2011-2012 Annual Report

Annual Processes

Budget: With the vice chancellor for finance and business, Provost Arden administered the FY 2011-2012 budget which resulted in a 15% reduction ($80 million) in the state appropriated budget. Key efforts undertaken this year related to the budget include: performance-based funding initiative for UNC-General Administration; enrollment projections and funding requests; and tuition requests (Campus Initiated Tuition Increase (CITI) and Catch-up Tuition Request).

Reappointment, Promotion and Tenure: The 2011-2012 cycle resulted in 34 faculty  reappointments and 100 faculty approved for tenure and/or promotion.

Faculty Retention and Recruitment: The Office of the Provost assisted and coordinated numerous key faculty retention efforts across multiple colleges. Two new strategic initiatives were implemented this year – the Chancellor’s Faculty Excellence Program, a key recruitment effort to attract scholars in strategically important areas, and the University Faculty Scholars Program, a key retention effort to recognize and reward emerging academic leaders among our faculty. See more details on these new programs below under Major Initiatives.

College and Unit Leadership:

  • Reviews: Leadership reviews were conducted for senior vice provost for academic outreach and entrepreneurship (evaluated as leader of Distance Education and Learning Technology Applications), vice provost for international affairs, and vice provost for the NCSU Libraries.
  • Searches: Successful national searches were completed for dean of the College of Veterinary Medicine (Paul Lunn), vice chancellor and dean for the Division of Academic and Student Affairs (Mike Mullen), and dean of the College of Natural Resources (Mary Watzin). The College of Agriculture and Life Sciences dean’s search is nearing completion. (Update: Rich Linton was named the new dean of CALS in mid-July 2012.)
  • Staff changes: Named Duane Larick as senior vice provost for strategic initiatives (Reporting Units: Enrollment Management and Services, Institute for Advanced Analytics, Biotechnology Program, STEM Initiative, International Affairs, Graduate School), named Tom Miller as senior vice provost for academic outreach and entrepreneurship (Reporting Units: Continuing Education, DELTA, Engagement and Outreach, Entrepreneurship Initiative), named Terri Helmlinger Ratcliff as interim vice provost for outreach and engagement, and named Margery Overton and Laura Severin as part-time special assistants to the provost for FY 2012-13 in support of strategic initiatives.It was also announced that Senior Vice Provost Duane Larick will take a one-year leave of  absence from his position as dean of the Graduate School to focus on strategic initiatives within the Office of  the Provost, with Rebeca Rufty appointed to serve as acting dean in his absence.Key retirements this year included Vice Chancellor for Student Affairs Tom Stafford, Dean of the Division of Academic Undergraduate Programs John Ambrose, and College of Agriculture and Life Sciences Dean Johnny Wynne. Upon Dean Wynne’s retirement, Sylvia Blankenship was named interim dean of CALS.

Highlights from Office of the Provost Units

Annual highlights from the Office of the Provost units which were not requested to submit individual annual reports to the Chancellor are included in Appendix A.

Vice Provost Units Included

  • Distance Education and Learning Technology Applications (DELTA)
  • Division of Enrollment Management and Services
  • The Graduate School
  • McKimmon Center for Extension and Continuing Education
  • Office of Faculty Development
  • Office for Institutional Equity and Diversity
  • Office of International Affairs
  • Office for Outreach and Engagement

Other Units Included

  • Biotechnology Program
  • Entrepreneurship Initiative
  • Institute for Advanced Analytics
  • Science, Technology, Engineering and Math (STEM) Initiative
  • Shelton Leadership Center
  • University Planning and Analysis

Major Initiatives

Reaffirmation of Accreditation by SACS: Preparations began for NC State’s reaffirmation of accreditation by the Southern Association of Colleges and Schools (SACS) in 2014, with Provost Arden serving as chair of the NC State SACS Leadership Team, and University Planning and Analysis (UPA) guiding the significant campus-wide preparations for the review.  UPA Director Karen Helmis the administrative lead on this project, with Pat Spakes, former chancellor of University of Washington at Tacoma, hired by UPA to serve as assistant director for accreditation. More than ninety compliance reports have been assigned for completion by the end of FY 2012-13. Additional details on the accreditation process are available at accreditation.ncsu.edu.

  • QEP Topic Selection: A key component of the accreditation process is the development and implementation of a Quality Enhancement Plan (QEP). After an extensive process beginning in early fall 2011 that included consultations with faculty, staff and student senates, deans, vice chancellors and vice provosts, as well as campus focus groups held on several topics, Critical and Creative Thinkingwas chosen as QEP topic and the QEP Steering Team has been named.

2020 Enrollment Plan: The 2020 Enrollment Plan was developed by a cross campus group, coordinated by University Planning and Analysis. The plan incorporates slower overall growth than previous plans, with total student population at 37,000 by 2020, and suggests strategies for actively managing the university’s enrollment to achieve the following aims: improve the quality and standing of NC State’s academic programs; and ensure sufficient access for North Carolinians to programs that are relatively unique in the UNC system, while emphasizing competitive excellence in programs offered by other campuses. Consistent with NC State’s strategic plan, this long-range enrollment plan calls for changes in the composition of its student body, notably expanding the proportion of graduate and professional students particularly at the doctoral level.

Among undergraduates, the plan will increase transfers and non-NC residents, and facilitate their transfer among colleges.  Growth will be managed in a way that maintains the university’s strength in science and technology while honoring its commitment to excellence in a comprehensive range of disciplines, particularly those that enrich our responses to the grand challenges facing society. The Division of Enrollment Management and Services has moved quickly toward implementing the new enrollment plan and indicators for the current admissions cycle suggests that significant progress has been made toward its goals.

