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2011-2016 UNC Charlotte Institutional Effectiveness Report
Institutional Mission: UNC Charlotte is North Carolina's urban research university. It leverages its location in the state's
largest city to offer internationally competitive programs of research and creative activity,
exemplary undergraduate, graduate, and professional programs, and a focused set of community
engagement initiatives. UNC Charlotte maintains a particular commitment to addressing the
cultural, economic, educational, environmental, health, and social needs of the greater Charlotte
region.
Institutional Goal #1 Deliver high quality, affordable, and effective educational programs that produce educated and
responsible citizens and a competitive workforce.
Objectives Expected Outcomes Measurement Plan Assessment Findings
1.1 Adopt campus and
college academic plans
after evaluating proposals
for new program
development in light of
demonstrable need and
financial feasibility.
Establish a concise list of
new program priorities at
the baccalaureate,
master’s, and doctoral
level for consideration by
the Board of Governors.
By the beginning of the 2012-
2013 academic year, we will
have created one consolidated
list in priority order of new
academic program proposals at
the baccalaureate, masters, and
doctoral levels to be submitted
over time to the General
Administration (GA) and the
Board of Governors for
planning and implementation.
Determine whether a
consolidated priority list has
been established and submitted
to GA.
1.2 Comprehensively
examine opportunities for
expanding the
University’s delivery of
academic coursework
and programs via
technology to help reduce
demand upon existing
classroom and laboratory
space, facilitate access to
courses for timely degree
completion, or reduce the
costs of instruction.
By the end of academic year
2012-13, we will have produced
an inventory of existing courses
and programs offered as 100%
online and hybrid courses to
improve access, classroom
utilization and degree
completion.
Achieve a long-term target of
15% of undergraduate student
credit hours delivered on-line or
in hybrid formats.
Possible reduced per capita
instructional costs due to course
redesign.
Possible increased degree
completion and reduced time to
degree due to increased
availability of required courses.
Determine whether the
inventory has been completed
and, based upon gaps and
needs identified, develop
priorities for additional online
and hybrid courses.
Determine, on an annual basis,
campus progress toward the
15% goal.
As courses are redesigned to
incorporate new technology,
apply the National Center for
Academic Transformation
template to assess the impact
on instructional cost per
student.
In particular programs for
which technology-related
courses have been developed to
improve student accessibility to
high demand programs,
monitor degree completion and
time-to-degree statistics.
1.3 Inventory University
programs and services
related to under-graduate
and graduate student
retention, time to degree,
and degree completion,
and develop an
assessment of the most
cost-effective approaches
that deserve further
investment while
eliminating those judged
to be least effective.
By the end of academic year
2012-2013, we will have
produced an inventory of
instructional programs and
student academic support
services located
organizationally in the Division
of Academic Affairs and
supported principally by state
appropriations.
By the end of 2012-13, we will
also have developed a standard
methodology to assess cost
effectiveness of programs.
Determine whether inventory
has been completed.
Determine whether standard
methodology has been agreed
upon.
1.4 Complete development
of improved institutional
effectiveness plans for all
divisions and colleges of
the University prior to
the planned
reaccreditation review by
the Southern Association
of Colleges and Schools
(SACS) in 2013.
By the time of the scheduled
SACS site visit, all divisions
and colleges will have revised
their institutional effectiveness
plans.
All programs will have
implemented a regular cycle of
data collection and review for
all student learning outcomes
(SLOs).
Cabinet will review the
completeness and adequacy of
the IE plan by the start of every
academic year.
Provost review of SLO report
at an annual Academic Affairs
retreat in Spring
1.5 Select and implement an
approved campus-wide
Quality Enhancement
Plan (QEP) by 2013 as
part of the SACS
reaffirmation of
accreditation review.
By the time of the scheduled
SACS visit, the QEP will have
been selected and we will have
developed a plan outlining the
resources, faculty lines, and
staffing needed to begin phased
implementation in Fall 2013.
Full implementation of the QEP
will be completed by Fall 2017,
at the latest.
