University of North Carolina University of North Carolina WilmingtonWilmington

INSTITUTIONAL PROFILE

FALL 2005

INTRODUCTIONINTRODUCTION

The purpose of this institutional profile is to present a concise overview of UNC Wilmington’s most distinctive characteristics, placed in the context of the University of North Carolina system.

Founded by the taxpayers of New Hanover County as Wilmington College in 1947, UNCW is the youngest member of the UNC family, yet has matured rapidly into a premier comprehensive university while maintaining its focus on quality undergraduate teaching and learning. Students consistently praise the quality of their interactions with faculty and express their satisfaction with their overall educational experience. The faculty culture emphasizes teaching and mentoring, incorporating research as an important component of the student learning experience and a service to the state.

UNCW embodies quality UNCW embodies quality despite under-fundingdespite under-funding

UNCW has the fourth highest freshman SAT average, the third highest freshman retention rate, and the third highest six-year graduation rate in the UNC system.

UNCW was recently ranked seventh among the top public master’s universities in the South by US News and World Report, America’s Best Colleges 2006. The most recent 26th edition (2004) of Barron’s Profiles of American Colleges lists UNCW at the “very competitive” level. Only four UNC institutions are rated “very competitive”: NC State, Appalachian State, UNC Asheville, and UNCW. UNC Chapel Hill is the only institution rated at the higher “most competitive” level.

These quality indicators are remarkable, given UNCW’s severe resource constraints. The severity of faculty and staff shortages is illustrated by UNCW’s next to last ranking in the UNC system in both categories. UNCW’s state appropriation per FTE was last in the UNC system in 2004-05. UNCW ranks next to last in available space per student. Even after all the bond construction is completed in 2009, expected enrollment increases will leave the assignable square footage of academic space per student at the 2003 level.

UNCW AVERAGE SAT OF THE ENTERING UNCW AVERAGE SAT OF THE ENTERING FRESHMEN CLASS: 2000-2005FRESHMEN CLASS: 2000-2005

10971091

1105 1104

11261134

1060

1070

1080

1090

1100

1110

1120

1130

1140

2000 2001 2002 2003 2004 2005

FALL 2005 SAT AVERAGE RECORD HIGH FOR UNCW

UNC SYSTEM COMPARISON OF SAT OF UNC SYSTEM COMPARISON OF SAT OF ENTERING FRESHMEN CLASS: 2004ENTERING FRESHMEN CLASS: 2004

400500600700800900

1000110012001300140015001600

In 2004, UNCW ranked 4th in the UNC System in freshmen SAT behind Chapel Hill, NC State, and UNC Asheville.

1126

UNC Avg. = 1079

Source: All data in this graph were obtained from the University of North Carolina web site.

UNC SYSTEM COMPARISON OF RETENTION TO 2UNC SYSTEM COMPARISON OF RETENTION TO 2ndnd YEAR RATES: % of ENTERING CLASS OF FALL 2003 YEAR RATES: % of ENTERING CLASS OF FALL 2003

RETURNED IN FALL 2004RETURNED IN FALL 2004

0%10%

20%30%40%50%

60%70%80%90%

100%

In 2004, UNCW ranked 3rd in the UNC System in freshmen retention rates behind Chapel Hill and NC State.

85.7

UNC Avg. = 81.8%

Source: All data in this graph were obtained from the University of North Carolina web site.

0%10%20%30%40%50%60%70%80%90%

100%

UNC SYSTEM COMPARISON OF 6 YEAR GRADUATION UNC SYSTEM COMPARISON OF 6 YEAR GRADUATION RATES: % of ENTERING CLASS OF FALL 1998 WHO RATES: % of ENTERING CLASS OF FALL 1998 WHO

GRADUATED BY 2003-2004GRADUATED BY 2003-2004

In 2004, UNCW ranked 3rd in the UNC System in 6 year graduation rates behind Chapel Hill and NC State.

61.2

UNC Avg. = 57.8%

Source: All data in this graph were obtained from the University of North Carolina web site.

UNC SYSTEM COMPARISON*: STATE UNC SYSTEM COMPARISON*: STATE APPROPRIATION PER FTE 2004-2005APPROPRIATION PER FTE 2004-2005

$0

$2,000

$4,000

$6,000

$8,000

$10,000

$12,000

$14,000

At $6,476, UNCW ranked last in state appropriation per FTE in 2004-05. *NCSA not applicable.

