North Carolina State University Strategic Planning Meeting ... · Capital Consulting Group│Kathleen Sturgis, Ph.D.│ President │919-345-4951│[email protected]

Capital Consulting Group│Kathleen Sturgis, Ph.D.│ President www.capconsultinggroup.com│919-345-4951│[email protected]

Specializing in individual and organizational development

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North Carolina State University Strategic Planning Meeting, July 2010

Report of Accomplishments Presented by Dr. Kathleen Sturgis

Introduction

Thank you for the opportunity to work with the members of the University Council at your strategic planning retreat last week. It was an honor to work with NC State at such an important time in the history of your institution. You focused well and accomplished great things through your work together. It has been said that “the best preparation for tomorrow is to do today’s work exceptionally well” (Sir William Osler). Based upon this idea, you worked exceptionally well together and generated some ideas that will provide a strong foundation for the strategic planning process that is to take place over the coming year. I’d like to take this opportunity to summarize your collective accomplishments at the retreat.

Overview of Retreat Accomplishments

Each of your discussions at the retreat is summarized in the pages that follow. As is evidenced in this report, a great deal of creative, intellectual and innovative thinking occurred at your meeting. Specifically, you will find summaries of discussions on the following topics:

◦ What’s important to the NC State community (page 2)

◦ “Proud Points” of the NC State community (page 2)

◦ Strengths of NC State (page 3)

◦ Key issues/challenges facing higher education (pages 4-5)

◦ Opportunities/strategies for addressing challenges (pages 6-9)

◦ Input relative to strategic priorities (page 10)

◦ Results of “Power Brainstorming” on special topics (pages 11-14) Student success Globalization Faculty success Academic programs Graduate/post-doctoral program development and research Research impact/relevance Innovation and entrepreneurship Comprehensiveness

◦ Thoughts relative to NCSU mission statement (page 15)

◦ “Aspirations” of the NC State community (pages 15-16)



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What’s Important to the NC State Community

The following prompt was give to the group in an opening activity: if you could say two words, and only two words, to describe what is most important to the NCSU community, what would those two words be? Responses included:

Academic Excellence Student Success Hope Solutions Excellence Innovation Quality Reputation Relevance Collective Service Engaged Faculty and Staff Innovative Partnerships Knowledge

Teaching Accessibility Availability Stability Staying Ahead Passion Leadership Skills and Talent Respect Teaching Research Diversity Accountability Collaboration Parking

Proud Points of the NC State Community

The following prompt was given to the group: if you could say one word, and only one word, to describe what quality of which you are most proud with regard to this university, what would that word be? Responses included:

Research Students Engaged Service Relevance Integrity Connected Passion Innovation

Reputation/Quality Humane University Impact Welcoming Environment Responsive Committed Faculty and Staff Military Leaders Accountability



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Strengths of NC State

This section includes an executive-level summary of the pre-work survey data on this topic; in addition, the results of the discussion about “strengths” that took place at the retreat are included at the bottom of this page. Pre-Work Survey Results Question: Identify 3-5 strengths of our university (i.e., areas that you believe should be maintained and/or leveraged to help us better fulfill our mission).

Note: “Frequency of response” is noted in parentheses for each strength that emerged from the data. These numbers are not meant to suggest a final list and/or priority order of strengths but were utilized to stimulate discussion at the retreat.

Strong Colleges and Programs (37)

Specific programs mentioned (33)

Program development components (4)

STEM (11)

Relevance – State, National, Global Priorities (10)

Centennial Campus (8)

Faculty (7)

Research Focus (6)

Location (6)

Partnerships/Collaborations (5)

External (3)

Internal (2)

Extension Activities (5)

Quality of Students (4)

Reputation/History (4)

Land Grant Mission (3)

Attitude (2)

Facilities (2)

Library (2)

Grassroots network/appeal (2)

Technological Innovation (2)

Commitment to Student Success (1)

Entrepreneurial Capability (1)

Alumni Involvement (1)

