Giving Flight to Imagination: 2016-2017 Strategic Plan for Graduate School and Research

Background UNCW Strategic Plan for 2016-2021 completed in June 2016 Academic Affairs Strategic Plan developed a one-year plan as a subset of the UNCW Strategic Plan to focus on in 2016-17 In Fall 2016, the Graduate School and Research Offices conducted a two- day strategic planning workshop using a professional facilitator to develop a one-year plan as a subset of the Academic Affairs Strategic Plan to focus on in 2016-17 The final page in this report is the INNOVATE SENC Five Year Strategic Plan which is focused on fostering the growth of the Marine and Life Sciences sectors and is key to the on-going development of UNCW’s activities in the Marine Biotechnology in North Carolina (MARBIONC) program

VISION MISSION VALUES STRATEGIC PRIORITIES UNCW will be recognized for excellence in everything it does, for its global mindset, and for its community engagement. MISSION The University of North Carolina Wilmington, the state’s coastal university, is dedicated to the integration of teaching and mentoring with research and service. Our commitment to student engagement, creative inquiry, critical thinking, thoughtful expression and responsible citizenship is expressed in our baccalaureate and master’s programs, as well as doctoral programs in areas of expertise that serve the state needs. Our culture reflects our values of diversity and globalization, ethics and integrity, and excellence and innovation. VALUES EXCELLENCE INTEGRITY DIVERSITY INNOVATION STUDENT-CENTERED FOCUS COMMUNITY ENGAGEMENT STRATEGIC PRIORITIES ATTRACT/RETAIN EDUCATE/ADVANCE RESEARCH ENABLE/PLACE ORGANIZE/ENGAGE FUND/BUILD

OVERVIEW OF UNCW STRATEGIC PRIORITIES AND GOALS ATTRACT/ RETAIN EDUCATE/ADV. RESEARCH ENABLE/PLACE ORGANIZE/ENGAGE FUND/BUILD 1. Advance university academic programming 2. Enhance applied learning 3. Advance research and scholarly activities 4. Foster global learning and research 5. Pursue excellence in everything we do – teaching, research, and service 1. Foster collaborative campus partnerships to enhance advising and student support 2. Prepare students for post-graduation success 3. Increase post-graduation career placement and graduate school admission rates 1. Ensure effective introduction, implementation, monitoring and long-term success of the Strategic Plan 2. Conduct university image study and, in line with the Strategic Plan, develop and implement branding of the university 3. Organize and capitalize on key partnerships, campus strengths and employee interests to increase community, regional and global impact and enrich the student experience 4. Incentivize, support, recognize and reward community/scholarly engagement activities by students, faculty and staff 5. Annually capture UNCW’s economic impact and share it to advocate for the university, to inform the general public and the government on policy, and to engage the community 1. Ensure the state continues to support the institution for its educational outcomes and economic impact 2. Strategically grow enrollment without sacrificing quality and access 3. Ensure auxiliary services provide value to students and the university 4. Ensure Athletics is academically and financially sound and in full compliance 5. Maximize opportuni3es for fiscal sustainability and institutional efficiencies and reinvest strategically 6. Increase extramural research funding 7. Fundraise for a great university: comprehensive campaign, best practices and alignment of donor support 1. Attract retain high-quality, diverse students, faculty and staff 2. Ensure a UNCW education is accessible and affordable to the sons and daughters of North Carolina 3. Promote a diverse and inclusive culture and a global mindset throughout the university 4. Increase retention and graduation rates ensuring student success 5. Retain diverse high-quality faculty and staff * UNC System Themes

ATTRACT / RETAIN GOALS STRATEGY OWNER(S) TIMING Objectives / Drivers STRATEGY OWNER(S) TIMING FUNDING 1. Attract High Quality, Diverse Students, Faculty, and Staff Graduate Students Seek more tuition waivers, assistantships, and other financial support Build support structures for graduate students Leverage distinctive and new graduate programs to attract quality graduate enrollment Work with academic deans and provost to establish funding based on enrollment Develop virtual open house and graduate orientation Share best practices with departments/programs and serve as a catalyst/facilitator Dean of the Graduate School Graduate Admissions Ongoing State University CITI

ATTRACT / RETAIN GOALS STRATEGY OWNER(S) TIMING Objectives / Drivers STRATEGY OWNER(S) TIMING FUNDING 1. Attract High Quality, Diverse Students, Faculty, and Staff Staff Offer competitive salaries (80% to 100% of market) and opportunities for growth Attend training sessions and professional meetings and conferences whenever possible Implement full performance appraisal system Staff Dean of the Graduate School All Supervisory Staff Ongoing State University

ATTRACT / RETAIN GOALS STRATEGY OWNER(S) TIMING Objectives / Drivers STRATEGY OWNER(S) TIMING FUNDING 3. Promote a Diverse, Inclusive Culture and a Global Mindset Throughout the University Students Increase scholarships for underrepresented groups Enlist support of other offices/centers for recruitment Coordinate with OIDI and Military Support Center to assist with outreach Purchase GRE database Outreach to other NC colleges with underrepresented students and the military Dean of the Graduate School Graduate Admissions Ongoing State University CITI

