University of Missouri-Kansas City (UMKC)
Area of concern:
Vision and values are owned by the entire constituency; generating a new culture
The process of "transforming UMKC" was just three months underway when Chancellor Gilliland made a bold declaration (at right) during her inaugural address. UMKC was a publicly funded university of some 13,000 students and 2,000 full-time faculty and staff. Although its music conservatory, life sciences research and debate team were well known, UMKC was not viewed by the Kansas City community as a community asset nor as the research university that it is, but was considered a distant second to the state's flagship institution, the University of Missouri-Columbia, and the nearby University of Kansas. Its employees were generally resigned to the way things were — "we can't make a difference — it's always been this way and always will be." Yet the chancellor was talking about UMKC "catalyzing a renaissance in higher education"!
By December 2001, 18 months after the beginning of the UMKC "transformation initiative," a remarkable alteration in the university culture, reputation and results was rapidly taking place.
A comprehensive survey of UMKC employees in January 2002 revealed that openess, collaboration and synergy were replacing isolation, making a difference was replacing resignation, and leadership was beginning to emerge throughout the university at all levels.
A member of UMKC's revolutionary "Extended Cabinet" of 150 faculty, staff, administrators, students and community members, who is also a retired human resources executive and a 20-year veteran of change initiatives, said:
"I did not think results this positive were even possible."
A long-time staff member put it this way:
"Transformation of mind, spirit and attitude has created an environment that is breeding confidence, ingenuity, creativity, accountability and stronger leadership. It's exciting to be a part of it."
Nothing could be more indicative of the transformation at UMKC than its response to a recent severe budget crisis. In December 2001 a 4% reduction in annual state funding was announced, and another 4% was likely to be levied within the next quarter. Historically the reaction would have been one of anger and resignation. The people of UMKC, however, using their core values of "integrity" and "collaboration" as a context, responded in a dramatically different fashion.
First, rather than react, they chose to put themselves in the driver's seat. They decided to generate an 8% budget adjustment regardless of what the state did regarding the remaining 4% cut. They saw this as an ideal opportunity to consolidate, to openly examine "sacred cows" in light of their new vision, to create synergy and generate new sources of revenue.
Secondly, they addressed the budget crisis in wide-open fashion — with the full 150-member Extended Cabinet. In an inspired one-day work session, individuals and departments publicly made promises that nearly fulfilled the entire 8% adjustment. Said one of the Vice Chancellors:
"I could never have imagined dealing with budget cuts in an atmosphere of collaboration, cooperation, and almost celebration of the opportunity this situation is providing."
Other significant results:
- Private giving for 2001-02, in the face of a significant nationwide decline, was the highest in UMKC's history.
- Enrollment for the academic year 2002-03 increased dramatically, exceeding UMKC'S breakthrough target by 100%.
- The Kansas City community is energetically embracing UMKC today.
According to UMKC's Provost:
"I've been involved in other transformation processes. None compare to the UMKC process in this respect: a culture is being created that takes control of its future. I've never seen this happen with such a positive atmosphere. I just didn't think this was possible in academe."
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