UMKC Strategic Plan
Implementation
Update November 29, 2012
Gail Hackett
Executive Vice Chancellor & Provost
Strategic Planning Input
Past major studies:
Life Sciences Task Force
(Danforth Report)
2003
UMKC Trustees’ Initiative
2004/2006
Blue Ribbon Task Force
“Time to Get It Right”
“Time to Get Things Done”
Chancellor Bailey’s
Interim Plan
Provost’s Academic
Commissions
University of Missouri
System Strategic Plan
2006
2007
2006
2007
2008
Moving Forward
Formed Strategic Planning Steering Committee in October 2008
representing a broad range of constituents
Students
Faculty
Staff
Community Members
Formed subcommittees, or “working groups”
Life and Health Sciences
Visual and Performing Arts
Undergraduate Education/Student Success
Urban Vision/Community Engagement
Diversity/Campus Climate
Science and Technology
Economic Development
Formed writing team to draft the initial plan
Next Steps
Vetted the draft plan
University Faculty, Staff, Students and
Administration
Civic and Business Community
External Constituent Partners
Plan
Revised the draft plan
Finalized the plan 2009
Revise
Implement
Aligned unit plans
Measure
Began Implement plans Fall 2009
Revisit the plan on an annual basis
Vision and Mission
University of Missouri System Mission Statement
The mission of the four-campus University of Missouri System-- a land-grant university and
Missouri's only public research and doctoral-level institution-- is to discover, disseminate,
preserve and apply knowledge. The university facilitates lifelong-learning by its students and
Missouri's citizens; fosters innovation to support economic development; and advances the
health, cultural and social interests of the people of Missouri, the nation and the world.
UMKC Mission Statement
UMKC’s mission is to lead in life and health sciences; to deepen and expand strength in the
visual and performing arts; to develop a professional workforce and collaborate in urban
issues and education; and to create a vibrant learning and campus life experience.
UMKC Vision Statement
UMKC will become a model urban research university characterized by signature graduate
and professional programs, a dynamic undergraduate population, a highly diverse faculty,
staff and student body, and active engagement with its city and region.
Strategic Plan - Goals
Goal
Description
Place Student Success
at the Center
To provide the optimal learning experience for all students:
outstanding academic programs, seamless student support, a
vibrant campus community, and engaging locally, regionally, and
globally.
Lead in Life and Health
Sciences
To engage in cutting edge research, develop strategic partnerships
that enable translational research opportunities, and provide
excellent interdisciplinary education in life and health sciences.
Advance Urban
Engagement
To engage with the local, regional, national , and international
community in partnerships that foster opportunity, innovation and
sustainable development.
Excel in the Visual and
Performing Arts
To create excellent programs in visual and performing arts that are
central to campus life and support Kansas City’s initiatives in
entrepreneurship, urban education, and innovation.
Embrace Diversity
To celebrate diversity in all aspects of university life, creating safe
environments, culturally competent citizens, and globally oriented
curricula and programs.
Promote Research and
Economic
Development
To foster innovation, improve technology transfer, produce worldclass research, and develop partnerships that create economic
development.
Strategic Plan – Goal
Goal 1. Place Student Success at the Center
To provide the optimal learning experience for all students: outstanding academic
programs, seamless student support, a vibrant campus community, and engaging locally,
regionally, and globally.
Strategic Plan - Objectives
Goal 1. Place Student Success at the Center
To provide the optimal learning experience for all students: outstanding academic programs, seamless
student support, a vibrant campus community, and engaging locally, regionally, and globally.
 Provide excellent academic programs that challenge all students to achieve at a high level.
 Provide “high impact” educational experiences associated with student engagement and
retention.
 Provide academic experiences that empower all students to contribute to a dynamic and
complex world characterized by significant demographic and technological change.
 Create a service model that allows a one-stop approach to meeting student needs (real
and virtual).
 Develop proactive systems and programs to support student success.
Strategic Plan – sample strategies
Goal 1. Place Student Success at the Center
To provide the optimal learning experience for all students: outstanding academic programs, seamless
student support, a vibrant campus community, and engaging locally, regionally, and globally.
Provide excellent academic programs that challenge all students to achieve at a high level.
o Develop an Honors College
Provide “high impact” educational experiences associated with student engagement and retention.
o Greatly expand the SEARCH program
 Provide academic experiences that empower all students to contribute to a dynamic and complex world
characterized by significant demographic and technological change.
o Provide learning experiences leading to competent cultural behaviors
Create a service model that allows a one-stop approach to meeting student needs (real and virtual).
o Improve service delivery and communication with students
Develop proactive systems and programs to support student success.
o Develop an early alert system
Strategic Plan – sample metrics
Goal 1. Place Student Success at the Center
To provide the optimal learning experience for all students: outstanding academic programs, seamless
student support, a vibrant campus community, and engaging locally, regionally, and globally.
Provide excellent academic programs that challenge all students to achieve at a high level.
o Develop an Honors College
Provide “high impact” educational experiences associated with student engagement and retention.
o Greatly expand the SEARCH program
 Provide academic experiences that empower all students to contribute to a dynamic and complex world
characterized by significant demographic and technological change.
o Provide learning experiences leading to competent cultural behaviors
Create a service model that allows a one-stop approach to meeting student needs (real and virtual).
o Improve service delivery and communication with students
Develop proactive systems and programs to support student success.
o Develop an early alert system
Sample Metrics:
Number of students receiving competitive and externally recognized awards
First-year retention rate of First-time, Full-time students by ethnicity
First-year retention rate of transfer students by ethnicity
Four-year graduation rate of First-time, Full-time students by ethnicity
Strategic Plan – immediate action
Goal 1. Place Student Success at the Center
To provide the optimal learning experience for all students: outstanding academic programs, seamless
student support, a vibrant campus community, and engaging locally, regionally, and globally.
