Undergraduate Student Success
Strategic Planning Report
2 March 2009
Team Leaders: Mel Tyler and Cynthia Pemberton
Team Members: Arnie Abels, Klassie Alcine, Larry Bunce, Ghulam Chaudhry, Stephen Dilks,
Jane Greer, Eric Grospitch, Robin Hamilton, Glen Jacobs, Bridgett Johnson, Eve McGee, Ginny
Miller, Tamera Murdock, Richard Murphy, Jerry Place, Lynda Plamann, Tom Sandreczki,
Thomas Stroik, Kami Thomas, Peggy Ward-Smith, Susan Wilson.
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Undergraduate Student Success at UMKC
The Undergraduate Student Success Subcommittee focused on how the university can ensure all
students have the support and resources they need to be successful both academically and personally.
We recognize that the experiences students have at UMKC will shape them as people and prepare them
to actively engage in our global community. The integration of support services, meaningful cocurricular activities, and academic experiences are paramount. Therefore, the subcommittee proposes
the following two goals for UMKC:
GOAL 1: Provide academic experiences that empower all students to contribute to a dynamic and
complex world.
GOAL 2: Create a university culture where all students feel they matter and the focus is on
student success both personally and academically.
Because we created the document as two teams, more integration is needed to reflect the fact that all
units, academic and student services, are responsible for each goal. Our two teams tended to focus our
conversations on the academic side versus the student services side; thus, strategies for Goal 1 tend to be
more from Academic Affairs and for Goal 2, Student Affairs. Care should be taken to make sure this
split does not exist in the final document. This integration should also include mechanisms to support
and deepen the collaborative relationships that exist between Student Affairs and Academic Affairs.
Key Assumptions
The Subcommittee has made the following key assumptions in defining these goals:
1. We must ensure all student populations are included in our discussions of student success:
 First-Time College
 LGBT
 Transfers
 Part-time undergraduates
 Non-traditional undergraduates
 Commuters
 Greeks
 On-line Learners
 Student-Athletes
 Residential students
 International undergraduates
 Diversity
 Honors students
 Students with disabilities
 Trial admits/at-risk/APP students
 Undergraduate professional students
 Deciding students
 Hospital Hill campus / Volker campus
 First-generation college students
2. All staff and faculty want students to succeed. We are committed to academic excellence for all.
 Ensure that students have the resources and support to successfully persist and graduate
 Reduce student runaround and increasing student satisfaction with campus services
 Improve campus communications and processes
 Quality relationships are the catalysts for student success
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3. We need to define what we want our students to know and do by the time they leave UMKC.
 Articulate how the educational experiences at UMKC reflect the unique mission and
strengths of UMKC such as performing arts, life sciences, etc.
 ―Excellence‖ in education requires continuous redefinition in view of the constant
changes in student backgrounds, technological advances, workforce needs, etc.
 Achieving academic excellence requires the participation of all units on campus.
4. Providing individualized opportunities is a unique aspect of UMKC and will provide students
with experiences they specifically value and increase graduates’ marketability.
 Will help achieve mission to create a vibrant learning and campus life experience
 Will help achieve mission of promoting urban education
 Will move UMKC to forefront of achieving ―Time to Get it Right‖ report and challenge
our community to respond
5. Student enrollment and faculty should reflect our community—and future demographic shift.
6. The support and reward structure of the university will need to adapt to the changes in
expectations for faculty, staff and administrators. Accomplishment of our goals will require a
significant change in faculty, staff and administrative roles.
Strengths and Enablers
In addition to our key assumptions, the Subcommittee has articulated what strengths UMKC has
currently that will enable us to achieve our goals:
1. Already offer many valuable experiences to students: study abroad, undergraduate research,
Greek life, internships, service learning, intramurals, student organizations, expanded residential
opportunities, etc. Most Academic Units already offer a freshman seminar or intro course.
2. Our student body is rich and diverse in terms of age groups, backgrounds, race/ethnicity,
nationality, citizenship, etc. We become continuously more diverse.
 Many offices exist to support campus diversity: Multicultural Student Affairs, Women’s
Center, Disability Services, LGBT, Safe Space training, Diversity Access and Equity,
Residential Life Social Justice Coordinator program, student organizations.
3. Many collaborative arrangements already exist between UMKC.
 Career Services currently works with several Academic Units and organizations on
campus to provide students career exploration services
 Planned implementation of DARWIN and major maps
 We have many people with knowledge about the development and tracking of
educational outcomes because of their experiences with outside accrediting bodies.
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4. Current trends in higher education support integrative education.
 Current efforts are underway to revise general education requirements to support more
integrative learning.
 FaCET encourages conversations about teaching among faculty and supports faculty
learning.
 Our new faculty teaching scholars program reinforces UMKC’s commitment to teaching
and supports pedagogical excellence.
 IPhD lays the groundwork for bringing interdisciplinarity into our undergraduate
experiences.
Barriers
Conversely, the Subcommittee reviewed current barriers to achieving our goals:
1. Some students may attend UMKC with no intention of graduating from here.
2. Need comprehensive and concerted diversity training program and other opportunities for faculty
and staff to learn about and engage with other cultures. Need faculty and staff who reflect the
diversity of our community.
3. Need consistent training / professional development for academic advisors.
4. Need community support for increasing internships and service learning opportunities
5. Budget Issues:
 advising is time- and cost-intensive (but the investment has high returns)
 administrative structure for new University College
 renovations to University Center
6. The state of available instructional technology on campus is below many of our peer institutions;
lack updated and centralized classroom scheduling policy
7. Need a university-wide financial aid leveraging plan; currently lack unrestricted need-based
scholarship funds
8. Our current faculty reward system does not prioritize student engagement.
9. There are relatively few resources for faculty to improve their teaching, including a minimally
funded Center for Teaching and no money for external travel to learn about new teaching
methods.
 There are few available models for faculty of what constitutes ―engaging pedagogies‖
 Only new faculty can be part of the teaching scholars program; many faculty members
who have been here for 15+ years may have not been exposed to changing pedagogical
models and might welcome the chance to do so
 Our evaluation of teaching does not consider actual learning
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



