Giving Flight to Imagination - University of North ... · 2010 Cohort 2011 Cohort 2012 Cohort 2013...

73
Giving Flight to Imagination Board of Trustees Chancellor’s Report October 19, 2018

Transcript of Giving Flight to Imagination - University of North ... · 2010 Cohort 2011 Cohort 2012 Cohort 2013...

Page 1: Giving Flight to Imagination - University of North ... · 2010 Cohort 2011 Cohort 2012 Cohort 2013 Cohort 2009 Cohort 2010 Cohort 2011 Cohort 2012 Cohort 2009 Cohort 2010 Cohort 2011

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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!!

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*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

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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

4

A TRAJECTORY OF SUCCESSSCHOLARSHIPS

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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

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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

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REALIZING THE VISION…EXECUTING THE PLAN!

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KEY METRICS

8

REALIZING THE VISION…EXECUTING THE PLAN!

Attract/Retain

Educate/Advance Research

Enable/Place

Organize/Engage

Fund/Build

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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

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▼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

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▼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

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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%

14

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

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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)

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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%

17

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

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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

20

• 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.

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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

21

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

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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)

24

• 5 Disclosures• 1 U.S. Patent Filed (Utility)

9 Active Patents• 8 Licenses• 2 Startups

SPONSORED RESEARCH LICENSING INCOME

30

EDUCATE/ADVANCE RESEARCH

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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

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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

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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

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ENABLE/PLACE

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ENABLE/PLACE

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• 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

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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

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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

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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

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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

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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

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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

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EXECUTING THE PLAN…CHALLENGED BY NATURE!!

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EXECUTING THE PLAN…CHALLENGED BY NATURE!!

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South College Road

Wrightsville Beach Myrtle Grove

EXECUTING THE PLAN…CHALLENGED BY NATURE!!

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EXECUTING THE PLAN…CHALLENGED BY NATURE!!

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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

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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

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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

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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

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BRING UNCW BACK TO LIFE

…and more!!

EXECUTING THE PLAN…CHALLENGED BY NATURE!!

UNCW RESPONSE: OVERALL OBJECTIVE

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BRINGING UNCW BACK TO LIFE…AND MORE!!

Cultural Arts Building

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BRINGING UNCW BACK TO LIFE…AND MORE!!

Campus Bridge

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BRINGING UNCW BACK TO LIFE…AND MORE!!

Chancellor’s Walk

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BRINGING UNCW BACK TO LIFE…AND MORE!!

DePaolo Hall

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BRINGING UNCW BACK TO LIFE…AND MORE!!

Fisher Student Center Parking Lot

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BRINGING UNCW BACK TO LIFE…AND MORE!!

Galloway Hall

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BRINGING UNCW BACK TO LIFE…AND MORE!!

Computer Information Systems Building

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Warwick Center

BRINGING UNCW BACK TO LIFE…AND MORE!!

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Leutze Hall

BRINGING UNCW BACK TO LIFE…AND MORE!!

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BRINGING UNCW BACK TO LIFE…AND MORE!!

Leutze Hall, Room 214

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Dobo Hall, 2nd Floor Hallway

BRINGING UNCW BACK TO LIFE…AND MORE!!

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BRINGING UNCW BACK TO LIFE…AND MORE!!

Dobo Hall Roof

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Boseman Softball Field

BRINGING UNCW BACK TO LIFE…AND MORE!!

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BRINGING UNCW BACK TO LIFE…AND MORE!!

Kenan Auditorium Parking Lot

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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

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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

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TOGETHER

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TOGETHER

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TOGETHER

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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

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GO SEAHAWKS!