Niche (limited competition in state for our strength areas) (1)

Size of University (1)

Accessibility (1)

Service (1)

Administrative Infrastructure (1)

Food Security, Safety, Nutrition (1)

Public Engagement (1)

State Support (1)

“Strengths” Discussion at Retreat Included Reference to the Following

State-wide presence Strong military program/leadership/training Affordability Climate of academic excellence without

elitism Constituent/state support Research/scholarship excellence

Visibility Direct/indirect impact to local, state, national

economies Student satisfaction Our graduates – high quality Corporate engagement Athletics



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Key Issues/Challenges Facing Higher Education

This section includes an executive-level summary of the pre-work survey data on this topic; in addition, the results of the retreat discussion that resulted from review of this data begin on the next page. Pre-Work Survey Results Question: List 3-5 challenges that higher education will face in the next decade.

*“Frequency of response” is noted in parentheses for each challenge that emerged from the data. These numbers are not meant to suggest a final list and/or priority order of key priorities.

Funding Issues (26)

Decreases in state/federal funding (15)

General funding concerns (8)

Need for diversification of funding (2)

Maintaining educational quality in light of funding concerns (1)

Student Success (26)

Preparing students for the 21st century (12)

Educating a diverse population (10) (e.g., ethnic diversity, non-traditional students, learning styles)

Lack of preparation – incoming students (4)

Impact of Globalization (21)

Increased competition: Education as a business (10) (e.g., impact of on-line education and distance learning, International universities, public sector, private sector competition)

Impact of globalization/technology on education and teaching (5) (e.g., need for investment and integration of technology; learning and teaching in a technological environment

Distance education (2)

General thoughts/concerns (4) Need for Vision/New Business Model (11)

Clear vision/focus (3)

New business model needed (3)

Resistance to change (2)

Improving efficiencies (2)

Making tough decisions (1) Increased Accountability and Regulation (11)

Federal regulation and oversight; increased accountability to acquire state funding; calls for transparency and improved efficiencies

Faculty Recruitment and Retention (8)

Recruiting and retaining top-tier faculty in light of reduced budgets, non-competitive benefits, limited funds for research support

Ensuring Affordability/Access of Education (8)

Increasing costs of education creating potential accessibility issues

Student Enrollment and Retention (5)

Keeping up with demand vs. resources; increasing number of students; recruiting and retaining students

Resources/Facilities Investment (5)

Meeting enrollment demands, investing in facilities/resource expansion and repair

Public Relations Challenges (4)

Being distinctive, having brand recognition, restoring public faith in education

Program Quality and Integrity (4)

Maintaining focus on discovery, learning, and innovation; balancing externally funded research and education

Partnerships – Interdisciplinary Collaboration and Identity (3)

Aligning infrastructure and culture to maintain disciplinary identities while developing flexible, cross-cutting programs and increasing interdisciplinary



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collaborations, problem-solving and research

Staff Recruitment and Retention (2)

Program Relevance – Local/National/Global Priorities (1)

Partnerships-External (1)

Campus Security (1)

Qualitative Evaluation of Performance (1)

Alumni Population Changes (1)

Student/Faculty Mobility Issues (1)

“Key Issues/Challenges” Discussion at Retreat Included Reference to the Following

Funding

Vision/New Models Can’t be everything to everybody; need to have priorities Risk Aversion – we need to be bolder and take risks

Resistance to Change

Faculty Recruitment & Retention

Globalization and Competition Attracting diverse populations (student, staff, and faculty; need to reflect the global perspective) Need to ensure diversity of perspectives

Student Success Define student “success” Ensure a “diverse” perspective in terms of globalization (i.e., composition of population) Need to teach students to think vs. teach them to remember - creating knowledge vs. creating

information We need to understand: what are educating students for? Student success is more than moving students through programs Distill purpose of higher education – is it educating for a good living vs. a good life Need to be measuring the right things (e.g., focus on number of graduates – perhaps we can be

leaders in changing this discussion on a national level)

