Post on 07-Jul-2020
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Giving Flight to Imagination
Board of TrusteesChancellor’s ReportOctober 19, 2018
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AGENDA
A Trajectory of Success
Realizing the Vision…Executing the Plan
Executing the Plan…Challenged by Nature!!
Bringing UNCW Back to Life…and more!!
*1251 new SAT; new target: 1310
SAT AVERAGE 869 926 1097 1170 1251*
160 176 6091,772
4,696
6,978
9,885
13,071
16,747
0 25 100 234 559 1,1072,152
3,1314,376
6,000
4,000
2,000
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
18,000
20,000
1947 1950 1960 1970 1980 1990 2000 2010 2018
Fall Headcount
DegreesAwarded
GROWTH WITH QUALITY
3
A TRAJECTORY OF SUCCESS
NOAA/Hollings 2 3 2 8 9 3 4 31
Gilman 1 4 5 5 1 3 10 29
NSF GraduateFellowship 4 3 1 8
Fulbright 1 1 1 2 1 6
2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 59 Total
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A TRAJECTORY OF SUCCESSSCHOLARSHIPS
5
FIVE-YEAR GRADUATION RATES, FROM ANY UNC INSTITUTION (2012 Cohort)
33.5%
39.7%
41.6%
43.6%
46.3%
47.7%
54.0%
58.5%
62.6%
64.9%
65.6%
67.6%
73.0%
74.9%
77.5%
79.0%
89.0%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
FSU
ECSU
UNCP
NCCU
NCA&T
WSSU
UNCG
UNCC
WCU
ECU
System
UNCA
ASU
UNCSA
UNCW
NCSU
UNCCH
Source: UNC System Data
61.5 National Average, 2010 Cohort
A TRAJECTORY OF SUCCESS
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UNDERGRADUATE DEGREE EFFICIENCY BY INSTITUTION 2016-17
12.1%
17.0%
18.0%
19.0%
20.5%
21.9%
22.4%
22.5%
22.6%
23.2%
23.7%
23.7%
24.3%
24.8%
25.5%
26.2%
26.8%
0% 5% 10% 15% 20% 25% 30%
ECSU
NCA&T
NCCU
UNCP
FSU
UNCG
UNCSA
UNCA
ECU
System
WSSU
ASU
NCSU
UNCCH
UNCC
WCU
UNCW
Source: UNC System Data
A TRAJECTORY OF SUCCESS
VISION
MISSION
VALUES
STRATEGIC PRIORITIES
The University of North Carolina Wilmington, the state’s coastal university, is dedicated to the integration of teaching and mentoring with research and service. Our commitment to student engagement, creative inquiry, critical thinking, thoughtful expression and responsible citizenship is expressed in our baccalaureate and master’s programs, as well as doctoral programs in areas of expertise that serve state needs. Our culture reflects our values of diversity and globalization, ethics and integrity, and excellence and innovation.
UNCW will be recognized for excellence in everything it does, for its global mindset, and for its community engagement.
EXCELLENCE INTEGRITYSTUDENT FOCUS
COMMUNITY ENGAGEMENTDIVERSITY INNOVATION
ATTRACT/RETAIN EDUCATE/ADVANCE RESEARCH
ENABLE/PLACE ORGANIZE/ENGAGE FUND/BUILD
7
REALIZING THE VISION…EXECUTING THE PLAN!
KEY METRICS
8
REALIZING THE VISION…EXECUTING THE PLAN!
