OPPORTUNITIES
• Quality students
• Strong programs: Creative Writing, Marine Biology, Nursing,
Chemistry, Accounting, Psychology
Online, international, transfer, joint programs
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• Number of high school graduates in the state and the
southeast still growing; international down and up
Strong experiential learning/promising engagement
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• Selective and competitive sports programs
CHALLENGES
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Continued challenges with state funding
Increased competition for talent, both domestic and global
Interdisciplinary and joint programs
Need for continued and stronger support for scholarships,
chairs, programs and research
Balance between selectivity and growth
•
• 18% out-of-state limit
VISION
BETTER
ENGAGED
GLOBAL
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 masters’ programs, as well as
doctoral programs in areas of expertise that serve state needs. Our culture reflects our
values of diversity and globalization, ethics and integrity, and excellence and innovation.
VALUES
Diversity/Globalization
Ethics/Integrity
Excellence/Innovation
STRATEGIC PRIORITIES
Attract the
best diverse
global talent
Educate well
and advance
research
Enable
students to
succeed
Engage the
world
Fund the vision
Building a
great university in
North Carolina
UNCW
20,000
students
100 active
scholarships
100 Fortune 500
companies to campus
to recruit
Increase level of
engagement in Cape
Fear Region
1150-1300
SAT Range
90% retention
75% graduation
Continuous
accreditation
$20M in sponsored
research
League-competitive in
key sports
Fund
Engage
Enable Success
Educate/Advance
Research
Attract
2020
5-10 chairs/
professorships
New programs
operationalized
1500 Trifecta
* Study abroad
* Int’l students
* Online
$10M-$20M in gifts/yr
(10% of alumni giving)
70th Anniversary
STRATEGIC PRIORITIES
ATTRACT THE BEST DIVERSE GLOBAL TALENT
• 20,000 by 2020 vs. 15,000 today
• 1150-1300 by 2020 vs. 1110-1250 today
• Strengthen high-quality recruiting in NC, out-of-state, transfer, online
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and international
Top 10 among regional universities in the South vs. 16th today
Expand, deepen international footprint by focusing on G-20 countries
with specialized/dedicated organization
Expand and deepen online recruiting solely and or with partners
Balance selectivity and growth through significant increase in
scholarships
Ensure fundraising to attract great students (100+ scholarships) and
great faculty (5-10 chairs)
Ensure diverse slates for all open positions
Make sure faculty and staff are competitive in the marketplace
STRATEGIC PRIORITIES
EDUCATE STUDENTS WELL AND ADVANCE RESEARCH
• Launch new programs that capitalize on UNCW’s strengths, state of
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the discipline and needs of the state
Identify areas of excellence and of interest to the state and invest create waves of excellence
Ensure fundraising to support new programs
Pursue joint programs that turbo-charge student opportunities
Develop global program with key partners in G-20 countries
Expand and deepen online offerings across campus (BS’s and MS’s)
Incentivize scholarship and applied research through greater
research support, journal lists for publications, recognition of
grant-seeking skills, honor/recognition and focus on sponsored
research ($20 million/yr)
Attract top teachers/researchers from top universities to campus
Retain re-accreditation focus
STRATEGIC PRIORITIES
ENABLE STUDENTS TO SUCCEED
• Aim for 90% retention at first year and 75% at graduation in six years
• Ensure recruiting, advising and placement work hand-in-hand to ensure
student success
• Bring 100+ Fortune 500 companies to campus to recruit/top government
organizations/NGOs, etc.
• Ensure students develop personal brand plan from day one to
compete in the marketplace or to pursue graduate education
• Ensure experiential learning including international placement/internships
• Ensure Assurance of Learning is in place throughout
STRATEGIC PRIORITIES
ENGAGE THE WORLD
• Run an inventory of all areas/centers of expertise of the university
and how they bring value to the community
• Draw on existing projects to take engagement to different level
• Re-think the organization to provide leadership in engagement with
full support from Academic Affairs
• Ensure engagement is focused first in the city, the region, the state
and the world (in that order)
• Target, cultivate potential partners – businesses, government
agencies, NGOs/multilateral organizations, foundations, universities,
community colleges/high schools
STRATEGIC PRIORITIES
FUND THE VISION
• Raise amount of alumni giving to 10% by 2020 vs. 6% today,
($10M to $20M per year)
• Use the “Great School” approach to fundraising:
Great Students + Great Faculty + Great Programs + Great Facilities
+ Great Name(s) = Great School
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Prepare for new campaign 2017 – 70th Anniversary
Provide the state reasons for continuing support of UNCW and its needs
Ensure Auxiliary Services are positive contributors to support students
Run effective/efficient educational organization centered on students,
zero-based budgeting and strong procurement
• Unify strategic, operating budget and master plans through greater
