UMKC Strategic Plan Implementation Update February 6, 2013 Gail Hackett Executive Vice Chancellor & Provost.
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UMKC Strategic Plan Implementation
Update February 6, 2013
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 Revised the draft plan Revise Finalized the plan 2009 Aligned unit plans Began Implement plans Fall 2009 Revisit the plan on an annual basis Plan Measure Implement
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 world class research, and develop partnerships that create economic development.
Strategic Plan – Goal
Goal 1. Place Student Success at the Center
To provide the optimal learning experience for all students: outstanding academic programs, seamless student support, a vibrant campus community, and engaging locally, regionally, and globally.
Strategic Plan - Objectives
Goal 1. Place Student Success at the Center
To provide the optimal learning experience for all students: outstanding academic programs, seamless student support, a vibrant campus community, and engaging locally, regionally, and globally.
Provide excellent academic programs that challenge all students to achieve at a high level.
Provide “high impact” educational experiences associated with student engagement and retention.
Provide academic experiences that empower all students to contribute to a dynamic and complex world characterized by significant demographic and technological change.
Create a service model that allows a one-stop approach to meeting student needs (real and virtual).
Develop proactive systems and programs to support student success.
Strategic Plan – sample strategies
Goal 1. Place Student Success at the Center
To provide the optimal learning experience for all students: outstanding academic programs, seamless student support, a vibrant campus community, and engaging locally, regionally, and globally.
Provide excellent academic programs that challenge all students to achieve at a high level.
o Develop an Honors College Provide “high impact” educational experiences associated with student engagement and retention.
o Greatly expand the SEARCH program Provide academic experiences that empower all students to contribute to a dynamic and complex world characterized by significant demographic and technological change.
o Provide learning experiences leading to competent cultural behaviors Create a service model that allows a one-stop approach to meeting student needs (real and virtual).
o Improve service delivery and communication with students Develop proactive systems and programs to support student success.
o Develop an early alert system
Strategic Plan – sample metrics
Goal 1. Place Student Success at the Center
To provide the optimal learning experience for all students: outstanding academic programs, seamless student support, a vibrant campus community, and engaging locally, regionally, and globally.
Provide excellent academic programs that challenge all students to achieve at a high level.
o Develop an Honors College Provide “high impact” educational experiences associated with student engagement and retention.
o Greatly expand the SEARCH program Provide academic experiences that empower all students to contribute to a dynamic and complex world characterized by significant demographic and technological change.
o Provide learning experiences leading to competent cultural behaviors Create a service model that allows a one-stop approach to meeting student needs (real and virtual).
o Improve service delivery and communication with students Develop proactive systems and programs to support student success.
o Develop an early alert system
Sample Metrics:
Number of students receiving competitive and externally recognized awards First-year retention rate of First-time, Full-time students by ethnicity First-year retention rate of transfer students by ethnicity Four-year graduation rate of First-time, Full-time students by ethnicity
Strategic Plan – immediate action
Goal 1. Place Student Success at the Center
To provide the optimal learning experience for all students: outstanding academic programs, seamless student support, a vibrant campus community, and engaging locally, regionally, and globally.
Provide excellent academic programs that challenge all students to achieve at a high level.
o Develop an Honors College Provide “high impact” educational experiences associated with student engagement and retention.
o
Greatly expand the SEARCH program
Provide academic experiences that empower all students to contribute to a dynamic and complex world characterized by significant demographic and technological change.
o Provide learning experiences leading to competent cultural behaviors Create a service model that allows a one-stop approach to meeting student needs (real and virtual).
o Improve service delivery and communication with students Develop proactive systems and programs to support student success.
o Develop an early alert system
Sample Metrics:
Number of students receiving competitive and externally recognized awards First-year retention rate of First-time, Full-time students by ethnicity First-year retention rate of transfer students by ethnicity Four-year graduation rate of First-time, Full-time students by ethnicity
Implementation Plan Goal 1
Phase 1 – Selected Strategies
Create a University College
Expand the Honors Program into an Honors College
Expand Undergraduate Research Opportunities
Create a Student Success Center
Increase Retention and Graduation
Implement an Early Warning System
Expand E-Learning
Long Term Strategies
Revise and Reinvigorate General Education Curriculum
Transform Advising
Strategic Plan – Goal
Goal 2. Lead in Life and Health Sciences
To engage in cutting-edge research, develop strategic partnerships that enable translational research opportunities, and provide excellent interdisciplinary education in life and health sciences.
