--DRAFT--
TIME TO GET IT RIGHT:
A Review of the Blue Ribbon Task Force’s
Recommendations for UMKC
and
A Proposal of Actions
Interim Report
UMKC Trustee Initiative Teams
September 15, 2006
BACKGROUND
In early 2005, the Greater Kansas City Community Foundation convened a group of
nationally-renowned educators, economists, urban experts, and scholars to evaluate higher
education in the greater Kansas City area and offer a comprehensive planning strategy. This
group, commonly referred to as the Blue Ribbon Task Force (“BRTF”), issued its Time To Get It
Right report in October of 2005. A copy of the report can be found in the appendix. Unlike
many reports of its kind that often end up gathering dust on shelves, Time To Get It Right was
quickly recognized as an extraordinary blueprint for the region’s education and economic
planning, due in part to its perceived objectivity, breadth and strategic quality.
While the scope of the BRTF report extended to all institutions of higher education in
Kansas City, the UMKC Board of Trustees was particularly interested in those recommendations
that pertained to UMKC. The timing of the report was excellent: after a period of difficult
relationships among the prior chancellor, the UMKC community, and the broader Kansas City
community, a new chancellor had just been named; the Trustees believed that the report could
serve as a catalyst for fresh thinking and new ways of working with the constituent groups. The
Trustees’ goal was straightforward: working in collaboration with the University, and
grounded in the strategies outlined by the BRTF, develop and implement a set of bold
initiatives that would solidly position UMKC as a great urban university.
The BRTF report offered a solid grounding for this work, with its focused and clear
recommendations for UMKC. Based on these, the Trustees identified six initiative areas for
concerted work, and in early 2006 chairs for each of the six initiatives were named:






The Bloch School
The Law School
Life Sciences
Private Endowment Support
Urban Education (PreK-12)
Visual and Performing Arts
Tom Bloch
The Honorable Ann Mesle
Crosby Kemper
Betsey Solberg
Hugh Zimmer
John Readey
The charge of each of these Initiative Teams was twofold:
1.
To review the recommendations of the BRTF and, through broad-based
discussion, affirm or refine these recommendations; and
2.
To propose those prioritized actions that, with Trustee/University collaboration,
could best drive the accomplishment of the refined recommendations.
2
Between March and August 2006, the chairs developed multi-constituent teams,
including deans and faculty from the respective Initiative areas, and engaged in a broad dialogue
with community and university leadership. At the same time, ongoing discussions ensued with
the Chancellor and the Provost to ensure the linkage of the Initiative efforts with the
Administration’s own strategic planning, including the work of three commissions constituted by
the Provost in fall 2005.
What follows are the Interim Reports of the Initiative Teams, consolidated and
highlighted for ease in reading. The purpose of this document is single-minded: to bring to the
table ideas and actions for additional discussion and partnership. The Trustee leadership feels
strongly that the best (and perhaps only) way to bring to fruition the BRTF’s strategic
recommendations is to work in collaboration with broad University constituents. This philosophy
is stated particularly well in the Urban Education report:
All of the foregoing … envision the UMKC Trustees working with the University
administration and faculty to create programs and secure funding … In order for these
objectives to be achieved, there must be a larger partnership formed of all of the stakeholders
in this issue. This means that education (at the primary, secondary and university level),
business, philanthropic interests, and government (local, state and federal) must recognize
that the education and training of a diverse work force is not only a social issue, but is one of
the most important economic development issues Kansas City will face in the coming years.
The UMKC Trustees can assist the University in becoming a strong leader in creating this
partnership of stakeholders.
The following, therefore, should be read and regarded as a “thought piece,” not as an end
product. It is our hope that readers – Trustees, University leaders and other community
constituents – will focus on the common ground discussed by the Initiative Teams as well as the
goal we share for UMKC: to be a great urban university.
As a final note, virtually all the ideas and actions proposed by the Initiative Teams have
funding requirements; some are substantial. Clearly, one of the “cross-threads” running through
the Interim Reports is the need for a system of benchmarking to measure the progress of various
programs—to build credibility for funding support. This is discussed in more detail in the Next
Steps section of the Executive Summary.
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TABLE OF CONTENTS
Page
5
Executive Summary: Overview
Interim Reports
The Bloch School
The Law School
Life Sciences
Private Endowment Support
Urban Education (pre K-12)
Visual and Performing Arts
6
9
11
12
13
18
Executive Summary: Next Steps
21
Detailed Reports
The Bloch School
Urban Education
22
The Blue Ribbon Task Force Report
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EXECUTIVE SUMMARY: OVERVIEW
Highlights from the Interim Report of each Initiative Team (in alphabetical order) are
provided in the following pages. Each Report starts with a restatement of the most relevant
recommendations from the original Blue Ribbon Task Force report. This is followed by an
affirmation or a refinement of those recommendations by each Initiative Team. Each team then
proposes a series of prioritized actions for achieving the desired recommendations. A list of
members contributing to the Initiative Team concludes each Interim Report.
A brief discussion of the anticipated next steps by Trustee and University leadership
follows the individual reports.
Each of the reports is unique in its approach and recommendations, and attempting to
synthesize these in an overall summary detracts from the richness of the Teams’ work. That
being said, there are several common themes that emerge from the reports. Most of the reports
affirm the general direction set forth by the BRTF, yet provide more context and detail. Most of
the reports advocate a sharp focus of resources on current strengths. As stated previously, most
of the reports reflect additional, significant investment needs and note the criticality of funding
support. Several speak to new scholarship programs targeted to specific needs. Several point to
improved branding and marketing programs.
All reports reflect the deep commitment and caring that the Trustee and University
community have for UMKC and the belief that this IS the “time to get it right.”
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THE BLOCH SCHOOL
I.
Initial BRTF Recommendations (from “Time to Get it Right”)
Make the Bloch School a Top 50 business school; with entrepreneurship and
biotechnology programs in the Top 10. Other objectives to consider include:

