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McKimmon Center for Extension and Continuing Education
NORTH CAROLINA STATE UNIVERSITY
Roadmap to Lifelong Learning
STRATEGIC PLAN 2013-2015
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CONTENTS
Roadmap to Lifelong Learning..................................................................................................................... 3
Our trip plans and tool kit..………..……..................................................................................................... 4
Goal 1: Enhance the success of our students through educational innovation .............................................5
Goal 2: Enhance scholarship and research by investing in faculty and infrastructure.................................. 6
Goal 3: Enhance interdisciplinary scholarship to address the grand challenges of society ......................... 7
Goal 4: Enhance organizational excellence by creating a culture of constant improvement ...................... 9
Goal 5: Enhance local and global engagement through focused strategic partnerships…......................... 11
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McKimmon Center for Extension and Continuing Education
North Carolina State University
Roadmap to Lifelong Learning
Strategic Plan 2013 – 2015
With the creation of the university’s Pathway to the Future, the McKimmon Center for Extension and
Continuing Education (MCE&CE) and its eight units are proud to serve as the roadmap within the
university’s plan to serve the non-credit continuing education needs of the learners of North Carolina and
beyond. Since 1924, MCE&CE has continually evolved to meet the education needs of individuals,
organizations, governmental entities and corporations by providing access to the vast intellectual and
technical resources at NC State University. Our rich heritage and unwavering commitment to public
service will support the MCE&CE staff as they work to enable learners to continue their education,
advance their careers and enrich their lives.
The objectives, strategies, outcomes and performance measures found in the MCE&CE Strategic Plan
were based in the five over-arching goals of the university and will set the course for the division, its units
and resulting plans for continuing education.
NC State’s strategic plan includes the vision statement that the university will be recognized for “its
innovative education and research addressing the grand challenges of society.” MCE&CE’s Strategic
Plan, Roadmap to Lifelong Learning, makes clear how its diverse outreach and research activities fulfill
that vision. The units of the division serve the citizens of North Carolina statewide from elementary
school through university and, after graduation, through careers and into retirement. MCE&CE is a
model for how a land grant institution can implement lifelong learning that is also life-changing. The
partnerships that have been developed and will continue to develop between McKimmon Center for
Extension and Continuing Education programs and NC State faculty and students are examples of how
strong extension and engagement benefits the core mission of the university. This strategic plan outlines
these activities and relationships and how they will develop into the future.
As MCE&CE moves forward into the next three years, our Strategic Plan will be the Roadmap that
guides our directions, the compass that steadies our course and yet enables us to step with confidence onto
a new, evolving Pathway to the Future. We will be able to clearly articulate the impact of each unit,
provide specific measures in evaluating program outcomes and be able to justify innovations that are
needed to ensure continued effectiveness and efficiency.
Center for Urban Affairs and Community Services Encore Program for Lifelong Enrichment
The Collaborative at the Gateway Technology Center McKimmon Conference and Training Center
Computer Training Unit Office of Professional Development
Customized, Contractual Education Upper Coastal Plain Learning Council
Office of Vice Provost
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Our Trip Plan and Tool Kit
McKimmon Center for Extension and Continuing Education Mission
The McKimmon Center for Extension and Continuing Education (MCE&CE) serves the University and
the public by facilitating the creation, transmission and timely application of knowledge and resources to
empower learners as well as organizations to become more competitive, to achieve better educational and
performance goals, and to experience a meaningful, productive existence.
MCE&CE Vision
MCE&CE focuses on the future, increases the pace of knowledge transfer, overcomes barriers of location
and time, utilizes emerging technologies, stimulates collaboration among various disciplines, forges
partnerships, and harnesses the University’s resources to enrich the lives of North Carolinians and
beyond.
