Presidential Evaluation Narrative Prepared for the University of Central Missouri

Board of Governors

By: Dr. Charles M. Ambrose Academic Year 2010-2011

Thank you for the opportunity to respond to these questions related to presidential performance for the academic year 2010-2011. We have appreciated the opportunity to become a part of the University of Central Missouri community and stand ready to provide additional information that you may require to complete the evaluation process. BOG Policy 1.2.050 IIIA. - The university president will annually prepare a narrative report that addresses: (1) The progress of the university toward established goals: The work of positioning the University of Central Missouri in cooperation with the Board of Governors began in June 2010 with the appointment of a Transition Planning Team facilitated by Dr. Gordon Lamb [interim president June-July, 2010]. The Transition Planning Team met with 24 different constituent groups and provided a foundation for the wide range of priorities that were required to prepare for an effective presidential foundation while at the same time leading the institution to meet both the challenges and opportunities that the 2010-2011 academic year presented to the University of Central Missouri. The priorities of the academic year were also further refined by the economic challenges faced by our Nation and the State of Missouri and a focus of the Governor’s State-wide Summit on Higher Education in August 2010. As the new president of the University, I outlined four institutional priorities to guide our work together focusing on:

• Enhancing the Value Proposition for the University • Being a Mission-Driven University • Providing enhanced opportunities for Partnerships/Collaboration • Heightening Sense of Responsibility for Student Success

The following points of progress outline the movement of the University toward fulfilling these goals:

• Implementation of the Association of Governing Board’s Strategic Governance Model for Student Success.

• Utilization of nationally recognized leaders in higher education to build the strategic governance model including Rich Novak, Ellen Chaffee, Terry McTaggart, and Rick

Staisloff. The model provides for an institution-wide engagement in strategic governance and leadership; strategic resource allocation model; and, productivity [including both institutional effectiveness and efficiencies]. The process began in October 2010 and continues throughout the entire academic year.

• Development of the Strategic Resource Model with four defined areas of measurable

objectives to re-position the institution and prepare for the new fiscal realities challenging public higher education.

Significant progress was made throughout the year on the four primary components of the Strategic Resource Model attributed to a campus-wide engagement in the process. Over $3.5 million dollars in FY 2010-2011 were generated by saving salary dollars held in open positions and tuition revenue over budget. A fundamental change was made in the fiscal management of the University moving from a de-centralized resource allocation to a University-level budget model. The academic

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program review began in August and culminated with a series of recommendation made to the Board of Governors in the spring semester. The report of the Administrative Review will recommend nearly $2.0 million dollars in base budget savings and a revision to the Administrative leadership structure of the University. This amount includes the reduction of net savings from the Office of the President of over $300,000. Additionally, total gifts to the Foundation increased $1 million over the past year. These changes equip the University to manage through the loss of state appropriations, maintain a stable employment base, hold the increase in tuition to the rate of inflation [over the last three years], and provide resources for a compensation increase.

• The Strategic Resource Model included a communications plan that utilized a series

of Administrative Memorandums to keep the University community engaged in the process and aware of the implications of plan.

A. Memo I – Overview of Plan and 90-Day Hiring Freeze B. Memo II- Academic Program Review C. Memo II-A – Update on Academic Program Review D. Memo III – Response to MDHE on Program Review E. Memo IV – Overall Progress Report F. Memo V – Re-Structuring Academic Colleges and Departments G. Memo VI – Organization of Administrative Review H. Memo VII – Administrative Review Report [to be released after June Board of

Governors Meeting].

• Initiated a focused strategy in enrollment management with allocation of new resources and appointed of Dr. Sluder as Associate Provost for Enrollment Management. University posted largest spring semester enrollment and anticipate an increase across all programs for Academic Year 2011-2012.

• Development of the Choose Red Campaign in support of enrollment management

goals and to raise the market/brand visibility of the University.

• Recognized as a model community engagement program by the NCAA that resulted in a $50,000 grant that engaged the University, High School and key Warrensburg constituencies in a community visioning project.

• Participated in campus-wide conversation in each of the five colleges and most

academic departments throughout the academic year.

• Engaged in a wide-range of student activities throughout the academic year [ranging from Residence Hall Programs, in-class discussions, lunch conversation in each of the campus dining facilities, student walks with the President, SGA forums etc…].

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• Representation with national higher education and other related groups:

A. Policies and Purposes Committee of the American Association of State

Colleges and Universities. B. Presidential Task Force to Create Greater Access to Higher Education by the

United States Tennis Association. C. Community Engagement National Conference for DII of the NCAA. D. National Conference of the Association of Governing Board. E. Department of Defense - Joint Civilian Orientation Corp. F. National Security Forum - Department of the Air Force

• University provided public policy leadership including:

A. Development of position papers for UCM’s Public Policy Initiatives. B. Participated in discussion/testimony with House Appropriations Committee,

Senate Appropriations Committee, and House Military and Veterans Affairs Committee.

• Development of Enhanced Relationships with Whiteman Air Force Base including

the allocation of resources to the “Whiteman Advantage, “ an Office of Military and Veteran’s Affairs and engagement with the Base Community Affairs Council/Chamber Committee on Military Affairs.

• Enhanced Cooperation and partnerships with Community Colleges including

Metropolitan Community College, Linn State Technical College, and State Fair Community College.

• Increased presence in Independence, Missouri with the opening of dedicated space

gifts by the local chamber of commerce.

• Increased productivity by the Office of Advancement with recruitment underway for Advancement leadership and the ongoing development of the case for future endowment building and capital focused campaign.

• Major capital projects were initiated or completed including: Hangars at Skyhaven

Airport, Clubhouse at Pertle Springs, Roof replacements for residence halls and Elliott Union, HVAC upgrade to the Art Center, Energy Savings Project, and the Morrow-Garrison /Student Recreation & Wellness Center.

The 2010-2011 academic year provided significant momentum for the University throughout a wide range of programs including: five major accreditation visits, strong fiscal performance, outstanding student achievements in academic, athletic, and co-curricular engagement, and the strong ongoing commitment of faculty and staff committed to the student’s success at UCM.