Create and implement recruitment/retention programs that lead to
improved graduation rates for under-represented populations.
II.

Consider creation of privately-funded undergraduate Honors Program.

Create proactive work force preparation program.
Refined Recommendations
Restate the Initiative Objective as follows: Make the Bloch School a top-50 school of
business and public administration with nationally recognized programs in
entrepreneurship, leadership, financial services, undergraduate education and
Executive MBA programs.
The Initiative Team embraces the other objectives stated above.
III.
Proposed Actions
The Initiative Team believes that the following “Top Two Recommendations” (of
a longer list of initiatives) offer the most potential to significantly increase the national
recognition of The Bloch School, in line with the BRTF recommendations:
Recommendation #1: The Enterprise Development Laboratory.
How It Would Work (see diagram in Detailed Plan in Appendix):

The Institute for Entrepreneurship and Innovation (IEI) will create a new
model for technology commercialization and enterprise creation with
high-growth development and hands-on experience. In the Enterprise
Development Laboratory (EDL) students and faculty will experience all
the tasks – and attendant frustration – required to transform new
innovations into market-ready, high-growth businesses … in real time.

The EDL will offer experiential learning for students and stimulate the
creation of high-potential growth business concepts. Under the direction
of core faculty members, research fellows, experts-in-residence and
education staff, the teams will apply a rigorous set of criteria to
innovations: assessing risks, conducting market opportunity analyses,
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developing marketing and sales strategies, examining financial models,
and designing a business concept plan.

The EDL will develop closer ties between academic research and the
Kansas City business community, fostering rapid innovation and proactive
introduction of novel ideas for new venture exploration. The EDL will
enhance the process by which research results are transferred to the private
and public sectors, benefiting society and the economy. The IEI will
partner with private companies, the University of Missouri, Kansas City
Area Life Sciences Institute, the Stowers Institute, Midwest Research
Institute, University of Kansas and others to assist in translational
research, helping to speed new ideas to market.

Business concepts deemed most promising will be evaluated by a panel of
faculty, advisors, venture capitalists and entrepreneurs. Startup funding
for a six-month incubation period will be available to teams offering the
best business plan. After the initial six month period, ventures will be
shifted to another set of students for further development, or stopped due
to non-viability, or transferred to other local resources for further
incubation.

UMKC students who choose to nurture their own enterprises will do so as
part of the student incubator located within the Laboratory. Students and
others will also take advantage of incubator space and additional resources
available through the many partners in the Bloch School’s KCSourceLink
network.

