Office of the Chancellor
The UNCG Plan 2003-2008
Approved by Chancellor Sullivan August 4, 2003,
following review by the Executive Staff)
(Endorsed by the Board of Trustees August 28, 2003)
The UNCG Plan includes:
- Mission Statement
- Vision Statement
- Core Values
- Strategic Directions (with goal clusters)
- Cornerstones (with goal clusters)
- Metrics for The UNCG Plan
MISSION STATEMENT
(Approved by the Board of Governors November 14, 2003)
The University of North Carolina at Greensboro is a diverse, student-centered research university, linking the Triad and North Carolina to the world through learning, discovery, and service. As a doctorate-granting institution, it is committed to teaching based in scholarship and advancing knowledge through research. The College of Arts and Sciences and six professional schools offer challenging graduate and undergraduate programs in which students are mentored by outstanding teachers, including nationally recognized researchers and artists.
Affirming the liberal arts as the foundation for lifelong learning, the university provides exemplary learning environments on campus and through distance education so that students can acquire knowledge, develop intellectual skills, and become more thoughtful and responsible members of a global society. Co-curricular, residential, and other programs contribute to students’ social, aesthetic, and ethical development.
The University of North Carolina at Greensboro is a community in which people of any racial or ethnic identity, age, or background can achieve an informed appreciation of their own and different cultures. It is a community of actively engaged students, faculty, staff, and alumni founded on open dialogue, shared responsibility, and respect for the distinct contributions of each member.
VISION 2008
The University of North Carolina at Greensboro is a diverse, student-centered research university, linking the Triad and North Carolina to the world through learning, discovery, and service.
CORE VALUES
A SPIRIT OF INQUIRY
UNCG will encourage and preserve the joy of reasoned inquiry and the free
expression of ideas.
A RECORD OF EXCELLENCE
UNCG will strive for excellence in all programs and services.
A DIVERSE COMMUNITY
UNCG will celebrate diversity, while strengthening community.
INTERNATIONALIZATION
UNCG will promote understanding of and engagement with other countries and
cultures.
ACCOUNTABILITY
UNCG will be accountable to the people of
North Carolina and its supporters.
STRATEGIC DIRECTIONS
STRATEGIC DIRECTION #1
Teaching and Learning:
Promote excellence in teaching and learning as the highest university
priority.
(1:1) Maintain and enhance excellent undergraduate and graduate academic programs to ensure that students acquire intellectual and academic skills.
(1:2) Offer outstanding opportunities for students and faculty to participate actively in learning through the development and evaluation of innovative programs.
(1:3) Support and reward faculty in their efforts to use best teaching practices to facilitate student learning and engagement.
(1:4) Expand use of technology to improve teaching and learning for students on campus and at a distance.
(1:5) Expand and enhance opportunities for experiential learning, including internships and service learning.
(1:6) Expand opportunities for international research, study, and education for students, faculty, and staff.
(1:7) Improve assessment of student learning to guide improvement in instructional practices, curriculum, and co-curricular experiences.
(1:8) Improve support services for teaching and learning.
(1:9) Recruit and retain a diverse and accomplished faculty and staff committed to the advancement of student learning.
(1:10) Seek a reasonable balance among courses taught by tenured/tenure-track faculty, non- tenure-track faculty, and graduate teaching assistants.
(1:11) Establish new undergraduate and graduate degree programs that respond to emerging needs in education, government, business, industry, and broader society.
STRATEGIC DIRECTION #2
Creation and Application of Knowledge:
Strengthen research, scholarship, and creative activity.
(2:1) Identify and develop research opportunities for undergraduate and graduate students to work with faculty.
(2:2) Improve the national and regional standing of graduate programs.
(2:3) Target and promote areas of interdisciplinary research emphasis.
(2:4) Strengthen the role of Centers and Institutes in enhancing opportunities for excellence in research, scholarship, and creative activity for faculty and students.
(2:5) Provide a supportive environment for faculty and student research, scholarship, and creative activity by increasing external and internal support.
(2:6) Continue and enhance major initiatives to build basic and applied research strengths in the life, health and physical sciences, and information technology.
(2:7) Increase support for basic and applied research excellence in the University’s areas of traditional strength, including the arts, humanities, education, and social and behavioral sciences.
(2:8) Use technology to expand and enhance research.
(2:9) Recruit and retain faculty with the potential for and demonstrated excellence in research, scholarship, and creative activity.
(2:10) Increase interactions among academic and research programs.
STRATEGIC DIRECTION #3
Campus Community:
Become a more diverse and actively engaged community of students, faculty,
staff, and alumni.
(3:1) Nurture a campus community that reflects and embraces the increasing diversity of North Carolina.
(3:2) Cultivate a community life based on open dialog, shared responsibility, and respect for the distinct contributions and needs of each member.
(3:3) Offer programs and experiences that promote communities of learners.
(3:4) Develop a competitive Division I athletics program that is nationally recognized as a leader in the welfare of the student-athlete.
(3:5) Promote leadership training, community citizenship, and professional development programs for students, faculty, staff, and alumni.
(3:6) Ensure a positive and supportive environment for faculty, staff, and students.
(3:7) Expand recognition of significant service to the institution and the broader UNCG community by faculty, staff, students, and alumni.
