Everyone who has a stake in UMKC and its future has the opportunity to offer responses to the Strategic Plan draft at Town Halls and meetings during the months of April and early May. Feedback can also be sent via the Strategic Plan web site.
 
 

Suggestion Box

 
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     First Name      Last Name      Suggestion      Date
  Jeffrey   Thomas   I am concerned that non-life science and non-art professional programs do not have an adequate "place" in the Strategic Plan. The vision statement suggests that UMKC will be a model urban university with "signature" professional programs. In the Time to Get it Right report, it recommends that to become a model urban university the strategic plan make the Law School and the Business School into a "top-50" schools and in the follow-up report it promotes the School of Education's Institute for Urban Education. The strategic plan needs a place to promote these professional programs. I suggest that the following objective be added to Goal 3: Enhance signature professional programs.   04/30/2009
 
  john   whiteman   I would suggest the addition of one goal: increasing undergraduate enrollment. In goal 1, Place Student Success at the Center, all the language is directed toward existing students. While improving the experience for students is key to increasing retention, increasing our recruiting efforts is vital to growing our undergraduate population and, ultimately, our financial stability.   04/21/2009
 
  carole   mcarthur   The plan is contingent upon several critical aspects to succeed. Under #2 (Lead in the Lifeand Health Sciences) for example, there obviously needs to be a clear understanding of what it takes to do translational research and bring it into the private sector. There are very few at UMKC with pure translational research experience. Of fundamental importance, is ORS which possibly has too many responsibilities as it stands. Many additional parts such as biosafety have been "incorporated" over recent years with questionable outcomes. My conclusions are anecdotal however. I note that resources and support for #2 is to be augmented. This is the windkessel of the infrastructure and I believe the importance has been grossly under-stated. It should be higher up, perhaps the top of the list, because if it does not function,the strategic plan is a pipe dream. The IRB and ICUC need to be streamlined and their Chairs first rate. To do this requires someone who UNDERSTANDS what this kind of research is about and has some research background in the areas we most represent. It also requires process-focused individuals. There is a lucretive niche out there for UMKC to occupy. This is the translational research contract niche. Contracts are usually funded immediately and are not like NIH with all the lag time and politics. Contracts are funded upon expertise and unique resources. Therefore, UMKC could seek these but we must put in place an IRB that is given the charge and is able to respond. We have lost contracts in the past because of this inablity. We could on the other hand, acknowledge this problem and make a bird of it. The reason is that UMKC is not alone in this IRB mess so often relegated to people who are not specifically trained for this process. The Chair of the IRB is crucial and must be directed to facilitate. She/he needs to have poise of judgement and help faculty rather than operate like the police. The same goes for the officers in support. This is the first question a potential faculty candidate might ask too...what is the turn-around of the IRB? If the answer is more than 6 weeks, this is a very negative indicator to a prospective experienced recruit. It does not ahve to be like this.   04/17/2009
 
  Dan   Sturdevant   Gary Gaddis comments in email "Share You Suggestion" that the UMKC Division 1 Athletics program be reduced to Division 2. What I imagine Mr. Gaddis does not understand, among other things is: A. the UMKC Men's Basketball games at Municipal Auditorium or elsewhere are a good show, as long as winning is not the only criterion; B. UMKC alumni rally around the Division 1 program. They would not around something less. Sure, we would like more alums at the BB games, but without the Division 1 games, alums would be less involved. It only takes a few really involved alums to reap big benefits for UMKC. Dan Sturdevant   04/15/2009
 
  Dan   Sturdevant   Gail I just returned from the April 15 session. I think you need to state the names of the 11 schools in Goal 1 in a phrase or sentence. I understand it's more text, it's necessary. Otherwise, it's clear somebody is impliedly left out. Also, naming the names serves a PR and a reminder purpose, the breadth of UMKC. Dan Sturdevant   04/15/2009
 