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(2) The progress of the university president toward his/her established job targets:

The role of the President as defined by the Board of Governors in the leadership statement includes the following characteristics: an understanding of public higher education; strategic leadership and shared governance; vision focused with ability to communicate; spokesperson for core values, institutional advocacy; recruitment and retention of highly qualified faculty and staff, value diversity, energetic, advancement minded, team oriented for senior leadership, meaningful Board relations, and other related institutional values. Following the first academic year on campus, I am grateful for the opportunity to utilize 12 years of presidential experience and a career that has been based in both public and private sectors of higher education in a University with both the breadth and depth of the University of Central Missouri. This year has included the utilization of a range of experiences and relationships to meet many of the aforementioned position requirements including:

• Appreciation for the working relationship between the President and the Board of Governors in support of the strategic leadership for the University.

• Utilization of a defined governance process to engage the campus community to move UCM forward with the current economic, educational, cultural, and political environment.

• Sincere appreciation for the quality and commitment of a strong faculty and staff that provide a demonstrated focus on student success.

• Implementation of comprehensive academic and administrative reviews that serve to reshape the delivery and support of programs and people.

• Engagement with the student body to learn and provide direct access to decision making and planning that looks to the future potential of UCM.

• Opportunities to represent the strength of UCM to the Missouri Department of Higher Education, Governor’s Office, the State Legislature, and other public policy assets that impact the role and mission of the University.

• Engagement with the communities of Warrensburg, Johnson County, Metro-Kansas City and the State, that underline the value and place of UCM.

• Relationship building with Whiteman Air Force in support of military service members, their dependants, and veterans.

• Ability to improve and enhance net revenue production through enrollment growth and university fund-raising.

• Ongoing care and nurturing of University values and traditions that provide work/life balance for University faculty and staff.

Our family has enjoyed the transition to Warrensburg and the UCM community. It is my hope that the strengths, experiences, and relationships are aligned with the great sense of institutional potential to help re-shape the value, relevance, and meaning of UCM within the context of public higher education in the State of Missouri.

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(3) The university president's perception of the current state of the university: The current state of the University of Central Missouri provides the institution with a very strong and distinct place within public higher education within Missouri. Recognized for responding aggressively to the new normal for public higher education, places the University in a leadership position to provide the innovations/change management required to provide increased services and programs, serve more students, generating new sources of revenue, all at the same time the state appropriation for higher education have declined and at best would remain stable in the years ahead. The University is also positioned to grow because of the value proposition presented to students while at the same time maintaining a strong sense of personalized community that makes the University special. UCM is strengthened by its historical commitment to education and service. The following positive factors enhance the potential for UCM:

• Fiscal stewardship and financial management • Innovative programs and willingness to partner/collaborate • Positioning of Adult and Graduate Education based in the Summit Center • 80,000 plus alumni and friends of the University • Campus engagement with community • Increased demand by communities for education programs and services. • Attention on student success • Board leadership and willingness to innovate • Quality of workforce [Faculty and Staff] • Positioning with Missouri public higher education • Applied learning model that links learning, experience and service • Campus appearance and positive perception from campus visitors • Capacity to Grow • Capacity to transform residence life and facilities • Engagement of students in co-curricular program • Less than catastrophic state funding environment for Missouri higher education • Positive enrollment trends • Ability to partner to provide economic and community development in Johnson

County and Metro Kansas City.

The overall state of the University is in a positive position with significant potential to yield an entire new level of quality, recognition, support, and student success.

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(4) The university president's proposed plans and strategic goals for the coming

year: The following goals for the FY 2011-2012 year represent a starting point with the Board of Governors for the priorities and objectives for the University. Goal One: Continue the Development and Implementation of the Strategic Governance Model for Student Success to enable the University to maintain the momentum through the new economic reality for higher education. Goal Two: Build a new strategic positioning platform that serves as the basis for future enrollment management, fund-raising, marketing/branding, community building, and alignment of resources that elevates the recognition, resource development, and engagement in the life of the University. Goal Three: Grow enrollment an average of three percent across all University programs and delivery systems. Provide a measurable objective to increase the retention and successful graduation rates for returning students. Goal Four: Develop clearly defined and innovative partnerships with community colleges, school districts, and business/industry/corporations. This goal includes the design of new and extended programs from our extended campus in Lee’s Summit with the potential of a new campus of innovation for the State of Missouri. Goal Five: Fully implement the recommendations of the Administrative Program Review and Organizational Re-Structuring including the recruitment of leadership for the Advancement Program and the newly created position Human Resources/Chief Diversity Officer. Goal Six: Design the innovative student-learning based outcomes that fully integrates the curricular and co-curricular programming of the University to enhance both student experience and success. Goal Seven: Define measurable dashboard for the Board and campus communities that measures the progress of the University’s value proposition, mission, partnerships, and student success. Goal Eight: Define a capital projects and facilities plan that addresses maintenance/repair, campus master plan, and a process to transform the residence housing options for students.

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Dr. Charles Ambrose Presidential Goals and Evaluation Narrative

Prepared for the University of Central Missouri Board of Governors

FY 2012

On behalf of my family, we are grateful to be a part of the University of Central Missouri (UCM) community, and I am appreciative of the support provided by this community to accomplish the goals, objectives, and new initiatives that are outlined within this document. Two years ago as I prepared to become the institution’s president, I sensed the potential that was available to institutions with the scope of mission, history, and culture that our University possesses. Hopefully, the past 12 months have moved UCM one step closer to our potential even as we are challenged with a very dynamic environment for higher education within our state and nation. Our work together and the Board’s focus on Strategic Governance is an important strength that contributes to our institutional momentum and I look forward to continuing to reach toward our goals and enhance the service and experiences that we provide to students. BOG Policy 1.2.050 IIIA. – The university president will annually prepare a narrative report that addresses: (1) The progress of the University toward established goals: A strong and continuing focus has been maintained on the institutional priorities that I outlined for the University in September 2010 as core to the Strategic Governance Model for Student Success that include:

• Enhancing the value proposition • Being Mission-Driven • Providing enhanced opportunities for partnerships/collaborations • Heightening a sense of responsibility for student success.

