Title: Higher Ed', Energy
1UNC Tomorrow Response Phase
UNCA Board of Trustees
Norma Houston, Executive Director Tony Caravano,
Deputy Director
2What 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
3Public 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
4 5Listening 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)
6Listening 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)
7Listening 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)
8 - Recognize Regional Differences One Size Does
Not Fit All
9How We Identified the Needs of Our State
10What the Commission Recommended
- The Commissions Report includes
- 7 Major Findings
- 29 Policy Recommendations
- Numerous Suggested Strategies
- 8 Recommended Internal Changes
114.1 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.
124.1 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
134.2. 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.
144.2. 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
154.3. Our Children and Their Future Improving
Public Education
- Major Finding
- UNC should be more actively involved in solving
North Carolinas public education challenges.
164.3. 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
174.4 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.
184.4 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
194.5. Our Health
- Major Finding
- UNC should lead in improving the health and
wellness of all people and communities in our
state.
204.5. 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
214.6. Our Environment
- Major Finding
- UNC should assume a leadership role in addressing
the states energy and environmental challenges.
224.6. 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
234.7. 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.
244.7. 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
25What 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.
26What 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.
27What 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.
28Campus 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
29Review 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
30Overall Observations
- Positive
- Effort and inclusiveness
- Prioritization
- Indentifying challenges and barriers
- Specific plans
- Commitment to Engagement
31Overall Observations
- Opportunities for Improvement
- Reallocating existing resources
- Emphasis on new vs. existing programs
- Overlap and duplication / collaboration
- Internal and External Communications
32Global Readiness
- 21st Century Skills
- Globally competitive campuses research and
programs - International partnerships
33Global 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.
34Access
- 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
35Access 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.
36Public Education
- More Teachers, Better Teachers
- More Math and Science Teachers
- Enhancing teaching and administration skills
- Improving academic achievement
37Public 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.
38Community 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
39Community 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.
40Community 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.
41Health
- Improve health and wellness
- Educate more health professionals
- Utilize health information
42Health 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.
43Environment
- Sustainability on campus
- Research focus on energy and
- environment
- Community education
44Environment 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.
45Environment 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)
46Outreach Engagement
- Communicate expertise and resources
- Scholarly public service
- Applied research and scholarship
47Outreach 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
48Internal Changes
- Efficiency
- Inter-institutional collaboration
- Accountability
49Internal 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)
50Internal 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.
51Next 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
52Next Steps - Phase II Process
53