1
Review of Strategic Planning Process
July-August 2015:
 Initial discussions with faculty and staff leadership, Leadership Council, and Board of Trustees
 Development of website to allow campus to access documents
September-December 2015:
 Expanded Leadership Council divided into 7 workgroups (SWOT; mission/vision/values; one for
each of the 5 strategic priorities)
 Meetings of workgroups, periodic reports to Expanded Leadership Council, surveys of
faculty/staff, multiple open forums, presentation to Student Government Association, workgroup
report preparation and completion
January-February 2016:
 Update for Board of Trustees on January 15
 Creation and work of the Workgroup Report Integration Team
STRATEGIC PLAN
Work Groups
Workgroup:
Membership:
SWOT
Analysis
Vision/Mission/
Values
Attract/
Retain
Educate/Adv.
Research
Enable/
Place
Organize/
Engage
Fund/
Build
Lori Messinger,
Chris Finelli, chair Mark Galizio, chair Charlie Hardy, chair Martin Posey, chair Tammy Hunt, chair chair
Christy Ward, chair
Steffaney Cohen Cathy Barlow
Stuart Borrett
Antje Almeida
Jeffrey Bruinsma
Kristen Brogdon
Sharon Boyd
Nathan Crowe
Dawn Brown
Cara Cilano
Jess Boersma
Lindsay LeRoy
Natasha Davis
Rob Burrus
Andy Mauk
Van Dempsey
Terry Curran
Rosalynn Martin
David Donaldson
Carrie Clements
Pam Seaton
Candace
Thompson
Art Frampton
Tracy Hargrove
Susan Faircloth
Rigo Rincones
Gomez
Laurie Patterson
Steve Elliott
Jennifer Horan
Vibeke Olson
Venita Jenkins
Dan McCord
Jeanne Persuit
Carol Heinrich
Stefanie Powell
Ron Vetter
Adrienne Swinney Mark Morgan
Ann Pabst
John Rack
Lynn Leonard
Bob Roer
Sarah Watstein
Brian Victor
Sara Thorndike
Bev Vagnerini
Thom Rakes
Donyell Roseboro
Aswani Volety
Michael White
Brad Walker
Paul Townend
Mike Walker
Jimmy Reeves
Susan Simmons
Pat Leonard
Kent Guion
John Scherer
Janine Iamunno
Jimmy Bass
Cabinet Representative: Eddie Stuart
Rick Whitfield
(Chancellor Sartarelli, Marilyn Sheerer, and Mark Lanier will be available for any of the workgroups)
54
STRATEGIC PLAN
Workgroup Report Integration Team
Parker, Michele, Associate Professor, Educational Leadership
Pilgrim, Carol, Professor, Psychology
Wilcox, Aaron, Professor, Art and Art History
Smith, Stephanie, College of Health and Human Services
Rincones Gomez, Rigo, Asst. Provost, Institutional Research & Assessment
Mauk, Andy, Director, Assessment, Research & Planning, Student Affairs
Ballou, Bradley, Chief of Staff
Guion, Kent, Chief Diversity Officer
Iamunno, Janine, Executive Director, University Relations
Lanier, Mark, Assistant to the Chancellor
Leonard, Pat, Vice Chancellor, Student Affairs
Scherer, John, General Counsel
Magnus, Jessica, Professor, Management
Brown, Dawn, Chair, Staff Senate
55
Review of Strategic Planning Process
The 7 workgroup reports comprised 147 pages, plus
additional supporting documentation (available at
http://www.uncw.edu/planning/WorkgroupReportsD
ec2015.html)
The workgroup report integration team has
condensed these reports to approximately 50 pp.
Today, we will review the goals under each strategic
priority and examples of the metrics that are
proposed (but not all 50 pages!)
OVERVIEW OF STRATEGIC PRIORITIES AND GOALS
ATTRACT/
RETAIN
1. Attract high
quality, diverse
students,
faculty and
staff
2.Ensure a
diverse and
inclusive
culture and a
global mindset
throughout the
university
3.Increase
retention and
graduation
rates
4.Retain diverse
and high quality
faculty and
staff
EDUCATE/ADV.
RESEARCH
ENABLE/PLACE
1. Foster collaborative
1. Advance
campus partnerships to
university
enhance advising and
academic
student support
programming
2. Prepare students for post2.Enhance
graduation success
applied
3.Increase post-graduation
learning
career placement and
3.Advance
graduate school admission
research and
rates
scholarly
activities
4.Foster global
learning and
research
ORGANIZE/ENGAGE
FUND/BUILD
1. Engage campus and
community with targeted
internal and external
communications strategy to
ensure effective introduction,
implementation, monitoring,
and long-term success of the
strategic plan
2. Analyze and streamline
marketing efforts to
effectively identify, package
and share the university’s
story internally and externally
3. Organize and capitalize on
key community partnerships,
campus strengths and
employee interests to
increase community, regional
and global impact and enrich
the student experience
4.Incentivize, support,
recognize and reward
community/scholarly
engagement activities by
faculty, students, and staff
1. Ensure the state
continues to support the
institution
2. Strategically grow
enrollment without
sacrificing quality and
access
3. Ensure auxiliary services
provide value to students
and the university
4. Ensure athletics are
academically sound,
financially sound, and in
full compliance
5. Maximize opportunities
for fiscal sustainability
and institutional
efficiencies in order to reinvest strategically
6. Increase extramural
research funding
7. Fundraise for a great
university:
comprehensive
campaign, best practices,
and alignment of donor
support with strategic
priorities
Example(s) of Templates
from Each Strategic Priority
7
ATTRACT / RETAIN
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives / Drivers
1. Attract High Quality, Diverse Students, Faculty and Staff
STUDENTS
Develop a comprehensive
enrollment management plan
to attract increasing numbers
of high quality, diverse
students in each of the
following categories, as
discussed in later slides:
• Freshmen
• Transfers
• Graduate
• Military-affiliated
• Online
• International
The last three categories are
incorporated within each of
the first three, but should be
tracked and targeted for
growth separately.
 Completion of plan
 Annual updates
 AVP, Enrollment
Management
 AVC, International
 AVC, DE
 Military
Coordinator
 OIRA
 Cabinet
 Deans/Directors/C
hairs
 Ongoing
 State
 University
 CITI
Target Enrollment Metrics, by 2020-21
(summarized from multiple templates)
Fall freshmen: from 2,024 to 2,500, annually
Transfers: from 1,420 to 2,000, annually
Graduate students: from 1,708 to 2,500, total
Military-affiliated: from 800 to 1,500, total
Online: from 1,582 to 3,000, total
International: from 350 to 1,000, total
9
ATTRACT / RETAIN
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
2020-21
 State
 University
 Gifts/Grants
Objectives / Drivers
3. Increase retention and graduation rates
• Develop
retention/student success
committee comprised of
faculty, staff, and
administrators to study
and implement best
practices
• Benchmark UNC system
schools and peers
• Enhance “living and
learning” communities
• Implement and monitor
“Freshmen On-Campus”
requirement
Increase freshman to
sophomore retention from 85%
to at least 90%, by 2020-21
Increase four-year graduation
rate from 52.5% to 55%
Increase six-year graduation rate
from 70% to at least 75%, by
2020-21
Maintain or improve the six-year
Student Success & Progress Rate
of 94.7% (College Portrait)
Increase graduation rate for
community college transfers
(with associates degrees) from
77% to 80%
Success rates for international
students
Success rates for militaryaffiliated
Success rates for graduate
students
Continue to reduce disparities in
retention and graduation rates
Cabinet
Deans/Directors/
Chairs
AVP, Enrollment
Management
AVC, Int’l.