(3:8) Maintain and enhance the artistic and cultural climate and aesthetic appeal of the campus.
STRATEGIC DIRECTION #4
Economy and Quality of Life:
Be a leader in strengthening the economy of the Piedmont Triad and
enhancing the quality of life for its citizens.
(4:1) Establish and maintain collaborations and alliances among academic institutions, Action Greensboro, economic development agencies, and industry.
(4:2) Establish, with N.C. A&T State University, The Joint Millennial Campus.
(4:3) Develop and promote new opportunities for lifelong learning.
(4:4) Promote and support entrepreneurial activities in the Triad.
(4:5) Facilitate the transfer of products of research, innovation, and other academic endeavors to business and industry.
(4:6) Enrich community life through programming and partnerships in the arts and humanities.
(4:7) Facilitate and promote the application of UNCG faculty, staff, and student expertise to strengthen the social, scientific, and economic capacity of the Triad.
(4:8) Strengthen partnerships with universities, community colleges, and non-profit agencies in educating children/youth from birth through twelfth grade.
(4:9) Address regional workforce needs, including the shortage of trained professionals, through credit and non-credit programs and partnerships.
(4:10) Address community needs in health and wellness, counseling, disability accommodation, and public health.
(4:11) Promote efforts to develop the urban environment, enhance the rural economy, protect physical and natural resources, and facilitate the integration of the Piedmont into the global economy.
STRATEGIC DIRECTION #5
Access and Student Success:
Recruit and retain students with the potential to succeed in a rigorous
academic environment.
(5:1) Increase efforts to recruit and retain students from diverse backgrounds.
(5:2) Increase enrollments at all levels and among various student populations.
(5:3) Become a university of first choice for an increasing number of students.
(5:4) Increase financial assistance for undergraduate and graduate students, to make UNCG more competitive in attracting and retaining able students.
(5:5) Continue to improve the academic profile of students entering the University.
(5:6) Encourage all divisions of the University to work together to manage enrollment growth effectively.
(5:7) Work collaboratively to ensure an integrated approach to marketing University programs.
(5:8) Support campus initiatives aimed at improving student satisfaction, retention, graduation, and career placement rates.
(5:9) Expand opportunities for adult learners.
(5:10) Ensure that quality student services are available to meet the needs of all learners.
CORNERSTONES
CORNERSTONE #1
Public and Private Support:
Pursue and effectively use all sources of public and private support.
(C 1:1) Strengthen advocacy with the General Assembly, to increase public support for the University system and UNCG.
(C 1:2) Cultivate relationships with governmental and public agencies, to increase support and service for UNCG.
(C 1:3) Increase private giving to UNCG through the Students First Campaign.
(C 1:4) Improve capacity of UNCG to raise private funds and provide proper stewardship.
(C 1:5) Tell UNCG’s story to appropriate audiences, to increase public and private support.
(C 1:6) Strengthen relations and affinity with UNCG alumni.
(C 1:7) Work to preserve and enhance the real purchasing power of endowments, while providing a relatively predictable, stable, and constant stream of earnings for scholarships and programs.
(C 1:8) Expand voluntary leadership for private philanthropy from affiliated University foundations and boards.
CORNERSTONE #2
Technology:
Strengthen technology resources for effective use in academic programs and
administrative services.
(C 2:1) Strengthen technology services available to the campus, while implementing cost-effective technology solutions that take advantage of economies of scale.
(C 2:2) Protect and enhance the reliability, security, and capacity of UNCG networks, and the servers that support UNCG administrative enterprise systems.
(C 2:3) Make UNCG a Web-enabled campus, using the Web as a regular means of doing business and providing service to students, faculty, staff, alumni, and the community.
(C 2:4) Maintain UNCG’s status as an Information Technology Management Flexibility campus, and comply with appropriate federal and state technology standards.
CORNERSTONE #3
Administration:
Use effective policies and processes to deliver services to the University
community.
(C 3:1) Maintain accountability and fiscal integrity over all financial operations to include clean audits / unqualified opinions and no major audit findings.
(C 3:2) Upgrade and improve the functionality and efficiency of administrative systems and processes.
(C 3:3) Provide essential support services to the campus.
(C 3:4) Develop, implement, and maintain relationships, policies, procedures and programs that make for a safe and accessible campus.
(C 3:5) Maintain a personnel system that meets the needs of the University and the staff.
(C 3:6) Maintain UNCG’s status as a Personnel Management Flexibility campus.
(C 3:7) Implement University planning and research.
(C 3:8) Enhance and maintain the security of legally protected information.
CORNERSTONE #4
Facilities:
Build and maintain high-quality facilities that permit good academic and
support programs to operate.
(C 4:1) Design and construct new and renovated facilities on schedule and within budget.
(C 4:2) Maintain and update facilities to meet the goals of the University.
(C 4:3) Develop, update, and implement the Long-Range Facilities Master Plan.
(C 4:4) Employ, when feasible, technologically and environmentally improved materials and systems in maintenance, renovation, and construction.
(C 4:5) Manage University space, including use of accurate and detailed space management data.
METRICS FOR THE UNCG PLAN
• By 2008, UNCG enrolls 17,000 students, including 2,000 in distance learning.
• By 2010, UNCG is awarded more than $50 million a year in external funding.
• Others to be developed