Provide excellent academic programs that challenge all students to achieve at a high level.
o Develop an Honors College
Provide “high impact” educational experiences associated with student engagement and retention.
o Greatly expand the SEARCH program
 Provide academic experiences that empower all students to contribute to a dynamic and complex world
characterized by significant demographic and technological change.
o Provide learning experiences leading to competent cultural behaviors
Create a service model that allows a one-stop approach to meeting student needs (real and virtual).
o Improve service delivery and communication with students
Develop proactive systems and programs to support student success.
o Develop an early alert system
Sample Metrics:
Number of students receiving competitive and externally recognized awards
First-year retention rate of First-time, Full-time students by ethnicity
First-year retention rate of transfer students by ethnicity
Four-year graduation rate of First-time, Full-time students by ethnicity
Implementation Plan Goal 1
Phase 1 – Selected Strategies
 Create a University College
 Expand the Honors Program into an Honors College
 Expand Undergraduate Research Opportunities
 Create a Student Success Center
 Increase Retention and Graduation
 Implement an Early Warning System
 Expand E-Learning
Long Term Strategies
 Revise and Reinvigorate General Education Curriculum
 Transform Advising
Strategic Plan – Goal
Goal 2. Lead in Life and Health Sciences
To engage in cutting-edge research, develop strategic partnerships that enable translational
research opportunities, and provide excellent interdisciplinary education in life and health sciences.
Strategic Plan – Objectives
Goal 2. Lead in Life and Health Sciences
To engage in cutting-edge research, develop strategic partnerships that enable translational research
opportunities, and provide excellent interdisciplinary education in life and health sciences.
 Implement organizational and administrative strategies to create meaningful collaborative
partnerships with the Kansas City Life and Health Sciences research community.
 Establish a unified strategic approach to the UMKC Life and Health Sciences research mission.
 Implement new Life and Health Sciences graduate, doctoral, professional and interprofessional
education initiatives.
 Improve research laboratory and administrative support services.
 Enhance collaborative and cross-disciplinary research and educational programs within the
science and engineering communities.
Strategic Plan – sample strategies
Goal 2. Lead in Life and Health Sciences
To engage in cutting-edge research, develop strategic partnerships that enable translational research
opportunities, and provide excellent interdisciplinary education in life and health sciences.
 Implement organizational and administrative strategies to create meaningful collaborative partnerships with the
Kansas City Life and Health Sciences research community.
o Appoint a Vice Chancellor for Research to coordinate Life and Health Sciences research
efforts and promote strategic partnerships
o Establish a Life and Health Sciences Research Advisory Council under leadership of VC for
Research
Establish a unified strategic approach to the UMKC Life and Health Sciences research mission.
o Emphasize shared academic recruitment to establish and enhance robust collaborative
research foci across academic units
 Implement new Life and Health Sciences graduate, doctoral, professional and interprofessional education
initiatives.
Improve research laboratory and administrative support services.
o Develop and support centralized research core facilities
 Enhance collaborative and cross-disciplinary research and educational programs within the science and
engineering communities.
Strategic Plan – sample metrics
Goal 2. Lead in Life and Health Sciences
To engage in cutting-edge research, develop strategic partnerships that enable translational research
opportunities, and provide excellent interdisciplinary education in life and health sciences.
 Implement organizational and administrative strategies to create meaningful collaborative partnerships with the
Kansas City Life and Health Sciences research community.
o Appoint a Vice Chancellor for Research to coordinate Life and Health Sciences research efforts and
promote strategic partnerships
o Establish a Life and Health Sciences Research Advisory Council under leadership of VC for Research
Establish a unified strategic approach to the UMKC Life and Health Sciences research mission.
o Emphasize shared academic recruitment to establish and enhance robust collaborative research foci
across academic units
 Implement new Life and Health Sciences graduate, doctoral, professional and interprofessional education
initiatives.
Improve research laboratory and administrative support services.
o Develop and support centralized research core facilities
 Enhance collaborative and cross-disciplinary research and educational programs within the science and
engineering communities.
Sample Metrics:
Total externally sponsored research expenditures in Life and Health Sciences
Total federally funded federal research expenditures in Life and Health Sciences
Number of student admissions into Life and Health Sciences programs
Endowment to support Education Initiatives in Life and Health Sciences
Strategic Plan – immediate action
Goal 2. Lead in Life and Health Sciences
To engage in cutting-edge research, develop strategic partnerships that enable translational research
opportunities, and provide excellent interdisciplinary education in life and health sciences.
 Implement organizational and administrative strategies to create meaningful collaborative partnerships with the
Kansas City Life and Health Sciences research community.
o Appoint a Vice Chancellor for Research to coordinate Life and Health Sciences research
efforts and promote strategic partnerships
o Establish a Life and Health Sciences Research Advisory Council under leadership of VC for Research
Establish a unified strategic approach to the UMKC Life and Health Sciences research mission.
o Emphasize shared academic recruitment to establish and enhance robust collaborative research foci
across academic units
 Implement new Life and Health Sciences graduate, doctoral, professional and interprofessional education
initiatives.
