UMSL is a public asset that seeks to operate in a manner that supports optimal success in teaching, research, engagement and economic development. This compact details efforts to maintain public trust and achieve operational excellence and efficiency through internal and cooperative planning and restructuring.
Reallocate resources to academic programmatic areas of growth, strength and excellence
- Complete Academic Program Prioritization by 2018.
- Start implementation of Academic Program Prioritization by 2018.
- Conduct annual analysis of academic programs, using updated data from the Academic Program Prioritization.
Implement a long-range financial planning cycle
- Completion of a process, tools and training for the five-year plan by 2018.
- Establish usage overhead rates and depreciation by 2018.
- Deliver tools and resources to provide margin-based data to support budget planning by 2018.
Implement long-range enrollment plan
- Implement Five-Year Planning to include market demographics size and share, regional long-term goals and total student credit hour metrics by 2019.
- Establish market demographics/size and share by 2019.
- Establish regional long-term goals by 2019.
- Identify total student credit hour metrics by 2019.
Implement Master Plan components
- Complete the Master Plan by 2018.
- Implement initial stages of the Master Plan by 2023.
Utilize IT resources to partner in solving business problems across campus in alignment with UM System priorities
- Establish a rolling five-year organizational roadmap with phased implementation milestones by 2018; revise each year.
- Bolster active management of campus partnership through assignment of IT relationship managers by 2019.
- Develop active IT governance model to standardize technologies to scale across campuses by 2019.
Identify redundancies in support function processes and tools and adopt efficient organization structure
- Establish a long-term organizational roadmap with phased implementation milestones by 2019.
- Leverage durable good procurements across all campuses to achieve greater buying power and unit cost reduction through the use of single contract agreements by 2020.
- Realize efficiencies and realign resources to campus priorities starting in 2018.
Develop and support campus analytics services to provide statistical and operations research models for forecasting, simulation and optimization
- Have analytics personnel in place by 2019.
- Publish initial financial models by 2020.
- Establish self-service capabilities for all campus business managers by 2020.
Provide local leadership and System-level collaboration to define and design the HR service delivery model
- Participate in the achievement and lead the local implementation of System-wide HR goals.
- Receive and clarify the results of satisfaction surveys from campus leadership and staff.
- Identify key processes and opportunities to improve efficiency and reduce waste.
Expand the campus talent management framework and resources for career planning, leadership development and succession in alignment with UM System talent management strategies
- Support the Anchor Dashboard through increased hiring in Anchor communities.
- Create pre-screened applicant pools for high-demand jobs (i.e. office support & business support roles).
- Implement skills testing of finalist pools for staff support jobs.
- Conduct talent reviews to identify high-potential talent.
- Create development plans for identified high-potential talent.
- Achieve and maintain parity in promotion rates between minority and non-minority staff.
- Pay faculty and staff fairly relative to appropriate comparative institutions.
Partner with Academic Affairs and UM System HR to develop faculty-focused HR services/functions
- Have a minimum of 1.0 FTE dedicated to supporting academic and faculty-focused HR matters.
Develop and implement plans for managing and accounting for space usage
- Establish a square footage measure of utilization by credit hours taught for classroom space in each building with classrooms (minus online classes) by 2022.
- Establish a square footage measure of office space utilization by number of full-time faculty/staff use by 2022.
- Consolidate underutilized space (both class and office) by 2022.
Develop and implement a Safety Committee to assist with determining needs, set priorities, advise and make recommendations concerning need-ed safety initiatives and costs
- Complete the purchase of a smartphone safety app (RAVE Guardian) by 2018.
- Analyze the need for classroom door locks by 2019.
- Re-examine the swipe card access project by 2019.
- Develop marketing for the “Safe Campus” initiative by 2018.