Division of Academic and Student Affairs: The implementation of the merger of the Division of Student Affairs and the Division of Undergraduate Academic Programs began in earnest this year. The implementation team, co-chaired by John Ambrose, Tom Stafford and Jo-Ann Cohen,  met during the summer and  fall, delivering their final report to the provost in late October. The provost accepted their report, with modifications in December.

The new Division of Academic and Student Affairs (DASA) will have four subdivisions: Academic Programs and Services (to be led by Jose Picart); Arts NC State (to be led by Alex Miller); Campus Life (to be led by Tim Luckadoo); and Student Development, Health and Wellness (to be led by Lisa Zapata). In March 2012,  with a few exceptions, all programs in the Division of Student Affairs and the Division of Undergraduate Academic Programs moved into place within the four DASA subdivisions.  The new division officially comes online July 1, 2012. Vice Chancellor and Dean Mike Mullen was recently hired to lead DASA and is slated to arrive on campus in August 2012.

Chancellor’s Faculty Excellence Program: At his forum in September, the chancellor announced a faculty-hiring initiative, the Chancellor’s Faculty Excellence Program, and a $5 million fund was set aside to partner with the academic colleges in this effort. The goal of the program is to attract groups of scholars in strategically important areas with diverse disciplinary skills representing more than one academic department and preferably more than one college. Over 70 proposals from faculty in all 10 colleges were submitted to the Office of the Provost in December. Proposals were reviewed by a selection committee made up of key faculty from all ten colleges and led by Duane Larick and Terri Lomax.

17 proposals were selected in 12 cluster areas: Bioinformatics; Data-driven Science; Digital Transformation of Education; Environmental Health Science; Forensic Sciences; Genetic Engineering and Society; Geospatial Analytics; Global Environmental Change and Human Well-Being; Innovation + Design; Personalized Medicine; Synthetic and Systems Biology; and Translational Regenerative Medicine. 38 new faculty will be hired as a result of this program; one hire has been made to date and all 12 clusters have searches underway.

University Faculty Scholars Program: In March, the chancellor announced the University Faculty Scholars Program to recognize and reward emerging academic leaders among our faculty (up to 20 tenured or tenure-track faculty each year). Faculty selected through the program will, for a five-year period, carry the title University Faculty Scholar and receive a $10,000 annual supplement, which may be used for supplemental salary or programmatic support. The Office of the Provost has approved all college-level nomination procedures, named an administrative advisory committee composed of senior faculty from each college to review nominations, and set a timeline for the nomination and review process for the 2012-13 academic year. The inaugural group of University Faculty Scholars will be named in early November 2012.

College of Sciences: Based on review of the final report of the Academic Science Program Task Force and further consultation with faculty, the provost recommended in April that PAMS be replaced with a broader, more comprehensive College of Sciences (COS) which will include physical/chemical sciences, mathematical and statistical sciences, biological sciences, and earth system sciences, to be implemented by July 2013. As part of the creation of this new college, the undergraduate biological sciences program and the faculty charged with the delivery of that mission will move from the College of Agriculture and Life Sciences to the new COS. The movement of additional biological and life sciences faculty/programs from CALS to COS will be assessed on an individual faculty/program level. It is also possible that faculty within the realm of earth system sciences may relocate from multiple colleges to COS.

  • Planning and Implementation: Provost Arden is leading the COS Steering Committee which is tasked with determining the most appropriate administrative structure for the new college and determining a process for identifying which faculty and academic programs will move to the new college. Overall, the focus is on an outcome that results in a strong COS and a strong CALS with complementary but not duplicative programs. The COS Steering Committee began meeting in May and plans to deliver a report before the end of the fall 2012 semester. Implementation teams (Academic Programs, Personnel and Policy; Budget and Finance; Student Support; Space; Infrastructure and Shared Resources; and Communications, Development and Alumni Relations) will begin their work as key decisions are made by the Steering Committee.

Strategic Planning and Realignment

Strategic Planning: In summer and fall 2011, Provost Arden developed an Implementation Plan and Metrics document with the assistance of Margery Overton, co-chair of the Strategic Planning Committee, five Implementation Planning Teams and University Planning and Analysis. Actions and initiatives listed in the implementation plan are cross-referenced to which of the five strategic goals they support, often mapping to multiple goals. Timelines and budgets of key initiatives are being refined and targets are being set for metrics. See Appendix B for progress made on specific initiatives assigned to the provost and listed to begin in FY 2011-2012. In spring 2012, all Office of the Provost units were asked to submit unit-level strategic  documents (revisions to unit strategic plans, key unit priorities and funding requests, and barriers to reaching unit goals) for review.

Strategic Realignment: A significant amount of progress was made this year on several efforts outlined in the Recommendations for Strategic Realignment to Increase Organizational Efficiency and Effectiveness presented to Chancellor Woodson in March 2011. Initiatives which fell under the purview of the provost are listed below.

  • Administrative Consolidation and Realignment: The Office of Equal Opportunity and the Office of Diversity and Inclusion were consolidated into the Office of Institutional Equity and Diversity. The Office of Extension, Engagement, and Economic Development was discontinued and continuing education (including McKimmon Center operations); outreach, engagement and leadership programs (including the Shelton Leadership Program and military education programs); and university-wide coordination of extension activities were moved into the Office of the Provost. As mentioned earlier, implementation began on the merger of the Division of Student Affairs and the Division of Undergraduate Academic Programs into the new Division of Academic and Student Affairs, with the merger officially completed on July 1, 2012.
  • Review of Academic Programs: The Academic Science Program Task Force presented its final report in March. Based on review of the final report and further consultation with faculty, the provost recommended that PAMS be replaced with a broader, more comprehensive College of Sciences. The Review of Academic Programs (Academic Effectiveness and Efficiency) Task Force is nearing completion of its work and will soon present a draft report and recommendations. Work is underway on a new academic planning model. Key recommendations of the Summer Sessions Task Force (new flexible length sessions) and the Distance Education Task Force (new tuition and fee model) are being implemented for summer and fall 2012, respectively.