MCE&CE Models NC State Values
Consonant with our history, mission, and vision, North Carolina State University affirms these core
values:
• Integrity—in the pursuit, creation, application, and dissemination of knowledge
• Freedom—of thought and expression
• Respect—for cultural and intellectual diversity
• Responsibility—for individual actions and service to society
• Stewardship—in sustaining economic and natural resources
• Excellence—in all endeavors
MCE&CE Planning Process
The Vice Provost for Continuing Education sent a memorandum to the MCE&CE directors and managers
explaining the strategic planning process and the deadlines for each phase of the process. The MCE&CE
directors and managers worked independently on creating objectives, strategies, outcomes and
performance measures that would support the university’s Pathway to the Future. The drafted
documents from each of the MCE&CE units were combined and redistributed to the MCE&CE directors
and managers for their review. The Vice Provost, directors and managers met on May 16th
to discuss the
division’s proposed strategic plan. Enhancements to the plan were suggested and incorporated into the
first draft. The final draft was distributed again to the MCE&CE directors and managers for their final
review. A completed plan, Roadmap to Lifelong Learning, was distributed to the Provost and Sr.Vice
Provost for Academic Outreach and Entrepreneurship on June 1, 2012. A revised plan for 2013 – 2015
was distributed to the Provost and Sr.Vice Provost for Academic Outreach and Entrepreneurship on June
1, 2013.
As an addendum, effective June 1, 2013, MCE&CE and its units will explore and develop synergistic
opportunities for collaborations with the units of Academic Outreach and Entrepreneurship through
distance education offerings of NC State branded content for lifelong learners. These opportunities will
reside primarily with MCE&CE Goals 1 and 5.
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McKimmon Center for Extension and Continuing Education
Roadmap to Lifelong Learning
Strategic Planning 2013-2015
1) Enhance the success of our students through educational innovation.
Center for Urban Affairs and Community Services Objective: Provide work experience opportunities for NC State students.
Strategy: Offer ongoing work opportunities to students in social science, education, statistics, and/or
computer science curricula.
Outcome: Student gaining tangible experience in applied research. Upon the completion of their
academic program, students will have gained practical experience in applied research, education,
and/or computer science.
Performance Measure: Students hired annually based on project requirements and budgets.
The Collaborative at the Gateway Technology Center A. Objective: Provide ongoing and continuing university youth enrichment opportunities with an
emphasis on the recruitment of underserved populations.
Strategy: Maintain and explore new targeted recruiting opportunities both within the East Carolina
University/NC State (ECU/NC State) campuses and within our service area (including targeting
minority heavy schools, faith based institutions and other youth agencies such as the
Nash/Edgecombe Boys and Girls Clubs and the Harrison Family YMCA).
Outcome: Increased number and diversity of students served and involved in youth enrichment
programs.
Performance Measures: Enhanced student demographics and evaluations.
B. Objective: Solicit and access educational leaders’ views and educational needs.
Strategy: Develop and distribute an electronic survey to area superintendents in order to access
educational needs. Working with university marketing staffs, develop the wording and layout of the
survey and post on Survey Monkey (or similar free survey software).
Outcome: Access success of distribution by percentage of respondents. Communicate results to
respective university departments/colleges/units.
Performance Measure(s): 1) Provide follow up survey/evaluations; 2) Host annual superintendents’
luncheon; and 3) Yearly review of programs.
Continuing and Professional Education
Objective: Offer an attractive non-credit credential that will be valued by both the student
and his/her present or future employer.
Strategy: Combine multiple short courses with a common topical theme into non-credit
certificate and diploma programs.
Outcome: The combination of the different learning experiences when offered together in as
a certification provides a more comprehensive learning opportunity and a more effective
educational experience for the students.
Performance Measures: 1) Students report that they have strengthened their resumes and 2)
Have improved their professional standing, while helping their organizations to become more
productive.
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Customized Contractual Education (CCE)
Objective: Seek to expand new programmatic offerings and increase partnerships with university
units to a new diverse group of organizations reflecting the areas of academic expertise throughout
the University.
Strategy: Engage with specific faculty and industry knowledge instructors to provide institutionally
based education programs for Customized Corporate/Contractual Education opportunities. Use
online technology to deliver programs to organizational employees that cannot attend face-to-face
programs. (Example: Use of learning management system Moodle, and webinar tool Mediasite).
Outcome: Engage with more faculty/staff to deliver Continuing and Professional Education
programs to serve a growing and diverse constituent base.
Performance Measure: Increase the overall number Customized Contractual Education Programs
and numbers of attendees in each program offered to private, non-profit, governmental, military
organizations and connect with experts in industry, academic, research and extension positions to
show the breath of programs topics.
Upper Coastal Plain Learning Council Objective: Increase awareness of ease of accessibility for programs such as those offered by the NC
School of Science and Mathematics (NCSSM), Project Lead the Way, Open Dreams and the Middle
School Innovators Academy and review local needs to determine which programs are the best match
to those needs.