Military
Coordinator
OIDI
12
ATTRACT / RETAIN
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
2020-21
 State
 University
 CITI
 Gifts/Grants
Objectives / Drivers
4. Retain Faculty and Staff
• Measurement of goals
and targets for
competitive salaries
• Use of Merit and Equity
Funds
• Foster Professional
Development
• Be a “family friendly
workplace” that
focuses on well-being
• Develop a trailing
spouse program
Retention rates
Progress toward salary targets
(80% to 100% of market)
Progress on annual “Top 10”
recommendations from Staff
Senate and recommendations of
Faculty Senate
Cabinet
Human
Resources
Deans/Directors/
Chairs
Staff Senate
Faculty Senate
EDUCATE/ADVANCE RESEARCH
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives/Drivers
1. Advance University Academic Programming
• Develop, gain approval,
ensure funding and
launch new degree
programs that enhance
the educational
experience of students
and meet market needs
Cameron School of Business
 MS, Business Analytics
(online)
 Executive MBA (online)
 MS, Finance/CFA (online)
 Dean, CSB
 Dean, Graduate
School
 Provost
 Ongoing
 State
 University
 Gifts/Grants
College of Arts & Sciences
 BA, International Studies
(online)
 BA, Digital Arts
 Dean, CAS
 Provost
 Ongoing
 State
 University
 Gifts/Grants
College of Health & Human
Services
 MS, Athletic Training
 MS, Nursing (Family Nurse
Practitioner Option)
 BS, Physician Assistant
 MS, Nursing Education
(online)
 Dean, CHHS
 Dean, Graduate
School
 Provost
 Ongoing
 State
 University
 Gifts/Grants
EDUCATE/ADVANCE RESEARCH
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives/Drivers
1. Advance University Academic Programming (continued)
• Develop, gain
approval… (continued)
Watson College of Education
 MS, Workforce Education
Development
 MS, Digital Literacy
 MS, Leadership in Community
Colleges
 Dean, WCE
 Dean, Graduate
School
 Provost
 Ongoing
 State
 University
 Gifts/Grants
• Ensure current (Ed.D
and PhD in Marine
Biology), newly
approved (PhD,
Psychology and Doctor
of Nursing Practice) and
future doctoral
programs (PhD in
Marine Sciences etc.)
meet or exceed
expectations for
enrollment and quality
 Quality of intake (GRE’s,
other)
 Progression to comps and
dissertation
 Graduation within 4 to 6
years
 Placement at good
institutions
 Deans/Directors/
Chairs
 Dean, Graduate
School
 Provost
 Ongoing
 State
 University
 Gifts/Grants
EDUCATE/ADVANCE RESEARCH
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
 Undergraduate
Studies (ETEAL &
Honors)
 CTE/CFL
 Office of
Institutional
Research
 HIP Task Force
 Career Center
 Spring 2016,
2020-2021
 State
 University
 Gifts/Grants
Objectives/Drivers
2. Enhance Applied Learning
• Increase support for
faculty-mentored
student research and
scholarship and other
applied learning
experiences, including
ETEAL
 Collect baseline data on student
participation in applied learning
 Work with Task Force for
Enhancement and Equity of HIP
 Identify specific metrics:
- number of activities
- awards to support activities
- student deliverables
 Increased funding for ETEAL
 Funding initiatives:
- 172 funded ETEAL supported
pedagogy initiatives by 2018
- 95 Graduates per cohort by 2018
with Honors
- Increase research scholars to 45
by 2018
- Increase high-impact practice
opportunities by 7% by 2018
- On-campus internship
opportunities
28
EDUCATE/ADVANCE RESEARCH
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
 Career Services
 Registrar’s Office
 Undergraduate
Studies
 Deans/Directors/
Chairs
Fall 2016 ,
Onward
 State
 University
 Gifts/Grants
 AVC, DE/Online
 University Learning
Center
 Graduate School
 SPARC
 Fall 2017
 State
 University
 Gifts/Grants
Objectives/Drivers
2. Enhance Applied Learning (continued)
• Increase percentage of
 Aim for 90% of students to include at
UNCW undergraduate
least 1 example of High Impact
students who experience
Practice (HIP) by 20-21
High Impact Practices (HIP)
 Increased funding for every student
Applied Learning, with
who wishes to participate
special emphasis on
 Increased # of diversity &
reaching diversity, on-line, &
nontraditional students involved
nontraditional students
• Increase support for
graduate students
(work with
graduate school and
SPARC)
 Increase # of TAs, RAs
 Increase stipend & tuition support
for TAs, RAs
 Increase public/private research &
traineeship opportunities
 Professional development for
graduate students
• Promote support for the  Meet benchmarks for faculties
Center for Teaching
 Faculty Fellow Program
Excellence and the Center  Stipend program/recognition
for Faculty Leadership
 Provost
 CTE/CFL
 Spring 2016,
Onward
 State
 University
 Gifts/Grants
30
EDUCATE/ADVANCE RESEARCH
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives/Drivers
3. Advance Research and Scholarly Activities (continued)
• Increase extramural
funding to $30M by 20-21
from $12M today through
greater grant seeking,
new areas of focus and
use of alternative sources
of funding
 2013-14: $12M
 2020-21: $30M
 AVP, Research
 Deans/Directors/
Chairs
 Provost
 Yearly goals
 State
 University
 Gifts/Grants
• Target dissemination of
scholarship to high
quality discipline-specific
outlets
 Increase contributions to high
quality outlets and venues
 AVP, Research
 Deans/Directors/
Chairs
 Provost
 Ongoing
 State
 University
 Gifts/Grants
• Build strong financial
incentives for applied
research and scholarship
from internal and
external sources
 Research and library committee
should define metrics
 Cabinet
 Faculty Senate
 Ongoing
 State
 University
 Gifts/Grants
32
EDUCATE/ADVANCE RESEARCH
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
 Undergrad.
Studies
 USAC
 Graduate School
 Deans/Directors/
Chairs
 Spring 20162020
 State
 University
 Gifts/Grants
Objectives/Drivers
4. Foster global learning and research
• Enhance curricula to
strengthen students’
global thinking and
awareness


• Increase number of and
support for students
who study abroad
Increase number of courses
offered as part of University
Studies curriculum to fulfill the
“Living in a Global Society”
requirement.
Increase number of courses at
the graduate level that include a
specific focus on global issues.
 Increase by 5% the proportion
of full-time undergraduates
who participate in creditbearing study abroad each
year.
 Develop opportunities to
increase number of graduate
students participating in
international experiences
related to their field of study.
 AVC for
International
Programs
 Graduate School
 Deans/Directors/
Chairs
 Spring 2016
- 2020
 State
 University
 Gifts/Grants
32
ENABLE/PLACE
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives/Drivers
3. Increase post-graduation career placement and graduate school admission rates, with
emphasis on Fortune 500 companies, NGOs, Govt. agencies, and top graduate schools.
• Associate Director of
Employee Relations target
prospective
employers/agencies
• Strengthen role of preprofessional advising among
faculty to enhance success
placement
• Develop alumni networks in
key markets and companies
• Grow job recruiting fairs
opportunities through
partnerships with other
campuses in the system
• Grow number of graduate
school admission
workshops
• Grow number of graduate
school fairs
• Monitor success data by
academic unit and provide
support across all
schools/colleges
 At least 90% employment or
graduate/ professional school
enrollment rates 6 months after
graduation
 Number of Fortune 500
companies recruiting
 Number of NGSs and agencies
participating in career events
 Number of employers
contacting UNCW online
 Number and quality of graduate
schools at graduate fairs
 VCSA
 Career Center
 Alumni Relations
 Deans
 Faculty
 Pre-Professional
Advisors
 Immediate
 State
 University
 Gifts/Grants
34
ORGANIZE/ENGAGE
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives/Drivers
3. Organize and capitalize on key community partnerships, campus strengths and employee
interests to increase community, regional and global impact and enrich student experience
• Partner UNCW knowledge
and resources with those
of the public and private
sector to:
- Enrich scholarship,
research and creative
activity
- Enhance curriculum,
teaching and learning
- Prepare educated,
engaged citizens
- Strengthen democratic
and civic responsibilities
- Address critical societal
issues
- Contribute to public
good
 Enhanced scholarship/creative
activity
 Enhanced curriculum, teaching
and learning
 Prepared educated and engaged
citizens
 Strengthened democratic and
civic responsibility
 Address societal issues
 Awards for community and
scholarly engagement, for
faculty, students, staff and
community partners
 National recognition as an
engaged university (Carnegie
Foundation; Honor Roll; etc.)
