2014-2015 Annual Report

Annual Processes

Budget: With the vice chancellor for finance and administration, Provost Arden administered the $1.4 billion FY 14-15 budget. Funds distributed from Provost’s Reserves in FY 14-15: $28.9M in one-time funding and $8.9M in continuing funding. Key efforts undertaken related to budget included: enrollment projections and funding requests; tuition requests (Campus Initiated Tuition Increase (CITI)) – for FY 15-16 and FY 16-17); overall Strategic Resource Management (SRM) process; and implementation of two key SRM initiatives discussed below under Strategic Initiatives: COE Program Enhancement Fee and Common Internal Allocation Methodology for Enrollment-related Academic Funds.

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 2014-15 cycle resulted in 40 faculty reappointments and 100 faculty reviewed for tenure and/or promotion, of which 96 were approved. Faculty promotional increases are now 6% (assistant to associate professor; previously 5%) and 8% (associate to full professor; previously 7%). This increase has been well received by the colleges and should help retention.

Academic Programs:

  • New Undergraduate Degrees: B.S. Biomedical and Health Sciences Engineering joint degree w/ UNC-CH (approved); B.A. Biological Sciences (Appendix C at UNC-GA).
  • New Undergraduate Certificates: Renewable Energy Assessment DE; Leadership in the Public Sector
  • New Graduate Degrees: Geospatial Analytics PhD (Appendix A at UNC-GA); Doctorate in Design (Appendix C in campus process); Master’s of Statistics DE (approved); MEd Clinical Mental Health Counseling DE (Appendix G at UNC-GA); MEd College Counseling and Student Development DE (Appendix G at UNC-GA); MEd School Counseling DE (Appendix G at UNC-GA); M.S. Electric Power Systems Engineering DE (Appendix G at UNC-GA); M.S. in Forensic Science (Appendix C in campus process)
  • New Graduate Certificates: Applied Statistics & Data Management; Statistics Education; Digital Humanities; Operations and Supply Chain Management; Finance; Marketing
  • Degree Consolidations: Foreign Languages & Literatures (consolidated five majors into one with this new degree); B.A. Women’s and Gender Studies and B.A. Africana Studies discontinued and now offered as concentrations in Interdisciplinary Studies; PhD in Physiology discontinued and now offered as a concentration in Comparative Biomedical Sciences.
  • Degree Discontinuations: B.S. Business and Marketing Education (approved); PhD in Counseling & Counselor Education (in campus process); PhD in Science Education (in campus process); M.Ed & M.S. in Business and Marketing Education DE (in campus process)
  • Inter-Institutional Arrangements: NC Central & NCSU Dual Degree: B.S. in Electrical Engineering & B.S. in Physics

College and Unit Leadership:

  • Reviews: Conducted leadership review for dean of College of Education; Jayne Fleener has returned to the faculty and Mary Ann Danowitz is serving as interim dean, effective July 1, 2015.
  • Staff changes: Special assistant to the provost Laura Severin returned to the faculty full-time on June 30, 2015 after two years of coordinating the Chancellor’s Faculty Excellence Program’s successful recruitment efforts. Responsibilities for faculty recruitment and retention efforts, including CFEP, have become part of Margery Overton’s responsibilities as vice provost for academic strategy. Key retirements this year included Dean of the College of Sciences Dan Solomon, Vice Provost for Faculty Affairs Betsy Brown and Vice Provost for Institutional Equity and Diversity Joanne Woodard. Named Amy Circosta as interim vice provost for institutional equity and diversity, effective June 15, 2015. Chris Hitch resigned as director of the Shelton Leadership Center, effective June 19, 2015; Debbie Acker was appointed interim director, effective July 1, 2015.
  • Searches: Completed successful national searches for dean of the College of Sciences (William Ditto) and vice provost for faculty affairs (Katharine Stewart). Began search for dean of the Poole College of Management and restarted the search for dean of the College of Textiles. Provost Arden is also serving as chair of the nomination committee for vice chancellor for finance and administration.

Highlights from Office of the Provost Units

Brief reports 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; Division of Enrollment Management and Services; Office of Faculty Development; Office for Institutional Equity and Diversity; Office of Institutional Research and Planning; Office of International Affairs; Office for Outreach and Engagement; McKimmon Center for Extension and Continuing Education; NCSU Libraries

Other Units Included: The Graduate School; Biotechnology Program; Entrepreneurship Initiative; Institute for Advanced Analytics; Science, Technology, Engineering and Math Initiative; Shelton Leadership Center

Strategic Planning

FY 2012, 13 and 14 Implementation Plan: Gathered data to report on completion of the first three-year implementation plan. Report presented by the chancellor in Fall 2014.

New Implementation Plan (FY 2015, 16 and 17): Developed new implementation plan based on ideas and input from university leaders. Plan was released to campus in October 2014. See Appendix B for progress made on specific initiatives assigned to the provost.

Metrics: Continued to track progress and identify annual trends.

Strategic Initiatives

Strategic Resource Management (SRM) Process: Provost Arden and Vice Chancellor for Finance and Administration Leffler oversaw the SRM working group, which developed recommendations to reduce or avoid cost, generate new revenue or realign for greater effectiveness in support of the University’s strategic objectives. Phase I recommendations, submitted to the chancellor and approved to move forward in May 2014, addressed: Common Internal Allocation Methodology for Enrollment-related Academic Funds; Differential/ Premium Tuition and Fees; Growth of Doctoral Education and Internal Transfer. FY 14-15 progress on specific Phase I initiatives is detailed below. Phase II recommendations, approved to move forward in spring 2015 under the auspices of the provost and VC Leffler, addressed: Satellite/Off-campus Facilities; Self-supporting Programs; Position Analysis and Outsourcing (Specific Opportunities). Charge letters for Phased II recommendations were distributed in July 2015. Details of the SRM process and initiatives are available at go.ncsu.edu/srm.

SRM Initiative: Common Internal Allocation Methodology for Enrollment-related Academic Funds: The Budget Restructuring Task Force was charged in July 2014 with evaluating the current multiple internal allocation methodologies for academic funds related to the delivery of new credit hours and developing one consistent internal resource allocation methodology. Four potential models were submitted for consideration and, based on reviews by Provost Arden and VC Leffler and discussion with the deans, the implementation of the following model will be further evaluated during the 2015-16 academic year with a view to implementation in 2016-17: 1) New funds will be allocated 50% based on projected enrollment change (increases or decreases), with 50% remaining to be distributed based on strategic priorities; 2) the enrollment change portion will use the Budgeted Average Teaching Salary for each 2 digit OUC that is eligible for an allocation and 3) the calculation will be based on the change in Student Credit Hours projected at the 2 digit OUC level, as compared to the prior year’s target.

SRM Initiative: Premium Tuition for Targeted Master’s Programs: An SRM team led by Duane Larick and Maureen Grasso met throughout the year and is currently preparing recommendations, including two process documents: (1) A Protocol and Timeline for Premium Tuition Proposals and (2) A Guide to Writing a Proposal for Premium Tuition.

SRM Initiative: College of Engineering Program Enhancement Fee: An SRM team led by Louis Martin-Vega was charged in September 2014 with preparing a comprehensive report to include an analysis and set of recommendations regarding the implementation of a program enhancement fee for students in the COE. Based on the report submitted to the chancellor in October 2014, a fee request was presented at the November 2014 BOT meeting to rename and raise the current Engineering Computer Fee to $1000 over the next two years ($500 fee in Fall 2015, $1000 fee in Fall 2016) to encompass not just student computing in the specialized engineering environment but also offer innovative education experiences to a significantly greater number of both undergraduate and graduate engineering students. The BOT approved the recommendation and the request was submitted to the BOG and approved in February 2015 as part of the biennial tuition and fee process. Another request will be submitted in the next biennium to raise the fee an additional $500 to $1500 in Fall 2017.

SRM Initiatives: Revise GSSP and Incentivize Inclusion of Graduate Stipends in Grants: An SRM team led by Duane Larick and Maureen Grasso met throughout the year and is currently preparing recommendations.

SRM Initiative: Provost’s Doctoral Fellowships: The provost provided 60 one-time recruiting stipends ($1.2M total allocated) as a AY 2014-15 pilot to target doctoral enrollment in programs with capacity for doctoral enrollment growth (faculty, space, etc.), capacity to provide research funding to convert all additional new students recruited to external (non-state supported) funding in year two (and beyond), and that impact total requirement (through the enrollment funding formula) in the most substantial way. Sixty-seven stipends (approx. $1.5M total) will be allocated for Fall 2015. The results of the first two years of this initiative are being reviewed by an SRM team tasked with recommending strategies for growing doctoral education; based on the outcome of that review, up to 100 recruiting stipends may be proposed for Fall 2016.

SRM Initiative: Doctoral Enrollment Market Analysis: The Enrollment Planning Committee (EPC) was originally tasked with this item, but has been delayed due to its work on the biennial enrollment process. Instead, the EPC is working with Education Advisory Board to complete the market analysis.

SRM Initiative: Manage All Transfer Efforts Centrally: Internal and external transfer admissions were centralized in EMAS as of June 1, 2015. EMAS will work closely with colleges and departments as this transition is made and analysis of internal transfer requirements will be ongoing.

