Gail Hackett
Executive Vice Chancellor & Provost

Strategic Planning Input
Life Sciences Task Force
(Danforth Report)
2003
UMKC Trustees’ Initiative 2004/2006
Blue Ribbon Task Force
“Time to Get It Right”
“Time to Get Things Done”
Chancellor Bailey’s
Interim Plan
Provost’s Academic
Commissions
University of Missouri
System Strategic Plan
2006
2007
2006
2007
2008

Moving Forward
Formed Strategic Planning Steering Committee in October 2008 representing a broad range of constituents
Students
Faculty
Staff
Community Members
Formed subcommittees, or “working groups”
Life and Health Sciences
Visual and Performing Arts
Undergraduate Education/Student Success
Urban Vision/Community Engagement
Diversity/Campus Climate
Science and Technology
Economic Development
Formed writing team to draft the initial plan

Next Steps
Vetted the draft plan
University Faculty, Staff, Students and
Administration
Civic and Business Community
External Constituent Partners
Revised the draft plan
Revise
Finalized the plan 2009
Aligned unit plans
Began Implement plans Fall 2009
Revisit the plan on an annual basis
Plan
Measure
Implement

Vision and Mission
University of Missouri System Mission Statement
The mission of the four-campus University of Missouri System-- a land-grant university and
Missouri's only public research and doctoral-level institution-- is to discover, disseminate, preserve and apply knowledge. The university facilitates lifelong-learning by its students and
Missouri's citizens; fosters innovation to support economic development; and advances the health, cultural and social interests of the people of Missouri, the nation and the world.
UMKC Mission Statement
UMKC’s mission is to lead in life and health sciences; to deepen and expand strength in the visual and performing arts; to develop a professional workforce and collaborate in urban issues and education; and to create a vibrant learning and campus life experience.
UMKC Vision Statement
UMKC will become a model urban research university characterized by signature graduate and professional programs, a dynamic undergraduate population, a highly diverse faculty, staff and student body, and active engagement with its city and region.

Strategic Plan - Goals
Goal Description
Place Student Success at the Center
To provide the optimal learning experience for all students: outstanding academic programs, seamless student support, a vibrant campus community, and engaging locally, regionally, and globally.
Lead in Life and Health
Sciences
To engage in cutting edge research, develop strategic partnerships that enable translational research opportunities, and provide excellent interdisciplinary education in life and health sciences.
Advance Urban
Engagement
To engage with the local, regional, national , and international community in partnerships that foster opportunity, innovation and sustainable development.
Excel in the Visual and
Performing Arts
To create excellent programs in visual and performing arts that are central to campus life and support Kansas City’s initiatives in entrepreneurship, urban education, and innovation.
Embrace Diversity To celebrate diversity in all aspects of university life, creating safe environments, culturally competent citizens, and globally oriented curricula and programs.
Promote Research and
Economic
Development
To foster innovation, improve technology transfer, produce worldclass research, and develop partnerships that create economic development.

Strategic Plan – Goal
Goal 1. Place Student Success at the Center
To provide the optimal learning experience for all students: outstanding academic programs, seamless student support, a vibrant campus community, and engaging locally, regionally, and globally.

Strategic Plan - Objectives
Goal 1. Place Student Success at the Center
To provide the optimal learning experience for all students: outstanding academic programs, seamless student support, a vibrant campus community, and engaging locally, regionally, and globally.
 Provide excellent academic programs that challenge all students to achieve at a high level.
 Provide “high impact” educational experiences associated with student engagement and retention.

Provide academic experiences that empower all students to contribute to a dynamic and complex world characterized by significant demographic and technological change.
 Create a service model that allows a one-stop approach to meeting student needs (real and virtual).
 Develop proactive systems and programs to support student success.

Strategic Plan – sample strategies
Goal 1. Place Student Success at the Center
To provide the optimal learning experience for all students: outstanding academic programs, seamless student support, a vibrant campus community, and engaging locally, regionally, and globally.
 Provide excellent academic programs that challenge all students to achieve at a high level.
o Develop an Honors College
 Provide “high impact” educational experiences associated with student engagement and retention.
o Greatly expand the SEARCH program
 Provide academic experiences that empower all students to contribute to a dynamic and complex world characterized by significant demographic and technological change.
o Provide learning experiences leading to competent cultural behaviors
 Create a service model that allows a one-stop approach to meeting student needs (real and virtual).
o Improve service delivery and communication with students
 Develop proactive systems and programs to support student success.
o Develop an early alert system

Strategic Plan – sample metrics
Goal 1. Place Student Success at the Center
To provide the optimal learning experience for all students: outstanding academic programs, seamless student support, a vibrant campus community, and engaging locally, regionally, and globally.
 Provide excellent academic programs that challenge all students to achieve at a high level.
o Develop an Honors College
 Provide “high impact” educational experiences associated with student engagement and retention.
o Greatly expand the SEARCH program
 Provide academic experiences that empower all students to contribute to a dynamic and complex world characterized by significant demographic and technological change.
o Provide learning experiences leading to competent cultural behaviors
 Create a service model that allows a one-stop approach to meeting student needs (real and virtual).
o Improve service delivery and communication with students
 Develop proactive systems and programs to support student success.
o Develop an early alert system
Sample Metrics:
Number of students receiving competitive and externally recognized awards
First-year retention rate of First-time, Full-time students by ethnicity
First-year retention rate of transfer students by ethnicity
Four-year graduation rate of First-time, Full-time students by ethnicity

Phase 1 – Selected Strategies
 Create a University College
 Expand the Honors Program into an Honors College
 Expand Undergraduate Research Opportunities
 Create a Student Success Center
 Increase Retention and Graduation
 Implement an Early Warning System
 Expand E-Learning
Long Term Strategies
 Revise and Reinvigorate General Education Curriculum
 Transform Advising

Strategic Plan – Goal
Goal 2. Lead in Life and Health Sciences
To engage in cutting-edge research, develop strategic partnerships that enable translational research opportunities, and provide excellent interdisciplinary education in life and health sciences.