Many of us have ―mind sets‖ that limit our views of our specific disciplines as needing to
be the way they ―have always been‖
We are often unaware of what our colleagues are doing; there are pockets of excellence
ALL OVER the campus that could serve as models for all of us
Faculty feels very little support for dealing with uncivil students
Few of us have knowledge about what students who come to UMKC are experiencing in
K-12 classrooms and community college settings
10. We have a system that emphasizes credit hours accumulated rather than competencies obtained.
 The new budget model rewards more credit hour production but also encourages
academic silos and cross-unit competition
11. Our administrative structure spreads academic support services across two major administrative
units, making lines of communication and accountability less clear than they might optimally be.
Assessment
Finally, the Subcommittee considered several methodologies to assess our work towards achieving these
goals. The following tools can easily be integrated into a strategic plan:
1.
2.
3.
4.
Student focus groups
Develop student comment cards for quick feedback on services
Student survey results: NSSE, SSI, senior survey
Long-term results seen in increased retention and graduation rates
A draft assessment metric is provided at the end of this document.
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GOAL 1: Provide academic experiences that empower all students to contribute to a dynamic and
complex world.
OBJECTIVE 1.1: Academic Excellence for ALL. Provide academic programs for undergraduates
that challenge the potential of all students to achieve at a high level.
Key Strategy 1.1.1 Develop an agreed upon set of core educational learning outcomes which should
be achieved by all students earning a degree at UMKC, a process for making sure those outcomes are
supported by our curriculum, and a set of tools to assess progress towards those outcomes.
ACTION PLAN
a. Develop common educational outcomes.

Accountability – Institutional Assessment Director/Committee on Assessment

Timeline – on-going
b. Assess common educational outcomes across the university campus.

Accountability – Institutional Assessment Director/Committee on Assessment)

Timeline – Spring 2009 - Fall 2009
c. Implement faculty development program to support faculty in the integration and assessment
of these educational outcomes.

Accountability – Institutional Assessment Director, Committee on Assessment

Timeline – Fall 2009 - Spring 2010
d. Review and revise current academic courses and programs of study to ensure opportunities to
meet these outcomes.

Accountability – Department Head, Program Head

Timeline – Spring 2010 - Summer 2010
e. Develop assessment strategies to document student’s progress toward the common set of
educational learning outcomes.

Accountability – Department Head, Program Head, Institutional Assessment Director

Timeline – Spring 2010 - Summer 2010
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f. Develop reporting mechanisms that allow student learning outcome data to be aggregated at
the department, school/college, and campus level.

Accountability – Institutional Assessment Director

Timeline – Spring 2010 - Summer 2010
Key Strategy 1.1.2 Develop an honors college which allows students who enter UMKC with
advanced educational competencies to experience appropriate academic challenges that may include
more focused and challenging courses and/or the opportunity to fast track into graduate/professional
programs
ACTION PLAN
a.
Faculty group examines models of recognized honors colleges.