Determine whether SACs has
approved the QEP for
implementation.
Guided by the QEP assessment
plan, track annual progress
toward full implementation
during the five-year period.
Changes Planned During
2012-2013 as a Result of
Assessment Findings
Institutional Goal #2 Stimulate increased research, creative activities, and community engagement with a focus on
programs and partnerships that address the major needs of the Charlotte region.
Objectives Expected Outcomes Measurement Plan Assessment Findings
2.1 In consultation with
academic and support-
unit leaders, develop a
comprehensive plan for
the expansion of the
University’s extramurally
funded research programs
to a sustainable level of
$50 million in annual
research expenditures by
2020.
By the end of 2012-2013, the
Vice Chancellor for Research
and Economic Development we
will develop a plan that
identifies resources, including
faculty positions, operating
funds, and infrastructure
necessary for implementation
to achieve growth in externally-
funded research to the target
level.
Determine whether research
development plan has been
completed during 2012-2013
Annual tracking of measures of
extramural research,
particularly in areas targeted
for enhancement as a result of
the plan.
2.2 In consultation with
Charlotte-Mecklenburg
Schools, identify and
implement at least one
major initiative that will
improve the readiness of
high school students for
college-level work,
reduce rates of high
school attrition, and/or
strengthen teacher
effectiveness.
Postponed for further discussion
regarding a target initiative
pending selection of the next
superintendent for the
Charlotte-Mecklenburg School
District. Based on discussions
to date (April, 2012), the
probable focus involves the
induction and retention of new
teachers in the first three years
of professional life.
To be determined.
2.3 Complete construction of
a new campus building
(PORTAL) dedicated to
expanding University-
industry research and
technology transfer
partnerships.
Creation of a new building by
December 2013 to serve as a
stimulus for the creation of
University-industry research
projects.
Determine whether building
completed by December 2013
and first year occupancy targets
achieved by December 2014.
2.4 Support the achievement
of regional economic
sustainability by
implementing the new
strategic plan of the Ben
Craig Center to stimulate
innovation and expand
the entrepreneurial
capacity of the region.
Enhanced proactive
collaboration among the
region’s organizations that
support business formation and
early stage growth;
Annual tracking of number of
high potential entrepreneurs,
innovations and inventions, and
related business growth,
including University
innovation and invention
disclosures, start-ups launched,
businesses under incubation,
etc.
2.5 Develop and implement
an initial plan for using
the Center City Building
(CCB) as a means to
enhance community
engagement for students
and faculty and to
establish an academic
presence in Center City.
By 2012-2013, we will have
reviewed first-year academic,
continuing education, and
community usage of CCB and
identified additional
opportunities for students and
faculty to engage with
community to enhance the
visibility and prestige of the
university.
Determine whether a report on
building usage (i.e., academic,
offerings, enrollments,
continuing education classes,
and community activities) with
recommendations for
expansion has been prepared
by the CCB Executive Director
and considered by the Cabinet.
No later than the end of the
2015-2016 academic year,
conduct a survey of major
community leaders to assess
their views on University
engagement in Center City and
to identify additional
opportunities.
2.6 Identify a limited number
of new outreach and
engagement programs
and partnerships that
enhance the civic and
cultural life of the region.
Recent examples worth
emulating include
programs developed in
partnership with the
Museum of the New
South, “Personally
Speaking” in the College
of Liberal Arts and
Sciences, and the
“Violins of Hope” project
by the College of Arts
and Architecture.
Over the course of the five
years of this institutional plan,
we will develop 2-3 “signature”
partnership programs that
address community needs as
reflected in the Mission
Statement and that enhance
community regard and respect
for the University’s educational,
research, and creative
capacities.
Partnership programs evolve
over time in response to
conversations with potential
community partner institutions.
Each such program will be
assessed through appropriate
measures relating to
community interest and
participation, partner
satisfaction, opportunities for
future collaboration, etc.