2011-2012 has been a challenging year. Faced with a significant budget shortfall and the continuing decline of state-appropriated funding, we have been very deliberate when deploying resources within the academic core of the university. However, NC State’s Strategic Plan, and not simply fiscal concern, has been our primary driver. We have consolidated with an eye towards improving student success, merging Student Affairs and Undergraduate Academic Programs to better serve and support our student body. We have invested strategically to facilitate faculty excellence, implementing programs to recruit and retain top talent. We have examined academic science programs in light of society’s grand challenges, determining the need for a comprehensive College of Sciences. So while it has been a challenging year, it has also been a transformational year, and the Office of the Provost remains focused on the continued implementation of the Strategic Plan in the years ahead.


Highlights from Vice Provost Units

Distance Education and Learning Technology Applications (DELTA)

Program Statistics

  • DE enrollment increased by 10% in 2011-12, with 93,351 student credit hours delivered and 15,493 students enrolled.
  • Courses and Sections: 1,636 courses in a variety of academic disciplines were offered at the undergraduate and graduate level, with 12 new courses and 10 new faculty added to the Flexible Access program.
  • Testing Services: DELTA directly administered 24,250 exams and arranged for remote proctoring of an additional 6,250 exams, an increase of 36% in total exams over the previous fiscal year.
  • Videoclassroom Production: Demand was reflected in VCS-supported enrollment growth at an average annual rate of 19% over the past four years.  Nine video classrooms and two mini-studios recorded course content for delivery to current and future students. Overall, this past year saw a 27% increase in the number of lectures/presentations recorded, totaling 10,570 lectures with 504,820 total viewings, a 73% increase over the previous year.
  • Training and Support: DELTA provided training to 970 participants, supplemented by online seminars with 2,403 views, and provided 249 Instructional House Calls, and resolved 5106 support calls. In spring 2012, DELTA supported 2866 Moodle sections (with 82,405 enrollments).


  • Strategic Student Recruitment: DELTA partnered with the Graduate School to implement a tracking pilot to analyze and assess student recruitment processes/outcomes.
  • US Department of Labor Grant: DELTA partnered with 12 external and 10 academic partners to submit for a grant that is designed to expand online industry-specific entrepreneurship education.
  • New Instructional Tools: A number of innovative, scalable tools were refined, including  (a) the Virtual Viewer, which allows users to see multiple images at once and have different viewing scales; (b) the LifeCycle tool, which allows instructors to create content and interaction slides, keep track of student scores, and emphasize the cyclical nature of processes; (c) a Flash Cards Study Tool viewer; and (d) the MicroExplorer3D tool, which was published in the global iTunes App Store.
  • Large Course Redesign (LCR): Physics for Engineers and Scientists (PY 205N), Applied Differential Equations (MA341), and Calculus I (MA141) were supported through LCR. The assessment of earlier LCRs indicates an overall positive impact.


  • Allie Giro was recognized as a Provost unit winner of the University’s Awards for Excellence.
  • Dr. Donna Petherbridge received the 2011-12 NC State University Workforce and Human Resource Education Alumni Award for Outstanding Professional Service.

Division of Enrollment Management and Services (EMAS)

Program Statistics

  • Undergraduate applications continue to increase and selectivity is at an all-time high. Average high school GPA, SAT scores, and the percentage of the incoming class that graduated in the top ten percent of their high school class are all rising.  It is expected that the class entering in the fall of 2012 will set new records for each of these measures.  Recruitment of out-of-state and international students has also been a priority; those numbers are increasing and are now approaching the UNC allowable limit.
  • Summer Start: This program is continuing to grow and entering its third year.  Initial analysis of previous cohorts suggests improving retention rates for participants.


  • Major Information Technology Implementations:  The Office of Scholarships and Financial Aid is now fully integrated into the student information system, which allows real-time updating across functional systems.  The Department of Registration and Records has worked with Enterprise Application Services to develop several new systems designed to promote student success including a centralized internal transfer application designed to help students move more efficiently between majors, an advising dashboard designed to enhance interactions between students and their academic advisers, and an enrollment wizard that will help students plan and enroll in appropriate courses more efficiently.
  • Integration and Reorganization: EMAS has integrated New Student Orientation and Parent and Family Services into its organizational structure. The division also successfully reorganized the university’s Open House and other campus visitation events.
  • Emerging Issues for Future Leaders: This program, developed for rising high school juniors and seniors through a partnership with the Institute for Emerging Issues, continues into its second year.

The Graduate School

Program Statistics

  • Applications and Financial Aid: The Graduate School processed approximately 14,300 applications, an increase of nearly 4% over last year, and managed the process of dispersing approximately $4 million in 26 different fellowship/grant programs for 417 graduate students, including 101 University Graduate Fellowships.
  • Graduate Program Development: Established 4 new Professional Science Master’s programs, 3 at NC State and 1 at UNC Charlotte, while an additional 2 programs at NC State are in the process of being approved. Completed development and implementation of 4 new programs:  Biomanufacturing (MS, MR), Electric Power Systems Engineering (MR), Climate Change and Society (MR), and 2 graduate certificates:  City Design and Energy, and Technology in Architecture.
  • Program Review: Managed the external reviews of 8 programs and conducted post-review meetings for 11 programs. Outcomes assessment of graduate programs continued, with 26 programs submitting biennial reports.


