Higher Ed., Energy

1
UNC Tomorrow Response Phase
UNCA Board of Trustees
Norma Houston, Executive Director Tony Caravano,
Deputy Director
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What we are doing?

• Our Goal A More Responsive UNC
• What does our state need from UNC?
• How can we best respond?
• How will we sustain this focus over the next 20
  years?
• Our Focus 3 prongs of our mission

3
Public Input Collection

• 11 Community Listening Forums (2700 attendees)
• Greenville Rocky Mount Wilmington
• Fayetteville Elizabeth City Charlotte
• Hickory Asheville Sylva
• Triad RTP
• Survey Responses (nearly 7,000 completed online
  at forums)
• Have been analyzed by SBTDC and the Scholars
  Council
• Other input
• Faculty forums, blog, and meetings with different
  key organizations from business, education and
  non-profit communities

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• What Did We Hear . . .

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Listening Forum Themes

• Improve K-12 Education more and better
  teachers, more science and math teachers, reduce
  dropout rate, increase student motivation
• Increase diversity in education Males, African
  Americans, African American males, Hispanics and
  Latinos
• Address health needs (more nurses, allied health
  professionals wellness programs)
• Increase UNC engagement in addressing community
  issues (social justice racism)

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Listening Forum Themes

• Increase UNCs role in economic transformation
  (regional planning, tech transfer)
• Educate students in 21st century skills (soft
  skills) and knowledge (science math)
• Target degree programs to meet regional needs
  (social workers, entrepreneurship, engineers)
• Strengthen public-private partnerships (military,
  business and industry)

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Listening Forum Themes

• Stronger alignment between K-12, Community
  Colleges, Private Colleges, and UNC Seamless
  education
• Improve access to higher education - Adult
  education, more flexibility in programs and
  courses, more online, satellite campuses
• Sustainability environmental stewardship
• Maximize existing UNC resources and make
  resources more easily accessible
• Focus research on regional community needs
  (engagement)

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• Recognize Regional Differences One Size Does
  Not Fit All

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How We Identified the Needs of Our State
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What the Commission Recommended

• The Commissions Report includes
• 7 Major Findings
• 29 Policy Recommendations
• Numerous Suggested Strategies
• 8 Recommended Internal Changes

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4.1 Our Global Readiness

• Major Finding
• UNC should educate its students to be personally
  and professionally successful in the 21st century
  and, to do so, should enhance the global
  competitiveness of its institutions and their
  graduates.

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4.1 Our Global ReadinessRecommendations

• 4.1.1. Prepare students for the 21st century
• 4.1.2. Ensure that campuses and research
  programs are globally competitive
• 4.1.3. Increase international partnerships

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4.2. Our Citizens and Their Future Access to
Higher Education

• Major Finding
• UNC should increase access to higher education
  for all North Carolinians, particularly for
  underserved regions, underrepresented
  populations, and non-traditional students.

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4.2. Our Citizens and Their Future Access to
Higher EducationRecommendations

• 4.2.1. Increase access for traditional students,
  non-traditional students, and life-long learners
• 4.2.2. Develop seamless relationship with
  Community Colleges
• 4.2.3. Accommodate needs of persons with
  disabilities
• 4.2.4. Maintain affordability and increase
  financial aid options

• 4.2.5. Increase the educational attainment of all
  underrepresented populations, especially African
  American male and Hispanic students
• 4.2.6. Ensure that all students are better
  prepared to enter college and succeed academically

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4.3. Our Children and Their Future Improving
Public Education

• Major Finding
• UNC should be more actively involved in solving
  North Carolinas public education challenges.

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4.3. Our Children and Their Future Improving
Public EducationRecommendations

• 4.3.4. Help lower our states dropout rate and
  improve academic achievement in all public
  schools
• 4.3.5 Develop a seamless educational continuum
  from pre-k through higher education (Birth-20)

• 4.3.1. Educate more and better teachers
• 4.3.2. Educate more science and math teachers
• 4.3.3. Enhance the teaching skills of public
  school faculty and the leadership skills of
  public school administrators

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4.4 Our Communities and Their Economic
Transformation

• Major Finding
• UNC should be more actively engaged in enhancing
  the economic transformation and community
  development of North Carolinas regions and the
  state as a whole.

