ATTRACT/RETAIN
UNCW will purposefully attract, engage, develop and nurture outstanding students, faculty and staff
GOALS
METRICS
OWNER(S)
TIMING
Objectives/Drivers
Goal 1: Promote and Strengthen the Collective Distinctiveness of UNCW
Continue to advance
faculty and staff
connections with students
in a caring and supportive
culture that reinforces
well-being and academic
achievement.
% of faculty and staff that
participate in organized
student
interactions/programs
Identify and broaden the
use of high impact
engaged learning
experiences for all
learners, e.g., #students
involved in impactful
faculty/staff mentoring
programs, # applied
learning
experiences/programs,
internships, clinical
coursework, study
abroad, research - # DIS,
thesis and dissertation
projects service projects,
professional development
and # of students involved
in Honors program;
Establish a campus wide
goal that 90% of UNCW
learners will be able to
report that they had
developed a mentoring
relationship with a
faculty/staff person over
Deans, School Directors,
Department Chairs,
Divisional Leaders and
Office Directors
Fall 2016 – Spring 2021
FUNDING
Funds to support
maintenance of our
agreed upon culture, e.g.,
tenure track faculty,
programing
Funds to support student,
faculty and staff
engagement, particularly
around applied learning
experiences, academic
excellence/distinction and
community service
the course of their
academic experience;
Insure that all courses (RTI
and DE) are ADA
compliant
Annual Campus wellness
report cards (Outcomes
and Behaviors) for faculty,
staff and students
Student satisfaction
surveys
Maintain a beautiful and
safe campus/physical
plant that embraces our
designation as the state’s
coastal university.
Define and implement the
“value proposition” of
UNCW by conducting a
comprehensive
competition analysis of
Peer, UNC and Out of
State institutions focusing
on the following areas:
- Business services and
application;
- Retention, progression
and graduation (RPG);
- Career and graduate
school attainment;
- Technology services and
application;
- Cost of attendance and
discount rate;
Survey students that visit
campus
Facilities
Fall 2016 – Spring 2021
Ranking as one of most
beautiful campuses in the
USA
Campus safety reports
Measure how we
compare to our peers and
competitors
UGR/Graduate Student
Ratio
RTI/DE Student Ratio
Repair and renovation
funds
Project funding
Vice Chancellors
Office of Institutional
Research
Fall 2016 – Spring 2017
Consultant contract
- Range and availability of
academic programs;
-Undergraduate/
Graduate as well as
RTI/DE ratios;
- Student facilities and
programming;
- Financial aid – e.g.,
scholarships, fellowships
and assistantships
- Others?
Create an engaged
campus culture by
focusing on involvement
and shared governance.
Involvement by students,
faculty and staff in
campus activities – within
the university and in our
community
Chancellor and Vice
Chancellors
Fall 2016
Program funds
Fall 2016 – Spring 2021
Marketing and
promotional materials
Reports from
administration regarding
actions taken as a result
of student, faculty and
staff input (e.g., COACHE
data, shared governance
initiatives, etc.)
Goal 2: Tell Our Story: Every Way, Every Where and Every Day
Promote UNCW as an
institution that values
community engagement
and impact, global
awareness and
involvement and
academic distinctiveness
among the students,
faculty and staff.
Quantitative and
Qualitative
documentation of
interactions and services
provided to community,
partnerships with
international universities
and academic program
rankings and reputations
Chancellor
Office of University
Relations
Vice Chancellors, Deans
Student Government
Association, Faculty
Senate, Staff Senate
Highlight compelling
success stories of studentfaculty/staff and alumni
through all media outlets
(e.g., social media,
websites, and traditional
media).
# of items highlighted
With a focus on ‘teaching
and mentoring integrated
with research and service’
promote student, faculty
and staff profiles
highlighting quality of the
work environment at
UNCW, with particular
focus on the “comparative
advantage” of faculty,
staff and student life at
UNCW and Southeastern
North Carolina.
Produce short video of
student, faculty and staff
profiles to be posted
widely on website and
sub-sites
# and variety of
opportunities
Engage in strategic
marketing and branding
of the University and
Academic Programs - use
distinctiveness,
comparative advantage
and program rankings,
etc.
Dean, School Directors,
Department Chairs, Unit
Directors
Fall 2016 – Spring 2021
Personnel, additional
media platforms and
production costs
Fall 2016
Program production costs
Office of University
Relations
Academic distinction,
applied learning
experiences, studentfaculty engagement
activities, community
engagement programs,
regional, national and
international rankings for
academic distinction
Senate Faculty Welfare
Committee
Office of University
Relations
Office of University
Relations
Branding/marketing funds
Fall 2016
University and program
rankings/reviews by
external agencies and/or
professional associations
Goal 3: Build a Diverse and Inclusive Culture
Develop funnel feeder
articulation agreements
with Community Colleges
# of enrolled students
from these articulation
Vice Provost for
Enrollment Management
Fall 2016 – Spring 2021
Travel expenses for
recruitment and
visitations
that can contribute to
improving the diversity of
our student population
agreements – diversity
percentages
Promote diversity,
inclusion, global
awareness and
engagement throughout
the University by
increasing number of
international students,
enrolled in UNCW
academic programs,
increasing the number of
UNCW students who
study abroad and
increasing the number of
partnerships between
UNCW and international
institutions for teaching
and research exchanges
(partnerships).
