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UMSL understands and appreciates its role as a metropolitan land-grant institution – an essential partner in generating an educated work force, enhancing economic development, supporting broad-based service delivery, facilitating neighborhood renewal and fostering inclusion and understanding. This compact outlines the ways in which UMSL will engage its students, employees and resources in partnerships/projects to further enhance the well-being and trust of the people, communities and businesses of Missouri.



Goal

Support faculty, staff and students in (1) broadening their worldview regarding social and economic inequalities, (2) understanding diverse backgrounds, perspectives and experiences and (3) participating in the civic process

Actions

  • Establish a baseline and increase the number of grants, publications, presentations and projects on community, social and economic issues included in MyVita data by 10% each year.
  • Increase the number of campus forums on community, global, social and economic issues and related attendance.





Goal

Increase the number of community members engaged in outreach activities

Actions

  • Establish a baseline for continuing education and partner program activities that target adult student populations and then increase them by 10% by 2023.
  • Track and increase the number of K-12 students engaged in UMSL-sponsored programs and activities by 10% per year up to 2023.





Goal

Engage the community with faculty expertise and knowledge base and recognize and celebrate community engagement at all levels

Actions

  • Develop the UMSL Professors Lecture Series by 2019.
  • Establish a civic and community engagement recognition and award system for faculty and staff by 2019.
  • Increase the number of nominations for civic and community engagement awards by 20% by 2023.





Goal

Integrate community engagement as a critical component of a university education and collegiate experience

Actions

  • Integrate a cocurricular student involvement tracking system for volunteerism and service by 2021.
  • Improve tracking and increase the number of service-learning courses (156) and faculty (60) using this pedagogy by 10% by 2023.
  • Implement the use of community engagement sections within MyVita.





Goal

Cultivate alumni and donor constituencies and leverage alumni and donor relationships

Actions

  • Increase the total value of donations from alumni and donors to support civic partnerships by 10% by 2023.





Goal

Understand and communicate our economic impact to the region

Actions

  • Conduct an Institutional Economic Impact Analysis by 2019.
  • Develop metrics and track outcomes to document the essential economic impact of graduates on the regional economy by 2019.
  • Infuse our economic impact into branding and marketing campaigns.





Goal

Develop our role and impact as an Anchor Institution

Actions

  • Expand and define our Anchor Institution Mission to the broader region by 2018.
  • Ensure that the Anchor Mission is reflected and supported in the structure of institution.
  • Develop and commit to a set of Anchor Institution strategies and target goals with an implementation timeline by 2018.
  • Measure community residents’ and partner organizations’ attitudes towards UMSL’s Anchor Institution activities using Higher Education’s Anchor Mission
    Report (by 2018 to establish baseline and again in 2021 to measure progress).
  • Double the circulation of UMSL’s community newsletter Community Connections by 2019.
  • Measure and report on UMSL’s Anchor Institution activity and impact.
  • Collect anchor dashboard metrics and conduct an Institutional Activity Assessment as identified in Higher Education’s Anchor Mission Report. Annually report on A) Institutional Effort and B) Community Outcomes by 2019.




Economic Development



Goal

Work with community partners to leverage community assets and address needs to fulfill UMSL’s role as a participant in the national Anchor Institution initiative

Actions

  • Convene community partners around local hiring and local  procurement strategies by 2018.
  • UMSL will increase number of local hires and % of local procurement contracts (currently 2% of total) by 10% by 2020.
  • Apply to a national foundation for funding of an Anchor Institution Collaboration led by UMSL by 2019.
  • Assess assets and needs of surrounding communities to identify gaps in civic and economic partnerships and practices; provide recommended adjustments to anchor strategy by 2019.





Goal

Increase the level of corporate collaboration

Actions

  • Develop corporate engagement strategies specific to each unique college and department by 2023.
  • Expand the influence and success of UMSL Accelerate by successfully completing the second cohort of the Ameren Accelerator by 2020 and continue efforts to leverage this success to other corporate clients.
  • Create an official UMSL Accelerate designation unit to enable clear synergies across UMSL and all UM System campuses by 2019.
  • Scale Corporate Accelerator to three cohorts per year beginning in 2019.
  • Pilot Corporate Accelerator program at MU and UMKC by 2019.
  • Create a centralized online portal to connect companies to university resources such as faculty expertise, university intellectual property, advanced instrumentation and specialized facilities by 2020.
  • Encourage North County corporate partners adoption of Anchor Institution strategies by 2019. For example: increase in A) Dollars spent on local contracts, B) Number of hires from local communities, C) Number of employees moving to North County communities through employer-assisted housing, D) Percent of employees paid a living wage.
  • Develop corporate support for university Anchor Institution initiatives by 2019. For example: A) Corporate leadership serving on Anchor Institution Committee, B) In-kind and financial support for university business incubation and acceleration programs, C) In-kind and financial support for program enhancement and capacity building.