The eight goals that I outlined in last year’s narrative for FY 2011-2012 are listed in this document and serve as the basis for this narrative, reporting institutional-wide points of progress for the past 12 months: Goal One: Continue the Development and Implementation of the Strategic Governance Model for Student Success to enable the University to maintain the momentum through the new economic reality for higher education. The Strategic Governance Model developed in cooperation with the Association of Governing Boards (AGB), is serving as the framework for decision-making and resource allocation for the University. The model is also used as a communication tool to increase the awareness and

engagement of the entire University community in moving the institution forward. The following Strategic Resource Allocation model and subsequent set of bullets tracks the progress that we have made on revenue growth, fiscal management, academic program viability/productivity; and administrative efficiencies over the past year.

• June 2011 – Completed the Administrative Review process [accomplished in 90 days during Spring 2011 semester] utilizing six Rapid Response Teams to produce $2.0 million dollars in recurring administrative savings within the University’s General Fund for the FY 12 budget and an additional $944,000 for FY 13 budget. Memorandum 7 – “Administrative Review Outcomes” and Memorandum 8 – “Organizational Changes” were provided to the campus.

• July 2011 – Implemented a restructuring of the administrative organization that

included the positions of the Chief Learning Officer and four Vice Provost positions that included Enrollment Management; Student Experience & Engagement; Information Technology; and Institutional Effectiveness and Assessment.

The Strategic Governance Model was used as a tool for the reorganization and as a tool in the recruitment of a new Vice President for Development and Provost/Chief Learning Officer.

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• September 2011 – Utilized the Strategic Resource Model to begin the budget process

for FY 13 and a Board of Governor’s review of the accomplishments of FY 2011 performance and the required process for FY 12.

• October 2011 – Memorandum 9 – “Provost-Chief Learning Officer Search” was released

to the campus and provided the timeline/process for filling this position.

• November 2011 – Held a Board of Governor’s work session that included institutional key constituent groups [facilitated by Rick Staisloff] to define institutional metrics and dashboards that link to the State’s performance funding model and provide accountability for institutional performance. Memorandum 10 – “Institutional Metric Positioning and Platform” was released to the campus.

• February 2012 – Memorandum 11 -- “FY 2013 Budget” was provided to the campus

and outlined some of the strategies UCM would use to address fiscal challenges in the FY 2013 budget.

• April 2012 – Memorandum 12 – “Continuing to Move Forward During Challenging Times” provided an overview to the campus of our successes during this fiscal year and a preview of the proposed FY 2013 budget based on a 7.8% or 0% decrease in state appropriations. The University’s building of the Strategic Governance Model for Student Success was featured in two facilitated sessions at the 2012 annual meeting of the Association of Governing Boards (April 2012) and is the foundation of a future Trusteeship article.

The cumulative effect of the Strategic Resource Model is allowing the institution to manage through a significant loss of state appropriations, maintain tuition increase below the annual rate of inflation, serve the largest number of student’s in the University’s history, and maintain institutional momentum. Goal Two: Build a new strategic positioning platform that serves as the basis for future enrollment management, fund-raising, marketing/branding, community building, and alignment of resources that elevates the recognition, resource development, and engagement in the life of the University. Under the leadership of Dennis Cryder, a process was initiated that was used to build a new Strategic Positioning Platform that included focus groups, constituent surveys, and sequenced conversations with the Board of Governors, President’s Cabinet, academic leadership,

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students organizations, and the external community. The design team also engaged nationally recognized individuals, Jeff Jacobs and JoJo Rheinbold, to assist in the design and use of the platform. The following reflects the progress made in this effort:

• September 2011 – A presentation was made to the Board of Governors outlining the process of building the platform and its impact on the Choose Red Campaign and related items, e.g. new mobile application, pamphlet, television commercials (English and Spanish), radio advertisements.

• November 2011 – The UCM Strategic Positioning Platform was introduced to the Board

along with its three primary attributes of destination, alignment and value for the University. The messaging and key attributes serve as the foundation for all activities that position the university as distinctive and of value to the students we serve.

• April 2012 – UCM’s Strategic Positioning Platform was presented at a NCAA- sponsored

president’s meeting that included members of the President’s Council and all conference chairs in Division II.

Goal Three: Grow enrollment an average of 3 percent across all University programs and delivery systems. Provide a measurable objective to increase the retention and successful graduation rates for returning students. Success in the area of enrollment management includes:

• In August 2011, the University welcomed the largest number of students enrolled at UCM with a 3.4 percent increase in enrollment. The enrollment initiatives were due to the leadership of the Vice Provost for Enrollment Management and the Enrollment Management Team, Deans, Department Chairs, faculty, and a campus- wide focus on expanding service, course offerings, and schedules to accommodate 1,689 first-time students, 966 transfer students, and a total student body of 11, 750.

• Enrollment management efforts have resulted in increased (1) prospective student

pool; (2) applications and acceptances; (3) campus visits; and (4) housing and institutional revenue.

• A retention team was established in the Spring 2012 semester to build a

comprehensive retention plan and utilize strategies to enhance the Spring 2012 enrollment into the Fall 2013 semester.

• The University maintained a 3-percent increase for student instructional and general

fees based on the CPI, which represents an annualized rate of 1.8 percent over the last four academic years.

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• A regular enrollment management report has been provided monthly to the Board of Governors that maintains an institutional focus on enrollment goals for FY 2013. FY 2012 momentum on enrollment management initiatives have been maintained during this current year with a goal of increasing enrollment 3.4 percent again for FY 2013 across all programs, representing an additional $3.9 million in institutional revenue.

• A full year of the “Choose Red” campaign continued to build broad awareness and

appreciation for the value of the UCM experience. Goal Four: Develop clearly defined and innovative partnerships with community colleges, school districts, and business/industry/corporations. This goal includes the design of new and extended programs from our extended campus in Lee’s Summit with the potential of a new campus of innovation for the State of Missouri. Two major initiatives in this area include The Whiteman Advantage and the Missouri Innovation Campus and have provided the University the opportunity to establish and build strong relations with Whiteman Air Force Base and a number of educational and industry partners in Missouri. The Whiteman Advantage

• June 2011 – Creation of a new Military and Veterans Tuition Rate package that enables active service members to fully utilize military benefits and grow enrollment as a part of the Whiteman Advantage.

