Implementation Plan and Metrics
Posted 11/23/11 | PDF version in matrix format
The Implementation Plan and Metrics were presented to the NC State Board of Trustees on November 17, 2011.
During Fall 2011, the draft reports submitted by the five Implementation Planning Teams (IPT) were integrated into a single Implementation Plan. Looking across the five IPT reports, key actions that addressed multiple strategic plan goals and could begin within the next three years (or were already underway) were identified. The actions were then categorized into three sets of overarching actions:
- Refine and Invest in Areas of Emphasis
- Enhance Student, Faculty, and Staff Success
- Improve Institutional Effectiveness While Growing and Realigning Resources
Metrics to assess NC State’s progress toward meeting its strategic goals were also selected. Baseline values for each metric are being established and target values will be set in the coming months.
The Implementation Plan, which is meant to be a living document that will be revised and updated periodically as we progress through the years covered by Strategic Plan, was originally created as a matrix and is outlined below in a linear format.
Contents
Refine & Invest in Areas of Emphasis
> Refine our strategic areas of emphasis.
> Increase the number of tenure and tenure track faculty.
> Develop and implement strategic funding models.
> Create opportunities for strategic educational and scholarship partnerships that cross traditional academic units.
Enhance Student, Faculty, & Staff Success
> Improve student success through improved admission and enrollment management.
> Determine demand and scope for new Living and Learning Villages.
> Refine university’s approach to global engagement.
> Promote graduate student and post-doctoral success.
> Promote undergraduate student success.
> Create a culture of continuing professional development for staff and faculty.
> Renew commitment to a diverse university.
> Enhance institutional pride.
Improve Institutional Effectiveness While Growing & Realigning Resources
> Develop and implement procedures for regular review of academic programs’ efficiency and contributions to the university’s mission and goals.
> Identify and evaluate new opportunities for efficiency improvement and cost reduction.
> Promote evidence-based decision making.
> Improve processes for providing support to the research enterprise.
> Increase endowment and annual giving.
Refine & Invest in Areas of Emphasis
Refine our strategic areas of emphasis.
- Goals addressed in this section: 1,2,3
- Earliest start year of initiatives in this section: FY 2012
Action: 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.
- Goals addressed: 1,2,3
- Start year: FY 2012
- Responsibility of: Provost and Executive Vice Chancellor
Action: Incorporate faculty input through task force and committee discussions.
- Goals addressed: 2,3
- Start year: FY 2012
- Responsibility of: Provost and Executive Vice Chancellor
Increase the number of tenure and tenure track faculty.
- Goals addressed: 1,2,3, 5
- Start year: FY 2012
Action: 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.
- Goals addressed: 1,2,3, 5
- Start year: FY 2012
- Responsibility of: Provost and Executive Vice Chancellor
Action: 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.
- Goals addressed: 2,3
- Start year: FY 2013
- Responsibility of: Provost and Executive Vice Chancellor, Vice Chancellor for Finance and Business
Action: Support interdisciplinary and/or cluster faculty hires.
- Goals addressed: 2, 3
- Start year: FY 2012
- Responsibility of: Provost and Executive Vice Chancellor
Action: Reallocate resources to strategic interdisciplinary programs.
- Goals addressed: 1, 2, 3, 4
- Start year: FY 2013
- Responsibility of: Provost and Executive Vice Chancellor, Vice Chancellor for Finance and Business, Vice Chancellor for Research and Innovation
Develop and implement strategic funding models.
- Goals addressed in this section: 1, 2, 3, 4, 5
- Start year: FY 2013
Action: Develop funding models that ensure investment in university strategic priorities.
- Goals addressed: 1, 2, 3, 4, 5
- Start year: FY 2013
- Responsibility of: Provost and Executive Vice Chancellor, Vice Chancellor for Finance and Business, Vice Chancellor for Research and Innovation
Action: Create a central pool of funding to allow university administration the resources to invest in strategic priorities.
- Goals addressed: 1, 2, 3, 4, 5
- Start year: FY 2013
- Responsibility of: Provost and Executive Vice Chancellor, Vice Chancellor for Finance and Business, Vice Chancellor for Research and Innovation
Create opportunities for strategic educational and scholarship partnerships that cross traditional academic units.
- Goals addressed in this section: 1, 2, 3, 4
- Start year: FY 2012
Action: Expand the use of broader umbrella degrees to reduce number of graduate degrees and to allow for more flexible programs of interdisciplinary study.