Strategic Plan – Objectives
Goal 2. Lead in Life and Health Sciences
To engage in cutting-edge research, develop strategic partnerships that enable translational research opportunities, and provide excellent interdisciplinary education in life and health sciences.
 Implement organizational and administrative strategies to create meaningful collaborative partnerships with the Kansas City Life and Health Sciences research community.
 Establish a unified strategic approach to the UMKC Life and Health Sciences research mission.
 Implement new Life and Health Sciences graduate, doctoral, professional and interprofessional education initiatives.
 Improve research laboratory and administrative support services.
 Enhance collaborative and cross-disciplinary research and educational programs within the science and engineering communities.

Strategic Plan – sample strategies
Goal 2. Lead in Life and Health Sciences
To engage in cutting-edge research, develop strategic partnerships that enable translational research opportunities, and provide excellent interdisciplinary education in life and health sciences.
 Implement organizational and administrative strategies to create meaningful collaborative partnerships with the
Kansas City Life and Health Sciences research community.
o Appoint a Vice Chancellor for Research to coordinate Life and Health Sciences research efforts and promote strategic partnerships o Establish a Life and Health Sciences Research Advisory Council under leadership of VC for
Research
 Establish a unified strategic approach to the UMKC Life and Health Sciences research mission.
o Emphasize shared academic recruitment to establish and enhance robust collaborative research foci across academic units
 Implement new Life and Health Sciences graduate, doctoral, professional and interprofessional education initiatives.
 Improve research laboratory and administrative support services.
o Develop and support centralized research core facilities
 Enhance collaborative and cross-disciplinary research and educational programs within the science and engineering communities.

Strategic Plan – sample metrics
Goal 2. Lead in Life and Health Sciences
To engage in cutting-edge research, develop strategic partnerships that enable translational research opportunities, and provide excellent interdisciplinary education in life and health sciences.
 Implement organizational and administrative strategies to create meaningful collaborative partnerships with the
Kansas City Life and Health Sciences research community.
o Appoint a Vice Chancellor for Research to coordinate Life and Health Sciences research efforts and promote strategic partnerships o Establish a Life and Health Sciences Research Advisory Council under leadership of VC for Research
 Establish a unified strategic approach to the UMKC Life and Health Sciences research mission.
o Emphasize shared academic recruitment to establish and enhance robust collaborative research foci across academic units
 Implement new Life and Health Sciences graduate, doctoral, professional and interprofessional education initiatives.
 Improve research laboratory and administrative support services.
o Develop and support centralized research core facilities
 Enhance collaborative and cross-disciplinary research and educational programs within the science and engineering communities.
Sample Metrics:
Total externally sponsored research expenditures in Life and Health Sciences
Total federally funded federal research expenditures in Life and Health Sciences
Number of student admissions into Life and Health Sciences programs
Endowment to support Education Initiatives in Life and Health Sciences

Strategic Plan – immediate action
Goal 2. Lead in Life and Health Sciences
To engage in cutting-edge research, develop strategic partnerships that enable translational research opportunities, and provide excellent interdisciplinary education in life and health sciences.
 Implement organizational and administrative strategies to create meaningful collaborative partnerships with the
Kansas City Life and Health Sciences research community.
o Appoint a Vice Chancellor for Research to coordinate Life and Health Sciences research efforts and promote strategic partnerships o Establish a Life and Health Sciences Research Advisory Council under leadership of VC for Research

Establish a unified strategic approach to the UMKC Life and Health Sciences research mission.
o Emphasize shared academic recruitment to establish and enhance robust collaborative research foci across academic units
 Implement new Life and Health Sciences graduate, doctoral, professional and interprofessional education initiatives.
 Improve research laboratory and administrative support services.
o Develop and support centralized research core facilities

Enhance collaborative and cross-disciplinary research and educational programs within the science and engineering communities.
Sample Metrics:
Total externally sponsored research expenditures in Life and Health Sciences
Total federally funded federal research expenditures in Life and Health Sciences
Number of student admissions into Life and Health Sciences programs
Endowment to support Education Initiatives in Life and Health Sciences

Phase 1 – Selected Strategies
 Create a Center of Excellence for Clinical and Translational Research for Urban
Health
 Enhance and Develop Research Centers of Excellence in the Life and Health
Sciences
 Establish a Life and Health Sciences Research Advisory Council
Long Term Strategies
 Develop and Support Centralized Research Core Facilities
 Establish Program Specific PhD degrees in the Life and Health Science and related fields

Strategic Plan – Goal
Goal 3. Advance Urban Engagement
To engage with the local, regional, national, and international community in partnerships that foster opportunity, innovation and sustainable development.