Accountability – Vice Provost for Academic Affairs

Timeline – Fall 2009
b. Faculty group makes recommendation for structure of UMKC honors colleges to the Provost.

Accountability – Vice Provost for Academic Affairs

Timeline – Fall 2009
c. Hire a faculty director for the honor’s college.

Accountability: Vice-Provost for Academic Affairs

Timeline – start Summer 2010
d. Implement the agreed upon model.

Accountability: Vice-Provost for Academic Affairs

Timeline – start Summer 2010
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Key Strategy 1.1.3 Develop a world-class online learning system that enables students to earn and/or
complete degrees and/or develop the competencies needed to advance their personal, professional,
and cultural goals.
ACTION PLAN
a. Conduct an audit of UMKC’s current uses of online learning and support systems at the
campus and system level for this type of learning (hardware, software, and technical
support).

Accountability: Chief Information Officer

Timeline – start Summer 2010
b. Identify models of online teaching and learning that are effective in delivering college-level
instructional content, research strategies, and techniques of critical analysis.

Accountability: Vice Provost for Academic Affairs; Facet Director

Timeline – Fall 2010
c. Identify areas of opportunity for UMKC in terms of courses and/or programs where
opportunities exist.

Accountability: Chief Information Officer (CIO)

Timeline – start Summer 2010
d. Provide educational opportunities for faculty to broaden and deepen the implementation of
effective on-line teaching and learning and contribute to scholarship in this area.

Accountability: Chief Information Officer (CIO); FaCET

Timeline – start Summer 2010
e. Design Instructional Technology Services across campus that prioritize effective teaching
and learning. Identify support structure needed to ensure technology continues to be an
active learning and teaching tool.

Accountability: Chief Information Officer (CIO); FaCET

Timeline – start Summer 2010
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Key Strategy 1.1.4 Identify students whose skills at the time of entry into UMKC put them at a
disadvantage for achieving the agreed upon education outcomes and provide the resources and supports
needed to ensure they will meet those standards.
ACTION PLAN
a. Develop statistical prediction models for academic success based on past 5 years data and
that can be used to identify students who have a high probability of dropping out.

Accountability: Director of Institutional Research

Timeline – Spring 2010
b. Develop a campus wide early warning system to identity students whose early performance
at UMKC suggests they have a high probability of dropping out.

Accountability: Provost, Vice Provost for Academic Affairs, Vice Chancellor for
Student Affairs

Timeline – Spring 2010
c. Conduct an audit of all support systems currently available and data on the success of those
systems.

Accountability: Provost, Vice-Provost for Academic Affairs, Vice Chancellor for
Student Affairs

Timeline – Spring 2010
d. Review how other campuses with similar students’ populations provide comprehensive
support for academic success.

Accountability: Provost, Vice Provost for Academic Affairs, Vice Chancellor for
Student Affairs

Timeline – Fall 2010
e. Develop and implement comprehensive model for UMKC to integrate all support services.

Accountability: Provost, Vice Provost for Academic Affairs, Vice Chancellor for
Student Affairs

Timeline – Spring 2010
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Key Strategy 1.1.5 Develop opportunities for undergraduate majors in specific areas to customize their
program of study to meet their future personal educational, professional and cultural goals (e.g.,
Psychology major who wants to coordinate youth program vs. attend graduate school in neuroscience).
This might include the development of new interdisciplinary majors.
ACTION PLAN
a.
Survey current students to determine career and educational goals being pursued.

Accountability – Department Head, Program Head

Timeline – Fall 2009 - Spring 2009
b. Examine opportunities being provided by other valued institutions that offer similar degrees.

Accountability – Department Head, Program Head

Timeline – Fall 2009 - Spring 2009
c. Examine world trends for future use of knowledge/skills gained by a specific discipline.

Accountability – Department Head, Program Head

Timeline – Spring 2010 - Fall 2010
d. Using all of the above, evaluate and identify the current curriculum offerings and what is
needed – including the possibilities of cross-disciplinary coursework.

Accountability – Department Head, Program Head, Deans

Timeline – Spring 2010
e. Develop proposal for changes and gain student input.

Accountability – Department Head, Program Head, Deans

Timeline – Fall 2010
f. Implement changes and develop ongoing assessment of changes.

Accountability – Department Head, Program Head, Deans

Timeline – Spring 2011
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Key Strategy 1.1.6 Revise the general education curriculum to reflect an integrated and
interdisciplinary framework capitalizing on our unique university mission (e.g, performing arts, life
sciences, etc.).
ACTION PLAN
a. Develop an undergraduate general education committee to oversee the development of the
objectives, courses and assessment within the general education curriculum.

