2018-2020 Implementation Plan
Our five goals correlate to three overarching strategies that provide direction for the implementation plan. Each strategy is broken down into accountability measures that strengthen our progress toward plan completion. If you'd like to access our previous FY 2015-2017 Implementation Plan it is available in PDF and web formats.
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Goal 1: Enhance the success of our students through educational innovation.
Goal 2: Enhance scholarship and research by investing in faculty and infrastructure.
Goal 3: Enhance interdisciplinary scholarship to address the grand challenges of society.
Goal 4: Enhance organizational excellence by creating a culture of constant improvement.
Goal 5: Enhance local and global engagement through focused strategic partnerships.
Goal 1: Enhance the success of our students through educational innovation.
Goal 2: Enhance scholarship and research by investing in faculty and infrastructure.
Goal 3: Enhance interdisciplinary scholarship to address the grand challenges of society.
Goal 4: Enhance organizational excellence by creating a culture of constant improvement.
Goal 5: Enhance local and global engagement through focused strategic partnerships.
Cultivate Excellence and Continue Investing in Areas of Emphasis
Initiatives
Enhance opportunities for interdisciplinary education, research and scholarship.
- Enhance the success of the Chancellor’s Faculty Excellence Program clusters through continued support for interdisciplinary programs and initiatives.
Goals: 2, 3
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: Executive VC and Provost - Explore linkages between mechanisms that support centers, institutes, clusters, initiatives, collaboratives, etc. and refine administrative structures and funding models.
Goals: 2, 3
Start Year: Fiscal Year 2018
Responsibility: Executive VC and Provost, VC Research and Innovation - Provide funding for seed grants that support interdisciplinary research and engagement.
Goals: 2, 3
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: VC Research and Innovation, Executive VC and Provost - Review and implement improvements to the administrative structures (including the flow of funding) that support interdisciplinary academic programs.
Goals: 1, 2, 3
Start Year: Fiscal Year 2018
Responsibility: Executive VC and Provost - Develop processes to review and award proposals for matching funding for graduate training grants to support interdisciplinary education and training.
Goals: 1, 3
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: Executive VC and Provost, VC Research and Innovation - Develop an approach to establishing undergraduate degree programs that allow for an interdisciplinary focus and/or integrative learning experiences
Goals: 1, 3
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: Executive VC and Provost
Enhance commitment to a diverse and inclusive university.
- Ensure campus-wide communication efforts represent the importance of a diverse and inclusive campus community.
Goals: 1, 2, 3, 4, 5
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: VC University Advancement, Executive VC and Provost - Promote cultural competency through communication and training.
Goals: 1, 2, 4, 5
Start Year: Fiscal Year 2018
Responsibility: Executive VC and Provost - Provide a centralized resource to coordinate integrated support to military affiliated students.
Goals: 1, 4
Start Year: Fiscal Year 2018
Responsibility: VC and Dean DASA, Executive VC and Provost - Continue targeted efforts to recruit and retain a critical mass of diversity representation in students, faculty and staff so the campus community better represents the publics served by NC State.
Goals: 1, 2, 3, 4, 5
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: Executive VC and Provost - Create programs to more fully integrate international and domestic non-residents as NC State community members.
Goals: 1, 2, 3, 5
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: Executive VC and Provost
Increase the number of tenured and tenure-track faculty.
- Continue to refine financial models for the recruitment of tenured and tenure-track faculty and develop centralized and distributed models for funding and cost-sharing.
Goals: 2, 4
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: Executive VC and Provost, VC Finance and Administration, VC Research and Innovation - Align growth in tenure and tenure-track faculty with emerging and ongoing strategic needs.
Goals: 2, 3
Start Year: Fiscal Year 2018
Responsibility: Executive VC and Provost, VC Research and Innovation - Focus fundraising efforts on new endowed professorships and chairs, and enhance donor stewardship and faculty recognition.
Goals: 2, 4, 5
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: VC University Advancement, Executive Vice Chancellor and Provost, VC Research and Innovation - Assess, improve and institutionalize effective diverse faculty recruiting approaches (e.g., consideration of unconscious bias and efforts to expand the recruitment pool).