Strategic Plan – Objectives
Goal 3. Advance Urban Engagement
To engage with the local, regional, national, and international community in partnerships that foster opportunity, innovation and sustainable development.
 Increase Urban Research by enhancing the capacity of the Office of Research to attract funding and develop new partnerships across units, schools and departments.
 Support faculty research, teaching, and service in the metropolitan area by connecting faculty to community organizations, city and regional agencies, and local foundations.
 Strengthen the educational pipeline from area high schools and community colleges.
 Develop systems to increase community members' access to UMKC's academic and professional resources.
 Integrate students, faculty, staff, and services into the Kansas City community.

Strategic Plan – sample strategies
Goal 3. Advance Urban Engagement
To engage with the local, regional, national, and international community in partnerships that foster opportunity, innovation and sustainable development.
 Increase Urban Research by enhancing the capacity of the Office of Research to attract funding and develop new partnerships across units, schools and departments. o Feature urban research in an annual symposium for faculty and community partners.
 Support faculty research, teaching, and service in the metropolitan area by connecting faculty to community organizations, city and regional agencies, and local foundations.
o Work with local foundations and civic groups to fund UMKC applied research partnerships that will further community development and capacity building.

Strengthen the educational pipeline from area high schools and community colleges.
o Develop additional and strengthen existing articulation agreements with local and regional community colleges.
 Develop systems to increase community members' access to UMKC's academic and professional resources.
 Integrate students, faculty, staff, and services into the Kansas City community.
o Enhanced support for internships and service learning projects through a one stop office for students also connecting with job placement.

Strategic Plan – sample metrics
Goal 3. Advance Urban Engagement
To engage with the local, regional, national, and international community in partnerships that foster opportunity, innovation and sustainable development.
 Increase Urban Research by enhancing the capacity of the Office of Research to attract funding and develop new partnerships across units, schools and departments. o Feature urban research in an annual symposium for faculty and community partners.

Support faculty research, teaching, and service in the metropolitan area by connecting faculty to community organizations, city and regional agencies, and local foundations.
o Work with local foundations and civic groups to fund UMKC applied research partnerships that will further community development and capacity building.

Strengthen the educational pipeline from area high schools and community colleges.
o Develop additional and strengthen existing articulation agreements with local and regional community colleges.
 Develop systems to increase community members' access to UMKC's academic and professional resources.
 Integrate students, faculty, staff, and services into the Kansas City community.
o Enhanced support for internships and service learning projects through a one stop office for students also connecting with job placement.
Sample Metrics:
External grant funding for urban mission projects
Funding for community partnerships
Total externally sponsored research expenditures for urban issues
Total federally funded federal research expenditures for urban issues
Number of courses that contain a service learning component

Strategic Plan – immediate action
Goal 3. Advance Urban Engagement
To engage with the local, regional, national, and international community in partnerships that foster opportunity, innovation and sustainable development.
 Increase Urban Research by enhancing the capacity of the Office of Research to attract funding and develop new partnerships across units, schools and departments. o Feature urban research in an annual symposium for faculty and community partners.

Support faculty research, teaching, and service in the metropolitan area by connecting faculty to community organizations, city and regional agencies, and local foundations.
o Work with local foundations and civic groups to fund UMKC applied research partnerships that will further community development and capacity building.

Strengthen the educational pipeline from area high schools and community colleges.
o Develop additional and strengthen existing articulation agreements with local and regional community colleges.
 Develop systems to increase community members' access to UMKC's academic and professional resources.
 Integrate students, faculty, staff, and services into the Kansas City community.
o Enhanced support for internships and service learning projects through a one stop office for students also connecting with job placement.
Sample Metrics:
External grant funding for urban mission projects
Funding for community partnerships
Total externally sponsored research expenditures for urban issues
Total federally funded federal research expenditures for urban issues
Number of courses that contain a service learning component

Phase 1 - Selected Strategies
 Create a University-Wide Community Engagement Portal
 Expand and Enhance Sustainability Efforts
 Create a Research Collaborative focused on Urban Issues
 Support Faculty and Staff as Representatives on Community Boards
 Reward Community Engagement Efforts
 Provide Online Opportunities for Interaction and Engagement
Long Term Strategies
 Achieve the Carnegie Community Engagement Classification
 Incorporate Urban Engagement into General Education Curriculum

Strategic Plan – Goal
Goal 4. Excel in the Visual and Performing Arts
To create excellent programs in visual and performing arts that are central to campus life and support Kansas City’s initiatives in entrepreneurship, urban education, and innovation.

Strategic Plan – Objectives
Goal 4. Excel in the Visual and Performing Arts
To create excellent programs in visual and performing arts that are central to campus life and support
Kansas City’s initiatives in entrepreneurship, urban education, and innovation.
 Enhance UMKC’s reputation as a national leader in artistic excellence.
 Enhance all students’ education through infusing the arts into campus life.

Collaborate with local and regional partners to provide community arts programming and experiences.
 Demonstrate the relationships between artistic creativity, entrepreneurial innovation, and economic development.

