strategic priorities: update/summary documents1/29 - bot...enterprise risk management spring 2015...

North Carolina Agricultural and Technical State University

Alice C. StewartInterim Vice Provost for Strategic Planning and Institutional Effectiveness

(and SACSCOC Liaison)

April 17, 2015

Board of Trustees

STRATEGIC PRIORITIES: Update/Summary


www.ncat.edu

Strategic Priorities

2014-15

Student Engagement

& Support

(Goals 1, 2, 5 & 6)

Institutional Effectiveness

(Goals 1,2,3,4,5 & 6)

Regional Development Integration

(Goals 3, 4, 5, & 6)

Resource Generation

(Goals 4, 5, & 6)

2

Preeminence 2020 Strategic Plan

• Action Plans/Initiatives

• Action Plans/Initiatives• Action Plans/Initiatives

• Action Plans/Initiatives

2015-16

Preeminence 2020

Outcomes

2015-16

Preeminence 2020

Outcomes


www.ncat.edu

PROGRESS 2014-2015

Progressing well

Poised to take off

Little or no progress

3


www.ncat.edu

Priority 1:

STUDENT ENGAGEMENT & SUPPORT

Recruit and retain highly talented students, including

more transfer students.

Improve overall student success, including implementation of

early warning systems.

Implement advisement, coaching and mentoring systems.

Designate a learning management system to support teaching, learning & assessment.

4

• The academic profile of entering freshman has increased

the last 4 consecutive years. Retention rate held steady.

• Overall enrollment was up from Fall 2013 to Fall 2014 by

164 students.

• New Freshman numbers down.

• Transfer student numbers up.

• Master’s students down.

• Doctoral students up.

• The total number of transfer students for Fall 2014

• was 676 compared to 431 in Fall 2013.

• Overall continuing students in Spring 2015 increased by

115 students from Spring 2014

• In Spring 2015, N.C. A&T enrolled an additional 211new transfer students.

Summary for 2014-2015


www.ncat.edu

Priority 1:








5

• All Schools and Colleges have documented increased

emphasis on recruitment of transfer students and pursuit

of articulation agreements with NC community colleges. Examples: Alamance Community College, Durham

Technical Community College, Forsythe Technical

Community College, Halifax Community College, Wake

Technical Community College.

• Office of Transfer and Articulation was fully staffed in

Academic Affairs.


Observations1. Overall growth in enrollment, particularly transfer

student expansion is positive, but enrollment growth in

Master’s programs is a continuing challenge.

2. Challenges in the traditional nursing program have

reduced enrollment in that program, impacting

undergraduate numbers.


www.ncat.edu

Priority 1:


Recruit and retain highly talented students, including more transfer

students.

Improve overall student success, including

implementation of early warning systems.



6

STARFISH Student Early Warning Program

• Currently have full implementation of Starfish Early

Warning System for monitoring undergraduates.

• Spring 2015 Utilization

• 17,910 Tracking Items to date

• 9,359 Flags for poor performance

• 8,551 Kudos for good performance

• 51.4% Faculty response rate


Observations

1. Need to continue to encourage instructors to use Starfish

2. Need protocols on addressing flags, including prioritization

3. Need web-based training videos and quick tips for

reinforcement of program usage.

4. Need marketing campaign for Starfish and other CAE

academic support services

5. Need analytics to look at at-risk students


www.ncat.edu

Priority 1:






Implement advisement, coaching and mentoring

systems.


7

College of Arts and Sciences

• Decline in % of CAS students receiving academic warning

attributed to advising and student support initiatives.

School of Agriculture and Environmental Science

• Expanding the pilot peer mentoring across all departments in

the School - Spring 2015.

School of Business and Economics • Students with DFWs from Fall 2014 have been identified and

referred to their advisors for personal contact in Spring 2015.

School of Education• Developing a 21st century model classroom for teacher training

School of Nursing• Refining the Academic Coaching Model for 2015

School of Technology• A School Centralized Advising Plan has been developed to be

implemented for Spring 2015


Observation1. Many new initiatives, but too soon to see cumulative

results in University retention rate or other success metrics.


www.ncat.edu

Priority 1:STUDENT ENGAGEMENT &

SUPPORT






Designate a learning management system to

support teaching, learning & assessment.