  Susan   Masih   Comment/suggestion #2: I have a concern about missing some important metrics for UMKC. The classical definition of 4 year undergraduate success is a good one, because "it's always been done and has been the average for we won't say how long" but can't we come up with a metric that lets us talk about a couple other things that are a strength of this particular community? For example: the importance of life-long learning, even more important now for "retooling" -- Also, those "non-traditional" undergraduates--what about them? Those people who have wanted to be college graduates--but for lack of time or opportunity (yeah--or money) are just now getting around to spending money on themselves and taking a college course a semester--and they are grandparents. . .and NOT living in a dorm with their freshman classmates! They will be here "forever" but by golly, they will be successful. Surely with graduate degree programs in higher education administration, there's enough brainpower around here to figure out a performance metric or two or three that can highlight these issues! Do we need to take the easy way out and only discuss four-year graduation rates? Besides which, four-year graduation rates won't work with some of our professional programs, no matter how hard you try. If you add a service component requirement, also, what is that going to do to the length of time an undergraduate is in the undergraduate program? People aren't widgets, and neither is the educational process. We need the undergraduate level focus, but some of the programs we have for undergraduates do cater to the non-traditional student, and I think that is a strength of this university. I'd be interested in some metric that would indicate number of people declaring a major that progressed through to graduation--something that would indicate that an incoming freshman not only came into the UMKC community, but was able to find the one thing here that got them excited enough to stick it out. Am I asking too much? (Don't answer that--it was rhetorical...)   04/13/2009
 
  Susan   Masih   Thank you for taking the time this month to do the Town Hall presentations. I managed to take notes on the presentation this morning, so I will try to work through this by section. I hope this helps. One overall comment: it seems to me that one common thread running through this whole plan is how can one effeciently and effectively develop a communication system for the UMKC community. If those of us who are full-time members of the community do not know what is going on across the hallway from our workplace, then how can one expect people outside of the UMKC community to know the exciting, neat stuff going on inside? Goal 1: comments/suggestions: I like it that the committee working on Goal 1 came up with some concrete suggestions that are easily worked implemented. It indicates to me that "somebody's doing some communicating somewhere---but there needs to be a bit more. I think it is very wise to enhance some of the things we already do, such as the Honors Progran and the Undergraduate research program. (more on SEARCH program in another email.) The service model (internships, fellowships etc) is a truly useful concept. It would be useful to have a "one-stop shop" as far as internship and fellowship communication is concerned. An "internship job board" on a campus website where every place one has an existing internship program in place has a link would be useful. It seems that just about every discipline we have runs internships just slightly differently. While I don't think one should require consistency in internship requirements (especially undergraduate internships)I think consistency in describing those requirements and consistency in at least one way of accessing that information should be a reachable goal. Which reminds me--one last comment/question: why do we always assume that service internships have to be external to the UMKC community? Yes, sending our best, brightest, hardest working, students forth to be ambassadors for UMKC in their internships is great, but why do we assume that "internship" is synonymous with "paid internshihp with possibility of employment after graduation?"   04/13/2009
 
  Lorie   Holt   I am very glad that I had the opportunity to attend the town hall meeting that was conducted this morning at Pierson Auditorium. It was an excellent opportunity to become more familiar with the process and direction that the strategic plan has taken. In that presentation, the six goals were presented as well as the initatives under each and measurement pieces. Are the initiatives and measurement pieces available to view anywhere?   04/13/2009
 
  Cherlisa   Jackson   Something that was discussed at the Advisor's meeting was the idea of ranking the 17 greek-letter organizations to show outstanding academic achievement, and provide motivation to those who have room for academic improvement. I believe the idea of ranking should be kept, but instead of ranking organizations, why not rank the highest INDIVIDUAL GPAs from these organizations. I believe this will set individuals apart from the crutch of a collective organizations GPA and people will not have to worry about the negative stigma that having their organization ranked may cause. After all, a group GPA does not reflect a group's individual member GPA, but an individual GPA can draw positive attention to the group as a whole for even having a member excel to a level of being ranked. I believe that by ranking the top 10-15 INDIVIDUAL GPAs of the students in these greek life organizations this will still honor ranking, give motivation for people's desires to be showcased, and draw positive attention to those organizations with members who actually are awarded the position of being in the top 10-15 students on the campus. I would throw out the idea of ranking organizations because the type of organization and the number of members, will always be extraneous variables that will never allow equality in trying to rank an entire greek-life organization.   04/13/2009
 
