During Fall 2011, the draft reports submitted by the five Implementation Planning Teams below were integrated into a single Implementation Plan. Metrics to assess NC State’s progress toward meeting its strategic goals were also selected.
Implementation Planning Teams
In June 2011, Chancellor Woodson charged five Strategic Plan Implementation Planning Teams with recommending the specific steps needed to move NC State’s Strategic Plan into action. Each team was assigned one of the Strategic Plan goals.
Team 1: Enhance the success of our students through educational innovation
Goal 1 – Draft Implementation Plan [pdf]
Chair: Sarah Ash
Members: Robert Abt, Roger Callanan, Jo-Ann Cohen, Louis Hunt, Carrie Leger, David Parish, Evelyn Reiman, Ingrid Schmidt, Karen Young
Executive Officer Sponsors*: Warwick Arden, Deborah Yow, Tom Stafford
Team 2: Enhance scholarship and research by investing in faculty and infrastructure
Goal 2 – Draft Implementation Plan [pdf]
Chair: Jorge Piedrahita
Members: Steve Allen, David Aspnes, Betsy Brown, Chris Brown, Jere Confrey, Montserrat Fuentes, Dean Hesterberg, Lisa Johnson, Daniel Stancil
Executive Officer Sponsor: Terri Lomax
Team 3: Enhance interdisciplinary scholarship to address the grand challenges of society
Goal 3 – Draft Implementation Plan [pdf]
Chair: Jayne Fleener
Members: Nancy Allbritton, Georgia Bizios, Helga Braunbeck, David Hinks, Margery Overton, Walt Robinson, Damian Shea, Daniel Solomon
Executive Officer Sponsor: Marc Hoit
Team 4: Enhance organizational excellence by creating a culture of constant improvement
Goal 4 – Draft Implementation Plan [pdf]
Chair: Chris Gould
Members: David Berube, David DeFoor, Barry Goldfarb, Yvette Griffin, Justine Hollingshead, Hans Kellner, Steve Keto, Chris Kingston, Keith Nichols, Ken Sigmon, Ira Weiss
Executive Officer Sponsors: Charlie Leffler, Nevin Kessler
Team 5: Enhance local and global engagement through focused strategic partnerships
Goal 5 – Draft Implementation Plan [pdf]
Chair: Behnam Pourdeyhimi
Members: Ruben Carbonell, Michael Giancola, Heidi Hobbs, Dennis Kekas, Bailian Li, Marian McCord, Jose Picart, Sheri Schwab, Mary Tschirhart
Executive Officer Sponsors: Jim Zuiches, Eileen Goldgeier
* The expectations of Executive Officers in the role of Team Sponsor was to attend the initial meeting of the team and subsequent meetings of that team as available, to provide administrative support to the team, and to report upward the ongoing work of the committee as appropriate.
The objectives of each Implementation Planning Team were to:
- Recommend specific action steps over the next two years for each strategy listed under its assigned Strategic Plan goal.
- Assign each action step to an organizational unit.
- Develop an implementation schedule and deliverables for each action step.
- Identify associated resources or savings for each action step.
- Identify the evidence that can be used, after implementation, to determine whether the specific action was effective in supporting the broader strategy.
Each Implementation Planning Team submitted a draft report in late July 2011. The five reports are being integrated into a single Implementation Plan which will become a companion to the Strategic Plan. The Implementation Plan, which will be presented to the Board of Trustees in November 2011, is intended to become the guidebook for implementing and for assessing NC State’s progress toward meeting its strategic goals.
Metrics and Reporting Team
A separate Metrics and Reporting Team proposed performance measures related to each of the five goals in the strategic plan. These measures are university-wide and global in nature, rather than related specifically to specific actions in the Implementation Plan. To the extent data are available, the measures will be oriented to outcomes and impact, rather than inputs or processes.
Chair: Karen Helm
Members: Lewis Carson, Steve Keto, Matt Ronning, John Taylor, Nancy Whelchel, Carrie Zelna
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THE PATHWAY TO THE FUTURE
Goal 1: Enhance the success of our students through educational innovation.
Goal 2: Enhance scholarship and research by investing in faculty and infrastructure.
Goal 3. Enhance interdisciplinary scholarship to address the grand challenges of society.
Goal 4: Enhance organizational excellence by creating a culture of constant improvement.
Goal 5: Enhance local and global engagement through focused strategic partnerships.
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OVERARCHING ACTIONS
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INITIATIVES SUPPORTING THE STRATEGIC PLAN
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GOALS
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START YEAR
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RESPONSIBILITY
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1
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2
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3
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4
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5
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FY
12
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FY
13
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FY
14
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REFINE & INVEST IN AREAS OF EMPHASIS
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Refine our strategic areas of emphasis.