IEI launched the EDL in January, 2006. Teams of students, faculty and
community leaders evaluated over 30 potential opportunities provided by
research groups across the metro area including the Midwest Research
Institute, the University of Kansas, UMKC, and Hallmark and created 12
business plans for the most promising technologies.
The Costs and Benefits of this Initiative are contained in the detailed plan in the
Appendix.
Recommendation #2: The Bloch Fellows Scholarship Program.
How It Would Work: The Bloch Fellows Program will recruit extraordinary
high school seniors with a superior record of academic and extracurricular
accomplishments and who are committed to pursuing a career in business and
thus a business degree. Requirements include:
1.
Superior academic achievement (including ACT score, GPA, and class
rank).
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2.
Superior extracurricular achievement, including active commitment to
community service. As a school of business and public administration, we
seek students who already understand the importance of being civically
engaged.
3.
Strong leadership potential, as demonstrated in academic and
extracurricular activities. Leadership attributes – including initiative and
inspiring and motivating others – will be sought. We seek Fellows who
have the capacity to be thought leaders and influencers within Bloch,
UMKC, and in the community both now and in the years to come.
4.
Demonstrated critical thinking and writing skills. As part of the
application process, prospective Fellows will be asked to answer essays
that will assist the admissions committee in determining the depth of
thought and analysis of the candidates.
Key Features:
1.
Each Fellow will receive a full scholarship, including: tuition, fees,
books, room, board, a laptop computer, and an international travel study
program (described below). The scholarship will be renewable annually,
based on the academic performance and enrichment participation of the
recipient.
2.
Enrichment experiences to complement the students’ classroom learning,
including:

A cohort residential living experience. This group of students
will learn and live together, building a network of professional
contacts with the shared experiences that come from living
together during their college years.

A special seminar each semester, based on rotating themes of:
leadership, ethics, decision processes, and strategic thinking.

Special experiential opportunities to broaden and develop the
Fellows during the summer, including civic engagement projects,
an international experience, and an internship
3.
To accelerate the development of each student leader, the Bloch School
will provide a mentoring and career development program.
4.
Recruitment: The goal is to recruit 5 new students each year with special
attention to recruiting students of diverse backgrounds (or, within four
years, to have 20 students total in all four classes in the Bloch Fellows
program). In the longer-term, the goal is to recruit 10 new students each
year, for a total of 40 students in the Bloch Fellows program.
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Costs and benefits of this initiative are included in the detailed plan found in the
appendix.
IV.
Initiative Team Members
Danny Baker
Tom Bloch, Chair
Michael Chesser
David Donnelly
Homer Erekson (co-chair)
Joe Freeman
Doranne Hudson
Kamran Jahanshahi
Stephen Pruitt
James Sangster
Beth Smith
Allen Strain
Terry Ward
THE LAW SCHOOL
I.
Initial BRTF Recommendations (from “Time to Get it Right”)
Enact strategy to place Law School in Top 50 nationally.
II.
Refined Recommendations
Through continuing to move forward on its strategic plan, which includes:

Being a leader in educating excellent lawyers through integrating highlevel scholarships; a rigorous, traditional curriculum; and innovative,
experiential learning opportunities.

Advancing strategic initiatives in its emphasis areas:




Litigation/Trial Advocacy;
Law of Children and Families;
Business and Entrepreneurial Law (including solo and small firm
practice);
Urban Law.

Focusing on strong faculty/student interaction, making us “the urban
public law school with the small liberal arts feel”(or a similar theme based
on discussion with marketing).

Strategic marketing involving faculty, alumni and members of the
community.
UMKC School of Law Will:

Improve the quality of its student body.
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
Develop and receive increased funding to support, retain and add
outstanding faculty (including research support), offer more scholarships
to outstanding and diverse students, enhance clinical support and reduce
student/faculty ratio.

Increase national reputation among both academics and practitioners.
Which Will Lead To:
III.

Top 100 status next year.

Top 70–80 ranking two years later (2009).

Top 50 ranking with 2-3 programs among the top 20 (attainable in the
future only with a significant increase in support).
Proposed Actions
A.
B.
Proposed Actions: Overall

Affirm that the overall commitment to the Law School from UMKC
leadership, UM System, UMKC Trustees and the UMKC community is
sufficient to meet the challenges of the BRTF report and address any gaps
with Chancellor/Provost assistance.

Chancellor and administration to develop a shared commitment to the
strategic role of the Law School within the University and the broader
community.

Administration to develop a common philosophy regarding
budget/revenues and send a consistent message to all funding sources.

Affirm diversity as a necessity for the achievement of excellence in
education.

Visit other law schools for best practices (request funding from
Chancellor).
Proposed Actions: UMKC Trustees/University Collaboration

Develop and fund public relations/marketing strategies to communicate
Law School successes to UMKC Trustees, academics, alumni, attorneys,
potential students and faculty.

Develop and fund UMKC Trustees Scholars-like Program for Law School
students to attract the best of the best.
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IV.

Provide funding for need-based scholarships.

Clarify, enhance and integrate Law School’s role in key
university/community collaboration, including Urban Initiatives,
Entrepreneurship, Technology Transfer and Life Sciences Initiatives.

