Timeline of UNCW’s Strategic Planning Process
2003 – 2010
2003
April
Rosemary DePaolo named Chancellor-Elect. She asked for “comparative
data on similar institutions” to get to know better the university she was about
to lead.
April – July
Compiled Benchmark Study 2003, a comparison of 34 institutions on 113
indicators in these broad categories: institutional characteristics, students,
faculty, diversity, retention and graduation, selectivity, class size, student
costs, financial aid, student loans, revenues, endowment, alumni, facilities,
employee benefits, library, research, and study abroad
August

Chancellor set forth seven guiding questions for strategic plan
development
 Graphical comparative depiction of 38 of the most prominent indicators
for seven “peer and aspirant institutions” (College of William and Mary,
University of Richmond, James Madison, Appalachian State, College of
Charleston, Murray State, and UNC Charlotte) were presented to the
Cabinet and formed the basis of public forums to come.
 Discovery that UNCW was (is) the only midsized public master’s
university in the US with a six-year graduation rate at least 55% and at
least 8% of total expenditures dedicated to research.
August – November (and Feb. 2004)
 Thirteen forums conducted (data presented, followed by participatory
dialogue and input) involving administrators, faculty, staff, students,
alumni, the public through various advisory boards, and parents of
students:
1.
8/12
Chancellor’s Cabinet
2.
8/29
Deans, directors, associate vice chancellors
3.
9/16
Student Affairs staff
4.
9/24
Open Forum (faculty, staff, students)
5.
10/2
Open Forum (faculty, staff, students)
6.
10/17 UNCW Board of Trustees
7.
10/20 MBA 524 class
8.
10/24 UNCW Foundation Board
9.
10/28 Past Chairs’ Council of UNCW Alumni Association
10. 11/6
Open Forum (faculty, staff, students)
11. 11/7
UNCW Board of Visitors
12. 11/8
UNCW Alumni Association Board of Directors
13. 2/28
UNCW Parent Development Council
November
Conducted “identity and core values survey” of faculty and staff
2004
January
Planning Council workgroups develop drafts of “main issues” and visionidentity-values, using input from forums and survey
February


Planning glossary developed
“Main issues” suggestions from Planning Council members’ submissions
(and based on survey suggestions) lead to seven strategic goals
March
Planning Council subcommittees draft objectives for each strategic goal
April



Strategic Plan approved by the University Planning and Quality Council
Strategic Plan endorsed by the Faculty Senate
Strategic Plan approved by the Chancellor and endorsed by the Board of
Trustees
June
“High-level strategies” developed for each objective in the strategic plan at
the Cabinet Retreat
Fall


Planning Council committees develop ideas for measurable targets to
measure progress toward achieving objectives of the strategic plan
Developed strategic policies and targets required for master planning
2005
February


UNC General Administration directs campuses to initiate mission review
and that each institution participate in a peer study overseen at the
system level
Draft of ten priority progress measures considered by the Planning
Council
May
Development of divisional strategic action plans in support of the strategic
plan
Fall
Priority Progress Measures approved
2006
Spring



Developed “resource plans for progress measures” (expenditures and
progress thus far, estimated costs and timelines for achieving progress
measures)
Divisional strategic staff plans developed
Peer list approved by GA


Identified first iteration of annual strategic priorities
Approved five-year annual retention and graduation goals

Integrated planning and budgeting, and developed a budget planning
calendar
First annual “dashboard of progress” compiled
Fall
2007
Spring

Fall


Finalized Articulation of Quality
First review and revision of goals, objectives and progress measures
2008
Spring
Aligned strategic planning with UNC Tomorrow
Fall


UNC Tomorrow Phase II
Mission review


Budget processes based on strategic priority
Initial consideration of new metrics to guide the strategic plan for the next
five years
2009
Spring
Fall
Institutional effectiveness schematic and process
2010
Spring
Development of Our Vision for 2020 framework and planning process
2011
Spring
Development of new progress and accountability measures
Major impacts of strategic planning 2003 – 2010
 Guide to annual budget allocations
 Guide to required budget cuts
 Foundation of CITI proposals
 Allocation of MALSA adjustment to state appropriations
 Assumptions for Campus Master Plan
 Development of ten-year enrollment plan influenced by impacts on progress measures
and strategic goals
 Foundation of comprehensive campaign purposes
 Achievement of nearly all progress measures, thought in 2003 to be unachievable
 Establishment of conditions for launch of Our Vision for 2020