Changes Planned During
2012-2013 as a Result of
Assessment Findings
Institutional Goal #3 Improve the readiness of human resources and our academic, administrative, physical, and
technological infrastructure to efficiently and responsibly operate an urban research university
serving 35,000 students.
Objectives Expected Outcomes Measurement Plan Assessment Findings
3.1 Develop and adopt plans
for the Division of
Business Affairs and
Information and
Technology Services
(ITS).
Articulated plans for the
initiatives and priorities of the
two divisions.
See institutional effectiveness
plans for the Division of
Business Affairs and ITS.
3.2 Continue to identify and
invest in priorities for
strengthening the
capacity and reliability of
the institution’s
information technology
infrastructure through the
work of the IT Portfolio
Investment Review
Board.
[This will need to be revised
to reflect the new ITESC
board that will perform
this function].
Improved decision-making for
establishing priority
investments in ITS based upon
a carefully constructed and
evaluation of the “business
case” assembled for each
investment.
Documentation of the work of
the ITESC through an annual
report prepared by the ITESC.
Measure the performance of IT
Services through the ITS
Scorecard of Critical Services -
Uptime
User satisfaction and/or
increased efficiencies as
measured by surveys, including
the Teaching and Learning
Excellence Surveys
Annual Report by ITS of Cost-
Effective Use of Resources
3.3 Implement the Research
Administration Project
that will improve
administrative support in
pre- and post-award grant
and contract
administration.
A multi-year project, the RAP
is designed to improve the
capacity of the University to
make timely and accurate
proposals for externally-funded
contracts and grants, and to
administer increased research
volume in accordance with the
expectations of faculty
investigators and applicable
state and federal accounting
requirements.
Annually report on contract
and grant proposals and
funding.
Bi-monthly surveys of faculty
and others involved in the
contract and grant process
concerning their satisfaction
levels with research
administration process from
proposal submission to award
close-out. Annually track the
numbers of departmentally-
and college-based research
administration personnel
receiving training or continuing
education to ensure compliance
with government regulations
and best practices.
3.4 Identify, conduct, and
implement at least three
major reviews of
campus-based operations
or core administrative
processes that can
produce significant
reductions in annual costs
or improve operating
effectiveness.
Over a five-year period and by
the completion of the 2011-
2016 planning period, we seek
to improve three major
administrative processes in
ways that reduce costs, improve
processing time or quality in the
minds of users.
Current project for 2011-2013
involves adoption of technology
to reduce paperwork in the
processing of employee time
and leave.
Determine in 2016 or shortly
after whether the three
processes were improved and
identify the resulting cost-
savings, time efficiencies, and
improvements in quality.
Determine progress of project,
including plan for identifying
potential efficiencies and cost
savings.
3.5 Re-examine the budget
and space allocation
process to ensure that the
highest priority needs can
be addressed if
incremental funding for
enrollment increases,
capital construction, and
repairs and renovations
are significantly reduced.
No later than the end of the
2012-2013 academic year, we
will have conducted a Cabinet-
level review of the space
allocation and reallocation
process, including Policy #17,
with the goal of ensuring that
space decisions are made in the
best long-term interest of the
institution.
During 2012-2013, completion
of Budget Re-Examination II at
the Cabinet level.
Determine whether revised
space allocation and
reallocation process has been
put in place.
Determine whether Budget-Re-
examination has been
completed and plan developed
for changing budget allocation
process if appropriate.
3.6 Implement the 2010
Campus Master Plan for
facilities and land use as
approved by the Board of
Trustees.
Consistent application of the
principles and standards
articulated in the Master Plan
with respect to land use,
building placement and design,
infrastructure development, and
sustainability.
Identification of annual
deviations from the Master
Plan by FM and the reason(s)
therefore (e.g., reconsideration
of MP site or design principles,
cost considerations, etc.)
3.7 Implement the approved
priorities to improve
employee orientation and
training as recommended
in the University
Training Inventory
Project (January 2010)
and examine non-salary
options to motivate,
reward, and retain
University staff.
Gradually improve employee
access and utilization of
training resources and non-
salary means to enhance the
performance and job
satisfaction of employees.