Fund one or two high profile faculty positions in key areas while
supporting the retention of current faculty.
Initiative Team Members
Jim Bartimus
Irv Belzer
Judy Heeter
Sly James
Prof. Tony Luppino
Laurie McCormack
Judge Ann Mesle, Chair
Beth Smith
Art Stoup
Dean Ellen Suni
LIFE SCIENCES
I.
Initial BRTF Recommendations (from “Time to Get it Right”)
Create a life sciences strategy that complements KUMC and creates strong collaboration
between UMKC, Stowers, KUMC, St. Luke’s, and Hospital Hill.
Current Status:
A report by one of our Trustees, Crosby Kemper III, based on interviews with multiple
community leaders, is not complete. Given the urgent need for the Trustees to begin the
engagement and discussion process involving the six initiatives (the timeframe for this is
September-November, 2006), an alternative, focused recommendation is being developed by
Trustee leadership for the Life Sciences Initiative.
The proposed action will reflect the recommendation discussed by Benno Schmidt in his remarks
to the Trustees September 11, 2006 (and based on a previous proposal in the Danforth report):
The Trustees should support doing whatever it takes to recruit a world class research leader who,
as Director of Research for UMKC Life Sciences, can work with UMKC Deans and consult with
community leaders to develop a comprehensive strategy that complements KUMC and
encourages broad collaboration.
We believe that the complexity of issues inherent in Life Sciences requires a strong, credible
academic leader driving the strategic process for UMKC.
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PRIVATE ENDOWMENT SUPPORT
I.
II.
Initial BRTF Recommendations (from “Time to Get it Right”)
1.
Create model that gives “Kansas City a place at the table,” with dynamic balance
between KC interests and state-led academic interests.
2.
Introduce a private 501(C)(3) endowment board to exercise fiduciary
responsibility over endowments and philanthropic investments, and offer strong
local voice in institutional governance.
3.
Build leadership at various levels in support of UMKC governance and
institutional strategies: Chancellor; philanthropic, business, civic and political
leaders; and faculty.
Refined Recommendations
Objectives:

III.
Create a private endowment of the UMKC Trustees that involves all
constituents, including large and small contributors, alumni, faculty and
deans, foundations and others.

The purpose of the endowment association will be to raise and receive
contributions and to dispense funds to enhance the vision and future of
UMKC and its individual schools. The intent of the association is to grow
to become a large, well-managed fund that is nationally recognized for its
contributions to UMKC.

The endowment association will operate independently of the University
of Missouri system but is not intended to displace the state of Missouri’s
obligations and commitments to UMKC and to higher education.
Proposed Actions
A.
Recommended Actions: Overall
Information gathering meetings are being held; further information will be
available late fall.
B.
IV.
Recommended Actions: Trustee/University Collaboration: TBD
Initiative Team Members
Betsey Solberg, Chair
Initial members of Task Force include: Alan Atterbury, Tom Bloch, Hugh Zimmer, Leo
Morton, Pat McLarney, others. As the project proceeds a board will be selected.
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URBAN EDUCATION (PRE K – 12)
I.
II.
Initial BRTF Recommendations (from Time to Get it Right)
1.
Commit to deep engagement, in both research and practice, with Urban
PreK-12 public education.
2.
Bring true educational opportunity to under-represented populations
(especially African American and Hispanic)
3.
Create and implement recruitment/retention programs that lead to
improved graduation rates for under-represented populations.
Refined Recommendations
The BRTF report challenges UMKC to fulfill its stated goal of becoming a
“model urban university,” identifying effective engagement in urban public education as
one of the highest strategic priorities for all of Kansas City, and calling for the effective
creation of programs that will dramatically expand the educational opportunities for
Kansas City’s underserved African American and above) Latino communities. The
Report states that every college and university in the area must become deeply engaged in
improving Kansas City’s public schools and states that UMKC should be the leader in
this effort.
The Initiative Team endorses the Report’s recommendations (above) and
calls upon the University’s administration, faculty, Trustees and other stakeholders
to join together to bring this objective into reality.
III.
Proposed Actions
A.
Proposed Actions: Overall
While every recommendation in the BRTF report has value, this Initiative
Team believes that the UMKC Trustees should make public education and
work force improvement its number one priority and both support and insist
that the University adopt these as top priorities in its strategic plan. These
priorities go to the core of UMKC’s mission, and may well be the area in which
UMKC can make its greatest contribution to the vitality and well being of all of
the citizens of the Kansas City region. The opportunity for UMKC to take a
leadership role in the solution of Kansas City’s public education problems in the
PreK-12 area offers one of the very best opportunities to fulfill its desired role as
“Kansas City’s University.”
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B.
Proposed Actions: Trustee/University Collaboration
1.
Make the Institute for Urban Education (“IUE”) a top priority of the
University, the urban communities and school districts it serves, and
the civic, philanthropic and business communities.