Strategic Plan – sample strategies
Goal 4. Excel in the Visual and Performing Arts
To create excellent programs in visual and performing arts that are central to campus life and support
Kansas City’s initiatives in entrepreneurship, urban education, and innovation.
 Enhance UMKC’s reputation as a national leader in artistic excellence.
o Strengthen professional curricula in the arts
 Enhance all students’ education through infusing the arts into campus life.
o Provide every undergraduate student with skills/knowledge in the arts appropriate to his/her program of study and individual interest. o UMKC Arts events/education as part of UMKC’s freshman experience, to increase student success and cultural competence.
 Collaborate with local and regional partners to provide community arts programming and experiences.
 Demonstrate the relationships between artistic creativity, entrepreneurial innovation, and economic development.
o Communicate UMKC community engagement in the arts through inventory of current and future relationships/investments.

Strategic Plan – sample metrics
Goal 4. Excel in the Visual and Performing Arts
To create excellent programs in visual and performing arts that are central to campus life and support
Kansas City’s initiatives in entrepreneurship, urban education, and innovation.
 Enhance UMKC’s reputation as a national leader in artistic excellence.
o Strengthen professional curricula in the arts
 Enhance all students’ education through infusing the arts into campus life.
o Provide every undergraduate student with skills/knowledge in the arts appropriate to his/her program of study and individual interest. o UMKC Arts events/education as part of UMKC’s freshman experience, to increase student success and cultural competence.
 Collaborate with local and regional partners to provide community arts programming and experiences.
 Demonstrate the relationships between artistic creativity, entrepreneurial innovation, and economic development.
o Communicate UMKC community engagement in the arts through inventory of current and future relationships/investments.
Sample Metrics:
Number of arts events recognized regionally and nationally
Retention and graduation rates of arts units
Number of UMKC arts programs offered in/for urban populations
Selectivity of professional arts degree programs

Strategic Plan – immediate action
Goal 4. Excel in the Visual and Performing Arts
To create excellent programs in visual and performing arts that are central to campus life and support
Kansas City’s initiatives in entrepreneurship, urban education, and innovation.
 Enhance UMKC’s reputation as a national leader in artistic excellence.
o Strengthen professional curricula in the arts
 Enhance all students’ education through infusing the arts into campus life.
o Provide every undergraduate student with skills/knowledge in the arts appropriate to his/her program of study and individual interest. o UMKC Arts events/education as part of UMKC’s freshman experience, to increase student success and cultural competence.
 Collaborate with local and regional partners to provide community arts programming and experiences.
 Demonstrate the relationships between artistic creativity, entrepreneurial innovation, and economic development.
o Communicate UMKC community engagement in the arts through inventory of current and future relationships/investments.
Sample Metrics:
Number of arts events recognized regionally and nationally
Retention and graduation rates of arts units
Number of UMKC arts programs offered in/for urban populations
Selectivity of professional arts degree programs

Phase 1 – Selected Strategies
 Create an Arts Passport Program
 Create an Electronic Front Door to the Arts on Campus
 Serve as the Center for Arts Advocacy and Arts Education in Kansas City and the region
 Establish the Arts Enterprise Initiative
Long Term Strategies
 Incorporate the Arts into the General Education Curriculum

Strategic Plan – Goal
Goal 5. Embrace Diversity
To celebrate diversity in all aspects of university life, creating safe environments, culturally competent citizens, and globally-oriented curricula and programs.

Strategic Plan – Objectives
Goal 5. Embrace Diversity
To celebrate diversity in all aspects of university life, creating safe environments, culturally competent citizens, and globally-oriented curricula and programs.
 Provide an environment where all students, faculty and staff feel safe to pursue their personal, academic and professional goals.
 Provide a diverse learning and life experience to create culturally competent citizens.
 Recruit and retain a diverse campus community.
 Ensure diversity initiatives are actively reviewed and owned by the University community.

Strategic Plan – sample strategies
Goal 5. Embrace Diversity
To celebrate diversity in all aspects of university life, creating safe environments, culturally competent citizens, and globally-oriented curricula and programs.
 Provide an environment where all students, faculty and staff feel safe to pursue their personal, academic and professional goals.
o Create a mechanism for reviewing course syllabuses to ensure diversity infusion.
 Provide a diverse learning and life experience to create culturally competent citizens.
o Increase internship and practicum opportunities for students with organizations that work with/service marginalized populations.
 Recruit and retain a diverse campus community.
o Establish mentoring program so that faculty and staff will mentor students from marginalized or under-represented populations.
o Provide web pages in multiple languages to reflect the diversity of the institution.
 Ensure diversity initiatives are actively reviewed and owned by the University community.
o Create a Chancellor’s Advisory Board on Diversity with broad-based constituent participation to advise the Chancellor on diversity efforts, campus climate and community perception.

Strategic Plan – sample metrics
Goal 5. Embrace Diversity
To celebrate diversity in all aspects of university life, creating safe environments, culturally competent citizens, and globally-oriented curricula and programs.
 Provide an environment where all students, faculty and staff feel safe to pursue their personal, academic and professional goals.
o Create a mechanism for reviewing course syllabuses to ensure diversity infusion.
 Provide a diverse learning and life experience to create culturally competent citizens.
o Increase internship and practicum opportunities for students with organizations that work with/service marginalized populations.
 Recruit and retain a diverse campus community.
o Establish mentoring program so that faculty and staff will mentor students from marginalized or under-represented populations.
o Provide web pages in multiple languages to reflect the diversity of the institution.
 Ensure diversity initiatives are actively reviewed and owned by the University community.
o Create a Chancellor’s Advisory Board on Diversity with broad-based constituent participation to advise the Chancellor on diversity efforts, campus climate and community perception.
Sample Metrics:
Enrollment of students from under-represented populations
First-year retention rate by ethnicity
Four-year graduation rate by ethnicity
Six-year graduation rate by ethnicity

