Transcript Slide 1

Strategic Plan Update
Monday, October 8, 2012
Strategic
Realignment
Implementation
Plan
• 9 Task Forces
• 5 Goals
• Adopted 4/11
• 5 Teams
• Year 1 & 2 Actions
• Metrics
• Adopted 11/11
• Unit and College
Strategic Planning
• 3 & 4 year timelines
• Annual Investment and
Review Cycle
Strategic Plan
Unit Plans
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
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DASA Merger
2020 Enrollment Plan
New Internal Transfer Process
Advising and Enrollment Tools
Division of Academic
& Student Affairs
Merger of DUAP
and Student Affairs
Vice Chancellor
& Dean
Implemented
July 2012
Mike Mullen
Campus Life
ARTS NC STATE
Tim Luckadoo
Vice Provost
Alex Miller
Vice Provost
Student
Development,
Health &
Wellness
Lisa Zapata
Vice Provost
Academic
Programs &
Services
José Picart
Vice Provost
Aligning Strategic and
Enrollment Objectives
Demographics
Financial Aid
Faculty/Staff
Demand
Strategic
Plan
2020
Enrollment
Plan
Facilities
Fiscal Environment
Technology
College Resources
Support Services
2020 Enrollment Plan
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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
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Scholarship and Research
Key Actions
• Faculty Excellence Program
• University Faculty Scholars
• College of Sciences
Chancellor’s Faculty
Excellence Program
Bioinformatics
Forensic
Sciences
Digital
Transformation
of Education
• $5 million fund
to partner with
colleges
Data-driven
Science
Environmental
Health Science
Genetic
Engineering &
Society
• 12 clusters
Geospatial
Analytics
Global
Environmental
Change & Human
Well-Being
Innovation
+ Design
Personalized
Medicine
Synthetic and
Systems Biology
Regenerative
Medicine
• 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)
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Interdisciplinary Scholarship
Key Actions
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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 Innovators
On 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)
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Organizational Excellence
Key Actions
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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
Merge DUAP &
Student Affairs into
Division for
Academic &
Student Affairs
July 2012
Discontinue Office of
Extension, Engagement
& Economic
Development
January 2012
Policy and Regulation Review
• Office of General Counsel completed review in Dec 2011
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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
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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
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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
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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
Support for International Students
• 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
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
Innovative Partnership Model
Chemical Company Center of Excellence
• 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
NC State Strategic Plan Goals
Aspirational
Targets
Academic
Efficiency and
Effectiveness
Metrics
How are
we
doing?
University
Level Strategic
Planning
Metrics
Assessment
Outcomes
Assessment
Findings
University Data & Survey Results
ACTIONS
SACS Standards for
Planning and Evaluation
• Evidence of institutional planning and
evaluation processes that are:
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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
NC State Strategic Plan
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Datadriven
review
1 yr unit plan
3 yr unit plan
4 yr unit plan
2020
2012
Strategic Deployment to Units
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