 Enhanced visibility of CE
activities and recognitions
 Chancellor
 Cabinet
 OCE
 Deans/Directors/
Chairs
 Ongoing
 State
 University
 Gifts/Grants
39
FUND/BUILD
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives/Drivers
7. Fundraise for a Great University (continued): Align Donor Support with Strategic Priorities
• Great students
 Scholarships/assistantships/
fellowships
 Student Programs
 VCUA
 Deans/Directors/
Chairs
 Chancellor
 By 20-21
 State
 University
 Gifts/Grants
• Great faculty and staff
 Chairs/professorships/
fellowships/faculty and staff
professional development
and support
 VCUA
 Deans/Directors/
Chairs
 Chancellor
 By 20-21
 State
 University
 Gifts/Grants
• Great programs
 Academic Disciplines
 Student Programs
 Community Engagement
 Athletics
 VCUA
 Deans/Directors/
Chairs
 Chancellor; AD
 By 20-21
 State
 University
 Gifts/Grants
• Great facilities
 Buildings/labs/classrooms
 Athletics
 Student Support
 By 20-21
 State
 University
 Gifts/Grants
• Great names
 Naming opportunities to honor
philanthropic leadership
(Facilities, Scholarships,
Professorships, Programs, etc.)
 VCUA, VCBA,
AD, Provost,
Deans
 Chancellor
 VCUA
 Chancellor
 Trustees
 By 20-21
 University
53
Next Steps
Incorporate input from open forums, survey responses, and email
Preparation of abbreviated public version
Incorporation into Installation Address
Implementation, monitoring, and revisions (“a living document”)
21
Questions & Comments
Your input is also welcomed through an online survey
(https://selectsurvey.uncw.edu/SelectSurveyNET//TakeSur
vey.aspx?SurveyID=96KHlm753) or through email
(strategicplan@uncw.edu)
22
23
SWOT ANALYSIS
STRENGTHS
•
•
•
•
•
•
•
•
Faculty and Staff
Teaching/Applied Learning
Academic/Research Programs
Student-Centered Approach
Coastal Location/Campus Environment
Culture of Collegiality and Support
Community Engagement
Student Support Programs
WEAKNESSES
• Impacts of Non-competitive
Salaries/Benefits
• Faculty/ Staff Workload and Support
• Progress of Diversity Efforts
• Leadership Turnover
• Shared Governance and Transparency
• Ambiguous Campus Identity or Vision
• Aging/Insufficient Infrastructure
• Underutilization of Technology
OPPORTUNITIES
•
•
•
•
•
Promotion of Distinctive Characteristics
Expanded and Enhanced Academic Programs
Potential For Strategic Partnerships
Enhanced Technology and Online Education
Strong Foundation of Applied Learning,
Community Engagement and Study Abroad
• New Avenues for Funding, including Growth
• More Inclusive Climate for Diverse/International
Students, Faculty, and Staff
THREATS
•
•
•
•
Inflexible and Inadequate Funding
Non-competitive Salaries/Benefits
Competition From Other Schools
Competition From Online Programs and
Other Learning Environments
• Negative Perceptions of Higher Education
• Student Costs and Market Competitiveness
• Unnecessarily Burdensome Regulation
3
VISION
UNCW will be recognized for student, community, and
global engagement and for a culture of excellence in all endeavors.
MISSION
The University of North Carolina Wilmington, the state’s coastal university, is dedicated to the integration of teaching and
mentoring with research and service. Our commitment to student engagement, creative inquiry, critical thinking,
thoughtful expression and responsible citizenship is expressed in our baccalaureate and master’s programs, as well as
doctoral programs in areas of expertise that serve the state needs. Our culture reflects our values of diversity and
globalization, ethics and integrity, and excellence and innovation.
VALUES
EXCELLENCE
INTEGRITY
STUDENT
CENTERED
COMMUNITY
ENGAGED
DIVERSITY
INNOVATION
STRATEGIC PRIORITIES
ATTRACT/RETAIN
EDUCATE/RESEARCH
ENABLE/PLACE
ORGANIZE/ENGAGE
FUND/BUILD
4
OVERVIEW OF STRATEGIC PRIORITIES AND GOALS
ATTRACT/
RETAIN
1. Attract high
quality, diverse
students,
faculty and
staff
2.Ensure a
diverse and
inclusive
culture and a
global mindset
throughout the
university
3.Increase
retention and
graduation
rates
4.Retain diverse
and high quality
faculty and
staff
EDUCATE/ADV.
RESEARCH
ENABLE/PLACE
1. Foster collaborative
1. Advance
campus partnerships to
university
enhance advising and
academic
student support
programming
2. Prepare students for post2.Enhance
graduation success
applied
3.Increase post-graduation
learning
career placement and
3.Advance
graduate school admission
research and
rates
scholarly
activities
4.Foster global
learning and
research
ORGANIZE/ENGAGE
FUND/BUILD
1. Engage campus and
community with targeted
internal and external
communications strategy to
ensure effective introduction,
implementation, monitoring,
and long-term success of the
strategic plan
2. Analyze and streamline
marketing efforts to
effectively identify, package
and share the university’s
story internally and externally
3. Organize and capitalize on
key community partnerships,
campus strengths and
employee interests to
increase community, regional
and global impact and enrich
the student experience
4.Incentivize, support,
recognize and reward
community/scholarly
engagement activities by
faculty, students, and staff
1. Ensure the state
continues to support the
institution
2. Strategically grow
enrollment without
sacrificing quality and
access
3. Ensure Auxiliary Services
provide value to students
and the university
4. Ensure Athletics are
academically sound,
financially sound, and in
full compliance
5. Maximize opportunities
for fiscal sustainability
and institutional
efficiencies in order to reinvest strategically
6. Increase extramural
research funding
7. Fundraise for a great
university:
comprehensive
campaign, best practices,
and alignment of donor
support with strategic
priorities
ATTRACT / RETAIN
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives / Drivers
1. Attract High Quality, Diverse Students, Faculty and Staff
STUDENTS
Develop a comprehensive
enrollment management plan
to attract increasing numbers
of high quality, diverse
students in each of the
following categories, as
discussed in later slides:
• Freshmen
• Transfers
• Graduate
• Military-affiliated
• Online
• International
The last three categories are
incorporated within each of
the first three, but should be
tracked and targeted for
growth separately.