Accountability – Provost, Vice Provost for Academic Affairs, Deans

Timeline – Spring 2010
b. Review literature on current practices in general education and interdisciplinary models of
general educational requirements.
c.

Accountability – Committee of undergraduate general education

Timeline – Fall 2010
Develop a proposal for a general education curricululum which includes a rationale, learning
outcomes, a set of suggested courses and an assessment strategy.

Accountability – Provost, VP for Undergraduate Education, Taskforce on General
education

Timeline – Spring 2011
d. Vet the proposed curriculum with the appropriate consitutiences including community
colleges, faculty, program heads, Dean and students, and make revisions based on feedback.

Accountability – Department Head, Program Head, Deans

Timeline – Spring 2011
e. Implement and assess curriculum changes.

Accountability – Department Head, Program Head, Deans

Timeline – Spring 2011
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GOAL 1: Provide academic experiences that empower all students to contribute to a dynamic and
complex world.
OBJECTIVE 1.2: Community Engagement. Community engagement refers to the application of
knowledge and skills, in a mutually beneficial partnership with the larger community (e.g., local,
regional, national, international), to address important and challenging problems, issues and concerns.
UMKC will provide students with multiple formal and informal learning opportunities through
community engagement experiences. Our university wide commitment to community engagement
will be recognized by earning the ―Community Engagement‖ classification designation from the
Carnegie Foundation for the Advancement of Teaching.
Key Strategy 1.2.1 Provide students with formal learning experiences that require them to identify
community based issues/concerns and bring their knowledge and skills to collaborate with
communities in addressing those concerns.
ACTION PLAN
a. Create a task force charged with leading the university in developing and submitting an
application to the Carnegie Foundation for the Advancement of Teaching to achieve
Community Engagement status.
b.

Accountability: Department Chairs Report to Deans and Vice Provost for Academic
Affairs

Timeline: End of Fall 2009
Audit current offerings to determine examples of community engagement within UMKC
curricula.

Accountability: Taskforce, Department Chairs, Deans, Vice Provost for Academic
Affairs, Provost

Timeline: End of Fall 2009
c. Provide feedback to academic units on how well they are doing in this area with targets for
improvement.

Accountability: Taskforce, Department Chairs, Deans, Vice Provost for Academic
Affairs, Provost

Timeline: End of Spring 2010
d. Units create a plan to address the feedback provided in b and develop a mechanism for
assessment of their progress.
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
Accountability: Taskforce, Department Chairs, Deans, Vice Provost for Academic
Affairs, Provost

Timeline: Fall 2010
e. Units implement the plan.

Accountability: Taskforce, Department Chairs, Deans, Vice Provost for Academic
Affairs, Provost

Timeline: Spring 2011
f. Units provide audit data on an annual basis that tracks progress in this area with future goals.

Accountability: Department /Program Chairs/ Deans

Timeline: Spring 2011
Key Strategy 1.2.2 Create a climate that fosters commitment to civic responsibility at all levels
(local, national, international community) through campus-wide programming, student-sponsored
organizations, living-learning communities, etc.
ACTION PLAN
a. Audit current programs provided under the auspices of Student Services to determine levels
of opportunities and participation in community enhancing activities.

Accountability: Vice Chancellor for Student Affairs

Timeline: Fall 2009
b. Bring together representatives from relevant campus groups and community organizations to
find areas of common commitment.

Accountability: Vice Chancellor for Student Affairs

Timeline: End of Fall 2009
c. Use feedback from audit and focus groups to develop an action plan for increasing
community participation/student involvement.

Accountability: Vice Chancellor for Student Affairs

Timeline: End of Spring 2010
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d. Implement the plan.

Accountability: Heads of Campus Organizations reporting to Vice Chancellor for
Student Affairs

Timeline: Fall 2010
Key Strategy 1.2.3 Develop collaborations with community based organizations that will mentor
advanced undergraduate students so they can develop the skills required to attain leadership positions
in similar community-based organization organizations.
ACTION PLAN
a. Create a comprehensive list of joint ventures between academic units and community based
organizations that currently have student placements.

Accountability: Provost, Vice Provost for Academic Affairs

Timeline: Fall 2009
b. Establish a set of criteria for what constitutes a developmentally appropriate mentoring
experience.

Accountability: Provost, Vice Provost for Academic Affairs, Faculty

Timeline: Spring 2010
c. Disseminate the criteria to the academic unit to use in establishing community partnerships.