  • Preparing Future Leaders (PFL): 139 events, workshops, and seminars were held through the PFL program, with a total involvement of 2,567 graduate students, 432 postdoctoral scholars, and 45 other participants.
  • Graduate Education Week: Participated in the third annual event on March 18-24, which included a student research symposium, seminars and workshops, an awards celebration, a service project, and recreational opportunities.


  • Advanced diversity of underrepresented minorities through visitation programs for 68 students, extended or renewed major grants from NSF and NIH, and hosted 708 students for this year’s OPT-ED Alliance day.

Recommendations and Concerns

  • Recommendations for the future include a Center for Graduate Student Success, improved mentoring of graduate students, new space for the Graduate School and continued development of procedures for academic planning and program priorities.
  • Concerns include inadequate financial support for growing graduate enrollment and the inability to attract the best students due to a lack of fellowships.

McKimmon Center for Extension and Continuing Education

The McKimmon Center for Extension and Continuing Education was a new area of responsibility for the Office of the Provost this year, resulting from the discontinuation of the Office of Extension, Engagement, and Economic Development as part of Strategic Realignment efforts.

Program Statistics

  • McKimmon Conference and Training Center: The Training Center has maintained a steady level of business activity, hosting 1,603 programs for over 185,642 people in 2011-2012, which included a significant amount of new and repeat business.
  • Office of Professional Development (OPD): The Office hosted over 240 highly- evaluated individual programs for 12,000 noncredit students, while generating revenue sufficient to cover all direct and indirect costs. Collaboration between OPD and various groups generated additional revenue of  over $1.1 million.
  • Customized, Contractual Education: Developed training partnerships with and delivered computer-related programs to approximately 1,070 participants and 33 organizations.
  • Center for Urban Affairs & Community Services: The Center generated over $7.6 million through its contracts and continued their 18 year partnership with NC Department of Public Instruction statewide testing and accountability program.
  • Encore Program for Lifelong Enrichment: Membership this year numbered just over 1,100, a slight decrease from the previous year. Over 6,000 people participated in 188 courses, lectures, study trips, and other events offered this year. A dedicated group of 180 volunteers (76 from NC State; 104 from the local community) taught and assisted with Encore programs.


  • Collaborative at Rocky Mount: This NC State/ECU initiative provided face-to-face and online non-credit programs, K-12 outreach, academic enrichment camps, community nonprofit outreach, and student support services for over 10,000 individuals.
  • Upper Coastal Plain Learning Council: NC State led the Program Committee of the Council as it continued its work assessing the educational needs of five counties (Edgecombe, Halifax, Nash, Northampton and Wilson) and their seven school districts and matching resources to those needs.

Office of Faculty Development (OFD)

Program Statistics

  • New Faculty Orientation: 23 new faculty members from nine colleges attended the orientation in August 2011.
  • Workshops: OFD held more than 20 workshops on a range of topics focused on teaching and learning, faculty career development, and community engagement, with a total of over 170 participants.
  • Teaching Awards: OFD continued to manage the university teaching awards process that recognized 27 faculty members and the recipient of the Holladay Medal.  OFD assumed responsibility for the Gertrude Cox Award this year.
  • Other Programming: An orientation program was offered to 9 new department heads in fall 2011 and 18 department heads attended additional specialized programming facilitated by OFD, General Counsel, and Human Resources. 28 full-time NTT faculty attended a Non-Tenure Track Faculty Forum.


  • Thank a Teacher:  Students sent in 788 submissions in 2011-2012 to thank faculty who have had a positive impact on them as students.
  • Teaching & Learning Symposium: 223 individuals attended the 2nd annual symposium which included 31 poster presentations as well recognition of teaching award and Thank a Teacher recipients.
  • New Website and Listserv:  OFD launched a new website in fall 2011 that provides comprehensive resources to faculty members and OFD’s new listserv has 1364 subscribers.
  • Assistant Professor’s Learning Community (APLC): OFD collaborated with OIED to provide three APLC presentations that were attended by 62 junior faculty members.
  • Reading Circles: During the 2011-2012 academic year, 86 faculty and staff participated in 14 reading circles.

Office for Institutional Equity and Diversity (OIED)

The new OIED was created, effective July 1, 2011, from the merger of the Office for Equal Opportunity & Equity with the Office for Diversity & Inclusion and the realignment of former Student Affairs units (Multicultural Student Affairs, the Women’s Center, and the GLBT Center). Thousands of faculty, staff and students participated in OIED programs in the past year.


  • Chancellor’s First Year Student Leadership Program: A new initiative for first year students was created and is housed in the NC State Women’s Center.  The program focuses on women’s leadership and 48 NC State male and female first year students were selected to participate.
  • At Home in the World: NC State was one of eight universities selected by the American Council on Education to participate in this initiative, a two-year demonstration project designed to unite multicultural/diversity initiatives with international and globalization efforts. Participation in this effort will include development of a course on cultural competence (ECD 296) and increasing the number of historically underrepresented students who participate in international activities such as study abroad and alternative spring break trips.
  • Pack’s PACT: OIED piloted a minority male mentoring program, housed in Multicultural Student Affairs, to address the low persistence and graduation rates of minority males. Thirty students participated in the inaugural program.


  • Dr. Ashley Simons-Rudolph was appointed director of the Women’s Center
  • Roderick Bradley was appointed director of the Office of Multicultural Student Affairs
  • Mark Newmiller was appointed director of the Disability Services Office
  • Dante James was appointed assistant director of the African American Cultural Center.
  • Dr. Deborah Luckadoo also joined OIED as director of staff diversity.


  • There is and ongoing need for additional resources for OIED to maintain its current level of diversity and equity programs, develop new initiatives to improve campus climate, and engage in good faith affirmative action and equal opportunity compliance efforts.