Both issues have been
addressed by the Cabinet
through reports prepared by
Organizational Science
Consulting & Research, and
priority recommendations are
being implemented.
Select an annual random
sample of performance
evaluations for non-
supervisorial SPA and EPA
employees to determine
frequency of stated
expectations and plans to
address employee training and
development.
Annual review of numbers of
employees completing in-
person or on-line training
opportunities offered through
the Department of Human
Resources.
Annual review of staff turnover
and disciplinary statistics as
prepared by Human Resources.
3.8 Continue to expand the
University’s commitment
to historically-under-
utilized businesses
(HUB) owned by women
and minorities, and
ensure expansion of HUB
success in both
construction and
purchasing.
Fair representation of ethnic-
and female-owned businesses in
the University’s construction,
renovation, and purchasing
expenditures.
Annual reports from Facilities
Management and Materials
Management on business
contracted with minority-and
female-owned enterprises,
including any documented data
on the “availability” of HUB
suppliers for each line of
business.
3.9 Continue developing and
implementing the
Campus Sustainability
Plan to position UNC
Charlotte as a regional
role model and resource
for issues of environ-
mental sustainability.
Improved and expanded
campus-wide attention to
reducing the University’s
carbon footprint over time.
Annual report from the
Sustainability Coordinator
concerning development and
implementation of the Campus
Sustainability Plan.
Continuation of current
sustainability tracking systems
(STARS) which includes the
following measurements: water
consumption, food purchasing,
greenhouse gas emissions,
faculty involvement in
sustainability research,
sustainability in the curriculum
Measurements of annual
recycled materials, normalized
for growth in the numbers of
faculty, staff, and students.
Annual utilization of electricity
on campus, normalized for
growth in campus occupied
square footage as defined by
North Carolina’s State Energy
Office reporting requirements.
3.10 Complete and
implement an
Enterprise Risk
Management Plan.
Development of an ERM
project plan and acquisition of
funding.
Determine whether, in FY13,
an ERM project plan and
funding have been put in place,
including a benchmarking and
measurement system for ERM
objectives.
3.11 Continue to work
cooperatively with local
and federal transportation
officials to support the
acquisition of funding
necessary to complete
construction of the
northeast light rail
corridor as soon as is
practical.
Initiation of light rail service
between UNC Charlotte--
Center City and the main
campus of UNC Charlotte no
later than the beginning of
academic year 2017-2018.
After 2017, review annual
passenger traffic using the
northeast line of the CATS
light rail service, particularly
those boarding and exiting the
terminal stop at the University.
Changes Planned During
2012-2013 as a Result of
Assessment Findings
Institutional Goal #4 Improve significantly the base of supplemental non-state revenues for academic programs and
administrative support, physical facilities, and student development, particularly need-based student
financial aid.
Objectives Expected Outcomes Measurement Plan Assessment Findings
4.1 Implement the five-year
strategic plan for the
University Foundation as
approved by the
Foundation Board and the
Trustees in 2011.
As stated in Institutional Goal
#4.
See institutional effectiveness
plan for the Division of
Institutional Advancement.
4.2 Expand initiatives of the
UNC Charlotte Alumni
Association to engage
alumni in the life of the
University, particularly
alumni who continue to
reside in Mecklenburg
County.
Expanded numbers and
proportions of alumni giving
financially to the University and
participating in University
activities.
Annual statistics on alumni
participation in events and
activities organized by the
University Alumni Association
or its chapters, both in NC and
elsewhere.
Annual statistics on financial
participation by alumni in
terms of dollars raised, number
of annual participants, and
overall participation rate.
4.3 Develop a comprehensive
plan to begin the
University’s third major
fundraising campaign in
2016.
Adequate readiness to pursue a
major fundraising campaign
after a major economic
recession.
Benchmark peer institutions’
campaign planning processes
and timetable. Develop
recommended UNC Charlotte
plan Cabinet approval and
review by the Dean’s Council.
