Phase III Key Actions and Tactics
UNC will continually identify new opportunities, key actions, and tactics that support the mission of the university and the academic success and 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, and our extended community.
Diverse experiences, new programming, and engagement opportunities will be paramount to the work conducted throughout the next decade. UNC will progressively seek opportunities to demonstrate what a Students First university means today and into the future by implementing strategies that support everyone at the institution.
In support of Rowing, Not Drifting 2030, the university is committed to implementing the following Phase III key actions and tactics. Based on the collaborative nature of the strategic plan, additional key actions and tactics may be identified and completed by departments and individuals across the institution. UNC’s progress will be compiled and measured throughout the course of the strategic plan and each phase.
KEY ACTION 1:
Implement the Strategic Enrollment Management (SEM) plan.
Tactics:
- Integrate career readiness competencies and skills into curriculum and co-curricular
activities.
- Improve student understanding of the role the Liberal Arts plays in career readiness.
- Increase the availability of High Impact Practices (HIPs).
- Implement/expand the use of measures that make college more affordable.
- Increase the use of Affordable and Open Educational Resources.
- Optimize the awarding for financial aid.
- Increase the use of Affordable and Open Educational Resources.
KEY ACTION 2:
Revise processes and increase the use of technology to remove barriers from systems beginning with application through graduation.
Tactics:
- Review and revise the advising process, course scheduling, and course delivery.
- Review and revise the admissions to enrollment processes, including the tools and systems students use to engage with various services and offices to improve awareness, expedience, and remove unnecessary barriers to access and progress.
KEY ACTION 3:
Identify and pursue the opportunities associated with the federal Hispanic Serving Institution (HSI) designation.
Tactics:
- Maintain the federal HSI designation.
- Identify and implement necessary HSI infrastructure.
- Pursue external funding opportunities.
- Develop and deploy communications and messaging related to HSI initiatives.
- Build collaborative partnerships with a broad range of internal and external stakeholders.
- Develop and deliver professional development and programs related to being an HSI.
KEY ACTION 4:
Develop a comprehensive DEI plan to identify specific efforts to address equity gaps in outcomes for students, faculty, and staff.
Tactics:
- Identify and implement the needed actions from the campus climate survey.
- Prioritize and sufficiently resource proactive efforts for diverse and inclusive recruiting, onboarding, and supporting of faculty, staff, and students.
- Increase the number of units and employees who address DEI in their goals.
- Continue university-wide engagement opportunities (e.g., fireside chats, town hall meetings), both topic-specific and open-ended.
KEY ACTION 5:
Continue development and implementation of faculty and staff recruitment, engagement, and retention plans.
TACTICS:
- Prioritize a minimum 3% annual compensation increase for faculty and staff in budget provisions with continued focus on achieving peer median parity by 2030.
- Review, revise, and establish human resources policies and practices to be consistent, equitable, and inclusive.
- Identify, benchmark, prioritize, and improve on the drivers of employee satisfaction at UNC.
- Create, expand, and promote professional development opportunities and identify pathways for career progression.
- Expand the resources and support for faculty professional development in the areas of curriculum and pedagogy including the use of technology and generative AI in these areas.
- Create a plan for the comprehensive review and enhancement of institutional business processes.
KEY ACTION 6:
Address the evolving expectations and needs of our campus community, local community, and state through the curriculum and scholarship.
TACTICS:
- Establish UNC’s College of Osteopathic Medicine and identify opportunities to expand and develop related academic and non-academic programs.
- Define the identity and purpose of Extended Campus.
- Achieve and maintain the classification of R2: Doctoral Universities – High research activity
KEY ACTION 7:
Develop and begin the implementation of a comprehensive plan for being an environmentally sustainable campus.
TACTICS:
- Form a sustainability committee including members from faculty, staff, students, and facilities management.
- Complete a comprehensive assessment of energy efficiencies and sustainability improvement opportunities in campus operations.
- Review policies, practices, and budgets to ensure the inclusion of awareness and consideration of environmental stewardship and responsibility.
KEY ACTION 8:
Identify strategic opportunities to deepen and build external connections and enhance partnerships with the growing local community and beyond.
TACTICS:
- Make progress on goals for fundraising and alumni engagement as part of the Together, with Purpose campaign.
- Launch and maintain the updated UNC website.
- Increase brand awareness.
- Increase community outreach and engagement through athletics, arts, and other campus programs.
- Increase the availability of scholarships and the number of existing scholarships awarded.