Strategic Plan – Objectives
Goal 2. Lead in Life and Health Sciences
To engage in cutting-edge research, develop strategic partnerships that enable translational research opportunities, and provide excellent interdisciplinary education in life and health sciences.
Implement organizational and administrative strategies to create meaningful collaborative partnerships with the Kansas City Life and Health Sciences research community.
Establish a unified strategic approach to the UMKC Life and Health Sciences research mission.
Implement new Life and Health Sciences graduate, doctoral, professional and interprofessional education initiatives.
Improve research laboratory and administrative support services.
Enhance collaborative and cross-disciplinary research and educational programs within the science and engineering communities.
Strategic Plan – sample strategies
Goal 2. Lead in Life and Health Sciences
To engage in cutting-edge research, develop strategic partnerships that enable translational research opportunities, and provide excellent interdisciplinary education in life and health sciences.
Implement organizational and administrative strategies to create meaningful collaborative partnerships with the Kansas City Life and Health Sciences research community.
o Appoint a Vice Chancellor for Research to coordinate Life and Health Sciences research o efforts and promote strategic partnerships 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 o efforts and promote strategic partnerships 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 o his/her program of study and individual interest. 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 o program of study and individual interest. 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 o program of study and individual interest. 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 o marginalized or under-represented populations.
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.
Where we are in the process
June Workshop
• Develop draft strategy statements
October Workshop
• Establish situational awareness • Identify key “themes” and “levers” • Learn principles of ideation Output • Draft strategy statements © Copyright 2012 Innosight LLC
November February
• Make case for change • Build consensus • Finalize strategy statement, themes and levers • Draft themes and levers
Workshop Follow-up Sessions
• Finalized strategy statements, themes and levers
March Workshop
• Learn to identify, plan and measure activities that will support the strategy, theme and levers
April June
• Plan activities • Engage
–
activity owners • Develop final strategic plan • Draft activities and metrics • Final strategic plan with detailed activities and metrics 45
© Copyright 2012 Innosight LLC 46
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.
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
Implementation of Goal 1, UMKC Strategic Plan
(November 15
th
)
• 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
Implementation of Strategic Plan (
Continued
)
• Goal 2. Lead in Life and Health Sciences
– Life-Health Sciences Advisory Council
• Goal 6. Promote Research and Economic Development
– Innovation Center Advisory Council – Strategic Plan for Research Working Group
Feedback
Additional information, background materials, and a feedback tool can be found at: www.umkc.edu/strategicplanning
Strategic Plan Update
“Translating Ideas Into Innovation”
“Translating Ideas Into Innovation”
Goal 6: Promote Research and Economic Development
Goal 6. Promote Research and Economic Development
To produce world-class scholarship and creative activity, encourage entrepreneurship, foster innovation, increase technology transfer, and build relationships that create economic and workforce development.
S
Goal 6. Promote Research and Economic Development
Objective 1: Expand opportunities for extraordinary scholarship and creative activity. Objective 2: Create cross-disciplinary programs, at all levels, and align with strong community partnerships that support research, innovation and economic development.
Objective 3: Strengthen workforce development programs to address current and future market needs.
Objective 4: Encourage innovation within science and technology communities to increase technology transfer
S
Phase I Implementation 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
Phase I Implementation
S Full time vice chancellor for Research and Economic Development S Full time director of technology transfer office S Sponsored research, technology transfer and business development integrated into “Office of Sponsored Research and Economic Development” S Whiteboard to Boardroom fully implemented and extended to Digital Sandbox KC S Continued strong outreach to entrepreneurs and small businesses resulting in new business and job growth for Kansas City.
Whiteboard to Boardroom
+ University Researcher Entrepreneur = Introducing the Industry’s First Eyeprint Solution. Simple, secure, mobile authentication at a glance
Objective 1.
Expand opportunities for extraordinary scholarship and creative activity.
1.1 Create a UMKC culture that incorporates sponsored research, economic development and technology transfer.
Development of Office of Sponsored Research and Economic Development, new vice chancellor and director of technology transfer 1.2 Identify current and future Centers of (Sponsored) Research Excellence and other key niches of research excellence for investment and development.
Center of Excellence in Musculoskeletal Tissue Vision Research Center Center on Aging Cognitive Behavioral Science and Behavioral Medicine Molecular Recognition and Drug Design Cell, Molecular and Developmental Biology Strategic Materials and Security S
Objective 1.
Expand opportunities for extraordinary scholarship and creative activity.
1.3 Build a database tool and make it visible on the Web that provides access to research information by internal and external constituencies. Prototyped through www.CEOBullpen.com.