Attract/Retain
Educate/Advance Research
Enable/Place
Organize/Engage
Fund/Build
12,924 13,071 13,17713,758 13,937
14,570 14,91815,740
16,487 16,747
1,333 1,301 1,195 1,346 1,490 1,606
1,683
1,826 1,985 2,295
Fall2009
Fall2010
Fall2011
Fall2012
Fall2013
Fall2014
Fall2015
Fall2016
Fall2017
Fall2018
0
5,000
10,000
15,000
20,000
9
ATTRACT/RETAIN
FASTEST GROWING WITH QUALITY
2009-18+ 3,825 + 30%, +3% (9-YR. CAGR)
26% of the System Growth
2009-18GraduateCAGR 6%
222,3226%
236,992*7%
Total Enrollment Graduate Students
* Preliminary
▼339 ▼581 ▼205 ▲311
▲139
▼458
2,02
9
1,72
9
1,68
3
1,36
9 1,52
3
296
2,22
3
1,98
7
1,82
6
1,94
9
1,67
2
368
2,14
5
1,93
9
1,98
5
2,39
7
1,90
4
408
2,16
1
1,91
9
2,29
5
2,81
1
2,13
9
542
0
500
1000
1500
2000
2500
3000
New Freshmen New Transfers Graduate Distance Ed. Military International
Target Fall 2015 Fall 2016 Fall 2017 Fall 2018
▼Remaining to Target 10
ACTUAL VS. TARGET HEADCOUNT
ATTRACT/RETAIN
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Profile Fall 2017 Fall 2018
Total 2,145 2,161
SAT Average 1248 1251
Average HS GPA 4.18 4.22
Female % 64% 60%
Diversity % 15% 16%
Out of State 17% 15%
Countries Represented 14 26
Top 5 Pre-majorsNursing, Biology, Marine Biology, Entrepreneurship and Business Development, Psychology
Nursing, Biology, Marine Biology, Exercise Science, Psychology
ATTRACT/RETAIN
NEW FRESHMEN
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ATTRACT/RETAIN
NEW FRESHMEN HONORSClass Profile Fall 2015 Fall 2016 Fall 2017 Fall 2018
Total Honors 133 146 156 160
% Merit Scholarships 44% 60% 53% 46%
SAT Average 1313 1310 1363 (new SAT) 1383 (new SAT)
ACT Average 29 29.6 29.6 29.5
HS GPA (Weighted) 4.31 4.28 4.39 4.39
Top 10% of HS Class 18% 31% 46% 39%
Female % 65% 68% 71% 68%
Diversity (Non-white) 8% 8% 11% 11%
Out of State 27% 27% 27% 26%
Wilmington Fellows 9 8 8 8
STEMHealthBusiness Arts and HumanitiesEducationOther/Undecided
5385
143
50
691416
64
37
7812
810
444
70191615
436
▼5% ▼5% ▼3% ▼7%
85% 85% 87%83%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Fall 2015 Fall 2016 Fall 2017 Fall 2018
Target ▼% Remaining to Target
13
FRESHMAN TO SOPHOMORE RETENTION RATE
90%
ATTRACT/RETAIN
• Fall 2018 data refers to Fall 2017 students
• 4th best in the System (Fall 2017)
• System: 84% (Fall 2017)
• National: 79%, 2015 Cohort
52%54% 53%
56%
69% 70% 70% 70% 71% 72% 72%
▼8% ▼6% ▼7% ▼4%
▼11% ▼10% ▼10% ▼10%
▼14% ▼13% ▼13%
2010Cohort
2011Cohort
2012Cohort
2013Cohort
2009Cohort
2010Cohort
2011Cohort
2012Cohort
2009Cohort
2010Cohort
2011Cohort
15%
35%
55%
75%
95%
▼% Remaining to Target4 Yr Grad RateTarget 5 Yr Grad Rate 6 Yr Grad Rate
52% 54% 53%56%
69% 70% 70% 70% 71% 72% 72%▼8% ▼6% ▼7% ▼4%
▼11% ▼10% ▼10% ▼10%▼85% ▼14% ▼13%
2010Cohort
2011Cohort
2012Cohort
2013Cohort
2009Cohort
2010Cohort
2011Cohort
2012Cohort
2009Cohort
2010Cohort
2011Cohort
15%
35%
55%
75%
95%
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4-, 5- AND 6-YEAR GRADUATION RATESFROM UNCW
ATTRACT/RETAIN
▼14% ▼13% ▼13%
▼% Remaining to Target4 Yr Grad RateTarget 5 Yr Grad Rate 6 Yr Grad Rate
55% 57% 57% 59%
74% 76% 77% 78% 78% 79% 80%
▼5% ▼3% ▼3% ▼1%
▼6% ▼4% ▼3% ▼2%▼7% ▼6% ▼5%
2010Cohort
2011Cohort
2012Cohort
2013Cohort
2009Cohort
2010Cohort
2011Cohort
2012Cohort
2009Cohort
2010Cohort
2011Cohort
15%
35%
55%
75%
95%
15
4-, 5- AND 6-YEAR GRADUATION RATESFROM ANY UNC INSTITUTION
ATTRACT/RETAIN
▼% Remaining to Target4 Yr Grad RateTarget 5 Yr Grad Rate 6 Yr Grad Rate
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4-, 5- AND 6-YEAR GRADUATION RATESFROM ANY UNC INSTITUTION
ATTRACT/RETAIN
• 4-year: 59%, System: 49%, National: 40%
• 5-year: 78%, System: 66%, National: 62%
• 6-year: 80%, System: 69%, National: 69%
• 3rd best in the System (5-year grad rates)
56%60% 60% 61%
77% 78%81% 81% 81% 82% 84%
▼4% - - ▲1%
▼3% ▼2% ▲1% ▲1%▼4% ▼3% ▼1%
2010Cohort
2011Cohort
2012Cohort
2013Cohort
2009Cohort
2010Cohort
2011Cohort
2012Cohort
2009Cohort
2010Cohort
2011Cohort
15%
35%
55%
75%
95%
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ATTRACT/RETAIN
4-, 5- AND 6-YEAR GRADUATION RATESFROM ANY UNIVERSITY/COLLEGE IN U.S.