Improve research laboratory and administrative support services.
o Develop and support centralized research core facilities
 Enhance collaborative and cross-disciplinary research and educational programs within the science and
engineering communities.
Sample Metrics:
Total externally sponsored research expenditures in Life and Health Sciences
Total federally funded federal research expenditures in Life and Health Sciences
Number of student admissions into Life and Health Sciences programs
Endowment to support Education Initiatives in Life and Health Sciences
Implementation Plan Goal 2
Phase 1 – Selected Strategies
 Create a Center of Excellence for Clinical and Translational Research for Urban
Health
 Enhance and Develop Research Centers of Excellence in the Life and Health
Sciences
 Establish a Life and Health Sciences Research Advisory Council
Long Term Strategies
 Develop and Support Centralized Research Core Facilities
 Establish Program Specific PhD degrees in the Life and Health Science and related
fields
Strategic Plan – Goal
Goal 3. Advance Urban Engagement
To engage with the local, regional, national, and international community in partnerships that foster
opportunity, innovation and sustainable development.
Strategic Plan – Objectives
Goal 3. Advance Urban Engagement
To engage with the local, regional, national, and international community in partnerships that foster
opportunity, innovation and sustainable development.
 Increase Urban Research by enhancing the capacity of the Office of Research to attract funding
and develop new partnerships across units, schools and departments.
 Support faculty research, teaching, and service in the metropolitan area by connecting faculty to
community organizations, city and regional agencies, and local foundations.
 Strengthen the educational pipeline from area high schools and community colleges.
 Develop systems to increase community members' access to UMKC's academic and
professional resources.
 Integrate students, faculty, staff, and services into the Kansas City community.
Strategic Plan – sample strategies
Goal 3. Advance Urban Engagement
To engage with the local, regional, national, and international community in partnerships that foster
opportunity, innovation and sustainable development.
 Increase Urban Research by enhancing the capacity of the Office of Research to attract funding and develop
new partnerships across units, schools and departments.
o Feature urban research in an annual symposium for faculty and community partners.
 Support faculty research, teaching, and service in the metropolitan area by connecting faculty to community
organizations, city and regional agencies, and local foundations.
o Work with local foundations and civic groups to fund UMKC applied research partnerships
that will further community development and capacity building.
 Strengthen the educational pipeline from area high schools and community colleges.
o Develop additional and strengthen existing articulation agreements with local and regional
community colleges.
 Develop systems to increase community members' access to UMKC's academic and professional resources.
 Integrate students, faculty, staff, and services into the Kansas City community.
o Enhanced support for internships and service learning projects through a one stop office for
students also connecting with job placement.
Strategic Plan – sample metrics
Goal 3. Advance Urban Engagement
To engage with the local, regional, national, and international community in partnerships that foster
opportunity, innovation and sustainable development.
 Increase Urban Research by enhancing the capacity of the Office of Research to attract funding and develop
new partnerships across units, schools and departments.
o Feature urban research in an annual symposium for faculty and community partners.
 Support faculty research, teaching, and service in the metropolitan area by connecting faculty to community
organizations, city and regional agencies, and local foundations.
o Work with local foundations and civic groups to fund UMKC applied research partnerships that will further
community development and capacity building.
 Strengthen the educational pipeline from area high schools and community colleges.
o Develop additional and strengthen existing articulation agreements with local and regional community
colleges.
 Develop systems to increase community members' access to UMKC's academic and professional resources.
 Integrate students, faculty, staff, and services into the Kansas City community.
o Enhanced support for internships and service learning projects through a one stop office for students also
connecting with job placement.
Sample Metrics:
External grant funding for urban mission projects
Funding for community partnerships
Total externally sponsored research expenditures for urban issues
Total federally funded federal research expenditures for urban issues
Number of courses that contain a service learning component
Strategic Plan – immediate action
Goal 3. Advance Urban Engagement
To engage with the local, regional, national, and international community in partnerships that foster
opportunity, innovation and sustainable development.
 Increase Urban Research by enhancing the capacity of the Office of Research to attract funding and develop
new partnerships across units, schools and departments.
o Feature urban research in an annual symposium for faculty and community partners.
 Support faculty research, teaching, and service in the metropolitan area by connecting faculty to community
organizations, city and regional agencies, and local foundations.
o Work with local foundations and civic groups to fund UMKC applied research partnerships that will further
community development and capacity building.
 Strengthen the educational pipeline from area high schools and community colleges.
o Develop additional and strengthen existing articulation agreements with local and regional community
colleges.
 Develop systems to increase community members' access to UMKC's academic and professional resources.
 Integrate students, faculty, staff, and services into the Kansas City community.
o Enhanced support for internships and service learning projects through a one stop office for
students also connecting with job placement.
Sample Metrics:
External grant funding for urban mission projects
Funding for community partnerships
Total externally sponsored research expenditures for urban issues
Total federally funded federal research expenditures for urban issues
Number of courses that contain a service learning component
Implementation Plan Goal 3
Phase 1 - Selected Strategies
 Create a University-Wide Community Engagement Portal
 Expand and Enhance Sustainability Efforts
 Create a Research Collaborative focused on Urban Issues
 Support Faculty and Staff as Representatives on Community Boards
 Reward Community Engagement Efforts
 Provide Online Opportunities for Interaction and Engagement
Long Term Strategies
 Achieve the Carnegie Community Engagement Classification
 Incorporate Urban Engagement into General Education Curriculum
Strategic Plan – Goal
Goal 4. Excel in the Visual and Performing Arts
To create excellent programs in visual and performing arts that are central to campus life and
support Kansas City’s initiatives in entrepreneurship, urban education, and innovation.
