Transcript Advising Task Force - University of Missouri

UMKC Strategic Plan
Implementation
Update November 15, 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
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
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.
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.
Implementation of Goal 1, UMKC
Strategic Plan
• 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
Feedback
Additional information, background materials, and a feedback tool can be found at:
www.umkc.edu/strategicplanning
Decision to Come to
UMKC
Select an Exploratory
Track & Engage with
UMKC Faculty, Staff,
and Peers
Develop Gateway
Skills and Self
Awareness (Interests,
Values, Abilities)
Investigate Possible
Academic Plans and
Career Options
Network and Engage
with UMKC program
and KC Community
University
College
Update
•
Decision to Come to
UMKC
Select an Exploratory
Track & Engage with
UMKC Faculty, Staff,
and Peers
Develop Gateway
Skills and Self
Awareness (Interests,
Values, Abilities)
Investigate Possible
Academic Plans and
Career Options
Network and Engage
with UMKC program
and KC Community
•
•
•
Fall 2012 Entering Students: 76 are
considered first-time, full-time
freshman (admission code of FTC), 117
are new transfer students, and 17 are
continuing /transitioning UMKC
students.
Forty-three percent (43%) UCollege
students are from under-represented
minority groups.
Freshmen entering composite ACT
scores range from 13 to 32.
Significant percentages of the
population report being firstgeneration college students and/or Pell
eligible.
Introduction to Advising/Exploration
Decision to Come to
Process
UMKC
Major Maps
DARS
University Catalog
Select an Exploratory Track &
Inquiry-Based Advising
Engage with UMKC Faculty, Staff,
and Peers
Develop Gateway
Skills and Self
Awareness (Interests,
Values, Abilities)
Investigate Possible
Academic Plans and
Career Options
Network and Engage
with UMKC program
and KC Community
UMKC Engagement
UCollege Community-Block
Enrollment
UMKC Faculty, Staff, and Peer
Mentors
Exploratory Track Selection
Art History
K-12 Education - Art
Music Theory
Secondary Education English (grades 9-12)
Communications Studies
(Film and Media Arts
Emphasis)
K-12 Education - French,
German, or Spanish
Music Therapy
Studio Art
Composition
Middle School Education Language Arts (grades 5-9)
Performance
Theatre (Design and
Technology)
Dance
Music
Philosophy
Theatre (General or
Performance)
English (Creative Writing,
Language and Rhetoric,
or Language and
Literature)
Music Education (Choral
or Instrumental)
Secondary Education Art (grades 9-12)
World Languages (French,
German, or Spanish
Biology
Dental Hygiene
Nursing – Accelerated
BSN
Secondary Education Unified Biology (grades
9-12)
Biology
(Bioinformatics)
Environmental Science
Nursing – PreLicensure
Urban Planning and
Design
Biology
(Biotechnology)
Environmental Studies
Nursing – RN-BSN
Program
Urban Studies
Biology (Cell and
Molecular Basis of
Health and Disease)
Geography
Pre-med or Medicine
Nursing – Accelerated
BSN
Biology (Pre-Dental)
Health Sciences –
Bachelor of Health
Sciences
Secondary Education Biology (grades 9-12)
Nursing – Pre-Licensure
Business Administration
(Marketing)
Economics
Pre-law
Communications Studies
(Interpersonal
Communication Emphasis)
Elementary Education
(grades 1-6)
Psychology
Communications Studies
(Journalism and Mass
Communication Emphasis)
History
Secondary Education - Social
Studies (grades 9-12)
Criminal Justice &
Criminology
Middle School Education - Sociology
Social Studies (grades 5-9)
Early Childhood Education
(birth - grade 3)
Political Science
Accounting
Electrical & Computer
Engineering
Middle School Education – Math,
Science, or Math & Science (grades
5-9)
Business Administration (Enterprise
Management, Entrepreneurship, or
Finance)
Geology
Physics
Chemistry
Information Technology
Secondary Education - Chemistry
(grades 9-12)
Civil Engineering
Mathematics and Statistics
Secondary Education - Earth Science
(grades 9-12)
Computer Science
Mechanical Engineering
Secondary Education - Mathematics
(grades 9-12)
Secondary Education - Physics
(grades 9-12)
Exploratory Track Selection
Decision to Come to
UMKC
Select an Exploratory
Track & Engage with
UMKC Faculty,
Staff, and Peers
UNIV 101English 110 (225)
Mathematic or Foreign Lang.
