2011-2016 UNC Charlotte Institutional Effectiveness …...2011-2016 UNC Charlotte Institutional...

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.


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.



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.


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.



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.


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.


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.



Assessment Findings

Institutional Goal #5 Enhance opportunities for learning and working together in a socially and culturally diverse world.


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


Annually track utilization of


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


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.



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.


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.


#6.


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


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



Assessment Findings

Institutional Goal #7 Build local, state, and national awareness of and respect for the work of the University and its

people.


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.


#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.



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.

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