Strategic Plan – Objectives
Goal 4. Excel in the Visual and Performing Arts
To create excellent programs in visual and performing arts that are central to campus life and support
Kansas City’s initiatives in entrepreneurship, urban education, and innovation.
 Enhance UMKC’s reputation as a national leader in artistic excellence.
 Enhance all students’ education through infusing the arts into campus life.
 Collaborate with local and regional partners to provide community arts programming and
experiences.
 Demonstrate the relationships between artistic creativity, entrepreneurial innovation, and
economic development.
Strategic Plan – sample strategies
Goal 4. Excel in the Visual and Performing Arts
To create excellent programs in visual and performing arts that are central to campus life and support
Kansas City’s initiatives in entrepreneurship, urban education, and innovation.
 Enhance UMKC’s reputation as a national leader in artistic excellence.
o Strengthen professional curricula in the arts
 Enhance all students’ education through infusing the arts into campus life.
o Provide every undergraduate student with skills/knowledge in the arts appropriate to
his/her program of study and individual interest.
o UMKC Arts events/education as part of UMKC’s freshman experience, to increase
student success and cultural competence.
 Collaborate with local and regional partners to provide community arts programming and experiences.
 Demonstrate the relationships between artistic creativity, entrepreneurial innovation, and economic
development.
o Communicate UMKC community engagement in the arts through inventory of current
and future relationships/investments.
Strategic Plan – sample metrics
Goal 4. Excel in the Visual and Performing Arts
To create excellent programs in visual and performing arts that are central to campus life and support
Kansas City’s initiatives in entrepreneurship, urban education, and innovation.
 Enhance UMKC’s reputation as a national leader in artistic excellence.
o Strengthen professional curricula in the arts
 Enhance all students’ education through infusing the arts into campus life.
o Provide every undergraduate student with skills/knowledge in the arts appropriate to his/her
program of study and individual interest.
o UMKC Arts events/education as part of UMKC’s freshman experience, to increase student
success and cultural competence.
 Collaborate with local and regional partners to provide community arts programming and experiences.
 Demonstrate the relationships between artistic creativity, entrepreneurial innovation, and economic
development.
o Communicate UMKC community engagement in the arts through inventory of current and future
relationships/investments.
Sample Metrics:
Number of arts events recognized regionally and nationally
Retention and graduation rates of arts units
Number of UMKC arts programs offered in/for urban populations
Selectivity of professional arts degree programs
Strategic Plan – immediate action
Goal 4. Excel in the Visual and Performing Arts
To create excellent programs in visual and performing arts that are central to campus life and support
Kansas City’s initiatives in entrepreneurship, urban education, and innovation.
 Enhance UMKC’s reputation as a national leader in artistic excellence.
o Strengthen professional curricula in the arts
 Enhance all students’ education through infusing the arts into campus life.
o Provide every undergraduate student with skills/knowledge in the arts appropriate to his/her
program of study and individual interest.
o UMKC Arts events/education as part of UMKC’s freshman experience, to increase
student success and cultural competence.
 Collaborate with local and regional partners to provide community arts programming and experiences.
 Demonstrate the relationships between artistic creativity, entrepreneurial innovation, and economic
development.
o Communicate UMKC community engagement in the arts through inventory of current and future
relationships/investments.
Sample Metrics:
Number of arts events recognized regionally and nationally
Retention and graduation rates of arts units
Number of UMKC arts programs offered in/for urban populations
Selectivity of professional arts degree programs
Implementation Plan Goal 4
Phase 1 – Selected Strategies
 Create an Arts Passport Program
 Create an Electronic Front Door to the Arts on Campus
 Serve as the Center for Arts Advocacy and Arts Education in Kansas City and the
region
 Establish the Arts Enterprise Initiative
Long Term Strategies
 Incorporate the Arts into the General Education Curriculum
Strategic Plan – Goal
Goal 5. Embrace Diversity
To celebrate diversity in all aspects of university life, creating safe environments, culturally
competent citizens, and globally-oriented curricula and programs.
Strategic Plan – Objectives
Goal 5. Embrace Diversity
To celebrate diversity in all aspects of university life, creating safe environments, culturally competent
citizens, and globally-oriented curricula and programs.
 Provide an environment where all students, faculty and staff feel safe to pursue their
personal, academic and professional goals.
 Provide a diverse learning and life experience to create culturally competent citizens.
 Recruit and retain a diverse campus community.
 Ensure diversity initiatives are actively reviewed and owned by the University community.
Strategic Plan – sample strategies
Goal 5. Embrace Diversity
To celebrate diversity in all aspects of university life, creating safe environments, culturally competent
citizens, and globally-oriented curricula and programs.
 Provide an environment where all students, faculty and staff feel safe to pursue their personal, academic
and professional goals.
o Create a mechanism for reviewing course syllabuses to ensure diversity infusion.
 Provide a diverse learning and life experience to create culturally competent citizens.
o Increase internship and practicum opportunities for students with organizations that
work with/service marginalized populations.
 Recruit and retain a diverse campus community.
o Establish mentoring program so that faculty and staff will mentor students from
marginalized or under-represented populations.
o Provide web pages in multiple languages to reflect the diversity of the institution.
 Ensure diversity initiatives are actively reviewed and owned by the University community.
o Create a Chancellor’s Advisory Board on Diversity with broad-based constituent
participation to advise the Chancellor on diversity efforts, campus climate and
community perception.