Goals: 1, 2, 3, 4, 5
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: Executive VC and Provost - Continue monitoring faculty retention and use feedback to improve faculty retention efforts.
Goals: 2
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: Executive VC and Provost, VC Research and Innovation, VC Finance and Administration
Encourage focused campus partnerships to foster excellence in global engagement.
- Establish a gateway for faculty and student engagement with partner universities in Europe – NC State European Center in Prague.
Goals: 1, 2, 3, 5
Start Year: Fiscal Year 2018
Responsibility: Executive VC and Provost - Facilitate higher levels of global engagement by improving systems and communication related to international hiring and financial processes.
Goals: 2, 3, 4, 5
Start Year: Fiscal Year 2018
Responsibility: Executive VC and Provost, VC Finance and Administration - Establish a coordinated process to identify opportunity for and procedures to develop international contracts, grants and partnerships.
Goals: 2, 4, 5
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: Executive VC and Provost, VC Research and Innovation - Encourage increased faculty global engagement by providing training, mentorship, seed grants, collaboration, funding, recognition and awards.
Goals: 1, 2, 3, 5
Start Year: Fiscal Year 2018
Responsibility: Executive VC and Provost - Effectively communicate NC State’s global network to campus partners to create synergies.
Goals: 1, 2, 4, 5
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: Executive VC and Provost, VC University Advancement - Assess global engagement activities through improved tracking and monitoring systems.
Goals: 2, 4, 5
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: Executive VC and Provost
Enhance Student, Faculty and Staff Success
Initiatives
Improve student success through improved admissions, enrollment, and retention.
- Continue to develop alternative pathways for admissions through Spring Connections, transfer programs and community college articulation agreements.
Goals: 1
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: Executive Vice Chancellor and Provost - Develop and enhance programs at NC State European Center in Prague.
Goals: 1, 5
Start Year: Fiscal Year 2018
Responsibility: Executive VC and Provost - Analyze capacity drivers and resource constraints for high-demand undergraduate programs and recommend solutions to remove constraints.
Goals: 1
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: Executive VC and Provost - Continue to develop new and effective intervention strategies to retain students.
Goals: 1
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: Executive VC and Provost - Review and improve processes for placement in entry STEM courses.
Goals: 1
Start Year: Fiscal Year 2018
Responsibility: Executive VC and Provost - Monitor and improve efforts to increase the recruitment, application and yield of underrepresented undergraduate students.
Goals: 1
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: Executive VC and Provost - Strengthen our ability to recruit top students by implementing SLATE, a CRM application management system.
Goals: 1
Start Year: Fiscal Year 2018
Responsibility: Executive VC and Provost - Effectively communicate the value placed on a diverse university community to potential graduate student applicants.
Goals: 1
Start Year: Fiscal Year 2018
Responsibility: Executive Vice Chancellor and Provost
Provide integrated support services: One Stop Shop–Student Central.
- Co-locate cashier’s office, registration and records and office of scholarship and financial aid to provide a unified face to student services.
Goals: 1, 4
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: Executive VC and Provost, VC Finance and Administration - Cross train staff in high demand services (e.g., student accounts, financial aid and registration as well as admissions, dining and housing).
Goals: 1, 4
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: Executive VC and Provost - Create a physical space and complementary virtual space consistent with NC State’s brand.
Goals: 1, 4
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: Executive VC and Provost
Promote undergraduate student success through high impact experiences.
- Continue development of interdisciplinary first year inquiry courses linked to living and learning villages/learning communities.
Goals: 1, 3
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: VC and Dean DASA - Continue to grow undergraduate research, internship and on-campus work opportunities.
Goals: 1, 2, 5
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: Executive VC and Provost, VC and Dean DASA, VC Research and Innovation - Increase student participation in immersive, high-impact study abroad, service learning, global internships, and other local and global learning activities.
Goals: 1, 5
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: VC and Dean DASA, Executive VC and Provost - Assess and improve as needed the network of professional advisors across campus.
Goals: 1, 5
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: VC and Dean DASA
Promote higher-order skills in critical and creative thinking: TH!NK – a quality enhancement program.