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X
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X
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X
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•
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Sponsor campus-wide competitions for interdisciplinary teams to seek funding to encourage cross-cutting working groups and to assemble teams to address the ‘big’ societal challenges.
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X
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X
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X
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•
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Provost and Executive VC
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Incorporate faculty input through task force and committee discussions.
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X
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X
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•
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Provost and Executive VC
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Increase the number of tenure and tenure track faculty.
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X
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X
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X
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•
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Develop a program for targeted and competitive hiring of lead scholars who build opportunistic areas of strength to increase the research capacity of interdisciplinary programs/research collectives.
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X
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X
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X
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X
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•
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Provost and Executive VC
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Set specific targets for increasing the number of tenured and tenure-track faculty. Develop a financial plan for reaching the targets over a five-year period.
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X
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X
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•
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Provost and Executive VC
VC for Finance & Business
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Support interdisciplinary and/or cluster faculty hires.
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X
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X
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•
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Provost and Executive VC
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Reallocate resources to strategic interdisciplinary programs.
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X
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X
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X
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X
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•
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Provost and Executive VC
VC for Finance & Business
VC for Research & Innovation
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Develop and implement strategic funding models.
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X
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X
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X
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X
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X
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•
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Develop funding models that ensure investment in university strategic priorities.
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X
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X
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X
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X
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X
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•
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Provost and Executive VC
VC for Finance & Business
VC for Research & Innovation
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Create a central pool of funding to allow university administration the resources to invest in strategic priorities.
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X
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X
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X
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X
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X
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•
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Provost and Executive VC
VC for Finance & Business
VC for Research & Innovation
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Create opportunities for strategic educational and scholarship partnerships that cross traditional academic units.
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X
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X
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X
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X
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•
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Expand the use of broader umbrella degrees to reduce number of graduate degrees and to allow for more flexible programs of interdisciplinary study.
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X
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X
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X
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X
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•
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Provost and Executive VC
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Establish policies and review, promotion and tenure processes that facilitate and encourage teaching and research across units on campus.
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X
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X
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X
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•
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Provost and Executive VC
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Provide funding for seed grants that support interdisciplinary research and engagement.
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X
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X
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•
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VC for Research & Innovation
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OVERARCHING ACTIONS
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INITIATIVES SUPPORTING THE STRATEGIC PLAN
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GOALS
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START YEAR
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RESPONSIBILITY
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1
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2
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3
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4
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5
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FY
12
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FY
13
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FY
14
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ENHANCE STUDENT, FACULTY, & STAFF SUCCESS
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Improve student success through improved admission and enrollment management.
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X
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X
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X
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X
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X
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•
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Develop alternative pathways for admissions through the community college system.
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X
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•
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Provost and Executive VC
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Expand out-of-state and international recruiting activities.
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X
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X
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•
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Provost and Executive VC
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Establish a new process for intra-campus transfers, including a common application on-line site.
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X
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•
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Provost and Executive VC
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Increase summer school enrollments, review and recommend summer school and DELTA funding models, and eliminate disparities in charges to campus students based on mode of delivery: DELTA v. lecture.
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X
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X
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•
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Provost and Executive VC
VC for Information Technology
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Increase the number of international undergraduate students.
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X
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X
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•
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Provost and Executive VC
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Increase the ratio of graduate to undergraduate students.
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X
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X
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X
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•
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Provost and Executive VC
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Determine demand and scope for new Living and Learning Villages.
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X
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X
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•
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Evaluate demand for new Living and Learning Villages considering suggestions such as an Environmental-Sustainability Village and a Social Justice Village.
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X
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X
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•
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Provost and Executive VC
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Develop interdisciplinary first year inquiry courses linked to living and learning villages/learning communities.
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X
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X
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•
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Provost and Executive VC
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Refine university’s approach to global engagement.
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X
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X
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X
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X
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•
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Establish several key international hubs around the world to anchor a global network that branches out from those hubs.
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X
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X
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•
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Provost and Executive VC
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Increase student participation in immersive, high-impact study abroad, service-learning, global internships, and other local and global learning activities by facilitating access and creating necessary structures & programs.
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X
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X
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X
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•
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Provost and Executive VC
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Establish university-wide seed and travel grants to faculty and staff for local and global research and engagement activities.
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X
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•
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Provost and Executive VC
VC for Research & Innovation
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Promote graduate student and post-doctoral success.
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X
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X
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•
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Develop annual workshops for post-doctoral scholars, faculty, and staff on effective mentoring.
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X
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X
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•
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Provost and Executive VC
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Develop common set of expectations for and develop and implement best practices for regular review of Graduate Faculty status.
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X
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X
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•
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Provost and Executive VC
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Promote undergraduate student success.