Student Experience: there are many opportunities that students are unaware of and/or are not taking advantage of

Diversity: intellectual leadership (i.e., faculty) does not look like the populations we serve

Technology: technological impact is redefining the University

Comprehensiveness Issue: we need to transcend the individual focus; we need to identify issues that we excel in addressing vs. “program/college” mindset –sometimes our strengths can become our challenges

Resources/Facilities

Overcoming Sense of Entitlement

National Reputation/PR

Aging Physical Facilities



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Opportunities/Strategies for Addressing Challenges

This section includes an executive-level summary of the pre-work survey data on this topic; in addition, the discussion that resulted from review of this data is documented on the pages that follow. Pre-Work Survey Results, Opportunities/Strategies Question Questions: Identify 3-5 opportunities where a change in investment or energy could produce a major positive effect for our university; what will be the leading strategies that universities will employ to address these challenges?

*“Frequency of response” is noted in parentheses for each opportunity/strategy that emerged from the data. These numbers are not meant to suggest a final list and/or priority order.

Strategic Changes (35)

New business model/ways of thinking (19)

Streamline processes and efficiencies (16)

Funding Strategies (29)

Create new revenue streams/strategies (12)

Re-examine tuition (8)

Grow endowments (4)

Adopt an entrepreneurial mindset to generate income (4)

Expand private fundraising efforts (3)

Strategic Growth of Academic Programs (24)

Program growth-specific issues and/or programs (17) (e.g., issues such as environmental issues, protection and safety, water quality and availability, health and well being; programs such as STEM, ROTC, Physical Education, etc.)

Program growth – Liberal Arts (5)

Program growth – Life Sciences (2) Strengthen External Partnerships (20)

Ideas listed include collaborations with other colleges/universities (local, national and international), community colleges, government agencies, private and public sectors, health-focused organizations, etc.

Clear Vision and Planning (19)

Leadership and vision (11)

Goals and priorities (8)

Strengthen Internal Partnerships (16)

Call for internal collaboration (9) (i.e., establish a structure and culture that encourages interdisciplinary collaboration; multi-disciplinary approach to teaching, research and outreach)

Build multidisciplinary strength/reputation (7) (i.e., become an authentically comprehensive university; strengthen CHASS and Life Sciences; balance STEM and humanities

Student Success (14)

Focus on educational experience, campus experience, career preparation and support, lifetime learning; preparation for the 21st century

Faculty Retention and Recruitment (13)

Ideas include: increase number of tenure-track faculty; increase non-tenure track faculty positions; support entrepreneurial efforts of faculty; develop new models for faculty career progression; focus on morale and motivation

Innovative Teaching and Learning Strategies (11)

Leverage technology to do more with less; focus on new learning technologies; promote use of technology and train faculty to take advantage of technology; increase course delivery options



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Student Enrollment and Planning (11)

Determine recruitment strategies for undergraduate and graduate enrollment; broaden pool of applicants; raise criteria for admittance to ensure academic success; etc.

Public Relations/Marketing Efforts (11)

Summary: With coming of new Chancellor, great opportunity to increase local, national and international visibility; we have much to be proud of, we need to do better job of branding and promoting our quality programs and initiatives

Increase Distance Education (8)

Increase strategic use of distance education courses

Doctoral Program Growth and Student Recruitment (7)

Build our reputation by growing doctoral programs in strategic areas; eliminate out-of-state tuition for funded graduate students

Technology Planning, Investment and Utilization (6)

Develop a technology plan that invests in technology, implements cutting-edge technology, increases use of technology and makes it easier to gain access to university “products”; utilize technology to lower costs,

enhance learning and accommodate students’ needs

Innovative Degree/Program Options (6)

Develop interdisciplinary degree options; explore innovative programs (e.g., 3-year degree, undergraduate research, living-learning communities, study abroad, etc.)