General Education or
Exploratory
Academic Strategies
Develop Gateway Skills and
Self Awareness (Interests,
Values, Abilities)
Extra-Curricular Exploratory
Interest, Values, Abilities
Investigate Possible
Academic Plans and
Career Options
Readiness
Congruency
Network and Engage
with UMKC
program and KC
Community
Holland Occupational Themes (RIASEC)
John L. Holland
Holland
Code
CRI
UMKC Major Option
Accounting
AES
Art History
IRA
Biology
IRE
Biology
IR
Biology (Bioinformatics)
IRE
Biology (Biotechnology)
ICR
Biology (Cell and Molecular Basis of Health and Disease)
IRA
Biology (Pre-Dental)
ESC
Business Administration (Enterprise Management)
ERS
Business Administration (Entrepreneurship)
ECS
Business Administration (Finance)
ERS
Business Administration (Marketing)
IRE
Chemistry
•
•
Decision to Come to
UMKC
Select an Exploratory
Track & Engage with
UMKC Faculty, Staff,
and Peers
Develop Gateway
Skills and Self
Awareness (Interests,
Values, Abilities)
Career & Major Exploration
Academic Unit Research
• Major Maps
• DARS
• Web
• Professor Profiles (research,
service, etc.)
• Extra Curricular Events
• University Catalog
•
Informational Interviews/Network
• Invitation to Upper-division
course lecture, service event,
etc.
•
Follow-Up After Transition
Investigate Possible Academic Plans and
Career Options
Network and Engage with UMKC
program and KC Community
•
Decision to Come to
UMKC
Select an Exploratory
Track & Engage with
UMKC Faculty, Staff,
and Peers
Develop Gateway
Skills and Self
Awareness (Interests,
Values, Abilities)
Investigate Possible Academic Plans
and Career Options
Network and Engage with UMKC
program and KC Community
Faculty Advisor Council
•
Curriculum Review & Proposal for
2013-12 Academic Year
•
UCollege Policy
• Deadline for Major
Declaration
•
Student Progress Evaluation
•
Communication to Academic Units
November 13, 2012
Advising Task Force Charge:
The Advising Task Force was assembled in October 2010
and charged with reviewing existing approaches to
effective, intrusive advising related to student success
including:
• Defined roles and responsibilities for advisors
• Evaluation of effective performance
• Professional development and recognition
opportunities
• Recommend revisions to UMKC’s existing advising
model and campus approach
Advising Task Force Members:










Susan Hathaway (Medicine) & Nancy Wilkinson (Bloch), Chairs
Becky Bergman (A&S)
Greg Hayes (Career Services)
Judy Jellison (Nursing)
Linda Kurz (A&S)
Jennifer Lyles (Nursing)
Steven McDonald (Pharmacy)
Helen Perry (Conservatory)
Gail Metcalf Schartel (Education)
Tiffany Williams (Minority Student Affairs)
Recommendations:
1. Improve Advisor/Student Time at Orientation
2. Improve Technology-Related Advising Support
3. Create Uniformity in Advising Across Units
4. Increase Number of Students with Mandatory
Advising
5. Implement Full-Scale Model of Intrusive
Advising
6. Hire More Advisors to Meet NACDA Load
Recommendations
Recommendations:
7. Increase Recognition/Compensation for
Professional Advising
8. Create a Comprehensive Advisor Training
Program
9. Strengthen Compensation & Training for Faculty
Advising
10. Work With University College and Transfer
Advising Staff to Develop Comprehensive
Advising Collaboration Between Units
Recommendations:
11. Create Ongoing Advising Assessment Program
12. Ask Offices to Review Specific Policies/Practices
That Impede Effective Advising & Student
Success
Next Steps:
 Identify Central Advising Resource Person and Define
Responsibilities




Website
Training
Assessment
Career Ladder
 Appoint Group to Continue Work on Recommendations
 Website
 Advising Notes Program
 Policy/Mission
 Assessment
 Convene Committee to Address Faculty Advising Issues
Transfer Student Task Force
January - December, 2011
Co-chairs:
Virginia Miller, School of Education (January-December, 2011)
Wayne Vaught, College of Arts & Sciences (January-June, 2011)
Kati Toivanen, College of Arts & Sciences (July-December, 2011)
Project Managers
Jennifer DeHaemers, Student Affairs and Enrollment Management,