• November 2011 – Dedicated the new Military and Success in the Elliot Union to establish a one-stop service center for all Military and Veteran initiatives. Also hired a Director of the Center.

• March 2012 – Established the Command Pass that provides all active service-members

and their dependents access to all intercollegiate athletic events.

• Continued progress is being made through the Department of Justice grant and formation of the Communities of Responsible Choice targeting underage drinking in the community; a new county-wide law enforcement cooperation established; a new business model being used by local restaurant/bars to reduce alcohol-related violations; and multiple events engaging airmen and UCM students in service and campus activities.

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The Missouri Innovation Campus

• In Fall 2011, work began to establish a Missouri Innovation Campus [MIC] under the leadership of the University and in partnership with the public sector including the City of Lee’s Summit, Metropolitan Community Colleges; the R-7 Lee’s Summit School District; Missouri Department of Economic Development; Missouri Department of Higher Education; Governor’s Office; and from the private sector Exergonix, Inc.; Cerner Corporation; DST Systems, Inc.; and ProEnergy Services.

• A Lead Facilitator’s Group (LFG) was established to facilitate the development of the

pilot project, and includes the Commissioner of Higher Education, Governor’s Advisor on Education and representatives from every partner organization. The LFG formed three major project teams focused on building a new curriculum, business model, and facilities plan for the Missouri Innovation Campus.

• A new partnership was established and developed with the Lumina Foundation

(Indianapolis, IN) to assist in building teaching tools, discerning public policy implications, and creating measurement/assessment processes for the Missouri Innovation Campus.

• In January 2012, the University signed a new Technology Resource Center memorandum of Understanding as educational coordinator for the Missouri National Guard.

• In February 2012, Governor Nixon announced the establishment of the MIC in Lee’s

Summit and the award of a $500,000 startup grant to UCM. He also provided a pool of $10 million dollars to all public institutions in Missouri to stimulate innovation programs within their local communities.

• In March 2012, the Missouri Innovation Campus in partnership with the Missouri

Department of Economic Development sponsored a statewide workshop on educational innovation and the newly established Missouri Innovation Grant Program utilizing Community Development Block Grant funds to seed innovation projects across the state. UCM is eligible for an additional $1.0 million in grant support from this competitive program.

• In April 2012, the first class of students was recruited into the pilot program for Fall

semester 2012. Discussions have begun with other schools districts outside of the 10 served by the R-7 Summit Technology Academy including Warrensburg and Clinton, Missouri.

• Also in April 2012, a significant college completion initiative was formalized with State

Fair Community College that includes alignment for programmatic and degree articulation as well as a ground-breaking reverse articulation process that enables students to receive Associate’s degree from SFCC utilizing UCM courses to fulfill requirements. 6

Goal Five: Fully implement the recommendations of the Administrative Program Review and Organizational Re-Structuring including the recruitment of leadership for the Advancement Program and the newly created position Human Resources/Chief Diversity Officer. With regard to administrative organizational changes:

• In June 2011, the Board of Governor’s approved a new organizational structure for the University that was recommended as part of the Administrative Review and aligned with the Strategic Governance Platform.

• New Senior Leadership was formed with the change of Provost to Chief Learning

Officer and new broadened responsibilities for: John Merrigan, Rick Sluder, Shari Bax, Jim Graham, Mike Grelle, and Chris Wellman.

• Jason Drummond began his duties as Vice President of Development/Executive

Director of the Foundation in October 2011.

• In January 2012, a recommendation was made to delay the hiring of Chief Diversity Officer/Senior Human Resources position as a part of hiring freeze and institutional budget strategy.

• In March 2012, following a search process that began in August 2012, Dr. Deborah

Curtis was hired as Provost/Chief Learning Officer effective July 2012. Goal Six: Design the innovative student-learning based outcomes that fully integrates the curricular and co-curricular programming of the University to enhance both student experience and success. Successes and initiatives integrating curricular and co-curricular programming that enhance student success include:

• The appointment of a Vice Provost for Student Engagement and Experience, realignment of student development programs and positions, and the introduction of the Strategic Positioning Platform have contributed to the building of the foundation for broader recognition of this as a distinct characteristic of UCM.

• Fall 2011 – the Vice Provost initiated a survey of all academic program initiatives

involving service or engaged learning for Student Engagement and Experience.

• The Office of Career Services assumed additional responsibilities for coordinating on-campus employment opportunities for students to complement its student- success record of a 90% or better placement rate for graduates for 18 consecutive years.

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• Service engagement for students across all campus activities has increased. A campus-wide project was launched that includes an education Habitat for Humanity partnership between UCM and the R-6 Warrensburg School District.

• Development of the Steward Scholars program to engage student learning with

extraordinary experiences in the Harmon College of Business. A five-year startup of the program included a $500,000 gift to support the student’s curricular and co-curricular program.

Goal Seven: Define measurable dashboard for the Board and campus communities that measures the progress of the University’s value proposition, mission, partnerships, and student success.

• In August 2011, Rick Staisloff began the process with the Board of Governor’s to define institutional accountability metrics and the extended academic program performance model as a part of the Strategic Resource Model.

• In November 2011, another work session was held with the Board and key campus

constituents to define key institutional metrics for use in tracking institutional momentum.

• In March 2012, an update was provided to the Board on institutional metrics. This

included a redefinition of peer institutions for comparative data and a goal of completion for the project so that data can be utilized during the FY 2013 academic year.

Goal Eight: Define a capital projects and facilities plan that addresses maintenance/repair, campus master plan, and a process to transform the residence housing options for students.

• In August 2011, a Board work session was held that included a campus tour. This was the start of the process to: (1) determine how we care for our existing facilities with available resources; (2) outline expectations in the Master Plan and identifying the resources to achieve them; and (3) establish a new relationship between the residence halls and the student experience.