SRM Initiative: University College: An implementation team led by Vice Chancellor and Dean for the Division of Academic and Student Affairs (DASA) Mike Mullen developed a plan to create a University College within DASA. Vision for the new unit: The University College seeks to promote the academic success of all students, and especially exploratory and transitional students, by creating a community of practice (i.e. academic advisors, faculty, as well as academic and student affairs professionals) with shared assumptions, beliefs, scholarship, and best practices. DASA has undergone an internal reorganization effective July 1, 2015 to facilitate the creation of the University College.

2025 Enrollment Plan: The Enrollment Planning Committee has been developing a 2025 Enrollment Plan, currently in early draft form, to be completed later this year.

Data-driven Annual Review of Colleges: Continued to refine a data-driven review (metrics regarding academic performance, research performance, student success, fiscal trends, etc.) of each college as part of the deans’ annual reviews. Annual meetings included Vice Chancellor Leffler, Interim Vice Chancellor Vouk and Senior Vice Provost Lelik. New components this year: Online institutional data profiles created by Office of Institutional Research and Planning; provided budget and expenditures data for each college and a breakdown of how permanent and one-time allocations from provost’s reserves have been used.

Chancellor’s Faculty Excellence Program (CFEP):

  • Cohort 1 (12 clusters): Progress continues, with 41 faculty hired to date in the 12 clusters. Hiring is now complete in the following ten clusters, with the number of hires shown in parentheses: Bioinformatics (4), Digital Transformation of Education (5), Environmental Health Science (4), Genetic Engineering & Society (3), Geospatial Analytics (3), Global Environmental Change and Human Well-Being (3), Innovation + Design (2), Personalized Medicine (5), Synthetic and Systems Biology (4) and Translational Regenerative Medicine (3). Three hires remain open in the two clusters that have not completed hiring: Data-Driven Science (3 of 4 hired), Forensic Sciences (2 of 4 hired). CFEP costs for the hires to date (as of August 5, 2015): total $29.8M and include $5.8M in continuing costs, $17.4M in one-time start-up costs and $6.6 M in one-time space renovations.
  • Cohort 2 (8 clusters): A call for new CFEP proposals went out in October 2014. Forty-nine pre-proposals were received; thirteen clusters were invited to submit full proposals. Eight new clusters, receiving a total of 33 new positions, were announced in April 2015: Carbon Electronics (5 positions), Emerging Plant Disease and Global Food Security (4 positions), Global Water, Sanitation and Hygiene (4 positions), Leadership in Public Science (4 positions), Microbiomes and Complex Microbial Communities (4 positions), Modeling the Living Embryo (4 positions), Sustainable Energy Systems and Policy (4 positions), and Visual Narrative (4 positions).
  • Revised funding model: CFEP Cohort 1 funding model was 70% provost/30% colleges for continuing costs and 25% provost/75% colleges for one-time start-up costs. Based on an analysis of actual costs of the hires to date, the CFEP Cohort 2 funding model will be revised to 100% provost/0% colleges for continuing costs and 50% provost/50% colleges for one-time start-up costs.
  • Annual symposium: Held the CFEP Symposium: A Celebration of Interdisiplinarity on May 1, 2015 which had RTI President Wayne Holden as keynote speaker and featured panelists from the eight new clusters in the second CFEP cohort. Approximately 100 people attended.

University Faculty Scholars: The 2014-15 cohort of 18 scholars was announced in November 2014, bringing the total number of scholars to 60. Nominations for the 2015-16 cohort are due to the provost in September 2015. This continues to be a very effective program to recognize, reward and retain top NC State faculty.

EAB Student Success Collaborative Campus Software Platform: After a year of evaluation and piloting, investments will be made in a partnership with the EAB Student Success Collaborative (SSC) to use their SSC Campus software platform. The platform will provide our advisors, advising administrators, and our tutoring programs with very strong and flexible tools to advance how we advise and to assess that advising. Work with EAB began July 1, 2015 and will continue through June 30, 2018. Examples of the benefits this software will provide: estimates of academic risk, comprehensive case management, targeted student campaigns, advising and tutoring scheduling, targetable early alerts, and administrative impact reports on advising and tutoring.

College Restructuring:

  • College of Education: CEd began the process of consolidating from four to three departments, with Elementary Education and Curriculum, Instruction & Counselor Education to become a single department to be named the Department of Teacher Education and Learning Sciences. The college has also re-designed its Doctor of Philosophy degrees (consolidating from five to three, eliminating Counselor & Counselor Education and Science Education and renaming three degrees) to align with the three departments. The re-designed degrees (open to students enrolling for Fall 2016) are: Educational Leadership, Policy & Human Development (formerly Educational Research & Policy); Learning & Teaching in STEM (formerly Mathematics Education); Teacher Education & Learning Sciences (formerly Curriculum and Instruction).
  • College of Agriculture and Life Sciences: CALS created an Innovation and Efficiency committee to explore the best structure and organization for the college through consideration of the following questions: How can the college can best invest its state and federal resources? How can the college balance the need for more faculty with the need for faculty programmatic support? Is the college structured for future opportunities – could a different structure be more strategic and maximize resources better? Provost Arden has participated in some of these discussions and will continue to work with the college on this effort in the coming year.

Reaffirmation of Accreditation by SACS: Completed successful site visit in March 2014 for NC State’s reaffirmation of accreditation by the Southern Association of Colleges and Schools Commission on Colleges (SACSCOC). After careful consideration of NC State’s reaffirmation report and on-site visit, SACSSOC found NC State to be compliant with all core requirements. Recommendations were received in two key comprehensive standards regarding assessment of learning and faculty credentials, both of which have been addressed through new regulations. The final report was submitted in late September 2014. The SACSCOC Board of Trustees reaffirmed NC State’s accreditation in December 2014 with a request for a monitoring report due in September 2015.


The Office of the Provost has squarely focused its efforts this year on maintaining the momentum of NC State’s Strategic Plan. We have worked especially hard to stabilize and institutionalize several major strategic initiatives, especially those connected to student success and faculty excellence, while also ensuring that we will have the resources available to implement the next three years of the Strategic Plan. This year has also been one of change and transition, with the departure of several key leaders and the continuing evolution of our organizational structures. We remain committed to keeping NC State focused on its strategic goals in the year ahead, with specific emphasis on connecting the campus community with newly developed resources for student and faculty success.


Highlights from Vice Provost Units

Distance Education and Learning Technology Applications (DELTA)

Program Statistics

  • Academic Program and Course Development: Collaboration with faculty provided support for large course redesign projects in six gateway courses, blending online and classroom learning to optimize learning outcomes. DELTA grants supported ten new course development projects in high demand subjects to help students make progress toward degree. Program development support launched three new graduate certificates and one new graduate degree to facilitate online access to learning opportunities, and supported three additional certificates in development.
  • Training and Support: Disseminated best practices in creating and teaching online courses, including evaluation of seven courses using the Quality Matters rubric, development of instructional videos on course design redesign, and a summer workshop series with 207 faculty, staff, and graduate student participants.
  • Testing Services: Output continued to expand with an average annual increase of 21%. In FY 14-15, 43,445 exams were proctored at two NC State locations, with another 4,511 exams arranged at remote locations.
  • Addressing Workforce Needs: Eleven environmental scans were conducted to gauge demand for new and ongoing certificates and degrees and to identify enrollment barriers. Strategic marketing initiatives were initiated and developed for 14 DE programs. Identified DE programs that meet state and national career and employment growth trends to correlate access to learning opportunities with a career path.


  • The launch of My Mediasite facilitated options for anytime, anywhere recordings of course content and review sessions, accessible by students via mobile devices.
  • Implementation of gamification elements to reinforce basic concepts and facilitate interaction included the launch of the Trot to Trophy learning game for ANS 110 and a Moodle gamification module for PRT 266.
  • The use of 360 degree photography to show entire indoor or outdoor environments was piloted in a food security course and a land management course.
  • Wolfware Outreach was created as a university-wide, enterprise-level learning management system platform and service to support outreach and engagement non-credit activities in collaboration with Academic Outreach and Entrepreneurship and the Office of Information Technology.


  • John Gordon, broadcast and emerging media manager, received the Media Communications Association-International Media Festival’s highest honor Gold Reel award in the editing category.
  • DELTA staff also won several Silver Reel and Bronze Reel awards in recognition for videos that demonstrated their creativity and advancement in technical applications.
  • Adalia Ann Jessica Sova joined DELTA as assistant vice provost for business operations.


  • Resolution of the DE tuition differential posed challenges for some DE programs, necessitating marketing and recruitment efforts to enroll unique DE students.
  • Changes proposed by the Budget Restructuring Task Force may mean additional challenges that could affect our ability to offer access to quality educational opportunities to students wherever located.
  • Continued campus student demand for DE courses constrains our ability to provide capacity for unique DE students; without the funding generated by those unique DE enrollments we will have fewer resources to offer seats and sections.

Division of Enrollment Management and Services (EMAS)

Program Statistics

  • Recruitment efforts within the state and beyond have led to the most academically prepared freshman class in the university’s history. Projected average SAT, for example, is 1251. Admitted class is expected to have 48% female students, which is the highest on record, and have 73% of students classified as “white”, which would be lowest on record, suggesting gains in overall student diversity.