Strategic Plan – immediate action
Goal 5. Embrace Diversity
To celebrate diversity in all aspects of university life, creating safe environments, culturally competent citizens, and globally-oriented curricula and programs.
 Provide an environment where all students, faculty and staff feel safe to pursue their personal, academic and professional goals.
o Create a mechanism for reviewing course syllabuses to ensure diversity infusion.
 Provide a diverse learning and life experience to create culturally competent citizens.
o Increase internship and practicum opportunities for students with organizations that work with/service marginalized populations.
 Recruit and retain a diverse campus community.
o Establish mentoring program so that faculty and staff will mentor students from marginalized or under-represented populations.
o Provide web pages in multiple languages to reflect the diversity of the institution.
 Ensure diversity initiatives are actively reviewed and owned by the University community.
o Create a Chancellor’s Advisory Board on Diversity with broad-based constituent participation to advise the Chancellor on diversity efforts, campus climate and community perception.
Sample Metrics:
Enrollment of students from under-represented populations
First-year retention rate by ethnicity
Four-year graduation rate by ethnicity
Six-year graduation rate by ethnicity

Phase 1 – Selected Strategies
 Create a Chancellor’s Diversity Taskforce
 Hire an Ombudsperson for Faculty
 Create Faculty and Student Mentoring Programs
 Enhance the Diversity of our Faculty, Staff, and Student body
 Enhance female representation in STEM fields
 Increase Access, Retention and Graduation of Underrepresented Minorities
 Recognize Commitment to Diversity in Annual Awards Ceremony
 Increase Need-Based Scholarships
Long Term Strategies
 Incorporate Diversity into General Education Curriculum

Strategic Plan – Goal
Goal 6. Promote Research and Economic Development
To foster innovation, improve technology transfer, produce world-class research, and develop partnerships that create economic development.

Strategic Plan – Objectives
Goal 6. Promote Research and Economic Development
To foster innovation, improve technology transfer, produce world-class research, and develop partnerships that create economic development.
 Expand the research enterprise.
 Create cross-disciplinary research, graduate programs, and strong community partnerships that support entrepreneurship, innovation and economic development.
 Develop and implement effective tools to manage physical assets and human resources.
 Build programs to develop the workforce to address current and future community needs.

Strengthen innovations within the science and technology communities to increase technology transfer of intellectual property.

Strategic Plan – sample strategies
Goal 6. Promote Research and Economic Development
To foster innovation, improve technology transfer, produce world-class research, and develop partnerships that create economic development.
 Expand the research enterprise.
 Create cross-disciplinary research, graduate programs, and strong community partnerships that support entrepreneurship, innovation and economic development.
o Identify and promote “centers of excellence” from the University body to the region as accessible resources and experts.
 Develop and implement effective tools to manage physical assets and human resources.
o Identify key niches for development in research and innovation activities.
 Build programs to develop the workforce to address current and future community needs.
o Assess industry needs for a highly trained workforce
 Strengthen innovations within the science and technology communities to increase technology transfer of intellectual property.
o Develop a University-wide process for identifying, compiling, and evaluating technology transfer opportunities. (Whiteboard to Boardroom)

Strategic Plan – sample metrics
Goal 6. Promote Research and Economic Development
To foster innovation, improve technology transfer, produce world-class research, and develop partnerships that create economic development.
 Expand the research enterprise.
 Create cross-disciplinary research, graduate programs, and strong community partnerships that support entrepreneurship, innovation and economic development.
o Identify and promote “centers of excellence” from the University body to the region as accessible resources and experts.
 Develop and implement effective tools to manage physical assets and human resources.
o Identify key niches for development in research and innovation activities.
 Build programs to develop the workforce to address current and future community needs.
o Assess industry needs for a highly trained workforce
 Strengthen innovations within the science and technology communities to increase technology transfer of intellectual property.
o Develop a University-wide process for identifying, compiling, and evaluating technology transfer opportunities. (Whiteboard to Boardroom)
Sample Metrics:
Total externally sponsored research expenditures
Total federally funded federal research expenditures
Total research expenditures supported by business and industry
Total research expenditures per full-time ranked regular faculty

Strategic Plan – immediate action
Goal 6. Promote Research and Economic Development
To foster innovation, improve technology transfer, produce world-class research, and develop partnerships that create economic development.
 Expand the research enterprise.
 Create cross-disciplinary research, graduate programs, and strong community partnerships that support entrepreneurship, innovation and economic development.
o Identify and promote “centers of excellence” from the University body to the region as accessible resources and experts.
 Develop and implement effective tools to manage physical assets and human resources.
o Identify key niches for development in research and innovation activities.
 Build programs to develop the workforce to address current and future community needs.
o Assess industry needs for a highly trained workforce
 Strengthen innovations within the science and technology communities to increase technology transfer of intellectual property.
o Develop a University-wide process for identifying, compiling, and evaluating technology transfer opportunities. (Whiteboard to Boardroom)
Sample Metrics:
Total externally sponsored research expenditures
Total federally funded federal research expenditures
Total research expenditures supported by business and industry
Total research expenditures per full-time ranked regular faculty