engagement of deans, greater transparency and greater accountability
Moving Forward Together
1. Create Expanded Leadership Council for Strategic Planning
2. Establish Workgroups to Develop Seven Plan Components:
 STRENGTHS/WEAKNESSES/OPPORTUNITIES/TRHEATS (SWOT)
 VISION/MISSION/VALUES
 ATTRACT THE BEST DIVERSE GLOBAL TALENT
 EDUCATE STUDENTS WELL AND ADVANCE RESEARCH
 ENABLE STUDENTS TO SUCCEED
 ENGAGE THE WORLD
 FUND THE VISION
3. Establish the timeline
Moving Forward Together
Balance in each workgroup between
faculty and original Leadership Council
Balance in each workgroup between
“subject matter experts” who see the
trees and “generalists” who see the
forest
Provide necessary resource materials,
data, and other support to workgroups
Important resources include:
 Draft/conceptual presentations shared since July 14
 Office of Institutional Research & Assessment data:
http://www.uncw.edu/oira/
 Documents from previous UNCW strategic plans:
http://www.uncw.edu/planning/docs.html
 The university planning web page will be updated and
used for this process and will include the Chancellor’s
draft presentations
 Members of Cabinet (Chancellor, Provost, Vice Chancellors,
and others) are available as “free” consultants
 If any of the workgroups feel that it would be beneficial to
have the services of a facilitator, those arrangements can be
made (contact Mark Lanier)
Moving Forward Together:
Workgroups
SWOT Analysis:
Chris Finelli, Chair
Steffaney Cohen
Nathan Crowe
Rigo Rincones-Gomez
Andy Mauk
Pam Seaton
Candace Thompson
Ron Vetter
Sarah Watstein
Michael White
Cabinet: Eddie Stuart
Moving Forward Together:
Workgroups
Vision/Mission/Values:
Mark Galizio, Chair
Cathy Barlow
Dawn Brown
Van Dempsey
Art Frampton
Vibeke Olson
Adrienne Swinney
Brian Victor
Brad Walker
Cabinet: Pat Leonard
Moving Forward Together:
Workgroups
Attract/Recruit:
Charlie Hardy, Chair
Stuart Borrett
Cara Cilano
Terry Curran
Tracy Hargrove
Venita Jenkins
Mark Morgan
Sara Thorndike
Paul Townend
Cabinet: Kent Guion
Moving Forward Together:
Workgroups
Educate/Research:
Martin Posey, Chair
Antje Almeida
Dan Baden
Jess Boersma
Dan McCord
Steve Meinhold
Ann Pabst
Bev Vagnerini
Mike Walker
Cabinet: John Scherer
Moving Forward Together:
Workgroups
Enable/Place:
Tammy Hunt, Chair
Jeffrey Bruinsma
Lindsay LeRoy
Rosalynn Martin
Laurie Patterson
Jeanne Persuit
John Rack
Thom Rakes
Jimmy Reeves
Cabinet: Janine Iamunno
Moving Forward Together:
Workgroups
Engage:
Lori Messinger, Chair
Kristen Brogdon
Natasha Davis
David Donaldson
Steve Elliott
Carol Heinrich
Lynn Leonard
Susan Simmons
Reggie York
Cabinet: Jimmy Bass
Moving Forward Together:
Workgroups
Fund the Vision:
Christy Ward, Chair
Sharon Boyd
Rob Burrus
Carrie Clements
Susan Faircloth
Jennifer Horan
Stefanie Powell
Bob Roer
Aswani Volety
Cabinet: Rick Whitfield
Moving Forward Together:
Timeline Before Today
 July 14: Staff Council, presentation/discussion of concepts/draft
 July 14: Deans, presentation/discussion of concepts/draft
 July 15: Leadership Council, presentation/discussion of concepts/draft
 July 17: Board of Trustees, presentation/discussion of concepts/draft
 August 11: Faculty Senate Steering Committee, presentation/discussion
of concepts/draft
 August 12: Leadership Council, with additional faculty members
included, discussion of proposed process
 September 9: Expanded Leadership Council for Strategic Planning
 September 10: Expanded Leadership Council for Strategic Planning
Moving Forward Together:
September Timeline
 September 10 through 29: meetings of
workgroups, arranged by chairs
September 23, 4pm: Meeting of
workgroup chairs
September 29, 2:30 pm: Expanded
Leadership Council for Strategic Planning
Moving Forward Together:
October Timeline
 October 1, 8:30 am: Campus Fall Forum
 October 2 through 13: Workgroup meetings
 October 14, 9am: Leadership Council, with
workgroup chairs
 October 16: Board of Trustees update
 October 21, 3:30 pm: 2nd open forum
 October 19 through November 10: Workgroup
meetings
Moving Forward Together:
November Timeline
 November 4, 8am: Workgroup chairs’ meeting (if
needed)
 November 11, 3:30 pm: Expanded Council
 November 12 through December 2: Workgroup
meetings
 November 18: Workgroup chairs’ meeting (if
needed)
Moving Forward Together:
December Timeline
 December 2 and/or December 16:
Expanded Council completes and
celebrates its work!
Moving Forward Together
What should the work product or
output of each workgroup be?
SWOT analysis (succinct summary of
strengths, weaknesses, opportunities, and
threats, building on what already exists)
Vision/values/mission (succinct versions of
each, building on what already exists)
Moving Forward Together
What should the work product
of each workgroup be?
For each of the five workgroups working on a
strategic priority, use of templates similar to
the following slides would result in a
consistent format, terminology, and voice
across the various workgroups
EXAMPLE
GOALS
METRICS
OWNER
TIMING
FUNDING
EXAMPLE
ATTRACT/RECRUIT
GOALS
METRICS
OWNER
TIMING
FUNDING
20,000 STUDENTS BY 2020 VS. 15,000 TODAY
• Dedicated
recruiters/rankings
• Increased number
of scholarships
• New/joint
programs
• Different modes of
delivery (online)
• New geographies
Actual registered
students at the
beginning of
semesters
• Academic Affairs
• Advancement
• Business Affairs
Fall/Spring/
Summer
• State
• Self
THANK YOU!