Breadcrumb
UCM Strategic Plan 2026-2031
UCM's strategic plan is our roadmap for the future: a clear set of priorities that
align our mission, vision and values with the needs of our students and communities.
It helps us focus our resources, measure our progress and stay true to who we are
while adapting to change.
We invite all UCM students, faculty and staff to participate in this process as we
work to provide a transformative education, build a welcoming community and prepare
graduates who are redefining what's possible in Missouri and beyond.
Latest Strategic Plan News
UCM's Board of Governors has endorsed the proposed framework for UCM's 2026-2031 strategic plan. This includes the updated mission, vision and values. The strategic plan framework is organized around six imperatives. Please find the updated mission, vision, values and imperatives below.
On the Central Speaks podcast, Dr. Ann McCoy shares the why, how and what's next of the UCM Strategic Planning process. Listen here on this page by clicking the player below or subscribe to Central Speaks wherever you get your podcasts:
Mission Statement
We empower individuals to learn deeply, grow confidently, and navigate change with
purpose.
Vision Statement
Where curiosity enables every learner to impact the world.
Values
- Respect: Reflects how UCM builds a welcoming environment where each individual feels supported, included, and part of something larger than themselves.
- Well-being: Emphasizes creating an environment where people feel safe and healthy 鈥� being able
to learn, work, and engage while supported in both their physical and
mental well-being. - Innovation: Reflects UCM鈥檚 ability to evolve, experiment, and adapt 鈥� remaining future-ready in teaching, programs, technology, and institutional practices.
- Service: Highlights UCM鈥檚 commitment to serving others 鈥� in the classroom, in the region, and
in society 鈥� contributing and making a meaningful difference to others
through action. - Opportunity: Reflects how UCM opens doors 鈥� creating pathways, removing barriers, and supporting personal, academic, and professional success.
- Integrity: Represents upholding ethical behavior, honoring commitments, and creating trust in relationships and decisions.
Imperatives
- Learner Access and Achievement
- Applied Learning
- People and Culture
- Partnerships and Impact
- Operational Innovation and Excellence
- Institutional Identity
Developed through a yearlong process with broad stakeholder input, the plan is intended to serve as a working document, with metrics, implementation and assessment continuing as units develop aligned initiatives. See the strategic plan timeline below.
Strategic Plan Timeline
| Activities | Stakeholders Involved | Outcomes |
| Planning - Getting Started (April-May 2025) | ||
| Senior Leadership Meet w/SPC Chair & Facilitator |
President, Provost and Vice President of Finance and Administration | Process Discussion and Preliminary Stakeholder Analysis |
| UCM 2031: Direction Setting - Establishing our "North Star" (May-June 2025) | ||
| President's Council: 1:1 Structured Interviews by SPC Members | President's Council | Feedback on Mission, Vision, Values, Imperatives and Opportunity Agenda |
| Stakeholder Engagement & Discovery (July-September 2025) | ||
| Stakeholder Feedback: Process and Data Collection by SPC members (surveys, interviews, focus groups) | Students, Faculty, Staff and External Stakeholders | Input on Mission, Vision, Values, Imperatives and Opportunity Agenda |
| Strategic Planning Work Session #1: Data Review & Preliminary Work (November 2025) | ||
| Facilitated Large-Scale Stakeholder Engagement Event | Mixed Stakeholder Representation (approx. 64 participants) | Input and Validation from Stakeholders on Mission, Vision, Values, Imperatives and Opportunity Agenda |
| Drafting the Elements & Framework of the Strategic Plan (December 2025-January 2026) | ||
| President's Council Feedback and Guidance on Strategic Plan | President's Council | First Draft of Strategic Plan with Focus on Revised Mission, Vision, Values, Imperatives and Opportunity Agenda with Metrics |
| Work Session #2: Validation of the Elements & Framework of the Strategic Plan (February 2026) | ||
|
Facilitated Large-Scale Stakeholder Engagement Event
|
Mixed Stakeholder Representation (approx. 64 participants) | Final Draft of Strategic Plan with Focus on Revised Mission, Vision, Values, Imperatives and Opportunity Agenda with Metrics |
| Board Alignment & Awareness (April & May) | ||
|
Present mission, vision and values to Board of Governors Conduct campus awareness campaign |
Board of Governors Campus Community |
Shared understanding and validation |
| Preparation and Strategic Planning Work Session #3 (May & June) | ||
|
Facilitated Large-Scale Stakeholder Validation Finalize framework and KPIs Design Nuventive Updates |
Mixed Stakeholder Representation (approx. 64 participants) | Final Review and Feedback on UCM Strategic Plan 2031 |
| Approval & Leadership Activation (June) | ||
|
Present to Board of Governors Launch leadership briefings Distribute planning tools |
Board of Governors Campus Community |
Institutional alignment and readiness |
| Unit-Level Planning (June, July & August) | ||
| Unit-Level Planning | All Individual Academic and Operating Units | Initiative generation across campus |
| Campus Re-Entry & Data and Systems Integration (August & September) | ||
|
Campus update Configure Nuventive Map to strategic imperatives Continue academic planning and highlight early progress |
Campus community |
Sustained momentum of strategic plan Reporting system ready |
Participation
Success at 91导航 is a shared endeavor. To ensure our strategic plan reflects the diverse perspectives of our global community, we prioritized broad participation across every stage of development. We celebrate the 1,600 students, faculty, staff, alumni and community membres who shared their vision through our 2025 survey, as well as the dozens of stakeholders and more than 65 workgroup members who contributed their expertise. This collaborative effort ensures our path forward is grounded in the lived experience and aspirations of those we serve.
Have Questions?
Contact our Strategic Plan Chair:
Ann McCoy
Vice Provost, Academic Programs & Graduate Studies