Strategic Plan – sample metrics
Goal 5. Embrace Diversity
To celebrate diversity in all aspects of university life, creating safe environments, culturally competent
citizens, and globally-oriented curricula and programs.
 Provide an environment where all students, faculty and staff feel safe to pursue their personal, academic
and professional goals.
o Create a mechanism for reviewing course syllabuses to ensure diversity infusion.
 Provide a diverse learning and life experience to create culturally competent citizens.
o Increase internship and practicum opportunities for students with organizations that work
with/service marginalized populations.
 Recruit and retain a diverse campus community.
o Establish mentoring program so that faculty and staff will mentor students from marginalized or
under-represented populations.
o Provide web pages in multiple languages to reflect the diversity of the institution.
 Ensure diversity initiatives are actively reviewed and owned by the University community.
o Create a Chancellor’s Advisory Board on Diversity with broad-based constituent participation to
advise the Chancellor on diversity efforts, campus climate and community perception.
Sample Metrics:
Enrollment of students from under-represented populations
First-year retention rate by ethnicity
Four-year graduation rate by ethnicity
Six-year graduation rate by ethnicity
Strategic Plan – immediate action
Goal 5. Embrace Diversity
To celebrate diversity in all aspects of university life, creating safe environments, culturally competent
citizens, and globally-oriented curricula and programs.
 Provide an environment where all students, faculty and staff feel safe to pursue their personal, academic
and professional goals.
o Create a mechanism for reviewing course syllabuses to ensure diversity infusion.
 Provide a diverse learning and life experience to create culturally competent citizens.
o Increase internship and practicum opportunities for students with organizations that work
with/service marginalized populations.
 Recruit and retain a diverse campus community.
o Establish mentoring program so that faculty and staff will mentor students from marginalized or
under-represented populations.
o Provide web pages in multiple languages to reflect the diversity of the institution.
 Ensure diversity initiatives are actively reviewed and owned by the University community.
o Create a Chancellor’s Advisory Board on Diversity with broad-based constituent
participation to advise the Chancellor on diversity efforts, campus climate and
community perception.
Sample Metrics:
Enrollment of students from under-represented populations
First-year retention rate by ethnicity
Four-year graduation rate by ethnicity
Six-year graduation rate by ethnicity
Implementation Plan Goal 5
Phase 1 – Selected Strategies
 Create a Chancellor’s Diversity Taskforce
 Hire an Ombudsperson for Faculty
 Create Faculty and Student Mentoring Programs
 Enhance the Diversity of our Faculty, Staff, and Student body
 Enhance female representation in STEM fields
 Increase Access, Retention and Graduation of Underrepresented Minorities
 Recognize Commitment to Diversity in Annual Awards Ceremony
 Increase Need-Based Scholarships
Long Term Strategies
 Incorporate Diversity into General Education Curriculum
Strategic Plan – Goal
Goal 6. Promote Research and Economic Development
To foster innovation, improve technology transfer, produce world-class research, and develop
partnerships that create economic development.
Strategic Plan – Objectives
Goal 6. Promote Research and Economic Development
To foster innovation, improve technology transfer, produce world-class research, and develop partnerships
that create economic development.
 Expand the research enterprise.
 Create cross-disciplinary research, graduate programs, and strong community partnerships
that support entrepreneurship, innovation and economic development.
 Develop and implement effective tools to manage physical assets and human resources.
 Build programs to develop the workforce to address current and future community needs.
 Strengthen innovations within the science and technology communities to increase
technology transfer of intellectual property.
Strategic Plan – sample strategies
Goal 6. Promote Research and Economic Development
To foster innovation, improve technology transfer, produce world-class research, and develop partnerships
that create economic development.
 Expand the research enterprise.
 Create cross-disciplinary research, graduate programs, and strong community partnerships that support
entrepreneurship, innovation and economic development.
o Identify and promote “centers of excellence” from the University body to the region as
accessible resources and experts.
 Develop and implement effective tools to manage physical assets and human resources.
o Identify key niches for development in research and innovation activities.
 Build programs to develop the workforce to address current and future community needs.
o Assess industry needs for a highly trained workforce
 Strengthen innovations within the science and technology communities to increase technology transfer
of intellectual property.
o Develop a University-wide process for identifying, compiling, and evaluating
technology transfer opportunities. (Whiteboard to Boardroom)
Strategic Plan – sample metrics
Goal 6. Promote Research and Economic Development
To foster innovation, improve technology transfer, produce world-class research, and develop partnerships
that create economic development.
 Expand the research enterprise.
 Create cross-disciplinary research, graduate programs, and strong community partnerships that support
entrepreneurship, innovation and economic development.
o Identify and promote “centers of excellence” from the University body to the region as accessible
resources and experts.
 Develop and implement effective tools to manage physical assets and human resources.
o Identify key niches for development in research and innovation activities.
 Build programs to develop the workforce to address current and future community needs.
o Assess industry needs for a highly trained workforce
 Strengthen innovations within the science and technology communities to increase technology transfer
of intellectual property.
o Develop a University-wide process for identifying, compiling, and evaluating technology transfer
opportunities. (Whiteboard to Boardroom)
Sample Metrics:
Total externally sponsored research expenditures
Total federally funded federal research expenditures
Total research expenditures supported by business and industry
Total research expenditures per full-time ranked regular faculty
Strategic Plan – immediate action
Goal 6. Promote Research and Economic Development
To foster innovation, improve technology transfer, produce world-class research, and develop partnerships
that create economic development.