8

Adoption of the TASKSTREAM platform as a way to

standardize Institutional Effectiveness/Assessment

reports for academic programs and provide program

level data for decision making at the Department and

College/School levels.


Observation

1. Work is still in progress. First IE report

submissions planned for June 2015.


www.ncat.edu

Priority 2:

INSTITUTIONAL EFFECTIVENESS

Expand faculty and staff development opportunities.

Design and implement an executive leadership development model.

Enhance service management processes.

Launch Enterprise Risk Management Program.

Improve day to day operations.

9


Fall

2013

Spring

2014

Fall

2014

Spring

2015 to

date

Professional

Development

Offerings

20 30 35 36

# of

Employees 260 340 560 600

Human Resources: Center For Leadership

and Organizational Excellence

Successfully delivered customized trainings:

Graduate School, School of Nursing, School of

Education, College of Engineering


www.ncat.edu

Priority 2:







10

Division of Human Resource Management

•Executive Leadership Development Program

Finalizing the proposal to launch the

University’s Executive Leadership Program.

Pre-assessing current Tier I & II Leadership

competencies.

•Anticipated start date: July 2015


Observation

1. Need to finalize the curriculum and implement the

Leadership program for Tier 1 and 2 levels.


www.ncat.edu

Priority 2:







11

Many Divisions within the University have launched or expanded

service initiatives within the past year and/or programs to improve

day to day operations.

• Center of Academic Excellence (CAE) – Advising, Early

Warning System

• Office of International Programs – Merger with Office of

International Student Services

• Enrollment Management - Purchased RECRUITER to

streamline recruitment efforts and analyze trend data.

DegreeWorks system for class registration and advisement.

• The Graduate School – Online training/orientation for

graduate students, Degreeworks, Ellucian online application

management system.

• Distance Education – Increase instructional design staff

• OSPIE – Reboot of Digital Measures for faculty activities

documentation.



www.ncat.edu

Priority 2:







12

Many Divisions within the University have launched or expanded

service initiatives within the past year and/or programs to improve

day to day operations.

• Division of Information Technology Services – Technology

infrastructure improvement, new email system.

• Division of Human Resource Management – New training

and orientation for new hires, Leadership development.

• Division of Research and Economic Development – Review

of Centers, new Intellectual Property Policy, new policy on

Centers, online Effort and Certification Reports.

• Division of Student Affairs – Opening of new Student Health

facility.


Observations1. There is an ongoing problem with data consistency which

reduces service quality & impacts day to day operations.

2. Many initiatives are still in the implementation phase and

the impact of improvement initiatives have not reached

maximum on campus.


www.ncat.edu

Priority 2:







Enterprise Risk Management Spring 2015 Action

Items• Development of a risk management plan

• Implement policy changes

• Implement process changes

• Deploy resources as needed

• Completion June 30, 2015


Observations

1. Implementation of the results of the Fall risk

identification is being handled at the unit level.

2. There will be an update on progress at the unit

level at the end of the Spring semester.


www.ncat.edu

Priority 3:

REGIONAL DEVELOPMENT&

INTEGRATION

Unite the Campus under a well-defined brand

positioning.Build greater awareness of

NCA&T’s mission and distinctive attributes among

internal and external constituents, locally, regionally, nationally.

Attract strategic partnerships and increase on and off campus

engagement.

14


• Fall 2014 - University rollout of “That’s what Aggies Do”

Concept

• Spring 2015 - Marketing and videography bids have

closed. Evaluation teams have been identified for both. The

marketing bid received 6 responses, and the videography

bid received 15.

• Vendor evaluations will be completed by mid April.

• The scope of work will be defined for each RFP April/May.

• Marketing campaign soft launch in June advertising (radio,

commercials, billboards, print advertisement, enrollment).

• Full launch integrated with 125th celebration.

• Current ongoing marketing will target adults and online

students.

• Campus has embraced the tag line “That’s What Aggies

Do”, indicating that the Fall launch was successful and

resonated with the campus community. College and School

promotions are consistent with the campaign.


www.ncat.edu

Priority 3:


INTEGRATION

Unite the Campus under a well-defined brand positioning.

Build greater awareness of NCA&T’s mission and

distinctive attributes among internal and external constituents, locally, regionally, nationally.

Attract strategic partnerships and increase on and off campus

engagement.