  • Expanded efforts to increase recruitment and yield of underrepresented minority students: Developed Native Education Forum, which is being held during Summer 2. Program will have 24 Native American high school juniors and senior staying on-campus taking a college-credit class taught by a Native American faculty member. Hosted Pack Preview events for URM and first-generation students in four cities with 972 individuals in attendance. Developed new materials for first-generation students – “Road Map to College” for prospective students and “1st Generation Guide” for admitted students.
  • Expanded international recruitment and yield activities: Visited Washington, D.C. embassies of countries that sponsor undergraduate students to study in the United States. Signed an MOU with Embassy of Oman and enrolled nine sponsored students. Recruited in China, India, Korea, Bangladesh, Saudi Arabia, UAE, Jordan, Morocco, Bahrain, Qatar, and Kuwait. Held admitted student events in Delhi and Bangalore, India; as well as, Shanghai, Beijing, and Hangzhou, China.
  • Continued focus on domestic, out-of-state recruitment: Targeted 19 states for recruitment: California, Connecticut, Florida, Georgia, Illinois, Maryland, Massachusetts, Minnesota, New Hampshire, New Jersey, New York, Ohio, Oregon, Pennsylvania, Tennessee, Texas, Virginia, Washington, and Wisconsin. Visited 147 out-of-state high schools, and used Skype at additional schools.
  • Enhanced efforts to recruit transfer students and improve their success at NC State: Created a Transfer Admissions Center at Joyner Visitor Center, which is staffed with Admissions personnel; 700 students visited in 2014. Created Degree Pathways that map community college coursework to NC State degree completion. Changed transfer admissions processing to improve timing of decisions, so that students could be advised more appropriately.
  • Parent and Family Services: Integrated Parent and Family Services into EMAS; expanded parent visitation event participation by one-third and created new events like “Sibling Day” and First-Generation Picnic.
  • Student Success One-Stop: Began implementation of the virtual Student Success One-Stop with an anticipated late-Fall release; conducted a space study to inform options for the physical One-Stop.
  • Consolidated campus timetables: Created a new campus timetable for class meeting patterns that consolidates Centennial and Main Campus class times; this should make scheduling easier for students, improve classroom utilization, and facilitate innovation in pedagogy.
  • PEP work program: Created a campus work program in partnership with the Office of the Provost (Provost’s Professional Experience Program – PEP) to be implemented in Fall 2015 and administered through the Office of Scholarships and Financial Aid.
  • Internal transfer: Convened a taskforce to look at centralization of Change of Degree Application (CODA), which included development of guiding principles. As of June 2015, the CODA process is centralized within EMAS and has been working well; some changes to college requirements are already being proposed.
  • New policies: Developed new suspension and satisfactory academic progress policies that align campus policies with federal financial regulations to improve student outcomes.


  • While many enhancements have been made within the division, EMAS continues to seek ways to improve the student experience. New positions are needed to coordinate 1) Summer School and CODA and 2) Non-Traditional Programs.
  • Funding for a physical One-Stop shop also needs to be planned, primarily for one-time facility renovations as personnel needs will be mostly reallocated from existing sources.

Office of Faculty Development (OFD)

Program Statistics

  • New Faculty Orientation: 24 new faculty members from nine colleges attended the orientation in August 2014.
  • Workshops: OFD held more than 40 workshops on a range of topics focused on teaching and learning, faculty career development, and community engagement, with a total of over 650 registered participants.
  • Symposium of Teaching and Learning: OFD hosted the annual symposium which included a keynote address by author Linda Nilson, a poster session with 30 faculty presenting and an awards luncheon with 125 attendees.
  • Thank-a-Teacher: Students sent in 747 submissions in 2014-15 to thank faculty who have had a positive impact on them as students. Recipients were honored at fall and spring receptions.
  • Scholarship of Teaching and Learning (SoTL) Institute: OFD offered the (SoTL) Institute in May 2015. This year, the Institute hosted 12 scholars in developing SoTL scholarship through 3-days of intensive workshops and a series of follow-up meetings during the upcoming year.
  • Other programming: In collaboration with the vice provost for faculty affairs, the OFD staff supported a number of leadership development opportunities for faculty and department heads. These include Leadership for a Diverse Campus (12 participants), the sixth workshop growing out of the NSF ADVANCE grant designed to identify and support emerging leaders, Orientation for New Department Heads (9 participants) and brown bag discussions for department heads (14 participants).


  • This year saw some significant changes from the previous academic year because of feedback from OFD’s faculty clients. A new intensive institute on the scholarship of community engagement was implemented, the timing of workshops sessions was altered to better accommodate class schedules, and OFD led the QEP implementation team in the development and implementation of a comprehensive evaluation of faculty development efforts related to the program.
  • Community Engagement Institute: The development and implementation of the Community Engagement Institute is a big step in solidifying the OFD’s commitment toward supporting engagement at all levels. In addition, the Community Engaged Faculty Fellows (CEFF) have been more closely supported over the past year, resulting in a more active group and new inductees. This year, the CEFF selected four new members: Kate Annett-Hitchcock (Textile and Apparel, Technology & Management), Willa Casstevens (Social Work), Diane Chapman (Leadership, Policy, and Adult & Higher Education) and Jay Levine (Population Health & Pathobiology).


  • Vice Provost for Faculty Affairs Betsy Brown retired at the end of June; after a successful search, Katharine Stewart was appointed as the new vice provost for faculty affairs.

Office for Institutional Equity and Diversity (OIED)

Program Statistics

  • The Equal Opportunity Institute: EOI is a unique program designed to bring together students, faculty, staff and community members under the common goal of understanding equal opportunity and enhancing cultural competence. Registration for EOI hit record numbers in the past year and continued growth is expected.
  • Diversity Education Week: This year’s events connected with NC State’s “Think and Do” motto. The week saw increased community participation, highlighting diversity at the university by incorporating nearly two dozen high­quality interactive and student­driven programs.
  • Building Future Faculty: The BFF Program, designed to help and encourage aspiring faculty from diverse backgrounds and disciplines to prepare for a faculty career, had 34 participants this year.
  • Diversity Digest: OIED’s weekly e­newsletter was redesigned and increased its subscriber base from 803 to 1165, a 45.1% increase over last year.
  • University Diversity Mini­Grant Awards Program: OIED sought proposals from faculty and staff for the implementation of diversity and inclusion initiatives and research projects that further NC State’s academic mission. Nine proposals were awarded, totaling $23,097.


  • Relocation of campus community centers: With the completed renovation of the Talley Student Union, three of the campus community centers ­­ the GLBT Center, Multicultural Student Affairs, and the Women’s Center ­­ are now located in the expanded student union. OIED is hopeful that having the centers in close proximity to each other, and in the hub of student activity, will create new synergies and collaboration in programming, more efficient use of resources, and more student participation.
  • Staff initiatives: Two new affinity groups (Latin@ Student Support Network and Asian/Asian American Community) were formed, and a major web-based program (Connect with NC State) was created by the Staff Diversity Advisory Board to provide easy access for all university employees to attend traditional events and visit special locations that exemplify the welcoming, inclusive institution that NC State is.
  • At Home in the World: This student organization grant program, co­sponsored by OIED and the Office of International Affairs, supported the creation of new/significantly­enhanced co­curricular programs, events, and activities which collaboratively promote cross cultural understanding and competencies.
  • Civil Rights Alternative Service Break: Multicultural Student Affairs, the Women’s Center, and the Center for Student Leadership, Ethics and Public Service partnered to offer a Civil Rights Alternative Service Break experience. The Fall Break service trip included site visits and volunteering opportunities to the Greensboro Civil Rights Museum, NC A&T University, and the MLK birthplace site.


  • Vice Provost for Institutional Equity and Diversity Joanne Woodard retired in June after 30+ years at NC State; Amy Circosta was named interim vice provost.


Recommendations for OIED in the upcoming year include:

  • Consideration of the OIED structure moving forward, and possible modifications to further enhance synergies realized by bringing diversity­ and equity­related units under one department;
  • Ientification of resources to address the university’s critical diversity and equity needs; and
  • Discussion of a collaborative strategy to broaden the responsibilities of individuals and units in meeting the university’s diversity goals.

Office of Institutional Research and Planning (OIRP)

Program Statistics

  • Data and Consulting Requests: OIRP responded to almost 200 ad hoc information requests and completed more than 70 cyclical reporting projects, ten major campus-wide survey administrations and numerous other data collection activities during a period of significant staff turnover and leadership change.