 Completion of plan
 Annual updates
 AVP, Enrollment
Management
 AVC, International
 AVC, DE
 Military
Coordinator
 OIRA
 Cabinet
 Deans/Directors/C
hairs
 Ongoing
 State
 University
 CITI
ATTRACT / RETAIN
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives / Drivers
1. Attract High Quality, Diverse Students, Faculty and Staff
Freshmen
• Increase # of recruiters
• Increase # of recruiting
scholarships
• Focus on distinctiveness
• Target key high schools
• Enlist centers
• Expand Honors
Transfers
• Enhance relationships
with community colleges
• Increase bilateral
articulation agreements
• Increase out-of-state
transfers
• Enlist centers to enhance
diversity of transfers
 Annual: 2,024
2,500
 Avg SAT: 1,190
1,250
 ACT: [set target]
 Class Rank: [set target]
 HSGPA: [set target]
 Annual: 1,420
2,000
 Increase percentage with AA
degrees
 Increase number of hours
completed
 Increase transfer GPA
 AVP, Enrollment
Management
 Provost
 Deans/Directors/
Chairs
 AVP, Enrollment
Management
 Provost
 Deans/Directors/
Chairs
 Ongoing
 State
 University
 Gifts/Grants
 Ongoing
 State
 University
 Gifts/Grants
7
ATTRACT / RETAIN
GOALS
OWNER(S)
METRICS
TIMING
FUNDING
 Ongoing
 State
 University
 Gifts/Grants
 Ongoing
 State
 University
 Gifts/Grants
Objectives / Drivers
1. Attract High Quality, Diverse Students, Faculty and Staff
Military
• Increase degree offerings
in the Onslow Extension
Program
• Increase the number of
online offerings
• Expand and enhance
relationships with military
bases
• Enhance support services
Online
•
•
•
Establish unit with new
leadership
Launch new strategic
programs
Ensure high quality
online offerings
 Total: 800
1,500
 Monitor/meet the UNC
Best Practices matrix
 Total: 1,582
3,000
 Coordinator
 Provost
 VCSA
 Deans/Directors/
Chairs
 AVP, Enrollment
Management
 AVC, DE
 Dean, Graduate
School
 Provost
 Deans/Directors/
Chairs
 AVP, Enrollment
Management
8
ATTRACT / RETAIN
GOALS
OWNER(S)
METRICS
TIMING
FUNDING
Objectives / Drivers
1. Attract High Quality, Diverse Students, Faculty and Staff
International
• Increase recruitment from
G20 countries
• Expand partnerships
• Recruit at international
student fairs and through
quality national programs
• Build infrastructure to
accommodate growth
Graduate
• Seek more tuition waivers,
assistantships, and other
financial support
• Build support structure for
graduate students
• Leverage distinctive and
new graduate programs to
attract quality graduate
enrollment
 Total: 350
 Total: 1,700
1,000
2,500
 AVC, International
 Ongoing
Programs
 AVP, Enrollment
Management
 Deans/Directors/
Chairs
 Cabinet
 State
 University
 Gifts/Grants
 Ongoing
 State
 University
 Gifts/Grants
 Dean, Graduate
School
 AVP, Enrollment
Management
 Provost
 Deans/Directors/
Chairs/Faculty/
Staff
9
ATTRACT / RETAIN
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives / Drivers
1. Attract High Quality, Diverse Students, Faculty and Staff
Faculty
• Identify high quality faculty
who demonstrate
commitment to university
core values
• Competitive salaries (80%
to 100%) of market and
start- up packages
• Increase distinguished/
endowed professorships
 Schools: Top 100 (U.S. News)
 Quality of Scholarship
 Diverse
 Applied Learning
 Global Mindset
 Engaged
 Research/Scholarship support
 Provost
 Deans/Directors/
Chairs
 On Demand
 State
 University
 Gifts/Grants
 Cabinet
 On Demand
 State
 University
 Gifts/Grants
Staff
• Create opportunities for
advancement
• Offer competitive
salaries (80% to 100% of
market)
10
ATTRACT / RETAIN
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives / Drivers
1.
Attract High Quality, Diverse Students, Faculty and Staff
• Ensure full funding for
projected enrollment
growth, including
sufficient numbers of
and compensation for
faculty and staff,
academic support,
library, institutional
support, and facilities
 Future budgets and master plan
should lay out the resources
required to support enrollment
increase
 Monitor and improve the
student-to-faculty ratio and the
student-to-staff ratio
 Cabinet
 Yearly/
5year rolling
forecast
starting
with 2016 –
2017
 State
 University
 Gifts/Grants
• Maintain safe,
functional, efficient,
sustainable, and
aesthetically pleasing
campuses and facilities
 Incorporation into and
completion of campus master
planning process
 Appropriate funding levels
 Feedback from prospective
students, students, faculty,
staff, and visitors
 Trustees
 Cabinet
 Business Affairs
 Physical Plant
 Student Affairs
 Athletics
 Ongoing
 State
 University
 Gifts/Grants
11
ATTRACT / RETAIN
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives / Drivers
2. Ensure a diverse and inclusive culture and a global mindset throughout the university
STUDENTS
• Expand articulation
agreements with
community colleges to
grow the number and
diversity of transfers
• Increase scholarships for
underrepresented groups
• Continue to close the gap
in retention/graduation
rates
 Thought, Gender, Color, Sexual
Orientation of each cohort
 Funds for scholarships
 Retention and graduation rates
for underrepresented groups
 AVP, Enrollment
Management
 Dean, Graduate
School
 AVC, International
 AVC, DE
 Military
Coordinator
 Deans/Directors/
Chairs
 Provost
 Ongoing
 State
 University
 Gifts/Grants
 Diverse slate required of every
open position
 Human
Resources
 Hiring Supervisor
 Cabinet
 Provost
 Ongoing
 State
 University
 Gifts/Grants
FACULTY/STAFF
• Ensure diverse search
committees and a diverse
pool for open positions
• Expand learning
opportunities for cultural
competency
• Intentional programming
to support and highlight
inclusion and diversity
12
ATTRACT / RETAIN
GOALS
OWNER(S)
METRICS
TIMING
FUNDING
Objectives / Drivers
2. Ensure a diverse and inclusive culture and a global mindset throughout the university
INTERNATIONAL STUDENTS
• Dedicated recruiting
structure/student fairs
• Focus on G20 countries
• Partnerships
• Selective use of agents
• Expand ESL
• Engage national
programs (e.g., Mexico)
• Hosting infrastructure
 Total: 350
1,000
 Deans/Directors/
Chairs
 Provost
 Ongoing
 State
 University
 Gifts/Grants
 Total: 900
1,500
 AVC,
International
 Deans/Directors/
Chairs
 Provost
 Ongoing
 State
 University
 Gifts/Grants
STUDY ABROAD
• Partnerships
• Faculty engagement
• Promotion/marketing
13
ATTRACT / RETAIN
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
2020-21
 State
 University
 Gifts/Grants
Objectives / Drivers
3. Increase retention and graduation rates
• Develop
retention/student success
committee comprised of
faculty, staff, and
administrators to study
and implement best
practices
• Benchmark UNC system
schools and peers
• Enhance “living and
learning” communities
• Implement and monitor
“Freshmen On-Campus”
requirement
Increase freshman to
sophomore retention from 85%
to at least 90%, by 2020-21
Increase four-year graduation
rate from 52.5% to 55%
Increase six-year graduation rate
from 70% to at least 75%, by
2020-21
Maintain or improve the six-year
Student Success & Progress Rate
of 94.7% (College Portrait)
Increase graduation rate for
community college transfers
(with associates degrees) from
77% to 80%
Success rates for international
students
Success rates for militaryaffiliated
Success rates for graduate
students
Continue to reduce disparities in
retention and graduation rates
Cabinet
Deans/Directors/
Chairs
AVP, Enrollment
Management
AVC, Int’l.
Military
Coordinator
OIDI
12
ATTRACT / RETAIN
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
2020-21
 State
 University
 Gifts/Grants
 5-year plan,
with
annual
monitoring
 State
 University
 CITI
Objectives / Drivers
4. Retain Faculty and Staff
• Measurement of goals
and targets for
competitive salaries
• Use of merit and equity
Funds
• Foster professional
development
• Be a “family friendly
workplace” that
focuses on well-being
• Develop a trailing
spouse program
Retention rates
Progress toward salary targets
(80% to 100% of market)
Responsiveness to and progress
on annual “Top 10”
recommendations from Staff
Senate and recommendations of
Faculty Senate
Annual review/evaluation
processes, consistent with the
classification/position of the
employee
Provost
VCSA
Human
Resources
Deans/Directors/
Chairs
Staff Senate
Faculty Senate
• Commit a portion of
future tuition increases
(CITI) and other sources
as available to address
faculty and staff salary
issues (competitiveness,
merit, compression,
inversion, retention,
correct banding and
reclassifications, etc.)