Create and expand
learning opportunities for
ongoing cultural
competency development
for students, faculty and
staff.
# of students, faculty and
staff participating in
international programs
Be intentional and
creative in our recruiting
efforts to ensure a diverse
slate for open positions.
Associate Vice Chancellor
of International Programs,
Deans and School
Directors/Department
Chairs
Fall 2016 – Spring 2021
Marketing, recruiting and
program costs
Student support
structures focusing on
international students and
international student
experiences – e.g,
onboarding, exchanges,
etc.
# of partnership
agreements
Scholarships
# of programs and
participation evaluation of
learning outcomes and/or
satisfaction
Measurement of campus
cultural competency and
evaluate campus climate
by surveying perceptions
of students, faculty and
staff
Documentation of all
recruitment methods
Committee composition diverse search and
interview committees
Chief Diversity Officer and
Provost
Fall 2016 – Spring 2021
Program costs
Chief Diversity Officer,
Associate Vice Chancellor
of Human Resources, Vice
Chancellors, Deans,
School Directors and
Department Chairs
Fall 2016 – Spring 2021
Recruitment funds
3 Endowed Distinguished
Professors or equivalent
visiting/post doc
opportunities - Faculty
salary, benefits and startup packages.
Dedicate at least three
Endowed Distinguished
Professorships to
positions focused upon
diversity and inclusion –
Cluster Hire model
Expand UNCW
relationships and
networks (professional
organizations that
represent diverse groups,
conferences, job fairs etc.)
Number of applicants
hired and/or finalists for
positions
# Applicants, Conversion =
Applied/Hired
Feedback from exit
interviews
Feedback from university
partners
Goal 4: Recruit Outstanding Students, Faculty and Staff
Continue to increase the
quality of our student
body – enhancing the
profiles of our
undergraduate and
graduate populations.
Develop a comprehensive
Enrollment Management
program that will allow us
to continue to expand our
total student enrollment
to 17,700 by 2020 (18%
Set targets for entrance
examinations that
demonstrate increases –
i.e., SAT, GPA, ACT, GRE,
GMAT
Vice Provost for
Enrollment Management,
Deans, Department Chairs
and School Directors
Fall 2017
#, %, increase in student
enrollment
Vice Chancellors,
Associate Vice
Chancellors, Director of
Vice Provost for
Enrollment Management
and Deans – Establish
point people and develop
Fall 2016 – Fall 2025
Overall Enrollment Plan
2020 = 17,700 = +2,731 18%
increase (17,700 – 14,969)
2025 = 21,400 = +6,431 43%
Scholarships and graduate
assistantships
Dedicated recruiting
personnel and programs
Scholarships
Physical facilities at
identified extension sites
Program costs; Instruction
space
increase) and 21,400 by
2025 (43% increase).
increase (21,400 – 14,969)
Enrollment Growth
Components
an Enrollment
Management Council to
monitor enrollment
Infrastructure: dining,
parking, lodging
Student support programs
and personnel
First Time Freshman RTI
2015 = 2,024
2020 = 2,200 9% increase
2025 = 2,250 11% increase
Transfer (UG RTI)
2015 = 1,420
2020 = 1,700 20% increase
2025 = 1,825 28% increase
DE Online
2015= 1,582
2020 = 2,360 49% increase
2025 = 3,753 137% increase
International
2015= 89
2020 = 500 462% increase
2025 = 1,200 248% increase
Graduate RTI
2015= 1,157
2020 = 1,833 58% increase
2025 = 2,613 125% increase
Graduate DE
2015= 551
2020 = 1090 98% increase
2025 = 1832 232% increase
Expand the Honors
College.
Annually 15% of the Fall
Freshman Cohort by 2017
Annually 5% of the Fall
Transfer Cohort by 2018
Honors College, Deans,
School Directors and
Department Chairs
Fall 2017 – Fall 2020
Increased funds for
Honors College operations
Dedicated recruitment
personnel and programs
Additional Honors staff
and faculty
Adjust the undergraduate,
graduate and DE ratio in
student enrollment –
Target is 80/20
Undergraduate to
Graduate Students. This
will require new graduate
programs – RTI and DE.