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4.4 Our Communities and Their Economic
TransformationRecommendations

• 4.4.3. Align appropriate campus programs with
  strategic economic plans
• 4.4.4. Promote the arts and cultural enrichment
• 4.4.5. Facilitate inclusive discussions on
  important community issues

• 4.4.1. Lead in economic transformation and
  community development
• 4.4.2. Focus specific effort on serving rural and
  underserved areas

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4.5. Our Health

• Major Finding
• UNC should lead in improving the health and
  wellness of all people and communities in our
  state.

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4.5. Our HealthRecommendations

• 4.5.1. Lead in improving health and wellness
• 4.5.2. Educate more health-care professionals
• 4.5.3 Utilize health information to improve
  health and wellness

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4.6. Our Environment

• Major Finding
• UNC should assume a leadership role in addressing
  the states energy and environmental challenges.

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4.6. Our EnvironmentRecommendations

• 4.6.1. Embrace environmental sustainability as a
  core value among its institutions
• 4.6.2. Leverage its existing research expertise
  to address critical environmental and energy
  issues
• 4.6.3. Increase community awareness of
  environmental and sustainability issues

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4.7. Our Universitys Outreach and Engagement

• Major Finding
• UNC should become more directly engaged with and
  connected to the people of North Carolina, its
  regions, and our state as a whole.

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4.7. Our Universitys Outreach and
EngagementRecommendations

• 4.7.1. Apply, translate, and communicate research
  and scholarship to broader audiences
• 4.7.2. Develop strategic plans for scholarly
  public service
• 4.7.3. Create a mechanism for applying research
  and scholarship to address significant issues
• 4.7.4. Communicate its resources and expertise
  to wider audiences

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What Changes Should Be Made Within UNC to Respond
to the Needs of our State?

• 5.1. Examine the missions of its 17 constituent
  institutions in light of state and regional needs
  from a system perspective so that the programs
  and resources of all institutions serve the state
  and its regions in a manner that complement each
  other, maximize resources, and avoid unnecessary
  duplication.
• 5.2. Review the academic planning process to
  ensure that the needs of North Carolina are fully
  considered in establishing and discontinuing
  degree programs.

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What Changes Should Be Made Within UNC to Respond
to the Needs of our State? (Continued)

• 5.3. Lead the campuses in a refinement and
  adjustment of the tenure, promotion, and
  incentive system to place greater value on
  faculty involvement and engagement in applied
  research and outreach that will enhance the
  states competitiveness without decreasing
  support for teaching, basic research and
  scholarship.
• 5.4. Prepare for wide-scale faculty retirement
  and increase efforts to recruit and retain
  high-quality faculty.
• 5.5. Increase efforts to attract and retain
  high-quality staff at all levels.

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What Changes Should Be Made Within UNC to Respond
to the Needs of our State? (Continued)

• 5.6. Continue to seek an efficient use of
  available resources in the fulfillment of its
  mission.
• 5.7. Encourage and facilitate interdisciplinary
  and inter-institutional collaboration among its
  institutions.
• 5.8. Continue efforts to establish
  accountability and performance measures that
  ensure and demonstrate transparently its success
  in carrying out its missions.

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Campus Response Plans

• Received May 1st
• Campuses Asked to Focus On
• Effectiveness of existing programs maximizing
  existing strengths
• Needed (if any) new programs
• Administrative policy changes
• Increasing collaboration and modeling best
  practices
• Clear timelines, cost estimates, reprioritized
  existing resources, proposed internal/external
  resources, assessment, accountability

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Review and Feedback

• Campus reports reviewed by GA staff
• Highlights developed for each UNCT theme area
• Preliminary staff observations summarized
• Feedback discussions with campuses during the
  summer
• Videoconferences centered around major themes

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Overall Observations

• Positive
• Effort and inclusiveness
• Prioritization
• Indentifying challenges and barriers
• Specific plans
• Commitment to Engagement

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Overall Observations

• Opportunities for Improvement
• Reallocating existing resources
• Emphasis on new vs. existing programs
• Overlap and duplication / collaboration
• Internal and External Communications

