In 2012, S&T undergraduate students earned an average starting salary of $59,504. According to Payscale.com, Missouri S&T has the third-highest starting salary for undergraduates in the Midwest and seventh for all public universities in the nation.

U.S. News & World Report recruiter assessment score




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Employers are a key customer group in Missouri S&T's strategic plan. Missouri S&T's baseline recruiter assessment score is 3.3. By 2020, the university aims to improve the score to 3.5.

Number of students enrolled via distance or online per year




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As part of S&T's plan to increase and facilitate meaningful access to and interaction with renowned faculty, staff and services, S&T will create a comprehensive distance and online education strategy. As a baseline, S&T had 1,513 students enrolled via distance or online in fall 2012 the 2020 goal is 2,013.

Number of invention disclosures per $10M R&D expenditures




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Leveraging Missouri S&T as Missouri's technological research university is an integral part of the strategic plan, and increasing invention disclosures is an important measure of research productivity and return on investment for our research partners. S&T's baseline of invention disclosures is 8.9 per $10 million in research and discovery expenditures. By 2020, the university aims to increase this number to 10.

Employeer satisfaction with hires



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Missouri S&T is proud of the diversity and quality of its graduates, and those that employ our graduates are one of our key customers. A baseline employer satisfaction survey showed a 92 percent employer satisfaction rating with our graduates. S&T's 2020 target is sustained excellence of 92 percent.

Donor satisfaction with the Missouri S&T giving experience




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Missouri S&T's strategy is to ensure top return on investment for all of its partners, and donors are considered a key customer group. Donor satisfaction will be determined through various survey tools with results available in 2014.

Strategy Metrics: UMSL

Number of degrees conferred



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Number of degrees conferred

By 2018, UMSL will increase the number of undergraduate, masters, and doctoral degrees conferred by 20%. Academic units will partner with admissions to strengthen our recruitment and retention efforts to increase freshmen enrollment, while also designing program delivery approaches especially for adult degree-completion students and graduate students in order to increase the number of degrees conferred.

Increase in research funding for collaboration with community organizations or corporations




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Increase in research funding for collaboration with community organizations or corporations

As a critical anchor institution in the St. Louis region, we will advance our reputation through current and new community partnerships. By incorporating those partners into our research and curriculum, we expect to increase student retention and engage more alumni and donors. We will find and work with partners to replace any lost federal research funding.

First-year retention rates



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First-year retention rates

Academic units will partner with admissions to strengthen our recruitment and retention efforts to increase freshmen enrollment, while also designing program delivery approaches especially for adult degree-completion students and graduate students in order to increase the number of degrees conferred. We will increase our investment in scholarships to fulfill our access mission and meet our goal.

Six-year graduation rates



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Six-year graduation rates

We will enhance the campus identity by creating an UMSL experience with a more student-friendly environment. We will hire and retain high-quality faculty and staff to conduct research and design new programs. Strengthened programs will respond to emerging career opportunities, minimize credits to degree, and recruit and retain new undergraduate and graduate students at levels above our urban peers. Low-enrollment courses and programs will be targeted for revision or elimination.

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