Accountability: Provost, Vice Provost for Academic Affairs, Faculty

Timeline: Spring 2010
d. Units establish a mechanism for evaluating the partnership from the vantage point of the
student and the agency.

Accountability: Faculty/Department tor Program Chairs

Timeline: Fall 2010
e. Units establish partnerships.

Accountability: Faculty/Department tor Program Chairs
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
Timeline Fall 2010
f. Ongoing data collection as per above; feedback loop.

Accountability: Faculty/Department tor Program Chairs

Spring 2011
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GOAL 1: Provide academic experiences that empower all students to contribute to a dynamic and
complex world.
OBJECTIVE 1.3: Engaging Pedagogies. Provide integrative learning environments that promote
the acquisition and application of higher-level knowledge and facilitate the academic success and
retention of all students.
Key Strategy 1.3.1: Provide all students with ―high impact‖ educational experiences that have been
associated with increased student engagement and retention. These include service learning, learning
communities, first-year seminars, faculty mentoring, undergraduate research, internships/practica,
study abroad, and culminating experiences.
ACTION PLAN
a. Assess areas of strength and weakness in terms of the number of high impact educational
experiences being provided by each unit and the quality of the data they have to assess the
outcomes of these experiences.

Accountability: Provost; Institutional Director of Assessment; VP of Academic
Affairs

Timeline: Summer 2009
b. Increase visibility of high impact experiences across the campus & provide necessary
resources

Accountability: Provost; VP of Academic Affairs

Timeline: Fall 2009
c. Support faculty development for implementing high impact educational experiences.

Accountability: VP of Academic Affairs, Deans, Dept. Chairs, FaCET

Timeline: Spring 2010
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Key Strategy 1.3.2: Change the faculty recognition and reward structure to reflect the importance of
teaching and other forms of student engagement in the mission of the university.
ACTION PLAN
a. Create criteria for annual evaluation and promotion/ tenure that reflect the importance of
excellence in teaching and engagement with students.

Accountability: Provost, VP of Academic Affairs, Deans, Dept. Chairs, Faculty

Timeline: Spring 2010
b. Implement new criteria

Accountability: Provost, VP of Academic Affairs, Deans, Dept. Chairs, Faculty

Timeline: Spring 2010
Key Strategy 1.3.3 Provide appropriate faculty development to support all faculty to provide high
impact educational experiences.
a. Create criteria for annual evaluation and promotion/ tenure that reflect the importance of
excellence in teaching and engagement with students.

Accountability: Provost, VP of Academic Affairs, FaCET

Timeline: Fall 2009
b. Revise and Implement 3-5 year plan focused on high impact pedagogies.

Accountability: Provost, VP of Academic Affairs, Deans, Dept. Chairs, Faculty

Timeline Spring 2010
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GOAL 1: Provide academic experiences that empower all students to contribute to a dynamic and
complex world.
OBJECTIVE 1.4: Cultural Competence. Provide informal and formal learning opportunities to
ensure that our students acquire the skills, knowledge and attitudes to effectively work in a society
characterized by significant demographic and technological change. Cultural competence differs
from cultural awareness or cultural sensitivity by its emphasis on action and behavior.
Key Strategy 1.4.1 Provide formal learning experiences both through general education and majorspecific coursework that supports students to recognize the cultural-boundedness of their own
world’s views and acquire the dispositions, knowledge and skills to effectively interact with people
who differ from themselves (e.g., nationality, race, ethnicity, gender, sexual orientation, religion, age,
etc.)
ACTION PLAN
a. Conduct an audit of current cultural competency programming that exists on campus and the
outcomes associated with that programming.

Accountability: Provost, VP of Academic Affairs, Deans

Timeline: Spring 2010
b. Develop specific skills / competencies and examples of how they might be measured.

Accountability: Deans, Chairs, Faculty

Spring 2010
c. Charge the academic units to demonstrate how they will ensure their graduates attain cultural
competency.

Accountability: Provost, VP of Academic Affairs, Deans, Chairs, Faculty

Fall 2010
d. Charge the committee on undergraduate general education to demonstrate how they will
ensure UMKC graduates attain these competencies.

Accountability: Provost, Undergraduate General Education Committee

Fall 2010
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Key Strategy 1.4.2 Create a climate that fosters interpersonal civility among faculty, students, staff
and administrators through policies that define and encourage civility, modeling of civility and
enforcements for incivility.
MOVE TO TOM POE’S GROUP
Key Strategy 1.4.3 Provide formal learning experiences both through general education and majorspecific coursework that challenges students to engage with the relevant current technologies so they
can maximally function and continuously adapt to our dynamic society.
ACTION PLAN
a. Develop specific technological competencies that we would like our graduates to
demonstrate and examples of how they might be measured.