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Global Readiness

• 21st Century Skills
• Globally competitive campuses research and
  programs
• International partnerships

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Global Readiness cont

• Gen Ed Review - (UNCAs) Integrated Liberal
  Studies (ILS) globalization, ethical dilemmas,
  environmental issues, diversity, and the need for
  information literacy.
• (UNCA) will lead the national conversation about
  the role of liberal arts in 21st century
  education by bringing the national headquarters
  of the Council of Public Liberal Arts Colleges
  (COPLAC) to its campus.
• (UNCA) will demonstrate and expand their national
  leadership role in Undergraduate Research by
  bringing the National Conferences on
  Undergraduate Research (NCUR) national
  headquarters to UNC Asheville establishing
  participation in undergraduate research as a
  universal, year round opportunity for students in
  all disciplines and enhancing the physical
  presence, leadership, and endowed funding for the
  Undergraduate Research Program.

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Access

• Increasing access to educational programs
• Seamless relationship with Community Colleges
• Underrepresented populations, including
  underserved regions, minority students and
  persons with disabilities
• Affordability
• Preparation for entering and succeeding in college

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Access cont

• UNCA has organized a Diversity Action Council,
  bringing the decision makers and financial
  managers of all diversity-related initiatives
  together to establish University priorities and
  coordinate efforts and talents.
• ASU, UNCA, WCU, and the Appalachian Regional
  Commission have partnered to run the Western NC
  Network for Access and Success to increase high
  school completion and postsecondary enrollment in
  western North Carolina.
• UNCA runs the College Summit Program, a national
  summer program to prepare traditionally
  underserved high school students to apply for
  college.

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Public Education

• More Teachers, Better Teachers
• More Math and Science Teachers
• Enhancing teaching and administration skills
• Improving academic achievement

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Public education cont

• NCCU, NCSU, and UNCA made direct mention of the
  Foundation Fellows scholarship program for
  students planning on teaching in North Carolina.
• UNCAs Math Department and Buncombe County
  Schools are seeking a 360,000 grant from DPI to
  facilitate math teacher professional development.
• NCCU, NCSU, UNCCH and UNCA make direct mention to
  the newly established Burroughs Welcome
  Scholarship Fund providing scholarships to
  College Juniors and Seniors in STEM disciplines
  who plan on teaching in those disciplines.
• UNCA is considering the creation of a new
  initiative, the Asheville Initiative for
  Mathematics (AIM). This project is designed to
  enhance math education in Asheville/ Buncombe
  County for students (pre-K to college), teachers,
  parents and residents.

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Community Economic Transformation

• Helping lead economic transformation and
  community development
• Focus on rural and underserved areas
• Alignment with economic plans
• Promote the arts and culture
• Facilitate community discussions

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Community and Economic Transformation cont

• RENCI - is a community partnership focused on
  decision support tools, economic development and
  flood mitigation. Production of RENCIs tools
  helps drive the local economy while assisting
  community and regional leaders in making sound
  decisions. (UNC CH, UNCA, NCSU, UNCC, ECU)
• Asheville Graduate Center (UNCA) hosts
  approximately 30 master's degree programs on its
  campus from six major universities, serving the
  Western North Carolina regions need for a
  better-educated citizenry.
• The North Carolina Center for Creative Retirement
  (UNCA) will embark on a planning process for
  the next couple of decades to better serve the
  needs of older adults in the region, by bringing
  together the talent and energy of a new
  generation of dynamic seniors who actively
  contribute to the local economy and social
  networks.

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Community and Economic Development cont

• Craft Campus (UNCA) will establish Greater
  Asheville as the center for the modern American
  studio craft movement.
• Asheville HUB Economic Development Initiative
  is a collaborative economic, community, cultural,
  and sustainable development effort for Asheville
  and Buncombe County that aligns the University
  with regional strategic economic plans.
• Increasing student-directed, faculty-mentored
  undergraduate research that emphasizes strategic
  economic needs will help address regional
  economic concerns.
• (UNCA) shares oversight of the inter-institutional
  Center for Craft, Creativity and Design.
• (UNCA) hosts the State of Black Asheville
  conference, facilitating an inclusive discussion
  on diversity as it relates to education, the
  economy, employment, housing, and other important
  issues affecting the Asheville community.