  Cherlisa   Jackson   Something that was discussed at the Advisor's meeting was the idea of ranking the 17 greek-letter organizations to show outstanding academic achievement, and provide motivation to those who have room for academic improvement. I believe the idea of ranking should be kept, but instead of ranking organizations, why not rank the highest INDIVIDUAL GPAs from these organizations. I believe this will set individuals apart from the crutch of a collective organizations GPA and people will not have to worry about the negative stigma that having their organization ranked may cause. After all, a group GPA does not reflect a group's individual member GPA, but an individual GPA can draw positive attention to the group as a whole for even having a member excel to a level of being ranked. I believe that by ranking the top 10-15 INDIVIDUAL GPAs of the students in these greek life organizations this will still honor ranking, give motivation for people's desires to be showcased, and draw positive attention to those organizations with members who actually are awarded the position of being in the top 10-15 students on the campus. I would throw out the idea of ranking organizations because the type of organization and the number of members, will always be extraneous variables that will never allow equality in trying to rank an entire greek-life organization.   04/13/2009
 
      Where is instruction in this plan? Where are the undergraduates? After Goal 1 they disappear, and even in Goal 1 the objectives are vague and seem to be more about academic services (i.e., administration) than the classroom. To read this plan you'd think we were a research institute instead of a college. The students are essential to the economic well-being of the university, but they feel like they're an afterthought, and I don't blame them. In general most of what is advocated here is programs, initiatives, services, systems, partnerships, etc. -- all things that focus on administration and virtually nothing for the individual faculty member and his or her interaction with the individual student, which should be the basis of what we're doing but isn't. It's great that UMKC has professional schools, but the tail has been wagging the dog here, and this plan will only make it worse.   04/13/2009
 
      Where is instruction in this plan? Where are the undergraduates? After Goal 1 they disappear, and even in Goal 1 the objectives are vague and seem to be more about academic services (i.e., administration) than the classroom. To read this plan you'd think we were a research institute instead of a college. The students are essential to the economic well-being of the university, but they feel like they're an afterthought, and I don't blame them. In general most of what is advocated here is programs, initiatives, services, systems, partnerships, etc. -- all things that focus on administration and virtually nothing for the individual faculty member and his or her interaction with the individual student, which should be the basis of what we're doing but isn't. It's great that UMKC has professional schools, but the tail has been wagging the dog here, and this plan will only make it worse.   04/13/2009
 
  Gary   Gaddis   The committee should consider a new definiton of translatonal research, and establish an institute to enhance its study. The committee should investigate the creation of an institute to study means to better implement existing medical knowledge. Most persons think of translational research as the bridging of the gap from bench to bedside, which envisions a vibrant local biotech industry (which exists in the area for animal health, by the way). However, those who fully understand the topic of translational research consider there to be two types of this research. One is "Bench to bedside", as above. It is called "T-1". The other, the "orphan", is the second translational gap, called "T-2". T-2 is the study of the barriers to implementation of that which we already know. It is not likely to yield a big local biotech industry, but it could attract outside grants to fund the study of what works, and what doesn't, to improve the application of good evidence-based care. For instance, any emergency physician knows of the Ottawa Ankle Rules and Ottawa Knee Rules, both designed to decrease needless obtaining of X-rays and needless exposure of patients to ionizing radiation. However, we (I am an emergency physician) also don't use them for a number of reasons that are known, and probably for reasons that are not known. Similar examples exist for many specialties, if not all. UMKC could establish an Institute for Evidence-Based Medical Care and systematically study strategies to improve the implementation of evidence-based medical care. There are patient-centered and physician-centered and other health care provider-centered reasons for the second translational gap. The Society for Academic Emergency Medicine held a Consensus Conference about the topic of T-2 in 2007, and the best way to summarize the state of the art is that a research agenda has been envisioned but few are doing anything about it. (Consensus Conference proceedings are in the November issue of Academic Emergency Medicine). In 1599, an intelligent sea captain in the British Navy inadvertently performed the first randomized clinical trial, when he gave citrus to sailors on one ship under his command, and observed that all of these sailors were alive at a time when half of the sailors on the other 4 ships under his command, without regular citrus ingestion, were dead or ill with scurvy. It took 265 years until the British Navy established the requirement for access to citrus for its sailors in 1864. Moving forward in time, it was over a decade between the first published use of thrombolytic therapy for acute heart attacks and its widespread implementation. Similarly, the role of Helicobacter pylori was first published by Barry Marshall in the early 1980s, in Australia, but the broad acceptance of this knowledge did not occur until the mid 1990s. We can do better, and there is a huge opportunity to systematically study T-II. No one anywhere is doing it to any systematic or significant degree. Could UMKC step into the void and not only enhance its academic reputation, but also become a world leader? There exists a huge leadership vacuum as regards the study of T-2 issues!!! I would be happy to educate anyone interested in more detail regarding this issue. Gary Gaddis   04/10/2009
 