  • SACSCOC Accreditation: OIRP provided the organizational framework and crucial documentation for the decennial compliance certification process, culminating in a Southern Association of Colleges and Schools Commission on Colleges (SACSCOC) reaffirmation of accreditation on December 4, 2014.
  • Enrollment projection tool: Created an online environment for collection of biennial enrollment targets from the colleges and for concomitant year-round access to enrollment trend displays for ongoing planning activities.
  • Institutional data profiles online for college annual reviews: This newly-developed summary report allows for the online viewing and download of college metrics over a ten-year period. It has demonstrated proof of concept for new initiatives in the coming year to deploy additional online datasets for other institutional planning and evaluation exercises (e.g., department evaluations, academic program review).
  • New survey regulation and SOP: A new regulation and SOP were developed in order to reduce over-surveying of members of the NC State community, which is having a negative impact on the ability of the university and its various units/divisions to use surveys and survey data to provide sound metrics for accreditation, strategic planning, program assessment, and other essential university-related functions.
  • Documentation of faculty credentials: In summer 2014, the university adopted a new regulation and standard operating procedures for justifying, approving, and documenting faculty credentials including transcripts and other evidence of professional achievement. The regulation and SOP were developed to ensure compliance with standards established by the university’s accreditor, SACSCOC. A campus task group led by OIRP in spring 2015 developed recommendations for a workflow strategy, technical solution and reporting strategy to create and manage a central repository for faculty credentials.
  • Repository for engagement activities: Worked with the Office of Outreach & Engagement to develop an accessible repository of NC State engagement activities to highlight the University’s commitment to service and to disseminate engagement findings and outcomes in ways that are meaningful and useful.

Office of International Affairs (OIA)

Program Statistics

  • Events: Organized over 20 global campus-wide events for faculty, staff, and students impacting nearly 58,000 people including the International Zone at Packapalooza and International Education Month.
  • Study Abroad: NC State increased overall study-abroad participation by 6% compared to the previous year, and study abroad participation by racial/ethnic minority students increased 44% in the past three years through the At Home in the World initiative.
  • International enrollment: International enrollment at NC State increased by 10.5% (3,774 in Fall 2014 vs 3,413 in Fall 2013), with students coming to NC State from more than 117 countries. NC State ranks 1st in the state and 38th nationally in international student enrollment.
  • Support for faculty international activities: OIA funded six Internationalization Seed Grant Proposals (out of 21) for a total of $30,000; seven research collaboration proposals (out of 13) for a total of $60,000 for the University Global Partnerships Network; five research collaboration proposals (out of 29) for a total of $50,000 for the University of Adelaide. With FAPESP (Fundação de Amparo à Pesquisa do Estado de São Paulo) funding, four proposals were funded for the collaborative research between NC State faculty and collaborators in the State of São Paulo. OIA units also made significant progress in leading and facilitating faculty for international grant development, obtaining a total of $800,000 from multiple foundations and sponsored programs, and assisting on a $1.5 million grant for the College of Education.


  • International partnerships: OIA facilitated the signing or renewal of 25 MOU and agreements with a focus on more strategic partnerships; hosted 35 delegations for a total of 148 visitors who met with faculty and university leaders, conducted research seminars and workshop sessions; and strengthened the University Global Partnership Network (UGPN) by hosting the UGPN Conference at NC State in March 2015.
  • Increasing Study Abroad participation: OIA developed three new initiatives to further increased study abroad enrollment: 1) joined the Generation Study Abroad national campaign with an aspiration goal to contribute by increasing both overall and underrepresented enrollments by 50%, 2) awarded President Obama’s 100,000 Strong in the Americas grant to increase study abroad participation and strengthen strategic partnerships in Costa Rica, and 3) awarded a French Embassy grant “Transatlantic Friendship & Mobility Initiative” to increase study abroad/student exchange with France.


  • NAFSA, the Association of International Educators presented NC State with the 2014 Senator Paul Simon Award at a November 2014 ceremony in Washington, D.C. and profiled NC State in the 2014 edition of Internationalizing the Campus: Profiles of Success at Colleges and Universities.
  • OIA recognized 18 faculty nominees and seven award recipients at the 5th Annual Global Engagement Exposition for excellence in global engagement in multiple categories.

Office for Outreach and Engagement (OEO)


  • Tracking NC State engagement activity: OEO worked with OIRP to develop an accessible repository of NC State engagement activities and initiatives to use as a foundation to highlight the scope and depth of NC State’s commitment to engagement.
  • APLU CICEP meeting: OEO planned, organized and conducted Association of Public and Land-grant Universities Commission on Innovation, Competitiveness and Economic Prosperity summer meeting at NC State on behalf of the chancellor in May/June 2015. The event shared best practices in economic development, technology transfer and entrepreneurship to help higher education institutions build partnerships with government, industry, research and economic development organizations.
  • O&E awards ceremony: The unit held the annual Outreach and Engagement awards ceremony in April 2015 at the McKimmon Center. The event, attended by 225 people, represented the breadth of university outreach activities and featured the presentation of 16 service-related awards.
  • Carnegie community engagement classification: The Carnegie Foundation for the Advancement of Teaching recognized NC State’s continued culture of student service and engagement by again classifying the university as a community engaged institution. A committee of 24, chaired by Vice Provost for Outreach and Engagement Terri Helmlinger Ratcliff and University Distinguished Professor-at-large Emeritus Ellis Cowling, spent three months assembling information to submit the re-classification application in April 2014. Since 2006, the committee reports that NC State students, faculty and staff have completed more than 65,000 hours of community service
  • New strategic plan: OEO unveiled a new strategic plan, “The New Engagement: A Bold Statement of Colliding Concepts Transcending Traditional Solutions,” in March 2015. The plan includes a targeted approach to outreach and engagement that: focuses on resources, eliminates duplication, harnesses valuable expertise, analyzes gaps and facilitates opportunities for stronger partnerships.


  • Mary Haskert (Psychology) and Francis de los Reyes (Civil, Construction and Environmental Engineering) were awarded the University’s 2015 Alumni Outstanding Extension Awards.
  • NC State was named to the 2014 President’s Higher Education Community Service Honor Roll which recognizes institutions of higher education that support exemplary community service programs and raise the visibility of effective practices in campus community partnerships.
  • The APLU named NC State, along with three other universities, as a winner in its second annual Innovation and Economic Prosperity Awards program. NC State was singled out for the “Place” award, given in recognition of “its reinvention of the very notion of what a research park should be.”

McKimmon Center for Extension and Continuing Education

Program Statistics

  • As a unit, 3,332 events (increase from 2,632 for FY 13-14) were held and 241,991 participants (increase from 232,630 for FY 13-14) attended these events.
  • McKimmon Conference and Training Center: MCTC increased its private sector business by 13% over last year, serving companies such as Danis Construction, Time Warner Cable, Neely, Brien, & Wilson Law Firm, SoftPro, Radiant Logic, and Aloft Raleigh. $189,645 of additional revenue was received by MCTC for meeting space and equipment rental.
  • Office of Professional Development: OPD shared a total of $500,064 with 19 clients (both campus and off campus) who hired OPD for events management services, which is an increase of $84,173 over 2013-2014. The Certificate of Social Media Management, offered by Technology Training Solutions, sold out each of the six times it was offered to 62 participants and generating revenue of $43,090.
  • Customized, Contractual Education: CCE sold specific training programs to 21 organizations (same number as FY 13-14) for 2,070 participants (increase of 35% from FY 13-14) with gross revenues of $148,073.
  • Center for Urban Affairs & Community Services: The Center was awarded 11 contracts totaling $22,431,234 and continued their 23 year partnership with NC Department of Public Instruction statewide testing and accountability program.
  • Osher Lifelong Learning Institute: OLLI met is membership, enrollment and fundraising goals by the end of June 2015, with 1,525 members (9% increase over previous year); $30,593 (13% of members gave) in donations; and offered 99 short courses with an enrollment of 3,814 (compared to 100 short courses with an enrollment of 3,721 for FY 13-14)
  • Upper Coastal Plain Learning Council: The Council impacted K-12 youth development in eastern NC by increasing its school year offerings and expanding its summer enrichment camps from 10 to 11 camps. Sixty-three local teachers were provided supplemental employment and 40% of registered students were of minority status.


  • Seven employees of Marketing, OPD, and MCTC earned the Certified Program Planner Designation this fiscal year from the Learning Resources Network.


  • The challenges for this unit continue to be the ability to offer continuing education and professional development programs as an integrated division without excessive restraints from the university. The unit functions within a primarily self-supporting environment and relies on its programmatic and management expertise to thrive. We compete daily, not only with external competitors, but also internally with other campus units.

NCSU Libraries

Program Statistics

  • Research collections: There were over 14 million total uses of the collection this year, 9% more than last year.
  • Fundraising: Raised $2,498,471 in gifts and new commitments, 7% more than in 2013/14, and increased cash/equivalent gifts (including bequests) by 275%. Significant gifts include a $750,000 bequest expectancy and a $333,000 grant from the Andrew W. Mellon Foundation.


  • Alternative Textbook Project: Launched project this year, saving students more than $200,000/semester. D. H. Hill
  • Makerspace: Opened new Makerspace in the D. H. Hill Library, offering 3D printing and digital fabrication.
  • Space/service utilization: Increased collaborative study spaces and seating at the D. H. Hill and Hunt libraries and created a single service point (Ask Us center) in the D. H. Hill Library. Based on the success of the Faculty Research Commons at the Hunt Library, work is underway to create a new Faculty Research Commons at D. H. Hill, with completion estimated in early 2016.
  • National leadership: The Libraries are leading national, collaborative efforts to curate unique digital scholarly content and provide access to it for researchers. As part of a national strategy for long-term preservation, the Libraries is a founding member of the Academic Preservation Trust, a node of the national Digital Preservation Network.