Expand the targeting of IUE to include the preparation of teachers
in secondary, as well as elementary and middle schools.

Dramatically increase enrollment in IUE from the current 20
students to at least 140 in order to make a meaningful impact on
the districts we are trying to serve. Without a meaningful number
of new teachers in the system, there will be no meaningful
contribution to the problem.

Build upon the already-established partnership between IUE and
the school districts in Kansas City, Missouri and Kansas City,
Kansas, as well as Hickman Mills for the benefit of all partners.

Secure increased funding for the IUE. The Trustees should help
develop a plan whereby funds for IUE scholarships are solicited
from the business, civic and philanthropic communities, from the
school districts and the cities served. The formulation of the plan
should contain many of the elements of the very successful UMKC
Trustees Scholars program. A commitment by the UMKC
Trustees to lead a drive to obtain forty endowed scholarships could
ensure the success of the IUE program.

At the present time, there are 38 faculty members in the School, of
whom only eight are teaching classroom skills. It is estimated that
an additional ten teaching positions are needed, which will cost
some $750,000 per year. This does not contemplate any additional
endowed chairs, which could attract nationally prominent faculty
in Urban Education.

To gain the stature we desire, consideration should be given to
following the path of acquiring excellence in curriculum through
attracting excellence in faculty, which is being pursued
successfully in the Bloch School today. This will require the
addition of at least two more endowed chairs which can provide
the stimulus to make the changes that will be necessary in
curriculum and in teaching to reach excellence for the graduates
from the IUE and from the overall School of Education. The
necessary expansion of the faculty must be directed toward
expanding those parts of the curriculum that teach the students how
to teach in an urban environment.
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
2.
3.
An evaluation of the IUE and of the entire School of Education
should be undertaken, with leadership by the Trustees, to evaluate
the programs and bench mark them against peer institutions that
are succeeding in this effort. The Trustees should commit to
leading an initiative to create a peer group assessment of the
UMKC Urban Education effort utilizing some of the peer group
schools as well as schools such as UCLA, Rutgers and Temple
who are already operating successful urban education programs.
This should be set up so it provides ongoing benchmarking of the
program in future years.
Increase urban focus of School of Education.

The overall undergraduate School of Education curriculum should
be aligned to the objectives of preparing teachers for urban
teaching.

Create specialization in urban education at all levels of the UMKC
School of Education. Under this plan, the curriculum of the
graduate level programs would also carry strong emphasis in
teaching within an urban setting.

There must be “extra effort” made to be sure that UMKC is
adequately preparing our future teachers in math and science. The
School of Education and the College of Arts and Science must
work closely to design the curriculum that will deliver those vital
subjects.

The curriculum of IUE must also recognize the priorities of the
School District partners. Further, the faculty must be thoroughly
conversant with the First Things First program in Kansas City,
Kansas as well as the Achievement First program in Kansas City,
Missouri. IUE must be sure that new initiatives such as these and
such as the trend to “small learning environments” become a part
of the IUE curriculum as well.
Add continuing (re)education programs for school district faculty and
administration.

There is a crying need for continuing training and re-training of
existing teachers throughout our primary and secondary school
systems. Additional programs that could be offered to the school
district “partners” include: timely seminars for district faculty;
establishment of distance learning for district faculty and other
teaching professionals that would expand their reach of UMKC
School of Education and College of Arts & Science professors;
forums for school district superintendents where close interaction
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can occur between district leadership and UMKC leadership;
explore feasibility of streaming UMKC classes on video.

4.
Prepare, train and re-train school principals and other senior front
line school administrative personnel. UMKC must structure its
IUE program to increase the knowledge and capability of
principals so that they are better equipped, as well as the teachers
they lead, to function in an urban teaching environment.
Consider an expanded role for UMKC School of Education in the
Midwest.
Opportunity exists for UMKC to become not only well regarded in urban
education throughout the country, but to play a role as the catalyst for
urban education and for workforce training in the Midwest. This would
not only contribute to the vitality of our region, but would emphasize the
role of UMKC as one of the leading institutions nationally in urban
education and work force preparation.
5.
6.
Create a new Board of Advisors for the School of Education and IUE
to provide independent oversight.