- Goals addressed: 1, 2, 3, 4
- Start year: FY 2013
- Responsibility of: Provost and Executive Vice Chancellor
Action: Establish policies and review, promotion and tenure processes that facilitate and encourage teaching and research across units on campus.
- Goals addressed: 1, 2, 3
- Start year: FY 2013
- Responsibility of: Provost and Executive Vice Chancellor
Action: Provide funding for seed grants that support interdisciplinary research and engagement.
- Goals addressed: 2, 3
- Start year: FY 2012
- Responsibility of: Vice Chancellor for Research and Innovation
Enhance Student, Faculty, & Staff Success
Improve student success through improved admission and enrollment management.
- Goals addressed in this section: 1, 2, 3, 4, 5
- Start year: FY 2012
Action: Develop alternative pathways for admissions through the community college system.
- Goals addressed: 1
- Start year: FY 2013
- Responsibility of: Provost and Executive Vice Chancellor
Action: Expand out-of-state and international recruiting activities.
- Goals addressed: 1, 5
- Start year: FY 2012
- Responsibility of: Provost and Executive Vice Chancellor
Action: Establish a new process for intra-campus transfers, including a common application on-line site.
- Goals addressed: 1
- Start year: FY 2012
- Responsibility of: Provost and Executive Vice Chancellor
Action: 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.
- Goals addressed: 1, 4
- Start year: FY 2012
- Responsibility of: Provost and Executive Vice Chancellor, Vice Chancellor for Information Technology
Action: Increase the number of international undergraduate students.
- Goals addressed: 1, 5
- Start year: FY 2012
- Responsibility of: Provost and Executive Vice Chancellor
Action: Increase the ratio of graduate to undergraduate students.
- Goals addressed: 1, 2, 3
- Start year: FY 2012
- Responsibility of: Provost and Executive Vice Chancellor
Determine demand and scope for new Living and Learning Villages.
- Goals addressed in this section: 1, 3
- Start year: FY 2012
Action: Evaluate demand for new Living and Learning Villages considering suggestions such as an Environmental-Sustainability Village and a Social Justice Village.
- Goals addressed: 1, 3
- Start year: FY 2012
- Responsibility of: Provost and Executive Vice Chancellor
Action: Develop interdisciplinary first year inquiry courses linked to living and learning villages/learning communities.
- Goals addressed: 1, 3
- Start year: FY 2013
- Responsibility of: Provost and Executive Vice Chancellor
Refine university’s approach to global engagement.
- Goals addressed in this section: 1, 2, 3, 5
- Start year: FY 2012
Action: Establish several key international hubs around the world to anchor a global network that branches out from those hubs.
- Goals addressed: 3, 5
- Start year: FY 2012
- Responsibility of: Provost and Executive Vice Chancellor
Action: 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.
- Goals addressed:
- Start year: FY 2012
- Responsibility of: Provost and Executive Vice Chancellor
Action: Establish university-wide seed and travel grants to faculty and staff for local and global research and engagement activities.
- Goals addressed: 2
- Start year: FY 2013
- Responsibility of: Provost and Executive Vice Chancellor, Vice Chancellor for Research and Innovation
Promote graduate student and post-doctoral success.
- Goals addressed in this section: 2, 3
- Start year: FY 2012
Action: Develop annual workshops for post-doctoral scholars, faculty, and staff on effective mentoring.
- Goals addressed: 2, 3
- Start year: FY 2012
- Responsibility of: Provost and Executive Vice Chancellor
Action: Develop common set of expectations for and develop and implement best practices for regular review of Graduate Faculty status.
- Goals addressed: 2, 3
- Start year: FY 2012
- Responsibility of: Provost and Executive Vice Chancellor
Promote undergraduate student success.
- Goals addressed in this section: 1, 2, 3, 5
- Start year: FY 2012
Action: Determine the appropriate number of professional advisers in each college and in DUAP.
- Goals addressed: 1
- Start year: FY 2013
- Responsibility of: Provost and Executive Vice Chancellor
Action: Expand high impact educational experiences such for undergraduates (e.g., undergraduate research).
- Goals addressed: 1, 2, 3, 5
- Start year: FY 2012
- Responsibility of: Provost and Executive Vice Chancellor, Vice Chancellor for Research and Innovation
Create a culture of continuing professional development for staff and faculty.
- Goals addressed in this section: 1, 2, 3, 4
- Start year: FY 2012
Action: Provide periodic leadership and management training for department and unit heads.