UNC Avg. = $9,089

$6,476

050

100150200250300350400450500

UNC SYSTEM COMPARISON: UNC SYSTEM COMPARISON: ASSIGNABLE SQ.FT. PER FTE IN 2003ASSIGNABLE SQ.FT. PER FTE IN 2003

At 70 sq. ft., UNCW ranked next to last in assignable sq. ft. per FTE.

UNC Avg. = 130

70

UNCW meets state needsUNCW meets state needs through education through education

The university is meeting the needs of the state by providing a quality education for many of North Carolina’s brightest young minds, especially for those who seek a mid-sized alternative to larger institutions. The planning and establishment of academic degree programs at UNCW has been guided by the needs of the state, student demand, and our coastal location, among other factors.

UNCW’s strength in the natural sciences, especially biological sciences, chemistry, and other disciplines that form the core of our internationally respected niche in the marine sciences, is the result of decades of intentional focus and investment. In the area of arts and literature, UNCW’s highest profile programs are in film studies and creative writing. The department of film studies has evolved in just a few short years from a few film-related courses in various departments to the fourth-largest major on campus. The Master of Fine Arts in creative writing in a short time has become one of the most respected on the east coast. The most recent addition to degree programs in the School of Nursing was designed to specifically meet the workforce needs of the pharmaceutical contract research organizations in our region.

MT

WY

ID

WA

OR

NV

UT

CA

AZ

ND

SD

NE

CO

NM

TX

OK

KS

AR

LA

MO

IA

MN

WI

IL IN

KY

TN

MS AL GA

FL

SC

NC

VAWV

OH

MI

NY

PA

MD

DE

NJ

CTRI

MA

ME

VT

NH

AK

HI

NONE 1-4 10-145-9 15-19 20 or More

HEADCOUNT ENROLLMENT BY STATE FALL 2005HEADCOUNT ENROLLMENT BY STATE FALL 2005

Fast Fact: Of the total number of students enrolled at UNCW in 2005, 87% are from North Carolina.

Source: UNCW Fact 1 Report.

AlamanceAlexander

Alleghany

Anson

Ashe

Avery

Beaufort

Bertie

Bladen

Brunswick

BuncombeBurke

Cabarrus

Caldwell

Camden

Carteret

Caswell

Catawba

Chatham

Cherokee

Chowan

Clay

Cleveland

Columbus

Craven

Cumberland

Currituck

Dare

Davidson

Davie

Duplin

DurhamEdgecombe

Forsyth Franklin

Gaston

Gates

Graham

Granville

Greene

Guilford

Halifax

HarnettHaywood

Henderson

Hertford

Hoke

HydeIredell

Jackson

Johnston

Jones

Lee

LenoirLincoln

McDowell

Macon

MadisonMartin

Mecklenburg

Mitchell

MontgomeryMoore

Nash

NewHanover

Northampton

Onslow

Orange

Pamlico

Pasquotank

Pender

PerquimansPerson

Pitt

Polk

Randolph

Richmond

Robeson

Rockingham

Rowan

Rutherford

Sampson

Scotland

Stanly

StokesSurry

Swain

Transylvania

Tyrrell

Union

Vance

Wake

Warren

Washington

Watauga

Wayne

Wilkes

Wilson

Yadkin

Yancey

HEADCOUNT ENROLLMENT BY COUNTY HEADCOUNT ENROLLMENT BY COUNTY FALL 2005FALL 2005

NONE 1-99 300-499100-299 500-699 700+

Fast Fact: In fall 2005, UNCW served students from 96 out of 100 North Carolina counties.

Source: UNCW Fact 1 Report.

