Economic Development Committee Report
Spring 2009
INTRODUCTION
The Economic Development working group of the University of Missouri-Kansas City’s (UMKC) Strategic
Planning Committee was tasked with understanding the economic impact that UMKC provides and how the
university can provide cornerstone foundations for economic development within the UMKC community and
throughout the greater Kansas City metro region over immediate (<1-3 years), short- (3-5 years) and long-term (510 years) periods.
The Time To Get It Right report frames both the strengths and challenges facing UMKC and its relationship with the
region it calls home both from historical and current perspectives. Using the report as a basis for this committee’s
work, UMKC must refine and position itself as a strong community partner and regional leader in: Creating life
sciences discoveries that will enhance the lives of millions; Empower the region to embrace cultural perspectives
through the arts, prepare the leaders of tomorrow to better shape the physical and social landscape of the urban
experience; and, Lead the community in building a viable, educated workforce for tomorrow. UMKC cannot fulfill
UMKC’s urban mission in these areas without a strong and tactical focus on economic development.
The committee structured its Economic Development plan into recommended actions and measurements based on
three primary points:
 Building an integrated and multidimensional framework of relationships and alliances;
 Developing a strategic plan as a prime mover to address workforce development regionally; and,
 Increasing technology transfer and commercialization opportunities and matching those with effectively
utilized human capital and physical location(s).
UMKC plays a key role in the Kansas City area economy as a large employer, workforce developer and a conduit
for economic activity. This role can translate to being a central player in convening community members to develop
a focused model for a regional economy. The Kansas City region should be positioned to lead a larger region,
potentially a mega-region, or risk losing meaningful position on the national stage.
The committee identified three focus areas in regional economic development. In each area, the committee
recommends actively identifying key challenges, seeking solutions, and developing specific performance
measurements for outcomes. The areas are:
1. Establishing an integrated framework that supports economic development, including expanding alliances
with businesses, partnerships with federal and state agencies, and encouraging community-wide
participation.
Action – Inventory current and future capabilities and services of UMKC’s academic units, centers, institutes, and
affiliates to create an accurate understanding of the University’s overall position and ability to bring services to the
region and eliminate duplication for more effective deployment of resources. From this inventory, UMKC will
identify and promote “centers of excellence” to the region as accessible resources and experts. (<1 year-3 years)
Action – Recognizing the need for bi-state cooperation, UMKC will convene regional groups to better explore
major issues facing the Kansas City region. UMKC may not take the lead on solving a particular issue, but will be
critical to creating the focus for regional discussion. (<1 year-3 years) UMKC will take on a leadership role that
actively seeks to make substantial impact on local issues. Performance measures would include the development of a
clear diagnosis, a plan, timeline and measures to address each issue.
Potential Topics:
1. Health Care & Wellness: UMKC plays a strong research, teaching, service, and development role in
health care. It can serve to lead an emerging emphasis on wellness and preventive care at the local,
regional, and national levels. By supporting and marshalling resources to embrace the evolution and
implantation of enhanced health information technology, electronic medical records, and electronic
prescriptions, UMKC will bring added value to residents and stakeholders.
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Economic Development Committee Report
Spring 2009
2. Education: The single biggest effort that could affect Kansas City’s economic development may be to
turn around education in the urban core. The Time to Get It Right report called for, “regular summit
meetings of all of the university and college leaders in the Kansas City to discuss the contribution of each
institution to improvement of public education.” UMKC can play the role of convener as well as supporter
by further enhancing IUE’s programs and partnerships with the Kansas City School District, Kansas City
Kansas School District, Hickman Mills School District and others. UMKC’s partnership with the regional
community colleges can build alliances leading to a better educated workforce, build stronger internship
programs for community businesses, and offer joint opportunities for collaboration in jobs development. (3
– 5 years) Every area of UMKC could be required to partner with the school district to improve P-12
education.
3. Urban Community: Inventory current UMKC connections and outreach efforts demonstrating the
University’s ties to the region. Encourage development of additional alliances to be a strong partner in
addressing the major challenges and opportunities facing urban areas. “UMKC should set its sights on
becoming a first-rate urban university deeply involved in the most important challenges and opportunities
facing the community,” states The Time to Get It Right report. Additionally, UMKC will encourage and
recognize more faculty, staff and student community service opportunities with regional partners, and
investigate a system for rewarding all university personnel participating in service efforts. (<1 year-5 years)
4. Stakeholder Relations: UMKC has graduates playing key roles at all levels of government. Utilizing this
network, the University should develop a cohesive message on behalf of itself and the region to more
effectively deliver stakeholder education to local, state, regional, and federal legislatures and agencies. (<1
year – 3 years)
Outcomes – Taking these actions will position UMKC as an involved community leader. This will strengthen our
ties community-wide, assist in long term regional growth, enhance relationships with alumni and community stakeholders, and better position the University in advancement opportunities. These actions also allow the UMKC to
directly impact the workforce development and education needs of today and the future.
