Faced with tightening budgets, technological disruption and increased public debate about the value of a college degree, institutions everywhere are coming to the realization that the days of "business as usual" are quickly drawing to a close. Missouri S&T is rising to the challenge with our strategy to success.

Who we are

Founded in 1870 as the Missouri School of Mines and Metallurgy, Missouri S&T is a top research university with over 8,800 students and part of the four-campus University of Missouri System.

Located in Rolla, Mo., Missouri S&T offers 98 degree options in a variety of majors – including business and information technology, the humanities and social sciences, the liberal arts, education, engineering and the sciences.

Missouri S&T integrates education, research and application to create and convey knowledge that serves our state and helps solve the world’s great challenges.
Missouri S&T will be the leading public technological research university for discovery, creativity and innovation.

We will cultivate curiosity, creativity and confidence in our graduates. We will be the institution of choice for partners around the world seeking a highly qualified, talented and entrepreneurial workforce; innovative research; relevant educational programs, products and services; and technology and ideas to solve the great challenges of our time.

Lifelong Success

We add exceptional value. The rewards of the Missouri S&T experience extend far beyond a college education, valued degree or gratifying career. The S&T experience prepares you for a fulfilling life defined by the confidence to succeed, a desire to excel and a love of learning that never stops.


We are innovators. Building a better world demands a creative spark, innovative and entrepreneurial approaches, and curiosity to discover and explore new solutions to the world’s great challenges.


We hold ourselves accountable for our actions. We strive to uphold the highest ethical standards, to conduct ourselves with trustworthiness and respect for all of humanity, and to instill in our campus community these same principles.


We live by example. As stewards of the public goodwill, the financial resources entrusted to us, and the environment, we emphasize resilient and sustainable practices in all our endeavors.


We are great partners. We focus on adding value and creating mutually beneficial partnerships. The solutions to today’s great challenges require agile collaboration, teamwork and engagement with our stakeholders, both on campus and in the greater business, civic, national and international communities.


We are an inclusive, welcoming community. We seek to build a creative learning environment marked by openness, understanding and valuing all people and perspectives.

Strategy Statement

Missouri S&T will provide by 2020 a top return on investment among public research universities to students, employers, research partners and donors through extraordinary access to renowned expertise, services and experiential learning opportunities.

Missouri S&T will become the institution of choice for partners seeking a highly qualified, talented and entrepreneurial workforce; innovative research; relevant educational programs, products and services; and technology and ideas that help solve the great challenges of our time. We will accomplish this by building mutually beneficial relationships, fostering trust and confidence, breaking down barriers to success, and demonstrating our value added as a global university that integrates cross-cultural understanding in all aspects of our educational enterprise.

  • Undergraduate students
  • Research investors
  • Research-based graduate students
  • Employers
  • Distance and online students
  • Donors

First of all, our focus. Founded in 1870 as one of the first technological universities west of the Mississippi, Missouri S&T belongs to a select niche of institutions known collectively as “technological research universities.” These eight public and eight private institutions share common traits: a high percentage of STEM (science, technology, engineering and mathematics) and business majors, doctoral programs in STEM disciplines, a robust research enterprise, and thriving humanities and liberal arts programs. Building on that focus, S&T provides:

  • Direct, personal access to nationally and internationally known researchers, faculty, staff, and facilities
  • A broad array of experiential learning opportunities for every student
  • Innovative public and private partnerships that deliver solutions of global importance and local impact

Themes and Levers

The Missouri S&T strategic plan is all about the power of transformation. To get where we want to be, we need a clear game plan. The following are our transformational themes. Click on each theme to learn more about the specific actions of our strategic plan.

1.1 Require all undergraduate students to participate in some significant experiential learning activity before they graduate.

1.2 Foster innovation and creativity for faculty, staff, students and administration.

1.3 Establish database of measures to define student access to faculty and staff.

1.4 Create professional and leadership development opportunities for faculty, staff, alumni, students and administrators.

1.5 Encourage and enhance collaboration in teaching and research.

2.1 Employ transformative and focused hiring, including cluster hires, in selected areas of expertise to support best-in-class achievements.

2.2 Leverage S&T as Missouri’s technological research university.

2.3 Develop a culture of excellence in research, scholarship and creative activity among faculty, staff and students.

2.4 Create and implement a communication and marketing plan to raise the visibility of the campus and convey our return on investment.

2.5 Modify our conventional methods of teaching and research to accommodate current and new technology that will enhance student learning and increase faculty productivity.

2.6 Improve infrastructure that enables faculty, graduate student and undergraduate student abilities and accomplishments.

2.7 Address administrative structural changes to facilitate strategy and enhance national visibility.

3.1 Evaluate current academic programs and create, modify, eliminate or combine in order to ensure a relevant portfolio that supports S&T’s Carnegie classification as a national research university.

3.2 Centralize corporate relations to improve service to existing corporate partners and to identify and establish new partnerships for the purpose of increasing/enhancing research, economic development, credit and non-credit education, philanthropy, and the hiring of our graduates.

3.3 Improve facilities to enhance research and student learning, and expand experiential learning.

3.4 Promote inclusion and increase diversity of faculty, staff, students and administrators to remain relevant and competitive in a global environment.

3.5 Create and implement a student and alumni lifetime engagement strategy.

3.6 Devise convenient technology-based methods of accessibility, communication and engagement with external constituents.

3.7 Market campus strengths and create a broad awareness of student opportunities and benefits to both domestic and international audiences.

3.8 Exercise leadership in sustainability on campus and in the community by modeling sustainability practices in daily operations and practicing environmental stewardship.

3.9 Conduct a comprehensive fundraising campaign to secure private support for identified campus priorities.

4.1 Create a comprehensive distance and online education strategy.

4.2 Enhance instructional labs and methods of developing lab experiences.

4.3 Enhance innovative use of technologies to improve and facilitate access.

4.4 Ensure renowned faculty teach/interact with undergraduate students.

4.5 Engage in transformative doctoral student recruiting/retention and placement.

4.6 Improve student, faculty, staff and administrator mentoring and advising.

4.7 Identify and remove barriers to graduation and reduce time to degree for undergraduate and graduate students.

4.8 Expand access to renowned faculty through enhanced recruiting and retention.

4.9 Promote non-traditional activities outside of classroom.