Planning framework to identify
divisional (including Athletics)
and college-based fund raising
priorities is disseminated across
the campus. Funding priorities
are aggregated for Chancellor
and Cabinet review by the end
of the fiscal year.
Complete assessment of
efficacy of current
development organizational
structure for Chancellor and
Provost review.
4.4 Complete evaluation of
the appropriate share of
University administrative
costs to be paid by non-
state auxiliary operations
and develop an
implementation schedule.
Possible development and
implementation of methodology
for overhead chargeback rate to
auxiliaries that accurately
reflects services provide to
them by state appropriation and
tuition-funded administrative
resources. Methodology will
include a long-term plan for
deployment of funds made
available through this program.
Documentation of completion
of review as part of Budget Re-
Examination II (see 3.5 above).
4.5 Assess criteria to
establish and operate
internal recharge units,
including the
appropriateness of
recovering a portion of
costs incurred by
campus-wide
administrative functions.
Clarified University policy and
approach with respect to the
assessment of user service fees,
appropriate collection of
“administrative and facilities”
overhead to address central
administrative costs created
when recharge units are
establish, and compliance with
applicable federal regulations.
Documentation of completion
of review as part of Budget Re-
Examination II (see 3.5 above).
4.6 Actively explore the
potential for innovative
public-private
partnerships to address
capital construction
needed to sustain
enrollment growth and
the expansion of
academic programs.
In the absence of necessary
state capital construction
funding, development of
alternative funding approaches
to meet space needs as a result
of enrollment growth and
program expansion. Particular
attention needs to be devoted to
addressing instructional and
research needs in the natural
sciences.
Determine whether alternatives
have been identified and are
feasible.
Changes Planned During
2012-2013 as a Result of
Assessment Findings
Institutional Goal #5 Enhance opportunities for learning and working together in a socially and culturally diverse world.
Objectives Expected Outcomes Measurement Plan Assessment Findings
5.1 Implement the Campus
Diversity Plan approved
by the Board of Trustees
in November 2008 and
regularly assess the
campus climate to
monitor the Plan’s
impact.
Increased representation of
students, faculty, and staff from
underrepresented groups.
Broadened understanding and
appreciation of the goals for
diversity, access, and inclusion,
promoted through a variety of
campus initiatives including the
Chancellor’s Diversity
Challenge Fund.
A welcoming, inclusive
learning and work environment
that fosters success for students,
faculty, and staff from diverse
backgrounds.
Annual report of the Council
on University Community,
including annual statistics on
minority presence among
faculty, staff, and students.
Annually track utilization of
Chancellor’s Diversity
Challenge Fund, including
participation in programs
funded from this source.
Annually track participation
and program evaluation
information related to
Academic Affairs diversity-
related programs and summer
workshops.
No later than the completion of
the 2015-16 academic year,
complete a campus climate
survey to assess majority and
minority faculty and staff
perceptions with respect to
accomplishment of Diversity
Plan goals.
5.2 Continue the work of the
Council on University
Community created by
the Chancellor in 2006,
and expand the
Chancellor’s Diversity
Challenge Fund by 50%,
if funding permits.
Implement the goals of the
Campus Diversity Plan.
Same as under 5.1, above.
5.3 Develop additional
programs to assist faculty
in delivering more
effective instruction to a
student body which is
socio-economically and
ethnically diverse, has
varying levels of
academic preparation,
and has different learning
styles.
Increased program offerings
designed to expand faculty
capacity to address the various
learning needs of an
increasingly diverse student
body.
Monitor annual number of and
total enrollment in Academic
Affairs’ programming (e.g.
workshops, trainings, institutes,
etc.) that address learning
needs associated with a diverse
learning community, including
programs offered by the Center
for Teaching and Learning,
Office of International
Programs, University College,
and other units. Review
satisfaction surveys for these
programs. Commission a study
every 3-5 years of the summer
diversity institutes to assess the
impact on faculty and students.
5.4 Develop and deliver
programs for faculty and
staff to improve working
relationships in an
increasingly intercultural
workplace.