2. Build workforce development programs to address current community needs and educate for future
demands and requirements. The primary economic impact UMKC can provide the Kansas City region is to
produce highly trained and prepared graduates of all degree levels to enter the workforce.
Action –Recognizing and supporting workforce needs for stable and successful industries operating in Kansas City
currently is a key component to enhancing economic development. Among others, these industries include
healthcare; education; telecommunications; engineering; utilities; design/advertising; small business; financial and
professional services; and government, particularly federal. UMKC will better understand the needs of local
employers today and 10 to 15 years from now by creating and conducting a survey of critical workforce issues and
questions, identifying and interviewing key employers, both large and small, and developing competencies for
graduates based on feedback. (<1 year – 3 years)
Action – Compile and assess UMKC capabilities and create a service that gives UMKC a highly reliable,
responsive, and identifiable source that can inform the community of University academic and economic
development programs and provide a single point of contact for local industry to approach for support. (<1 year-3
years)
Action – Further enhance information resources to effectively track UMKC students after graduation and maintain
alumni contacts on an ongoing basis. This information can be feedback for academic program development in
addition to enhancing alumni ties to further regional economic development. (<1 year-10 years)
Action – Assess, review and build academic and business development programs which address community needs
and future demands. These programs will utilize regional academic and program alliances including community
colleges and public school districts. The committee identified four subsets of workforce preparation:
1. Educating graduates prepared to succeed in Kansas City’s existing and stable industries;
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Economic Development Committee Report
Spring 2009
2. Educating graduates who will enter into emerging or future industries that parallel global, national,
regional, state, and local needs;
3. Re-educating and training mid-career, returning and adult students who are valued and viable in a
rapidly changing economic landscape;
4. Educating and connecting entrepreneurs who will forge their own success in the marketplace.
(<1 year-10 years)
Action – Promote and enhance recruitment and retention opportunities at both undergraduate and graduate student
levels to build student population (current local economic development) and create positive long term alumni
relationships (donor, corporate executives, management). (ongoing)
3. Increase technology transfer of intellectual property, implementing a University-wide approach to
commercialization, and effectively utilizing physical assets and human resources to the benefit of enhanced
economic development and outcomes. UMKC recognizes that technology transfer goes beyond measuring patents,
to supporting faculty and community efforts in obtaining copyrights, building small businesses, supporting
entrepreneurs and promoting licensing and product revenue opportunities.
Action – Invest in an Office of the Vice-Chancellor of Research and Development. This position would be less
constrained by day-to-day administration and have the ability to work within the community to create industry
partnerships and collaborative grants making necessary connections to drive technology transfer. Included in the
office would be tech transfer and commercialization experts, business and workforce development professionals, oncampus legal expertise in patents, copyrights, and tech transfer law. (3 year-5 years)
Action – Align the efforts of the Office of Research’s technology transfer expertise with the technology
commercialization and business community relationship-building strengths of the Small Business and Technology
Development Center in the UMKC Innovation Center. This will create a unified process for identification,
assessment and commercialization of intellectual property. Implement the “shovel-ready” Whiteboard to Boardroom
program, in order to review the feasibility of turning existing patents and business plans into companies. (<1 year-3
years)
Action – Form a University-wide committee with liaisons from each school to develop and implement a unified
process for identification, assessment and commercialization of intellectual property.. (<1 year-3 years)
Action – Continue to invest in and grow economic development entities affiliated with UMKC, such as the UMKC
Innovation Center and UM Extension organizations, which support virtual business incubation for faculty, students,
staff and members of the community. Programs include the Small Business and Technology Development Center,
Missouri and Heartland Procurement Technical Assessment Centers, KCSourceLink, Business Resource Center and
partner programs at 4747 Troost. (ongoing)
Action – Effectively utilize, develop, and solidify investments in physical resources for all campuses to allow for
expansion of student residential growth, research, commercialization and development opportunities. Conduct an
audit to determine return on assets for each building. Determine uses for underutilized space. For example, can
underutilized lab space provide incubation space to emerging entrepreneurs.(ongoing)
Outcomes – For UMKC, the above actions will create a streamlined approach to technology transfer leading to
additional patents and increased University revenue through licensing opportunities. The Kansas City community
will have a single access point to resources and experts assisting them in their ventures, thus increasing new business
starts for the region which will increase sales revenues, jobs and additional wealth. By taking the above actions
UMKC exponentially increases the speed and efficiency with which innovations to commercial products, numbers
of new business ventures, licensing opportunities, debt/equity investments, sales revenues and job creation activities
take place impacting the Kansas City regional economy.
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