umkc strategic plan implementation update november 29, 2012

UMKC Strategic Plan Implementation

Update November 29, 2012

Gail HackettExecutive Vice Chancellor & Provost

Blue Ribbon Task Force “Time to Get It Right” “Time to Get Things Done”

Strategic Planning InputStrategic Planning Input

Provost’s Academic Commissions

UMKC Trustees’ Initiative

Past major studies:

2006200620072007

20072007

2004/20062004/2006

Life Sciences Task Force(Danforth Report)

20032003

University of MissouriSystem Strategic Plan 20082008

Chancellor Bailey’s Interim Plan

20062006

Moving ForwardMoving Forward

Formed Strategic Planning Steering Committee in October 2008 representing a broad range of constituents

StudentsFacultyStaffCommunity Members

Formed subcommittees, or “working groups”Life and Health SciencesVisual and Performing ArtsUndergraduate Education/Student SuccessUrban Vision/Community EngagementDiversity/Campus ClimateScience and TechnologyEconomic Development

Formed writing team to draft the initial plan

Vetted the draft planUniversity Faculty, Staff, Students and Administration

Civic and Business Community External Constituent Partners

Next StepsNext Steps

Revised the draft plan

Finalized the plan 2009

Began Implement plans Fall 2009

Aligned unit plans

Revisit the plan on an annual basis

Vision and MissionVision and Mission

UMKC Vision StatementUMKC 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.

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.

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.

Strategic Plan - GoalsStrategic Plan - Goals

Goal DescriptionPlace 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 world-class research, and develop partnerships that create economic development.

Strategic Plan – GoalStrategic 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 - ObjectivesStrategic Plan - Objectives


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 strategiesStrategic Plan – sample strategies


Provide excellent academic programs that challenge all students to achieve at a high level.o Develop an Honors College


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 metricsStrategic Plan – sample metrics








Sample Metrics:Number of students receiving competitive and externally recognized awardsFirst-year retention rate of First-time, Full-time students by ethnicityFirst-year retention rate of transfer students by ethnicity Four-year graduation rate of First-time, Full-time students by ethnicity

Strategic Plan – immediate actionStrategic Plan – immediate action








Sample Metrics:Number of students receiving competitive and externally recognized awardsFirst-year retention rate of First-time, Full-time students by ethnicityFirst-year retention rate of transfer students by ethnicity Four-year graduation rate of First-time, Full-time students by ethnicity

Implementation Plan Goal 1Phase 1 – Selected StrategiesCreate 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 StrategiesRevise and Reinvigorate General Education Curriculum

Transform Advising

Strategic Plan – GoalStrategic Plan – GoalGoal 2. Lead in Life and Health SciencesTo 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 – ObjectivesStrategic Plan – ObjectivesGoal 2. Lead in Life and Health SciencesTo 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 strategiesStrategic Plan – sample strategiesGoal 2. Lead in Life and Health SciencesTo 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


o Develop and support centralized research core facilities


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



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.





Sample Metrics:Total externally sponsored research expenditures in Life and Health SciencesTotal federally funded federal research expenditures in Life and Health SciencesNumber of student admissions into Life and Health Sciences programsEndowment to support Education Initiatives in Life and Health Sciences

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



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.





Sample Metrics:Total externally sponsored research expenditures in Life and Health SciencesTotal federally funded federal research expenditures in Life and Health SciencesNumber of student admissions into Life and Health Sciences programsEndowment to support Education Initiatives in Life and Health Sciences

Implementation Plan Goal 2

Phase 1 – Selected StrategiesCreate a Center of Excellence for Clinical and Translational Research for Urban HealthEnhance and Develop Research Centers of Excellence in the Life and Health SciencesEstablish a Life and Health Sciences Research Advisory Council

Long Term StrategiesDevelop and Support Centralized Research Core Facilities

Establish Program Specific PhD degrees in the Life and Health Science and related fields

Strategic Plan – GoalStrategic Plan – GoalGoal 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 – ObjectivesStrategic Plan – ObjectivesGoal 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 strategiesStrategic Plan – sample strategiesGoal 3. Advance Urban Engagement To engage with the local, regional, national, and international community in partnerships that foster opportunity, innovation and sustainable development.


o Feature urban research in an annual symposium for faculty and community partners.


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





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.


Sample Metrics:External grant funding for urban mission projectsFunding for community partnershipsTotal externally sponsored research expenditures for urban issuesTotal federally funded federal research expenditures for urban issuesNumber of courses that contain a service learning component

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





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.