1.4 Promote the importance and make aware the existence of public-private partnerships and programs, national laboratories, and private research institutes to the UMKC faculty and to external constituencies.
1.5 Support and strengthen university-community partnerships and develop cross university partnerships Whiteboard to Boardroom is a community wide partnership that partners together a variety of research organizations and universities. It is supported through a joint position between UMKC and MU.
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Objective 2.
Create cross-disciplinary programs, at all levels, and align with strong community partnerships that support research, innovation and economic development.
2.1 Formalize programs that engage senior campus leaders in regional economic development activities 2.2 Facilitate civic discourse and contribute to community understanding of complex issues, especially entrepreneurship Deep involvement in Making Kansas City America’s most entrepreneurial city.
2.3 Provide broad, convenient access to faculty and staff expertise to internal and external constituencies through development of an on-line accessible database S
Objective 2.
Create cross-disciplinary programs, at all levels, and align with strong community partnerships that support research, innovation and economic development.
2.4 Develop effective recognition programs that foster effective university/community relationships, internal cross-disciplinary cooperation, sponsored research and revenue generating centers. 2.5 Create alliances and provide workspaces that expand intra university and university/community relationships Digital Sandbox KC and Union Station 2.6 Encourage Community leaders to utilize the University’s visual and performing arts, sports, continuing education, professional development and other cultural activities that generates a dynamic local environment and sense of community that attracts and retains an expert workforce.
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Digital Sandbox KC
S S S An
unprecedented partnership
for regional commercialization among S private companies, universities, entrepreneurial support organizations and government agencies across the Kansas City region.
Objective 3. Collaborate and assist in strengthening workforce
development programs to address current and future market needs.
3.1 Assess industry needs for a highly trained workforce 3.2 Develop a coordinated continuing education program to address regional and national industry demands. Become a conduit for continuing education for industry.
3.3 Coordinate with all academic units, Student Affairs and Career Services to provide career options for students interested in entrepreneurship and small business ownership.
Bloch School graduate and undergraduate entrepreneurship programs ranked in top 20 by Princeton Review. S
Objective 4: Encourage innovation within science and
technology communities to increase technology transfer
4.1 Create and implement a Whiteboard to Boardroom program to enhance UMKC technology transfer 4.2 Develop a feasibility plan for technology research incubators taking into account other regional resources and the cross-disciplinary needs for faculty, students and the community which includes commercialization, translational research and the use of academic facilities by industry. 4.3 Create a University seed fund Proof of concept funding now available through Digital Sandbox KC.
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Objective 4: Encourage innovation within science and
technology communities to increase technology transfer
4.4 Implement recognition and reward system for faculty involvement in economic development (e.g. technology transfer, creation of intellectual property, award of patents and licenses, and establishment of start-up companies) and community partnerships 4.5 Provide technical assistance and support to small businesses, including but not limited to those in technology based industries.
Calendar year 2012: 61 new business starts, 450 new jobs for Kansas City through the UMKC Small Business and Technology Development Center.
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Goal 6
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Promote Research and Economic Development Questions?
Strategic Plan Update
“Translating Ideas Into Innovation”
Goal 2: Lead in the Life and Health Sciences
“Translating Ideas Into Innovation”
Goal 2. Lead in the Life and Health Sciences:
To Attain national recognition for excellence in research, expand opportunities for clinical practitioner training, and provide outstanding health care delivery
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Goal 2. Lead in the Life and Health Sciences:
Objective 1. Become an essential partner with other members of the Kansas City area
Life and Health Sciences community
Objective 2. Establish a unified strategic approach to the UMKC life and health
sciences research mission emphasizing translational research
Objective 3. Implement innovative life and health sciences graduate, doctoral,
professional and inter-professional education initiatives
Objective 4. Expand clinical practice initiatives and research opportunities that
address community health needs
Objective 5. Enhance collaborative and cross-disciplinary research and educational programs both within the science and engineering communities, and across disciplines
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Goal 2. Lead in the Life and Health Sciences:
Objective 1. Become an essential partner with other members of the Kansas City
area Life and Health Sciences community
1.1 Recruit a Vice Chancellor for Life and Health Sciences Research • The position of Vice Chancellor for Research and Economic Development was filled July 1, 2012 completing this strategy 1.2 Establish a Life and Health Sciences Research Advisory Council • The Life and Health Sciences Advisory Council was formed late in 2011; We meet monthly (to – bimonthly); The Council now “owns” Goal 2 as well as serving as an advisory body on “all things Life Sciences Research and Technology Transfer” S
Goal 2. Lead in the Life and Health Sciences:
Objective 1. Become an essential partner with other members of the Kansas City
area Life and Health Sciences community
• • • • • 1.3 Build partnership with the Stowers Institute (and other KC research partners) We are advancing our partnership in the Frontiers Clinical Translational Sciences Award (CTSA) with a significant number of UMKC faculty applying for pilot grants and a number of awards have been received thus far.