  • The “21st-century” Hunt Library was featured in NC State’s Innovation and Economic Prosperity University “Place” Award from the APLU and won the Architizer’s “A+ Popular Choice Award,” Digital Humanities Awards “Best DH Data Visualization” (Virtual Paul’s Cross Project) and the Urban Land Institute’s Triangle “J.W. Willie York Award for Innovation.”


  • Major appointments: Several key appointments were made this year – Steven Morris as associate director for the Digital Library; Hilary Davis as head of Collection Management and director of Research Data Services; Leia Droll as executive director of Development; Mike Nutt as director of Visualization Services; Chris Tonelli as director of Communication Strategy; and Joseph White as director of Finance and Business.
  • Accolades: Patrick Deaton, associate director for Learning Spaces and Capital Management, participated in the highly selective 2013-15 Association of Research Libraries Leadership Fellows Program. Maria Collins, head of Acquisitions and Discovery, won the American Library Association’s “Ulrich’s Serials Librarianship Award.” Adam Rogers, Emerging Technology Services librarian, won the Library Journal “Movers and Shakers” Award. Rob Rucker, head of Research and Information Services, was selected to attend the CLIR/EDUCAUSE Leading Change Institute.


  • Moving forward, the Libraries’ most critical challenges involve growth capacity in our facilities for both users and collections, sustaining a strong research collection in the face of ongoing inflation and declining budgets, and maintaining staff size and capability to meet the university’s changing needs.

Highlights from Other Office of the Provost Units

The Graduate School

Program Statistics

  • Thesis and Dissertation Support Services: TDSS offered 30 writing workshops and two Dissertation Institutes that were attended by approximately 650 students.
  • Preparing Future Leaders: PFL offered 101 events with a total attendance of 2,131, including 1,530 graduate students, 588 postdoctoral scholars, and 13 other participants.
  • Recruitment: The Graduate School managed recruitment awards, fellowships, and traineeships for 395 students in 26 fellowship/grant programs and partnered with the Gates Millennium Scholars Program and the Meyerhoff Scholars Programs, which funded student visitation programs.
  • Dissertation Completion Grant: Of the 15 grantees, eight have graduated, three more have passed their defenses, two have scheduled defenses and one is expected to defend soon.
  • Graduate Student Research Symposium: The 10th annual symposium included 208 posters from 64 graduate programs, the most ever for the event.
  • Diversity grants: Current grants include the Initiative for Maximizing Student Diversity, NIH ($5.8 million), and Graduate Assistance in Areas of National Need Molecular Biotechnology, DOE ($704,385).


  • Improvements in Graduate School processes: Increased efficiency through the NextGen Graduate Appointment System, updates to the Graduate Faculty online admissions application review, the transition of the Graduate School staff from ApplyYourself to a new NextGen system and implementation of a new version of the Course Inventory Management system.
  • Improving mentoring of graduate students: Created a digital tool to collect data on faculty mentors, sponsored mentoring workshops, established a mentoring speaker series, planned and funded an annual mentoring award, took steps toward evaluating graduate faculty status and developed best practices and expectations for advisors and advisees.
  • Increasing fellowships: Hired full-time development officer and director of marketing and communication and produced a white paper on graduate fellowships.


  • During the past year, the Graduate School lost seven employees and hired seven, including a senior associate dean, a development officer and a director of communication and marketing.


  • In light of recent directives to clean up vacant positions, the Graduate School needs to be allowed additional time for strategic hiring to fill the many openings we have. Recent hires at senior level will also require time and attention for training.
  • Work is ongoing to upgrade the Graduate School website to comply with new university branding.

Biotechnology (BIT) Program

Program Statistics

  • Courses: In 2014-15, BIT saw total enrollments at 561 (compared to 540 in 2013-14), based on 408 different students (compared to 377 in 2013-14), for a total of 1689 CH taught (compared to 1511 in 2013-14).
  • Molecular Biotechnology Training Program: June 2015 marked the end of Y15 of an NIH T32 Biotechnology Training Grant. BIT recently found out that NIH funded its renewal proposal for 2015-20.


  • New courses: The BIT Program continuously reviews subject areas of modules it offers to remain current. Several new areas emerging have led to creation of new modules in 2014-15 (Yeast Metabolic Engineering, CRISPR Technology) and BIT plans to offer more new modules in 2015-16 (Mapping the Brain, Virus Biotechnology, Zebrafish, Image Analysis).
  • Graduate certificate program: In February 2015, the Graduate School approved the outcome assessment plan for the Graduate Certificate in Molecular Biotechnology. Prior to this approval, certain graduate students (i.e., those in nonthesis programs and those with thesis areas not in the life sciences) could not pursue this certificate. The program will be officially announced and begin recruitment efforts Fall 2015.
  • Changes to the BIT undergraduate minor. Previously, a research experience (3 credits total) related to biotechnology was required for students pursuing the undergraduate BIT minor. In January of this year, BIT submitted a revision to the minor to provide students with the option to replace the research requirement with an additional 2 credit special topic laboratory module, plus a 1 credit professional development course.


  • Brought in Sabrina Robertson and Carlos Goller as new teaching assistant professors; Sabrina’s expertise is in nuerosciences and Carlos’ is in microbial biology and microtechnology.
  • Hired Thomas Lentz as a teaching postdoc; his expertise in in molecular virology.
  • Melissa Srougi, a teaching postdoc with BIT, left to become an assistant professor at High Point University.
  • Laura Ott completed her BIT teaching postdoc and joined the University of Maryland-Baltimore County as coordinator for a new NIH-funded educational program focused on undergraduate STEM disciplines.

Entrepreneurship Initiative (EI)

Program Statistics

  • Membership: As of April 2015, the EI had 634 members (i.e. students on our mailing list), and of those, 491 had Garage access. This represents a 132% increase in student membership in just one year; female membership has increased, with young women representing more than 20% of members.
  • Start-ups: Eleven Garage companies incorporated in 2015 and reflect the wide variety of ventures coming out of the program, including NicoTrax LLC, Hack and Smash Technology LCC, Undercover Colors and EmployUS.
  • Courses: EI’s course offerings continue to reach full enrollment. With two sections of EI 201: Introduction to Entrepreneurial Thinking offered, Fall 2014 course enrollments totaled 197 students resulting in 591 credit hours. This spring, 199 students were enrolled resulting in 597 total credit hours.
  • Lulu eGames: This year in the Lulu eGames, 51 teams made up of 163 students competed in our first round of competition across three categories. In addition to our continued $50,000 sponsorship from Lulu Publishing, Verizon approached us to sponsor a mobile app challenge, which became a separate competition track where more than $10,000 in cash prizes were awarded to students. Silicon Valley Spring Break Trip: More than 60 students applied to attend, resulting in EI taking its largest group yet–18 students—on the trip.


  • Entrepreneurs Village: The Andy and Jane Albright Entrepreneurs Living/Learning Village opened in August 2014 with nearly 40 students in the inaugural cohort, which ranged from freshmen to PhD students from a variety of disciplines. A grand opening celebration was held on September 2, with more than 300 people in attendance. The event marked the opening of the first Living and Learning Village on Centennial Campus and the first named residential community at NC State–the result of a $500,000 gift from Andy and Jane Albright
  • EI Garage: Relocated the EI Garage to the first floor of Innovation Hall so that Village residents would have direct access to the Garage’s meeting, prototyping and social spaces.
  • Outreach: EI created the “Entrepreneurship Thinkers and Doers” group in an effort to increase communication among different entities on campus as well as spur dialogue about new opportunities in the entrepreneurship landscape. The group is made up of more than 40 faculty and staff members who support and are involved in entrepreneurship and innovation across campus.


  • Haley Huie joined the EI as a program associate and Miguel Rufino (fall semester) and Tia Simpson (spring semester) joined the team as part-time Garage managers.
  • Select achievements by EI team members include: Jennifer Capps, director of Academic Programs, presented at the International Conference on Innovation and Entrepreneurship and Megan Greer, director, Communications and Outreach, was selected into the Leadership Raleigh program, a year-long program for business leaders across the community.

Institute for Advanced Analytics

Program Statistics

  • The past year marked the eighth cohort of Master of Science in Analytics students to graduate from the Institute. The Class of 2015 was selected from a pool of nearly 800 applicants, with an acceptance rate of just 12.8-percent. Admission was offered to one-hundred applicants to enroll 86 students. The Class completed 17 major projects with industry and government sponsors including AT&T, Cigna, John Deere, Eastman Chemical, Liberty Mutual, MetLife, and Volvo, and graduated to full employment, with the average student receiving three offers of employment and securing a record high median salary of $95,000. The 2016 applicant pool grew 25 percent to 1,060. The Institute offered admission to 131 applicants to enroll 115 students—exceeding one hundred students for the first time.


  • Relocation: In June, the Institute moved into a new facility on Centennial Campus (the newly opened Alliance Center), which will enable it to continue to expand MSA enrollment beyond 100 students beginning with the Class of 2016.
  • Major gifts: The Institute received a $4 million from a generous benefactor to endow three positions. Michael Rappa was named the Goodnight Director of the Institute for Advanced Analytics, and Christopher Healey, professor of Computer Science, was named the Goodnight Distinguished Professor of Advanced Analytics.