15

High Spots: Points of Pride

NCA&T is the largest HBCU in the U.S.

NCA&T is the #1 ranked HBCU in NC as determined by USNews

rankings.

NCA&T was named 1890 University of the Year by the

Association of Public and Land Grant Universities.

NCA&T was awarded the Community Engagement

Classification by the Carnegie Foundation for the Advancement of

Teaching

STEM Early College at NCA&T named STEM School of

Distinction by the state of North Carolina

NCA&T USNews Ranked #1 among HBCUS for Online

Education.

Universitas Indonesia GreenMetric Ranking #25 of 362


15

Observation

1. Lost ground on the overall University ranking in Fall 2014

USNews publication, falling from #8 to #10.


www.ncat.edu

Priority 3:


INTEGRATION


Build greater awareness of NCA&T’s mission and distinctive

attributes among internal and external constituents, locally,

regionally, nationally.

Attract strategic partnerships and increase on and off campus engagement.

16

College of Engineering

• CyberSecurity Workforce Consortium

• NNSA Oakridge Kansas City Plant

• Kwame Nkrumah University of Science & Technology

School of Business and Economics

• Doris Henderson Newcomers School

• NC Council on Economic Education

JSNN

• Nanomanufacturing Innovation Consortium


School of Nursing

• Interprofessional Collaborative

College of Arts and Sciences

• Center for Outreach in Alzheimer's, Aging,

and Community Health

• Partnership with NBCUniversal to sponsor

National Association of Black Journalists

Multimedia Short Course for NCAT media students.


www.ncat.edu

Priority 3:


INTEGRATION


Build greater awareness of NCA&T’s mission and distinctive

attributes among internal and external constituents, locally,

regionally, nationally.

Attract strategic partnerships and increase on and off campus engagement.

• EPA (MOU)

• Ohio State University (ERC)

• Automotive Megasite

Development Team

• Gridbridge

• Research Triangle Institute

• Novetta Solutions

• Bank of America

• Banner Pharmacaps

• Avanti Technologies

• Oak Ridge Associated

Universities (renewal)

• K2 Solutions

• Cook Medical

• Tulsa Dental

• Southwest Jiaotong University

• NNSA CyberSecurity

Consortium

Division of Research and Economic Development-

New Partners Fall 2014 and In Process Spring 2015


There is ongoing expansion of strategic

partnerships across Colleges/Schools.

Division of Student Affairs

• Department of Justice Office of Violence Against Women

• NC Governor’s Substance Abuse & Underage Drinking

Prevention & Treatment Task Force.

• Thurgood Marshall College Leadership Institute,

Volunteer Greensboro


www.ncat.edu

Priority 4:

RESOURCE GENERATION

Enhance scholarship support and grow the endowment through

fundraising efforts.

Implement a capital acquisition plan to support future campus

expansion.

Improve the ability of the University to develop

competitive large project proposals to increase the number of contracts and

grants.

1818

Feb 2014 Feb 2015

# Amount # Amount

Proposals 283 $94.1M 258 $137.3M

Awards 130 $26.8M 125 $20.1M

Patent

Applications

2 - 2 -

Patents

Issued

1 - 0 -

Licenses 0 - 1 $ 23,500


(As of February 2015)

1. The value of the grant proposals submitted is greater

than this time last year, but Grant funding dollars awarded

are lower and number of awards is lower than the similar

time frame last year..


www.ncat.edu

Priority 4:

RESOURCE GENERATION

Enhance scholarship support and grow the endowment through

fundraising efforts.

Implement a capital acquisition plan to support future campus

expansion.

Improve the ability of the University to develop competitive

large project proposals to increase the number of contracts

and grants.

19

University Advancement

• Kenneth E. Sigmon, Jr., has been named Vice

Chancellor for University Advancement at North

Carolina A&T.

• Status: Developing the case statement for the NCA&T

campaign

Identifying endowed scholarship priorities and

campaign goals for scholarship support

A component for facilities and infrastructure is part

of the case statement

Evaluation of value of facilities naming

opportunities on campus is in progress.

Observation1. Though progress has been made at generating funds from

alumni and external stakeholders, staffing needs in University

Advancement limited the movement on this strategic priority

this academic year.



www.ncat.edu 20

Thank you!

strategic priorities: update/summary documents1/29 - bot...enterprise risk management spring 2015...

Documents