2015 82/8/10% split
Total = 14,969
UGR = 13,261 = 89%
Graduate = 1,708 = 11%
UGR = 12,230 = 82%
Graduate = 1,157 = 8%
DE = 1,582 – 10%
Vice Provost for
Enrollment Management,
Deans, Associate Vice
Chancellor for Distance
Education, School
Directors/Department
Chairs, Dean of the
Graduate School
Fall 2018
2020 – 76/11/13 split
Total = 17,700
UGR = 14,769 = 83%
Graduate = 2,923 = 17%
Honors facilities and
student housing
Recruitment costs,
communications,
marketing materials,
graduate tuition
assistance, graduate
assistantships, program
development and
implementation funds
Dedicated recruitment
personnel and programs
UGR = 13,499 = 76%
Graduate = 1,833 = 11%
DE = 2,360 = 13%
2025 - 70/12/18 split
Total = 21,364
UGR = 16,918 = 79%
Graduate = 4,445 = 21%
UGR = 14,997 = 70%
Graduate = 2613 = 12%
DE = 3,754 = 18%
Develop new "innovative"
degree programs in next 5
years to meet the regional
needs, support global and
diversity expansion –
target graduate online
programs (i.e.,
Professional Masters
Degrees).
# of implemented degree
programs
Connect the enrollment
growth (change) from the
new programs to the
budgeting processes to
ensure adequate
resourcing at the unit
levels
Deans, School
Directors/Department
Chairs and Faculty,
Associate Vice Chancellor
for Distance Education
and Dean of the Graduate
School
Next 5 years
Faculty and program
development and
implementation costs
Increase number
Graduate Assistantships,
number of out of state
tuition waivers and
amount of stipends
awarded.
Increase the number of
Endowed Distinguished
Professorships to recruit
outstanding
teacher/scholars in
selected areas of
excellence – e.g., Cluster
Hire Model.
Develop flexible and
differential workload
models to take advantage
of faculty and staff
expertise and experience.
Develop policy and
process for joint faculty
and multi-unit staff
appointments.
Offer competitive salaries
and start-up packages for
faculty and staff.
# of Graduate
Assistantships awarded
Provost, Advancement,
Deans, Dean of the
Graduate School
Fall 2016 – Spring 2021
Graduate assistantships
Chancellor, ViceChancellors, Deans,
Department Chairs and
School Directors
Fall 2016-Spring 2021
Faculty salaries and startup funds – External
funding through
advancement
# of out of state waivers
granted
$ value of stipends
# of Endowed
Professorships
University Workload
Model and College, School
and Department Models
that allow for different
assignments to take
advance of faculty/staff
skills and experiences
Policy Development and
Implemented
Use market data (CUPA
and National Reports for
Disciplinary-based
Organizations) to achieve
average faculty and staff
salaries = 100% of market
Examine and determine
the feasibility of offering
indirect compensation for
new employees – i.e.,
relocation costs, etc.
Provost, Dean, School
Fall 2016-Spring 2021
Directors and Department
Chairs, Faculty and Faculty
Senate
No additional funds
required
Vice Chancellors,
Associate Vice Chancellor
of Human Resources,
Deans, School Directors
and Department Chairs
Salary funds
Fall 2017 – Spring 2021
Start-up funds
Develop and implement a
“Trailing Spouse” program
for faculty and staff.
Program developed and
implemented
Vice Chancellors,
Associate Vice Chancellor
of Human Resources,
Deans, School Directors
and Department Chairs
Fall 2017-Spring 2021
Salary funds
Chancellor, Vice
Chancellors and Office of
Institutional Research
Fall 2017
Program funds
Vice Chancellors, Deans,
School Directors and
Department Chairs,
Associate Vice Chancellor
for Distance Education
and Dean of the Graduate
School
Fall 2016
Support program costs –
personal and programing
costs
Chancellor, Vice
Chancellors, Deans,
School Directors and
Department Chairs
Fall 2016 – Spring 2021
Personnel - salary funds
Goal 5: Nurture and Develop our Students, Faculty, and Staff
Become a member of the
Chronicle of Higher
Education’s list of “Great
Colleges to Work For”.
Develop effective support
systems for Graduate and
Online learners.
Chronicle of Higher
Education indicators
Faculty and staff turnover
rates
Staff turnover rate
Student support centers
that accommodate
graduate and online
learners
Increase in number of
professional advisors
across all colleges
% of students who report
developing an effective
mentoring relationship
Prioritize activities that
provide faculty sense of
distinctiveness through
the following:
Commit to and reward
faculty quality indicators
in teaching, scholarship
and service
% retention rate
Increasing and enhancing
faculty incentives and
rewards for professional
accomplishments and
development (e.g.
reassignment, RPT, etc.);
Find more ways to
recognize excellence in
scholarship
Operating funds
Equipment funds
Establish policies,
processes and
infrastructure for joint
appointments
Establish a retention/
excellence fund to help
retain high performing
faculty
Facilitate and reward
collaborations in teaching,
scholarship and service
activities and programs
Prioritize the resolution of
faculty salary issues inversion, compression
and market value
problems;
Strengthen collaboration
between faculty and
administration
Make support for
professional development
explicit and accessible
Increase flexibility around
release, especially Junior
faculty reassigned time
for scholarship
Ensure adequate space for
teaching, research and
service activities
Ensure that all
performance reviews are
conducted according to
Replacing and increasing
TT/tenure lines (including
Endowed Distinguished
Professors)
Annual performance
reviews and salary
increases, travel funds,
etc.)