Increased program offerings
(e.g., Human Resources
Workshops, Summer Diversity
Institute, ISSO/cultural
classroom environment
workshops (including new
country-specific program,
ACIREMA, etc) designed to
expand faculty/staff
competency in working in an
intercultural environment.
Track annual number of
programs and enrollments in
relevant offerings by Academic
Affairs and HR and within the
various divisions.
Satisfaction levels with
programs as revealed by
participant surveys associated
with each program.
Campus Climate Survey in 5.1,
above.
5.5 Expand education abroad
opportunities, bilateral
international exchange
programs for both
students and faculty, and
international student
recruitment opportunities,
if resources are available.
Increased numbers of faculty
and students exposed to
intercultural awareness and
knowledge in order to support
campus internationalization
efforts, evidenced in part by
education abroad participation.
Annual data on (1) faculty and
student participation and
interest in exchange
opportunities, normalized for
the campus population of
faculty and students; (2)
applications and enrollment of
international graduate students
as a percentage of total student
enrollment; and (3) student
engagement in international
education programs.
Changes Planned During
2012-2013 as a Result of
Assessment Findings
Institutional Goal #6 Enhance the quality of campus life and the collegiate experience for students and other members of
the campus community, both on-campus and in adjacent University City neighborhoods.
Objectives Expected Outcomes Measurement Plan Assessment Findings
6.1 Adopt strategic plans for
the Division of Student
Affairs and the Division
of Athletics, including
implementing an
intercollegiate football
program at the Football
Championship Series
(FCS) level and initiating
additional women’s
sports programs to
maintain compliance with
Title IX.
As stated in Institutional Goal
#6.
See institutional effectiveness
report for the two divisions.
6.2 As resources permit,
expand the range of
campus services and
amenities to students
seven days per week
(including expanded
weekend and evening
hours). Expand and
enhance the new Center
for Graduate Life in the
Cone University Center.
Increased utilization by
undergraduate students in the
life of the campus leading to
increased participation and
engagement.
Graduate students will report an
increased sense of belonging to
the graduate community.
The Center for Graduate Life
(CGL) will serve a diverse cross
section of the graduate student
population.
Measures will include tracking
Student Union traffic via door
sensors and the number of
programs and related student
participation over time,
Campus engagement and
student satisfaction measures
for undergraduate students will
be reported annually from
selected items from three
national surveys that are
conducted on a rotating cycle
Self-reports of satisfaction with
the graduate community as
assessed by the annual
Graduate Needs Assessment
survey.
Annual tracking of usage of the
CGL and attendance at
programs, recording the
colleges, programs and degrees
that are represented.
6.3 Continue to assess
campus safety and
security by the Campus
Safety and Security
Committee (established
by the Chancellor in
January 2008) and
allocate appropriate
resources for the most
critical needs.
Continued low levels of crime
on campus and increased
perceptions of safety among
faculty, staff, and students.
Annual CLERY reports on the
numbers and types of campus
committed on campus or in its
environs, benchmarked
periodically against
comparable peer urban
institutions and University City
crime statistics.
Periodic survey (every three
years) of perceptions of
campus safety conducted by
the Campus Safety and
Security Committee.
6.4 Implement the ADA
Transition Plan
recommendations of the
Campus Accessibility
Advisory Committee
(accepted by the
Chancellor in 2011) and
allocate appropriate
resources based on
priorities.
Compliance with the
requirements of the Americans
with Disabilities Act to ensure
that all programs, services, and
facilities are accessible to
persons with disabilities.
Annual review of the
accomplishment of ADA
Transition Plan to evaluate
remediation of access concerns
identified by the Campus
Accessibility Advisory
Committee.
Annually survey students
registered with the Office of
Disability Services to assess
their satisfaction and access to
campus programs, services and
facilities.
Annually review disability
queries and requests made
through the Campus
Accessibility website interface
to ensure timely responses.
6.5 Implement the long-range
student housing plan to
provide campus
residences for
approximately 22% of the
total student population.