  Gary   Gaddis   UMKC should leave NCAA Division I. It is time to pull the plug. The University's experiment in moving up to Divison I in sports endeavors has not quite been a complete failure (for example, soccer team qualified for NCAA championship tourney in 2008, if memory serves), but it is close. Overall, it has become (to my view) a negative reflection on the University. For instance, that the basketball programs (men and women) have, over all of these years, failed to ever qualify for the NCAA tourney. The men have never even made the conference finals in the conference tourney, and other than a victory over Kansas State one year, I don't think they have ever defeated a member of the old Big Eight. Dick Vitale would refer to UMKC as a "cupcake", I am sorry to say. In other words, it sounds cruel to state, but UMKC has been and has become, to my view, a Division I in athletic pursuits in name only. One could refer to these schools as "Pseudo-Division I" So, the University's athletic endeavors, which is one of the most public faces of the school, is not favorable. However, this is not the biggest reason for my concerns. The biggest reason for my opinion is concern for the students' pocketbook. It would appear that the Athletic Department has to survive on the tax levied on students via student fees. I will illustrate: The University's Athletic Department has much less gate revenue than a broadly competitive Division I program, and certainly a lot less licensing revenue, too. The licensing revenue that UMKC receives is probably less than 10% of that generated by the members of the major conferences, such as the SEC, Big 10, Big 12, Pac 10, etc etc. This means that unless there is a wealthy benefactor underwriting the department, it absolutely has to exist funded mostly by student fees. One must ask how much of an average student's fees are used to support the athletic department, when we have such a large base of kids who live at home to save expenses, and when we have so many students who choose UMKC not only for its educational offerings but also because its cost is less out of pocket than the cost to go to a school that would force the student to leave town. How moral is it to tax the students via student fees to indulge the dreams of a few to try to become competitive in Division I, an effort that over 20 years has had very meager results.... The students could have a team to root for just as easily if UMKC were to be in Division II and compete against CMSU, Washburn, Ft. Hays, etc, and the expenses would certainly be a bit less. If that is too expensive, then Division III also exists. I think that the planning process should include a serious consideration of becoming a Division II athletic program, so that the students can still have a team to root for and around which to help build a sense of community, while the department functions at less expense. I don't want to see the athletic department eliminated but I do want to see it revised.   04/10/2009
 
      My comments below are not intended as criticisms. They are observations. I realize that colleagues have taken a great deal of time to discuss and produce this document, and I greatly appreciate that investment of time. It could simply be that a strategic plan is a very difficult thing to accomplish & agree upon. The strategic plan seems at this stage more a set of goals than a strategy to achieve them. It is like an extended explanation of our mission statement. It was brought up in the Faculty Senate (and very wisely, I believe) that a strategic plan should say something like: in years 1-2, here are our top 3 or 4 goals & our current strategic thinking about how to achieve them. This may not be possible, but the document seems diffuse (so not as "strategic" as it might be). I do not believe Student Life receives enough emphasis. It's there in the first set of goals. It should be closely linked to the presence of the arts on campus (in a different section). A vibrant student life is one in which there are many new opportunities to engage the arts: FILMS (especially documentaries & foreign films), CONCERTS, EXHIBITIONS, PERFORMANCES (all of which should be FREE or charge a minimal price FOR STUDENTS). And, of course, lectures by outside speakers, etc. Related to "vibrant student life:" Asking students to pay for Orientation strikes me as a very short-sighted idea. Students have commented negatively on this to me. Orientation should be an opportunity to be introduced to what it means to be a college student -- the serious part & the fun part. Introduction to Miller Nichols Library should be mandatory, not optional. But it should also be fun, a time when students meet new prospective students. Even a modest fee will mean that many students will not attend, and I believe it communicates a message that we should not wish to communicate. Orientation seems crucial to preparing students for what lies ahead, beginning to tie them to the campus (via friendships, etc), and their ultimate SUCCESS & RETENTION. Also, as raised in the Faculty Senate: a Vice Chancellor for just Life Sciences seems to communicate to other sciences, including environmental (&, of course, the Humanities & social sciences, etc.) that they are of secondary concern. We should be aiming to more fully support research in each field. Thank you for this opportunity to comment.   04/10/2009
 