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X
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X
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X
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X
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•
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Determine the appropriate number of professional advisers in each college and in DUAP.
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X
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•
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Provost and Executive VC
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Expand high impact educational experiences such for undergraduates (e.g., undergraduate research).
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X
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X
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X
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X
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•
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Provost and Executive VC
VC for Research & Innovation
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Create a culture of continuing professional development for staff and faculty.
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X
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X
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X
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X
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•
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Provide periodic leadership and management training for department and unit heads.
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X
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X
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X
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•
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Provost and Executive VC
VC & General Counsel
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Expand opportunities for professional development for faculty (e.g., training in grant development, leadership skills, and effective networking.)
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X
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•
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Provost and Executive VC
VC for Research & Innovation
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Establish and support on-campus scholarly leave opportunities.
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X
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X
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•
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Provost and Executive VC
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Renew commitment to a diverse university.
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X
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X
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X
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X
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X
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•
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Recruit and retain a critical mass of diversity representation in students, faculty and staff.
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X
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X
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X
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X
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X
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•
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Provost and Executive VC
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Create programs to more fully integrate international and domestic non-residents as NCSU community members.
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X
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X
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X
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X
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•
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Provost and Executive VC
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|
OVERARCHING ACTIONS
|
INITIATIVES SUPPORTING THE STRATEGIC PLAN
|
GOALS
|
START YEAR
|
RESPONSIBILITY
|
|
1
|
2
|
3
|
4
|
5
|
FY
12
|
FY
13
|
FY
14
|
|
ENHANCE STUDENT, FACULTY, & STAFF SUCCESS
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Enhance institutional pride.
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X
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X
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X
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X
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X
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•
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Communicate internally and externally the success of our students, faculty and staff.
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X
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X
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X
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X
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•
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Provost and Executive VC
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Develop approaches to university events that promote pride in place for students, faculty, staff and alumni.
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X
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X
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X
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X
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•
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VC for University Advancement
Director of Athletics
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Develop shared spaces to inspire community, collaboration and innovation.
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X
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X
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X
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X
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•
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VC for Finance & Business
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IMPROVE INSTITUTIONAL EFFECTIVENESS WHILE GROWING & REALIGNING RESOURCES
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Develop and implement procedures for regular review of academic programs’ efficiency and contributions to the university’s mission and goals.
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X
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X
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X
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•
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Review quality and efficiency of academic programs through an ad hoc, intensive campus-wide program evaluation.
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X
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X
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X
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•
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Provost and Executive VC
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Develop and implement new procedures for regular review of academic programs henceforth.
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X
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X
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X
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•
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Provost and Executive VC
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Identify and evaluate new opportunities for efficiency improvement and cost reduction.
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X
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•
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Review and recommend improvements in administrative processes.
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X
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•
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VC for Finance & Business
VC for Information Technology
VC & General Counsel
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Consolidate business processes and implement business operations centers.
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X
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•
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VC for Finance & Business
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Promote evidence-based decision making.
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X
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X
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X
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X
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X
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•
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Make available accurate data for academic and administrative activities that allow units to make the best possible decisions and that allow for a fair evaluation of programs and activities.
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X
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X
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X
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X
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X
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•
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Provost and Executive VC
VC for Finance & Business
VC for Information Technology
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Develop on-line inventory and searchable database of existing physical and research infrastructure that meets the needs of multiple researchers across campus.
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X
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X
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•
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VC for Research & Innovation
VC for Finance & Business
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Improve processes for providing support to the research enterprise.
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X
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X
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X
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•
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Expand and unify proposal development efforts across campus.
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X
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X
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•
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VC for Research & Innovation
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Develop and implement standard approaches for administrative processes such as start-ups and cost-sharing.
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X
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X
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•
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VC for Research & Innovation
Provost and Executive VC
VC for Finance & Business
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Streamline regulatory processes that affect research such as the Institutional Review Board, Institutional Biosafety Committee, and Institutional Animal Care.
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X
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X
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•
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VC for Research & Innovation
Provost and Executive VC
VC for Finance & Business
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Develop a process for prioritizing and funding high end, specialized equipment for shared facilities and service centers.
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X
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X
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X
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•
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VC for Research & Innovation
VC for Finance & Business
VC for Information Technology
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Increase endowment and annual giving.
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X
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•
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Set targets for endowment growth as a part of the upcoming Capital Campaign.
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X
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•
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VC for University Advancement
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Conduct university-level review of fundraising structure to assess efficiency and effectiveness of current model and make recommendations.
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X
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•
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VC for Finance & Business
VC for University Advancement
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Align fundraising with resource needs and eliminate duplicative effort/costs between central and constituent-based fundraising organizations.
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X
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X
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X
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•
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VC for University Advancement
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