Phase 1 – Selected Strategies:
 Strengthen and Enhance the University’s Research Leadership
 Enhance our Technology Transfer Office
 Fully Implement the “Whiteboard to Boardroom” Program
 Host an Entrepreneurship/Economic Development Conference
 Provide Technical Assistance to Small Businesses Entrepreneurship and
Small Business Development: Highlight and Enhance Career and Curricular
Opportunities for Students
Long term Strategies
• Identify Centers of Research Excellence

• Asked units to align Unit Strategic Initiatives with University Strategic Plan
• Established a Strategic Plan Coordinating Committee to oversee the implementation process
• Met Quarterly with work groups; groups submitted reports and reported to each other and the coordinating group about progress. Minutes and updates posted on web site.
• Final reports posted and recommendations acted on as appropriate.
• Designated potential funding resources as necessary
• Identified fundraising opportunities (e.g., Capital campaign)
• Plans to revisit, revise, and renew Implementation Plans over time

• Began June 2012 at General Officers retreat, specifying statement capturing campus strategy
• Workshop sponsored by System in late October to continue discussions
• Campus strategic plan will be revisited, as planned, and inform system strategic planning
• System planning “should complement any existing strategic planning efforts; it is focused on sharpening and clarifying existing campus strategic
plans”
• First step: bring campus up to date on UMKC strategic plan implementation via these report-out sessions
• Second: We do not yet have the resources to invest fully in our strategic plan, nor do we have a long term plan for UMKC’s fiscal health when the
goal of enrollment growth to ~20K students is met. Working on these challenges must clearly be a priority as we move forward.

• Common course schedule, Doug Swink, Registrar
• Student Success Center, Mel Tyler, Vice Chancellor for Student
Affairs & Enrollment Management
• University College, Associate Vice Provost, Kim McNeley
• Advising Task Force, Nancy Wilkinson, Director, Academic
Advising, Bloch School
• Transfer Student Task Force, Kati Toivanen, Associate Dean,
A&S
• Undergraduate Research, Jim Murowchick, Director, SEARCH

Feedback
Additional information, background materials, and a feedback tool can be found at: www.umkc.edu/strategicplanning

Decision to Come to
UMKC
Select an Exploratory
Track & Engage with
UMKC Faculty, Staff, and Peers
Develop Gateway
Skills and Self
Awareness (Interests,
Values, Abilities)
Investigate Possible
Academic Plans and
Career Options
Network and Engage with UMKC program and KC Community

Decision to Come to
UMKC
Select an Exploratory
Track & Engage with
UMKC Faculty, Staff, and Peers
Develop Gateway
Skills and Self
Awareness (Interests,
Values, Abilities)
Investigate Possible
Academic Plans and
Career Options
• Fall 2012 Entering Students: 76 are considered first-time, full-time freshman (admission code of FTC), 117 are new transfer students, and 17 are continuing /transitioning UMKC students.
• Forty-three percent (43%) UCollege students are from under-represented minority groups.
• Freshmen entering composite ACT scores range from 13 to 32.
• Significant percentages of the population report being firstgeneration college students and/or Pell eligible.
Network and Engage with UMKC program and KC Community

Decision to Come to
UMKC
Select an Exploratory Track &
Engage with UMKC Faculty, Staff, and Peers
Introduction to Advising/Exploration
Process
Major Maps
DARS
University Catalog
Inquiry-Based Advising
Develop Gateway
Skills and Self
Awareness (Interests,
Values, Abilities)
UMKC Engagement
UCollege Community-Block
Enrollment
UMKC Faculty, Staff, and Peer
Mentors
Investigate Possible
Academic Plans and
Career Options
Exploratory Track Selection
Network and Engage with UMKC program and KC Community

Art History K-12 Education - Art Music Theory
Communications Studies
(Film and Media Arts
Emphasis)
Composition
K-12 Education - French,
German, or Spanish
Middle School Education -
Language Arts (grades 5-9)
Music Therapy
Performance
Dance Music Philosophy
English (Creative Writing,
Language and Rhetoric, or Language and
Literature)
Music Education (Choral or Instrumental)
Secondary Education -
Art (grades 9-12)
Secondary Education -
English (grades 9-12)
Studio Art
Theatre (Design and
Technology)
Theatre (General or
Performance)
World Languages (French,
German, or Spanish

Biology
Biology
(Bioinformatics)
Biology
(Biotechnology)
Biology (Cell and
Molecular Basis of
Health and Disease)
Dental Hygiene Nursing – Accelerated
BSN
Secondary Education -
Unified Biology (grades
9-12)
Environmental Science Nursing – Pre-
Licensure
Environmental Studies Nursing – RN-BSN
Program
Geography Pre-med or Medicine
Urban Planning and
Design
Urban Studies
Nursing – Accelerated
BSN
Biology (Pre-Dental) Health Sciences –
Bachelor of Health
Sciences
Secondary Education -
Biology (grades 9-12)
Nursing – Pre-Licensure

Business Administration
(Marketing)
Communications Studies
(Interpersonal
Communication Emphasis)
Communications Studies
(Journalism and Mass
Communication Emphasis)
Criminal Justice &
Criminology
Early Childhood Education
(birth - grade 3)
Economics
Elementary Education
(grades 1-6)
History
Pre-law
Psychology
Secondary Education - Social
Studies (grades 9-12)
Middle School Education -
Social Studies (grades 5-9)
Sociology
Political Science

