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Strategic Plan Update
Monday, October 8, 2012
• 9 Task Forces• 5 Goals
• Adopted 4/11
Strategic Plan
• 5 Teams• Year 1 & 2 Actions
• Metrics• Adopted 11/11
Implementation Plan • Unit and College
Strategic Planning• 3 & 4 year timelines
• Annual Investment and Review Cycle
Unit Plans
Strategic Realignment
Change Management
Retreat
2011-2020 Strategic Plan Goals
1. Enhance the success of our students through educational innovation.
2. Enhance scholarship and research by investing in faculty and infrastructure.
3. Enhance interdisciplinary scholarship to address the grand challenges of society.
4. Enhance organizational excellence by creating a culture of constant improvement.
5. Enhance local and global engagement through focused strategic partnerships.
Success of Our Students
Key Actions
• DASA Merger• 2020 Enrollment Plan• New Internal Transfer Process• Advising and Enrollment Tools
Division of Academic & Student Affairs
Vice Chancellor
& DeanMike Mullen
Campus LifeTim LuckadooVice Provost
ARTS NC STATEAlex Miller
Vice Provost
Student Development,
Health & Wellness
Lisa ZapataVice Provost
Academic Programs &
ServicesJosé Picart
Vice Provost
Merger of DUAP and Student Affairs
Implemented July 2012
Aligning Strategic and Enrollment Objectives
Strategic Plan
2020 Enrollment
Plan
Demographics
Demand
Fiscal Environment
College Resources
Financial Aid
Faculty/Staff
Facilities
Technology
Support Services
2020 Enrollment Plan
• Slower enrollment growth: 37,000 by 2020• Stabilize undergraduate enrollment• Increase graduate enrollment• Improve quality of incoming students• Improve efficiency toward degree
New Internal Transfer Process
• Change of Degree Application (CODA)– Centralized site and online application to change majors– Convenient interface and consistent procedures
across campus– Students see if they meet
transfer requirements and how much time will remain toward their degree if they change majors
ncsu.edu/coda
New Student Advising Dashboard
New Student Advising Dashboard
New Enrollment Wizard
Scholarship and Research
Picture
Key Actions
• Faculty Excellence Program• University Faculty Scholars• College of Sciences
Bioinformatics Forensic Sciences
Digital Transformation
of Education
Data-driven Science
Environmental Health Science
Genetic Engineering &
Society
Geospatial Analytics
Global Environmental
Change & Human Well-Being
Innovation + Design
Personalized Medicine
Synthetic and Systems Biology
Regenerative Medicine
Chancellor’s Faculty Excellence Program
• $5 million fund to partner with colleges
• 12 clusters
• 38 new positions
• All searches are underway
• Most hires on campus Fall 2013
University Faculty Scholars
• Program to recognize and reward emerging academic leaders among our faculty– 20 scholars will carry the
title for a five-year period and receive a $10,000 annual supplement
– First cohort announced November 2012
College of Sciences (COS)
• PAMS will be replaced with a broader, more comprehensive College of Sciences– To include the physical/ chemical sciences, the
mathematical and statistical sciences, the biological sciences and the earth system sciences
– Effective July 1, 2013
College of Sciences (COS)
• Programs and personnel from 4 life sciences departments are moving from CALS to COS – Environmental and Molecular Toxicology, Genetics,
Biology, and Microbiology– 44 tenured/tenure-track faculty – Approx. 200 FTE total (T/TT
faculty, NTT faculty, non-faculty EPA and SPA staff, post-docs and grad assistants)
Interdisciplinary Scholarship
Picture
Key Actions
• Chancellor’s Faculty Excellence Program• Interdisciplinary Faculty Working Group• Seminars on Interdisciplinary Innovation • Interdisciplinary and Cross-College
Academic Programs
Interdisciplinary Faculty Working Group
• How can NC State better accommodate and encourage interdisciplinary faculty?