The coordinating and advisory boards that exist today must be
strengthened and the representatives of each constituency must
seriously accept their responsibilities to ensure that all of the
entities are participating fully and are being heard as to their needs
in this effort.

The Chancellor’s Advisory Group, which provides oversight to the
School of Education and the IUE, should be augmented or replaced
with a new and separate body which would be a smaller and
specifically qualified Board of Advisors, similar to that at the
Bloch School, that would be charged with oversight of the School
of Education/IUE and the benchmarking of this school against its
peer group and its success in fulfilling its mission in the Greater
Kansas City area.
This smaller group should include
representation by the Trustees, the top leaders of the participating
school districts, as well as the UMKC leadership at the Chancellor
and Provost level.
Review Missouri and Kansas certification requirements to eliminate
unnecessary bottlenecks.
IUE graduates have an estimated 1000-1400 hours of hands-on teaching
experience. This experience counts for college credit toward graduation,
but may not always count toward state requirements for the new teacher’s
certificate to teach in that state. The Trustees should assist in creating a
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review of current state regulations affecting certification and qualification
of teachers in public education within the states of Missouri and Kansas in
an attempt to minimize regulations which conflict with the proper training
and advancement of teachers within the urban school systems.
7.
Work to align curricula at all academic levels of public education.
Curriculum at all academic levels should be aligned so that the student
may logically progress from one school to another, and from one
educational level to another educational level, by building upon the
knowledge which has been previously attained. Using the IUE curriculum
as a benchmark, UMKC should work to create alignment throughout the
other levels of public education.
8.
Create “on campus” opportunities for programs in math and sciences.
The level of achievement in math and science must be increased. UMKC
should create summer and after-school programs for high school students
to provide immersion in math and science in courses on campus. This
could serve the dual purpose of better preparation in these subjects, as well
as exposing the students to UMKC and the college environment, which
might increase their desire to attend college – and specifically UMKC.
9.
Work with other stakeholders to coordinate initiatives affecting PreK12 public education in Greater Kansas City.
The UMKC Trustees and UMKC should take a leading role in bringing
together top level representatives of the major stakeholders in the area to
compare notes on the respective programs that each are pursuing in the
PreK12 arena.
IV
Initiative Team Members
Bert Berkley
Diane Cleaver
Anne Elsberry
E Bernard Franklin
Chris Hernandez
Linda Hammer
Carol Marinovich
Leo Morton
David F Oliver
Lyman Ott
Jeanette Prenger
Kathy Walker
Peter Yelorda
Hugh J Zimmer, Chairman
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VISUAL & PERFORMING ARTS
I.
II.
Initial BRTF Recommendations (from “Time to Get it Right”)

Create $10 million endowment to enable Conservatory to move to “Top 15” rank
nationally.

Create $6 million endowment for Theatre to support playwright-in-residence and
specialists in specific areas to bolster theatre studies.

Seek an endowment for a writer or poet-in-residence.

Build leadership and financial support for UMKC visual arts program to allow it
to be full collaborator/leader in UMKC’s visual arts programs.