Accounting Electrical & Computer
Engineering
Business Administration (Enterprise
Management, Entrepreneurship, or
Finance)
Chemistry
Geology
Information Technology
Civil Engineering
Computer Science
Mathematics and Statistics
Mechanical Engineering
Middle School Education – Math,
Science, or Math & Science (grades
5-9)
Physics
Secondary Education - Chemistry
(grades 9-12)
Secondary Education - Earth Science
(grades 9-12)
Secondary Education - Mathematics
(grades 9-12)
Secondary Education - Physics
(grades 9-12)

Decision to Come to
UMKC
Select an Exploratory
Track & Engage with
UMKC Faculty,
Staff, and Peers
Develop Gateway Skills and
Self Awareness (Interests,
Values, Abilities)
Investigate Possible
Academic Plans and
Career Options
Network and Engage with UMKC program and KC
Community
Exploratory Track Selection
UNIV 101-
English 110 (225)
Mathematic or Foreign Lang.
General Education or
Exploratory
Academic Strategies
Extra-Curricular Exploratory
Interest, Values, Abilities
Readiness
Congruency

John L. Holland
IRE
ICR
IRA
ESC
ERS
ECS
ERS
IRE
IRE
Holland
Code
CRI
AES
IRA
IRE
IR
UMKC Major Option
Accounting
Art History
Biology
Biology
Biology (Bioinformatics)
Biology (Biotechnology)
Biology (Cell and Molecular Basis of Health and Disease)
Biology (Pre-Dental)
Business Administration (Enterprise Management)
Business Administration (Entrepreneurship)
Business Administration (Finance)
Business Administration (Marketing)
Chemistry

• Career & Major Exploration
Decision to Come to
UMKC
Select an Exploratory
Track & Engage with
UMKC Faculty, Staff, and Peers
• Academic Unit Research
• Major Maps
• DARS
• Web
• Professor Profiles (research, service, etc.)
• Extra Curricular Events
• University Catalog
Develop Gateway
Skills and Self
Awareness (Interests,
Values, Abilities)
Investigate Possible Academic Plans and
Career Options
• Informational Interviews/Network
• Invitation to Upper-division course lecture, service event, etc.
• Follow-Up After Transition
Network and Engage with UMKC program and KC Community

Decision to Come to
UMKC
Select an Exploratory
Track & Engage with
UMKC Faculty, Staff, and Peers
Develop Gateway
Skills and Self
Awareness (Interests,
Values, Abilities)
Investigate Possible Academic Plans and Career Options
Network and Engage with UMKC program and KC Community
• Faculty Advisor Council
• Curriculum Review & Proposal for
2013-12 Academic Year
• UCollege Policy
• Deadline for Major
Declaration
• Student Progress Evaluation
• Communication to Academic Units

November 13, 2012

•
•
•
•
The Advising Task Force was assembled in October 2010 and charged with reviewing existing approaches to effective, intrusive advising related to student success including:
Defined roles and responsibilities for advisors
Evaluation of effective performance
Professional development and recognition opportunities
Recommend revisions to UMKC’s existing advising model and campus approach











Susan Hathaway (Medicine) & Nancy Wilkinson (Bloch), Chairs
Becky Bergman (A&S)
Greg Hayes (Career Services)
Judy Jellison (Nursing)
Linda Kurz (A&S)
Jennifer Lyles (Nursing)
Steven McDonald (Pharmacy)
Helen Perry (Conservatory)
Gail Metcalf Schartel (Education)
Tiffany Williams (Minority Student Affairs)

1.
2.
3.
4.
5.
6.

7.
8.
9.
10.

11.
12.




Identify Central Advising Resource Person and Define
Responsibilities
 Website



Training
Assessment
Career Ladder
Appoint Group to Continue Work on Recommendations




Website
Advising Notes Program
Policy/Mission
Assessment
Convene Committee to Address Faculty Advising Issues

January - December, 2011
Co-chairs:
Virginia Miller, School of Education (January-December, 2011)
Wayne Vaught, College of Arts & Sciences (January-June, 2011)
Kati Toivanen, College of Arts & Sciences (July-December, 2011)
Project Managers
Jennifer DeHaemers, Student Affairs and Enrollment Management,
UMKC
Cindy Pemberton, Provost's Office, UMKC

Transfer Student Task Force
Members:
Susan Arreguin, JCCC
Debbie Beard, Financial Aid, UMKC
Sydney Rogers Beeler, A&S, UMKC
Becky Bergman, A&S, UMKC
Larry Bunce, Institutional Research, UMKC
Cheryl Carpenter-Davis, MCC
Amy Cole, Registration & Records, UMKC
Angie Cottrell, Student Affairs, UMKC
Sandy Gault, ISAO, UMKC
Sara Gillham, Admissions, UMKC
Jane Greer, A&S, UMKC
Judy Jellison, Nursing, UMKC
Steve LaNasa, Donnelly College
Lisa Minis, MCC
Whitney Molloy, SCE, UMKC
Gene Pegler, Bloch, UMKC
Lynda Plamann, SBS, UMKC
Tom Poe, A&S, UMKC
Lisa Power, Financial Aid, UMKC
Joe Seabrooks, MCC
Kami Thomas, Bloch, UMKC
W.C. Vance, Admissions, UMKC
Sue Vartuli, SOE, UMKC
Asia Williams, Bloch, UMKC