Sample Metrics:External grant funding for urban mission projectsFunding for community partnershipsTotal externally sponsored research expenditures for urban issuesTotal federally funded federal research expenditures for urban issuesNumber of courses that contain a service learning component


Phase 1 - Selected StrategiesCreate 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 StrategiesAchieve the Carnegie Community Engagement Classification

Incorporate Urban Engagement into General Education Curriculum

Strategic Plan – GoalStrategic Plan – GoalGoal 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 – ObjectivesStrategic Plan – ObjectivesGoal 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 strategiesStrategic Plan – sample strategiesGoal 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.



o Communicate UMKC community engagement in the arts through inventory of current and future relationships/investments.

Strategic Plan – sample metricsStrategic Plan – sample metricsGoal 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 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.




Sample Metrics:Number of arts events recognized regionally and nationallyRetention and graduation rates of arts unitsNumber of UMKC arts programs offered in/for urban populationsSelectivity of professional arts degree programs

Strategic Plan – immediate actionStrategic Plan – immediate actionGoal 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 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.




Sample Metrics:Number of arts events recognized regionally and nationallyRetention and graduation rates of arts unitsNumber of UMKC arts programs offered in/for urban populationsSelectivity of professional arts degree programs


Phase 1 – Selected StrategiesCreate 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 StrategiesIncorporate the Arts into the General Education Curriculum

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

Strategic Plan – ObjectivesStrategic Plan – ObjectivesGoal 5. Embrace DiversityTo 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 strategiesStrategic Plan – sample strategiesGoal 5. Embrace DiversityTo celebrate diversity in all aspects of university life, creating safe environments, culturally competent citizens, and globally-oriented curricula and programs.


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 metricsStrategic Plan – sample metricsGoal 5. Embrace DiversityTo celebrate diversity in all aspects of university life, creating safe environments, culturally competent citizens, and globally-oriented curricula and programs.



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 populationsFirst-year retention rate by ethnicityFour-year graduation rate by ethnicitySix-year graduation rate by ethnicity

Strategic Plan – immediate actionStrategic Plan – immediate actionGoal 5. Embrace DiversityTo celebrate diversity in all aspects of university life, creating safe environments, culturally competent citizens, and globally-oriented curricula and programs.



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 populationsFirst-year retention rate by ethnicityFour-year graduation rate by ethnicitySix-year graduation rate by ethnicity


Phase 1 – Selected StrategiesCreate 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 StrategiesIncorporate Diversity into General Education Curriculum

Strategic Plan – GoalStrategic Plan – GoalGoal 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 – ObjectivesStrategic Plan – ObjectivesGoal 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 strategiesStrategic Plan – sample strategiesGoal 6. Promote Research and Economic Development To foster innovation, improve technology transfer, produce world-class research, and develop partnerships that create 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


o Develop a University-wide process for identifying, compiling, and evaluating technology transfer opportunities. (Whiteboard to Boardroom)

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








Sample Metrics:Total externally sponsored research expendituresTotal federally funded federal research expendituresTotal research expenditures supported by business and industryTotal research expenditures per full-time ranked regular faculty

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








Sample Metrics:Total externally sponsored research expendituresTotal federally funded federal research expendituresTotal research expenditures supported by business and industryTotal research expenditures per full-time ranked regular faculty


Phase 1 – Selected Strategies:Strengthen and Enhance the University’s Research Leadership

Enhance our Technology Transfer Office

Fully Implement the “Whiteboard to Boardroom” Program

Host an Entrepreneurship/Economic Development Conference

Provide Technical Assistance to Small Businesses Entrepreneurship and Small Business Development: Highlight and Enhance Career and Curricular Opportunities for Students

Long term Strategies•Identify Centers of Research Excellence

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

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 Diversity1. 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 Diversity3. 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.


UMKC Five Dimensions of Diversity5. Institutional Infrastructure & Resources

UMKC will ensure diversity initiatives are supported, actively reviewed and owned by the University community.


UMKC needs your voice, your input!

http://www.umkckangaroos.com/HomePage.dbml?&DB_OEM_ID=18300

UMKC Emeritus College

Emeritus College Working Group

Members:Linda Edwards, School of EducationDenis Medeiros, Vice Provost for Faculty Affairs and Dean of the Graduate School (Ex-officio member)Nancy Mills, School of NursingDale Neuman, College of Arts & SciencesLeon Robertson, Bloch School of ManagementDennis Schemmel, President of the UMKC Retirees Association (Ex-officio member)Reaner Shannon, School of MedicineMerton Shatzkin, Conservatory of Music & DanceCharles Wurrey, College of Arts & Sciences

Emeritus College Working GroupOthers participating over the 1.5 years:Steve DeLurgio, Bloch School of ManagementRonald 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. Assess models of Emeritus Colleges2. Outline Benefits of EC for emeritus

faculty, the university and the community3. Write a proposal for an Emeritus College

at UMKC

What is an Emeritus College?