Consider $3 million endowment for distinguished faculty in visual arts as joint
appointments with Nelson-Atkins or Kemper Museums.
Refined Recommendations
In a comprehensive review of the Blue Ribbon Report recommendations for
UMKC’s Visual and Performing Arts programs, the Initiative Team applauded the
Report’s views on the significance of world-class arts programs as a platform for
enhancing the reputation and quality of a rising public university, and as a key element in
bringing public attention and participation to the campus. It is agreed that a “…relatively
small investment in the arts goes a long way.”
However, the Initiative Team also found notable areas of discrepancy between the
Report’s examples of such investment and UMKC’s key programs and priorities. The
team chose a definition of “arts programs” to include specific areas of strength at UMKC,
predicting that further strengthening of existing, top-quality programs would maximize
the results from key investments. However, for this study and report, “Visual and
Performing Arts” (also known as “the Arts”) is defined as: Architecture, Urban Planning,
and Design; Art/Art History; Creative Writing; Dance; Film Studies; Music; and
Theatre. The Center for Creative Studies also was an important part of the discussions.
With this definition in place, BRTF report recommendations connected to the
Department of English (Poet/Writer-in-Residence), Art History program (additional
senior professors), and Theatre (Playwright-in-Residence; Elizabethan drama scholars,
etc.) require refinement to match more consistently with UMKC areas of focus and
strength. As noted above, several recommendations in the Report and their companion
proposals for an infusion of financial resources do not match with UMKC projections or
programs. No one from UMKC’s Conservatory, Department of Theatre or Art
Department met or talked to Blue Ribbon Report representatives.
Refined
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recommendations for UMKC’s Visual and Performing Arts Programs are proposed as
follows:
1. Space Needs
Work in partnership with UMKC leadership to develop a strategic plan that
addresses the critical space needs for the Arts at UMKC, and that will serve in
advancing current programs to national stature. It is clearly understood that future
growth and enhancement of UMKC’s renowned Arts programs are severely
compromised due to current space restraints across campus. Because the State of
Missouri’s recent budgets have not included capital funding for higher education projects,
a creative and highly effective strategy must be developed to address this area of critical
need. The Arts Initiative Team underscores that “space” for the Arts at UMKC is an issue
of “optimization.” The deficiency of adequate space must be addressed to ensure
balanced offerings at UMKC, and to greatly improve the quality of its educational
mission in the Arts. Current needs can be found in Appendix A.
2. Branding/Marketing Needs
Raise public awareness of the high quality Arts programs, Arts personnel (faculty
and students), and the Arts legacy of UMKC. (See Appendix B)
3. Nationally Recognized Programs
Focus financial resources to achieve greatest impact in areas of campus strength:
Music (vocal and instrumental); Theatre (MFA acting and design); Creative
Writing.
Conservatory (the following prioritizations are directly aligned with Conservatory
faculty members’ decision to focus first on student support through scholarships and then
continue on to needed faculty appointments)

Increase Scholarship support ($900,000 annually [$18 million endowment]);

Create twelve (12) faculty positions in varied disciplines linked to national
rankings requirements ($800,000 annually [$16 million endowment]).
Theatre:

Increase scholarship support to maintain the nationally competitive MFA
programs in acting and design ($500,000 annually [$10 million endowment]);

Increase faculty and staff to improve the department’s operational quality – two
(2) faculty positions and three (3) staff positions ($500,000 per year [$10 million
endowment]).
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Creative Writing: (See End Note #1)

Create a new MFA in Creative Writing and Media Arts;
 Create an Endowed Chair in poetry or fiction [English department] ($100,000
annually [$2 million endowment]);
 Expand the current writer-in-residence program [collaboration with Cockefair Chair,
the College of Arts & Sciences] ($50,000 annually [$1 million endowment]);
 Upgrade the restored Managing Editor, New Letters, position, to include a Director of
Literary Operations for creative writing [New Letters, English Department, and College]
($50,000 annually [$1 million endowment]);