• In February 2012, an update of the Campus Master Plan was provided to the Board that included new planning concepts for a mixed-used residence hall and retail facility, stadium district upgrades, campus arts gateway and renovation to Hendricks Hall, the fraternity complex, and improvements at Pertle Springs.

Significant progress was made on each of the eight goals outlined in last year’s presidential evaluation narrative. This institutional momentum was stimulated through the use of the Strategic Governance Model, leadership of the Board of Governors, and a campus-wide commitment to the University’s mission and student success.

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(2) The progress of the university president toward his/her established

job targets: “The role of the President as defined by the Board of Governors in the leadership statement includes the following characteristics: an understanding of public higher education; strategic leadership and shared governance; vision focused with ability to communicate; spokesperson for core values, institutional advocacy; recruitment of a highly qualified faculty and staff, value diversity, energetic, advancement minded, team oriented for senior leadership, meaningful Board relations, and other related institutional values.” The second year at the University of Central Missouri has afforded a number of new opportunities to all for advocacy and representation on behalf of the institution, our mission, and the stakeholders that the University represents. The breadth and depth of relationships that offer opportunities to build reputation and partnerships include:

• Ongoing use of the Strategic Governance Model to guide the working relationship between the Board, President, campus constituencies, and outside contributors such as the Association of Governing Boards.

• Positive campus relations with governance groups and engagement in strengthening

the service, recruitment, and success of students through campus-based communication tools and engagement.

• Service on the American Association of State Colleges and Universities Policies and

Purposes Committee that charts the vision for the future of public colleges and universities.

• Service as the presidential member of the Higher Education Task for the United States

Tennis Association seeking to increase college going rates through the educational assets of the USTA.

• Membership on the Missouri Team for Complete College America that included the

Commissioner of MDHE, Governor’s Advisor for Education, Chairs of House and Senate Education Committees and President of the BTC campus of Metropolitan Community Colleges. Team developed legislative agenda for college completion moving through the legislature this session.

• Ongoing mentor in the First Time Chancellors program and orientation visit to the

University of Hawaii Hilo in October 2011.

• Panelist in the Kansas-Missouri Summit on Access, Attainment, and Completion in November 2011.

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• Provided legislative orientation for Missouri Innovation Campus.

• Provided legislative testimony for:

(1) House Budget Committee (2) House Education Committee for HR 1042 – College Completion Bill (3) Senate Education Committee for SB 455 – College Completion Bill (4) Senate Appropriation Committee for FY 2013 Budget on behalf of the Council

for Public Higher Education

• Invited by AGB to facilitate session focused on the Strategic Governance Model and by the NCAA focused on the Strategic Positioning Platform.

• Served as a host for an ACE Senior Fellow for the fall semester 2011.

• Active Member of Johnson County Administrators Group that facilitates cooperation on

behalf of the Warrensburg Chamber of Commerce, Johnson County Economic Development Commission, Western Missouri Medical Center, Whiteman Air Force Base, City of Warrensburg, and the Warrensburg School District.

As president of the University, I appreciate the institutional spirit of collaboration and cooperation that is the foundation for the work required to fulfill the requirements of the position. The accomplishments of the past year and the reshaping of the destination, alignment, and value of the University are dependent upon the strength of many internal and external stakeholders working together. This is a feature of UCM that as president I am grateful for and one that I hope to enhance and accelerate. (3) The University president’s perception of the current state of the

University: The University of Central Missouri is uniquely positioned within the State and the Region to fulfill its mission and serve as a leader for the future of higher education. Considerable effort has been made over the past year to define our position, articulate our strengths, and utilize our history and heritage as the platform for the future. This current state of the University is best defined by using the new Strategic Positioning Platform and our shared key attributes:

“Learning Every Day – Lifelong Purpose. Our world changes faster than ever – technology, economics, culture, politics. And so must higher education change in order for students to meet the unpredictable opportunities and challenges of the future. The University of Central Missouri believes our responsibility is to enrich each student’s perspective through a cumulative experience that starts with academic rigor and integrates applied learning and servant-leadership opportunities. Our model of continuous learning allows each student to find and

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fulfill their own sense of purpose. By engaging students with multiple sources of learning and creating a dynamic environment that encourages individuals to find their passions and reach beyond themselves, UCM prepares students by giving them knowledge and experiences that broaden and deepen their education so they may flourish in a world of accelerated change.”

Combined with the newly defined attributes -- engaging, cumulative, passionate, confident, enterprising, and caring -- the University is equipped to communicate its strengths and distinct characteristics, lead through a model built on heritage and mission, and provide value to students based upon a shared sense of responsibility for student success. The Strategic Positioning Platform and a process that engaged the entire community in claiming a shared sense of purpose, defines the current state of the University. For all the reasons identified within the platform, I believe that we are well-positioned to continue to increase the quality of the student experience and their success as they complete college within a campus community focused on the stewardship of both mission and resources. (4) The University president’s proposed plans and strategic goals for the

coming year: The following goals for the FY 2012-2013 year represents a starting point of our work together for the priorities and objectives for the University. Goal One: Continue to Build the Strategic Governance Model for Student Success to enable the University to maintain the momentum through the new economic reality for higher education. The focus this year will be on institutional accountability measures, academic program performance, and resourcing enrollment growth. Goal Two: Utilize the Strategic Positioning Platform that serves as the basis for future enrollment management, student success and engagement, fund-raising, marketing/branding, community building, and alignment of resources to elevate the recognition, resource development, and engagement in the life of the University. Goal Three: Continue to grow enrollment an average of three-percent across all University programs and delivery systems. Provide an institutional-wide initiative to increase the retention and successful graduation rates for returning students. Goal Four: Develop the Missouri Innovation Campus programs, partnerships and facility plans as the campus moves from design to implementation. Goal Five: Increase the number of partnerships and collaborations with public and private sectors to meet the institution’s mission, service to students, and creation/diversification of resources.