Office of International Affairs (OIA)

Program Statistics

  • International Partnerships: OIA hosted over 40 delegations to NC State, facilitated the chancellor’s and UNC Board of Governors’ trips to Asia, and led 3 delegations to visit partner institutions in Botswana, Brazil and the United Kingdom. OIA also renewed and signed 30 MOUs and agreements covering student and faculty exchange, research, education and academic training.
  • Special Project Funding: OIA funded a total of 30 international projects including 19 Internationalization Seed Grants, 6 UGPN Research Collaboration Grants, and 5 University of Pretoria – NC State Research Collaboration Grants.
  • Study Abroad: The number of incoming exchange students continued to increase (from 150 in 2010-11 to 180 in 2011-12), opening more low-cost opportunities for our students to study abroad.  However, the number of outgoing NC State students has declined slightly from 1,104 in 2010-11 to 1,029 in 2011-12.
  • International Students: Enrollment increased for the seventh consecutive year, with fall 2011 enrollment of 2,854 compared to fall 2010 enrollment of 2,530.
  • Special Events: OIA sponsored and promoted more than 100 international and cultural events on and off campus including the tri-university Global Health Case Competition, the Global Issues Seminar Series, and International Month.


  • Brazilian Partnerships:  OIA established partnerships with FAPESP (State of São Paulo Research Foundation) and the University of São Paulo to provide funding support for research collaborations in Brazil. OIA also hosted 4 undergraduate students through the Brazil Science Without Borders program.
  • Database of International Connections and Expertise (DICE): OIA continued to expand DICE to enhance international collaboration. The database now has over 300 faculty profiles, a 50% increase over the previous year.
  • Global Training Initiative (GTI):  This program placed 25 foreign students in on-campus supervised research internships and provided cultural and social opportunities for 370 SKEMA students and 150 NC State student volunteers.
  • Global Health Initiative (GHI):  With the assistance of GHI, interdisciplinary faculty teams developed several large competitive international grant proposals. GHI also worked with faculty across campus to develop a Global Health Minor.
  • Intensive English Program (IEP): The IEP, launched in 2011 through a partnership with the Office of Undergraduate Admissions to establish relationships with foreign language high schools in South Korea and China, grew in enrollment from 8 students (spring 2011) to 67 students (spring 2012).

Office for Outreach and Engagement

University-level coordination of outreach and engagement efforts was a new area of responsibility for the Office of the Provost this year, resulting from the discontinuation the Office of Extension, Engagement, and Economic Development as part of Strategic Realignment efforts. College outreach, engagement and extension activities remained with their original units.

Program Statistics

  • Over 33,000 citizens participated in professional development and economically beneficial certification and training programs.  NC State sent more than 600 students as interns into businesses across the state and over 400 businesses contracted with the university for technical assistance and training programs. Faculty and extension professionals successfully competed for over $46M in public service/extension grants.


  • C. Peter Magrath University Community Engagement Award:  A joint nomination for the project “Building a Local Food Economy in North Carolina through Partnership and Engagement, Center for Environmental Farming Systems” on behalf of directors Nancy Creamer (NC State University) and John O’Sullivan, (NC A&T State University) was selected by APLU as the winner for the “1890 University” region and will go on to compete for the national award during the upcoming National Outreach Scholarship Conference scheduled in October 2012.
  • Raleigh Colleges and Community Collaborative (RCCC): NC State is the lead agency for this collaborative which includes the six colleges in Wake County, the Wake County Public School System, the Greater Raleigh Chamber of Commerce, and numerous educational, business, faith-based and non-profit agencies. In July 2011, RCCC won a $1.3M implementation grant from the Bill and Melinda Gates Foundation to increase the number of low income urban youth in Raleigh who achieve a post-secondary credential and living wage employment.
  • Academy of Community Engagement Scholarship (ACES): NC State is a key participant in and is actively pursuing grant funding for this 36-university initiative to develop an international academy that recognizes scholars and their partners for community and engagement.


  • José Picart served as Assistant to the Provost for Outreach and Engagement for FY 2011-2012.
  • Terri Helmlinger-Ratcliff was appointed Interim Vice Provost for Outreach and Engagement, effective July 1, 2012.

Highlights from Other Office of the Provost Units

Biotechnology (BIT) Program

Program Statistics

  • Courses: There was a 13.8% increase in BIT course enrollments (578) over 2010-11 with 1,466 lab course contact hours taught.
  • Grant-funded programs: Year 3 of NSF Research Experiences for Undergraduates (REU) Program in Synthetic Plant Biology, Year 3 of Howard Hughes Medical Institute Freshman Inquiry Course, Year 12 of NIH T32 Graduate Biotechnology Training Program (63 trainees to date), and  Year 17 of DoEd Graduate Assistance in Areas of National Need (GAANN) Fellowship Program in Biotechnology (more than 110 fellows to date).
  • Molecular Biotechnology Research Symposium: The 7th annual symposium was held in August.


  • New courses: The first BIT lab course (BIT 100) for non-STEM majors was offered in 2011-12 and a new Summer Undergrad Research Initiative (BIT SURE) was started.
  • New BIT modules: Cell Signaling and Analysis of Deep Sequencing Data were launched.


  • The BIT Program held biotech workshops for underrepresented minority (URM) students from NC School of Science and Mathematics and  hosted several URM students in summer 2011 as part of the NSF Research Experiences for Undergraduates Program.


  • Lab Manager Melissa Cox had her position upgraded to reflect new responsibilities
  • Laura Schenkman was hired as a program specialist
  • Laura Ott joined BIT as a teaching postdoctoral fellow
  • Heather Miller completed her PhD and joined the High Point University faculty.


  • BIT faces significant space problems with its rapid increase in enrollments.

