Missouri State University has completed the first year of its five-year strategic plan, and the impact is being felt systemwide and across the community. 

During the annual State of the University address, Oct. 2, President Richard B. Williams highlighted progress ranging from the development of interdisciplinary PhD proposals to a framework for an Innovation Institute. He also highlighted the completion of more than 60 capital projects.   

Other highlights from the annual report included new programs, like the interdisciplinary tourism management degree, and national accolades for thriving programs, such as a No. 1 ranking for screenwriting and recognition by the National Center of Academic Excellence in Cyber Defense for the university’s Bachelor of Science in Information Technology – cybersecurity track.  

Launched a year ago, Igniting Opportunity: Missouri State University’s Strategic Plan 2025-2030 has drawn direct involvement from more than 200 faculty, staff, students and community members.  

“Our first year showed what’s possible when we align around a common purpose,” Williams said. “Staff, faculty, students and community partners treated this plan as a call to action, not just a document, and the momentum we’ve built together is impacting the trajectory of the university in a meaningful way.” 

Building toward new PhD programs 

Missouri State has developed an interdisciplinary PhD model, with the first PhD program for Defense and Strategic Studies. It currently awaits Higher Learning Commission approval but has already been approved by the Faculty Senate and the Missouri Department of Higher Education and Workforce Development. Several other proposals are also under review, with the goal of moving one or two through the curriculum approval process this year.  

The work follows a comprehensive assessment of the university’s research infrastructure, including benchmarking against 30 peer institutions. 

Investing in campus and academic programs 

Missouri State completed more than 60 capital projects in the past year, including the Judith Enyeart Reynolds Performing Arts Complex, the Kampeter Hall Phase II renovation, Roy Blunt Hall, Cheek Hall, the Clifton M. Smart III University Advancement Center and an autism center on the West Plains campus. The university also opened the Collaborative Care Clinic, the Small Animal Education Center and Ag Innovation Center, and the Construction Education Success Center. 

To expand access to high-quality online education, faculty members began a Quality Matters self-review of online courses this spring, with 76 courses enrolled. Focus groups and surveys of faculty and students, a market analysis of online programs and benchmarking against peer institutions are guiding next steps. 

The university also received the 2026 Carnegie Classification of Community Engagement. And this spring, the Higher Learning Commission reaffirmed the university’s accreditation for a full 10-year term with no interim monitoring required. 

Establishment of an Innovation Institute 

Missouri State has developed an initial framework for an interdisciplinary Innovation Institute that would connect academic programs, applied research, entrepreneurship, workforce development and community partnerships.  

Its proposed purpose is to cultivate an entrepreneurial mindset, including creativity, critical thinking, collaboration and problem-solving, and to prepare people for emerging careers and employers’ changing needs. The concept was developed based on feedback received from major regional employers.  

The university has begun aligning the institute with existing innovation assets, including efactory, the Jordan Valley Innovation Center and the College of Business. It has also engaged the Greater Ozarks Cooperating School Districts and other K-12 partners about coordinated pathways in innovation, entrepreneurship and career-connected learning.  

Employer feedback has identified the skills, competencies and credentials most needed to meet workforce demands. The university began developing flexible pathways to academic credit, industry-recognized credentials and continuing education. 

Looking ahead 

In the strategic plan’s second year, the university will implement its Strategic Enrollment Management Plan, develop action plans to improve employee and student satisfaction and launch a refreshed brand, among other plans.

“We’ve made significant progress in the first year, and now we have an opportunity to build on that work,” Williams said. “Year two will be about advancing these priorities and creating even more opportunities for our students and the communities we serve.”