 Create an Endowed Senior Editor, New Letters [New Letters, College, English
department; to use for operations and enhanced salary] ($100,000 annually [$2 million
endowment);
 Enhance student scholarships, assistantships, fellowships [English Department and
New Letters assistantships] ($100,000 annually [$2 million endowment]).
4. Emerging Programs
Identify and support promising new or emerging opportunities
• Create a new MFA degree in Studio Art as a unique complement to existing external
programs, but created in full collaboration with key visual arts organizations: KCAI, The
Nelson-Atkins Museum of Art, The Kemper Museum, etc. ($1,167,650 annually
[$23,353,000 endowment] see End Note #2)
• Seek accreditation for the Conservatory Dance Program (BFA)
($44,000 annually [$880,000 endowment])
• Change the current Communication Studies concentration in film and media production
to a BA degree in “Film and Media Arts” for the creation of narrative and documentary
film, digital video, and time-based artworks ($100,000 annually [$2 million endowment])
III.
Proposed Actions
A. Proposed Actions: Overall
1. Identify an advertising/public relations firm to create a comprehensive branding program
for UMKC’s Arts programs on a pro bono basis.
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2. Work with University Advancement and the Deans to support student access to UMKC
in architecture, art history, creative writing, dance, media production (film), music, studio
art and theatre in alignment with the goals defined by these academic areas.
3. Develop a strategic plan with the Deans that addresses the critical space needs for the
Arts at UMKC, and that will serve in advancing current programs to national stature.
Create a network of peers within the community to lead the fundraising campaign to
create these spaces.
4. Support the creation of an MFA in Studio Art in partnership with the Kansas City Art
Institute that will compliment current city-wide academic offerings in the visual arts.
Identify opportunities and contacts within the Nelson-Atkins Museum, Kemper Museum,
and other visual arts partners to extend this program into the greater Kansas City
community.
5. In collaboration with the Deans and UMKC Administration, develop a series of
benchmarks to assess progress in the Arts, highlighting specific goals and timelines that
can be shared with the greater Kansas City community. Commit to promoting these
successes through meetings with peers.
B. Proposed Actions: Trustee/University Collaborations
1. Commit UMKC Trustee expertise and influence to advocate for the development of an
effective strategy that will address the critical issue of space needs at UMKC for the Arts.
Join UMKC Administration in securing support in Columbia and Jefferson City.
2. Identify members of the UMKC Trustees who can actively assist with promoting a
branding “Campaign for the Arts” at UMKC.
3. Actively participate as appropriate with University Advancement, the Chancellor and
Deans in securing new scholarships in the Arts. Commit to making scholarships in the
Arts a part of all Trustee financial plans in support of UMKC’s goals and priorities.
4. Support and serve as strong advocates in promoting benchmarking methodologies for the
Arts that measure progress and growth in this mission area.
IV.
Initiative Team Members
Danny Baker
Kathy M. Dunn
Michael Fields
Joan Israelite
Prof. Tom Mardikes
Dean Randy Pembrook
George Powell III
B. John Readey, Chair
Prof. Kati Toivanen
Prof. Bob Weirich
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NEXT STEPS
1. Address the benchmarking gap
In integrating the Initiative Teams’ work, it became clear that there is a gap that must be
addressed as the action plans are further developed. The funding requirements of the Initiative
Teams’ proposed actions are significant. In fact, it will be difficult to move forward on most of
the actions flowing from the BRTF recommendations without a significant financial commitment
from the community. While there has been significant discussion about measurement and
benchmarking systems within the University, the Trustee Initiative Teams want to underscore the
current gap; indeed a credible measurement/benchmarking system must be put in place—near
term-- to attract the financial and non-financial support that is critical to UMKC becoming a
great urban university.
One example of such a system is at the University of Alabama – Birmingham. Another,
closer to home, exists at Truman State. One of the reasons for UAB’s excellent progress in
building a nationally and internationally renowned university is that it has a continuing
benchmarking and peer review program that provides continual independent, third-party
evaluation as to how it is proceeding. The results are openly shared and used to change direction
when necessary to keep the focus. While not perfect, the UAB system could be a starting point
for UMKC
2. Broaden the discussion and gain agreement to action plans
All Initiative participants agree that a broader review and discussion process must now
take place, both with the larger Trustee body and with University leadership. As discussed in the
Background section, an open dialogue and collaborative process between the Trustees and
University leadership is the best (and perhaps only) way to bring traction to the refined
recommendations from the BRTF.
It should also be recognized that campus-based Commission teams, operating under the
charge of the UMKC Provost, are studying the university’s core mission areas. These studies, on
a parallel track to the UMKC Trustees Initiatives, will offer valuable insights and detailed
internal views of UMKC programs and goals.
A brief review process (September-November) is proposed to solicit broader engagement
with the Trustees and University leadership including, as appropriate, UMKC deans, Vice
Chancellors, the Provost and Chancellor. The intent of this process is to:
1.
2.
3.
4.
Review the Initiative Teams’ refined recommendations and actions
Review the Commissions’ work to date
Identify common ground and align priorities for action
And, ultimately, to inspire significant investment in the future of UMKC.
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That proposed process is outlined below.
September, 2006
This Initiative Teams’ Interim Report sent to Trustees, with
discussion to follow.
Interim Report presented to UMKC Dean’s Council. Individual
Initiative presentations to appropriate Deans in separate sessions.
SEPTEMBER GOALS:
1. All develop understanding of the Initiatives process….where it
has similarity to Provost Commissions; where it is different.
2. All feel an appropriate dialogue has been opened and will
continue between deans/campus leaders and Trustees.
3. All understand how decisions will be made to move into action
plans and how such plans will be developed.
4. All have the information on “next steps;” communications lines
are established to keep information flowing.
October, 2006
Initiatives are presented in-depth to full Trustee Board over several
meetings. (Discussion facilitator: Dr. Gary Baker)
Collaborative discussions with Dean’s Council continue as
recommendations from Initiatives and Commissions are compared
for potential decisions and action.
November, 2006
Discussions continue as needed; decision processes begin, together
with DRAFT plans for accountability and action.
December, 2006
Decisions for immediate action confirmed; action plans finalized.
Early February, 2007
UMKC TRUSTEE DINNER – Focal point of Dinner will be
unveiling of the Initiative/Commission joint goals & action plans
and a public challenge to our community to invest and execute on
these plans.
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DETAILED REPORTS
The Bloch School
[Life Sciences]
Urban Education (PreK-12)
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