Working targets:
 2016-17: 80% market
 By 2018-19: 90% market
 By 2020-21: 100% market
 CITI committee
 Bd. of Trustees
 Cabinet
12
EDUCATE/ADVANCE RESEARCH
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives/Drivers
1. Advance University Academic Programming
• Develop, gain approval,
ensure funding and
launch new degree
programs that enhance
the educational
experience of students
and meet market needs
Cameron School of Business
 MS, Business Analytics (online)
 Executive MBA (online)
 MS, Finance/CFA (online)
 Dean, CSB
 Dean, Graduate
School
 Provost
 Ongoing
 State
 University
 Gifts/Grants
College of Arts & Sciences
 BA, International Studies
(online)
 BA, Digital Arts
 Dean, CAS
 Provost
 Ongoing
 State
 University
 Gifts/Grants
College of Health & Human
Services
 MS, Athletic Training
 MS, Nursing (Family Nurse
Practitioner Option)
 BS, Physician Assistant
 MS, Nursing Education
(online)
 Dean, CHHS
 Dean, Graduate
School
 Provost
 Ongoing
 State
 University
 Gifts/Grants
18
EDUCATE/ADVANCE RESEARCH
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives/Drivers
1. Advance University Academic Programming (continued)
• Develop, gain
approval…
(continued)
Watson College of Education
 MS, Workforce Education
Development
 MS, Digital Literacy
 MS, Leadership in Community
Colleges
 Dean, WCE
 Dean, Graduate
School
 Provost
 Ongoing
 State
 University
 Gifts/Grants
• Ensure current (Ed.D
and PhD in Marine
Biology), newly
approved (PhD,
Psychology and Doctor
of Nursing Practice) and
future doctoral
programs (PhD in
Marine Sciences etc.)
meet or exceed
expectations for
enrollment and quality
 Quality of intake (GRE’s, other)
 Progression to comps and
dissertation
 Graduation within 4 to 6 years
 Placement at good institutions
 Allocation of adequate
institutional resources for
metrics above
 Increase pursuit of diversity
enhancement grants and other
funding (e.g., NSF IGERT)
 Deans/Directors/
Chairs
 Dean, Graduate
School
 Provost
 Ongoing
 State
 University
 Gifts/Grants
19
EDUCATE/ADVANCE RESEARCH
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives/Drivers
1. Advance University Academic Programming (continued)
• Pursue cross-campus
and cross-system joint
programs that enhance
student career
opportunities
 Potential programs:
- MS, Nursing Practice & MBA
- MFA & MBA
- PhD, Marine Sciences with ECU
 Deans/Directors/
Chairs
 Dean, Graduate
School
 Provost
 Ongoing
 State
 University
 Gifts/Grants
• Enhance and expand
strategically online
offerings at both
undergraduate and
graduate levels
 Double # of offerings by 20-21
 Ensure ADA compliance
 Focus expansion efforts on state
needs
 Support Quality Matters reviewers
 Improve infrastucture
 AVC DE/Online
 Deans/Directors/
Chairs
 Provost
 Ongoing
 State
 University
 Gifts/Grants
• Bring to scale a teaching
assistant program to
assist with large classes
 Training for all relevant faculty
 Fund assistants in large classes
 Review workload structure
with large classes
 Deans/Directors/
Chairs
 CTE/CFL
 Provost
 Ongoing
 State
 University
 Gifts/Grants
20
EDUCATE/ADVANCE RESEARCH
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives/Drivers
1. Advance University Academic Programming (continued)
• Ensure existing and new
centers expand quality
educational offerings,
enhance academic
reputation and promote
community engagement
 Meet/exceed set objectives
 Provost
 AP, Research
 Deans/Directors/
Chairs
 Annual
 State
 University
 Gifts/Grants
• Educate by role
modeling: Launch
UNCW Distinguished
Speakers’ Series
 Number of students in
attendance
 Credits earned if applicable
 Chief of Staff
 VCUA
 Provost
 Chancellor
 Fall/Spring
 State
 University
 Gifts/Grants
22
EDUCATE/ADVANCE RESEARCH
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives/Drivers
1. Advance University Academic Programming (continued)
• Retain accreditation
• Increase academic
content in UNI courses
• Ensure existing and new
centers expand quality
educational offerings,
enhance academic
reputation and promote
community engagement
 Achieve successful outcome of
5th year SACSSOC report in 2019
 Affirm support for QEP and its
institutionalization
 Increase # of faculty
instructors
 Meet/exceed set objectives
 Provost
 Vice Provost
 Accreditation
coordinator
 ETEAL director
 Provost
 Dean of
Undergraduate
Studies
 Deans/Directors/
Chairs
 Marilyn Sheerer
 Research Office
 Deans/Directors/
Chairs
 2013-20192023
 Yearly goals
 Annual
 State
 University
 Gifts/Grants
 State
 University
 Gifts/Grants
 State
 University
 Gifts/Grants
26
EDUCATE/ADVANCE RESEARCH
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
 Undergraduate
Studies (ETEAL &
Honors)
 CTE/CFL
 Office of
Institutional
Research
 HIP Task Force
 Career Center
 Spring 2016,
2020-2021
 State
 University
 Gifts/Grants
Objectives/Drivers
2. Enhance Applied Learning
• Increase support for
faculty-mentored
student research and
scholarship and other
applied learning
experiences, including
ETEAL
 Collect baseline data on student
participation in applied learning
 Work with Task Force for
Enhancement and Equity of HIP
 Identify specific metrics:
- number of activities
- awards to support activities
- student deliverables
 Increased funding for ETEAL
 Funding initiatives:
- 172 funded ETEAL supported
pedagogy initiatives by 2018
- 95 Graduates per cohort by 2018
with Honors
- Increase research scholars to 45
by 2018
- Increase high-impact practice
opportunities by 7% by 2018
- On-campus internship
opportunities
28
EDUCATE/ADVANCE RESEARCH
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives/Drivers
2. Enhance Applied Learning (continued)
• Increase support for
faculty involved in
applied learning
activities
 Chancellor’s Scholarship
Awards (to parallel Chancellor’s
teaching Awards)
 Investigate possibility of
providing recognition through
compensation, and review and
assessment
 Chancellor
 Provost
 Deans/Directors/
Chairs
 Fall 2016 ongoing
 State
 University
 Gifts/Grants
• Evaluate the future
organizational structure
for support of Applied
Learning (including a
Director for the Applied
Learning initiative)
 Directorship Vs SACSSOC
upcoming review
 Institutionalization and
broadening of current ETEAL
initiative
 Provost
 Dean of
Undergraduate
Studies
 By Fall 2016
 State
 University
 Gifts/Grants
29
EDUCATE/ADVANCE RESEARCH
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
 Career Services
 Registrar’s Office
 Undergraduate
Studies
 Deans/Directors/
Chairs
Fall 2016 ,
Onward
 State
 University
 Gifts/Grants
 AVC, DE/Online
 University Learning
Center
 Graduate School
 SPARC
 Fall 2017
 State
 University
 Gifts/Grants
Objectives/Drivers
2. Enhance Applied Learning (continued)
• Increase percentage of
 Aim for 90% of students to include at
UNCW undergraduate
least 1 example of High Impact
students who experience
Practice (HIP) by 20-21
High Impact Practices (HIP)
 Increased funding for every student
Applied Learning, with
who wishes to participate
special emphasis on
 Increased # of diversity &
reaching diversity, on-line, &
nontraditional students involved
nontraditional students
• Increase support for
graduate students
(work with
graduate school and
SPARC)
 Increase # of TAs, RAs
 Increase stipend & tuition support
for TAs, RAs
 Increase public/private research &
traineeship opportunities
 Professional development for
graduate students
• Promote support for the  Meet benchmarks for faculties
Center for Teaching
 Faculty Fellow Program
Excellence and the Center  Stipend program/recognition
for Faculty Leadership
 Provost
 CTE/CFL
 Spring 2016,
Onward
 State
 University
 Gifts/Grants
30
EDUCATE/ADVANCE RESEARCH
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives/Drivers
3. Advance Research and Scholarly Activities
• Increase flexibility in
 Investigate current/possible
determining faculty
workload policies and
workload assignments at
assignments
the unit level
 Ensure dept. flexibility &
accountability in adopting flexible
workload assignments that meet
the unit mission.
• Increase campuswide resources
available to advance
scholarly activity
• Increase intramural
support to UNCW
 Provost
 Deans,
Directors, and
Chairs
 Conduct needs analysis of
extant resources and faculty
TT
access
 Increased supplemental
funding based on findings of
needs/resource analysis.
 Provost
 Deans, Directors, &
Chairs
 CTE/CFL
 Office of Research
 Increase number & quality of
submitted proposals
 Maximize reinvestment of
F&A to support scholarship &
research
 Provost
 Office of Research
 Deans, Directors, &
Chairs
 Spring 2016 –
Spring 2017
 Spring 2016 –
ongoing
 Spring 2016 –
ongoing
 State
 University
 Gifts/Grants
 State
 University
 Gifts/Grants
 State
 University
 Gifts/Grants
30
EDUCATE/ADVANCE RESEARCH
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives/Drivers
3. Advance Research and Scholarly Activities (continued)
• Ensure appropriate
staffing of support units
for sponsored research
and scholarship across
campus
 Provide support & infrastructure
for grant-seeking opportunities
and grant administration in all
areas.