Science, Technology, Engineering and Math (STEM) Initiative

Program Statistics

  • Workshops: The Initiative offered a workshop on Flipping the Classroom that was attended by nearly 70 NCSU faculty and administrators. An international team of experts led the workshop, with help from Bob Beichner, Richard Felder and Barbi Honeycutt. Initiative members also worked with Eileen Goldgeier, NCSU General Counsel, on professional development workshops dealing with Identifying and Managing Conflicts of Interest that were offered to NCSU faculty/staff in our SCALE-UP rooms.
  • QERL: The Initiative continues to maintain and update the state-of-the-art Qualitative Education Research Lab. Requests are received from researchers across the U.S. for equipment specifications and recommendations as they set up research facilities based on our design.
  • Graduate student support: The Initiative provides financial support for graduate students in multiple departments, including funding their travel to present at conferences. In Physics alone, three Education Research graduate students (of which one had Initiative tuition support) earned their Physics PhDs this academic year, with a fourth defending in June.
  • Outreach: Bob Beichner continued to receive visitors from around the world to discuss SCALE-UP implementation and he has given eight colloquium talks during the past academic year. He was the keynote speaker at an international conference entitled “SCALE-UP in the United Kingdom” in September, indicative of how successfully the approach has spread in that country. The number of domestic sites also continues to expand, with over 260 adopting institutions.


  • Bob Beichner serves on the planning team for developing SCALE-UP classrooms to temporarily replace those lost when Harrelson Hall is demolished. Two brand new rooms in Cox Hall should be online before the end of the next academic year. Bob also continues to be involved with the Wake-NCSU Early College High School’s SCALE-UP rooms and instruction and is supporting similar efforts across the state.

Shelton Leadership Center

Program Statistics

  • Shelton Leadership Forum: The 13th annual Forum in November 2014 had approximately 475 participants, with former US Secretary of Labor Elaine Chao and Dean Kamen, founder and president of DEKA Research and Development Corporation, as keynote speakers.
  • Youth leadership programs: Over 3,500 K-12 students and 670 college students were trained or taught through youth leadership programs including the Shelton Challenge and franchises, a six-day residential experience to help students expand their knowledge and skills of what it takes to be a leader, and Project YES (Youth Extension Service), a national internship program engaging college students in service to meet the needs of military families.
  • Shelton Scholars: There were 31 Shelton Scholars at NC State this year supported through national, Shelton-Caldwell and affiliated scholarships.


  • Shelton Delegates: The SLC established Shelton Student Delegates as a recognized student organization through the Division of Student and Academic Affairs.
  • Shelton Challenge franchises: Launched a new Challenge franchise site at Hampden-Sydney College in Virginia and two new sites with UNITEC, Honduras.
  • Leadership research and scholarship: Launched faculty/staff leadership research and scholarship groups in NC State colleges and departments through partnership with Brad Kirkman, head of the Management, Innovation, and Entrepreneurship Department in the Poole College of Management.


  • Chris Hitch resigned as director of the Shelton Leadership Center, effective June 19, 2015; Debbie Acker was appointed interim director, effective July 1, 2015.
  • Brad Kirkman was named the Shelton Distinguished Professor of Leadership.


Progress is noted on actions assigned to the provost.

Cultivate Excellence and Continue Investing in Areas of Emphasis

INITIATIVE: Enhance opportunities for interdisciplinary education, research and scholarship.

  • Action: Initiate a call for proposals for the second round of Chancellor’s Faculty Excellence Program for four to six new clusters.
  • Progress: See details in primary annual report document under Strategic Initiatives – Chancellor’s Faculty Excellence Program.
  • Action: Evaluate appropriate number and mix of cross-college umbrella degree programs in the biological sciences and health systems.
  • Progress: Jo-Ann Cohen of College of Sciences has been involved in several discussions regarding graduate programs and a few regarding undergraduate programs. Work will continue in the coming year.
  • Action: Nurture other emergent campus based-initiatives arising from our interdisciplinary culture.
  • Progress: Focus this year has been on the development of CFEP cohort two. In addition to the final selection of eight new clusters, the pre-proposal process (49 submissions) and full proposal process (13 submissions) provided opportunities for interdisciplinary groups to come together around common objectives. Feedback was provided to all 13 groups invited to submit full proposals with the hope that clusters not selected will continue to work together. Office of the Provost will nurture these emergent groups as best it can and will work with the new VC RIED to ensure continued progress on this.
  • Action: Explore new undergraduate degree programs to encourage multi/interdisciplinary focus.
  • Progress: Established committee (Vice Chancellor and Dean Mullen, chair) in December 2013 and charged it with: investigating the academic merits of a university-wide inter-departmental, inter-disciplinary /multi-disciplinary (ID/MD) degree; ascertaining student and employer demand for such a degree; and developing a proposal for the curriculum, administrative structure and advising structure of the degree program, if appropriate. This committee met several times over the course of 2014 and 2015; consensus was reached that any program must first and foremost provide opportunities for new programs to be developed by faculty, and to serve students who are looking for opportunities that may not exist in our current degree programs. The committee agreed that any program that is developed should not be primarily focused at providing a simple path toward degree for students searching for a degree home. The group also agreed that there must be an effective and sustainable funding model if we are to encourage ID/MD programs on campus. It is recommended that a new committee be established, chaired by a senior faculty member and consisting primarily of faculty, to finish the work of this task force.  A more faculty-oriented committee can make final curricular recommendations and determine where this program should be housed.
  • Action: Coordinate efforts in communication of science and citizen science emerging in the colleges.
  • Progress: Leadership in Public Science was selected as one of eight new CFEP clusters. This cluster will engage the public in the process of science and prepare current and future generations of scientists to communicate their work to public audiences in clear, understandable, and actionable terms. This work will take the form of (1) studying how best to communicate science to public audiences, (2) educating graduate students, postdocs and faculty on best practices in science communication, (3) researching how best to educate students about science, (4) doing science that directly engages the public and students and (5) facilitating synergistic relationships with already existing CFEP clusters.

INITIATIVE: Enhance commitment to a diverse university.

  • Action: Ensure central communication efforts represent the importance of a diverse campus community.
  • Progress:
    • The Office of Institutional Equity and Diversity has enhanced its communication and outreach through a redesigned website and weekly newsletter to campus (Diversity Digest).
    • Executive Officers have been encouraged to promote visible support of diversity by participating in signature OIED events and subscribing to Diversity Digest to stay abreast of diversity news and events on campus.
    • The University Diversity Advisory Committee, which represents a broad cross-section of the university, including all colleges, continues to play a significant role in acknowledging and addressing diversity issues on campus.
  • Action: 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.
  • Progress:
    • Student recruitment initiatives: Pack Previews (multicultural recruitment receptions), Embrace NC State (multicultural admitted student day), Native American Forum, participated in Hispanic Educational Summit and Soy un Lider (student leadership meeting), First Generation Guide for admitted students, I’m First College Partnership and College Advising Corps, which places recent NC Students as full-time college advisers in some of North Carolina’s rural underserved high schools.
    • Student retention initiatives: Freshman Symposia welcome and support incoming African American, Hispanic/Latino and Native/Indigenous students, Leadership Programs: W.E.B. Dubois Scholars, AYA Ambassadors (in conjunction with African American Cultural Center) and Chancellor’s First Year Student Leadership Program
    • Student statistics:
    • Student demography: Students identifying as white has steadily declined. In Fall 2010, 76.1% of undergraduates and 59.6% of graduate students identified as white. By Fall 2014, the percentages had dropped to 73.4% of undergraduates and 52.0% of graduate students.
    • Retention and graduation rates: Higher education analysts at the Education Trust looked at overall graduation rates at public and private institutions across the country from 2003 to 2013. For those institutions where the graduation rate had improved over 10 years, they looked to see if rates improved for URM students as well as for white students. At NC State, they found the graduation rate for URM students increased double that of the average increase for all institutions in the sample (12 or more percentage points).
    • Faculty initiatives: Increasing faculty diversity is a key goal of the Chancellor’s Faculty Excellence Program. Steps are also being taken to translate the well-received diversity training provided to CFEP search committees to the campus as a whole, including the offering of pre-search workshops to enhance faculty diversity to deans and department heads through the Office of Institutional Equity and Diversity. OIED is developing new initiatives as part of the Building Future Faculty program, including a short-term visiting scholars program and a visiting faculty program where appointments can convert to tenure-track positions.
    • Staff initiatives: The Staff Diversity unit in OIED made staff connections the focus for 2014-15. Two new affinity groups (Latin@ Student Support Network and Asian/Asian American Community) were formed, and a major web-based program (Connect with NC State) was created by the Staff Diversity Advisory Board that provides easy access for all university employees to attend traditional events and visit special locations that exemplify the welcoming, inclusive institution that NC State is.
  • Action: Create programs to more fully integrate international and domestic non-residents as NC State community members.
  • Progress:
    • Overall integration of international and domestic non-residents: Persistence rates for these students are improving, with the persistence rate for international students increasing from 73% for the 2009 cohort to 94.4% for the 2013 cohort, and for out-of-state domestic students, increasing from 84.5% for the 2009 cohort to 91.6% for the 2013 cohort.
    • Specific efforts to integrate international students: OIA and DASA formed the Undergraduate International Student Success Taskforce. Two taskforce recommendations are currently being implemented: 1) a pre-departure orientation module through Moodle and 2) the Culture to Culture Ambassador Program, a targeted orientation volunteer program. Through OIA, international student engagement continues through English conversation sessions, the International Friendship Program, and IMOM International Spouse Club.  Many Culture Corps events were also held where students introduced their countries and cultures to local K-12 groups in the Triangle area, and OIS organized 10 service learning projects with international students which provided volunteer help to area groups.