Facilities Planning and Utilization (6)

Optimize use of facilities and space; develop long-range master plan that includes next-generation collaborative spaces and learning environments

Focus on Economic Development Initiatives (4)

Foster economic development locally and across the state; strengthen objective public policy research and initiatives related to economic development and NC public issues

Accessibility and Affordability (3) Utilize Strong Alumni Base (3) Library Maintenance/Expansion (1) Diversity and Inclusiveness (1)

Pre-Work Survey Results, Positioning NC State to be a Leading International University Question: How can we position NC State to be a leading international university? What should be NC State’s particular role in addressing these challenges and issues?

*“Frequency of response” is noted in parentheses for each strategy that emerged from the data. These numbers are not meant to suggest a final list and/or priority order of strategies.

International Outreach (27)

Think globally; admit more international students; encourage students to study abroad; increase diversity; build international ties; broaden “International Studies” curriculum

Vision and Planning (10)

Select key initiatives and focus; commit to institution-wide goal-setting; invest in priority areas



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Focus on Program Development (6)

Build strong multi-disciplinary programs; build program strength of programs/colleges noted above; create focused areas of teaching and research where we can establish clear position of leadership; build history and foreign language focus

Partnerships (6)

Build a few strategic partnerships with foreign institutions, private institutions; create multi-disciplinary centers (e.g., FREEDM, ERC on filtration with Engineering and Textiles, Computational Chemistry Center); drive efforts for greater research budgets and industry collaborations

Program Relevance (6)

More applied research to solve tomorrow’s problems and develop opportunities for NC; do what we do for NC on an international scale (hunger and food production, energy and global climate change, bioterrorism and safety, etc. ; focus on problems of concern to the world

Public Relations and Marketing (5)

Increase efforts in national and global marketing; strengthen brand; embark on a

major marketing campaign; capitalize on NC State’s new leadership


Strategic investments in new faculty; reward and train faculty to lead and partner; increase retention rates; create a culture that “NC State is a great place to work”

Student Success: Prepare Students for the 21st Century (3) Increase Funding (3) Target Achieving National Rankings (2) Increase Statewide Outreach (2) Increase Advocacy Efforts (2) Focus on Athletics (2) Focus on Sustainability (1) Focus on Innovation and Technology (1) Explore More Creative Degree Programs (1)

Distance education, 3-year degree program

“Opportunities/Strategies" Discussion at Retreat Included Reference to the Following

Strategic Growth of Academic Programs

◦ Instructional programs

◦ Research

◦ Extension and engagement

Doctoral Growth & Recruitment

◦ For the “right” reasons

Student Preparation, Success, and Experience

◦ Quality of education vs. quality of place

Collaborations/Partnerships - External

◦ Triangle universities

◦ Connect with RTI



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Location

◦ Implications for recruitment and PR/branding

◦ We need to do a better job of capitalizing on this

◦ Attractive area

◦ Engage in culture

◦ Reference to “location” includes Raleigh and RTP

PR/Brand

◦ We need to champion success

◦ “We have so much to be proud of”

◦ “Our substance is greater than our style”

◦ “We need to sell what we have contributed”

◦ “Too many well kept secrets”

We Know Who We Are

◦ There is substance here

Determining our Strengths

◦ Comprehensive

Land Grant University

◦ Redefine what we mean by this - for 21st century

◦ Emphasize this as a strength; remember this is one of our many strengths

◦ We are doing other great things

Capitalize on our Assets (e.g., Kannapolis Research Campus)

Centennial Campus

◦ Capitalize on this

◦ Seamless integration of innovation, industry, government

Innovation

◦ Ability to adapt, grow and change

◦ Technological and social innovation

◦ Bring Centennial Campus essence to rest of campus

Sustainability

◦ What do we mean by sustainability?

◦ Environment

◦ Long term sustainability

◦ How do we define?

