chancellor’s report - townnewsbloximages.newyork1.vip.townnews.com/greensboro.com/... · 2015....

North Carolina Agricultural and Technical State University

Board of Trustees

Chancellor’s ReportHarold L. Martin, Sr.

November 20, 2015


www.ncat.edu

Agenda

Academic Restructuring and Program Analysis

Connect NC Bond Referendum

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External Review Committee

Internal Academic Restructuring Steering

Committee

Faculty

StaffChairs

Deans’ Council

Provost and Vice Chancellor for

Academic Affairs

Chancellor

Board of Trustees

Academic Restructuring Process

Students

Town Hall Meetings

Visit: April 9-10, 2015

Report: May 20, 2015

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www.ncat.edu

Charge to the External Review Committee

Provide recommendations for Academic Restructuring that would:

1. enhance visibility and strengthen academic programs,

2. enhance synergy and collaboration in curriculum and research,

3. provide more opportunity for innovative teaching, research, and

engagement,

4. provide effective and efficient use of resources, and

5. greatly enhance student success (retention and progression towards

graduation).

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Internal Academic Restructuring Steering Committee (IARSC) Charge

1. Respond to the overall structures provided by the External Review

Committee from the perspective of configurations that provide:

a. effective and efficient use of University resources and provide cost savings

b. synergy and opportunities for expansion in research, scholarship, and creative activity

2. Identify new programmatic areas consistent with market and

enrollment trends

3. Identify existing programmatic areas that are not consistent with

market and enrollment trends

4. Develop a framework for the ongoing review of academic programs

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Committee

Faculty

StaffChairs

Deans’ Council


Academic Affairs

Chancellor

Board of Trustees

Students

Town Hall Meetings

Visit: April 9-10, 2015

Report: May 20, 2015

Work: Sept.1 - Oct. 6, 2015

Report: Oct.15, 2015

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www.ncat.edu

IARSC Committees

Four subcommittees formed

» Internal Review of Academic Programs

» Research Synergies and Growth

» Enrollment Growth and Prospective Employment

» Advising/University College

Campus engagement especially with those impacted by

changes recommended by External Committee for Academic

Restructuring

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Recommendations from Internal Review of

Academic Programs Subcommittee

Create a standing internal review committee on programs

composed of faculty from varying performance levels (low,

middle, high)

Areas to consider in the program review: financial

consideration, student interest and performance, support of

other university programs, connection to university mission, and

infrastructure to support the program

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Recommendations from Research Synergies

and Growth Subcommittee

Provide a list of potential programs to consider including: Ph.D. in Applied

Sciences, Ph.D. in Agricultural Sciences, Ph.D. in Technology Management,

Ph.D. in Informational Technology, Ph.D. in Biomedical Sciences, Ph.D. in

Social Work, Ph.D. in Bioengineering, and M.S. in Health Care Informatics

Develop mechanisms and policies to facilitate and encourage cross- and inter-

disciplinary research and collaboration

Provide input into the placement of programs based on research potential

Recommend for consideration in the evaluation metrics for low-producing

programs: research productivity, advising (both graduate and undergraduate)

in research, and contribution of teaching

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Recommendations from Enrollment Growth and

Prospective Employment Subcommittee

Newly formed college should include one or more signature

graduate programs to showcase and draw student interest

Each college created should have one doctoral or terminal

degree program

Committee provided trend analysis on labor market statistics

(found in appendices of report)

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Recommendations from Advising/University

College Subcommittee

Recommend centralized student services model which entails a new

organizational umbrella to ensure smooth transition for first year students

(new freshmen and new transfers) – Aggie Student Success Model

Model to include: 1) centralized first-year academic advising (under CAE);

2) administratively merged tutorial services such as math, science, foreign

language, etc. to be directed by the disciplines with administrative support

from CAE; 3) guided first-year career planning; and 4) other services

Faculty liaison to work with assigned CAE advisor

Reward faculty advising in annual evaluation, RPT and PTR

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Aggie Student Success Model

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Overall Recommendations (Not outlined in subcommittee’s recommendations)

Units under each new alignment should be involved in the

naming of the unit’s college

Departments could also consider modifying their names

Assessment and policies for review of university centers

Four models for academic restructuring based on interviews,

meetings, and discussions

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Model 1 – IARSC Generated

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Ph.D. Programs/Terminal Degrees