▼% Remaining to Target4 Yr Grad RateTarget 5 Yr Grad Rate 6 Yr Grad Rate
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Profile Fall 2017 Fall 2018
Total 1,939 1,919
GPA Average 3.14 3.13
Female % 63% 67%
Diversity % 18% 21%
Out of State 10% 12%
Average Credits Transferred 55 59
Top 5 MajorsNursing, Business Administration, Elementary Education, Biology, Exercise Science
Nursing, Business Administration, Exercise Science, Elementary Education, Computer Science
Top 5 Transfer InstitutionsCape Fear CC, Coastal Carolina CC, Wake Technical CC, Central Piedmont CC, Brunswick CC
Cape Fear CC, Coastal Carolina CC, Wake Technical CC, Central Piedmont CC, Brunswick CC
ATTRACT/RETAIN
NEW TRANSFERS
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ATTRACT/RETAIN
Profile Fall 2017 Fall 2018
Total 742 920
Female % 72% 68%
Diversity % 18% 21%
Out of State 17% 15%
Top 5 Majors
Nursing, Accountancy, Social Work, Business Administration, Clinical Research and Product Development
Nursing, Business Analytics, Accountancy, Social Work, Business Administration
Top 5 Post-Secondary Institutions UNCW, ECU, WSSU, UNC, NCSU UNCW, ECU, NCSU, UNC, ASU
NEW GRADUATES
22%** 22%**
▼8% ▼7% ▼8% ▼8%
22%**23%**
0%
10%
20%
30%
Fall 2015 Fall 2016 Fall 2017 Fall 2018
18%* 18%* 18%*
18%*
▼% Remaining to TargetTarget
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• In 2000, only 9% of students were non-white.
• In 2010, increased to 16%.
• In 2018, increased to 22%.
30%
PERCENT OF NON-WHITE STUDENTS
ATTRACT/RETAIN
*Percent diverse students excluding white, nonresident alien, and unknown students.**Percent diverse students excluding white students.
53%999
56%1,063
58%1,106
58%1,214
20%380
20%378
19% 370
20%428
1,870 1,882 1,922
2,097
0
200
400
600
800
1000
1200
1400
1600
1800
2000
2200
2010 2016 2017 2018Female Minority Total
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PERCENT AND NUMBER OF EMPLOYEES BY GENDER, RACE AND ETHNICITY
ATTRACT/RETAIN
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ATTRACT/RETAIN
9 out of 10 graduates would choose UNCW again.
STUDENT SATISFACTION: GRADUATION EXIT SURVEY REPORT
Academic Support
Availability of courses was sufficient to complete their degree requirements on time. 86%
Academic advising supported their academic progress. 81%
Faculty were adequately available to support their academic development. 95%
Students experienced at least one mentoring relationship with a faculty or staffmember who exhibited a genuine interest in their personal development. 85%
Programs and Activities
UNCW provided sufficient programs and activities that foster the development of interpersonal skills. 92%
UNCW provided sufficient programs and activities that develop essential life skills for engaged citizenship. 89%
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EDUCATE/ADVANCE RESEARCH
NEW PROGRAMSMore than 10 new programs
approved since fall 2015
MORE THAN 400 NEW
STUDENTSENROLLED/TO BE ENROLLED
Under Development
D.N.P., Doctor of Nursing Practice Ph.D., Marine Science
Ph.D., Psychology M.S./Ph.D., Pharmaceutical Science
E.M.B.A. M.S., Healthcare Administration
M.S., Data Science M.A., Integrated Marketing Communication
M.S., Finance B.S., Respiratory Therapy
M.S., Business Analytics
M.A., Film Studies