Entrepreneurship Initiative (EI)

Program Statistics

  • Silicon Valley Spring Break Field Trip: The EI took a group of 12 students to Silicon Valley for the 9th year in a row.  The group visited 10 companies, including Facebook, LaunchPad Toys, Flextronics, and NEST.
  • Lulu eGames Competition: The eGames became the Lulu eGames in 2012 thanks to a $250,000 donation from Bob Young, the founder and CEO of Lulu and a member of the EI Advisory Board.  A new Arts Feasibility Study Challenge category was offered this year in collaboration with NC State’s Arts Entrepreneurship Minor.  51 teams competed in the 2012 Lulu eGames, and approximately 220 people attended the awards ceremony on April 30.


  • Phase I Garage: This facility continues to be a favorite spot among student entrepreneurs.  Approximately 50 students were working on entrepreneurial projects and/or starting companies each semester. Three of this year’s Fast 15 (an NC State initiative that focuses on launching and supporting new ventures) teams spun out of the Garage—Spitter Spatter, SPARKmoto, and Leiva Strings.
  • Entrepreneurs Village and Phase II Garage: Entrepreneurs Village, the living/learning community, is on track to open in fall 2014.  The EI has also moved forward with plans for Phase II Garage, which will be a stand-alone facility located near the living/learning community.
  • Entrepreneurs Lecture Series : The EI enhanced its community partnerships this year through programming efforts such as the Entrepreneurs Lecture Series in November which had approximately 230 attendees and was offered in partnership with Triangle Entrepreneurship Week.
  • ACC Clean Energy Challenge: The EI’s Team PowerUp represented the university at the 2012 Challenge, an effort to inspire young entrepreneurs to develop successful business plans and found innovative, clean energy companies.  NC State has been selected to co-host the ACC Clean Energy Challenge along with UNC and Duke in 2013.


  • Megan Greer was hired as the associate director of external relations.

Institute for Advanced Analytics

Program Statistics

  • The Institute for Advanced Analytics completed its fifth year of operation and graduated 38 students in the Master of Science in Analytics (MSA) degree program. The Institute will increase enrollment to 80 students beginning in June 2012. The enrollment increase doubles the instructional and administrative load of the MSA program, thereby doubling the space and human resource requirements of the Institute.


  • No additional staff members have been hired to date and one existing EPA staff member resigned in May.

Science, Technology, Engineering and Math (STEM) Initiative

Program Statistics

  • Workshops: Eight NSF workshops were supported through the STEM Initiative to help faculty become more successful in getting funding for innovative education projects.
  • Speaking Engagements: Director Robert Beichner gave a total of 21 colloquia/plenary talks on SCALE-UP during 2011, up slightly from 19 in 2010.
  • Service and Outreach: Dr. Beichner served on North Carolina’s Joint Legislative JOBS Commission, working with a task force to develop a statewide plan for STEM education that is now in place, and on the NC STEM Advisory Panel, helping to craft the Attributes of STEM Schools and Programs policy later adopted by the North Carolina Department of Public Instruction.


  • The STEM-oriented Early College High School opened at NC State in the fall with 50 students. Two SCALE-UP rooms are planned for the Early College High School.


  • Robert Beichner received the McGraw Prize in Education, the premier honor in the field.
  • Webster West, professor of statistics, was hired by the STEM Initiative to do education research.


  • There is an ongoing need to support hiring of STEM faculty to conduct education research. More and more graduate students in multiple departments are also requesting support.

Shelton Leadership Center

The Gen. Hugh Shelton Leadership Center was a new area of responsibility for the Office of the Provost this year, resulting from the discontinuation of the Office of Extension, Engagement, and Economic Development as part of Strategic Realignment efforts.

Program Statistics

  • Shelton Leadership Forum: The 10th annual Forum had approximately 700 participants and included keynote speakers Tom Brokaw, international entrepreneurship expert Verne Harnish, and RedHat CEO Jim Whitehurst.
  • Shelton Challenge: Several Shelton Challenge events, six-day residential experiences to help students expand their knowledge and skills of what it takes to be a leader, were held at universities across the state and involved 500 high students and 75 university students in student service-learning exercises and mentoring.
  • Financial Support: The Center experienced growth in overall program financial support and endowed scholarship programs, adding seven new scholarships.


  • International Program Expansion: A Shelton  Center student scholar summer experience in Honduras has led to a likely collaborative relationship for academic program offerings in Central America, as well as contracts for Leadership Development training with youth at risk audiences internationally.


  • A new position, shared between the Office of Provost, Poole College of Management (PCOM) and Shelton Leadership Center, was created to focus on expanding military, corporate and agency leadership development instruction. Additionally, the Center received full funding for a Distinguished Faculty Endowment and worked with PCOM to have this position within their academic unit to strengthen the university programs in leadership and ethics.

University Planning and Analysis

Program Statistics

  • Data and Consulting Requests: Larger requests for data and consulting included survey assistance for HR, Campus Recreation, Housing, and Sustainability offices; requests for help with 3 ALM presentations; development of faculty credentials database; and support for Academic Program Review.


  • SACS Accreditation: UPA launched the university’s Southern Association of Colleges and Schools (SACS) accreditation review. Major parts of this effort included establishing an organizational framework comprised of the leadership team, compliance reporting teams, Quality Enhancement Plan (QEP) steering committee, and staff support team; leading the process to select the QEP topic (Critical and Creative Thinking) and to kick off the project; developing an accreditation web site; and auditing dual degree and collaborative academic programs for compliance with university and SACS policies.
  • Campus Surveys: To stem over-surveying of campus populations and to reduce the University’s overall expenses for survey research, UPA consolidated multiple Qualtrics licenses across the university into a single campus license and established the NC State Survey Advisory Committee to recommend strategies for coordinating surveys.
  • Other Special Initiatives: Other key efforts included the 2020 Enrollment Plan; selection of new university peers; assisting with four leadership reviews; various large surveys (triennial baccalaureate alumni survey, National Survey of Student Engagement (NSSE), and COACHE faculty survey); and determination of university metrics for Academic Program Review, Strategic Plan, and performance funding.


