Introduction
The College has launched a strategic planning initiative to ensure long-term success and sustainability. A planning committee of college leaders is spearheading this effort. The committee aims to develop a comprehensive strategic plan that aligns with the university’s goals and addresses unique challenges within CASE.
The process is inclusive and data-driven, involving input from faculty, staff, students, and external stakeholders. It includes a SWOT analysis and a survey by psychology graduate students to define objectives for academic excellence, student success, research innovation, and community engagement.
A timeline with key milestones ensures accountability, with the final plan positioning CASE to thrive in a competitive higher-education landscape and enhance its contributions to Missouri S&T’s mission and vision.
SWOT Analysis
In July 2024, a comprehensive SWOT analysis was conducted with input from CASE departments. Key findings include:
Strengths
Diverse degree offerings, dedicated faculty, favorable class sizes in major courses, strong PhD placement, cutting-edge research, high scholarly and creative output, award-winning faculty and staff, upgraded facilities, and robust community ties.
Weaknesses
Challenges in student enrollment and advising, marketing limitations, lack of university location appeal, insufficient faculty and staff recognitions, low graduate stipends, limited interdisciplinary collaboration, competitiveness at the R1 level, weak industry connections, low alumni engagement, aging facilities and equipment, and budget constraints.
Opportunities
Developing flexible degree and certificate options, expanding summer course offerings, engaging non-traditional and international students, enhancing research and study abroad opportunities, improving program rankings and grant success, capitalizing on social media presence, regional outreach, summer camps, alumni connections, and summer programs like SPARC and REU.
Threats
Engineering-focused narrative and reputation, uncertain administrative priorities, high tuition, low awareness of CASE programs, international visa challenges, bureaucratic curricular processes, insufficient outreach incentives, high faculty and staff turnover, limited space and resources for growth, and reliance on enrollment increases amidst declining high-school graduates.
Mission and Vision
Mission: The College of Arts, Sciences, and Education is dedicated to offering an inclusive, transformative environment that cultivates critical thinking, pioneering research, creative expression, collaborative mindset, and academic excellence in a STEM-focused university. We motivate students to become innovative leaders who make a positive impact on their communities and the world.
Vision: The College of Arts, Sciences, and Education aspires to educate future leaders by fostering an intellectually rigorous, inclusive, and collaborative environment focused on learning, discovery, and the generation of knowledge and creative works. We strive to expand access to educational and cultural opportunities, as well as establish pivotal partnerships, to enrich our local and global communities. Our goal is to inspire students, faculty, and staff to broaden their horizons and pursue intellectual excellence, empowering them to achieve their highest potential.
Survey
Under the leadership of Clair Reynolds-Kueny, psychology graduate students conducted a survey to gauge readiness for a new CASE Strategic Plan. Among 130 respondents, 67% felt the timing was right, and 50% were willing to support its initiatives. Additionally, 74% aligned with CASE’s mission and vision, and 68% were satisfied with CASE as a workplace or study environment. However, only 25% believed CASE had sufficient resources, and many lacked understanding of the college’s mission, vision, and goals.
The survey highlighted differing priorities: students wanted involvement in planning, building upgrades, and new programs, while faculty and staff sought more resources, admissions changes, and increased outreach to local high schools. Open-ended responses called for greater transparency and engagement.
As part of their project, the psychology graduate students proposed a series of recommendations to successfully implement a new CASE strategic plan:
- Increase Awareness: Use email updates and social media to promote CASE’s mission and vision.
- Enhance Readiness: Host small group sessions to engage stakeholders and build champions.
- Align Priorities: Focus on improving retention and faculty/staff compensation to gain support.
- Foster Engagement: Create feedback loops and recognition programs to encourage participation.
- Build Trust: Share transparent updates on resource allocation and progress.
Timeline
With drafts for the mission, vision, and strategic actions finalized, the next phase involves sharing the plan with key stakeholders, such as CASE Departments, the Faculty Leadership Council, Dean’s Leadership Council, and the Student Advising Board. This engagement aims to gather feedback and foster collaboration, emphasizing shared governance. The goal is to align stakeholders with the plan’s objectives and empower them to support its successful implementation.
- January 13: Shared the executive summary as well as supporting documents with department chairs to provide context for upcoming discussions.
- January 15: Devoted the department chair meeting entirely to discussing the strategic plan. Feedback from this discussion will be reviewed by the planning committee, and the plan updated as needed.
- February 4: Hosted a Town Hall meeting to answer questions and solicit feedback from CASE faculty and staff, incorporating relevant updates into the plan.
- February 11: Deadline for CASE faculty and staff to provide feedback on action items identified by the committee by anonymous survey.
- March 10: Distributing a final draft to all stakeholders for review, inviting final suggestions and edits.
- April 7: Publishing the finalized strategic plan on Missouri S&T’s news channels and social media platforms, ensuring broad visibility and transparency.
Looking Ahead
With the launch of a new Strategic Plan, the college is embarking on a transformative journey to elevate its academic community, foster innovation, enhance student success, and strengthen internal and external partnerships to achieve its goals. This plan reflects the collective vision and dedication of our faculty, staff, and students, whose valuable insights and unwavering commitment will be pivotal to its success.
As we move forward, our engagement and support will be critical to bringing this vision to life. Together, we will ensure that CASE not only adapts to the challenges of the future but thrives as a leader in education, research, and community impact.