Missouri University of Science and Technology
PAE-4: Sustainability Plan

As described in PAE Credit 2-Strategic Plan, Missouri S&T’s FY2012-FY2016 Strategic Plan addresses the environmental, social and economic dimensions of sustainability The University’s Strategic Planning Steering Committee was formed to help facilitate the planning process. This 18-member committee consists of administrators, faculty, staff and students. The Strategic Plan is a five-year rolling plan and the Tactical (operational) Plan is a yearly guide to completing the Strategic Plan.

The Strategic Plan includes measurable progress indicators for each established goal. The specific action items for achieving the goals are defined in the annual Tactical Plan.

Missouri S&T’s FY2012-FY2016 Strategic Plan addresses the environmental dimensions of sustainability specifically in Strategic Objective 5- Goal 5.4:

Goal 5.4- Exercise leadership in sustainability on campus and in the community by modeling sustainability practices in daily operations and practicing good environmental stewardship.
Progress Indicators (see Table 7 for baseline data)
• Percent reduction of greenhouse gas emissions following the guidelines of the American College & University Presidents Climate Commitment (ACUPCC).
• Number of activities conducted for faculty, staff, students and community to bring awareness to the importance of proactive management and stewardship.
• Number of measures implemented to conserve resources, including energy, water and paper.

Missouri S&T’s FY2012-FY2016 Strategic Plan addresses the social dimensions of sustainability in all 5 of its top level strategic objectives as referenced below:

Goal 1.4- Expand ethics education activities among students, faculty and staff
Progress Indicator
• Percentage of students, staff and faculty engaged in ethics education activities with a goal of 100% of target engagement. (Target to be determined in AY12)

Goal 2.1- Ensure high student quality and achieve diversity that reflects the State of Missouri and the global environment in which we compete.
Progress Indicators:
• Student quality and year to year student retention and graduation rates for undergraduate students as noted in Table 2.
• Student quality (average GRE scores) and average years for graduation for M.S. and Ph.D. students as noted in Table 3.
• Attainment of enrollment targets as indicated in Table 4.

Goal 2.2- Manage the academic portfolio to best meet the needs of the State and Nation.
Progress Indicators:
• Compare degrees granted to Missouri S&T to U.S. Department of Labor projected employment needs
• Compare financial aid allocation at Missouri S&T with U. S. Department of Labor projected employment needs.
• Review new degree, minor and certificate programs offered and compare them to U.S. Department of Labor projected employment needs.

Goal 2.3-Maintain affordability and enhance assistance for low income students.
Progress Indicator
• Average unmet financial need of students with a goal of maintaining the average unmet financial need at less than FS 2007 level of $4,200 in constant dollars.

Goal 2.4- Develop agreements with international universities that will attract quality students to Missouri S&T and will allow the delivery of selected S&T degree programs on international campuses.
Progress Indicators:
• Number of articulation/transfer agreements with international partners
• Number of international students at the undergraduate and graduate levels
• Number of international partnerships

Goal 3.1- Increase interdisciplinary research initiatives of national significance.
Progress Indicators:
• Number of interdisciplinary research centers with at least $3M per year in research expenditures, with a goal of increasing by four the number of such centers.
• Number of NSF Engineering Research Centers or centers of similar stature, with a goal of an increase of one.

Goal 4.2- Increase strategic relationships that support the four missions of the University; teaching, research, service and economic development.
Progress Indicators:
• Annual income from entrepreneurial and technology transfer activities, with a target of $1.5 million.
• Number of faculty and/or student start-ups created around university technology, with an increase by 4.
• Number of strategic partners advancing to the next level of engagement as defined by the Corporate Relations Team, with an increase of 2.

Goal 5.2-Demonstrate the University’s commitment to people by promoting inclusion and increasing diversity.
Progress Indicators
• Increased number of female tenured/tenure-track faculty members. Refer to Table 5.
• Increased number of traditionally underrepresented tenured/tenure-track faculty members. Refer to Table 5.
• Increased number of women and underrepresented staff members at all levels of the university.

Missouri S&T’s FY2012-FY2016 Strategic Plan addresses the economic dimensions of sustainability throughout by establishing goals to ensure the economic sustainability of the campus to enable it to continue to forward its mission.

This is demonstrated specifically in Strategic Objective 3, which addresses expanding its research activity and being recognized as a top five technological research university, in Strategic Objective 4, which addresses developing external resources and partnerships and in Strategic Objective 5, which addresses expanding and/or improving the University’s technological, cyber infrastructure and physical facilities in order to support the University’s mission and attract the best students, faculty and staff.

