第二阶段关键行动和策略
UNC will continually identify new opportunities, key actions, and tactics that support the mission of the university and the academic success and personal growth of students. Because of this commitment to serving our students, UNC continuously looks for ways to also enrich the experiences for students, faculty, staff, alumni, and our extended community.
Diverse experiences, new programming, and engagement opportunities will be paramount 为今后十年开展的工作干杯. 联合国军司令部将逐步寻求机会 展示“以学生为本”的大学在今天和未来的意义 实施支持机构中每个人的策略.
In support of Rowing, Not Drifting 2030, the university is committed to implementing the following Phase II key actions and tactics. 基于协作的本质 the strategic plan，其他关键行动和策略可由各部门确定和完成 以及整个机构的个人. 将汇编和衡量联合国军司令部的进展 在整个战略计划和过程中 each phase.
KEY ACTION 1:
制定和实施战略博天堂官方管理计划.
定义:战略博天堂官方管理是一个全面的过程，旨在
help the university achieve and maintain optimum recruitment, retention, and graduation
rates. 因此，电子商务管理是一个大学范围内的过程，几乎涵盖了各个方面
UNC的功能和文化. SEM计划将作为关键的基础工作
为大学的持续成功定位.
Tactics:
- Create and empower a SEM committee comprised of representatives from across the university 作为计划的领导者和推动者.
- Establish clear goals for the number and types of students needed to fulfill the institutional mission.
- Leverage and expand access to data to inform decisions to support our strategic enrollment management goals.
- Complete a Campus Master Plan that aligns with the SEM plan key outcomes and academic program priorities, focusing on the student campus experience and environmental sustainability. 为重点资本项目寻求外部资金.
- 利用第一阶段完成的品牌审核结果，更新UNC的市场营销
和沟通计划，以支持通过SEM计划创建的目标.
KEY ACTION 2:
在第一阶段基础工作的基础上，确保博天堂官方成为一所学生至上的大学.
定义:学生的成功通常与学生的归属感有关，
他们的参与质量，以及它如何影响他们的毕业进程.
从传统的学术环境到博天堂官方和支持服务，博天堂官方将
continue to better understand how students engage inside and outside of the classroom
-并实施策略，专注于提高学生的经验和他们的能力
success.
Tactics:
- Continue to work from the Students First Framework to make progress on reaching UNC’s 保留和毕业目标于2022年春季确定.
- Implement practices, programs, and services that help students translate their academic accomplishments, learned knowledge, and campus experiences into being engaged citizens 和终身学习者毕业后.
- Expand and adapt student services and programs to meet the needs of today’s students, 包括博天堂官方的本科生、研究生和扩展校区的学生.
- Enhance university events and traditions that unify the UNC community and create new 培养熊的精神和自豪感的活动和传统.
- Identify, cultivate, and solicit philanthropic gifts in support of UNC’s people and 与第一阶段制定的运动优先事项相一致的计划.
KEY ACTION 3:
Continue development and implementation of faculty and staff recruitment, engagement,
and retention plans.
DEFINITION: In order to effectively prioritize student success at UNC, we must create
an environment in which our students learn and grow from a strong team of highly-skilled,
整个机构的教职员工知识渊博，敬业. Just as we
制定招收和留住学生的计划和策略，我们也必须这样做
so for our faculty and staff.
Tactics:
- 实施多年公平和有竞争力的薪酬计划 建立在第一阶段薪酬分析基础上的员工.
- Assess the effectiveness of the classified and exempt staff evaluation process implemented 作为第一阶段的一部分，并适当调整.
- Identify and implement policy changes and programs to address 1) work life balance, including but not limited to policies regarding hybrid and remote work and workload expectations, 2) healthy working relationships, including but not limited to supervisor 培训和健康的冲突解决，以及3)职业发展，包括但是 not limited to improved internal professional development opportunities and articulation of career ladders.
- 用公平的眼光改善候选人的招聘和入职体验 – including the development of a recruiting toolbox for hiring authorities and search 委员会和审查在搜索过程中的行政障碍.
- Develop, seek funding for, and implement a holistic, equity-minded, faculty professional development plan that supports faculty teaching, scholarship, and service, and that 建立在教学和教育促进中心现有工作的基础上 Learning (CETL), the Division of Diversity, Equity, and Inclusion, and Human Resources.
KEY ACTION 4:
创建计划，结构和方案，以促进UNC的包容性环境
每个人都感到受欢迎和支持.
DEFINITION: In Phase I, we made it clear that the university would be taking important
在整个机构中优先考虑多样性、公平和包容性的措施. Fostering
a more diverse, equitable, and inclusive environment is ongoing work that never ends
and is not done in silos. 因此，我们继续强调我们对确保的承诺
that UNC is a place wherein all students, faculty, and staff feel welcomed – and that
我们提供一个非常适合集体和个人成功的支持性环境.
Tactics:
- 创建一个全面的大学范围内的多样性，公平和包容的战略 plan, which will serve as the foundation for the creation of such plans at each college/division level.
- Complete the next stage of UNC’s Hispanic Serving Institution 2025 plan which includes developing HSI assessment metrics, preparing a pre-application for federal designation, 调查HSI的资助机会.
- Implement the English Language Learner Support Initiative and develop a training for supervisors on the Equity-Minded Teaching and Service Reflection Guide developed in Phase I.
- 管理并反复进行全校范围的校园气候调查.
- 检查教师和员工的评估过程，以确定在何种程度上 DEI work (在教学、学术或服务中)得到认可和奖励，并被识别 ways in which there might be obstacles to the success of faculty and staff members from marginalized groups.
- Develop a process in which faculty and staff are publicly recognized for their contributions and 创新尤其与多样性、公平性和包容性相关.
- Create faculty and staff DEI Associates/Fellows responsible for serving as facilitators and resources to their colleagues on matters related to DEI within their areas/divisions.
KEY ACTION 5:
创建并实施一个学术投资组合管理计划.
定义:UNC必须响应不断变化的期望和我们的愿望
学生和我们社区和州的需求. 为了让大学
be well positioned for long-term success, UNC will develop and refine processes that
确保我们的学术课程组合是最新的和相关的. Our academic
portfolio management plan will provide clarity and direction on proactively evaluating
current programs and streamlining processes in developing new educational opportunities.
The plan will also provide guidance on effective communication strategies in sharing
改变我们的学术课程.
TACTICS:
- Refine the criteria by which proposed academic programs are evaluated and ensure that 它们与项目评审过程中使用的那些一致.
- 审查，修改，并简化所提出的学术课程的过程 开发以确保流程响应迅速且高效.
- 在现有项目审查过程中包括年度健康检查，以通知 ongoing needs of each program, and aid in determining if a program should be enhanced, 保持不变、缩小或消除.
- Create a communication plan by which decisions about academic programs and the rational 因为它们是与利益相关者共享的.
- 在寻求建立骨科医学院方面取得进展 UNC, which will expand upon our offerings in the health sciences and meet a critical need our state currently faces by producing more physicians in service to our communities.
