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Oct 4, 2013 (3 years and 10 months ago)

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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

& Dean

Mike Mullen

Campus Life

Tim
Luckadoo

Vice Provost

ARTS NC STATE

Alex Miller

Vice Provost

Student
Development,
Health &
Wellness

Lisa Zapata

Vice Provost

Academic
Programs &
Services

José
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 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)

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


ANNUAL S T RAT EGI C AL L OCAT I ONS

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