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Goal Six: Work to establish a more clearly defined public policy agenda for the state’s positioning of public higher education to maintain resources, ensure affordable costs, and increase the student’s access to, and, affordability for, higher education. Goal Seven: Implement the project planning and resource development phase for the implementation of priorities in the revised Campus Master Plan.

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Dr. Charles Ambrose

Presidential Goals and Evaluation Narrative Prepared for the University of Central Missouri

Board of Governors FY 2013

This past year moved at a pace that makes it seems as if we are just getting started, when in fact, here we are already preparing for the incoming Class of 2017. When I first came in contact with the University of Central Missouri, I stated that this was a place that had a chance to reshape higher education. Today I am grateful for a campus community that has taken advantage of our potential and every opportunity to meet the needs of the State and its citizens. We focused on value proposition, mission, partnerships, and student success as we built the Strategic Governance Model, and within each of these attributes I believe our campus has made considerable progress within an increasingly challenging environment for all of postsecondary education. To simply say that we are educating the most students; graduating the most students; managing a declining level of state support; maintaining our cost increases below the Consumer Price Index; while at the same time putting our graduates into careers where their degree is a key to their success, are all due to a campus community that values its mission. As we look forward, the clarity of focus on college completion and student success allows for us to enhance the public trust in UCM while at the same time increase the value of college for the students we serve. BOG Policy 1.2.050 IIIA. – The university president will annually prepare a narrative report that addresses: (1) The progress of the University toward established goals: A strong and continuing focus has been maintained on the institutional priorities that I outlined for the University in September 2010 as core to the Strategic Governance Model for Student Success that include:

• Enhancing the value proposition • Being Mission-Driven • Providing enhanced opportunities for partnerships/collaborations • Heightening a sense of responsibility for student success.

The eight goals that I outlined in last year’s narrative for FY 2012-2013 are listed in this document and serve as the basis for this narrative, reporting institutional-wide points of progress for the past 12 months: Goal One: Continue to Build the Strategic Governance Model for Student Success to enable the University to maintain the momentum through the new economic reality for higher education. The focus this year will be on institutional accountability measures, academic program performance, and resourcing enrollment growth.

UCM continues to use the Strategic Governance Model and the Strategic Resource

Allocation Model to maintain focus on strengthening revenue development, fiscal management, academic performance, and administrative efficiency. The cumulative impact of the administrative review was $2,000,000 in Year 1; $944,000 in Year 2; and $535,000 in this current fiscal year. The net effect of both revenue enhancements and costs savings has allowed the University to keep tuition down; manage declining state support; absorb increases in fixed costs; provide some salary growth; and maintain a high level of performance to budget.

The design of the Learning to a Greater Degree Contract for Completion is meant to

provide enhanced performance against the increasingly important goals of enhancing college completion and student success.

Recruited a Chief Strategy Officer to facilitate the execution of the Strategic

Governance Model. Academic Review Updates were provided to the Board in October 2012; November

2012 with consultant Rick Staisloff present; January 2013 with Rick Staisloff presenting “Metrics for Change” that included UCM’s current and proposed benchmark groups, as well as comparative data between UCM and the peer aspirant institutions and an update on the building of academic performance metrics; and in April 2013 Rick Staisloff provided an update on the University’s work towards identifying key performance indicators.

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UCM entered into a three-year contract with RuffaloCODY for enhanced and focused search services, which will expand UCM’s ability to identify prospective students with an interest in our university.

As a continuation of the administrative review process, the University transferred

KTBG radio KCPT television in Kansas City. Goal Two: Utilize the Strategic Positioning Platform that serves as the basis for future enrollment management, student success and engagement, fund-raising, marketing/branding, community building, and alignment of resources to elevate the recognition, resource development, and engagement in the life of the University.

The University created and executed the “Learning to a Greater Degree” strategic

positioning platform. This included video, digital media, along with print materials. The “Reasons to Believe” that are outlined within the platform are engaged learning, future-focused academics, culture of service, and worldly perspective.

Established the “Learning to a Greater Degree Award” to recognize individuals on campus whose actions clearly support UCM’s identity.

This year included the Board of Governors in highlighting faculty, staff, students,

and programs at monthly Board meetings and in UCM Daily that demonstrate “Learning to a Greater Degree” (e.g. THRIVE, Lindsay Lettow – NCAA Today Top 10 Award winner; #Team USA – student led Public Relations firm that organized the first social media event at UCM; Mike Carter Award recipient for outstanding military or veteran student, and more.)

The Board approved a campus recommendation to make UCM a “tobacco-free”

campus and adopted the policy to do so in November 2012. The strategic positioning platform was extended with the development of the

Learning to a Greater Degree Contract for Completion. AGB Trusteeship Article written by Rick Staisloff – “How to Review Your Business

Model: Some Best Practices” – provides national focus on UCM’s Strategic Governance model that is included as a case study.

Goal Three: Continue to grow enrollment an average of three-percent across all University programs and delivery systems. Provide an institutional-wide initiative to increase the retention and successful graduation rates for returning students. As of the mid-February census, 11,879 students enrolled at UCM for the current

semester, an increase of 341 students over spring 2012. The total represents the largest number of spring semester graduate, undergraduate, full-time, part-time and minority students. This enrollment also included a significant increase in minority students and the number of students using military benefits.

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The number of Missouri high school graduates declined by 11.5% this past fall. Four-year institutions last fall had a decline of enrollment by 5% with seven of the 13 institutions reporting lower enrollment. Only the University of Missouri-Columbia surpassed UCM’s 2% growth.

The University also had a 7.5% increase in the number of degrees conferred.

Thus far in the 2012-2013 year, the University has had 2,572 individual visits and

1,470 prospects attending group visit days. The number of online course credit hours in Fall 2012 increased 14.6% over Fall

2011. The Contract for Completion initiative is designed to increase institutional

enrollment by increasing persistence, retention, and graduation rates. Goal Four: Develop the Missouri Innovation Campus (MIC) programs, partnerships and facility plans as the campus moves from design to implementation. Continuing work on the Missouri Innovation Campus resulted in enrolling the first

class of students in the Systems Engineering degree program in June 2012. These 17 students have interviewed for their summer internships with Cerner, DST, St. Luke’s Medical Center, and the City of Lee’s Summit.