UMKC
Cindy Pemberton, Provost's Office, UMKC
Transfer Student Task Force
Members:
Susan Arreguin, JCCC
Debbie Beard, Financial Aid, UMKC
Sydney Rogers Beeler, A&S, UMKC
Becky Bergman, A&S, UMKC
Larry Bunce, Institutional Research, UMKC
Cheryl Carpenter-Davis, MCC
Amy Cole, Registration & Records, UMKC
Angie Cottrell, Student Affairs, UMKC
Sandy Gault, ISAO, UMKC
Sara Gillham, Admissions, UMKC
Jane Greer, A&S, UMKC
Judy Jellison, Nursing, UMKC
Steve LaNasa, Donnelly College
Lisa Minis, MCC
Whitney Molloy, SCE, UMKC
Gene Pegler, Bloch, UMKC
Lynda Plamann, SBS, UMKC
Tom Poe, A&S, UMKC
Lisa Power, Financial Aid, UMKC
Joe Seabrooks, MCC
Kami Thomas, Bloch, UMKC
W.C. Vance, Admissions, UMKC
Sue Vartuli, SOE, UMKC
Asia Williams, Bloch, UMKC
Transfer Student Task Force
Members:
Susan Arreguin, JCCC
Debbie Beard, Financial Aid, UMKC
Sydney Rogers Beeler, A&S, UMKC
Becky Bergman, A&S, UMKC
Larry Bunce, Institutional Research, UMKC
Cheryl Carpenter-Davis, MCC
Amy Cole, Registration & Records, UMKC
Angie Cottrell, Student Affairs, UMKC
Sandy Gault, ISAO, UMKC
Sara Gillham, Admissions, UMKC
Jane Greer, A&S, UMKC
Judy Jellison, Nursing, UMKC
Steve LaNasa, Donnelly College
Lisa Minis, MCC
Whitney Molloy, SCE, UMKC
Gene Pegler, Bloch, UMKC
Lynda Plamann, SBS, UMKC
Tom Poe, A&S, UMKC
Lisa Power, Financial Aid, UMKC
Joe Seabrooks, MCC
Kami Thomas, Bloch, UMKC
W.C. Vance, Admissions, UMKC
Sue Vartuli, SOE, UMKC
Asia Williams, Bloch, UMKC
Transfer Student Task Force
Final report submitted on February 3, 2012.
Co-chairs and Project Managers met with Provost Hackett and Vice
Chancellor Tyler on March 2, 2012 to review the report and the
recommendations.
Co-chairs met with University Communications on March 15, 2012
to discuss the website concerns.
Transfer Student Task Force
Subgroups
I. Transfer Agreements
II. Transfer Orientation
III. Transfer Policies and Procedures
IV. Transfer Student Website
V. Transfer Student Success
Transfer Student Task Force
General recommendations
General Recommendation 1
Establish an ongoing Transfer Student Oversight Committee.
Priority # 1: Critical
Roles suggested for the Committee are:
• Providing ongoing review and oversight of implementing the
approved recommendations in this report
• Addressing new issues as they inevitably emerge
• Providing a forum for the campus to voice concerns about transfer
students
Transfer Student Task Force
General recommendations
General Recommendation 2
Hire a full-time Transfer Coordinator to be housed in the Transfer
Center proposed by the Student Success Center Committee.
Roles suggested for the position are:
• Providing staff support to the Transfer Student Oversight
Committee
• Overseeing the maintenance of transfer agreements
• Overseeing the development of new transfer agreements. ISAO
would continue to provide coordination for the maintenance and
development of international transfer agreements.
• Serving as an on-campus liaison with area feeder schools to UMKC
relating to transfer issues.
Transfer Student Task Force
General recommendations
General Recommendation 2
• Providing guidance and support for the Director of New Student
Programs (for orientation and other programs) in programming
related to transfer students
• Serving as a resource in advising issues related to transfer
students, both when they are prospective students and when they
join the UMKC community
• Serving as the advocate for transfer students, conveying their
value to UMKC
• Working jointly with AU Life Coaches/Social Workers to meet
transfer students’ basic needs
• Providing staff support to the Transfer Student Advisory Group
Transfer Student Task Force
General recommendations
The following three areas were identified as in most
pressing need of attention:
1. Web site search engine and web navigation
2. Articulation Agreements
3. Orientation programming and the creation of a
student checklist
Transfer Student Task Force
Progress update
University Communications Update
Search engine results
• Out-dated results from the search engine removed.