We are building ties with Children’s Mercy Hospital and their push to emphasize research as one of their main strategic objectives (in particular Pharmacogenetics and Pediatric Genomic Diagnostics) We are exploring opportunities for collaboration with the KCMO Veterans Administration Hospital We are deepening our relationship with MRI-Global centered on DoD-related opportunities.
We are engaged in activities in partnership with the KCALSI S
Goal 2. Lead in the Life and Health Sciences:
Objective 2. Establish a unified strategic approach to the UMKC life and health sciences
research mission emphasizing translational research
• 2.1 Emphasize shared academic recruitment across L&HS Schools, emphasizing joint appointments. Life and Health Sciences hiring plans for FY2014 will be collectively discussed to find collaborative hiring opportunities • • 2.2 Develop and support Centralized Research Core Facilities Discussions on plans to establish a UMKC Mass Spectrometry/Proteomic Facility are moving forward. The facility will be housed on Hospital Hill with existing hardware and personnel support from the Schools of Medicine, Pharmacy and Biological Sciences and provide service to the University as well as the greater KC community.
NIH-Funded ORS-Supported Laser-Scanning Confocal microscope facility (SOD) S
Goal 2. Lead in the Life and Health Sciences:
Objective 2. Establish a unified strategic approach to the UMKC life and health sciences
research mission emphasizing translational research
• 2.3 Create a Center of Excellence in Translational Medicine A Center for Clinical and Translational Research is being envisioned and will be developed with the hiring of a Center Director. A national search was conducted in Fall, 2012; out of over 40 qualified candidates, 12 were interviewed; 4 finalists visited campus in late 2012; a top finalist for the position is being pursued. 2.4 Consider new Centers of Excellence to be developed based on key areas of research strength (Examples: Computational Biology and Informatics; Neuroscience • • and Vision; Structural Biology, etc.) A Center of Excellence in Vision Research with faculty researchers from the Schools of Medicine and Pharmacy and the Vision Research Foundation is in the final stages of development.
Others… Behavioral Sciences; Aging; Molecular Recognition S
Goal 2. Lead in the Life and Health Sciences:
Objective 3. Implement innovative life and health sciences graduate, doctoral,
professional and inter-professional education initiatives
3.1 Develop Program-specific Ph.D. degrees that span the Life and Health Sciences Units and Departments.
• New I-PhD Co-Discipline in Bioinformatics launched by the School of Medicine; will serve as foundation for I-PhD with Bioinformatics training.
3.2 Develop a Biomedical Engineering Masters Degree Program 3.3 Develop Inter-professional Clinical Educational Training Programs and opportunities for the health professional students • $1.5 Million Health Resources and Services Award to School of Nursing to collaborate with Schools of Pharmacy and Dentistry to fund the creation and expansion of Inter-professional Collaborative Practice models at two Kansas City area community health clinics.
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Goal 2. Lead in the Life and Health Sciences:
Objective 3. Implement innovative life and health sciences graduate, doctoral,
professional and inter-professional education initiatives (Continued)
• 3.3 Develop Inter-professional Clinical Educational Training Programs and opportunities for the health professional students The Medical Informatics and Clinical Research Certificate track of the MS in Bioinformatics degree program has grown from 2 students in 2010 to 44 in 2013 (31 MS in Bioinformatics; 13 Clinical Research Certificate) S
Goal 2. Lead in the Life and Health Sciences:
Objective 4. Expand clinical practice initiatives and research opportunities that address
community health needs
4.1 Become a national leader as a health sciences campus training a clinical work force to address health disparity issues.
• $1.5 Million Health Resources and Services Award to School of Nursing to collaborate with Schools of Pharmacy and Dentistry to fund the creation and expansion of Inter-professional Collaborative Practice models at two Kansas City area community health clinics.
2-Chair Dental Clinic established at University Academy, a KC MO charter K-12 School 4.2 Become a regional leader in research on health disparity issues.