Strategy: Present available programs as conversations with area administrators and central level
curriculum specialists indicate need. This initiative would be well planned, sharing time and travel of
presenters as effectively as possible, using technology resources to increase cost effectiveness and
using the train the teacher/ trainer model to increase the number of students benefiting from “live"
instruction. A budget of $30,000 would be requested from the UCPLC project. Outcome: Students and teachers would benefit from the quality and timeliness of the offerings.
Efforts would be made to share the experiences and/or duplicate the experiences where possible.
Performance Measures: Number of resources used and evaluations of resource programs.
*No appropriate relevance for Finance and Accounting Office and Encore Program for
Lifelong Enrichment.
2) Enhance scholarship and research by investing in faculty and infrastructure.
Center for Urban Affairs and Community Services
Objective: Enhance the delivery of internet and technology-based services to facilitate programs and
services requested by current/new clients.
Strategy: 1) Keep abreast of new technologies and provide staff the appropriate training and tools to
deliver new technologies; 2) Complete bi-annual review with Technology Staff to access software
and hardware needs; and 3) Meet with Project Managers quarterly to access staff development needs
related to technology enhancements.
Outcome: Continual feedback obtained from clients and staff is utilized to provide insight into
current program needs and for future program goals and directives. Through feedback from clients
and staff, staff will increase their knowledge and application of new and appropriate technologies to
enhance programs and services delivered by our clients.
Performance Measures: 1) Technologies identified through these standardized planning and review
processes are purchased and maintained in order to provide a quality level/scope of services; and 2)
Professional staff receives proper training.
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The Collaborative at the Gateway Technology Center A. Objective: Provide ongoing and continuing university scholarship/research opportunities for area
educators.
Strategy: Offer quality, university sponsored professional development opportunities for area
educators and other professionals (as needed and requested).
Outcomes: Increase the number of quality trained professionals in the service area including
Continuing Education Units and other professional certifications as needed and requested.
Performance Measures: 1) Feedback from an annual survey of educational leaders; and 2) program
evaluations of participants.
B. Objective: Reach out to and enhance communication with potential university faculty.
Strategy: Target specific university opportunities and make appropriate introductions/follow-up
meetings and offer all appropriate and associated support from The Collaborative.
Outcomes: Increase the number of new university faculty meetings and the potential for new
university programs and/or interaction with The Collaborative.
Performance Measures: 1) Increase in new university programs and/or enhanced university outreach,
research and scholarship.
Continuing and Professional Education
Objective: To provide a quality physical environment in which faculty might teach non-credit
programs to adult learners.
Strategy: To continually improve and enhance the audio-visual and information technology
capabilities and the physical environment of the McKimmon Conference & Training Center
(MCTC).
Outcome: State-of-the-art IT and AV equipment is offered in every room and is constantly updated.
The entire interior of MCTC has been remodeled to reflect a greater aesthetic appeal and to provide
greater access for students.
Performance Measures: MCTC continues to enjoy a very high rate of repeat business from
delighted customers, many of whom are faculty chairs of programs or who have provided
instructional support for programs held in MCTC.
Upper Coastal Plain Learning Council A. Objective: Begin a collaborative group of district office level support staff, most probably
curriculum/staff development specialists, from each school district in the five county areas.
Strategy: Identify and meet with individuals in each of the seven school districts who are identified as
curriculum and staff development specialists. Discuss needs, resources available and ways to share
resources and funding to maximize the impact on student achievement outcomes.
Outcome: Monthly meeting of the group, Paper Bag Professional Development, would allow for
information/needs/successes to be shared during the “bring your own lunch” meetings. Common
needs would provide topics for investigation as matches were sought between defined needs and
resources available through the higher education partners. Collaborative planning would provide the
opportunity for shared staff development offered in the most convenient locations.
Performance Measures: 1) Documentation of face-to-face meetings; 2) Communications between
systems; and 3) Evaluation data.
B. Objective: Create an "intra-county" communication option for teachers in the five county areas.
Strategy: Using SKYPE (Internet telephone), teachers could create focus groups, share classroom
success stories, air frustrations and collaboratively find solutions and create strong curriculum
materials for enriching instruction and engaging students. Using an internet option such as LIVE
BINDERS, teachers can share resources, ideas, instructional guides, even classroom management
techniques. Efforts would be made to secure buy-in from the higher education partners. Departments
would be "invited" to sign on and review the "Got Any Ideas for Me" binder. Professors or graduate
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assistants could read about the help the classroom teachers were seeking and post suggestion,
resources, links that would surely be useful.