Accountability: Ad-hoc task force at the campus level; Deans, Chairs, Faculty

Spring 2010
b. Identify resources that are needed (human, technological, etc) to achieve these competencies.

Accountability: CIO, Ad Hoc task force

Fall 2010
c. Charge the academic units to demonstrate how their graduates will attain these competencies.

Accountability: Provost, Deans, Chairs

Spring 2011
d. Charge the committee on undergraduate general education to demonstrate how they will
ensure UMKC graduates attain these competencies.

Accountability: Provost, VP for Academic Affairs, Deans, Chairs, Faculty

Fall 2011
e. Implement suggestions from c and d above.

Accountability: Deans, Chairs, Faculty

Fall 2011
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Key Strategy 1.4.4 Create a climate that fosters cultural competence across campus through
modeling by all UMKC personnel, campus-wide programming (e.g., diversity week), studentsponsored organizations, living-learning communities, etc.
ACTION PLAN
a. Form a committee of key constituencies to define cultural competency based on skill sets:
values, principles, behaviors, attitudes and policies for the Campus.

Accountability: Provost, VC Academic, VC Student, VC Diversity

Spring 2010
b. Devise and deploy a training program to develop and nurture a cadre of cultural competency
trainers that will be charged with providing cultural competency training for all UMKC
faculty and staff.

Accountability: Provost, VC Academic, VC Student, VC Diversity

Fall 2010
c. Require every unit to incorporate cultural competency into annual performance evaluations.

Accountability: Provost, VC Diversity, VC Administration

Spring 2011
d. Ensure that unit leaders are well-trained in cultural competency and are also trained in
evaluating subordinates’ cultural competency skills.

Accountability: Provost, VC Diversity, VC Administration

Spring 2011
e. Ensure that all new hires are informed about our cultural competency programs and are
scheduled for cultural competency training as soon as practical.

Accountability: Provost, VC Diversity, VC Administration

Spring 2011
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GOAL 2: Create a university culture where all students feel they matter and the focus is on
student success both personally and academically.
Objective 2.1: Create a service model that allows a one-stop approach to meeting student needs
(real and virtual).
Key Strategy 2.1.1 Improve service delivery and communication with students.
ACTION PLAN
a. Conduct student focus groups to determine how support services, communication, and
advising can be improved.

Accountability: VC for Student Affairs and Enrollment Management

Timeline: Spring 2009
b. Develop plan to cross-train personnel and improve services/ communication—as much as
possible, solve student issues at point of contact.

Accountability: VC for Student Affairs and Enrollment Management

Timeline: Fall 2009
Key Strategy 2.1.2 Determine which services should be offered in a one-stop Student Success
Center and which services can be enhanced on-line.
ACTION PLAN
a. Conduct student focus groups.

Accountability: VC for Student Affairs and Enrollment Management

Timeline: Spring 2009
b. Conduct space analysis—what kinds of space needs do these services have?

Accountability: VC for Student Affairs and Enrollment Management

Timeline: Fall 2009
c. Conduct cost analysis of renovating space in the University Center.

Accountability: VC for Student Affairs and Enrollment Management

Timeline: Fall 2009
21
GOAL 2: Create a university culture where all students feel they matter and the focus is on
student success both personally and academically.
Objective 2.2: Provide all students with individualized opportunities for personal and
professional development.
Key Strategy 2.2.1 Determine how faculty and advisors can assist in matching students to these
individualized experiences.
ACTION PLAN
a. Create master database of all opportunities: study abroad, Greek life, internships, service
learning opportunities, intramurals, undergraduate research opportunities, student
organizations, etc.

Accountability: VC Student Affairs and Enrollment Management, VP Academic
Affairs, CIO

Timeline: Fall 2009
b. Increase community support for increasing internships and service learning opportunities.

Accountability: VC University Advancement, VC Student Affairs and Enrollment
Management, Provost

Timeline: Fall 2009
c. Investigate staffing and technology to assist in matching functions.

Accountability: VC Student Affairs and Enrollment Management, VP Academic
Affairs, CIO

Timeline: Fall 2009
Key Strategy 2.2.2: Increase numbers/percentages of students taking advantage of these
opportunities.
ACTION PLAN
a. Determine baseline of students already participating in these activities and set goal for
increasing participation.
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
Accountability: VC Student Affairs and Enrollment Management, VP Academic
Affairs, Director of Institutional Research

Timeline: Spring 2009
b. Develop methods to advertise these activities and experiences to our students.