AlamanceAlexander

Alleghany

Anson

Ashe

Avery

Beaufort

Bertie

Bladen

Brunswick

BuncombeBurke

Cabarrus

Caldwell

Camden

Carteret

Caswell

Catawba

Chatham

Cherokee

Chowan

Clay

Cleveland

Columbus

Craven

Cumberland

Currituck

Dare

Davidson

Davie

Duplin

DurhamEdgecombe

Forsyth Franklin

Gaston

Gates

Graham

Granville

Greene

Guilford

Halifax

HarnettHaywood

Henderson

Hertford

Hoke

HydeIredell

Jackson

Johnston

Jones

Lee

LenoirLincoln

McDowell

Macon

Madison

Martin

Mecklenburg

Mitchell

MontgomeryMoore

Nash

NewHanover

Northampton

Onslow

Orange

Pamlico

Pasquotank

Pender

PerquimansPerson

Pitt

Polk

Randolph

Richmond

Robeson

Rockingham

Rowan

Rutherford

Sampson

Scotland

Stanly

StokesSurry

Swain

Transylvania

Tyrrell

Union

Vance

Wake

Warren

Washington

Watauga

Wayne

Wilkes

Wilson

Yadkin

Yancey

NEW FRESHMEN ENROLLMENT BY COUNTY NEW FRESHMEN ENROLLMENT BY COUNTY FALL 2005FALL 2005

NONE 1-4 5-9 10-14 15-19 25-29 >3020-24

Top 5 feeder counties for the entering class of 2005 are: Wake, New Hanover, Mecklenburg, Guilford, and Forsyth.

Source: UNCW Fact 1 Report.

Cabarrus

STUDENT DEMOGRAPHICS STUDENT DEMOGRAPHICS FALL 2005FALL 2005

Approximately 85% of students are full-timeAround 60% are womenA little more than 10% are minorityAlmost 80% are under the age of 2587% represent North CarolinaAverage High School GPA for entering freshmen

was 3.62Almost 40% of new undergraduates are transfer

students

Source: UNCW FACT2 File.

POPULAR UNDERGRADUATE MAJORS* POPULAR UNDERGRADUATE MAJORS* FALL 2005FALL 2005

AccountingBiologyBusiness

AdministrationChemistryCommunication

StudiesCriminal Justice Elementary Education

EnglishExercise ScienceFilm StudiesHistoryNursingPolitical SciencePsychology

*Not listed in rank order.

ENROLLMENTS AND PROJECTIONSENROLLMENTS AND PROJECTIONS

UNCW intends to maintain moderate growth in overall enrollment through 2015, but will intentionally grow undergraduate populations in the Watson School of Education and in the School of Nursing. The Graduate School will grow in all areas, at significantly faster rates, to serve the needs of the state.

10,124

10,514

10,723

9,952

9,400

9,600

9,800

10,000

10,200

10,400

10,600

10,800

Fall 2002 Fall 2003 Fall 2004 Fall 2005

UNCW UNDERGRADUATE HEADCOUNT ENROLLMENT: UNCW UNDERGRADUATE HEADCOUNT ENROLLMENT: 2002-20052002-2005

Source: Comparative Enrollment Report.

UNCW has seen a 59% increase in undergraduate enrollment since 1990.

UNCW GRADUATE HEADCOUNT ENROLLMENT: UNCW GRADUATE HEADCOUNT ENROLLMENT: 2002-20052002-2005

955

1,060

1,116

966

850

900

950

1,000

1,050

1,100

1,150

Fall 2002 Fall 2003 Fall 2004 Fall 2005

UNCW has seen a 201% increase in graduate enrollment since 1990.

Source: Comparative Enrollment Report.

UNCW ENROLLMENT PROJECTIONS THROUGH 2015UNCW ENROLLMENT PROJECTIONS THROUGH 2015

10000

10500

11000

11500

12000

12500

13000

13500

14000

14500

15000 Actual Projected

UNCW is committed UNCW is committed to strategic planningto strategic planning

Strategic planning drives continuous improvement at UNCW. The planning process leading to UNCW’s current strategic plan involved a comprehensive benchmark study that compared UNCW to 33 other institutions with more than 100 performance indicators, and a series of forums engaging the entire university community in a focused discussion of our institutional identity and future.

Successful implementation of the strategic plan depends on measuring its progress and making adjustments as necessary. The university has adopted ten priority progress measures to track achievement of the goals of the strategic plan.

The strategic plan has already had a central impact on annual budget allocations, the recent MALSA adjustment to state appropriations, crucial assumptions for development of the UNCW Campus Master Plan, and establishing the foundation for our upcoming comprehensive campaign.

RESOURCE AND FINANCIAL RESOURCE AND FINANCIAL INFORMATIONINFORMATION

UNCW REVENUES AND ADDITIONS: 2005UNCW REVENUES AND ADDITIONS: 2005

Nongov C & G

1%

State C& G

1%

Tuition & Fees

26%

Federal G & G

10%

Other

1%

Gifts & Grants

2%

Capital Gift & Grants

13% Investment Income

3%

Sales & Services

11%

State Appr.