M.S.N., Nursing Educator
B.A., Digital Arts
B.A., Interdisciplinary Studies
B.S., Coastal Engineering
9.511.5
9.1
▼20.5 ▼19.5 ▼20.9
2016 2017 20180
10
20
30
▼Remaining to Target
$ M
30
167
50
2016 2017 20180
50
100
150
200
$
(000)
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• 5 Disclosures• 1 U.S. Patent Filed (Utility)
9 Active Patents• 8 Licenses• 2 Startups
SPONSORED RESEARCH LICENSING INCOME
30
EDUCATE/ADVANCE RESEARCH
946908
1,178
2015-16 2016-17 2017-180
300
600
900
1,200
# OF STUDENTS
4,201 4,211
5,728
2015-16 2016-17 2017-180
1,500
3,000
4,500
6,000
# OF CREDITS
INTERNSHIPS
25
EDUCATE/ADVANCE RESEARCH
APPLIED LEARNING
3,437 3,435
4,052
2016 2017 20180
1,000
2,000
3,000
4,000
#OF STUDENTS
26
EDUCATE/ADVANCE RESEARCH
APPLIED LEARNING
944
1,036 1,015
2016 2017 20180
500
1,000
# OF STUDENTS
UNDERGRADUATE RESEARCH STUDY ABROAD
29
42
79
▼71 ▼58 ▼21
2016 2017 20180
20
40
60
80
100
▼Remaining to Target
72%77%
64%
20% 17%24%
2015 2016 20170%
20%
40%
60%
80%
100%
Employed Graduate/Professional School
27
ENABLE/PLACE
FORTUNE 500
100
EMPLOYMENT AT 6 MONTHSPOST-GRADUATION
28
ENABLE/PLACE
29
ENABLE/PLACE
• Fastest overall growth in the System
• Only institution with growth in Education Preparation in the System
• Connectionswith industry are critical for success
30
CRITICAL WORKFORCE DEVELOPMENT
ENABLE/PLACE
2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 TOTAL GROWTH
6-YEARCAGR
STEM 538 521 568 616 686 751 696 29% 4%
Education Preparation 387 390 395 405 412 356 407 5% 1%
HealthSciences 213 241 258 304 338 476 655 208% 21%
Critical WorkforceTotal
1,124 1,136 1,201 1,306 1,419 1,567 1,758 54% 8%
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INCREASE LEVEL OF ENGAGEMENT
ORGANIZE/ENGAGE
ORGANIZATION ACTIVITIES 2015-16 2016-17 2017-18
Osher Lifelong Learning Institute (OLLI) • Program Registration 8,084 9,349 8,584
Quality Enhancement for Nonprofit Organizations (QENO)
• Organizations in Coaching 33 41 36
• Coaching Hours 423 522 463
Center for Innovation and Entrepreneurship (CIE) • All Events 4,728 5,641 3,862
Incubatees • CIE• MARBIONC
345
387
8012
Swain Center for Executive and Professional Development
• Number of Events• Number of Participants
11280
17396
50927
International Partnerships • Universities 52 80 100
Athletics • All Events 135,494 142,834 133,705
Arts and Culture • All Events 47,712 51,996 51,971
72%6-YEAR
GRADUATION RATE2011 COHORT
UNCW
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UNCW AT A GLANCE
16,747STUDENTS
FALL 2018
1383SAT AVG., HONORS
FALL 2018
1251SAT AVERAGE
FALL 2018
84%6-YEAR
GRADUATION RATE2011 COHORT
ALL U.S. UNIVERSITIES
55MAJORS
35MASTER’S DEGREES
4DOCTORAL DEGREES
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INVESTING IN GROWTH WITH QUALITYFACILITIES
FUND/BUILD
$25M $15M
Housing
ParkingDeck
Library
$144M
Dining
STEM
$77M Dobo$62M
$125M
Completed/Active
$59M
Source: 2019-25 six-year general fund capital improvement projects (to be filed with System office)
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2017-23 SIX-YEAR GENERAL FUND CAPITAL IMPROVEMENTS: TOP 5 OUT OF 15
FUND/BUILD
PRIORITY PROJECT DOLLAR REQUEST RATIONALE
1 Dobo Replacement $71MFY 2019-22
105,000 SF, 2-story building to accommodate chemistry, computer sciences and engineering