INITIATIVE: Increase the number of tenured and tenure-track faculty.

  • Action: Assess, improve and institutionalize effective diverse faculty recruiting approaches (e.g., consideration of unconscious bias and efforts to expand the recruitment pool).
  • Progress: Faculty retention and recruitment efforts are becoming part of vice provost for academic strategy portfolio, which will provide a key point person to monitor college and university progress. Steps are also being taken to translate the well-received diversity training provided to CFEP search committees to the campus as a whole, including the offering of pre-search workshops to enhance faculty diversity to deans and department heads through the Office of Institutional Equity and Diversity.
  • Action: Continue monitoring faculty retention and use feedback to improve faculty retention efforts.
  • Progress: Faculty retention and recruitment efforts are becoming part of vice provost for academic strategy portfolio, which will provide a key point person to monitor college and university progress. Also see details in the primary annual report document under Faculty Recruitment and Retention.
  • Action: 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.
  • Progress: Vice Provost Overton and Assistant Vice Provost Pennington have been working to develop a more streamlined process for tracking and supporting start-ups. They have recently been working with VC for RIED, who will provide additional F&A funds for start-up packages.
  • Action: Focus fundraising efforts on new endowed professorships and chairs as well as existing programs such as University Faculty Scholars.
  • Progress: Discussions between the provost and Vice Chancellor Sischo are ongoing.

INITIATIVE: Encourage focused campus partnerships to foster excellence in global engagement.

  • Action: Effectively communicate NC State’s global network to campus partners to create synergies.
  • Progress: The Office of International Affairs provided leadership for university-wide communication efforts this year via the following initiatives:
    • The Global Issues Seminar Series offered six university-wide seminars, featuring panels of NC State experts speaking about global issues relevant to North Carolina.  Attendance at each seminar averaged 150-200, with 600 people in attendance at the Climate Change seminar.
    • The Global Engagement Exposition highlighted the university’s global engagement and presented three Global Engagement Awards. It featured poster presentations showcasing various NC State internationally-focused projects from undergraduate students, graduate students, faculty, staff, international scholars and award winners.
    • International Education Week was extended into the month of November with multiple events designed to celebrate the benefits of international education and exchange worldwide.  Events included the Passport Fair, International Cultural Show, as well as other country focused events.
    • The GlobalEyes Newsletter has transitioned from a monthly to a weekly newsletter in an effort to keep campus communities better engaged with international initiatives and activities. OIA partnered with Student Leadership and Engagement to maintain the university-wide High Impact website, aimed to promote high impact opportunities to underrepresented students to increase awareness and participation.
    • DICE (Database of International Connections and Expertise) has been expanded by including information on our institutional partnerships as well as profiles on faculty active in international research, teaching and engagement efforts.

Enhance Student, Faculty and Staff Success

INITIATIVE: Improve student success through improved admissions, enrollment, and retention.

  • Action: Develop alternative pathways for admissions through the community college system.
  • Progress: CONNECT, a program in the College of Natural Resources, was designed for graduates of NC high schools beginning college at a community college or another college who are interested in transferring to NC State. The CONNECT program, which offers an opportunity for qualifying students to gain guaranteed admission to NC State, enrolled its first class in Summer 2014.  Upon successful completion of the CONNECT program, students will enroll in degree seeking natural resources majors in Fall 2015.  At this time, CONNECT is limited to students who wish to study natural resources majors. This program is similar to the STEAM (Student Transfer Enrollment, Advising and Mentoring) program launched in the College of Agriculture and Life Sciences in Spring 2013.
  • Action: Centrally manage all internal and external transfer admissions.
  • Progress: See details in the primary annual report document under Strategic InitiativesSRM Initiative: Manage All Transfer Efforts Centrally.
  • Action: Develop new and effective intervention strategies to retain students.
  • Progress: $250k has been set aside to create new student employment opportunities for the 2015-16 academic year. The intention is create new positions for undergraduate students that will provide meaningful experiences related to their academic and career interests while also increasing retention from year to year. Undergraduate students will be permitted to earn up to $1,500 during the 2015-16 academic year. Benefitting students do not have to apply for financial aid or demonstrate financial need and the earnings are not considered financial aid.
  • Action: Monitor and improve efforts to increase the yield of underrepresented students.
  • Progress: The Office of Admissions, the Office of Institutional Equity and Diversity and others continue to introduce innovative programs and evaluate their impact on increasing student yield. See details above in this appendix under 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. An increase in targeted, merit-based scholarships is also needed as part of a strategic approach to this issue.
  • Action: Monitor and improve the ratio of graduate to undergraduate students as needed.
  • Progress: Enrollment focus remains on growing graduate education and new initiatives have been implemented (e.g. Provost’s Doctoral Fellowships) or are being studied to increase graduate enrollment. The Enrollment Planning Committee monitors the ratio of graduate to undergraduate students and recommends adjustments as part of the enrollment planning process.

INITIATIVE: Provide integrated support services: One Stop Shop–Student Central.

  • Action: Co-locate cashier’s office, registration and records and office of scholarship and financial aid to provide a unified face to student services.
  • Progress: An implementation team has been at work on this throughout the year, with an initial study completed to investigate possible physical spaces for this initiative. A virtual presence will be deployed in late Fall 2015, with a physical space to follow at a later date.
  • Action: Cross train staff in high demand services (e.g., student accounts, financial aid and registration as well as admissions, dining, & housing).
  • Progress: Implementation team is working to create a system for effective cross training.
  • Action: Create a physical space and complementary virtual space consistent with NC State’s brand.
  • Progress: A virtual presence will be deployed in late Fall 2015, with physical space to follow at later date.

INITIATIVE: Promote undergraduate student success through high impact experiences.

  • Action: Implement first year Interdisciplinary Life Sciences Program.
  • Progress: The first cohort of 358 students entered in Fall 2014. 400 students are expected for Fall 2015.
  • Action: Develop and implement first year interdisciplinary Environmental Sciences Program.
  • Progress: Currently underway. Dean Watzin and VC Mullen have convened a task force and anticipate a report and recommendations in Fall 2015.
  • Action: Continue development of interdisciplinary first year inquiry courses linked to living and learning villages/learning communities.
  • Progress: Five FYI Courses linked to Five USC 101 courses in the First Year Village.
  • Action: Continue to grow undergraduate research and internship opportunities.
  • Progress: Increased funding by ORIED and DASA for UG Research stipends from about $50k to $150K in past two years through F&A and CGN. Facilitated two UGR symposias during the year with 811 students presenting poster sessions with 225 from NC State. The summer 2014 session included students from 95 different institutions nationally and internationally (NSF REU and other research programs at NC State).
  • Action: Increase student participation in immersive, high-impact study abroad, service-learning, global internships, and other local and global learning activities.
  • Progress: Increased study abroad funding for up to 20 additional scholarships for students with limited financial means. Created HIPS (High-Impact Practices) website http://studentengagement.ncsu.edu. Implemented HIPS student video contest. Campus Conversation on HIPS occurred on April 27th, 2015.
    • NC State has joined the Institute of International Education’s Generation Study Abroad Initiative, pledging to increase study abroad participation by 50% by 2019. http://go.ncsu.edu/generationstudyabroad
    • Facilitated 20 Alternative Service Break trips to 8 different countries (US, Belize, Ecuador, Costa Rica, Dominican Republic, Guatemala, Nicaragua, Trinidad & Tobago) over the course of the year with 271 NC State students participating. CSLEPS supported a Monitoring and Evaluation trip to the Philippines, in partnership with the MSW program and Stop Hunger Now. Further, a trip is currently in progress in Nicaragua (Fuller Center for Housing) with the aim of engaging alumni and partners.
  • Action: Assess and improve as needed the network of professional advisors across campus.
  • Progress: University Academic Advising Council (UAAC) has been evaluating advising models to recommend best practices for NC State. The UAAC is developing a career ladder proposal for professional advisors to provide advancement and professional development opportunities. Added six additional advisors for life science first year program. Evaluated two new advising tools – CampusLabs Beacon and EAB Student Success Collaborative.

INITIATIVE: Promote higher-order skills in critical and creative thinking: TH!NK – a quality enhancement program.

  • Action: Deliver workshops and create a faculty learning-community to provide support in developing classroom experiences for students that enhance higher-order thinking skills.
  • Progress: Multiple workshops hosted for TH!NK faculty throughout the year.
  • Action: Implement pedagogical strategies designed to cultivate students’ higher-order thinking competencies in first-year courses across campus.
  • Progress: Deployed TH!NK pedagogy in 15 courses for 2014-15.  Assessment indicates that students are learning the intellectual standards, metacognition about a student’s own learning is enhanced, some good signs of increased critical and creative thinking skills as measured through rubric based activities and the CAT Assessment.