Established and filled position of Missouri Innovation Campus Project Facilitator. The second-degree offering is being designed in Advanced Engineering with

students entering this second program this summer. The current list of partnerships in the initiative include:

- Lee’s Summit R-7 School District - MCC - KCP&L - Cerner - Saint Luke’s Health Systems - DST - Exergonix - Black & Veatch - Grundfos - Burns & McDonnell - State of Missouri - City of Lee’s Summit - Lee’s Summit Economic Development Council - Lee’s Summit Chamber of Commerce - Lee’s Summit Gateway business Alliance - Pearl LED Inc. - Smith Electric Vehicle - Missouri Department of Economic Development - Missouri Department of Higher Education

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The Lumina Foundation has committed to sponsor two national convenings that would strengthen the delivery of the Missouri Innovation Campus.

The MIC had a site visit with the leadership teams of the Kauffman Foundation and the Kansas City Chamber of Commerce, Mid-Missouri Regional Development Commission, and the Kansas City Area Development Commission.

UCM received $1 million in Community Development Block Grant funding for start-

up costs related to the Missouri Innovation Campus. This grant was on top of the original $500,000 grant provided by Governor Nixon.

Tours of the MIC during Spring 2013 were provided to Sheila Solon (Missouri State

Representative District 55) and Jason Kander (Missouri Secretary of State) of the Summit Technology Academy.

The MIC had legislation drafted (Senate Bill 381 sponsored by Senator Will Kraus)

to establish a statutory recognition for Innovation Campuses and to clearly identify UCM’s partnership with MCC, the R-7 Lee’s Summit School District and the corporate community as meeting the full requirements of what the state defines as an innovation campus.

The MIC hosted KC Next’s Luncheon for IT Professionals in Kansas City on April 30. Goal Five: Increase the number of partnerships and collaborations with public and private sectors to meet the institution’s mission, service to students, and creation/diversification of resources. UCM was the recipient of NCAA 2012 Division II Game-Environment Award for the

“Get the Red Out” Street Fair and “Military Appreciation Day” for the Mules home-opening game against Northwest Missouri State University on September 8.

A new collaboration between the University of Central Missouri, Warrensburg R-VI School District and Habitat for Humanity of Johnson County for “Building Community Through Education” project provided resources and labor for a new home in Warrensburg.

A collaboration/partnership with The American Heart Association was established

for a new teaching garden at the University farm that will be utilized by Maple Grove Elementary School.

A new partnership created through the administrative review with KCPT and KTBG

radio includes resource sharing, advertising, an ex-officio position on Board of Directors, and student internships.

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Partnership with several Johnson County organizations created Project Homeless

Connect that utilized 400 community and student volunteers serving over 300 individuals that are homeless within Johnson County.

Effective with the Fall 2013 semester, current or prospective out-of-state students,

who are U.S. military veterans, will be eligible to pay in-state tuition, a benefit that was previously only available to active-duty personnel. This tuition reduction will apply to on-campus course enrollment at both the undergraduate and graduate levels.

Signed Memorandum of Understanding (MOU) with Whiteman Air Force Base to

offer academic aviation programs at Whiteman beginning January 2013. The agreement includes instructional and office space to meet academic classroom, advisement and enrollment needs as the base and UCM work jointly to serve military students and their dependents. The MOU also reflects needs such as library and computer support for the academic program.

Signed a Memorandum of Understanding with the Missouri National Guard to

establish and continue operation of a Telecommunication Community Resource Center (TCRC) located at the Missouri National Guard’s Ike Skelton Training Site near Jefferson City. The TCRC will provide educational programming and training to residents of surrounding communities, Missouri Army National Guard personnel and National Guard personnel nationwide.

Hosted the deployment ceremony of the 1–135th Attack Reconnaissance Battalion

that is headquartered at Whiteman Air Force Base. Entered into a Reverse Transfer Agreement for Associate Degree Completion with

Johnson County Community College in Overland Park, Kansas. Partnered with KC Copters based in Olathe, Kansas to provide new private

helicopter flight training at the UCM’s Max B. Swisher Skyhaven Airport. Black and Veatch, a Fortune 500 company made a $10,000 gift in support of the

University of Central Missouri’s efforts to prepare men and women who served in the military for civilian professions.

Lynn and Jackie Harmon provided a major gift to the UCM Foundation toward

construction of a new terminal at the University of Central Missouri’s Max B. Swisher Skyhaven Airport. The terminal is the next step in the airport’s multi-year master plan, which aims to better meet academic and public aviation needs while contributing to area economic growth.

Hosted dinner for Lieutenant General James Kowalski, Commander of the Air Force

Global Strike Command. Provided assurance UCM would do what it could to minimize the loss of tuition assistance to our service members.

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Campus visit made by the Missouri Mental Health Commission (MMHC) resulted in

an opportunity for a new series of collaborations with the Commission and our THRIVE Program. As a result of this meeting, a meeting was held with MMHC staff in Jefferson City and UCM hosted a site visit with state and federal resources to discuss possible funding to help offset operating costs of the program.

The UCM Foundation Board of Directors approved the creation of a Student-

Managed Investment Fund within the Harmon College of Business and Professional Studies that includes a $500,000 allocation from the Foundation. These funds will be used to create an actual portfolio, giving students in three upper-level finance courses hands-on investment management experience.

The Board of Directors also approved the establishment of a second new program,

the UCM Foundation Opportunity Grant that includes a $25,000 allocation for fiscal year 2014. The fund will invest in faculty and staff projects ranging from $100 to $5,000 with the distinct purpose of improving students’ learning opportunities.

The Foundation approved the endowment payout rate for Fiscal Year 2014, which

will provide $824,394 for scholarships and academic programs. This is an 8.28% increase over fiscal year 2013.

When several students were unable to return to campus because they lacked the

resources, the Foundation provided $15,000 to Enrollment Management to be specifically applied toward their retention. The Foundation awarded six students a total of $5,068 and as a result, the University netted $58,000 in revenue.