◦ Preparing students to be sustainable

◦ Of facilities

Morale (to be rather than to seem)

Strategic Planning

Improvement of Facilities



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Input Relative to Strategic Priorities

This portion of the retreat collected input from the group relative to strategic priorities that need to be addressed in the next 5 years to support fulfillment of the University’s vision and mission. The Strategic Planning Committee will consider this data in further discussions of strategic priorities and utilize this input to determine task force assignments. Method: After discussions of strengths, challenges and opportunities, five groups were assigned the task of reaching consensus on the top 5-7 priorities of the University (i.e., broad priority areas where they believed the University should focus its strategic attention, energy and resources in the next 5 years). Areas of consensus across groups suggested a number of priorities:

Student Success Globalization Faculty Success Academic Programs Graduate and Post-Doctoral Program Development and Research Research Impact and Relevance Innovation and Entrepreneurship Partnerships (in research and economic development)

Important initiatives that support the University’s growth included:

Strategic Planning (vision, focus, and goal-setting) Public Relations and Marketing (i.e., overall strategy, branding, communications, telling our story) Funding (i.e., diversification and stability)

“Institutional commitments” were also discussed. For our purposes at the retreat, these were defined as “overarching commitments and/or guiding principles that are embedded within discussions of each strategic priority area; these commitments permeate everything we do and may be reflected in our values statements.” Some of the institutional commitments that were discussed included the following:

Sustainability: Ensuring sustainability Diversity: Enhancing diversity (of population and perspectives) Resources: Expanding resources Innovation: Encouraging/supporting/infusing innovation Economic Development: Promoting economic development

Additional Priorities: In addition, some other priorities arose for consideration by the groups. The list that follows includes areas for attention that were noted by at least one of the groups:

Innovation in Teaching and Learning Technology Work Life and University Culture

◦ Including issues related to creating a “humane” culture, creating an environment whereby the NC State community has a relationship to the University through their own motivation; there is “meaning” to their relationship with the University; engagement and compassion with regard to internal/external issues and events is key.

Community Engagement

◦ Includes connecting to the surrounding community, taking advantage of opportunities available to us; growing relationships, connections, etc.)



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Results of “Power Brainstorming” on Special Topics

This portion of the retreat allowed for the collection of input on a number of topics that were identified as key issues during the course of the retreat. Method: The group was asked to define and provide input on what was important to them with regard to each area; a specific time limit was set for collection of information on each area. Areas for “power brainstorming” included student success, globalization, faculty success, academic programs, graduate/post-doctoral program development and research, research impact/relevance, innovation and entrepreneurship, and comprehensiveness.

Student Success

◦ Graduation rates

◦ Student experience (including the non-formal educational experience, extension)

◦ Academic opportunities

◦ Preparation for work/life Job placement Ease of access to internships, etc.

◦ Student satisfaction

◦ Quality of advising

◦ Access to enhancement programs

◦ Quality of teaching

◦ Academic profile/preparation

◦ Student/faculty ratio; class size

◦ Advising/mentoring

◦ Strategy – fix internal transfer

◦ Student support services

◦ Learning focus – technology and how that impacts the educational experience

◦ Re-examine distance education Are we equipped to give students what they need?

◦ Recruitment goals

◦ Alternative academic experience

Globalization

◦ Competitiveness, impact, ways we prepare students

◦ International immersion experience for every student

◦ Better utilization of international students to impact our student population Alumni Students Faculty

◦ Admission and employment

◦ Increasing literature, language, cultural history studies

◦ Increasing opportunities for faculty (e.g., international experiences)

◦ Integrating classroom component (e.g., geography)

◦ Strategic international partnerships

◦ Hosting global conferences at NCSU



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◦ Global campuses

◦ First-class video conference facilities

◦ Increased faculty exchange opportunities

◦ Leveraging global industry partners

◦ Outsourcing more than IT

◦ Define globalization: Does globalization mean consolidation?

Faculty Success

◦ Quality, number, “types” of faculty; mechanisms in place to ensure success

◦ Reduced administrative barriers/bureaucracy

◦ Recruitment, retention, reward

◦ Infrastructure support Provide research proposal development and support

◦ Professional development (e.g., training, grantsmanship, etc.)