• The group is looking at:– Changes in personnel policy in
regards to interdisciplinary and joint faculty
– Proposed revisions to tenure policy and associated regulations
– Set of “best practices” for interdisciplinary appointments
– Specific practices for cluster hires
Interdisciplinary InnovatorsOn campus this spring:
Benjamin Knapp, Director Institute for Creativity, Arts, and Technology Virginia Tech
Sponsored by the Office of Faculty Development
Interdisciplinary & Cross-College Academic Programs
• Opportunities to enhance intercollege and interdisciplinary academic programs– Graduate programs in
Microbiology to be shared across CALS and COS
– Creation of a common first-year undergraduate life sciences curriculum (students from CALS, COS and CNR)
Organizational Excellence
Picture
Key Actions
• Administrative Consolidation• Policy and Regulation Review• Administrative Process Review • Business Operations Centers• Academic Effectiveness & Efficiency
Administrative Consolidation
Consolidate Equity & Diversity Offices
into Office for Institutional Equity
& Diversity July 2011
Discontinue Office of Extension, Engagement
& Economic Development January 2012
Merge DUAP & Student Affairs into
Division for Academic &
Student Affairs July 2012
Policy and Regulation Review
• Office of General Counsel completed review in Dec 2011
– 81 Policies and Regulations revised– 101 Policies and Regulations repealed– 21 Policies and Regulations created– Total decreased from 613 to 533
• Periodic reviews ongoing
Administrative Process Review Committee
• Reformed in 2011-12– Reviewed 400 issues
related to business, finance & research
– Accomplishments• Implemented electronic
invoices for financial system• Streamlined travel
authorization process• Created budget template for
grant proposals
• Priority areas for 2012-13– Faculty Tool Box overhaul– Seamless student interfaces– Grantsmanship– Centralized HR issues
• Two project-focused groups– Student concierge service– Enhance grantsmanship
process
Business Operations Centers
• First two centers identified 1. CHASS, Design, Education, Management
2. EHPS, OIT, Facilities– Operational July 2013
• Wolfpack Faculty Staff Welcome Center – Onboarding center to be operational January 2013– Phase 1: One-stop shop (ID, e-mail, parking, benefits)– Phase 2: Develop more online onboarding and employee
orientation capacity
Academic Effectiveness & Efficiency Task Force
• Recommendations to include:– Program-level – College-level– University-level
• Analysis and report to be reviewed with each college
• On-going discussions with provost, deans and programs planned
Local and Global Engagement
Key Actions
• Development of international hubs• Support for international students• International experiences for students• Innovative partnership model
Development of International Hubs
• Expanding Prague Institute with more program offerings and active collaborations with local university partners
• Enhanced University Global Partnership Network collaboration by providing faculty seed funding
• Expanding major hubs in China, Japan, India, South Africa & Costa Rica
• Exploring other hubs in Australia, Botswana, Poland & Russia
• Office of International Services (OIS) and Enrollment Management & Services (EMAS) working together to increase the number of international undergraduates
• Working to redesign New Student Orientation for incoming international undergraduate students.
• Add more advising for students through OIS and working w/ college advisors.
• Working with housing for more living/learning space for international students
Support for International Students
Intensive English Program (IEP)• Non-credit academic program for
improving English proficiency in all key language skills
• IEP is to prepare students to academic degree program (Conditional Admission)
• Working closely with CHASS to enhance student readiness
• Students from Saudi Arabia, Venezuela, Brazil, South Korea, China
International Experiences for NC State Students
Significantly increased participation in Study Abroad• Curriculum Integration: priority for
increasing numbers• On-line system makes application
efficient/easy• More faculty-led programs now
include high-impact activities such as internships, research, and service-learning (>20)
• Collaborating more with CSLEPS and ROTC for service learning
• Multiyear agreement w/ Eastman Chemical – $10m over 6 years– Six colleges will
participate in joint research projects
– Eastman scientists can work in NC State labs and vice versa
• Ease of collaboration with NC State– Pre-established cost
and IP agreements– One central point of
contact for company– Ability to start new
projects quickly
Chemical Company Center of Excellence
Innovative Partnership Model
NC State Strategic Plan Goals
Aspirational Targets
Assessment Outcomes
University Data & Survey Results
ACTIONS
How are we
doing?
Academic Efficiency and Effectiveness
Metrics University Level Strategic
Planning Metrics
Assessment Findings
SACS Standards for Planning and Evaluation
• Evidence of institutional planning and evaluation processes that are:– Intertwined in a continuous improvement process– Systematic, cyclical, explicit and documented – Strongly linked to decision-making process at all levels– Institution-wide and research-based
Strategic Deployment to Units
1 yr unit plan 3 yr unit plan
$$ $$ $$
4 yr unit plan
$$ $$
NC State Strategic Plan
2020
2012
A N N U A L S T R AT E G I C A L L O C AT I O N S
Data- driven review
Next Steps
• Change Management Retreat for Vice Provosts & Department Heads
• Unit Planning and Review• Plan University Actions for Years 3 – 5• Metrics: Targets & Tracking
Questions &
Comments