Several advancements in the Foundation’s financials made these actions possible. These include a 22% increase in giving for the 2012 calendar year (an increase of $880,000) and a new record for total assets, exceeding $40.1 million for the first time in Foundation history.

The Foundation’s asset growth, which increased $4.7 million between October 2011

and December 2012, is a promising trend for the future. The UCM Foundation’s five-year rate of return ranked its performance among the

largest and most productive public and private higher education endowments. Joined the Student Success Collaborative of the Education Advisory Board, which

studies best practice in using data analytics and predictive modeling to foster greater student success as seen in increased program and degree completion.

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Goal Six: Work to establish a more clearly defined public policy agenda for the state’s positioning of public higher education to maintain resources, ensure affordable costs, and increase the student’s access to, and, affordability for, higher education. The University hosted the Joint Committee on Education Hearing related to

performance funding in October 2012.

Testified before the House Budget Advisory Committee, the House Education Committee, the Senate Education Committee, and the Joint Committee of Education.

Hosted tours during the Spring 2013 for Sheila Solon (Missouri State Representative

District 55) and Jason Kander (Missouri Secretary of State) at the Summit Technology Academy/ Missouri Innovation Campus.

Maintained active contact with Senator Pearce as chair of Senate Education

Committee and Dr. Mike Nietzel, Advisor of Education to the Governor. Participated as member of the Missouri Team for Complete College America for the

second consecutive year. Will participate in an invitational convening by the Lumina Foundation on

Accelerating Innovation in Higher Education in May 2013. Participated in program at the Association of Governing Board National Meeting on

Trusteeship and was invited to join AGB’s Council of Presidents. Appointed to United States Tennis Association’s standing committee on education.

Goal Seven: Implement the project planning and resource development phase for the implementation of priorities in the revised Campus Master Plan. Contracted with Gould Evans to serve as the University’s “bridging designer” and as

the University’s representative during the design and construction phase for the Mixed Use Development project.

Awarded contract to Westport Construction for $584,390 for construction of a science laboratory in W.C. Morris.

Ongoing review and consideration of properties surrounding the University for possible purchase/acquisition towards Campus Master Plan.

Housing Study initiated by Brailsford and Dunlavey.

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Contracted with Jviation, Inc. for architectural Engineering Services for Skyhaven

Airport projects. Renovation to both Nickerson and Houts-Hosey Halls to be completed summer 2013.

(2) The progress of the university president toward his/her established job

targets:

• My third year at the University of Central Missouri has focused on both the University's place within public higher education in Missouri and the opportunities that we have to separate ourselves as a distinct and high performing institution compared to other institutions in the state. These efforts have included:

• Continuing the construction of the Strategic Governance Model to guide our

campus- wide efforts and extend the model through the use of the Strategic Positioning Platform and the newly developed Learning to a Greater Degree Contract for Completion.

• Identifying a new set of peer aspirant institutions to help focus ongoing attention on

areas that can improve performance, create new efficiencies, and set manageable goals that build a new business model for the University.

• Ongoing service to AASCU, COPHE, AGB, USTA, and NCAA for mentoring new

members; presenting UCM as a model; serving on committees; and providing professional development.

• Involved for a second year as a member of the Missouri Team at Complete College

America. Many of the tools involved in this imitative serve as the basis for our Contract for Completion.

• Actively engaged in representing higher education with the Governor's Office and

General Assembly. Hosted the Missouri Commission of Mental Health and the Joint Committee on Education in Warrensburg.

• Joined the Board of the KC Area Development Commission.

• Enjoyed first year of working with Dr. Deborah Curtis, Provost and Chief Learning

Officer.

• Recruitment of Mike Racy as Chief Strategy Officer, effective July 1.

• Ongoing active member of the Johnson County Administrators Group.

• Invited member of a Convening of Accelerating Innovation in Higher Education by the Lumina Foundation in Indianapolis, Indiana.

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As president, I am very grateful to a Board of Governors that embraces change and is willing to utilize the resources of the University to be responsive and proactive in driving our institutional mission of service. We are continually grateful for the shared sense of responsibility in moving the institution forward from both internal and external stakeholders. (3) The University president’s perception of the current state of the University: Even though the challenges for higher education are real, for universities like ours, we remain in a position of increased opportunity and potential not only to respond to needs, but also to set a new course for education. We have the ability to strengthen the value of the traditional residential college experience through the Contract for Completion; serve new constituencies through enhanced partnership with agencies like the Missouri National Guard and Department of Mental Health; and drive innovation through our programs and delivery in Lee's Summit through the Missouri Innovation Campus. UCM is in a strong position of advantage, in that we can accelerate momentum on all of these fronts and not be forced into making an either/or choice that many institutions are being forced to make. This nimble and responsive spirit coupled with increasing societal needs, helps to drive a new definition of “comprehensive” as it relates to our University. Strategically positioned, engaged and equipped faculty and staff, Board supported and governed, and focused on providing a college degree that combines knowledge and application - these are the elements that makes our position both meaningful and purposeful as we move to the future. (4) The University president’s proposed plans and strategic goals for the coming

year:

Goal One: Continue to build the Strategic Governance Model and utilize the elements of the Strategic Resource Allocation Model to drive net revenue, manage fiscal decision making, enhance academic performance, and continue improving administrative efficiencies. Goal Two: Fully execute the Contract for Completion to invite more students into the UCM community, increase the number of those students who cross the finish line with their degree in four years, and make certain that their degree prepares them to be competitive in both life and work. Goal Three: Continue the program development, partnerships, and resource development for the Missouri Innovation Campus. Goal Four: Utilize key initiatives and the Strategic Positioning Platform to identify and capture new revenues from sources including tuition, charitable support, grants, and non-degree programming. Goal Five: Continue to implement the project planning and resource development of the Campus Master Plan.

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Goal Six: Maintain an active leadership position in the State on public policy issues affecting higher education. Utilize the University's leadership on the national completion agenda to help drive institutional reputation, influence, performance, and resources to keep UCM both accessible and affordable.

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