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

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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

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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

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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