1. No Curricula2. No Students3. 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 anEmeritus College do?

1. Guest Lecture.2. Maintain a speakers bureau for the University and

the community.3. Hold multidisciplinary Colloquia for enrichment and

problem solving.4. Continue research and scholarly activities.5. Continue showing their art and performing their

music.6. Participate in programs such as the University

College, Student Success Program, SEARCH.7. Mentor junior faculty or students.8. Engage in community service.

Planning Process1. Assessed 14 of 22 Emeritus Colleges in the

U.S.2. Outlined benefits of an emeritus college.3. Secured guidelines for beginning an emeritus

college from the Association of Retirement Organization in Higher Education.

4. Met with various constituent groups to determine their primary missions and activities with a goal of building partnerships rather than competition.

5. 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 Collegefor Faculty

1. 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.

Benefits of an Emeritus Collegefor the University

1. Maintain the intellectual expertise and artistic talents of the emeritus faculty.

2. Link the emeritus faculty to priority programs at UMKC such as the student success program and University College.

Benefits of an Emeritus Collegefor the Community

1. Engage faculty in problem solving issues of community concern.

2. Learn about the significant research and scholarly activities at UMKC EC.

Recommendations1. Establish a UMKC Emeritus College as an

academic unit reporting to the Provost.2. Appoint a Dean and Advisory Board to serve for two

years.3. Provide staff support (secretary, computing,

accounting, marketing, advancement).4. Remodel space in Miller Nichols Library to house

the College: $128,000.5. Draft and approve Bylaws.6. Announce and market the Emeritus College.7. Implement a funding plan: Dues, Donations to an

endowment, In-Kind contributions, and grants.8. 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 EngagementCivic EngagementService 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 institutions5. 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. Systematic assessment of community perceptions 2. Campus-wide tracking of engagement3. Campus-wide assessment of the impact of engagement4. Campus-wide coordinating infrastructure (center, office, etc.)5. 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 GroupsFaculty Accomplishment System (FAS)Course Enrollment SystemInst. Research Databases and DashboardROO Center UMKC Career NetworkServe 2 LearnAcademic Units, Centers and InstitutesPathway, PeopleSoft…

Task #3 Research: Institutions Reviewed

Draft recommendations1. UMKC needs a full-time coordinator who is housed on-campus and is

connected in a meaningful way to Academic Affairs. 2. 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…

3. 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.

4. 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.

5. 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.

© Copyright 2012 Innosight LLC 79

Where we are in the process

• Develop draft strategy statements

June Workshop

• Establish situational awareness

• Identify key “themes” and “levers”

• Learn principles of ideation

October Workshop

• Make case for change

• Build consensus

• Finalize strategy statement, themes and levers

November - February

• Learn to identify, plan and measure activities that will support the strategy, theme and levers

March Workshop

• Plan activities

• Engage activity owners

• Develop final strategic plan

April – June

Output

• Draft strategy statements

• Draft themes and levers

• Finalized strategy statements, themes and levers

• Draft activities and metrics

• Final strategic plan with detailed activities and metrics

Workshop Follow-up Sessions

DRAFT UMKC Strategy Statement

• 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.


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

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


The attractiveness and feasibility ratings have implications for actions in the coming months

FeasibilityLow High

Low

Hig

hAttractiveness

Medium

Med

ium

Pursue Now– Establish excitement with ‘quick wins’ by pursuing these low-

hanging fruits

Avoid

Begin Exploring– Invest limited time; focus on ways to

make these levers feasible

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

Deprioritize– Although highly

feasible, efforts to pursue yield little or

no reward

Avoid

• How well does it align with the strategy?

• What is the potential impact?

• How well does it address jobs to be done?

• How difficult will it be to accomplish?• What is the likelihood of success?

Pursue–Push forward these levers in the near

term, but first establish real paths to

success

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

FeedbackFeedback

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

http://www.umkc.edu/strategicplanning

umkc strategic plan implementation update november 29, 2012

Documents

campus life experience

aspects of university

strategic partnerships

groups life

strategic plan goalgoal

public research

urban education

edge research