Transfer Student Task Force
Members:
Susan Arreguin, JCCC
Debbie Beard, Financial Aid, UMKC
Sydney Rogers Beeler, A&S, UMKC
Becky Bergman, A&S, UMKC
Larry Bunce, Institutional Research, UMKC
Cheryl Carpenter-Davis, MCC
Amy Cole, Registration & Records, UMKC
Angie Cottrell, Student Affairs, UMKC
Sandy Gault, ISAO, UMKC
Sara Gillham, Admissions, UMKC
Jane Greer, A&S, UMKC
Judy Jellison, Nursing, UMKC
Steve LaNasa, Donnelly College
Lisa Minis, MCC
Whitney Molloy, SCE, UMKC
Gene Pegler, Bloch, UMKC
Lynda Plamann, SBS, UMKC
Tom Poe, A&S, UMKC
Lisa Power, Financial Aid, UMKC
Joe Seabrooks, MCC
Kami Thomas, Bloch, UMKC
W.C. Vance, Admissions, UMKC
Sue Vartuli, SOE, UMKC
Asia Williams, Bloch, UMKC

Transfer Student Task Force
Final report submitted on February 3, 2012.
Co-chairs and Project Managers met with Provost Hackett and Vice
Chancellor Tyler on March 2, 2012 to review the report and the recommendations.
Co-chairs met with University Communications on March 15, 2012 to discuss the website concerns.

Transfer Student Task Force

Transfer Student Task Force General recommendations
General Recommendation 1
Establish an ongoing Transfer Student Oversight Committee.
Priority # 1: Critical
Roles suggested for the Committee are:
• Providing ongoing review and oversight of implementing the approved recommendations in this report
• Addressing new issues as they inevitably emerge
• Providing a forum for the campus to voice concerns about transfer students

Transfer Student Task Force General recommendations
General Recommendation 2
Hire a full-time Transfer Coordinator to be housed in the Transfer
Center proposed by the Student Success Center Committee.
Roles suggested for the position are:
• Providing staff support to the Transfer Student Oversight
Committee
• Overseeing the maintenance of transfer agreements
• Overseeing the development of new transfer agreements. ISAO would continue to provide coordination for the maintenance and development of international transfer agreements.
• Serving as an on-campus liaison with area feeder schools to UMKC relating to transfer issues.

Transfer Student Task Force General recommendations
General Recommendation 2
• Providing guidance and support for the Director of New Student
Programs (for orientation and other programs) in programming related to transfer students
• Serving as a resource in advising issues related to transfer students, both when they are prospective students and when they join the UMKC community
• Serving as the advocate for transfer students, conveying their value to UMKC
• Working jointly with AU Life Coaches/Social Workers to meet transfer students’ basic needs
• Providing staff support to the Transfer Student Advisory Group

Transfer Student Task Force General recommendations

Transfer Student Task Force Progress update
Search engine results
• Out-dated results from the search engine removed.
• Addressed keywords on transfer-related pages to improve search engine rankings.
Admissions transfer page
• Working with Admissions language updated the links so that they are more user-friendly and removed lingo. For example, articulation agreements changed to "transfer agreements with area colleges.”
Links to admissions
• The need for academic units to include links to admissions on their sites was communicated through the Web Liaisons Group.
• Improved the links on the UMKC home page to the Admissions and Apply sites.

Transfer Student Task Force Progress update

Transfer Student Task Force

Transfer Student Task Force

Transfer Student Task Force
I. Transfer Agreements

Transfer Student Task Force
I. Transfer Agreements

Transfer Student Task Force
II. Transfer Orientation

Transfer Student Task Force
II. Transfer Orientation

Transfer Student Task Force
II. Transfer Orientation

Transfer Student Task Force
III. Transfer Policies and Procedures

Transfer Student Task Force IV. Transfer Student Web Site
(See recommendations from the Transfer Agreements subgroup)

Transfer Student Task Force IV. Transfer Student Web Site

Transfer Student Task Force V. Transfer Student Success

Transfer Student Task Force
Data

Transfer Student Task Force Data
Transfer Data Analysis (Fall 2007-Fall 2010)
This analysis represents a summary of the data provided in the
Institutional Research tables in the full report.
Demographics
Approximately 40% of our transfer students come from four-year institutions.
Approximately 55% of our transfer students come from community colleges.
Johnson County Community College, Penn Valley Community
College, Longview Community College, and Maple Woods
Community College are our four largest feeders

Transfer Student Task Force Data
Approximately one-fourth of our students come in with an
Associate’s degree.
Less than 10% of our transfer students come in undecided on a major.
Transfer students make up 50% or more of the population for seven of the ten schools that have undergraduate students.

Transfer Student Task Force Data

Transfer Student Task Force Data
Differences
No noticeable difference exists in terms of retention between transfer students and native students.
Native students do achieve a higher first-term GPA than transfer students, especially those from community colleges.
Native students also complete more hours.
Students that come in with an AA or BS degree are more likely to be retained than students without a degree.

Transfer Student Task Force Data
Students that come in with an AA or BS degree also achieve a higher first-term GPA and complete more hours than students without a degree.
Students that come in with a major decided are more likely to be retained than students without a major.
Students that come in with a major decided also achieve a higher first-term GPA and complete more hours than students without a major.

Transfer Student Task Force