 Expand the research enterprise.
 Create cross-disciplinary research, graduate programs, and strong community partnerships that support
entrepreneurship, innovation and economic development.
o Identify and promote “centers of excellence” from the University body to the region as accessible
resources and experts.
 Develop and implement effective tools to manage physical assets and human resources.
o Identify key niches for development in research and innovation activities.
 Build programs to develop the workforce to address current and future community needs.
o Assess industry needs for a highly trained workforce
 Strengthen innovations within the science and technology communities to increase technology transfer
of intellectual property.
o Develop a University-wide process for identifying, compiling, and evaluating
technology transfer opportunities. (Whiteboard to Boardroom)
Sample Metrics:
Total externally sponsored research expenditures
Total federally funded federal research expenditures
Total research expenditures supported by business and industry
Total research expenditures per full-time ranked regular faculty
Implementation Plan Goal 6
Phase 1 – Selected Strategies:
 Strengthen and Enhance the University’s Research Leadership
 Enhance our Technology Transfer Office
 Fully Implement the “Whiteboard to Boardroom” Program
 Host an Entrepreneurship/Economic Development Conference
 Provide Technical Assistance to Small Businesses Entrepreneurship and
Small Business Development: Highlight and Enhance Career and Curricular
Opportunities for Students
Long term Strategies
•
Identify Centers of Research Excellence
Implementation Process 2010 - Present
• Asked units to align Unit Strategic Initiatives with University Strategic Plan
• Established a Strategic Plan Coordinating Committee to oversee the
implementation process
• Met Quarterly with work groups; groups submitted reports and reported
to each other and the coordinating group about progress. Minutes and
updates posted on web site.
• Final reports posted and recommendations acted on as appropriate.
• Designated potential funding resources as necessary
• Identified fundraising opportunities (e.g., Capital campaign)
• Plans to revisit, revise, and renew Implementation Plans over time
CHANCELLOR’S DIVERSITY
COUNCIL
Advancing UMKC – every face, every
voice, every experience….
……diversity includes me!
UMKC Strategic Plan:
 Goal 5: Embrace Diversity
To celebrate diversity in all aspects of university
life, creating inclusive environments, culturally
competent citizens, and globally-oriented
curricula and programs…
UMKC Five Dimensions of Diversity
1. Representation, Access & Success:
 UMKC will engage in activities to recruit & retain a
diverse campus community that facilitates the
realization of academic achievements, growth &
development of all faculty, staff, & students
2. Climate & Campus Environment:
 UMKC will cultivate an environment committed to
civility & respect where all students, faculty & staff are
empowered to pursue their personal, academic &
professional goals
Chancellor’s Diversity Council
UMKC Five Dimensions of Diversity
3. Responsive Teaching, Research, & Experiential
Learning to Infuse Diversity Outcomes in Learning:
 UMKC will provide a diverse learning & life experience to
create culturally competent individuals.
4. UMKC & the Urban Community in Partnership:
 UMKC will build relationships with the urban community
to advance its role as an urban serving University
committed to its neighborhood & region.
Chancellor’s Diversity Council
UMKC Five Dimensions of Diversity
5. Institutional Infrastructure & Resources
 UMKC will ensure diversity initiatives are supported,
actively reviewed and owned by the University
community.
Chancellor’s Diversity Council
UMKC needs your voice,
your input!
UMKC Emeritus College
Emeritus College Working Group
Members:
 Linda Edwards, School of Education
 Denis Medeiros, Vice Provost for Faculty Affairs and
Dean of the Graduate School (Ex-officio member)
 Nancy Mills, School of Nursing
 Dale Neuman, College of Arts & Sciences
 Leon Robertson, Bloch School of Management
 Dennis Schemmel, President of the UMKC Retirees
Association (Ex-officio member)
 Reaner Shannon, School of Medicine
 Merton Shatzkin, Conservatory of Music & Dance
 Charles Wurrey, College of Arts & Sciences
Emeritus College Working Group
Others participating over the 1.5 years:
 Steve DeLurgio, Bloch School of Management
 Ronald MacQuarrie, Vice Provost for Faculty Affairs and Dean
of the Graduate School (Ex-officio)
 Richard Hetherington, Past President of the UMKC Retirees
Association (Ex-officio)
 *Larry Bunce, Director of Institutional Research
 *Karen Lavendusky, Facilities Space Planner/Analyst
Timeline: January 2011 to April 2012 proposal to
Provost—met every two weeks
Charge:
1.
2.
3.
Assess models of Emeritus Colleges
Outline Benefits of EC for emeritus
faculty, the university and the community
Write a proposal for an Emeritus College
at UMKC
What is an Emeritus College?
1.
2.
3.
No Curricula
No Students
No Assigned Faculty
“The Emeritus College provides the
university a continued association with
productive scientists, scholars and artists
who have retired from their faculty
positions but not from their disciplines.”
-Richard Jacob
So what do faculty in an
Emeritus College do?
1.
2.
3.
4.
5.
6.
7.
8.
Guest Lecture.
Maintain a speakers bureau for the University and
the community.
Hold multidisciplinary Colloquia for enrichment and
problem solving.
Continue research and scholarly activities.
Continue showing their art and performing their
music.
Participate in programs such as the University
College, Student Success Program, SEARCH.
Mentor junior faculty or students.
Engage in community service.
Planning Process
1.
