Aerial photo of Stauffer-Flint Hall

JMC Rising

JMC Rising strategic plan aligns with KU’s vision and priorities and has the school’s key performance indicators. In addition, the school has approved a Diversity, Equity, Inclusion and Belonging Plan and an Assessment Plan.

KU Learning Goals

  • Creative Inquiry and Discovery
  • Effective Communication
  • Analytical Reasoning
  • Social Awareness and Cultural Understanding
  • Ethical and Professional Responsibility
  • Leadership and Collaboration

KU Priorities

  • Student Success
    • Increase enrollment
    • Assure retention and Completion through student engagement and Satisfaction Strategies
    • Support Student Long-term success by Improving Placement and Reducing Debt
    • Assure Quality of Academic Programs
  • Healthy & Vibrant Communities
    • Strengthen Service to Local and Global Communities
    • Improve Diversity, Equity, Inclusion and Belonging
    • Increase Workplace Satisfaction
    • Ensure Stewardship of the Institution
    • Improve Health and Wellness
  • Research & Discovery
    • Grow KU research
    • Expand Impact of KU Research in Kansas and Beyond
    • Promote Innovation and Entrepreneurship
    • Recruit, Retain and Recognize Top Researchers

JMC Priority: Student Success

  • Increase Enrollment: Key Performance Indicators 
    • By 2025, 850 full-time enrolled students. Goal of 750 undergraduates; 12 master’s (thesis track); 12 doctoral students; 76 online IMC
    • Create multiple points of entry for students transferring to school, including articulation agreements for JMC courses.
    • Create and nurture relationships with high diversity schools in Kansas City, Kansas, and Kansas City, Missouri.  AY 23-24.
    • Use scholastic workshops as recruiting tool for all concentrations.
  • Assure Retention and Completion through Student Engagement and Satisfaction Strategies: Key Performance Indicators 
    • 85% school retention from first to second year: 90% retention at KU; four-year graduation rate of 75% and six-year rate of 85%; senior satisfaction at the “A” level.
    • Survey students leaving for other majors and non-returning students.
  • Support Student Long-term Success by Improving Placement and Reducing Debt: Key Performance Indicators
    • Encourage and monitor internships with a goal of 1-2 internships for each student to grow the 85% of students who have internships.
    • Work with alumni and others for more paid or sponsored internships. Establish a baseline during AY22-23 with a 5% growth annually.
    • Scholarships/awards to 30% of students.
    • Ensure wages for students are competitive with local employers, and scholarships and GAs with other universities’ offers.
    • Maintain active connections with SJMC alumni
      • Alumni presence on campus or virtually, as guest speakers in classes or at special events to help students understand career paths and network with professionals. Goal of two such school-wide visits each semester and continue working to increase student participation. 
      • Alumni connected with faculty to share job and internship openings.
      • Data from alumni survey to assist faculty in making curriculum decisions.
  • Assure Quality of Academic Programs: Key Performance Indicators   
    • Ongoing assessment of all courses, including the “closing the loop” component.
    • Annual assessment of SJMC Assessment Plan at the final faculty meeting of the year.
    • Retain accreditation. 

JMC Priority: Healthy and Vibrant Communities

  • Strengthen Service to Local and Global Communities: Key Performance Indicators
    • Use capstone experiences to serve local, state, regional and national entities.
    • Work with advisory boards and professional organizations to offer “Professional Upskilling” courses and opportunities to professionals biannually, starting S’23.
    • Grow and reward community-based research projects that involve organizations serving marginalized populations as reported in faculty and staff annual evaluations.
    • Annual evaluation and report of the school’s DEIB plan.
    • Remodel Resource Center by 2025 for full accessibility and to create/facilitate sharing spaces.
  • Increase Workplace Satisfaction: Key Performance Indicators
    • Maintain equity in pay, environment as measured against national trends.
    • Encourage interdisciplinary and intercollegiate opportunities by hosting research and creative work-sharing sessions across campus.
    • Use KU Today, Monday Memo, social media, email and other means of communication to applaud achievements.
    • Create opportunities for student, staff and faculty feedback and suggestions.
    • Encourage and support staff development and monitor success in annual review.
  • Ensure Stewardship of the Institution: Key Performance Indicators 
    • Use all-funds budgeting to better track resources as determined by two annual meetings with the KU budget office and the dean’s report during faculty meetings.
    • Three-year budgeting, including technology.
    • Add 3-4 new scholarships, 1-2 new professorships, and internal research funding by 10% by 2025.
    • Grow Dean’s Club to 100 sustaining members and involve them as noted in this plan.
    • Exceed fundraising by 10% as set by new capital campaign.
  • Improve Health and Wellness:  Key Performance Indicators
    • Work with HR to access programs for better awareness and knowledge of health information access and assessment during AY 24.
    • Promote presence of mental health peer counseling by hosting CAPS in building every semester

JMC Priority: Research and Discovery

  • Grow Research and Creative Work: Key Performance indicators
    • Track and raise standards of research/creative work quality and quantity by reviewing promotion and tenure standards during AY23.
    • Bring research awareness into all courses through statement on syllabus, assignments and guest speakers.
    • Launch SJMC research colloquium series in AY22-23.
    • Develop a framework for documenting and encouraging creative works.
    • Increase SJMC research grants and opportunities and use internal grants as leverage for external grants.
    • Leverage The Agency and Media Crossroads to enhance SJMC presence and participation in research and creative works.
    • Develop course component for JMC 304 on how to report on research findings during AY24.
  • Expand Impact of KU Research in Kansas and Beyond: Key Performance Indicators
    • Strengthen internal and external communications to enhance research visibility, facilitate collaboration and broaden impact, including more expansive social media presence.
    • Expand and support translational research activities by working with public and private partners.
    • Promote achievements in research and/or creative work at school events, online, in social media, and in school’s ticker and electronic bulletin boards.
  • Promote Innovation and Entrepreneurship:  Key Performance Indicators
    • Leverage research groups and centers to provide more experiential learning for campus and other communities.
    • Training session on intellectual property from law school faculty members during AY24
    • Leverage innovation in teaching by applying for internal and external teaching awards.
    • Encourage, document and reward faculty learning in industry, media and other settings.
  • Recruit, Retain and Recognize Top Researchers:  Key Performance Indicators
    • Use university HR search procedures, “Hiring for Excellence,” that facilitate hiring talented, diverse scholars for every search.
    • Leverage Faculty Insights and annual evaluations to nominate scholars for awards.
    • Increase research setup funds for new faculty and support their grant proposal preparations and research awards, especially use of KU’s New Faculty Research Development (NFRD) Award with goal of 100% participation.
    • Annual workshop on grant writing either in SJMC or through KU Research.
    • Increase doctoral student involvement in research projects and co-authored research papers.
    • Establish annual $2,500 SJMC award for research/creative work in Spring 2024 that recognizes innovative approaches in theories, methods or creative work.
    • Encourage faculty sabbatical applications.

Approved Dec. 6, 2022. JMC Rising will be reviewed and evaluated annually at the final faculty meeting of the academic year.

KU Mission

  • We educate leaders, build healthy communities and make discoveries that change the world.

KU Strategic Plan

JMC Mission

  • We teach students to think critically and creatively while preparing them for careers in journalism, mass communications and related fields and for graduate study.

Mission and Values