2 Randall LibraryRenovation/Expansion
$62MFY 2019-22
169,438 SF unchanged since 1987; students have increased from 5,852 to 16,747 (286% growth) and faculty and staff have gone from 846 to 2,394
3 Dobo Restoration $59MFY 2020-23 Hurricane Florence loss: repurposed for biology
4 Cameron HallModernization and Expansion
$35MFY 2020-23
Comprehensive renovation of 61,000 SF andadditional 22,000 SF driven by enrollment growth
5 MFA-Film Studies Facility $5MFY 2020-21
12,000 SF teaching lab facility in support of the MFA-Film Studies program
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HOUSING
Current number of beds on campus 4,145
Fall 2018 number of undergraduates 14,452
Ratio/Beds/Undergraduates 29%
Demand for new beds by 2021-22, minimum 1,000
P-3 approach: accelerated development
FUND/BUILD
36
FUNDRAISINGYEAR AMOUNT ($)
2012-13 7,074,267
2013-14 9,646,707 AVERAGE: $9,481,682
2014-15 11,724,072
2015-16 14,947,583
2016-17 17,200,056 AVERAGE: $15,847,895
2017-18 15,396,045
67% INCREASE
FUND/BUILD
106.1 111 114.3*
10.5 8.3 10.9
114.1124.2
136.8*
0
20
40
60
80
100
120
140
160
180
200
2016 2017 2018Tuition/Fees Enrollment Growth State Appropriations
$ M
*Preliminary
466.7
347.5
503.9
319.1
Net Position
Revenues
206.4
366.6
37
STATE APPROPRIATIONS/ENROLLMENT GROWTHTUITION/FEES AND NET POSITIONS
FUND/BUILD
38
ATHLETICSACADEMICALLY PROFICIENT
(Academic Progress Rate)(NCAA Public Recognition Awards for APR Scores)
Men’s Baseball Men’s Golf Men’s Soccer Beach
Volleyball
Men’s Golf Men’s Soccer Women’sGolf Volleyball
Men’s Soccer
Women’s Tennis Men’s Tennis
Women’s Cross
Country
Women’sSwimming
Women’sVolleyball
Women’s Volleyball
Men’s CrossCountry
# of Sports 5 (2nd) 5 (2nd)
2016 2017
Women’s Swimming
2018
9 (Most in CAA)
Men’s Golf Women’sTennis
ATHLETICS GPASpring 2017
Student- Non-Student-Athlete Athlete
3.2563.001
FUND/BUILD
39
FUND/BUILD
Women’s Volleyball
Women’s Softball
IndividualWomen’s
Golf
Men’s Baseball
Men’s Tennis
Men’s Soccer
Women’s Soccer
Men’s Basketball Track (1) Men’s Golf
Individual Golf (2) Baseball
Men’s Basketball
2016 2017 2018
LEAGUE COMPETITIVE(Number of Post-seasons)
# ofSports
4
5
Men’s Tennis
5
ATHLETICS
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FUND/BUILDATHLETICS
MEMBERSHIP FUNDRAISING
2018 1,824* $3.9M*
2017 2,613 3.3M
2016 2,033 3.0M
2015 1,802 2.3M
2014 1,052 1.6M
2013 960 1.2M
SEAHAWK CLUB
FINANCIALLY SOUND(Fund Balance)
$1,908 $1,828
2016 2017 2018
$2,290
(2018 membership year ends Dec. 31, 2018)* Year to date
41
UNC SYSTEM’S METRICS
METRIC BASELINE RECENT YEAR % CHANGE STRETCH SYSTEMCHANGE
Priority Metrics
Low-Income Enrollments 3,328 3,518 5.7% -0.4%
Rural Enrollments 4,008 4,305 7.4% -0.4%
UGDE Gaps (Pell) 21.8 21.1 -3.2% 1.7%
Research ($Million) $8.2 $10.5 28.0% Yes 8.3%
Critical Workforce 1,583 1,757 11.0% Yes 3.2%
Improve Metrics
Low-Income Completions 1,110 1,158 4.3% 2.3%
Rural Completions 933 1,014 8.7% Yes 2.9%
Graduation Rates 78.4% 81.0% 3.3% Yes 4.1%
Sustain Metrics
UGDE 26.1 26.8 2.7% 3.1%
UNCW CASE
42
EXECUTING THE PLAN…CHALLENGED BY NATURE!!
43
EXECUTING THE PLAN…CHALLENGED BY NATURE!!
44
South College Road
Wrightsville Beach Myrtle Grove
EXECUTING THE PLAN…CHALLENGED BY NATURE!!
45
EXECUTING THE PLAN…CHALLENGED BY NATURE!!
46
EXECUTING THE PLAN…CHALLENGED BY NATURE!!