  • Pat Spakes was hired as assistant director for accreditation and Mark Bodkin was hired as a coordinator
  • Nancy Whelchel was promoted to associate director and chaired the UNC Survey Work Group for General Administration
  • Trey Standish presented at two national conferences and was a finalist for a best paper award
  • Karen Helm was elected to the SACS Board of Trustees.


  • The number of UPA staff devoted to institutional research (IR) has been reduced in the last few years despite increasing campus expectations for IR and priority given to  improving decision-making. Additionally, morale is low due to the combination of a higher volume of work, fewer staff, eroding mission, and data security strategies that slow work down.


Assigned to the Provost and Listed to Begin FY 2011-2012


Refine & Invest in Areas of Emphasis

Refine our strategic areas of emphasis.

  • Sponsor campus-wide competitions for interdisciplinary teams to seek funding to encourage cross-cutting working groups and to assemble teams to address the ‘big’ societal challenges.
    Progress made: See information below on Chancellor’s Faculty Excellence Program under Increase the number of tenured and tenure track faculty.
  • Incorporate faculty input through task force and committee discussions.
    Progress made: Chancellor’s Faculty Excellence Program proposal selection committee made up of key faculty from all ten colleges, proposals selected focused on areas of strategic importance to NC State.

Increase the number of tenured and tenure track faculty.

  • Develop a program for targeted and competitive hiring of lead scholars who build opportunistic areas of strength to increase the research capacity of interdisciplinary programs/research collectives.Progress made: Began implementing the Chancellor’s Faculty Excellence Program to attract groups of scholars in strategically important areas with diverse disciplinary skills representing more than one academic department and preferably more than one college. Over 70 proposals from faculty in all 10 colleges were submitted with 17 proposals selected in 12 cluster areas. 38 new faculty will be hired as a result of this program; one hire has been made to date and all 12 clusters have searches underway.
  • Support interdisciplinary and/or cluster faculty hires.Progress made: Established working group to determine best practices for supporting interdisciplinary/cluster hires.

Enhance Student, Faculty & Staff Success

Improve student success through improved admission and enrollment management.

  • Expand out-of-state and international recruiting activities.
    Progress made: Out of state and international recruitment activities have been expanded and are yielding results.  An Intensive English Program has been created and enrollment deposits for international freshmen have doubled over the previous year. Also, international recruitment has been expanded to include India, Brazil and the Middle East. Out of state enrollment deposits are up more than 13% over the previous year. Between out of state and international students, should be approaching 16% of the incoming class for 2012.
  • Establish a new process for intra-campus transfers, including a common application on-line site.
    Progress made
    : A new system is being used in a pilot mode with CHASS and COM; EMAS is working with the colleges toward full implementation for the fall.  The system will automate processing, eliminate paper work, automate communications, and allow creation of new types of criteria for internal transfer evaluation.
  • Increase summer school enrollments, review and recommend summer school and DELTA funding models, and eliminate disparities in charges to campus students based on mode of delivery: DELTA v. lecture.
    Progress made: Established flexible length summer sessions to accommodate innovative course delivery and meet the needs of targeted populations (such as public school teachers) in summer 2012. EMAS is working with departments to increase specific summer course offerings; a new group is meeting (DELTA, EMAS, colleges) to begin piloting new hybrid courses in summer 2013. Implementing a new a tuition and fee model based on student classification rather than course classification effective with the fall 2012 semester.
  • Increase the number of international undergraduate students.
    Progress made: As noted above, international freshman deposits are increasing. Approximately 170 students will be in the Intensive English Program this fall (students conditionally admitted pending improvement in English skills). MOU’s have been signed with several prominent high schools in China and Korea that are beginning to send students. As noted above, international recruitment has been expanded to include India, Brazil and the Middle East.
  • Increase the ratio of graduate to undergraduate students.
    Progress made: Key goal of 2020 Enrollment Plan. Downward pressure has been put on the incoming freshman class, which has improved the incoming profile of the freshmen and shifted the balance of incoming students toward more graduate students.

Determine demand and scope for new Living and Learning Villages.

  • Evaluate demand for new Living and Learning Villages considering suggestions such as an Environmental-Sustainability Village and a Social Justice Village.
    Progress made: University Housing will increase the number of students in living and learning villages by 220 for the 2012-13 academic year. The Entrepreneurial Living and Learning Village will open on Centennial Campus fall 2014 as a partnership between University Housing and the Entrepreneurial Initiative.  Three other new villages are in development with themes based on wellness, sophomore success, and men’s issues.  University Housing has developed a matrix related to the funding and logistics of creating these and other new villages and is actively pursuing these ideas.

Refine university’s approach to global engagement.

  • Establish several key international hubs around the world to anchor a global network that branches out from those hubs.
    Progress made: University strategic partnership building through OIA – Facilitated the chancellor’s and UNC Board of Governors’ trips to Asia, and led 3 university delegations (6-18 faculty per trip) to visit partner institutions (University of Botswana; University of São Paulo, Brazil; University of Surrey, U.K.); NC State established partnerships with FAPESP (State of São Paulo Research Foundation) and the University of São Paulo to provide funding support for research collaborations in Brazil.
  • Increase student participation in immersive, high-impact study abroad, service-learning, global internships, and other local and global learning activities by facilitating access and creating necessary structures & programs.
    Progress made: While outgoing NC State students participating in Study Abroad has decreased somewhat (see details below under Promote undergraduate student success – Expand high impact educational experiences for undergraduates), NC State continues to seek out new avenues to provide global experiences for our students, such as NC State’s participation in the  “At Home in the World” initiative (see details below under Renew commitment to a diverse university), which looks to increase the number of underrepresented minority students studying abroad by 25%.