 Consult with BA, AA, and faculty
to identify units that require
staffing (in areas such as travel,
purchasing, and hiring)
 Provide appropriate
infrastructure through OfficeTT
of
Community Engagement to
support engaged scholarship,
service-learning and outreach
 Increase ITS infrastructure
capacity and flexibility to support
research.
 Office of
Research
 Academic Affairs
 Business Affairs
 CMS
 Office of
Community
Engagement
 ITS
 Spring 2016
- ongoing
 State
 University
 Gifts/Grants
30
EDUCATE/ADVANCE RESEARCH
GOALS
OWNER(S)
METRICS
TIMING
FUNDING
Objectives/Drivers
3. Advance Research and Scholarly Activities (continued)
 Increased opportunities to interact
with funding agencies (initial review
groups, review panels, councils, and
boards).
# of funding opportunities pursued
that include provisions for student
training grants.
 Increases in bridge funding for
faculty with established track record
in obtaining grants.
 Increase # of efforts to facilitate
collaborations among faculty with
collaborative or synergistic interests.
 Increase new lines of support for
projects in emerging areas of
excellence, with emphasis on
multidisciplinary approaches (e.g.,
faculty advisory committees, seed
funding for projects)
• Increase access to
funding opportunities for
research/scholarly

activity
 Office of
Research
 CMS
 Colleges and
Schools
 Deans,
Directors, and
Chairs
 Spring 2016
- ongoing
 State
 University
 Gifts/Grants
TT
30
EDUCATE/ADVANCE RESEARCH
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives/Drivers
3. Advance Research and Scholarly Activities (continued)
• Enhance outreach,
education, and policy
interactions outside
UNCW, to allow for
pursuit of additional
scholarship opportunities
and transfer of findings
 Participation in policy advisory
boards and think-tanks
 Engage with federal, state, and
local governments
 Publicize UNCW’s efforts and
successes
 Increase community relationships
through education activities
 Increase community engaged
scholarship in a sustainable TT
fashion
 Office of
Research
 Colleges and
Schools
 CMS
 Chancellor’s
Office
 Provost’s Office
 Advancement
 OUR
 Dean of
Undergraduate
Studies
 Spring 2016 –
Spring 2020
 State
 University
 Gifts/Grants
30
EDUCATE/ADVANCE RESEARCH
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives/Drivers
3. Advance Research and Scholarly Activities (continued)
• Ensure institutional
policies do not inhibit
grant and research
activity
• Provide residential
living support for
visiting faculty and
scholars
 Reexamine F&A distribution policies
 Reexamine Supplemental Pay caps
and effective policies
 Streamline submission & compliance
processes
 Reexamine business processes to
remove burdensome requirements
 AVP Research
 Provost
 Business Affairs
 General Counsel
 Spring 2016 –
Spring 2019
 Identify location for affordable
visiting faculty and scholar TT
housing
 Develop appropriate policies
for use of above
 Business Affairs
 AVC for
International
Studies
 Spring 2016 –
Spring 2017
 State
 University
 Gifts/Grants
 State
 University
 Gifts/Grants
30
EDUCATE/ADVANCE RESEARCH
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives/Drivers
3. Advance Research and Scholarly Activities (continued)
• Increase extramural
funding to $30M by 20-21
from $12M today through
greater grant seeking,
new areas of focus and
use of alternative sources
of funding
 2013-14: $12M
 2020-21: $30M
 AVP, Research
 Deans/Directors/
Chairs
 Provost
 Yearly goals
 State
 University
 Gifts/Grants
• Target dissemination of
scholarship to high
quality discipline-specific
outlets
 Increase contributions to high
quality outlets and venues
 AVP, Research
 Deans/Directors/
Chairs
 Provost
 Ongoing
 State
 University
 Gifts/Grants
• Build strong financial
incentives for applied
research and scholarship
from internal and
external sources
 Research and library committee
should define metrics
 Cabinet
 Faculty Senate
 Ongoing
 State
 University
 Gifts/Grants
32
EDUCATE/ADVANCE RESEARCH
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives/Drivers
3. Advance Research and Scholarly Activities (continued)
• Encourage/support filing
for patents, copyrights,
or licensing, as
appropriate. Verify if
UNCW is competitive.
 Patents filed/issued per year
 Copyrights filed/issued per year
 Licensing agreements
 Clear IPR Commercialization
process
 AVP, Research
 Provost
 Ongoing
 State
 University
 Gifts/Grants
• Attract top research
faculty with grant
seeking skills/Encourage
current faculty to
acquire them
• Incentivize facultyresearchers to bring
results to classrooms
 Number of new faculty with
grant seeking skills
 Number of faculty developing
grant seeking skills
 AVP, Research
 Provost
 Ongoing
 State
 University
 Gifts/Grants
 number of faculty translating
research to classroom
 AVP, Research
 Provost
 Ongoing
 State
 University
 Gifts/Grants
33
EDUCATE/ADVANCE RESEARCH
GOALS
OWNER(S)
METRICS
TIMING
FUNDING
Objectives/Drivers
3. Advance Research and Scholarly Activities (continued)
• Increase access to
funding through
traditional and nontraditional sources
 NSF
 NIH
 Other federal agencies
 Foundations
 Corporations
 AVP, Research
 Provost
 Deans/Directors/
Chairs
 Spring 2016
• Identify areas of
excellence and of
interest to the state and
invest to create “waves
of excellence” or “game
changing research”
(e.g., Marine and
Coastal; Data Analytics)
 More faculty
 More post-docs
 More investment
outcomes
 AVP, Research
 Provost
 Deans/Directors/
Chairs
 Fall 2016 2017
greater
 State
 University
 Gifts/Grants
 State
 University
 Gifts/Grants
35
EDUCATE/ADVANCE RESEARCH
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
 Undergrad.
Studies
 USAC
 Graduate School
 Deans/Directors/
Chairs
 Spring 20162020
 State
 University
 Gifts/Grants
Objectives/Drivers
4. Foster global learning and research
• Enhance curricula to
strengthen students’
global thinking and
awareness


• Increase number of and
support for students
who study abroad
Increase number of courses
offered as part of University
Studies curriculum to fulfill the
“Living in a Global Society”
requirement.
Increase number of courses at
the graduate level that include a
specific focus on global issues.
 Increase by 5% the proportion
of full-time undergraduates
who participate in creditbearing study abroad each
year.
 Develop opportunities to
increase number of graduate
students participating in
international experiences
related to their field of study.
 AVC for
International
Programs
 Graduate School
 Deans/Directors/
Chairs
 Spring 2016
- 2020
 State
 University
 Gifts/Grants
32
EDUCATE/ADVANCE RESEARCH
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
 Ongoing
 State
 University
 Gifts/Grants
 Ongoing
 State
 University
 Gifts/Grants
Objectives/Drivers
4. Foster global learning and research (continued)
• Provide needed
transition support for
international students
• Create opportunities for
faculty & staff from
UNCW and international
universities to teach and
research overseas and at
UNCW, respectively
 Increase direct lines of
academic and community
mentoring by faculty and
students
 Increase number of faculty &
staff from UNCW and
international universities who
teach and research abroad &
here, respectively
 Identify & provide needed
transition support for
international faculty and staff
working at UNCW
 AVC,
International
Programs
 Deans/Directors/
Chairs
 Cabinet
 AVC,
International
Programs
 Deans/Directors/
Chairs
 Provost
32
ENABLE/PLACE
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives/Drivers
1. Foster collaborative campus partnerships to enhance advising and
student support
• Enhance collaborative
advising/support
structures between UC,
professional advisors,
Housing/Res Life staff,
and faculty
• Enhance/Incentivize
academic advising and
improve training
• Assess on-campus
housing needs
(including living-learning
communities) as part of
5-year master plan
exercise
• Utilize software to track
students and apply early
intervention as needed.
