At the University of Missouri, we want to continue to be good stewards in every sense of the phrase. We value the investment that taxpayers make in us, and the dollars our students invest in themselves through tuition. To show how much we value it, we commit to being transparent about how we use time, money and personnel.
Through a University of Missouri System-led effort, Mizzou completed an Administrative Review in December of 2017. The goal of this review was to identify administrative efficiencies and opportunities to streamline operations by reducing redundancies across administrative functions. With the following objectives, MU’s goals and strategies for excellence in planning, operations and stewardship were established:
In addition to becoming more transparent to our internal and external stakeholders, we want to commit to embracing decision-making informed by data — and, of course, context — throughout all levels of the university. To achieve our lofty yet attainable goals, we need to focus resources on MU’s areas of strength to continue to differentiate the university. Identifying areas of excellence, as we develop new processes and create new budget models, among other things, will be greatly informed by data moving forward.
Because strategy drives budget, we are also rethinking the way we allocate resources across campus. A group of faculty, staff, students and administrators were charged in spring 2018 to reconsider how we allocate our resources and to identify new models that would address critical needs and investment opportunities.
Self-evaluation is key in becoming the type of innovative, comprehensive flagship university that we strive to be. As of the beginning of the 2018-2019 academic year, we are making strides in adjusting operational structures.
Goals and Strategies
To successfully achieve excellence in planning, operations and stewardship, Mizzou will adopt or continue to pursue the following objectives:
- Continue to foster a culture of safety through a wide range of services to the MU campus community.
- Coordinate semi-annual emergency management and safety drills and test the emergency notification system. Mizzou’s robust emergency plan is co-directed by the MU Police Chief and the Director of Environmental Health & Safety. Mizzou has established a good relationship with city, county and school district officials who meet monthly to discuss safety measures.
- Identify, purchase and oversee a comprehensive integrated camera system for university buildings and properties. Currently, there are more than 900 decentralized analog cameras campus wide; centralizing monitoring and purchasing an additional 1,000 surveillance cameras will provide a more reliable safety/security system.
- Provide (Citizens Response to Active Threat, self-defense, lab safety, etc.) training in locations across campus and after hours to reach the campus community as well as provide faculty and staff with emergency evacuation plans, guidance in locking classrooms during a threat and other emergency planning procedures.
- Recruit and hire a diverse police officer work force that mirrors the campus community with the goal of increasing department strength to 50 sworn officers.
- Implement a new resource allocation model that gives transparency into what drives our revenues and expenses. This new model will highlight our commitment to our mission and priorities. Through that transparency and priority setting, individual decision makers will be more empowered to make decisions in alignment with MU’s overarching goals.
- Create a strong financial accountability environment. Each decision maker who manages resources on MU’s behalf will be expected to demonstrate their adherence to sound financial practices in the context of meeting the academic, programmatic and mission objectives for which they are responsible.
- Analyze results from the activity analysis survey to study the level of, and cost associated with, the current central and distributed organization of human resources and finance work at MU. This data will inform decisions regarding how to improve services and efficiency.
- Create the Office of Institutional Effectiveness to promote and coordinate data in decision-making throughout all critical operations on campus and within the UM System.
- Examine the current tuition and fee levels to find ways we can simplify the structure for students while assessing how appropriate our current rates compare to the market rate of similar programs.
- Through the student success initiatives highlighted in the first compact of this plan, improved student retention will have a positive financial impact for MU.
- Support the expansion of programs both online and on campus where there is strong demand – and therefore revenue opportunities.
- Foster an environment that encourages pursuit of entrepreneurial activities, as outlined in the Research and Creative Works compact.
- Develop talent management framework to attract, develop and retain top talent.
- Foster an inclusive, diverse and collaborative work environment to inspire excellence.
- Create workplace culture that values faculty and staff’s physical, mental and social wellbeing.
- Streamline efficiencies, create centers of expertise, and evaluate external market force needs.
- Evaluate and implement policy improvements, which impact effectiveness and efficiencies.
- Evaluate variations across processes, programs and operations to identify common approaches and mitigate risk.
- Evaluate the return on investment of existing and new technologies in support of efficiency and effectiveness, as well as improved data analytics and reporting.
- Reduce square footage by 750,000 gross square feet by 2023.
- Refine Mizzou Stewardship Model to include process for space reduction, invest in creating supporting and maintaining existing and future campus buildings, without compromising programs or resources benefiting students, staff, faculty and the community.
- Focus IT efforts that improve efficiencies, improve quality, reduce cost and facilitate innovation.
- Design/implement integrated IT organization across the university.
- Organize work into eight areas according to the organizational structure.
- Use digital tools to improve workflow, process integration and data-facilitated decision-making.
- Eliminate duplications within the organization.