Accountability: VC Student Affairs and Enrollment Management, VP Academic
Affairs

Timeline: Fall 2009
Key Strategy 2.2.3: Develop co-curricular transcript for students.
ACTION PLAN
a. Investigate technology needed to develop co-curricular transcripts.

Accountability: VC Student Affairs and Enrollment Management

Timeline: Fall 2009
b. Determine set-up and responsibility for upkeep of the system.

Accountability: VC Student Affairs and Enrollment Management

Timeline: Fall 2009
23
GOAL 2: Create a university culture where all students feel they matter and the focus is on
student success both personally and academically.
Objective 2.3: Support all students to successfully progress towards graduation at UMKC.
Key Strategy 2.3.1 Provide all new students with a coordinated first year UMKC course.
ACTION PLAN
a. Determine how to coordinate this course among the Academic Units, utilizing the seminar
concept already in place in several Units.

Accountability: Provost, VP Academic Affairs, VC Student Affairs and Enrollment
Management

Timeline: Fall 2010
b. Develop on-line version for new transfers.

Accountability: Provost, VP Academic Affairs, VC Student Affairs and Enrollment
Management

Timeline: Fall 2010
Key Strategy 2.3.2 Review advising structure at UMKC to be more developmental for students
ACTION PLAN
a. Conduct student focus groups to determine how advising can be enhanced

Accountability: VC Student Affairs and Enrollment Management, VP Academic
Affairs

Timeline: Fall 2009
Key Strategy 2.3.3 Develop a short-term deciding students program
ACTION PLAN
a. Determine how to coordinate this program among the Academic Units
24

Accountability: Provost, VP Academic Affairs, VC Student Affairs and Enrollment
Management

Timeline: Fall 2010
Key Strategy 2.3.4 Develop Early Alert System
ACTION PLAN
a. Determine how to coordinate this program among the Academic Units

Accountability: Provost, VP Academic Affairs, VC Student Affairs and Enrollment
Management

Timeline: Fall 2010
Key Strategy 2.3.5 Complete major maps for all degree programs; ensure major maps are
maintained and updated for changing degree programs or for newly designed degree programs
ACTION PLAN
a. Determine course sequences and requirements for each degree program

Accountability: Dean, Dept. Chairs

Timeline: complete
b. Develop website for upkeep of major maps

Accountability: Provost, VC Student Affairs and Enrollment Management

Timeline: complete
Key Strategy 2.3.6 Fully implement DARWIN degree-audit system in Pathway
ACTION PLAN
a. Continue working to complete implementation

Accountability: VC Student Affairs and Enrollment Management
25

Timeline: Fall 2010
Key Strategy 2.3.7 Develop and implement centralized classroom scheduling
ACTION PLAN
a. Continue working to develop and implement policy

Accountability: Provost, VC Student Affairs and Enrollment Management

Timeline: Fall 2010
26
GOAL 2: Create a university culture where all students feel they matter and the focus is on
student success both personally and academically.
Objective 2.4: Promote university culture where diversity of people and ideas is valued.
Key Strategy 2.4.1 Increase opportunities for students to learn about and interact with other groups
of people and ideas.
ACTION PLAN
a. Enhance cultural programming and events on campus for students, faculty and staff.

Accountability: VP Academic Affairs, VC Student Affairs and Enrollment
Management

Timeline: Fall 2009
b. Infuse cultural awareness in the curricula [cultural competency]

Accountability: Provost, VP Academic Affairs, Deans, Dept. Chairs

Timeline: Fall 2010
Key Strategy 2.4.2 Ensure staff and faculty are culturally aware of the unique needs of all students.
ACTION PLAN
c. Enhance and increase attendance at cultural awareness and diversity training workshops.

Accountability: Provost, Diversity Access & Equity, VC Student Affairs and
Enrollment Management

Timeline: Fall 2009
27
GOAL 2: Create a university culture where all students feel they matter and the focus is on
student success both personally and academically.
Objective 2.5: Develop University College for Deciding Students
Key Strategy 2.5.1 Create a sense of place and connection by developing a new University College
for our deciding students to ensure they have the resources and support to persist at UMKC.
ACTION PLAN
a. Evaluate and assess the previous deciding students program.

