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Time to Get It Right a Strategy for Higher Education in Kansas City

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Time to Get It Right a Strategy for Higher Education in Kansas City TIME TO GET IT RIGHT A STRATEGY FOR HIGHER EDUCATION IN KANSAS CITY GREATER KANSAS CITY COMMUNITY FOUNDATION “An investment in knowledge pays the best interest” Benjamin Franklin, Poor Richard’s Almanac (1758) “The most valuable of all capital is that invested in human beings.” Alfred Marshall, Principles of Economics (1892) Acknowledgements THE TASK FORCE WISHES TO THANK THE HUNDREDS OF PEOPLE IN KANSAS CITY, IN MISSOURI, AND IN KANSAS WHO SPENT MANY HOURS GIVING US THE BENEFIT OF THEIR KNOWLEDGE AND INSIGHTS. WE ARE GRATEFUL TO THE FOUNDATIONS WHICH SPONSORED THIS EFFORT FOR INVITING US TO PARTICIPATE IN SUCH AN INTERESTING AND IMPORTANT PROJECT. WE ARE ESPECIALLY GRATEFUL TO LARRY JACOB, ABBY THORMAN AND KRISTY WEBER OF THE GREATER KANSAS CITY COMMUNITY FOUNDATION, AND TO MUNRO RICHARDSON AND PAUL MAGELLI OF THE EWING MARION KAUFFMAN FOUNDATION. THEY PROVIDED RESEARCH ASSISTANCE, ORGANIZATIONAL SUPPORT, AND COUNSEL OF THE HIGHEST PROFESSIONAL CALIBER. FRED LOGAN PROVIDED WISE COUNSEL THROUGHOUT THE PROJECT. PROFESSOR JOHN MOLLENKOPF OF CUNY OFFERED HELPFUL DEMOGRAPHICS ADVICE. DR. KATHLEEN MULLINIX PROVIDED HELPFUL ADVICE ON TRANSLATIONAL RESEARCH. WE THANK MS. LIZ COMPERIATI FOR ALL MANNER OF ORGANIZATIONAL AND TECHNICAL ASSISTANCE, ALWAYS RENDERED WITH EFFICIENCY AND GOOD HUMOR. THE TASK FORCE IS SOLELY RESPONSIBLE FOR THE CONTENTS OF THIS REPORT. 1 TIME TO GET IT RIGHT: A STRATEGY FOR HIGHER EDUCATION IN KANSAS CITY Table of Contents EXECUTIVE SUMMARY ......................................................................................................3 I. INTRODUCTION ............................................................................................................6 II. CITY OF PROMISE — A CITY DIVIDED ..........................................................................9 A. The Promise ..............................................................................................................9 B. The Problems............................................................................................................11 III. WHY KANSAS CITY NEEDS A WORLD-CLASS RESEARCH UNIVERSITY ....................16 IV. THE HIGHER EDUCATION LANDSCAPE IN KANSAS CITY..........................................19 A. Community Colleges ................................................................................................19 B. UMKC ....................................................................................................................20 C. The University of Kansas (KU) and The University of Kansas Medical Center (KUMC) ........27 D. Other Institutions ......................................................................................................30 E. Kansas City Hospitals ................................................................................................31 V. BUILDING RESEARCH CAPACITY ................................................................................33 A. Life Sciences First ....................................................................................................33 B. Other science and engineering ..................................................................................34 C. Other Important Research Capacities ..........................................................................34 D. The University as a Civic Asset ..................................................................................35 VI. A PLAN TO MAKE KANSAS CITY A WORLD-CLASS LIFE SCIENCES CENTER ............36 A. Kansas City Life Sciences Today ................................................................................36 B. Step 2: Build Basic Life Sciences at KUMC ..................................................................37 C. A Life Science Plan ..................................................................................................39 D. What Will the Plan Cost? ..........................................................................................42 E. The Return on Investment............................................................................................43 F. A Financial Strategy ..................................................................................................43 G. A Civic Leadership Strategy ......................................................................................44 VII. TRANSLATIONAL RESEARCH AND THE BIOTECHNOLOGY PIPELINE ......................45 A. Case Studies: Seattle, New York City, Boston, San Diego ..............................................48 B. A Kansas City Approach ..........................................................................................53 VIII. UMKC – A STRATEGY FOR A FIRST-RATE URBAN UNIVERSITY ..............................54 A. Phase 1: Governance and Leadership ........................................................................55 B. Phase 2: Academic Strategies ....................................................................................56 C. Other Strategies At UMKC ........................................................................................58 IX. INVESTING IN THE FUTURE: A CONSORTIUM FOR ADVANCED STUDIES ................59 X. POLITICS AND HIGHER EDUCATION ..........................................................................61 A. Two States ..............................................................................................................61 B. Federal....................................................................................................................62 C. Local ......................................................................................................................63 CONCLUSION ................................................................................................................64 APPENDIX ......................................................................................................................66 2 Executive Summary There are times in the lives of great cities when they Stowers is added to Kansas City’s other strengths, one can seem caught, almost suspended, between their past and see that the city has some strong foundations on which to their future. This is such a time for Kansas City. The city build. stands with one leg planted in an old economy of Kansas City also faces some serious problems. The city manufacturing, rail transportation and low-skill jobs, while has a long, dismal history of lack of opportunity for its the other leg is striding briskly into the knowledge African-American citizens, most of whom are stuck in the economy of high-tech jobs, complex information systems blighted urban core. The same lack of educational and the dazzling intellectual revolution of the life sciences. opportunity and isolation are spreading to Kansas City’s Can Kansas City be a center of excellence in the relentless Latino population. Together these groups are one-third of competition of the global knowledge economy? The city the city, and they are growing faster than other groups. has many strengths. It also has some serious problems. Kansas City will not be a great city for anyone if the city Kansas City enjoys great museums, a broadband of continues to fail its African-American and Latino exciting music, from classical and opera to jazz and the populations. The only way to address this problem is by blues, a lively visual arts community and a thriving theatre providing educational opportunity. This is Kansas City’s – scene. It is working hard to bring life back into its depleted and America’s – greatest challenge. urban core with the biggest downtown building boom in Kansas City’s second great challenge is that it lacks an the city’s history. High tech jobs are growing at twice the essential institutional requirement for competitive strength rate of old economy jobs, and the city is home to leading in the knowledge economy. Kansas City is almost alone enterprises in telecommunications, information systems, among important American cities in not having in its midst engineering and finance. The learned professions — a world-class research university that is deeply engaged in architecture, law, medicine, management, and the clergy meeting all the city’s opportunities and challenges. — have a strong presence. Research universities are the foundation of the global Kansas City has a noble tradition of philanthropy. The knowledge economy. Universities help cities and regions city’s latest example of creative giving has the potential to attract and create skilled human capital which is the most be its greatest. The Stowers Institute for Medical Research valuable resource today. The discoveries of the university is in its early days, but already has the largest endowment help drive the innovation and entrepreneurship that is the in the world supporting basic life sciences research. The key to economic growth. The fastest growing industries in Stowers Institute currently plans to concentrate its the information sciences, in biotechnology and in expanding presence in Kansas City, which would make the nanotechnology tend to locate where strong basic research city home to the world’s largest private medical research universities or private research institutions are found. institute. The promise of Stowers for Kansas City, for the With the turning of the millennium, Kansas City has nation and for humanity is enormous. But for Stowers to taken stock of itself in a number of excellent studies. reach its potential in Kansas City it must be augmented by Virtually every one of these has identified
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