• NIH Institute on Minority Health and Health Disparities Award U-HEALTH* Learning Collaborative (Dr. William Lafferty, SOM, PI)
Note: The UMKC Health Professional Schools have all been engaged in several high level and very meaningful Health Disparity initiatives over the course of the past year – 18 months. Special effort will be given to spotlight and promote UMKC’s leadership role in these areas
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*Universities for Health Equity through Alignment, Leadership, and Transformation of the Health Workforce) is a cooperative agreement between the two associations and the NIH NIMHD (National Institute on Minority Health and Health Disparities) S
Goal 2. Lead in the Life and Health Sciences:
Objective 5. Enhance collaborative and cross-disciplinary research and educational programs both within the science and engineering communities, and across disciplines
• • • • • • • 5.1 Fully Develop and Support STEM pipeline initiatives Created the KC STEM Alliance – 13,000 KC area students in AY12-13 Engineering, Computer Science & Biosciences HS Curriculum FIRST Robotics , FIRST Lego League & FIRST Tech Challenge American Society of Materials HS Teacher Training Camp Girls in Orthopedic Surgery Camps KCPL, Paseo HS and UMKC Energy Project – Home energy conservation Numerous STEM summer camps S
Goal 2. Lead in the Life and Health Sciences:
Objective 5. Enhance collaborative and cross-disciplinary research and educational programs both within the science and engineering communities, and across disciplines
5.2 Develop Chemical Engineering Degree between SCE and Department of • Chemistry Planning is progressing with MST and/or MU as possible partners 5.3 Develop Environmental Sciences/Ecology B.S. Degree program across SCE, SBS, A&S S
Additional Progress in Research and Economic Development
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Research Services
Implementation of eProtocol has dramatically reduce the time to approval Continued educational outreach with IRB and IACUC presentations to AUs Continued IRB staff training; 3/4 now hold Certification of IRB Professional status Expansion of FCOI to meet new Federal Guidelines implemented on time New FCOI and Financial Disclosure software will go online by March 1, 2013 Procurement of, and training provided for use of, the PIVOT Grant funding sources utility (Ground up reinvention of COS).
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Additional Progress in Research and Economic Development
Joint Strategic Hires Across L&HS Academic Units
• School of Dentistry/School of Computing and Engineering
Technology Transfer Improvements
• The Office of Technology Transfer was solidified with the naming of James Brazeal as the new Director • In 2012 we executed 5 option agreements and 3 license agreements with outside companies. The previous annual average of these activities was <1. • IP disclosures are already above our previous annual average (14) half way through FY2013
New Research Funding Sources
• The new $1 M UM System Intercampus/Interdisciplinary funding initiative • FY2014 funds are being budgeted by ORS to continue this funding initiative S
Focus for Current Year and Moving Forward
Work on metrics to define our core areas, and emerging areas, of excellence
• Dental Materials and Bone Biology • Health Disparities and Outcomes Research • Cognitive Behavioral Science and Behavioral Health •
Medical Bioinformatics
•
Cell Molecular and Developmental Biology
• •
Molecular Recognition and Drug Design Strategic Material and Security
Establish better connections and collaborations with researchers on our other UM System Campuses by holding regular “introduction” meetings Establish an “Innovation Forum” to foster interdisciplinary research
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Focus for Current Year and Moving Forward
Visibly promote the excellent research and researchers at UMKC through online and hardcopy publications Complete the establishment of a UMKC Proteomics Facility Continue the conversation to redefine the distribution of campus F&A to leverage extramural support for research (i.e. invest available resource to “grow” the pie)
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Acknowledgements
Maria Meyers, Director, UMKC Innovation Center Ted Knous, Associate Vice Chancellor for Research James Brazeal, Director, Office of Technology Transfer Carl Calkins, Director, Institute for Human Development Maureen Hannoun, Director, Sponsored Programs Administration Linda Daugherty, Manager, Pre-Award Services Chris Winders, Director, Research Compliance •
Life and Health Sciences Deans
• Betty Drees, School of Medicine • Lora Lacey-Haun, School of Nursing • Russ Melchert, School of Pharmacy • Marsha Pyle, School of Dentistry • Kevin Truman, School of Computing and Engineering • Wayne Vaught, College of Arts and Sciences • Ted White, School of Biological Science S
•
Acknowledgements
(continued)
Life and Health Sciences Advisory Council
• June Carbone • Betty Drees • • Kathleen Goggin Jerry Jean • • • Mark Johnson Pat Kelly Ted Knous • • Russ Melchert Margaret Mullaly-Quijas • • • Bob Simmons Kevin Truman Joy Wheeler • • Ted White Marilyn Yoder S