- Continue and expand delivery of workshops and faculty learning—community to provide support in developing classroom experiences for students that enhance higher-order thinking skills.
Goals: 1, 2
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: VC and Dean DASA, Executive VC and Provost - Expand and assess the implementation of pedagogical strategies designed to cultivate students’ higher-order thinking competencies in undergraduate-serving courses and curricula.
Goals: 1, 4
Start Year: Fiscal Year 2018
Responsibility: VC and Dean DASA, Executive VC and Provost - Explore strategies to integrate TH!NK training and mentoring into existing infrastructure.
Goals: 1, 2
Start Year: Fiscal Year 2018
Responsibility: VC and Dean DASA, Executive VC and Provost - Build collaboration with libraries to integrate introduction to library resources including Makerspace, the Digital Media Production lab and the Visualization lab during TH!NK faculty workshops.
Goals: 1
Start Year: Fiscal Year 2018
Responsibility: VC and Dean DASA, Executive VC and Provost
Serve the needs of undergraduate students through initiatives provided by the University College.
- Provide enhanced advising coordination for all undecided students, those needing more assistance, and those considering or actively transferring into new majors.
Goals: 1
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: VC and Dean DASA, Executive VC and Provost - Provide a uniform administrative environment within University College for all unaffiliated academic departments and their faculty.
Goals: 1, 2
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: VC and Dean DASA, Executive VC and Provost - Serve as an incubator and, where appropriate, administrative home for interdisciplinary undergraduate curricula, minors and certificates, creating a place for shared experiences and sense of identity across colleges.
Goals: 1
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: VC and Dean DASA, Executive VC and Provost
Promote graduate student and post-doctoral success.
- Pursue opportunities to increase doctoral completion and reduce time to degree.
Goals: 1, 2, 3
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: Executive VC and Provost, VC Finance and Administration - Offer co-curricular professional development and skills building to enhance the academic experience of graduate and post-doctoral students.
Goals: 1
Start Year: Fiscal Year 2018
Responsibility: Executive VC and Provost - Launch, assess and continuously improve GradPath — a web and mobile app that allows students to monitor their academic progress and co-curricular professional development activities.
Goals: 1
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: Executive VC and Provost - Continue to assess and improve graduate and post-doctoral student mentoring at NC State.
Goals: 1, 2, 5
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: Executive VC and Provost
Promote a culture of entrepreneurship in support of NC State students, faculty, staff and alumni.
- Provide structure and resources that promote campus collaboration and community outreach.
Goals: 3, 4, 5
Start Year: Fiscal Year 2018
Responsibility: Executive VC and Provost - Provide a consistent message about NC State entrepreneurship and shared communications platform.
Goals: 1, 2, 4
Start Year: Fiscal Year 2018
Responsibility: Executive VC and Provost - Unify entrepreneurship efforts across campus through an alliance model that encourages interdisciplinary collaboration and streamlined communication without sacrificing individual mission statements.
Goals: 3, 4
Start Year: Fiscal Year 2018
Responsibility: Executive VC and Provost - Highlight the successes of our stakeholders in the areas of research, teaching and outreach as well as show the impacts of NC State’s programs and resources nationally and internationally.
Goals: 1, 2, 5
Start Year: Fiscal Year 2018
Responsibility: Executive VC and Provost
Create a culture of continuing professional development for staff and faculty.
- Provide ongoing leadership, management and supervisory training for department heads, unit heads and supervisors.
Goals: 4
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: Executive VC and Provost, VC and General Counsel, VC Finance and Administration - Develop ongoing education programs and compliance communications for staff, faculty and administrators to enable them to do their jobs more effectively.
Goals: 4
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: Executive VC and Provost, VC and General Counsel, VC Finance and Administration, VC Research and Innovation - Develop financial training modules to inform unit leaders on strategic resource awareness and new funding allocation models.
Goals: 4
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: VC Finance and Administration, Executive VC and Provost - Expand opportunities for professional development for faculty (e.g., training in grant development, leadership skills, global engagement and effective networking).