• Addressed keywords on transfer-related pages to improve search engine
rankings.
Admissions transfer page
• Working with Admissions language updated the links so that they are
more user-friendly and removed lingo. For example, articulation agreements
changed to "transfer agreements with area colleges.”
Links to admissions
• The need for academic units to include links to admissions on their sites
was communicated through the Web Liaisons Group.
• Improved the links on the UMKC home page to the Admissions and Apply
sites.
Transfer Student Task Force
Progress update
Transfer Student Task Force
Transfer Student Task Force
Subgroups
I. Transfer Agreements
II. Transfer Orientation
III. Transfer Policies and Procedures
IV. Transfer Student Website
V. Transfer Student Success
Transfer Student Task Force
I. Transfer Agreements
Issue 1: Maintaining Current Transfer Articulation
Agreements between MCC, JCCC, and KCKCC, and
Others
Priority # 1: Critical
Issue 2: Coordination of New Articulation Agreements
Priority # 2: Important
Issue 3: Maintaining Current UMKC Articulation
Agreements for International Memoranda of
Understanding (MOU)
Priority # 2: Important
Transfer Student Task Force
I. Transfer Agreements
Issue 4: Maintaining Current Course Equivalencies
Priority # 2: Important
Issue 5: Web Communication and Navigation:
Major Maps and the UMKC Website
Priority # 1: Critical
Transfer Student Task Force
II. Transfer Orientation
Issue 1: Mandatory Orientation vs. Voluntary
Orientation
Priority # 1: Critical
Issue 2: Academic Advising during Orientation
Priority # 2: Important
Issue 3: Staffing
Priority #1: Critical
Issue 4: Online vs. On-Campus Orientation
Priority # 3: Helpful
Transfer Student Task Force
II. Transfer Orientation
Transfer Student Task Force
II. Transfer Orientation
Transfer Student Task Force
III. Transfer Policies and Procedures
Issue 1: Policies and Procedures for Creating a
Student-Centric Environment for Transfer Students
Priority # 2: Important
Issue 2: Transfer Student Scholarship Opportunities
Priority # 1: Critical
Transfer Student Task Force
IV. Transfer Student Web Site
Issue 1: Access and Navigation to Admissions Web
Page
Priority # 1: Critical
Issue 2: UMKC Website Search Tool
Priority # 1: Critical
Issue 3: Transfer Agreements
(See recommendations from the Transfer Agreements subgroup)
Transfer Student Task Force
IV. Transfer Student Web Site
Issue 4: Admitted Transfer Students Tab
Priority # 1: Critical
Issue 5: Conveying the Value of Transfer Students
Priority # 1: Critical
Issue 6: Clarifying Transfer Terminology
Priority # 3: Helpful
Transfer Student Task Force
V. Transfer Student Success
Issue 1: Addressing Students’ Basic Needs
Priority # 1: Critical
Issue 2: Addressing Ongoing Transfer Student Needs
Priority # 2: Important
Issue 3: Success is More than One Issue
Priority # 3: Helpful
Transfer Student Task Force
Data
Transfer Student Task Force
Data
Transfer Data Analysis (Fall 2007-Fall 2010)
This analysis represents a summary of the data provided in the
Institutional Research tables in the full report.
Demographics
Approximately 40% of our transfer students come from four-year
institutions.
Approximately 55% of our transfer students come from
community colleges.
Johnson County Community College, Penn Valley Community
College, Longview Community College, and Maple Woods
Community College are our four largest feeders
Transfer Student Task Force
Data
Approximately one-fourth of our students come in with an
Associate’s degree.
Less than 10% of our transfer students come in undecided on a
major.
Transfer students make up 50% or more of the population for
seven of the ten schools that have undergraduate students.
Transfer Student Task Force
Data
Transfer Student Task Force
Data
Differences
No noticeable difference exists in terms of retention between
transfer students and native students.
Native students do achieve a higher first-term GPA than transfer
students, especially those from community colleges.
Native students also complete more hours.
Students that come in with an AA or BS degree are more likely to
be retained than students without a degree.
Transfer Student Task Force
Data
Students that come in with an AA or BS degree also achieve a
higher first-term GPA and complete more hours than students
without a degree.
Students that come in with a major decided are more likely to be
retained than students without a major.
Students that come in with a major decided also achieve a higher
first-term GPA and complete more hours than students without a
major.
Transfer Student Task Force
Thank you!