Accountability: Provost, VP Academic Affairs, VC Student Affairs and Enrollment
Management, Dean

Timeline: Fall 2009
b. Develop curriculum and codify services needed for deciding students

Accountability: Provost, VP Academic Affairs, Deans, VC Student Affairs and
Enrollment Management

Timeline: Fall 2011
c. Determine administrative structure and begin hiring process

Accountability: Provost, VP Academic Affairs, Dean

Timeline: Fall 2012
28
UNDERGRADUATE SUCCESS
METRICS
Goal 1.1.
Academic
Excellence
An increase in the number of
students from UMKC who
receive competitive and
externally recognized awards
(e.g., prestigious fellowships
such as Rhodes, Truman,
Fulbright).
Increase in 4 and 6 year
graduation rates.
Decrease in the gap in
graduation gaps by
race/ethnicity and socioeconomic status.
An increase in students’ rates
of acceptance into graduate
program.
An increase in the average
level of selectivity of
graduate programs that our
students are admitted to.
Increased student
participation in study abroad,
service learning, and
undergraduate research.
Students are recruited for jobs
of their choice.
Students achieve at
benchmark levels on
identified campus learning
outcomes.
Goal 1.2
Community
Engagement
Goal 1.3
Engaging
Pedagogies
Goal 1.4
Cultural
Competence
x
x
x
x
X
X
x
x
x
x
x
x
X
X
x
Goal 2.1
One Stop
Goal 2.2
Individualized
Opportunities
Goal 2.3
Successful
Progress
X
X
X
Goal 2.4
Value
Diversity
Goal 2.5
University
College
x
X
X
X
x
x
X
X
29
Goal 1.1.
Academic
Excellence
Students in credentialing
fields achieve high pass rates
on licensing exams.
Increase in retention rates of
1st year and 1st time (e.g.,
transfer) students.
Improved satisfaction of
students’ 1-st year
experience.
Increase number of national
merit scholars in the
undergraduate student
population.
Increase the average entering
ACT scores and high school
class rank.
Increase the number of
UMKC students attending
our own graduate groups.
Increase in graduation rates
of students who are
provisionally admitted.
Increase in student
satisfactions with the
academic support services
available
Increase in students’ rating of
quality of instruction (by
upper vs. lower division, first
year vs. seniors, class size.
Increase in students’ reports
of the quality of their
relationships with faculty.
Goal 1.2
Community
Engagement
Goal 1.3
Engaging
Pedagogies
x
x
Goal 2.3
Successful
Progress
Goal 2.4
Value
Diversity
Goal 2.5
University
College
x
x
X
X
X
X
X
x
x
X
X
X
X
X
x
x
x
X
X
X
x
x
x
Goal 2.2
Individualized
Opportunities
x
x
x
Goal 2.1
One Stop
x
x
X
Goal 1.4
Cultural
Competence
X
x
x
x
x
x
X
X
X
X
X
X
30
Goal 1.1.
Academic
Excellence
Increase in students’ reports
of the quality of advising they
have received.
Increase in students’ reports
of the quality of their
educational experience.
Increase in the number of
courses offered in eformats,
the number of students
enrolling in those courses
Increase in the number of
degrees that can be completed
via elearning.
Graduates articulate and
embrace the unique aspects of
UMKC’s mission.
Percent of students who
participate in community
events or organizations or
volunteer on campus or in the
community.
Faculty and staff diversity.
An increase in the number of
students from UMKC who
receive competitive and
externally recognized awards
(e.g., prestigious fellowships
such as Rhodes, Truman,
Fulbright).
There will be a significant
increase in the number of
UMKC students reporting a
positive and supportive
campus climate.
x
Goal 1.2
Community
Engagement
x
Goal 1.3
Engaging
Pedagogies
x
Goal 1.4
Cultural
Competence
Goal 2.2
Individualized
Opportunities
Goal 2.3
Successful
Progress
x
X
X
X
x
X
X
X
x
x
x
x
Goal 2.1
One Stop
x
Goal 2.5
University
College
X
x
x
x
Goal 2.4
Value
Diversity
x
X
x
x
X
x
X
X
X
X
X
31
Goal 1.1.
Academic
Excellence
Student Focus Groups
Student Comment Cards
Student Survey Results
(NSSE, SSI, Senior Survey,
etc.)
Long Term results seen in
increased retention and
graduation rates
Goal 1.2
Community
Engagement
Goal 1.3
Engaging
Pedagogies
Goal 1.4
Cultural
Competence
Goal 2.1
One Stop
Goal 2.2
Individualized
Opportunities
Goal 2.3
Successful
Progress
Goal 2.4
Value
Diversity
Goal 2.5
University
College
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
32