Targeted priority for program

development

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Model 2 – IARSC Generated



development


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Model 3 – Modification of External Committee Model

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development


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Model 4 – Campus Community

Generated Model

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development


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Committee

Faculty

StaffChairs

Deans’ Council


Academic Affairs

Chancellor

Board of Trustees


Students

Town Hall Meetings

Visit: April 9-10th,2015

Report: May 20th, 2015

Work: Sept.1st - Oct. 6th,2015

Report: Oct.15th, 2015

Nov 4th & 5th, 2015

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Town Hall Meetings (Feedback)

Restructuring and connection to Preeminence 2020

Timeline for implementation

Budget implications

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Enrollment realignment

Personnel allocation/reallocation

Space allocation/reallocation

Budget allocation/reallocation

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Next Steps: Complete analysis and finalize

academic structure


www.ncat.edu

Phased Implementation

Phase I (Fall 2016)

Name changes, Unit movement, Program movement

Phase II ( Spring 2017)

Achieve final approval of new programs, begin teach out of

discontinued programs

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Timeline

Finalize new structure November 2015 through January 2016

Request approval from BOT February 2016

Request approval from General Administration April 15, 2016

SACSCOC notification May 2016

Begin implementation fall 2016

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Connect NC Bond Referendum


www.ncat.edu

Pre-Connect NC Bond Proposal

New college of engineering research facility funding has been

the university’s top legislative priority since 2009

A&T listed 9th of 11 on UNC GA’s strategic capital priorities

UNC system capital projects have been unfunded since 2007

April 1, Chancellor Martin met w/ House and Senate

leadership to advocate for $10.5m in FY15 state

appropriations

» Office of External Affairs met w/ 35 members of both the House and

Senate to educate them on A&T’s economic impact and need for new a

engineering research facility

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Bond Proposal Announced

April 17- HB 943 filed

$2.8b bond proposal, $1.4b-Roads, $1.4b-Infrastructure

100 statewide projects

Gov. McCrory visits all 8 regions of the state advocating

for bond proposal (April-August)

Governor visited NC A&T on June 3

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Connect NC-Investing in Our Future

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Final Bond Proposal

Bond referendum vote-March, 15 2016 (presidential primary)

$2b bond package focused on Infrastructure

Projects in 77 of 100 NC counties

$75m- 45 state parks

$310m- Water and sewer improvements in both rural and

urban communities

$350m- 58 community colleges for upgrades

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Impact on UNC System

$980m- UNC system ($935m construction and $45m

renovation projects)

$90m- NC A&T new college of engineering research facility

$180m- (9%)-NC public HBCU’S

Largest bond proposal since 2001 ($3.1b to UNC system

and community colleges)

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ASU New Health Sciences Building $ 70,000,000

NCSU Engineering Building $ 75,000,000

UNCC New Sciences Building $ 90,000,000

UNCW Allied Health and Human Sciences/Nursing Building

$ 66,000,000

ECU Life Sciences and Biotechnology Building $ 90,000,000

UNCCH Medical Education Building Replacement $ 68,000,000

NCAT Engineering Building $ 90,000,000

WCU Sciences/STEM Building $ 110,000,000

WSSU Sciences Building $ 50,000,000

UNCG Nursing and Instructional Building $ 105,000,000

NCSSM North Carolina School of Technology and

Engineering

$ 58,000,000

UNCP New School of Business $ 23,000,000

FSU Lyons Science Building Comprehensive Renovation $ 10,000,000

NCCU New Business School $ 30,000,000

Repair and Renovations - UNC-Wide $ 45,000,000

Sub-Total $ 980,000,00030


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Connect NC- Impact on the Triad

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Next Steps: Campaign Strategy(November-March)

Communications Strategy-Meet with external partners

(UNCG, GTCC)

Educate Alumni/Community/ Base

» Owned/Paid/Earned Media

Engage Alumni/Community/Base

» Targeted internal and external stakeholder messaging

Activate Alumni/Community/Base

» Get-Out-The-Vote

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chancellor’s report - townnewsbloximages.newyork1.vip.townnews.com/greensboro.com/... · 2015....

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