- Goals addressed: 2, 3, 4
- Start year: FY 2012
- Responsibility of: Provost and Executive Vice Chancellor, Vice Chancellor and General Counsel
Action: Expand opportunities for professional development for faculty (e.g., training in grant development, leadership skills, and effective networking.)
- Goals addressed: 2
- Start year: FY 2013
- Responsibility of: Provost and Executive Vice Chancellor, Vice Chancellor for Research and Innovation
Action: Establish and support on-campus scholarly leave opportunities.
- Goals addressed: 2, 3
- Start year: FY 2014
- Responsibility of: Provost and Executive Vice Chancellor
Renew commitment to a diverse university.
- Goals addressed in this section: 1, 2, 3, 4, 5
- Start year: FY 2012
Action: Recruit and retain a critical mass of diversity representation in students, faculty and staff.
- Goals addressed: 1, 2, 3, 4, 5
- Start year: FY 2012
- Responsibility of: Provost and Executive Vice Chancellor
Action: Create programs to more fully integrate international and domestic non-residents as NCSU community members.
- Goals addressed: 1, 2, 3, 5
- Start year: FY 2013
- Responsibility of: Provost and Executive Vice Chancellor
Enhance institutional pride.
- Goals addressed in this section: 1, 2, 3, 4, 5
- Start year: FY 2012
Action: Communicate internally and externally the success of our students, faculty and staff.
- Goals addressed: 1, 2, 4, 5
- Start year: FY 2012
- Responsibility of: Provost and Executive Vice Chancellor
Action: Develop approaches to university events that promote pride in place for students, faculty, staff and alumni.
- Goals addressed: 1, 2, 4, 5
- Start year: FY 2012
- Responsibility of: Vice Chancellor for Advancement, Director of Athletics
Action: Develop shared spaces to inspire community, collaboration and innovation.
- Goals addressed: 1, 2, 3, 4
- Start year: FY 2013
- Responsibility of: Vice Chancellor for Finance and Business
Improve Institutional Effectiveness While Growing & Realigning Resources
Develop and implement procedures for regular review of academic programs’ efficiency and contributions to the university’s mission and goals.
- Goals addressed in this section: 1, 2, 4
- Start year: FY 2012
Action: Review quality and efficiency of academic programs through an ad hoc, intensive campus-wide program evaluation.
- Goals addressed: 1, 2, 4
- Start year: FY 2012
- Responsibility of: Provost and Executive Vice Chancellor
Action: Develop and implement new procedures for regular review of academic programs henceforth.
- Goals addressed: 1, 2, 4
- Start year: FY 2013
- Responsibility of: Provost and Executive Vice Chancellor
Identify and evaluate new opportunities for efficiency improvement and cost reduction.
- Goals addressed in this section: 4
- Start year: FY 2012
Action: Review and recommend improvements in administrative processes.
- Goals addressed: 4
- Start year: FY 2012
- Responsibility of: Vice Chancellor for Finance and Business,
Action: Consolidate business processes and implement business operations centers.
- Goals addressed: 4
- Start year: FY 2013
- Responsibility of: Vice Chancellor for Finance and Business, Vice Chancellor for Information Technology , Vice Chancellor and General Counsel
Promote evidence-based decision making.
- Goals addressed in this section: 1, 2, 3, 4, 5
- Start year: FY 2012
Action: 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.
- Goals addressed: 1, 2, 3, 4, 5
- Start year: FY 2013
- Responsibility of: Provost and Executive Vice Chancellor, Vice Chancellor for Finance and Business, Vice Chancellor for Information Technology
Action: Develop on-line inventory and searchable database of existing physical and research infrastructure that meets the needs of multiple researchers across campus.
- Goals addressed: 2, 4
- Start year: FY 2012
- Responsibility of: Vice Chancellor for Research and Innovation, Vice Chancellor for Finance and Business
Improve processes for providing support to the research enterprise.
- Goals addressed: 2, 3, 4
- Start year: FY 2012
Action: Expand and unify proposal development efforts across campus.
- Goals addressed: 2, 4
- Start year: FY 2012
- Responsibility of: Vice Chancellor for Research and Innovation
Action: Develop and implement standard approaches for administrative processes such as start-ups and cost-sharing.
- Goals addressed: 2, 4
- Start year: FY 2012
- Responsibility of: Vice Chancellor for Research and Innovation, Provost and Executive Vice Chancellor, Vice Chancellor for Finance and Business
Action: Streamline regulatory processes that affect research such as the Institutional Review Board, Institutional Biosafety Committee, and Institutional Animal Care.
