UMKC Strategic Plan Implementation Update November 15, 2012

1. UMKC Strategic Plan ImplementationUpdate November 15, 2012 Gail Hackett Executive Vice Chancellor & Provost

2. 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” 2006 2007 Chancellor Bailey’s Interim Plan 2006 Provost’s Academic Commissions 2007 University of MissouriSystem Strategic Plan 2008

3. Moving Forward Formed Strategic Planning Steering Committee in October 2008 representing a broad range of constituentsStudents 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

4. Next Steps Vetted the draft plan University Faculty, Staff, Students and Administration Civic and Business Community External Constituent Partners Revised the draft plan Finalized the plan 2009 Aligned unit plans Began Implement plans Fall 2009 Revisit the plan on an annual basis

5. 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.

6. Strategic Plan - Goals

7. 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.

8. 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.

9. 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. • Develop an Honors College • Provide “high impact” educational experiences associated with student engagement and retention. • 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. • 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). • Improve service delivery and communication with students • Develop proactive systems and programs to support student success. • Develop an early alert system

10. 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. • Develop an Honors College • Provide “high impact” educational experiences associated with student engagement and retention. • 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. • 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). • Improve service delivery and communication with students • Develop proactive systems and programs to support student success. • 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

11. 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

12. 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.

13. 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.

14. 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. • Appoint a Vice Chancellor for Research to coordinate Life and Health Sciences research 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. • 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. • Develop and support centralized research core facilities • Enhance collaborative and cross-disciplinary research and educational programs within the science and engineering communities.

15. 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. • Appoint a Vice Chancellor for Research to coordinate Life and Health Sciences research 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. • 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. • 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

16. 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. • Appoint a Vice Chancellor for Research to coordinate Life and Health Sciences research 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. • 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. • 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

17. 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

18. 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.

19. 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.

20. 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. • 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. • 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. • 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. • Enhanced support for internships and service learning projects through a one stop office for students also connecting with job placement.

21. 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. • 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. • 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. • 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. • 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

22. 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. • 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. • 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. • 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. • 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

23. 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

24. 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.

25. 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.

26. 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. • Strengthen professional curricula in the arts • Enhance all students’ education through infusing the arts into campus life. • Provide every undergraduate student with skills/knowledge in the arts appropriate to 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. • Communicate UMKC community engagement in the arts through inventory of current and future relationships/investments.

27. 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. • Strengthen professional curricula in the arts • Enhance all students’ education through infusing the arts into campus life. • Provide every undergraduate student with skills/knowledge in the arts appropriate to 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. • 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

28. 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. • Strengthen professional curricula in the arts • Enhance all students’ education through infusing the arts into campus life. • Provide every undergraduate student with skills/knowledge in the arts appropriate to 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. • 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

29. 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

30. 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.

31. 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.

32. 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. • Create a mechanism for reviewing course syllabuses to ensure diversity infusion. • Provide a diverse learning and life experience to create culturally competent citizens. • Increase internship and practicum opportunities for students with organizations that work with/service marginalized populations. • Recruit and retain a diverse campus community. • Establish mentoring program so that faculty and staff will mentor students from 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. • 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.

33. 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. • Create a mechanism for reviewing course syllabuses to ensure diversity infusion. • Provide a diverse learning and life experience to create culturally competent citizens. • Increase internship and practicum opportunities for students with organizations that work with/service marginalized populations. • Recruit and retain a diverse campus community. • Establish mentoring program so that faculty and staff will mentor students from 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. • 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

34. 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. • Create a mechanism for reviewing course syllabuses to ensure diversity infusion. • Provide a diverse learning and life experience to create culturally competent citizens. • Increase internship and practicum opportunities for students with organizations that work with/service marginalized populations. • Recruit and retain a diverse campus community. • Establish mentoring program so that faculty and staff will mentor students from 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. • 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

35. 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

36. 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.

37. 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.

38. 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. • 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. • Identify key niches for development in research and innovation activities. • Build programs to develop the workforce to address current and future community needs. • Assess industry needs for a highly trained workforce • Strengthen innovations within the science and technology communities to increase technology transfer of intellectual property. • Develop a University-wide process for identifying, compiling, and evaluating technology transfer opportunities. (Whiteboard to Boardroom)

39. 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. • 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. • Identify key niches for development in research and innovation activities. • Build programs to develop the workforce to address current and future community needs. • Assess industry needs for a highly trained workforce • Strengthen innovations within the science and technology communities to increase technology transfer of intellectual property. • 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

40. 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. • 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. • Identify key niches for development in research and innovation activities. • Build programs to develop the workforce to address current and future community needs. • Assess industry needs for a highly trained workforce • Strengthen innovations within the science and technology communities to increase technology transfer of intellectual property. • 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

41. 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

42. 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

43. 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.

44. DRAFTUMKC 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.

45. 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

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

47. University College Update

48. 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 first-generation college students and/or Pell eligible.

49. Introduction to Advising/Exploration Process Major Maps DARS University Catalog Inquiry-Based Advising UMKC Engagement UCollege Community-Block Enrollment UMKC Faculty, Staff, and Peer Mentors Exploratory Track Selection

50. Exploring Human Expression: Arts, Humanities and Languages