      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. What is "translational research". Is that a typo?   04/10/2009
 
      To help save on administrators' salaries in the UM System and campuses, UM could consolidate into one position those positions that exist in each campus with the same title/responsibilities. This sole position then would travel from campus to campus with a sole agenda, responsibilities and command. In this way, communications would be streamlined, money would be saved, and decisions would be reached quicker to help the campuses and the UM System.   04/10/2009
 
      Will the committee eventually focus on strategies for creating a "vibrant learning and campus life experience"? With the new housing units, new student union and other construction projects, I would like to know how the institution will work to guarantee successful utilization of these areas in order to fit our mission.   04/08/2009
 
      Will the committee eventually focus on strategies for creating a "vibrant learning and campus life experience"? With the new housing units, new student union and other construction projects, I would like to know how the institution will work to guarantee successful utilization of these areas in order to fit our mission.   04/08/2009
 
      Looking over just the strategic plan in regards to student life on campus I don't see how it is going to actually impact "the feel" students get about life at UMKC. Currently UMKC is completely devoid of a campus life and students at the end of their time at UMKC feel almost no loyalty to this place (you can tell that from the lack of alumni donations that are given to the campus). We made good steps in adding dorms and the new UC but I don't see any more additions...   04/08/2009
 
  R. Kaye   Johnston   After reviewing the Strategic Plan Draft, there wasn't anything in the text regarding Sustainability, Natural Resource Conservation, Environmental Stewardship or anything related to protection of the environment through a common vision or related actions steps. This subject is so inner-related to all aspects of campus activities and quality of life for students, faculty and staff that it should be part of our stategic focus and plan.   04/08/2009
 
  Christopher   Howard   On Goal #1, I suggest changing "student success" to "student learning" because learning is a more specific, measureable, and desireable outcome. In general, I think the objectives need to name concrete initiatives and how they will be measured. For example, "Develop proactive systems and programs to support student success" could become: Develop proactive systems and programs to support student success, including a coordinated response to at-risk students led by the VP of Student Affairs and monthly brown bag lunches with faculty from every college within UMKC, to be measured by student retention rates and student engagement surveys. We need that level of detail in order to be able to assess whether we're achieving our plan or not.   04/08/2009
 
  Amrita   Burdick   A further explanation of the context of my suggestions regarding wording of the bullet points. Since universal health care is a hot topic these days and since it likely will be the focus of some federal -- and maybe state-- spending as we try to get the economy going again, it seems wise to include patient care as a strong part of our strategic plan.   04/08/2009
 
  Amrita   Burdick   I think we need to continue to highlight education (and patient care relationships) as well as research. A part of the library's role on campus is to facilitate skills for lifelong learning and I think that needs to be added. Here are some suggestions about existing bullet points on the draft. Develop proactive systems and programs to support student success ADD -- [and lifelong learning]. Implement organizational and administrative strategies to create meaningful collaborative partnerships with the Kansas City Life and Health Sciences research ADD [and patient care] communities. ADD [Continue to support existing programs and] implement new Life and Health Sciences graduate, doctoral, professional and interprofessional education initiatives.   04/08/2009
 