ATTRACT / RETAIN GOALS STRATEGY OWNER(S) TIMING Objectives / Drivers STRATEGY OWNER(S) TIMING FUNDING 3. Promote a Diverse, Inclusive Culture and a Global Mindset Throughout the University International Students Dedicated recruiting structure/student fairs Focus on G20 countries Partnerships Selective use of agents Expand ESL Engage national funding programs Hosting infrastructure Coordinate with Office of International Programs Work with UNCW Graduate Council to align policies and ensure fairness & equity of policies Expand MOUs with other international programs like marine science institutes Dean of the Graduate School Office of International Programs Ongoing State University

EDUCATE/ADVANCE RESEARCH GOALS Objectives / Drivers STRATEGY OWNER(S) TIMING FUNDING 1. Advance University Academic Programming Develop and launch new degree programs that enhance the education experience of students and meet market needs Ensure current and future doctoral programs meet or exceed expectations for enrollment, quality, and placement Pursue cross-campus and cross-system joint programs that enhance student career opportunities Strategically enhance and expand online programs at the graduate level Improve communications with departments/programs Review processes for new program implementation Develop internal checklist for new program implementation Provide oversight and assist in developing standards for doctoral programs and hold the programs to the standards Develop policies for new dual degree programs Implement joint PhD program with ECU Work with departments to move existing programs or new programs online Develop outreach and marketing imitative for online programs Dean of the Graduate School Graduate Admissions Graduate program coordinators in departments UNCW Graduate Council AVC for Distance Education Ongoing State University

EDUCATE/ADVANCE RESEARCH GOALS Objectives / Drivers STRATEGY OWNER(S) TIMING FUNDING 1. Advance University Academic Programming Ensure existing and new centers/institutes expand quality educational opportunities, enhance academic reputation, promote community engagement and are financially sound Increase awareness of the sponsored programs and research compliance (SPARC) office by marketing and outreach to faculty and staff and the UNCW community (e.g., Research Magazine) Conduct training for faculty and staff on innovation and commercialization polices and procedures AP for Research SPARC Staff OIC staff Ongoing State University

EDUCATE/ADVANCE RESEARCH GOALS Objectives / Drivers STRATEGY OWNER(S) TIMING FUNDING 3. Advance Research and Scholarly Activities Ensure appropriate staffing of support in the units for sponsored research and scholarship across campus Increase extramural funding through greater grant seeking, new areas of focus, and use of alternative sources of funding Identify areas of excellence to the state and invest to create “waves of excellence” and “game-changing research” (e.g., in the coastal and marine sciences and data analytics) Update policies and procedures in all areas with emphasis on a plan for decentralization Fully staff the SPARC office Add SPARC staff dedicated to grant seeking and grant writing Embed SPARC into academic program development process so that research requirements can be defined Incentivize F&A distribution to faculty/units/SPARC to increase sponsored programs Sponsor faculty and staff to interact with national sponsor entities and events AP for Research SPARC Staff OIC Staff Ongoing State University

EDUCATE/ADVANCE RESEARCH GOALS Objectives / Drivers STRATEGY OWNER(S) TIMING FUNDING 3. Advance Research and Scholarly Activities Increase technology transfer activities on-campus Ensure the full integration of process and mechanisms to identify and support innovation to commercialization within the UNCW community Initiate formal licensee solicitation process for patent portfolios owned by UNCW Develop approval protocols and templates for all OIC commercialization actions Develop a strategic alliance with select local firms to assist commercialization activities Apply for additional grants to support OIC activities Initiate a formal technology scouting program to identify and support UNCW technologies Support the UNCW shellfish hatchery with a) identify potential technologies that could be used to increase productivity, b) assist in the development of selected technologies, c) perform a market study to validate the criteria used for selective breeding strategies AP for Research OIC Staff Ongoing State University Gifts/Grants

ENABLE/PLACE GOALS STRATEGY OWNER(S) TIMING Objectives/Drivers STRATEGY OWNER(S) TIMING FUNDING 1. Foster Collaborative Campus Partnerships to Enhance Advising and Student Support Implement a new degree audit system Build stronger relationships with Career Center and Financial Aid to create an inventory of graduate student services Graduate School Staff Career Center Financial Aid Deans Faculty Pre-Professional Advisors Ongoing State University Enhance collaborative advising/support structures between UC, professional advisors, housing/residential life staff, faculty and all administrative offices Enhance/incentivize academic advising and improve training

ORGANIZE/ENGAGE GOALS STRATEGY OWNER(S) TIMING FUNDING Objectives/Drivers STRATEGY OWNER(S) TIMING FUNDING 3. Organize & Capitalize on Key Community Partnerships, Campus Strengths, & Employee Interests to Increase Community/Regional/Global Impact & Enrich Student Experience Partner UNCW knowledge and resources with those of the public and private sector to: Enrich scholarship, research and creative activity Enhance curriculum, teaching and learning Prepare educated, engaged citizens Address critical societal issues as identified by the community Strengthen students’ democratic and civic responsibilities Contribute to the public good Educate faculty on contracts as an alternative source of funds Reorganize and/or hire contract expertise Continue to support OIC/CIE in the integration of innovation and commercialization AP for Research SPARC Staff OIC Staff CIE Staff Ongoing State University Gifts/Grants

FUND/BUILD GOALS STRATEGY OWNER(S) TIMING Objectives/Drivers STRATEGY OWNER(S) TIMING FUNDING 2. Strategically grow enrollment without sacrificing quality and access Continue to fund and grow scholarships to attract and retain diverse and high quality students and fund high impact practices Advocate with Deans; Advancement and other units for scholarships for diverse students Dean of the Graduate School Deans of Colleges/School Advancement Ongoing State University Gifts/Grants