More than 400 trees down Traffic interrupted No power, air conditioning, IT Three academic buildings severely affected:
Dobo Hall, Leutze Hall and Cameron Hall Four residence halls hit hard: Galloway Hall,
Cornerstone Hall, Belk Hall and University Apartments City/county isolated from the country – no airport,
no access roads Students and employees evacuated Employees’ homes affected
SITUATION
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EXECUTING THE PLAN…CHALLENGED BY NATURE!!
Safety first: students, employees, visitors Restore normalcy ASAP Focus on here and now Operate sequentially and in parallel Work together, internally and externally Communicate, communicate, communicate!
UNCW RESPONSE: GUIDING PRINCIPLES
48
Evacuate early, close campus for safety Staff EOC and put it to work Solicit volunteers, internally and externally Identify issues/prepare a plan
• Flooding• Water infiltration• Roof, equipment, material damage• Downed trees, electrical lines• Contractor presence/traffic
EXECUTING THE PLAN…CHALLENGED BY NATURE!!
UNCW RESPONSE: KEY ACTIONS
49
Get approvals • Condition 3 (Governor’s office)• Instructional relief (BOG)• Funding/develop estimates
Restructure academic calendar/reschedule and relocate classes and faculty/relocate residents of University Apartments
Document for claims• FEMA• Insurance• State
Stay connected with the local, regional, stateand federal authorities
EXECUTING THE PLAN…CHALLENGED BY NATURE!!
UNCW RESPONSE: KEY ACTIONS
50
Restore• Power• HVAC• ITS (Wifi, computers, etc.)
Bring people back to work – employees first,students later
Communicate, communicate, communicate!
EXECUTING THE PLAN…CHALLENGED BY NATURE!!
UNCW RESPONSE: KEY ACTIONS
51
BRING UNCW BACK TO LIFE
…and more!!
EXECUTING THE PLAN…CHALLENGED BY NATURE!!
UNCW RESPONSE: OVERALL OBJECTIVE
52
BRINGING UNCW BACK TO LIFE…AND MORE!!
Cultural Arts Building
53
BRINGING UNCW BACK TO LIFE…AND MORE!!
Campus Bridge
54
BRINGING UNCW BACK TO LIFE…AND MORE!!
Chancellor’s Walk
55
BRINGING UNCW BACK TO LIFE…AND MORE!!
DePaolo Hall
56
BRINGING UNCW BACK TO LIFE…AND MORE!!
Fisher Student Center Parking Lot
57
BRINGING UNCW BACK TO LIFE…AND MORE!!
Galloway Hall
58
BRINGING UNCW BACK TO LIFE…AND MORE!!
Computer Information Systems Building
59
Warwick Center
BRINGING UNCW BACK TO LIFE…AND MORE!!
60
Leutze Hall
BRINGING UNCW BACK TO LIFE…AND MORE!!
61
BRINGING UNCW BACK TO LIFE…AND MORE!!
Leutze Hall, Room 214
62
Dobo Hall, 2nd Floor Hallway
BRINGING UNCW BACK TO LIFE…AND MORE!!
63
BRINGING UNCW BACK TO LIFE…AND MORE!!
Dobo Hall Roof
64
Boseman Softball Field
BRINGING UNCW BACK TO LIFE…AND MORE!!
65
BRINGING UNCW BACK TO LIFE…AND MORE!!
Kenan Auditorium Parking Lot
66
BRINGING UNCW BACK TO LIFE…AND MORE!!
Ensure funding to support recovery• State• Insurance• FEMA
Accommodate all students back – apartment buildings, off campus for this semester and for Spring(Restore normalcy to student body)
Immediately address the loss of Dobo – classroom,teaching and research labs, faculty offices(Restore normalcy to faculty and employees’ lives)
Harden infrastructure of the university
NEXT STEPS
67
BRINGING UNCW BACK TO LIFE…AND MORE!!
Never forget: Students come first
Keep calm under pressure
Do not compromise on safety Avoid “too many cooks in the kitchen” syndrome –
engage, decide and execute Coordination and communication are critical All hands on deck, TOGETHER
LESSONS LEARNED
68
TOGETHER
69
TOGETHER
70
71
TOGETHER
72
EXCELLENCEVISION
UNCW will be recognized forEXCELLENCE in everything it does, for its global mindset and for its
community engagement.
ALBERT EINSTEIN
“IMAGINATION IS MORE IMPORTANT THAN KNOWLEDGE,for knowledge is limited to all we
know and understand while imagination embraces the entire world and all there ever will be
to know and understand.”
+
IMAGINATION
2018 AND BEYOND
TOGETHER
GO SEAHAWKS!