      I did not find any explicit mention of Engineering and Computer Sceince in the strategic plan.   04/08/2009
 
      what concerns me most is that creation of several more layers of administration (for which no funding nor space was asked for or allocated) to create programs for which no one has expressed interest in (co-hires) and that creates the potential for conflicts between schools that would be unresolvable and detrimental to the University. If all it took to solve the issues around research support and research success was to create a couple of advisory boards and administrative positions – then we would have had this nut cracked several advisory boards ago. The bottom line should be that there needs to be a development effort to put the resources into creating the infrastructure. If that one thing were done – we’d be moving forward – take out all the other pie in the sky nonsense – or just include the several past reports that has the same stuff in it. Of further concern is that there is NO MENTION AT ALL about the professional education component of these schools – this is UNBELIEVABLE   04/08/2009
 
  Barry   Daneman   As a broad statement of where the University wants to go, I think this does a pretty good job. It reads a little like a PowerPoint presentation, however. The bullets are suggestive, but I found myself always feeling the desire for greater specificity. I suspect (or at least hope) that action planning of some sort will fill in the blanks. The key questions I have are these: How does the plan connect to those aspects of university life that truly shape faculty and staff decisions: -- budgeting -- fund development -- career rewards -- promotion and tenure How does it connect to those processes that ultimately determine the composition of our student body: -- marketing -- admissions requirements -- curriculum -- financial aid -- student support services None of the bulleted activities under the goal headings seem to speak to these issues. If the answers to these questions are to be the result of some future planning process, so be it. But for the time being, the absence of specificity makes the plan seem a wee bit untethered.   04/06/2009
 
  Julie   Warm   Advance Urban Engagement - Thank you for the opportunity to comment on the strategic plan draft. We were pleased to see that the opportunity for community engagement emerge as a critical element of the plan. The Gateway Program is excited to be a partner in developing systems to increase community members’ access and integrating the campus community into the greater Kansas City community. Julie Warm and Alexis Petri   04/06/2009
 
      Good focus on supporting the students and academic departments. There is nothing about better supporting staff and faculty so that we can be of most benefit to the students and overall mission.   04/06/2009
 
  Thomas   Nienaber   The goals are excellent but they seem rather broad. Are there any proposals regarding how the ideas will be transferred from paper to reality?   04/06/2009
 
  Suzanne   Gauch   The links on the minutes of each paragraph for each section area are broken. The only page or information that comes up is an error page. Please email me back when they are fixed I like to read what the committee is reporting. Because I compile all of the content and marketing materials for the Health Sciences Campus(Med School and others), I like to read and keep up on what decisions are shared. Here is the link below from the page where the links are broken, however it is inside the minutes pages within each paragraph where the links do not connect to the information the sections refer to. https://www.umkc.edu/StrategicPlanning/Committee/ Thanks   04/06/2009
 
  adam   maxwell   In general, through what systems or processes will these goals be implemented? Workshops? Training? Seminars? Just wondering. What is a "high impact" educational experience? Lastly, I agree that using the word "excel" puts more weight on visual and performing arts in particular. I would have no objection to using it, but just wanted to make sure that's what was intended and to comment that, in my opinion, it does elevate its priority.   04/04/2009
 
  David   Achtenberg   Someone who read the Strategic Goals and Objectives would not know that the campus has a business school and a law school. If the vision is to have a campus with "signature graduate and professional programs," shouldn't there be something in the Goals and Objectives that deals with the non-health related professional schools?   04/04/2009
 
  Chris   Rice   Oops! I just sent you an early draft of my feedback. Please allow me to substitute the following for my submission a few minutes ago: One glaring deficiency stands out to me: there isn't anything under "Strategic Goals and Objectives" that supports the part of the Mission Statement that reads, "...to develop a professional workforce..." While there is plenty of attention given to the University's research endeavors, the current draft lacks definitive action steps to improve our ability to help provide Missouri with the health professionals it lacks today and is predicted to need in the future. One minor editorial suggestion on the Mission Statement: I would suggest replacing the third "and" with a semicolon. It would then flow more smoothly: "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; collaborate in urban issues and education; and to create a vibrant learning and campus life experience."   04/04/2009
 
  James   Hottel   I have heard information about the strategic planning comittee discussing the idea of a greek row. Myself and many other greeks would like to see/hear more information on this. We are very excited. However, I cannot seem to find anything on this website about these discussions. Any help?   04/03/2009