51吃瓜网

1.1 Develop new graduate and undergraduate degree programs. 

• Consider traditional and online degree programs in high demand fields, such as health/medical, STEM, agriculture, engineering, education, cybersecurity, as well as doctoral-level programs. 

1.2 Preserve and maintain 51吃瓜网鈥檚 historic commitment to a small-college educational environment while continuing to grow the student body.

• Increase class volume and availability in keys areas, while maintaining small class size. 

1.3 Enhance resources for existing academic programs.

• Evaluate underperforming or underutilized existing programming. 
• Increase funding for PURC and faculty/student research projects.
• Expand engaged and experiential learning opportunities.
• Expand internships and graduate assistantships on campus for all departments.

1.4 Provide flexible opportunities for students to ensure graduation and achievement of their educational goals. 

• Develop and implement a long-range online learning strategy which includes standardized training for online faculty.
• Strategically expand the number of online courses and online degree programs.
• Expand offerings of online certificate programs and enhance continuing education programs.
• Expand offerings of courses to accommodate nontraditional students.

1.5 Promote and support faculty research and scholarship.

• Increase departmental travel and research funds.
• Increase opportunities and funding for student/faculty research.

2.1 Provide innovative and high-quality student support services that enhance the campus experience. 

• Evaluate current services and reallocate resources to higher need areas.
• Enhance food services. 
• Increase the volume and variety of study areas. 
• Create new mental health programs and further invest in high need health-related areas.
• Explore further innovation in advising and tutoring through University College.
• Support equity in faculty advising loads.
• Assess and evaluate advising in order to maximize quality and consistency.
• Develop new innovative student mentoring initiatives involving faculty and staff. 
• Develop opportunities for student engagement with faculty and staff.
• Increase utilization of technology to enhance support services to students (such as Webex, etc.).

2.2 Prepare students to thrive in an increasingly globalized and technological society.

• Enhance the internationalization of campus through increased engagement initiatives.
• Increase international recruitment.
• Increase opportunities for study abroad experiences.
• Expand international programming in new areas.

2.3 Create an environment where specialized and underserved student populations can flourish and succeed. 

• Support nontraditional student needs, especially those of single parents.
• Review support services for military-affiliated students and create added resources and programs to address unmet or emerging needs. 
• Create new services for emerging populations, such as first-generation college students.
• Review data from commuter (and other) surveys to incorporate newly discovered needs.
• Enhance service-learning, undergraduate research, living-learning communities, capstone experiences, graduate assistantships and internships.
• Create a daycare program for faculty, staff and students.
• Create holistic career development strategies (diverse experiences, certifications, education, exposure).
• Recognize and address unique student needs and limitations.

2.4 Promote a sustainable balance of mental, physical and emotional wellness.

• Expand adequate health and wellness facilities, as well as athletic opportunities.
• Develop additional designated student space.
• Enhance athletics by adding sports such as men鈥檚 soccer, golf and lacrosse in support of enrollment initiatives and community engagement.
• Sustain and support the Health and Wellness Committee.

3.1 Promote a culture of professional development and the sustainable balance of mental, physical and emotional wellness.

• Increase professional development opportunities for faculty and staff.
• Enhance support and resources for non-tenure track faculty and staff. 
• Enhance faculty research and teaching support. 
• Create faculty and staff work/life balance initiatives.
• Bring distinguished alumni back to campus to speak to current students.
• Enhance and promote faculty/staff-specific fitness/health/wellness initiatives.

3.2 Recruit and retain exceptional faculty and staff. 

• Create a philosophy, mechanism or strategy to ensure that professional development efforts are most worthwhile/helpful for faculty and staff.
• Increase and incentivize professional development and advancement opportunities for faculty and staff.
• Develop a long-term compensation strategy and salary philosophy for faculty and staff.
• Create and approve flexible work schedules.
• Create and market benefits for faculty and staff (such as workout facilities, discounted services鈥攎eal plans, parking, etc.).