- Goals addressed: 2, 4
- Start year: FY 2013
- Responsibility of: Vice Chancellor for Research and Innovation, Provost and Executive Vice Chancellor, Vice Chancellor for Finance and Business
Action: Develop a process for prioritizing and funding high end, specialized equipment for shared facilities and service centers.
- Goals addressed: 2, 3, 4
- Start year: FY 2013
- Responsibility of: Vice Chancellor for Research and Innovation, Vice Chancellor for Finance and Business, Vice Chancellor for Information Technology
Increase endowment and annual giving.
- Goals addressed in this section: 1, 2, 4
- Start year: FY 2012
Action: Set targets for endowment growth as a part of the upcoming Capital Campaign.
- Goals addressed: 4
- Start year: FY 2013
- Responsibility of: Vice Chancellor for University Advancement
Action: Conduct university-level review of fundraising structure to assess efficiency and effectiveness of current model and make recommendations.
- Goals addressed: 4
- Start year: FY 2012
- Responsibility of: Vice Chancellor for Finance and Business, Vice Chancellor for University Advancement
Action: Align fundraising with resource needs and eliminate duplicative effort/costs between central and constituent-based fundraising organizations.
- Goals addressed: 1, 2, 4
- Start year: FY 2013
- Responsibility of: Vice Chancellor for University Advancement
Metrics
The following metrics or performance measures will be used to assess NC State’s progress toward meeting its strategic goals. These measures are university-wide and global in nature, rather than related to specific actions in the Implementation Plan. Baseline values for each metric are being established and target values will be set in the coming months.
Goal 1: Enhance the Success of Our Students through Educational Innovation.
- Enrollment Profile: percentages of undergraduate, graduate, NDS students
- Postdocs: number and national rank
- Admissions Profile: mean SAT and percentage in top 10% of high school class
- Distribution of students by geographic origin
- Degrees awarded by level
- Undergraduate 1 year retention rate
- Undergraduate 6 year graduation rate
- Master’s and doctoral students’ completion rate
- Alumni: How well prepared were you for graduate/professional school?
- Alumni: How well prepared were you by NC State for your first full-time permanent position?
Goal 2: Enhance Scholarship and Research by Investing in Faculty and Infrastructure.
- Faculty profile: number, rank, diversity
- Total research expenditures with national rank and per number of T/TT FTE faculty
- Total extramural research expenditures with rank and per number of T/TT FTE faculty
- Federal research expenditures compared with national rank and per T/TT FTE faculty
- National Academy members with national rank
- Faculty awards with national rank
- Total research, core and library space per T/TT faculty and per FTE
- Association of Research Libraries ranking
- Faculty: Satisfaction with the support your institution has offered you for improving your teaching and research (pre-award)
- Faculty response to COACHE question: Interdisciplinary work is rewarded in the promotion, tenure, and merit process
Goal 3: Enhance Interdisciplinary Scholarship to Address the Grand Challenges of Society.
- Extramural research expenditures in Centers and Institutes
- Intramural research expenditures to promote interdisciplinary research (e.g., seed money)
- Number of funded proposals with multiple PIs
- Number of funded proposals with multiple PIs from different departments
- Number of proposals funded that map to our strategic areas of emphasis
- Faculty response to COACHE question: Interdisciplinary work is rewarded in the promotion, tenure, and merit process
Goal 4: Enhance Organizational Excellence by Creating a Culture of Constant Improvement.
- Diversity profile: women and underrepresented minorities among students, faculty, staff
- Faculty response to COACHE question: There is visible leadership at my institution for the support and promotion of diversity on campus
- Faculty response to COACHE question: I’m proud to say I work at this institution
- Revenue by source
- Percentage of alumni contributing gifts to the university, with national rank
- Endowment and endowment growth with national rank
- Expenditures by teaching, research, service
- Student credit hours per FTE
- Instructional expenditures per SCH
- Classroom utilization index
Goal 5: Enhance Local and Global Engagement Through Focused Strategic Partnerships.
- Number students participating in international activities such as study abroad and international alternative spring break
- Number of students participating in Co-op and other internship activities
- Number of non-university partners on campus
- Students’ perceptions of NC State’s contributions to their ability to solve complex problems and to contribute to the welfare of the community
- Students’ perceptions of skills and perspectives gained through various co-curricular experiences
- Number of patents, licenses, and start-ups
- Number of faculty engaged in international activities