Goals: 4, 5
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: Executive VC and Provost, VC Research and Administration
Enhance institutional pride.
- Reinforce the university’s “Think and Do” brand to continue to elevate institutional reputation.
Goals: 1, 2, 3, 4, 5
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: VC University Advancement - Utilize the University’s “Think and Do” brand when communicating internally and externally the success of our diverse community of students, faculty and staff.
Goals: 1, 2, 3, 4, 5
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: VC University Advancement - Continue to elevate the quality of university special events to promote pride in place.
Goals: 1, 4, 5
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: VC University Advancement, Director of Athletics - Develop shared spaces to inspire community, collaboration and innovation.
Goals: 1, 2, 3, 4
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: VC Finance and Administration - Continue to engage and mobilize the extensive network of alumni in key regions of North Carolina, the U.S. and around the globe.
Goals: 5
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: VC University Advancement
Improve Institutional Effectiveness While Growing and Realigning Resources
Initiatives
Improve institutional data integration and analytic capacity.
- Work with internal stakeholders to properly link data management procedures and analytic information needs.
Goals: 4
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: Executive VC and Provost - Complete the rollout of the Institutional FACTBOOK utilizing consistent graphical presentation layers of summary reports and drill-down capability.
Goals: 4
Start Year: Fiscal Year 2018
Responsibility: Executive VC and Provost - Launch online university-wide Admission Status Reporting (ASR) system.
Goals: 4
Start Year: Fiscal Year 2018
Responsibility: Executive VC and Provost - Continue development of the Institutional Data Profiles (IDP) focusing on departmental detail.
Goals: 4
Start Year: Fiscal Year 2018
Responsibility: Executive VC and Provost - Focus on improving reporting elements to be inclusive of cross-organizational efforts reflecting collaborative work aligned to meet strategic goals.
Goals: 4
Start Year: Fiscal Year 2018
Responsibility: Executive VC and Provost - Continue efforts to model instructional capacity under changing enrollment trends.
Goals: 4
Start Year: Fiscal Year 2018
Responsibility: Executive VC and Provost
Improve processes for providing support to the research enterprise.
- Identify differentiating and strategic research areas that reflect NC State’s competitive expertise and advantages in order to communicate more effectively with external partners.
Goals: 4
Start Year: Fiscal Year 2018
Responsibility: VC Research and Innovation, Executive VC and Provost - Implement new enterprise research administration system (ERA).
Goals: 4
Start Year: Fiscal Year 2018
Responsibility: VC Research and Innovation, VC Finance and Administration, VC Information Technology - Improve pre-and post-award services provided to researchers from SPARCS, Contracts and Grants, colleges, and other units by restructuring and improving research administration processes.
Goals: 4
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: VC Research and Innovation, VC Finance and Administration, Executive VC and Provost - Expand and unify proposal development efforts across campus.
Goals: 2, 3, 4, 5
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: VC Research and Innovation - Continue to streamline regulatory processes that affect research.
Goals: 2, 4
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: VC Research and Innovation, Executive VC and Provost, VC Finance and Administration - Improve the delivery of services to researchers by University Shared Core Research Facilities via integration of lab management software platform into administration practices.
Goals: 4
Start Year: Fiscal Year 2018
Responsibility: VC Research and Innovation - Coordinate large-scale instrument acquisition strategies within University Shared Core Research Facilities with faculty recruitment and retention processes.
Goals: 2, 3, 4
Start Year: Fiscal Year 2018
Responsibility: VC Research and Innovation , VC Finance and Administration, VC Information Technology - Expand University Shared Core Research Facilities in coordination with the strategic research needs of the university.
Goals: 2, 3, 4
Start Year: Fiscal Year 2018
Responsibility: VC Research and Innovation , VC Finance and Administration , Executive VC and Provost
Regularly review the effectiveness and efficiency of administrative processes.
- Engage in an effective strategic risk management process that involves identifying risks, assessing risks, developing mitigation measures, enhancing communication, and strengthening response measures.
Goals: 4, 5
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: Chancellor’s Cabinet - Continue to develop and maintain an effective organizational compliance and integrity program through subject matter self-assessments, use of best practices and enhanced corrective action reporting.