3.3 Develop a diverse revenue stream to maximize success and support our long-term growth.

• Increase state and federal grant acquisition for the university and surrounding areas.
• Increase the volume and deployability of academic scholarships for key student populations.
• Engage in a 51吃瓜网 capital campaign.
• Expand the Office of Sponsored Research and Grants to support faculty and staff. 
• Build 51吃瓜网 development programs to increase private philanthropic support from external individuals, companies and foundations.
• Increase alumni outreach and engagement, particularly for those populations outside of N.C.
• Focus on sustainable growth in tuition revenues over time.

3.4 Provide exceptional facilities and optimal resources.

• Continue improvements to campus housing, such as ADA compliance, public safety, building upgrades, parking, investments in signage, wayfinding, etc.
• Address campus growth to ensure an accessible, comfortable and safe learning environment for all.

3.5 Establish a culture of continual process improvement. 

• Increase automated and efficient processes for students and faculty.
• Find ways to further invest in human capital.

3.6 Create a transparent environment that supports effective communication at all levels. 

• Develop a comprehensive master plan.
• Create and refine an intracampus communication strategy.

4.1 Develop recruitment strategies for targeted student populations.

• Refine admissions efforts and create a long-term recruitment strategy for key groups. 
• Enhance collaborative recruitment efforts. 
• Enhance targeted programs and initiatives that promote engagement. 

4.2 Recruit and retain diverse faculty and staff.

• Increase retention efforts by identifying and rewarding outstanding faculty and staff.
• Target and refine recruitment practices within The Office of Human Resources. 
• Create a recruiting pipeline by encouraging students to pursue careers as faculty and staff.

4.3 Maintain and enhance the university鈥檚 historic mission of access and affordability.

• Focus on scholarship development.
• Increase access to grant funding.

4.4 Celebrate and embrace 51吃瓜网鈥檚 distinctive history and cultural heritage. 

• Focus on building the university鈥檚 brand reputation.
• Enhance marketing campaigns (outward and internal marketing, space, materials).
• Create programming that highlights and celebrates 51吃瓜网.
• Enhance employee/partner outreach (such as storytelling, etc.).
• Further enhance community engagement as a means of embracing heritage.
• Create programs to promote pride and affinity for campus, culture, heritage and history.

4.5 Promote and safeguard diversity and inclusion in all aspects of university life.

• Ensure an inclusive campus environment through services, spaces, programs and initiatives that introduce diverse cultures, backgrounds and perspectives.

5.1 Create collaborative partnerships that result in enhanced student educational experiences.

• Enhance service-learning, internships, and mentorships with public schools, tribal leadership, nonprofits, government agencies, and businesses. 
• Create a town, tribe, regional service area, as well as a 51吃瓜网 student committee to develop a plan to attract more business and improve town relations for better communication and collaboration.
• Work with the Lumbee Tribe for additional partnerships.
• Develop plans to address needs of local public schools through the School of Education.

5.2 Enhance economic development and address regional and community needs.

• Enhance the Entrepreneurship HUB and The Office for Regional Initiatives.
• Create academic programs that can specifically target the community for hands on learning. For example: Use the nursing department to conduct diabetes research specific to The Lumbee Tribe or use the biology department to evaluate the effects of hurricanes in Robeson County (partner with area high school biology kids, town, county or Tribe for certain aspects of the project).

5.3 Support workforce development for opportunities important to the region.

• Create partnerships with businesses within the service area to create career paths for our students.
• Review data for student majors and specific area businesses to ensure we meet service-learning and internship needs.
• Increase partnerships with businesses to create a path for employees to apply/attend 51吃瓜网.

5.4 Expand 51吃瓜网鈥檚 brand reputation and recognition in the region and beyond. 

• Further invest in marketing and outreach.
• Increase opportunities for community to engage on campus (especially with area youth).
• Support a welcoming environment for the area community.