Progress Indicators Strategic Objective 3:
• Number of interdisciplinary research centers with at least $3M per year in research expenditures, with a goal of increasing by four the number of such centers.
• Number of NSF Engineering Research Centers or centers of similar stature, with a goal of an increase of one.
• Externally sponsored program expenditures per tenured/tenure-track faculty member, with a goal of increasing expenditures by 40%.
• Total externally sponsored program expenditures, with a goal of increasing by 50%.
• Number of scholarly works per tenured/tenure-track faculty FTE, with a goal of increasing by 25%. (Academic Analytics data for Fall 2009 is the baseline.)
• Number of Ph.D. degrees awarded, with a goal of increasing by 50%. (Baseline is 2007 and target year is 2016.)
• Number of Missouri S&T graduates accepting faculty positions in higher education, with a goal of increasing by 15.
• Number of full-time faculty in leadership positions, with fellow status, in professional societies, or receiving professional technical society level research awards, with a goal of increasing by 15.
• Number of faculty on intergovernmental personnel assignment or research leave, with a goal of increasing by 6.

Progress Indicators Strategic Objective 4:

• A plan for the next comprehensive campaign.
• Dollars raised in private donations, with a target of $12.5 million a year in non-campaign years.
• Annual alumni contribution rate, with a target of 20%.
• Increase in private gifts that could offset General Operating funds.

• Annual income from entrepreneurial and technology transfer activities, with a target of $1.5 million.
• Number of faculty and/or student start-ups created around university technology, with an increase by 4.
• Number of strategic partners advancing to the next level of engagement as defined by the Corporate Relations Team, with an increase of 2.
• Number of partnerships with external entities to co-deliver educational programs.

Progress Indicators Strategic Objective 5:
• Variance between faculty/staff/graduate assistant compensation and appropriate benchmarks.*
• Decreased student‐to‐faculty ratio for the university.
• Reduced variance between number of information technology staff and industry norms.
• Increased number of female tenured/tenure-track faculty members. Refer to Table 5.
• Increased number of traditionally underrepresented tenured/tenure-track faculty members. Refer to Table 5.
• Increased number of women and underrepresented staff members at all levels of the university.
• Increased square footage of teaching/education space and laboratory capacity.*
• Existing square footage and targets for physical space for research activities to be determined in AY 11-12.*
• Increased utilization of Virtual CLCs (vCLCs, using Virtual Desktop Infrastructure) coupled with resource leveling of physical CLCs with a goal of 80% utilization of vCLC and a goal to reduce physical CLC machine count by 25%.
• Percent reduction of greenhouse gas emissions following the guidelines of the American College & University Presidents Climate Commitment (ACUPCC).
• Number of activities conducted for faculty, staff, students and community to bring awareness to the importance of proactive management and stewardship.
• Number of measures implemented to conserve resources, including energy, water and paper.
• Reduced percent of recyclables in landfill waste. Targets to be determined in AY 11-12.

The objectives and goals of the Strategic Plan identify specific areas of interest or improvement that are in concert with the mission and vision and are targeted to be achieved or accomplished over the period FY 2012 – FY 2016. The specific actions to be taken to achieve the goals and objectives that will allow Missouri S&T to realize its vision and execute its mission are identified in the Tactical Plan. While all goals and objectives are important, it is recognized that not all goals and objectives can be pursued and achieved simultaneously. Some goals and objectives must be completed before others can begin while some must be phased in because of resource limitations, timing, or duration of effort required. Thus, developing this annual Tactical Plan of accomplishment defines how specifically we will move toward each of the five strategic objectives of the Strategic Plan. Specific officers, individuals, or leaders are designated as being responsible for ensuring that a team of university members, faculty, staff, administrators, students, alumni, and friends are properly organized and led to accomplish a specific action taken in support of a goal or objective.

As each goal has a progress or continuous improvement measurement associated with it, each activity also has a corresponding metric. At the end of each 12-month period of the Tactical Plan, the outcomes of the various activities are assessed and progress toward goals is evaluated. Those activities, goals, and objectives that are achieved are acknowledged and celebrated. Those activities, goals, and objectives that weren’t fully or satisfactorily completed or achieved are modified or extended to ensure that they can be achieved. They will continue to be pursued in the next annual Tactical Plan. As resources become available, additional objectives, goals, and their associated activities are added to the next year’s Tactical Plan. Each year’s Tactical Plan will be constructed so the Strategic Plan’s objectives and goals are reviewed and updated to ensure progress toward the University’s vision.