Goals: 4
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: Executive VC and Provost, VC and General Counsel, VC Finance and Administration, VC Research and Innovation, VC Information Technology - Continue to review, evaluate and recommend improvements in administrative processes by documenting workflows, clarifying respective roles and responsibilities, and collaborating across divisions to obtain objectives.
Goals: 4
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: VC Finance and Administration, VC and General Counsel, VC Research and Innovation, Executive VC and Provost, VC Information Technology
Regularly review the effectiveness and efficiency of academic programs.
- Continue to refine the tools and procedures for accreditation and assessment.
Goals: 1, 4
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: Executive VC and Provost - Continue to enhance academic program quality and productivity review process.
Goals: 1, 4
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: Executive VC and Provost
Align campus physical infrastructure improvements and utilization with strategic plan.
- Connect grant and startup needs with space.
Goals: 2, 3, 4
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: Executive VC and Provost, VC Research and Innovation, VC Finance and Administration - Provide consistent technology and support in classroom.
Goals: 1, 4
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: Executive VC and Provost, VC Finance and Administration - Improve classroom and class lab utilization considering innovative pedagogy and scheduling efficiency.
Goals: 1, 4
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: Executive VC and Provost, VC Finance and Administration - Renovate space in D.H. Hill Library to create an Academic Student Success Center to provide comprehensive academic support services to students — including tutoring, academic coaching, drop-in academic advising and career counseling.
Goals: 1
Start Year: Fiscal Year 2018
Responsibility: Executive VC and Provost, VC Finance and Administration - Promote the use of the Campus Capacity and Assessment Study guiding principles to evaluate campus physical environment improvement ideas and projects.
Goals: 4
Start Year: Fiscal Year 2018
Responsibility: VC Finance and Administration, Executive VC and Provost - Develop and adopt a process to use an integrated priority list to objectively determine the university’s highest needs for infrastructure and building projects (both major capital and significant repair and renovation work).
Goals: 2, 4
Start Year: Fiscal Year 2018
Responsibility: VC Finance and Administration
Develop resource management strategies to support the strategic plan and communicate internally to promote resource awareness.
- Determine current and near‐term impact to resources due to changes in the calculation and allocation of university enrollment change funding and communicate these impacts to campus.
Goals: 1, 2, 4, 5
Start Year: Fiscal Year 2018
Responsibility: Executive VC and Provost, VC Finance and Administration - Communicate with course-generating units the impact of changing enrollment within the units.
Goals: 1, 2, 4, 5
Start Year: Fiscal Year 2018
Responsibility: Executive VC and Provost - Review F&A generation and allocation and refine processes to help ensure significant return on investment in NC State’s research infrastructure.
Goals: 2, 4
Start Year: Fiscal Year 2018
Responsibility: Executive VC and Provost, VC Finance and Administration, VC Research and Innovation - Further refine funding allocation models to incentivize strategic investments at the unit level.
Goals: 4
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: Executive VC and Provost, VC Finance and Administration, VC Research and Innovation - Strategically target additional academic programs to be considered for premium tuition and program enhancement fees.
Goals: 1, 4
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: Executive VC and Provost, VC Finance and Administration
Enhance private support to the University.
- Continue to promote top fundraising priorities with a focus on alignment to the Strategic Plan.
Goals: 1, 2, 3, 4, 5
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: VC University Advancement - Continue to build out the University’s advancement infrastructure to achieve success in the “Think and Do the Extraordinary” campaign and beyond.
Goals: 1, 2, 3, 4, 5
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: VC University Advancement - Evaluate original campaign goals and adjust as necessary.
Goals: 4
Start Year: Continued from the previous implementation plan, Fiscal Year 2018
Responsibility: VC University Advancement - Refine internal advancement processes, systems and procedures to optimize fundraising production.
Goals: 4
Start Year: Fiscal Year 2018
Responsibility: VC University Advancement - Develop and foster a culture of philanthropy campus-wide among students, faculty and staff.
Goals: 4
Start Year: Fiscal Year 2018
Responsibility: VC University Advancement