第二阶段关键行动 和 Tactics
UNC will continually identify new opportunities, key actions, 和 战术 that support the 任务 of the university 和 the academic 成功 和 personal growth of students. Because of this commitment to serving our students, UNC continuously looks for ways to also enrich the experiences for students, faculty, staff, alumni, 和 our extended 社区.
Diverse experiences, new programming, 和 engagement opportunities will be paramount to the work conducted throughout the next decade. UNC will progressively seek opportunities to demonstrate what a 学生们首先 university means today 和 into the future by implementing strategies that support everyone at the institution.
支持… 划船，不要漂流, the university is committed to implementing the following 第一阶段I key actions 和 战术. Based on the collaborative nature of 战略计划, additional key actions 和 战术 may be identified 和 completed by departments 和 individuals across the institution. UNC’s progress will be compiled 和 measured throughout the course of 战略计划 和 每一个阶段.
关键动作1:
Develop 和 implement a Strategic Enrollment Management (SEM) plan.
DEFINITION: Strategic Enrollment Management is a comprehensive process designed to
help the university achieve 和 maintain optimum recruitment, retention, 和 graduation
利率. As such, SEM is a university-wide process that embraces virtually every aspect
of UNC’s function 和 culture. The SEM plan will serve as critical foundational work
to position the university for sustained 成功.
策略:
- 创建 和 empower a SEM committee comprised of representatives from across the university to serve as the leaders 和 driving force of the plan.
- Establish clear goals for the number 和 types of students needed to fulfill the institutional 任务.
- Leverage 和 exp和 access to data to inform decisions to support our strategic enrollment 管理目标.
- Complete a Campus Master Plan that aligns with the SEM plan key outcomes 和 academic program priorities, focusing on the student campus experience 和 environmental sustainability. Explore external funding for key capital projects.
- Using the results of the Br和 Audit completed in 第一阶段, update UNC’s marketing
和 communications plan to support the goals created through the SEM plan.
关键动作2:
Build on 第一阶段 foundational work to ensure UNC is a 学生们首先 university.
DEFINITION: Student 成功 is often connected to a student’s sense of belonging,
their quality of engagement, 和 how it impacts their progress toward graduation.
From the traditional academic setting to campus life 和 support services, UNC will
continue to better underst和 how students engage inside 和 outside of the classroom
– 和 implement strategies focused on enhancing our student’s experience 和 their
成功.
策略:
- Continue to work from the 学生们首先 Framework to make progress on reaching UNC’s retention 和 graduation goals as established in Spring 2022.
- Implement practices, programs, 和 services that help students translate their academic accomplishments, learned knowledge, 和 campus experiences into being engaged citizens 和 lifelong learners post-graduation.
- Exp和 和 adapt student services 和 programs to meet the needs of today’s students, including undergraduate, graduate, 和 extended campus students at UNC.
- 增强 university events 和 traditions that unify the UNC 社区 和 create new events 和 traditions that build Bear spirit 和 pride.
- Identify, cultivate, 和 solicit philanthropic gifts in support of UNC’s people 和 programs in alignment with campaign priorities developed through 第一阶段.
关键动作3:
Continue development 和 implementation of faculty 和 staff recruitment, engagement,
以及保留计划.
DEFINITION: In order to effectively prioritize student 成功 at UNC, we must create
an environment in which our students learn 和 grow from a strong team of highly-skilled,
knowledgeable, 和 dedicated faculty 和 staff across the institution. 就像我们
develop plans 和 strategies for recruiting 和 retaining students, we must also do
对于我们的教职员工.
策略:
- Implement a multi-year equitable 和 competitive compensation plan for faculty 和 staff that builds on the compensation analysis from 第一阶段.
- Assess the effectiveness of the classified 和 exempt staff evaluation process implemented as part of 第一阶段 和 adjust as appropriate.
- Identify 和 implement policy changes 和 programs to address 1) work life balance, including but not limited to policies regarding hybrid 和 remote work 和 workload expectations, 2) healthy working relationships, including but not limited to supervisor training 和 healthy conflict resolution, 和 3) career development, including but not limited to improved internal professional development opportunities 和 articulation 职业阶梯.
- Improve the c和idate recruiting 和 onboarding experience – using an equity lens – including the development of a recruiting toolbox for hiring authorities 和 search committees 和 review of administrative barriers in the search process.
- Develop, seek funding for, 和 implement a holistic, equity-minded, faculty professional development plan that supports faculty teaching, scholarship, 和 service, 和 that builds upon the existing efforts in the Center for the 增强ment of Teaching 和 Learning (CETL), the Division of Diversity, Equity, 和 Inclusion, 和 Human Resources.
关键动作4:
创建 plans, structures, 和 programs that foster an inclusive environment at UNC
where all individuals feel welcomed 和 supported.
DEFINITION: In 第一阶段, we made it clear that the university would be taking important
measures to prioritize diversity, equity, 和 inclusion across the institution. 培养
a more diverse, equitable, 和 inclusive environment is ongoing work that never ends
而且不是在孤岛中完成的. Therefore, we continue to emphasize our commitment to ensuring
that UNC is a place wherein all students, faculty, 和 staff feel welcomed – 和 that
we offer a supportive environment well suited to collective 和 individual 成功.
策略:
- 创建 a comprehensive university-wide diversity, equity, 和 inclusion strategic 计划，这将 serve as the foundation for the creation of such plans at each college/division level.
- Complete the next stage of UNC’s Hispanic Serving Institution 2025 plan which includes developing HSI assessment metrics, preparing a pre-application for federal designation, 和 investigating HSI grant funding opportunities.
- Implement the English Language Learner Support Initiative 和 develop a training for supervisors on the Equity-Minded Teaching 和 Service Reflection Guide developed in 第一阶段.
- Administer 和 iterate a university-wide Campus Climate Survey.
- Examine the faculty 和 staff evaluation process to determine the extent to which 一些工作 (in teaching, scholarship, or service) is recognized 和 rewarded, 和 to identify 如何 there might be obstacles to the 成功 of faculty 和 staff members from marginalized 组.
- Develop a process in which faculty 和 staff are publicly recognized for their contributions 和 innovation specifically related to diversity, equity, 和 inclusion.
- 创建 faculty 和 staff DEI Associates/Fellows responsible for serving as facilitators 和 resources to their colleagues on matters related to DEI within their areas/divisions.
关键动作5:
创建 和 implement an academic portfolio management plan.
DEFINITION: UNC must be responsive to the evolving expectations 和 desires of our
students 和 the needs of our 社区 和 state. In order for the university to
be well positioned for long-term 成功, UNC will develop 和 refine processes that
ensure our portfolio of academic programs are up-to-date 和 relevant. 我们的学术
portfolio management plan will provide clarity 和 direction on proactively evaluating
current programs 和 streamlining processes in developing new educational opportunities.
The plan will also provide guidance on effective communication strategies in sharing
changes to our academic offerings.
策略:
- Refine the criteria by which proposed academic programs are evaluated 和 ensure that they are aligned with those used in the program review process.
- Review, modify, 和 streamline the process by which proposed academic programs are developed to ensure that the process is responsive 和 efficient.
- Include annual health checks in the existing program review process to inform the ongoing needs of each program, 和 aid in determining if a program should be enhanced, held constant, downsized, or eliminated.
- 创建 a communication plan by which decisions about academic programs 和 the rational for them are shared with stakeholders.
- Make progress in the pursuit of establishing a College of Osteopathic Medicine at UNC, which will exp和 upon our offerings in the health sciences 和 meet a critical need our state currently faces by producing more physicians in service to our communities.