INITIATIVE: Explore the establishment of a University College to better serve the needs of undergraduate students.

  • Action: Provide enhanced advising coordination for all undecided students, those needing more assistance, and those considering or actively transferring into new majors.
  • Progress: DASA reorganization underway. The Academic Advising Services unit in University College will include: Exploratory Studies, Exploration Village, Academic Advising Services, Academic Coaching, Wake STEM EHS Advising. See details in primary annual report document under Strategic InitiativesSRM Initiative: University College.
  • Action: Provide a uniform administrative environment for all unaffiliated academic departments and their faculty in DASA.
  • Progress: DASA reorganization underway, moving Music, Health and Exercise Studies, Environmental Sciences and ROTC programs into the proposed University College organization, bringing unaffiliated academic departments/programs into a single reporting structure. See details in primary annual report document under Strategic InitiativesSRM Initiative: University College.
  • Action: 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.
  • Progress: DASA reorganization underway. See details in primary annual report document under Strategic InitiativesSRM Initiative: University College.

INITIATIVE: Promote graduate student and post-doctoral success.

  • Action:Pursue opportunities to increase doctoral completion and reduce time-to-degree.
  • Progress: The Graduate School plans to enforce current requirements more strictly and to explore new requirements that will enable the university to achieve this goal.
  • Action:Develop common set of expectations for and develop and implement best practices for regular review of Graduate Faculty status.
  • Progress: The Graduate School has collected practices used at other universities and will begin a discussion of policy alternatives to the Administrative Board of the Graduate School in fall 2015.
  • Action: Assess and improve the impact of workshops, as needed, for post-doctoral scholars, faculty, and staff on effective mentoring.
  • Progress: The Graduate School has taken steps to assess faculty workshops on mentoring in terms of what faculty have learned, changes in attitude, and the effectiveness of different instructional approaches.
  • Action: Develop assessment tools for faculty mentoring of doctoral students.
  • Progress: The Graduate School is in the final stages of developing software for evaluating Graduate Faculty as mentors.

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

  • Action: Provide ongoing leadership and management training for department and unit heads.
  • Progress: The CHASS Professional Development Series, a yearlong educational program, was developed by the Dean’s office in partnership with the Office of General Counsel, Internal Audit, Purchasing, and Human Resources. Sessions addressed issues such as public records, contracting, working with outside entities, international employment and avoiding and reporting misuse of State property.
  • Action: Expand opportunities for professional development for faculty (e.g., training in grant development, leadership skills, and effective networking.)
  • Progress: The Office of Faculty Development, a key provider of professional development opportunities for faculty, this year sponsored a Leadership for a Diverse Campus workshop series, a three-day Community Engagement Institute, which focused on developing the participant’s scholarship of engagement, and a three-day Summer Institute focused in the scholarship of learning and teaching. OFD also supports several communities based on faculty designation (assistant professors, associate professors and non-tenure track faculty) and sponsors regular meetings and workshops tailored for each community relevant to their career development.

INITIATIVE: Enhance institutional pride.

No actions assigned to provost.

Improve Institutional Effectiveness While Growing & Realigning Resources

INITIATIVE: Improve institutional data integration and analytic capacity.

  • Action: Create an institutional data hub that allows campus users to process and seamlessly integrate information from multiple data sources across the university.
  • Progress: Senior Vice Provost Lelik and Vice Chancellor Hoit have recently called an implementation team together on begin work on a Data Access and Support Services initiative that focuses on the creation of a data hub and the establishment of a Data Governance Committee.
  • Action: Establish an analytic research agenda to explore and explain significant institutional planning issues (e.g., resource allocation strategies, faculty retention, and course demand).
  • Progress: Senior Vice Provosts Larick and Lelik and Vice Provost Overton have been meeting regularly to discuss this and other institutional planning issues.

INITIATIVE: Regularly review the effectiveness and efficiency of administrative processes.

  • Action: Maintain an effective strategic risk management process.
  • Progress: Executive Officers are responsible for the strategic risk process and routinely discuss these issues at EOM. The Board of Trustees’ Committee on Audit, Risk Management and Finance receive regular reports.
  • Action: Develop and maintain an effective organizational compliance and ethics program.
  • Progress: The university’s compliance efforts are led by the University Compliance Steering Committee (Provost Arden is chair) which is supported by the Compliance Officials Working Group.

INITIATIVE: Regularly review the effectiveness and efficiency of academic programs.

  • Action: Continue to refine procedures for academic program review.
  • Progress: As part of the ongoing refinement of the annual college review process, OIRP online data profiles will be able to drill down to individual departments/programs in the coming year, providing the framework for updateable dashboards that can be tailored for academic program review metrics. Senior Vice Provosts Larick and Lelik and Vice Provost Overton have begun discussing how to best implement a regular academic program review process and suggested bringing together a small working group to review the metrics from the 2012-13 review to determine if they are still appropriate or should be updated.
  • Action: Devise new tools to assist units throughout the review and assessment processes, including documentation of accreditation requirements, policy context and best practices.
  • Progress: To support the new regulation (REG 02.90.01 – Assessment of Academic Programs) and SOP (Reviewing Academic Program Assessment Reports), Carrie Zelna, Assistant Vice Provost for Assessment in DASA, and Mike Carter, Associate Dean of the Graduate School, have developed tools and resources to help undergraduate and graduate academic programs more easily navigate the assessment process.

INITIATIVE: Improve processes for providing support to the research enterprise.

  • Action: Expand and unify proposal development efforts across campus.
  • Progress: Efforts are ongoing within the Office of Research, Innovation and Economic Development. The provost will work with the new VC FA and VC RIED to ensure that progress continues in FY 2016.
  • Action: Continue development of improved processes for funding shared equipment and facilities.
  • Progress: Efforts are ongoing. The provost will work with the new VC FA and VC RIED to ensure that progress continues in FY 2016.

INITIATIVE: Align campus physical infrastructure improvements and utilization with strategic plan.

  • Action: Connect grant & start-up needs with space.
  • Progress: Connecting start-up needs with space: Due in part to the CFEP model of upfront discussion of space needs as part of the faculty recruitment process, we have improved the central coordination of space identification, upfit and utilization. Because of this more coordinated response, colleges are starting to regularly consider requested space needs in conjunction with new hire start-up packages and are approaching the Office of the Provost for funds and assistance.
  • Action: Renovate and re-purpose space while rewarding innovation and new ideas.
  • Progress: Renovation and re-purposing of space has been a key factor in the success of the CFEP cohort one, both in terms of recruiting new faculty and providing collaborative spaces for the clusters to work in. This will be true for the development of CFEP cohort two as well, and the Office of the Provost will continue to work closely with the Office of the University Architect in this regard.
  • Action: Provide consistent technology and support in classroom.
  • Progress: Efforts underway in the Facilities Unit of the Office of Finance and Administration.  Will work with the new VC FA and others to ensure that progress continues in FY 2016.
  • Action: Improve classroom and class lab utilization considering innovative pedagogy and scheduling efficiency.
  • Progress: Created a unified time table for Main and Centennial campus coupled with policies to enforce new scheduling constraints.

INITIATIVE: Develop resource generation, cost-cutting and reallocation strategies to support the strategic plan.

  • Action: Refine funding allocation models to incentivize strategic investments at the unit-level.
  • Progress: See details in primary annual report document under Strategic Initiatives – SRM Initiative: Common Internal Allocation Methodology for Enrollment-related Academic Funds.
  • Action: Develop allocation models for enrollment change funding that will distribute financial impacts and incentivize the delivery of courses needed by students for progress toward degrees.
  • Progress: See details in primary annual report document under Strategic Initiatives – SRM Initiative: Common Internal Allocation Methodology for Enrollment-related Academic Funds.
  • Action: Explore the use of specific program enhancement fees charged to students to enhance their educational experience.
  • Progress: See details in primary annual report document under Strategic Initiatives – SRM Initiative: College of Engineering Program Enhancement Fee.
  • Action: Strategically target additional master’s programs to be considered for premium tuition.
  • Progress: See details in primary annual report document under Strategic Initiatives – SRM Initiative: Premium Tuition for Targeted Master’s Programs.
  • Action: Conduct a market analysis exploring opportunities to strategically grow doctoral enrollment.
  • Progress: See details in primary annual report document under Strategic Initiatives – SRM Initiative: Doctoral Enrollment Market Analysis.
  • Action: Evaluate 2014 doctoral stipend program and GSSP program relative to incentives for external funding and make recommendations to improve funding potential.
  • Progress: Doctoral stipend program: See details in primary annual report document under Strategic Initiatives – SRM Initiative: Provost’s Doctoral Fellowships. GSSP/external funding potential: See details in primary annual report document under Strategic Initiatives – SRM Initiative: Revise GSSP and Incentivize Inclusion of Graduate Stipends in Grants.
  • Action: Continue evaluation and refinement of ideas through the Strategic Resource Management process.
  • Progress: Discussions with VC FA Leffler, Vice Provost Larick and Ginger Burks Draughon are ongoing.

INITIATIVE: Enhance private support to the University.

No actions assigned to provost.