32%

The percentage of revenues from state appropriations continues to decline, while the percentage of The percentage of revenues from state appropriations continues to decline, while the percentage of revenues from other sources (especially tuition and fees and federal gifts and grants) continues to revenues from other sources (especially tuition and fees and federal gifts and grants) continues to increase.increase.

UNCW EXPENDITURES BY FUNCTION: 2005UNCW EXPENDITURES BY FUNCTION: 2005

Instruction

35%

Financial Aid

4%

Depreciation

3%

Libraries

3%Academic Sup

4%

Org. Research

8%

Public Service

2%

Inst Support

9%

Student Svcs.

4%

Physical Plant

15%

Aux Enterprises

11%

Interest Pmts

2%

The university’s total salaries and benefits for 2004-05 were approximately $99 million (60.9% of The university’s total salaries and benefits for 2004-05 were approximately $99 million (60.9% of operating expenses, down from 62.5% in 2003-04).operating expenses, down from 62.5% in 2003-04).

UNCW is distinctive in combining UNCW is distinctive in combining teaching with researchteaching with research

UNCW is unique among public comprehensive universities in its combination of educational quality and research activity. UNCW is the only public master’s comprehensive university in the United States with both a graduation rate of at least 55% and at least 8% of total expenditures for research.

In the 2005 National Survey of Student Engagement (NSSE), the proportion of UNCW seniors who reported that they had “worked on a research project with a faculty member outside of course or program requirements” was significantly higher than seniors in the nationwide master’s institution comparison group.

During its recent strategic planning process, the university captured its unique distinction among public comprehensive universities in this identity statement:

At UNCW, passionate and engaged teaching, learning and research matter. UNCW is unique in its dedication to combining a small-college commitment to excellence in teaching with a research university’s opportunities for student involvement in significant faculty scholarship.

UNC SYSTEM COMPARISON INSTRUCTIONAL UNC SYSTEM COMPARISON INSTRUCTIONAL EXPENDITURES AS % OF TOTAL: FY 2004EXPENDITURES AS % OF TOTAL: FY 2004

0%

5%

10%15%

20%25%

30%35%

40%45%

UNC Avg. = 32.9%

Source: All data in this graph were obtained from the IPEDS Peer Analysis System.

UNCW meets state needs UNCW meets state needs through research and outreachthrough research and outreach

The Center for Marine Science is home to one of six federal NOAA National Undersea Research Centers, which has responsibility from the Virginia-North Carolina coast to the Texas-Mexico coast and operates the world’s only undersea laboratory, Aquarius. Significant federal funding sustains the Coastal Ocean Research and Monitoring Program, a collaborative program with other universities and states. Locally, UNCW’s marine biotechnology program has many exciting components with economic development implications, including the discovery of pharmaceuticals from the sea and the breeding of high-value marine species such as flounder and black sea bass .

UNCW’s professional schools are deeply involved in service through research and outreach. The School of Nursing was central to the founding of the Bolton Health Center, in rural Columbus County, an area with inadequate health care facilities and the highest rates of several serious health problems in the state. The research and outreach programs in the Watson School of Education are simply too numerous to summarize here and can be reviewed online at: http://www.uncw.edu/ed/. The Cameron School of Business is engaged with the local community for the benefit of both students and businesses through the Cameron Executive Network, the MBA Learning Alliance, on-site programs for businesses, annual Economic Outlook Conferences, the Center for Business and Economics Services, SBTDC, and the Marine Trades Program.

With the exception of NC State and NCAT, UNCW supports the only cabinet-level unit in the UNC system, the Division for Public Service and Continuing Studies, dedicated solely to managing sustained programs of regional engagement.

PERSPECTIVES ON RESEARCH FUNDINGPERSPECTIVES ON RESEARCH FUNDING

As a part of UNCW’s diversification of revenue sources, the university’s endowmenthas shown dramatic growth, yet the fastest growing area has been sponsored programawards.