◦ Travel money

◦ Seed money

◦ Mentoring

◦ Library/resources in their disciplines

◦ Recognition

◦ Promotion/tenure

◦ Become more “humane” Family issues Partner accommodation policy

◦ Focus on tenure-track and non-tenure track faculty and their well-being

◦ Attracting/supporting graduate students and post-doctoral students

◦ Supporting entrepreneurship and IP

◦ Addressing end of career issues and other faculty transitions (i.e., when/how people “phase down” in their careers and how this impacts new hires)

◦ Helping with career transitions throughout the life cycle

◦ Facilitating interaction with federal and state funding sources

Academic Programs

◦ Priorities, quality, size; supporting a system of innovative educational programs

◦ Interdisciplinary (e.g., enabling interdisciplinary academic programs, assembling the “right” teams)

◦ Ph.D. – offering more post-doctoral programs

◦ Identification of investment priorities - balance this with philosophical priorities

◦ Overcoming “silo” focus Create buy-in

◦ Lack of competition

◦ Funding

◦ Overcoming barriers (e.g., time-intensive process)

◦ Examine and enhance first year experience for students Consider General College Look for a new model Entry program



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◦ Inability to transfer between colleges

◦ Differential tuitions

◦ External – think outside of our borders

◦ Understanding what the world needs

◦ Technologically supported and enhanced

Graduate/Post-Doctoral Program Development and Research

◦ Graduate studies/research

◦ Graduate student support plan (needs to be easier to manage, more money)

◦ Active recruiting

◦ Determine graduate/undergraduate balance

◦ Strategic areas for investment within disciplines

◦ Lab/office space

◦ Significantly increase number of graduate students/Ph.D. and “strategically-focused” masters students)

◦ Professional degrees

◦ Increasing grants – funding sources

◦ Making faculty more competitive

◦ More institutional/monetary support for graduate students

◦ Determine role of post-doctoral students/programs on our campus

◦ Holding faculty accountable for educating/mentoring Ph.D. students

Research Impact/Relevance

◦ Enhance research capacity/relevance; research engagement

◦ Funding

◦ Defining “success”

◦ Equipment

◦ Relevancy to society’s needs

◦ Academic programmatic alignment

◦ Research support staff (comprehensive)

◦ Good computer resources / technological infrastructure

◦ Major research instrumentation

◦ Shared / interdisciplinary research facilities Build doctoral programs as a means of doing this

◦ Seed money and proposal development support

◦ Strategic partnerships

◦ Mentorship

◦ Facilities investment (e.g., Lab Animal Research facilities)

◦ Overcoming bureaucratic obstacles

◦ Travel money

◦ Include undergraduate research

◦ Membership in research consortia

◦ Access to databases and data (e.g., library, stock exchange data, etc.)

◦ Overhead rate justifications



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Innovation and Entrepreneurship

◦ Seed funding

◦ Innovation labs

◦ Training

◦ Effective technology transfer

◦ Academic programs in innovation and entrepreneurship

◦ Industry partnerships

◦ Start-up support

◦ Special faculty leaves

◦ Accelerator

◦ Technology training

◦ Cultural shift

◦ Talent bank

◦ Reward and recognition

◦ Interdisciplinary relationships, collaboration and spaces

◦ Venture funding

◦ Risk tolerance / management (including tolerance of failure)

◦ Systematically encouraging/valuing creative output

◦ Endowment investment (into and out of)

◦ Design thinking

◦ Facility inventory

◦ Student village

Comprehensiveness

◦ Enhancing Liberal Arts & Humanities, music program Add Ph.D. programs

◦ Programs – what we need to discuss and develop a strategy Comprehensive minors 3-year programs, etc.