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Health

• Improve health and wellness
• Educate more health professionals
• Utilize health information

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Health cont

• UNCA houses The North Carolina Center for
  Creative Retirement. NCCCR would embark on a
  planning process for improving its service to
  older adults in the region.
• UNCA, WCU - North Carolina Center for Health and
  Aging emphasizes health research and allied
  health programming. UNC-Asheville focuses on
  wellness.
• UNCA - North Carolina Center for Health and
  Wellness this new Center will be the first of its
  kind in North Carolina to focus on the health
  outreach and education of our Western North
  Carolina citizenry.
• Schools of Medicine The approved plan to expand
  medical education by 117 students. The expansion
  will involve partnerships with Carolinas Medical
  Center, UNC-Charlotte Ashevilles w/Mission
  Hospital, Mountain Area Health Education Center,
  Western North Carolina Health Network.

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Environment

• Sustainability on campus
• Research focus on energy and
• environment
• Community education

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Environment cont

• NCSU, UNC, UNCA, UNCC, UNC-CH - Sustainable
  Design and Construction of New Buildings
• UNC-CH, ASU, UNCA - Student Sustainability Fee
• UNCA, WSSU - Establish Campus Sustainability
  Committee
• UNCA, WCU - Implement Sustainability, Tracking,
  and Rating System (STARS) STARS is designed to
  create a measurable, comparable way of assessing
  sustainability at diverse institutions of higher
  education, to offer incentives for continuous
  improvement toward sustainability, and to provide
  a vehicle for sharing information about
  sustainability practices and performance.

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Environment cont

• UNCA - Undergraduate Research in Community Based
  Issues will be done with a 155,000 grant from
  the National Oceanic and Atmospheric
  Administration to partner with the National
  Climatic Data Center on faculty-student
  climate-related undergraduate research.
• UNCAs campus has a 44 million backlog of repair
  and renovation projects (as projected by FCAP)
  that will take decades to complete at the current
  level of funding, resulting in these facilities
  remaining inefficient and wasteful in their
  current configurations, and outdated State
  regulations regarding the building and renovation
  of state property limit the choices we can make,
  as sustainable and/or green construction options
  tend to have higher up front costs (despite the
  longer-term efficiencies) (UNCA)

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Outreach Engagement

• Communicate expertise and resources
• Scholarly public service
• Applied research and scholarship

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Outreach and Engagement cont

• Leadership Asheville and the Key Center for
  Community Citizenship and Service Learning
  promote civic awareness, leadership, and service
  learning
• Enhanced community collaborations in the areas of
  Environment, Health Wellness, Craft Art,
  Climate Technology, developing teachers, and
  the North Carolina Center for Creative Retirement
• Expanded undergraduate research opportunities
  focused directly on community issues and needs
• Enhanced campus web pages providing information
  about faculty expertise and campus, ex. UNCAs
  marketing plan

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Internal Changes

• Efficiency
• Inter-institutional collaboration
• Accountability

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Internal Changes cont

• Comprehensive, coordinated communications and
  marketing plan to promote campus programs and
  resources (UNCA)
• High number of students on financial aid and/or
  working to finance education limits time for
  participation in service learning programs need
  for more coordination between service learning,
  work study, and Career Services programs (UNCA)
• Communicating the unique nature of a liberal arts
  institution in a way that the general public and
  policy leaders understand and appreciate its
  importance, and a lack of internal expertise to
  assist in meeting this marketing challenge
  (UNCA)

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Internal Changes cont

• UNCA noted that outdated State regulations
  regarding the building and renovation of state
  property limit the choices a campus can make as
  sustainable and/or green construction options
  tend to have higher up front costs (despite the
  longer-term efficiencies) limited capital
  resources and significant repair and renovation
  backlogs delay improvements to facility
  efficiency.

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Next Steps - Phase II Focus

• Areas of Review
• Degree programs (academic planning)
• Inter-institutional institutes and centers
• Faculty staff recruitment and retention
• Promotion and Tenure policies
• Mission statement revisions

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Next Steps - Phase II Process
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• Questions?