• Enhance tutoring of
traditional and online
students
 Pro Advisor to Student Ratio:
 1: 175
 Faculty Advisor to Student
Ratio:
 1:20
 number of early alerts
 Tutoring metrics
 1st-Year Retention Rates
 Graduation Rates
 Provost
 VCSA
 Enrollment
Management
 University
College
 HRL
 Career Center
 Deans/Directors/
Chairs
 University
Learning Center
 AVC of DE
 Ongoing
 State
 University
 Gifts/Grants
30
ENABLE/PLACE
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
 Provost
 VCSA
 Enrollment
Management
 University
College
 HRL
 Career Center
 Deans/Directors/
Chairs
 Ongoing
 State
 University
 Gifts/Grants
 Deans/Directors/
Chairs
 Provost
 VCSA
 Ongoing
 State
 University
 Gifts/Grants
Objectives/Drivers
2. Prepare students for post-graduation success
• Increase student
participation in careerrelated activities
• Increase student use of
career exploration
software; track through
alumni status
• Increase campus career
events and job fairs
• Ensure every student
has a personal brand
plan prepared by the
end of freshmen year
 number of students using
career exploration software
 Participation rates at Career
Events and Job Fairs
 Attendance at career readiness
and preparation events.
• Ensure students are
exposed to concepts of
ethics/integrity and the
Seahawk Respect
Compact while at UNCW
 number of students exposed to
both ethics/integrity programs
and the compact
30
ENABLE/PLACE
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives/Drivers
3. Increase post-graduation career placement and graduate school admission rates, with
emphasis on Fortune 500 companies, NGOs, Govt. agencies, and top graduate schools.
• Associate Director of
Employee Relations target
prospective
employers/agencies
• Strengthen role of preprofessional advising among
faculty to enhance success
placement
• Develop alumni networks in
key markets and companies
• Grow job recruiting fairs
opportunities through
partnerships with other
campuses in the system
• Grow number of graduate
school admission
workshops
• Grow number of graduate
school fairs
• Monitor success data by
academic unit and provide
support across all
schools/colleges
 At least 90% employment or
graduate/ professional school
enrollment rates 6 months after
graduation
 Number of Fortune 500
companies recruiting
 Number of NGSs and agencies
participating in career events
 Number of employers
contacting UNCW online
 Number and quality of graduate
schools at graduate fairs
 VCSA
 Career Center
 Alumni Relations
 Deans
 Faculty
 Pre-Professional
Advisors
 Immediate
 State
 University
 Gifts/Grants
34
ORGANIZE/ENGAGE
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives/Drivers
1. Engage campus and community with targeted internal and external communications strategy to ensure
effective introduction, implementation, monitoring, and long-term success of the strategic plan
• Ensure process captures
input and endorsement
from all key
constituencies with
clear owners for
execution
• Determine organization,
infrastructure, and
processes to implement,
integrate and monitor the
strategic/master/budget
plans
 Use of campus and off-campus
communication vehicles to
share plan/timeline, invite input
 Illustrate presence of working
groups representing all key
constituencies throughout
process
 Use of campus forums and
survey to encourage input
 Creation of abbreviated plan
brochure for community
outreach
 Assignment of responsibilities
 Development of dashboard
metrics
 Cabinet
 OUR
 Spring 2016
 State
 University
 Gifts/Grants
 Cabinet
 Deans/Directors/
Chairs
 OIRA
 HR
 Beginning
spring 2016
 State
 University
 Gifts/Grants
36
ORGANIZE/ENGAGE
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives/Drivers
1. Engage campus and community with targeted internal and external communications strategy to ensure
effective introduction, implementation, monitoring, and long-term success of the strategic plan
(continued)
• Use strategic plan
numbers to guide
formulation of the
master plan and future
budgets
 Enrollment targets for
freshmen, transfers, graduate
students, online students,
international students, and
military-affiliated students
 Cabinet
 Spring 2016
 State
 University
 Gifts/Grants
37
ORGANIZE/ENGAGE
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives/Drivers
2. Analyze and streamline marketing efforts to effectively identify, package and share the
university’s story internally and externally
• Capture the university’s
impact and designate
“home”/host for that
data
• Initiate regular review
of collective CE
activities to identify
storytelling
opportunities
 Inventory of key constituencies
 Stories and impact data of
engagement and scholarship
 Recognition of engagement
and scholarship
 Chancellor
 Cabinet
 OCE
 OUR
 Ongoing
 State
 University
 Gifts/Grants
38
ORGANIZE/ENGAGE
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives/Drivers
3. Organize and capitalize on key community partnerships, campus strengths and employee
interests to increase community, regional and global impact and enrich student experience
• Partner UNCW knowledge
and resources with those
of the public and private
sector to:
- Enrich scholarship,
research and creative
activity
- Enhance curriculum,
teaching and learning
- Prepare educated,
engaged citizens
- Strengthen democratic
and civic responsibilities
- Address critical societal
issues
- Contribute to public
good
 Enhanced scholarship/creative
activity
 Enhanced curriculum, teaching
and learning
 Prepared educated and engaged
citizens
 Strengthened democratic and
civic responsibility
 Address societal issues
 Public good
 Awards for community and
scholarly engagement, for
faculty, students, staff and
community partners
 National recognition as an
engaged university (Carnegie
Foundation; Honor Roll; etc.)
 Enhanced visibility of CE
activities and recognitions
 Chancellor
 Cabinet
 OCE
 Deans/Directors/
Chairs
 Ongoing
 State
 University
 Gifts/Grants
39
ORGANIZE/ENGAGE
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives/Drivers
4. Incentivize, support, recognize and reward community/scholarly engagement activities by
faculty, students and staff.
• Actively promote CE
activities throughout
the year both on- and
off-campus
• Centralize
opportunities,
recognition, and
updates to better
represent and
disseminate
information.
• Encourage and
support appropriate
adjusted work
schedules.
• Incentivize and reward
employees for CE
efforts and managers
for encouraging CE
efforts
 Selected key initiatives:
- Art for the Masses
- Athletic youth camps
- Business plan competition
- Feast Down East
- Dropout Prevention Coalition
 Selected key units:
- Swain Center
- CIE
- CMS
- Local Surf Rider Foundation
- ETEAL
- OIDI
- QENO
- OSLE
- OLLI
 Ongoing
 Community
Engagement
(CE)
 CE Advisory
Board
 Human
Resources
 Deans, Directors
and Supervisors
 Provost Office
 OUR
 State
 University
 Gifts/Grants
40
FUND/BUILD
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives/Drivers
1. Ensure the State Continues to Support the Institution
• Inform legislators, the
public and the media
about the positive
economic impact of
UNCW with help from
trustees, administrators,
faculty, staff, students,
alumni and friends
 Ensure key legislators are
fully informed about UNCW’s
needs and its economic
impact
 Update economic impact of
UNCW regularly
 Provide quality constituent
service
 Chancellor
 Provost/VC’s
 Govt. Relations
 Univ. Relations
 Faculty Senate
President/Reps
 Staff Senate
President/Reps
 Student
Leadership
 Immediate
and
ongoing
 State
 University
 Gifts/Grants
• Work, together with the
system, to educate the
voters about the
reasons to vote yes on
March 15 (Connect NC)
 Approval by voters of the
Connect NC project; i.e.,
$66M for the new Allied
Health building
 Chancellor
 Chief of Staff
 Gov’t. Rel.
 Univ. Relations
 Trustees
 Campus comm.