◦ Discuss academic program structure - put everything on the table

◦ Consider this within the context of NCSU mission and the UNC system

◦ Growth within mission – think strategically about this Technological response Changing the way people think and act Redefining core competencies and build them out

◦ Mission is first and foremost to educate students (explore what we have the potential to deliver)

◦ Create opportunities to foster “making people whole” Balancing educating for a career/living vs. educating for life Engineers are also musicians

◦ Attend to interactions within and between

◦ Invest resources to build a community of scholars

◦ Value added by being an R1 institution – invigorate majors across programs

◦ Share service component across the board

◦ Integration/intersection of technology and creativity/liberal arts is important

◦ Determine what we can do institutionally to build this



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Thoughts Relative to NCSU Mission Statement

Consensus of the group seemed to be that the mission statement needs to be reviewed and revised with the objective of creating a shorter, more impactful, memorable and meaningful statement. Some key points by group members included the following:

◦ Service emphasis is key – we are an institution that serves

◦ Preparation of our revised statement should include consideration of best practices exemplified by other mission statements

◦ Make it shorter – we need a clear strong statement that is memorable and motivational

◦ Consider breaking it into pieces to include: Statement of core mission (what we DO) Statement of our overarching principles, commitments, values

o Capture discovery, learning and innovation o Include sustainability and diversity initiatives o Relevance is key - our impact is larger than our local community or state – we impact the

nation and the world o We provide leadership – leadership is an important word (how we serve is how we lead) o Innovative learning and research is important

“Aspirations” Data

Data for this pre-work survey question was used as an opening for the meeting. The pre-work survey question that generated the data in this section was: what are your aspirations for NC State over the next decade?

Enhanced Reputation (22)

We are recognized for our excellence and have achieved national rankings (15)

We have a winning athletics program (4)

We have name recognition/higher prestige (3)

Program Excellence (13)

We provide a well-rounded comprehensive education (4)

We are the premiere STEM university (3)

Our undergraduate programs are top quality (2)

Pack Promise has grown in size and success (1)

We are leaders in Life Science research (1)

Our international program has grown (1)

We are a degree granting general college (1)

Relevance (12)

We are committed to scholarship that makes a difference (6)

We are the “go to” institution for higher learning (4)

We are the people’s university (1)

We provide educational access to all qualified students (1)

University Culture/Philosophy (11)

We are a leader in best practices, known for innovation and entrepreneurship (5)

We are “one university” rather than a collection of competing entities (4)

We are a university that builds community spirit (1)

We are no longer focused on rivalry with UNC (1)



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Student Success (9)

Our retention and graduation rates have improved (3)

We provide a rich and engaging experience for our students (2)

We are preparing our students for the 21st century (2)

We are a leader in innovative teaching methods (1)

Our focus is on academic success (1) Student Population (9)

We are recognized as a leader for attracting, promoting and developing diversity (6)

We attract top quality student (3) Funding (7)

Our funds are diverse and growing Technology (3)

We are recognized as technological leaders Land Grant Institution (3)

We are known as the “Land Grant Institution” of the 21st century

Alumni Engagement (3)

Our alumni are engaged in all areas, including athletics

Partnerships (2)

We are known for innovative collaborations – internally and externally

Vision/Business Model (2)

We are adopting new methods and taking risks (1)

Our leadership is focused (1) Facilities (2)

Our teaching and research facilities are state-of-the-art (1)

Our library is progressing according to the “Library Master Plan” (1)


We attract “star faculty” from around the world

Centennial Campus (1)

Centennial campus continues to be a diverse, dynamic environment for learning

*“Frequency of response” is noted in parentheses for each “aspiration” that emerged from the data. These numbers are not meant to suggest a priority list of aspirations.

Summary

Once again, I want to thank you for the opportunity to work with your community as you begin this strategic planning process. Please let me know if I can assist you as this exciting process continues to unfold for North Carolina State University.

Congratulations on your accomplishments and your hard work –

last week at your retreat and each day moving forward. ~Kathy Sturgis~

Documents

North Carolina State University Strategic Planning Meeting ... · Capital Consulting Group│Kathleen Sturgis, Ph.D.│ President │919-345-4951│[email protected]