Promote graduate student and post-doctoral success.

  • Develop annual workshops for post-doctoral scholars, faculty, and staff on effective mentoring.
    Progress made
    : Development of new workshops in progress.
  • Develop common set of expectations for and develop and implement best practices for regular review of Graduate Faculty status.
    Progress made: Discussions ongoing.

Promote undergraduate student success.

  • Determine the appropriate number of professional advisors in each college and in DASA. (Note – was slated to begin FY 2012-13)
    Progress made: Funds have been allocated to provide additional advisor positions in DASA for students in transition.
  • Expand high impact educational experiences for undergraduates (e.g., undergraduate research).
    Progress made

    • Co-ops/Internships – Merged University Career Center and NC State Co-op Office into the Career Development Center, which provides a more streamlined experience for students and connects co-op and internship experiences more closely to students’ career goals.
    • Undergraduate Research – The Office of Undergraduate Research (OUR) provided a total of 172 student research grants to 220 students totaling $194,000. The Spring Research Symposium had  a record of 482 student participants with 252 poster presentations. OUR partnered with the University Honors Program to create the first NC State Undergraduate Research “Speed Dating” event so that students could meet researchers and learn about research opportunities. The event was attended by over 150 students and 35 faculty and will be conducted again next year
    •  Living and Learning Villages – See details above under Determine demand and scope for new Living and Learning Villages.
    • Study Abroad – The number of incoming exchange students continues to increase (from 150 in 2010-11 to 180 in 2011-12), opening more low-cost opportunities for our students to study abroad.  However, after dramatic increases during 2007-2010, the number of outgoing NC State students has declined slightly over the past two years (1113 in 2009-10, 1104 in 2010-11, 1029 in 2011-12) likely due to the stagnant economy, limited scholarship funds, and changes in financial aid policies.
    • First Year Inquiry – Twenty six courses were offered as FYI (critical thinking based instruction) courses for the current year. The choice ofCritical and Creative Thinking as the Quality Enhancement Plan topic will lead to a renewed emphasis on and the expanded development of the First Year Inquiry program at NC State.
    • General – The merging of DUAP and Student Affairs into the Division of Academic and Student Affairs brings much of the administration of high-impact experience programs under one roof and will provide opportunities for coordinated strategic development of programs.

Create a culture of continuing professional development for staff and faculty.

  • Provide periodic leadership and management training for department and unit heads.
    Progress made: Office of the Provost staff assisted Eileen Goldgeier on the development of the Strategic Transformational Leadership Program. The inaugural series will begin in the 2012-13 academic year and is open to 42 SAAOs and department heads who have an institutional perspective in current leadership roles or who have increased responsibilities as a result of strategic realignment. In addition to offering an orientation program for new department heads, the Office of Faculty Development, together with the Office of General Counsel and Human Resources, have facilitated additional specialized training for department heads, with 18 participants this year.

Renew commitment to a diverse university.

  • Recruit and retain a critical mass of diversity representation in students, faculty and staff.
    Progress made:

    • General – NC State is one of eight universities selected by the American Council on Education to participate in the “At Home in the World” initiative, a two-year demonstration project that seeks to connect diversity and multicultural education with a school’s international and globalization efforts. Faculty Diversity Liaisons: In 2011-2012, four faculty from CHASS and CVM committed to work with OIED on targeted diversity initiatives including establishing new study abroad programs in West Africa, organizing the first Hispanic/Latino Faculty Forum for UNC system institutions, and developing a national diversity advisory board for OIED.
    • Students – 2020 Enrollment Plan includes strategies to develop a diverse student body. 2012 was the inaugural year of the Chancellor’s First Year Leadership Program (cohort of 48 students), which identifies and nurtures promising first year students with the goal to improve participants’ self-efficacy, self-knowledge and leadership abilities.
    • Faculty/Staff – Faculty Excellence Program cluster search committees are consulting with Office of Institutional Equity and Diversity to recruit diverse candidate pools and recent dean searches have incorporated narratives from the ADVANCE program and have generated diverse candidate pools.

Enhance institutional pride.

  • Communicate internally and externally the success of our students, faculty and staff.
    Progress made: Ongoing efforts underway to share the successes of the NC State community through the assistant to provost for internal communications and through University Communications. Faculty Excellence recruitment efforts are providing key opportunities to showcase innovative faculty and projects to external audiences and the University Faculty Scholars program will provide new opportunities to showcase and reward rising faculty talent inside and outside the campus community.

Improve Institutional Effectiveness While Growing & Realigning Resources

Develop and implement procedures for regular review of academic programs’ efficiency and contributions to the university’s mission and goals.

  • Review quality and efficiency of academic programs through an ad hoc, intensive campus-wide program evaluation.

Progress made: The Review of Academic Programs (Academic Effectiveness and Efficiency) Task Force, meeting since July, determined metrics and distributed central data to departments/programs for review, solicited additional qualitative info from departments/programs, and is currently preparing program, college and university-level recommendations. Preliminary task force results were presented to the Board of Governors in April 2012.

Improve processes for providing support to the research enterprise.

  • Develop and implement standard approaches for administrative processes such as start-ups and cost-sharing.
    Progress made: Together with the vice chancellor for finance and business and the vice chancellor for research, innovation and economic development, implemented a centralized faculty start-up and retention funding requests process that utilizes a central pool of funds to cover approximately 25% of costs with the colleges/units covering the remaining 75%.