2.
3.
4.
5.
Assessed 14 of 22 Emeritus Colleges in the
U.S.
Outlined benefits of an emeritus college.
Secured guidelines for beginning an emeritus
college from the Association of Retirement
Organization in Higher Education.
Met with various constituent groups to
determine their primary missions and activities
with a goal of building partnerships rather than
competition.
Surveyed emeritus faculty and pre-retirement
faculty for interest in a UMKC EC and type of
activities of interest to them.
Benefits of an Emeritus College
for Faculty
Continued relationship with students.
2. Professional enrichment/development.
3. Share research expertise with junior
faculty.
4. Provide opportunities for on-going
relationship with colleagues.
5. Dialogue with intellectual peers and
practitioners from different fields.
1.
Benefits of an Emeritus College
for the University
1.
2.
Maintain the intellectual expertise and
artistic talents of the emeritus faculty.
Link the emeritus faculty to priority
programs at UMKC such as the student
success program and University
College.
Benefits of an Emeritus College
for the Community
1.
2.
Engage faculty in problem solving
issues of community concern.
Learn about the significant research
and scholarly activities at UMKC EC.
Recommendations
1.
2.
3.
4.
5.
6.
7.
8.
Establish a UMKC Emeritus College as an
academic unit reporting to the Provost.
Appoint a Dean and Advisory Board to serve for two
years.
Provide staff support (secretary, computing,
accounting, marketing, advancement).
Remodel space in Miller Nichols Library to house
the College: $128,000.
Draft and approve Bylaws.
Announce and market the Emeritus College.
Implement a funding plan: Dues, Donations to an
endowment, In-Kind contributions, and grants.
Develop an evaluation plan to track goal
achievement.
Why is the Emeritus College important?
Carnegie Committee on Community Engagement
November 2012
What is the committee’s charge?
• The Carnegie Community Engagement
Classification recognizes higher education
commitment to community engagement.
• Seeking this classification will provide UMKC
with a framework to achieve excellence in
urban engagement (Goal 3 of the Strategic
Plan) as well as formal, national recognition of
our efforts.
What is the committee’s charge?
As part of this effort, the group investigated the
creation of a Center and a “portal/database” that
would:
– coordinate, facilitate and promote community
engagement, service learning and related
activities at UMKC
– include a systematic method of gathering data on
“engagement” activities, including the assessment
of impact and community perceptions
Defining Community Engagement
Community Engagement
Civic Engagement
Service Learning
Defining Community Engagement
The collaboration between institutions of higher
education and their larger communities for the
mutually beneficial exchange of knowledge and
resources in a context of partnership and
reciprocity.
Completed tasks
1. Reviewed the Carnegie Community Engagement
Classification application
2. Identified sources for existing data on community
engagement
3. Review of engagement at UMKC based on existing
sources of data, including FAS, P&T policies and other
sources…
4. Gathered data on peer and best practice institutions
5. Developed recommendations to address critical
deficiencies that would prevent our application
including but not limited to the portal
Task #1: Review of the Carnegie Community
Engagement Classification application
• While a Community Engagement “portal”
(center+website+database) is necessary, it is not
sufficient to achieve the designation as a Community
Engagement institution…
• The application criteria seek to assess whether the
University has “institutionalized” community
engagement throughout the University structure and
policies….
Task #1: Review of the Carnegie Community Engagement Classification application
So what does “institutionalization” mean?
1. “mechanisms for systematic assessment of community
perceptions of the institution’s engagement with community
aggregation and use the assessment data”
2. “systematic campus-wide tracking or documentation
mechanisms to record and/or track engagement”
3. “systematic campus-wide assessment mechanisms to
measure the impact of institutional engagement”
4. “campus-wide coordinating infrastructure (center, office,
etc.) to support and advance community engagement”
5. “internal budgetary allocations dedicated to supporting
institutional engagement with community”
Task #1: Five areas of improvement
1.
2.
3.
4.
5.
Systematic assessment of community perceptions
Campus-wide tracking of engagement
Campus-wide assessment of the impact of engagement
Campus-wide coordinating infrastructure (center, office, etc.)
Internal budgetary allocations for community engagement
Task #1: Review of the Carnegie Application
Key Finding: If UMKC were to apply today for the elective
classification as a community engaged University we would not
meet the most basic criteria of “institutionalization.”
• Next step: Implement key strategies to address the identified
deficiencies and to meet the Carnegie criteria
• Next step: New catalyst for community engagement that can
build upon our existing strengths, meet General education
requirement (Anchor III) and transform community
perceptions of UMKC
Task #2: Sources for existing data on community
engagement
Systems and Software:
ROO Groups
Faculty Accomplishment System (FAS)
Course Enrollment System
Inst. Research Databases and Dashboard
ROO Center UMKC Career Network
Serve 2 Learn
Academic Units, Centers and Institutes
Pathway, PeopleSoft…
Task #3 Research: Institutions Reviewed
Draft recommendations
1.
2.
3.
4.
5.
UMKC needs a full-time coordinator who is housed on-campus and is
connected in a meaningful way to Academic Affairs.
Start with a new program that builds faculty and student capacity to
work with community partners. Work toward a new center based on
program success over time. City Year Model at U Oregon is one option…
Budget and Fundraising: There is a need for better accounting of how
UMKC funds community engagement activities across the University as
well as a clear fundraising strategy within the UMKC Foundation.