Sponsored programs awards $20.3 million (FY 2004)

Research expenditures and federal research dollars are the standard indicators ofinstitutional research activity by the National Science Foundation and other nationalorganizations that measure research activity in higher education. It is erroneous and misleading to call sponsored program award data “research dollars,” although this hasbeen done by the media and even occasionally by the UNC Office of the President.

Research expenditures are funds from any source expended during a fiscal yearspecifically for the purpose of research and development. Sponsored program awardsare grant and contract receipts from any source for any purpose, including not onlyresearch but also instruction, educational training, academic support, student services,public service, technology enhancement, and even Title III funds (for the purpose ofstrengthening historically black colleges and universities). Federal research dollars refersto research expenditures funded by federal grants.

UNC SYSTEM COMPARISON RESEARCH UNC SYSTEM COMPARISON RESEARCH EXPENDITURES AS % OF TOTAL: FY 2004EXPENDITURES AS % OF TOTAL: FY 2004

0%

5%

10%

15%

20%

25%

UNC Avg. = 5.1%

Source: All data in this graph were obtained from the IPEDS Peer Analysis System.

UNC SYSTEM COMPARISON PUBLIC SERVICE UNC SYSTEM COMPARISON PUBLIC SERVICE EXPENDITURES AS % OF TOTAL: FY 2004EXPENDITURES AS % OF TOTAL: FY 2004

0%

5%

10%

15%

20%

25%

Does not reflect significant outreach initiatives such as the Onslow County/Camp Lejeune extension programs, various K-12 and community college partnerships, or the Center for Business and Economic Services.

UNC Avg. = 5.9%

Source: All data in this graph were obtained from the IPEDS Peer Analysis System.

FACULTY AND STAFF HIGHLIGHTSFACULTY AND STAFF HIGHLIGHTS

Of 686 faculty, 68% are full-time, and of those, 84% have the terminal degree.

Two of the last four Carnegie Foundation North Carolina Professors of the Year were UNCW faculty.

Both faculty and the dedicated, student-centered staff have seriously inadequate salaries and benefits. Faculty salaries are 8.8% below the CUPA average for

public universities, are 15% below the Board of Governors target, and become less competitive each year.

Changes in the health care plan (increased premiums, deductibles, and co-payments) have exceeded salary increases in most recent years.

0

5

10

15

20

25

30

UNC SYSTEM COMPARISON OF UNC SYSTEM COMPARISON OF STUDENT-FACULTY RATIO: FY 2003STUDENT-FACULTY RATIO: FY 2003

Consistent with the first goal of the strategic plan, UNCW is using the majority of the MALSA funding, in addition to enrollment increase funding, to improve the student-faculty ratio.

UNC Avg. = 16.1

18.9

0

2

4

6

8

10

12

UNC SYSTEM COMPARISON OF UNC SYSTEM COMPARISON OF STUDENT-STAFF RATIO: FY 2003STUDENT-STAFF RATIO: FY 2003

Student to staff ratios reflect the historic underfunding of ASU, UNCC, and UNCW.

UNC Avg. = 7.9

10.9

UNCW has a vision for the futureUNCW has a vision for the future

UNCW aspires to build on its role as the quality, mid-sized alternative to larger, yet very selective institutions, like UNC Chapel Hill, for the residents of North Carolina.

In the area of enrollment planning, UNCW intends to maintain moderate growth in overall enrollment through 2015, but intentionally to grow undergraduate populations in the Watson School of Education and in the School of Nursing, and the population of the Graduate School in all areas, at significantly faster rates to serve the needs of the state.

The physical vision of the UNCW campus (future building sites, parking capacity, traffic flow, housing availability, recreation fields, millennial campus, etc.) has been the intense focus of the university for the past year through the development of a master plan now nearing final form.

Initial planning is underway, with the assistance of a financial campaign consultant, for a comprehensive campaign to help fund many of the components of the university’s vision. The goals of this campaign are also firmly grounded in the university’s strategic plan.

FURTHER RESOURCESFURTHER RESOURCES

• Strategic Plan 2005-2010– http://www.uncw.edu/planning/StrategicPlan.pdf

• Priority Progress Measures– http://www.uncw.edu/planning/documents/PriorityProgressMeas

ures.pdf

• Benchmark Study 2004– http://www.uncw.edu/planning/documents/2004Benchmarks.pdf

• Master Plan (Draft)– http://www.uncw.edu/itsd/documents/draftReport_10_5_05.pdf