Renovating the University

1. Renovating the University Looking Back; Looking Ahead May 6, 2008

2. Presentation Overview • The January 2006 Picture • What We’ve Achieved • Where We Are Going • What Must Be Done • The Task Ahead

3. UMKC -- January 2006 • Rife with conflict • faculty-administrators • students-administrators • faculty/staff/students of color-others • community-university • Beset with significant financial challenges • $14.2 million in bonded debt and deficit balances • $13 million shortfall to finish Nursing/Pharmacy Building • $22 million of operating budget used for financial aid • No relationship between revenue generation and allocation • Inefficient academic structure

4. UMKC -- January 2006, Continued • Facing a serious facilities deficit • Only 4 buildings built between 1980 and 2005 ($70 m) • Insufficient student housing, recreational, and activity space • Insufficient and outdated research space • Insufficient and outdated instructional space • Encumbered with an inefficient academic structure • Imbalance between undergraduate & professional students • Percentage of residential & full-time students too small • Medical school faculty employment out of line with national practice

5. What Has Been Done • Ameliorated most of the existing conflict (2006-07) • Created an Office of Diversity, Access, and Equity (S07) and established mandatory training • Over half of full-time faculty and staff have completed compliance training • On-line training set up for part-time faculty and staff • Created $10 million in administrative savings that were allocated to academic units (2006-07) • Outsourced a number of activities (bookstore, bus service, printing and copying, property management) • Eliminated or restructured several centers & institutes • Completed $200 million capital campaign (June 07)

6. What Has Been Done, Continued • Hired a new administrative team • Vice Chancellor for Student Affairs (May 06) • Associate Vice Chancellor for Human Resources (May 07) • Deputy Chancellor for Diversity, Equity, and Access (Feb. 07) • Director of Affirmative Action (Feb. 07) • Director of Athletics (March 07) • Deputy Chancellor for External Relations (April 07) • Provost (February 08) • KC Rep Artistic Director (May 08) • Interim Vice Chancellors of Administration and of Advancement and Interim Budget Director • Searching for Deans of Conservatory, School of Computing and Engineering, and Bloch School

7. What Has Been Done, Continued • Developed a new budget model that aligns revenue generation with budget allocations (1st phase FY09) • Obtained approval and/or financing for $173 million in new construction • Chiller replacement (financed through a performance contract) -- S08 • Oak Place Residence Hall (developed through a public-private partnership) -- F08 • Nursing/Pharmacy Building completion -- S09 • Cherry Street housing replacement -- F09 • Durwood Soccer Stadium -- F09 • Miller Nichols Library Phase I expansion – F09 • Student Union -- F11 • Developed plans to pay off debts & obligations (in progress)

8. What Has Been Done, Continued • Progress on expanding the educational pipeline • IUE is on target, with a national advisory board established & the first class graduating next year • Early college high school will open F08 at SW High • Special program for training math and science teachers (KCTeach) is in the planning stage • New articulation agreements signed with KCKCC • Established Hispanic Advisory Board and Black Community Partners • Progress on the entrepreneurship initiative • Kauffman match for IEI has been renegotiated, and all matching funds required for the first five years ($3.2 million) have been raised • About 25% of the money needed at the end of five years ($3 million) has already been raised

9. What Has Been Done, Continued • Alumni participation has increased significantly • Events have been held in 15 cities, with 8 more scheduled for 2008 • Participation has grown from 7.65% to 8.19% as we have made 2,417 first time contacts with alumni • 265 new donors with new gifts totaling more than $65,000 • Intercollegiate athletics has been revitalized as a new AD and new coaches have been hired • New marketing campaign that focuses on student recruitment has been implemented • Spring on-campus student credit hours up by 10.8%

10. Where Are We Going Vision UMKC will become a model urban research university characterized by signature professional programs, a dynamic undergraduate population, a highly diverse faculty, staff, and student body, and active engagement with its city and region

11. What Must Be Done • The university must be restructured • The university must focus on revenue generation even as it continues to identify cost reduction opportunities • The university must continue to build facilities rapidly to overcome the current facilities deficit • The university will formalize its strategic plan through a well designed, inclusive process

12. Restructuring the University • We must “flip the university” • increase undergraduate enrollment until the proportion of undergraduate students grows from just over half to 75% • increase retention and graduation rates • expand transfer agreements with community colleges • expand the educational pipeline through dual credit offerings and early college high schools • increase the proportion of full-time students from 57% to 75% and residential students from 7% to 11% • Hire medical faculty through the School of Medicine

13. Focusing on Revenue Generation • Tuition • 50% of our operating budget comes from tuition • A 25% increase in student credit hour production would produce $20 million in unrestricted funds • Sponsored Program Funding • UMKC generates about $40 million a year • We can double this with restructured medical faculty, new hiring, and a new research facility • Private Fundraising • Endowed scholarships reduce pressures on operating budgets and help attract the best students • Endowed professorships attract the best faculty • Some private capital will be needed to help fill the funding gap for facilities

14. Building New Facilities • Many of the facilities needed to enhance student life are under construction or have been approved. We still need • Student life facilities on Hospital Hill (housing and wellness/recreation center) • An arena for athletics that includes some classrooms • New facilities are also needed to advance the academic mission of the institution • Conservatory Building • New School of Medicine/research building • New School of Dentistry/research building • Miller Nichols Library Phase II expansion (classrooms)

15. Strategic Planning • We will coordinate our strategic planning with UM System strategic planning • We will develop an inclusive process that involves a wide range of constituents • We will examine models of great public urban universities around the country • University of Pittsburgh • Arizona State University • University of Alabama-Birmingham

16. The Task Ahead Includes • Developing creative financing mechanisms for facilities (e.g., tax credits, public-private partnerships) • Raising private dollars to close the funding gap for facilities • $20 million for the Conservatory Building • $10 million for Phase II of Miller Nichols Library Expansion • $30 million for Medical School Education and Research Building • $25 million for an Arena • Completing the IEI match -- $10 million needed

17. The Task Ahead Also Includes • Raising private dollars to endow scholarships • $30 million endowment for the Conservatory • $10 million for the Theater Department • $5 million for IUE • $30 million for the Health Sciences • $35 million for the general scholarship fund • Raising private dollars to endow professorships -- $50 million

18. With Sincere Thanks for Joining This Exciting and Important Effort