Transcript Renovating the University

Renovating the University
Looking Back; Looking Ahead
May 6, 2008
Presentation Overview
•The January 2006 Picture
•What We’ve Achieved
•Where We Are Going
•What Must Be Done
•The Task Ahead
UMKC -- January 2006
• Rife with conflict
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faculty-administrators
students-administrators
faculty/staff/students of color-others
community-university
• Beset with significant financial challenges
– $14.2 million in bonded debt and deficit balances
– $13 million shortfall to finish Nursing/Pharmacy
Building
– $22 million of operating budget used for financial aid
– No relationship between revenue generation and
allocation
– Inefficient academic structure
UMKC -- January 2006, Continued
• Facing a serious facilities deficit
– Only 4 buildings built between 1980 and 2005 ($70 m)
– Insufficient student housing, recreational, and activity
space
– Insufficient and outdated research space
– Insufficient and outdated instructional space
• Encumbered with an inefficient academic
structure
– Imbalance between undergraduate & professional
students
– Percentage of residential & full-time students too small
– Medical school faculty employment out of line with
national practice
What Has Been Done
• Ameliorated most of the existing conflict (2006-07)
• Created an Office of Diversity, Access, and Equity
(S07) and established mandatory training
– Over half of full-time faculty and staff have completed
compliance training
– On-line training set up for part-time faculty and staff
• Created $10 million in administrative savings that
were allocated to academic units (2006-07)
– Outsourced a number of activities (bookstore, bus
service, printing and copying, property management)
– Eliminated or restructured several centers & institutes
• Completed $200 million capital campaign (June 07)
What Has Been Done, Continued
• Hired a new administrative team
– Vice Chancellor for Student Affairs (May 06)
– Associate Vice Chancellor for Human Resources (May
07)
– Deputy Chancellor for Diversity, Equity, and Access
(Feb. 07)
– Director of Affirmative Action (Feb. 07)
– Director of Athletics (March 07)
– Deputy Chancellor for External Relations (April 07)
– Provost (February 08)
– KC Rep Artistic Director (May 08)
– Interim Vice Chancellors of Administration and of
Advancement and Interim Budget Director
– Searching for Deans of Conservatory, School of
Computing and Engineering, and Bloch School
What Has Been Done, Continued
• Developed a new budget model that aligns revenue
generation with budget allocations (1st phase FY09)
• Obtained approval and/or financing for $173 million in new
construction
– Chiller replacement (financed through a performance
contract) -- S08
– Oak Place Residence Hall (developed through a
public-private partnership) -- F08
– Nursing/Pharmacy Building completion -- S09
– Cherry Street housing replacement -- F09
– Durwood Soccer Stadium -- F09
– Miller Nichols Library Phase I expansion – F09
– Student Union -- F11
• Developed plans to pay off debts & obligations (in
progress)
What Has Been Done, Continued
• Progress on expanding the educational
pipeline
– IUE is on target, with a national advisory board
established & the first class graduating next year
– Early college high school will open F08 at SW High
– Special program for training math and science teachers
(KCTeach) is in the planning stage
– New articulation agreements signed with KCKCC
– Established Hispanic Advisory Board and Black
Community Partners
• Progress on the entrepreneurship initiative
– Kauffman match for IEI has been renegotiated, and all
matching funds required for the first five years ($3.2
million) have been raised
– About 25% of the money needed at the end of five years
($3 million) has already been raised
What Has Been Done, Continued
• Alumni participation has increased significantly
– Events have been held in 15 cities, with 8 more scheduled
for 2008
– Participation has grown from 7.65% to 8.19% as we have
made 2,417 first time contacts with alumni
– 265 new donors with new gifts totaling more than $65,000
• Intercollegiate athletics has been revitalized as a new
AD and new coaches have been hired
• New marketing campaign that focuses on student
recruitment has been implemented
• Spring on-campus student credit hours up by 10.8%
Where Are We Going
Vision
UMKC will become a model urban research
university characterized by signature professional
programs, a dynamic undergraduate population,
a highly diverse faculty, staff, and student body,
and active engagement with its city and region
What Must Be Done
• The university must be restructured
• The university must focus on revenue
generation even as it continues to identify cost
reduction opportunities
• The university must continue to build facilities
rapidly to overcome the current facilities deficit
• The university will formalize its strategic plan
through a well designed, inclusive process
Restructuring the University
• We must “flip the university”
– increase undergraduate enrollment until the proportion
of undergraduate students grows from just over half to
75%
• increase retention and graduation rates
• expand transfer agreements with community colleges
• expand the educational pipeline through dual credit
offerings and early college high schools
– increase the proportion of full-time students from 57%
to 75% and residential students from 7% to 11%
• Hire medical faculty through the School of
Medicine
Focusing on Revenue Generation
• Tuition
– 50% of our operating budget comes from tuition
– A 25% increase in student credit hour production
would produce $20 million in unrestricted funds
• Sponsored Program Funding
– UMKC generates about $40 million a year
– We can double this with restructured medical faculty, new
hiring, and a new research facility
• Private Fundraising
– Endowed scholarships reduce pressures on operating
budgets and help attract the best students
– Endowed professorships attract the best faculty
– Some private capital will be needed to help fill the funding
gap for facilities
Building New Facilities
• Many of the facilities needed to enhance student
life are under construction or have been
approved. We still need
– Student life facilities on Hospital Hill (housing and
wellness/recreation center)
– An arena for athletics that includes some classrooms
• New facilities are also needed to advance the
academic mission of the institution
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Conservatory Building
New School of Medicine/research building
New School of Dentistry/research building
Miller Nichols Library Phase II expansion (classrooms)
Strategic Planning
• We will coordinate our strategic planning with
UM System strategic planning
• We will develop an inclusive process that
involves a wide range of constituents
• We will examine models of great public urban
universities around the country
– University of Pittsburgh
– Arizona State University
– University of Alabama-Birmingham
The Task Ahead Includes
• Developing creative financing mechanisms for facilities
(e.g., tax credits, public-private partnerships)
• Raising private dollars to close the funding gap for
facilities
– $20 million for the Conservatory Building
– $10 million for Phase II of Miller Nichols Library Expansion
– $30 million for Medical School Education and Research
Building
– $25 million for an Arena
• Completing the IEI match -- $10 million needed
The Task Ahead Also Includes
• Raising private dollars to endow scholarships
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$30 million endowment for the Conservatory
$10 million for the Theater Department
$5 million for IUE
$30 million for the Health Sciences
$35 million for the general scholarship fund
• Raising private dollars to endow professorships -- $50
million
With Sincere Thanks for
Joining This Exciting and
Important Effort