 SGA
 Community
Partners
 1st Quarter
2016
 Gifts/Grants
43
FUND/BUILD
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives/Drivers
1. Ensure the State Continues to Support the Institution (cont’d)
• Advocate for the UNC
Policy Agenda and UNC
Budget Requests (likely
to include enhanced
carry-forward authority,
regular funding for
repairs and renovations,
and other items of great
importance to UNCW
 Identify key advocates,
including trustees, who can
assist in delivering
appropriate messages to the
legislature
 Legis. Liaison
 Chancellor
 Trustees
 UNC General
Administration,
Board of
Governors, and
sister campuses
 Immediate
and
ongoing
 State
 University
 Gifts/Grants
44
FUND/BUILD
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives / Drivers
2. Strategically Grow Enrollment Without Sacrificing Quality and Access
• Use the state Enrollment
Growth Model to
appropriately resource
the university
 12-Cell Matrix for every new
investment – faculty, staff,
library, other support
 Provost
 VCBA
 AVP, Enrollment
Management
 OIRA
 Deans
 Ongoing
 State
 University
 Gifts/Grants
• Focus growth/efforts on
key audiences –
freshmen, transfer,
military, online,
international and
graduate – balancing
tuition/fees with
financial aid
 Selected growth by audiencegenerated revenues without
impact on SAT, retention and
graduation
 Provost
 AVP, Enrollment
Management
 VCBA
 Ongoing
 State
45
FUND/BUILD
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives/Drivers
3. Ensure Auxiliary Services Provide Value to Students and the University
• Continue managing
auxiliaries contracts and
investments soundly
and manage distribution
of net revenue to
support strategic
priorities of the
university
 Distribute $600K in FY 2015-16
 Increase auxiliary
distributions commensurate
with enrollment growth,
revenue growth, CPI, and
market factors
 VCBA
 VCSA
 AD
 Provost
 Ongoing
 State
 University
 Gifts/Grants
• Leverage the UNCW
brand and increase
licensing revenue to
support strategic
priorities of the
university
 Distribute $100K in FY 2015-16
 Increase licensing
distributions commensurate
with brand growth
 VCBA
 VCSA
 AD
 Provost
 OUR
 Gen. Counsel
 Ongoing
 University
46
FUND/BUILD
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives rivers
4. Ensure Athletics Are Academically Sound, Financially Sound, and in Full
Compliance
• Ensure all studentathletes meet academic
standards and
expectations and that
teams are conference
competitive
• Establish, monitor, and
meet targets for athletics
revenues, by source
• Enhance fundraising
• Enhance efficiency in
athletics
• Ensure compliance with
NCAA regs./Title IX/etc.
• Complete and maintain a
strategic plan for
athletics
 GPA’s, retention and
graduation in line with
university’s
 NCAA Metrics
 Financial metrics with regular
monitoring
 Regular reviews of
compliance
 Current strategic plan
 AD
 VCBA
 VCUA
 Provost
 Chancellor
 Ongoing
 University
 Student
Fees
 Gifts/Grants
 Ticket Sales
 Other
revenues
47
FUND/BUILD
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives/Drivers
5. Maximize Opportunities for Fiscal Sustainability and Institutional Efficiencies in
Order to Reinvest Strategically
• Consider and leverage
current and future debt
refinancing
opportunities directing
interest savings to
strategic goals
 2016-17 $500,000
 2017-18 $500,000
 2018-19 $500,000
 2019-20 $500,000
 2020-21 $800,000
 VCBA
 VCUA
 VCSA
 General Counsel
 5-year plan,
with
ongoing
review
 University
 Associated
Entities
• Review business
practices to minimize
internal regulatory
burdens
• Provide tools to faculty
and staff for efficient
and effective risk
management and
compliance
 Reduced administrative and
regulatory burdens
 Efficient and effective risk
management and compliance
 Provost
 VCBA
 VCSA
 General Counsel
 Ongoing
 University
48
FUND/BUILD
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives / Drivers
5. Maximize Opportunities for Fiscal Sustainability and Institutional Efficiencies in
Order to Reinvest Strategically (cont’d)
• Ensure that all relevant
non-academic centers
and institutes are selfsustaining
 Require five-year
sustainability plans for each
relevant center and institute,
to at least reach break-even
status
 Provost
 VCBA
 Academic
Deans
 AP, Research
 VCUA
 Ongoing
 State
 University
 Gifts/Grants
• Evaluate and monitor
campus procurement
policies and explore
additional collaborative
purchasing
arrangements with
state, sister institutions,
and vendors
 Reinvestment of savings
(target goal of $800,000 by
2020)
 Business Affairs
 Ongoing
 State
 University
 Gifts/Grants
49
FUND/BUILD
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives/Drivers
6. Increase Extramural Research Funding
• Increase university
financial support for
research through
increased capacity and
expertise in SPARC
 Hire experienced FTE who are
proven collaborators to work
with current faculty and
increase research
opportunities
 Provide faculty/staff training
 Provost
 AP, Research
 Dir., SPARC
 Hiring over
2 years
 State
 University
 Gifts/Grants
• Aggressively identify
new sources of
research funding
(corporations,
foundations, etc.)
 % of Non-Traditional-Funding
per year Vs. funding from
NSF, NIH, etc.
 Provide faculty/staff training
 AP, Research
 Dir., SPARC
 University
Advancement
 Immediate
and
Ongoing
 State
 University
 Gifts/Grants
• Achieve $30M of
sponsored research by
2020-2021
 2014-2015 $12.0 M
 2020-2021 $30.0 M
 AP, Research
 Dir., SPARC
 Deans/Directors/
Chairs/Faculty
 Ongoing
 State
 University
 Gifts/Grants
50
FUND/BUILD
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives/Drivers
6. Increase Extramural Research Funding (cont’d)
• Build grant seeking
capacity by:
- grant writing training
- financial/recognition
incentives
- hiring people with
grant writing skills
- use successful grant
recipients to assist
others
 Additional workshops
 Provide faculty/staff training
 List of incentives
 Profile of new hires
 Provost
 AP, Research
 VCBA
 Dir., SPARC
 Deans/Directors/
Chairs
 Ongoing
 State
 University
 Gifts/Grants
• Increase licensing
opportunities and
distributions
 2014 – 2015 $50,000
 2020 – 2021 $200,000
 AP, Research
 Dir., SPARC
 Ongoing
 State
 University
 Gifts/Grants
51
FUND/BUILD
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives/Drivers
7. Fundraise for a Great University: Comprehensive Campaign and Best Practices
• Mount a comprehensive
campaign to attract
philanthropic support to
build a great university
 Develop a goals and timelines
through analysis of prospect
pool and fundraising data
(working target: $100M)
 Identify funding priorities,
targets and naming
opportunities for the
comprehensive campaign to
support great students,
faculty, programs, and facilities
 VCUA
 Chancellor
 Provost
 Deans/Directors
 AD
 Trustees and
other boards
 Immediate
and
ongoing
 State
 University
 Gifts/Grants
• Continue to incorporate
best practices into the
university’s fundraising
programs
 Meaningfully engage,
recognize, honor, and
cultivate alumni and friends
 Call on prospective donors
with frequency and
intentionality
 Target communication and
marketing toward building
institutional support
 Chancellor
 VCUA
 Deans/Directors/
Chairs
 Ongoing
 State
 University
 Gifts/Grants
52
FUND/BUILD
GOALS
METRICS
OWNER(S)
TIMING
FUNDING
Objectives/Drivers
7. Fundraise for a Great University (continued): Align Donor Support with Strategic Priorities
• Great students
 Scholarships/assistantships/
fellowships
 Student Programs
 VCUA
 Deans/Directors/
Chairs
 Chancellor
 By 20-21
 State
 University
 Gifts/Grants
• Great faculty and staff
 Chairs/professorships/
fellowships/faculty and staff
professional development
and support
 VCUA
 Deans/Directors/
Chairs
 Chancellor
 By 20-21
 State
 University
 Gifts/Grants
• Great programs
 Academic Disciplines
 Student Programs
 Community Engagement
 Athletics
 VCUA
 Deans/Directors/
Chairs
 Chancellor; AD
 By 20-21
 State
 University
 Gifts/Grants
• Great facilities
 Buildings/labs/classrooms
 Athletics
 Student Support
 By 20-21
 State
 University
 Gifts/Grants
• Great names
 Naming opportunities to honor
philanthropic leadership
(Facilities, Scholarships,
Professorships, Programs, etc.)
 VCUA, VCBA,
AD, Provost,
Deans
 Chancellor
 VCUA
 Chancellor
 Trustees
 By 20-21
 University
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