Maintain the historic
proportions of freshmen and
largely lower division students
living on campus, thereby
assisting with student retention.
Housing capacity relative to the
total student population will be
reported annually as
demolition, renovation and new
build projects continue over
time. Housing impact on
student retention by class
standing will be reported
annually in addition to
correlational data between
student satisfaction with the
overall academic experience
and housing program
satisfaction as measured in an
annual national housing survey.
6.6 Consider long-term
options for developing
University-owned
properties on Mallard
Creek Church Road and
North Tryon Street to
serve student and
community needs for
additional retail and
entertainment options,
and University needs
relating to conference
space and housing.
Postponed pending more
positive signals of economic
recovery in the commercial real
estate business.
N/A
Changes Planned During
2012-2012 as a Result of
Assessment Findings
Institutional Goal #7 Build local, state, and national awareness of and respect for the work of the University and its
people.
Objectives Expected Outcomes Measurement Plan Assessment Findings
7.1 Continue to implement
the major
recommendations of
the 2010 external
assessment of the
Division of University
Relations and
Community Affairs
(URCA), including the
creation of the new
Division of University
Advancement.
As stated in Institutional Goal
#7.
Annual report from the Vice
Chancellor for Advancement
on the status of each of the
major recommendations of the
2010 assessment (McFayden
Report).
7.2. Under the direction of a
new Executive Director
of University
Communications,
implement an
integrated internal and
external
communications
strategy to build
awareness of how the
University and its
people contribute to
addressing community
needs and improving
the quality of life in the
region.
Inform internal constituencies
about key issues, current
campus events, and emergency
procedures.
Expand alumni network
Develop a more effective
communication channel to
alumni and others
Better inform the university’s
external constituencies at a
reduced cost of distributions.
Develop an internal
communications survey to
compare to the baseline
communications study
completed in FY 2012
Review the Campus News
analytics and develop ways to
improve readership
Campus communicators will
conduct a quarterly evaluation
of the communications
Review campus video analytics
and develop ways to improve
the viewing statistics
Track number of Facebook
Friends, Twitter followers, and
number of unique websites
created.
Improve Banner Advancement
to capture more emails and
valid cell phone numbers.
7.3 Implement a cohesive,
unified website design
that communicates a
clear and consistent
image of the institution.
University will:
Present more unified
messaging;
Higher quality of
communication; and
Cost savings resulting
from shared services and
group buys.
Quarterly meeting of campus
communicators.
Review funds spent on unified
messaging and determine cost
savings from shared services.
Survey of campus
communications.
7.4 Develop and
implement a coherent
political relations
strategy to improve
the ability of the
University to secure
additional resources
and support to
address critical needs.
Creation of broad regional
“ownership” of UNC Charlotte as
the region’s only public research
university, producing productive
relationships with state and local
elected officials (and staff) whose
influence and decisions affect the
University’s interests and funding.
Develop with the involvement of
Cabinet a political relations
strategy with biannual, annual, and
3-year goals for community
meetings, outreach efforts, and
publications.
Provide the Board of Trustees,
Chancellor’s Cabinet, and campus
leadership with annual talking
points for the community and
others.
Changes Planned During
2012-2012 as a Result of
Assessment Findings
Definition of Terms
Goal: A broad, long-term aim that defines accomplishment of the mission. A goal is further defined by being broken down into measurable
objectives.
Objective: A concrete attainment that can be achieved over a specified period of time by following a certain number of steps. An objective is
stated in measurable terms and collectively measured to indicate achievement/non-achievement of a goal.
Expected Outcome: The level of performance required to achieve each objective.
Measurement Plan: A plan that articulates how achievement of the objective will be assessed.
Assessment Findings: The data indicating achievement/non-achievement of the objective from the measures used.
Changes Planned As a Result of Assessment Findings: The changes that will be implemented to increase the likelihood that the divisional goal
is achieved. This could include, but is not limited to, new action plans for existing objectives, new or additional objectives, revised objectives
and/or the elimination of objectives that do not prove to be fruitful in achieving the Divisional Goal.