Assessment: The Office of Institutional Research and Planning (IRAP)
could develop new tools to assess UMKC’s impact on the community
through our service learning and community engagement activities by
linking course activities to assessment of community partners’
experiences.
Promotion and Tenure: A review of P&T policies across the University is
warranted and a Provost’s directive or policy requiring Departments to
review the Boyer Model and other means to promote active use of CE
and SL in P&T Criteria is warranted
System Strategic Planning
• Began June 2012 at General Officers retreat, specifying statement
capturing campus strategy
• Workshop sponsored by System in late October to continue discussions
• Campus strategic plan will be revisited, as planned, and inform system
strategic planning
• System planning “should complement any existing strategic planning
efforts; it is focused on sharpening and clarifying existing campus strategic
plans”
• First step: bring campus up to date on UMKC strategic plan
implementation via these report-out sessions
• Second: We do not yet have the resources to invest fully in our strategic
plan, nor do we have a long term plan for UMKC’s fiscal health when the
goal of enrollment growth to ~20K students is met. Working on these
challenges must clearly be a priority as we move forward.
Where we are in the process
June
Workshop
October
Workshop
November February
• Develop draft
strategy
statements
• Establish
situational
awareness
• Identify key
“themes” and
“levers”
• Learn
principles of
ideation
• Make case
for change
• Build
consensus
• Finalize
strategy
statement,
themes and
levers
• Draft themes
and levers
• Finalized
strategy
statements,
themes and
levers
March
Workshop
April –
June
• Learn to
identify, plan
and measure
activities that
will support
the strategy,
theme and
levers
• Plan
activities
• Engage
activity
owners
• Develop final
strategic plan
Output
• Draft strategy
statements
© Copyright 2012 Innosight LLC
Workshop
Follow-up
Sessions
• Draft activities
and metrics
• Final strategic
plan with
detailed
activities and
metrics
79
© Copyright 2012 Innosight LLC
80
DRAFT UMKC Strategy Statement
• By 2020 we will grow enrollment to 20,000
and increase graduation rates 10% by
ensuring students’ success through a smallcollege experience within Kansas City’s
community-engaged urban research
university.
In the workshop you refined your strategy statement; consider
the following feedback as you move forward
By 2020 we will grow enrollment to 20,000 and increase graduation rates 10% by
ensuring students’ success through a small-college experience within Kansas City’s
community-engaged urban research university.
Strategy Statement Feedback –
Objective: By 2020 we will grow enrollment to 20K and increase graduation rates 10%...
• Good measurable and time-bound goals
Scope: …by ensuring students’ success through a small college experience…
• Good description of offering
• Consider: What does it mean to ensure student success? For which students are you ensuring
success? Can you better define student success in supplementary details of the Strategic Plan?
Advantage: …within Kansas City’s community-engaged urban research university
• Good description of assets that no other organization can claim
© Copyright 2012 Innosight LLC
82
Next Steps: UMKC Strategic Plan
• UMKC process will NOT operate in parallel with the
processes engaged in by other UM campuses (we are
beginning with a fully realized and partially implemented
strategic plan)
• Our process:
– Listening sessions – reporting out from work groups; feedback
from campus
– Prioritizing next phases of strategic plan
– Recommendations reviewed with constituent groups (Faculty
Senate, Staff Council, Deans, Academic Units, etc.)
– Campus-wide discussions of long term fiscal strategies for
University
High
The attractiveness and feasibility ratings have implications for
actions in the coming months
•
•
•
How well does it
align with the
strategy?
What is the
potential
impact?
How well does it
address jobs to
be done?
Medium
Attractiveness
Begin Exploring–
Invest limited time;
focus on ways to
make these levers
feasible
Pursue–
Push forward these
levers in the near
term, but first
establish real paths to
success
Deprioritize–
The value of pursuing
lever doesn’t
compensate for the
effort required
Put on hold–
Deprioritize ideas in
the short term, return
to them as time and
resources allow
Improve–
Ideate ways of
improving the value
of this lever,
otherwise hold for
future consideration
Avoid
Deprioritize–
Although highly
feasible, efforts to
pursue yield little or
no reward
Medium
High
Low
Avoid
Low
Pursue Now–
Establish excitement
with ‘quick wins’ by
pursuing these lowhanging fruits
Feasibility
© Copyright 2012 Innosight LLC
•
•
How difficult will it be to accomplish?
What is the likelihood of success?
85
Implementation of Goal 1, UMKC
Strategic Plan (November 15th)
• Common course schedule, Doug Swink, Registrar
• Student Success Center, Mel Tyler, Vice Chancellor for Student
Affairs & Enrollment Management
• University College, Associate Vice Provost, Kim McNeley
• Advising Task Force, Nancy Wilkinson, Director, Academic
Advising, Bloch School
• Transfer Student Task Force, Kati Toivanen, Associate Dean,
A&S
• Undergraduate Research, Jim Murowchick, Director, SEARCH
Implementation of UMKC Strategic Plan
(continued)
• Chancellor’s Diversity Council
• Marsha Pyle, Dean, Dental School & Marita Barkis,
Director, Counseling, Health, Testing, & Disability Services
• Emeritus College Working Group
• Nancy Mills, Professor and Dean Emerita, School of
Nursing
• Carnegie Community Classification Task
Force
• Stancia Jenkins, Assistant Vice Chancellor, Community &
Public Affairs & Jacob Wagner, Associate Professor,
Architecture, Urban Planning & Design
Feedback
Additional information, background materials, and a feedback tool can be found at:
www.umkc.edu/strategicplanning