Devoting 10% of
counteroffer fund to
‘retention fund’ that
recognizes outstanding
faculty w/o forcing job
market entry
Increasing number of
interdisciplinary
projects/minors (possibly
tied to endowed lines)
Increasing communication
between administration
and faculty through direct
participation/inclusion;
maintaining and
increasing college specific
funding for professional
development and
research
Remove the supplemental
pay restrictions where
possible, especially for
summer pay.
Policies and Procedures
developed, implemented
Vice Chancellors, Deans,
School Directors and
Department Chairs
Fall 2016 – Spring 2021
No additional funds
required
the models and all faculty
and staff are aware of
performance
expectations, particularly
in reference to RTP and
career advancement.
Achieve average faculty
and staff salaries = 100%
of market and focus on
increasing our
faculty/staff retention
rates through the
reduction of inversion,
compression and market
inequity.
Establish a campus culture
that emphasizes wellness
and healthful living.
Create increased
opportunities/incentives
for professional
development for
students, faculty and
staff.
and available to all faculty
and staff
Salary comparisons to
market value
Associate Vice Chancellor
of Human Resources, Vice
Chancellors, Deans
Fall 2016 – Spring 2021
Salary funds
University Wellness
Committee, Student
Affairs and Academic
Affairs
Associate Vice Chancellor
of Human Resources, Vice
Chancellors and Deans
Fall 2017-Spring 2021
Program funds
Fall 2016 – Spring 2021
Program and travel funds
Faculty and staff retention
rates
Development of an
organized program –
UNCWell for faculty, staff
and students
Statistics on internal and
external promotions
Communications
documents
Data on number of
employees who are
participating in the
program
Maintain current tuition
waiver program and
create a climate that
supports faculty and staff
participation in degree
programs, e.g. scheduling
etc.
Appendix
UNCW Enrollment Growth Summary
Institutional Headcount
2020
17,692
2025
21,364
5 Year
Change
2,723
5 Year %
Change
18%
10 Year
Change
6395
10 Year
%
Change
43%
Grand Total Enrollment
2015
14,969
Total Undergraduate
RTI UG
DE UG
Total Graduate
RTI GR
DE GR
13,261
12,230
1,031
1,708
1,157
551
89%
82%
7%
11%
8%
4%
14,769
13,499
1,270
2,923
1,833
1,090
83%
76%
7%
17%
10%
6%
16,918
14,997
1,921
4,445
2,613
1,832
79%
70%
9%
21%
12%
9%
1,508
1,269
239
1,215
676
539
11%
10%
23%
71%
58%
98%
3657
2767
890
2737
1456
1281
28%
23%
86%
160%
126%
232%
International Student*
89
1%
500
3%
1,200
6%
411
462%
1111
1248%
5 Year %
Change
31%
10 Year
Change
2141
10 Year
%
Change
52%
22%
9%
20%
93%
175%
277%
127%
1,318
226
405
687
823
427
396
34%
11%
29%
157%
363%
585%
257%
*The international students are included throughout the enrollment totals; international students are predominately UG RTI students.
New Students
Grand Total New Students
2015
4,109
% of
Total
27%
Total New RTI Students
First Time Freshman
Transfer (RTI UGR)
Graduate RTI
Total New DE Students
DE UGR
DE GR
3,882
2,024
1,420
438
227
73
154
94%
49%
35%
11%
6%
2%
4%
2020
5,370
% of
Total
30%
2025
6,250
% of Total
29%
5 Year
Change
1261
4,745
2,200
1,700
845
625
275
350
88%
41%
32%
16%
12%
5%
7%
5,200
2,250
1,825
1125
1050
500
550
83%
36%
29%
18%
17%
8%
9%
863
176
280
407
398
202
196
Key takeaways from the Enrollment Projection Model 2016-2025:
• The ratio of UG:GR students will change from 90:10 to 80:20 by 2025
• The enrollment growth is primarily in the Graduate RTI and Distance Education populations (UG and GR)
• The new student RTI:DE ratio will change from 95:5 to 80:20 by 2025
• The proportion of new students in the first time freshman category will reduce from 50% to a third, with graduate
student increasing from 11 to 18 percent and DE increasing from 6 to 17 percent
12.07.2015