Outcome: "BONDING WITH BINDERS" would allow classroom successes to be duplicated many
times over, while at the same time, giving teachers in rural areas quick and easy access to other
educators who "speak with the same voice."
Performance Measures: 1) Numbers of participants; 2) Evidences of shared information; and 3)
Evaluation data.
*No appropriate relevance for Finance and Accounting Office, Customized Contractual
Education and Encore Program for Lifelong Enrichment.
3) Enhance interdisciplinary scholarship to address the grand challenges of society.
Center for Urban Affairs and Community Services
Objective: To address issues which affect the citizens of NC through collaborative work with other
departments and governmental agencies.
Strategy: Work with government agencies, campus faculty and nonprofits in an effort to address
aspects of society that impact our lives—for example, public education, environment, government,
and human services.
Outcome: Delivery of high quality, timely research and technical assistance services to current and
new clients. Consistent feedback obtained from clients and staff is utilized to provide insight into
current program needs and for future program goals and directives.
Performance Measures: 1) Completed projects with other departments and agencies; and 2) Ongoing
research/projects pertaining to a variety of disciplines and substantive areas with our partners.
Continuing and Professional Education Objective: Seek to expand and diversify training opportunities reflecting the areas of academic
expertise throughout the university.
Strategy: 1) Analyze the areas of expertise within the various colleges and identify activities within
the colleges offering the greatest potential for training via continuing education methodologies; and 2)
Seek cooperation from faculty and staff within the colleges to develop and implement training
packages designed to meet customer need.
Outcome: Gain more faculty/staff involvement with CPE related activities in better serving a diverse
constituent base.
Performance Measure: Volume of well-attended and highly-evaluated new training initiatives
offered annually in collaboration with academic, research, and extension units.
Encore Program for Lifelong Enrichment Objective: Serve as a resource to the NC State community to stimulate and support research by
faculty and graduate students.
Strategy: Continue to offer courses that highlight NC State faculty and student research and facilitate
contact between faculty and graduate students who wish to engage Encore members in their research.
Outcome: In addition to inspiring research, Encore serves as a resource to the university community
in helping to address one of the “grand challenges of society” in promoting the “health and well-
being” of the growing older adult population in the US and NC.
Performance Measures: 1) Impact statements from NC State faculty who serve as Encore instructors
continue to show that the dialogue inherent in Encore courses inspires them to new avenues of
research and 2) Encore members volunteer for 1-2 research projects conducted by faculty or graduate
students each year, and faculty/graduate students report this participation is helpful to their work.
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The Collaborative at the Gateway Technology Center A. Objective: Maintain and increase the number of interactions with local professional committees in
order to access opportunities for interdisciplinary scholarship.
Strategy: Increase the number of local committees (educational, literacy, business/industry) attended
by director.
Outcomes: Increased opportunity for interdisciplinary scholarship.
Performance Measures: 1) Increased interdisciplinary programs and 2) The increased utilization of
university expertise.
B. Objective: Increase the intra-university collaboration between ECU and NC State in the various
engineering outreach programs offered via The Gateway Technology Center.
Strategy: Coordinate meeting(s) between the NC State College of Engineering and the ECU
Department of Engineering in order to maximize opportunities.
Outcomes: Increased opportunities for outreach and program collaboration.
Performance Measure(s): 1) Having the two departments attend a meeting (or meetings) here at the
GTC would be a great success; and 2) Starting a working dialogue would be tremendous in terms of
the outreach possibilities.
Upper Coastal Plain Learning Council Objective: Work to expand The Wisdom Tooth Project throughout the five county areas by affording
the opportunity for NC State College of Education faculty and students to serve as mentors for the
Halifax Community College dental hygiene students as these students develops the skills needed to
present engaging outreach programs.
Strategy: Design a process whereby NC State College of Education faculty and students have the
opportunity to serve as mentors for the Halifax Community College dental hygiene students as these
students develop the skills needed to present engaging outreach programs. Funds would be needed to
cover the cost of the dental health professional presenter and the dental health packets, age
appropriate toothbrushes and toothpaste, will be provided to each of the children going through the
program. A budget of $15,000 would be requested from the UCPLC project.
Outcome: Improve the quality of life for children and adults by providing quality dental health
instruction for children and adults; while supporting the teachers and daycare providers by providing
them with academic activities and strategies that maintain interest and engagement in the project.
Performance Measures: 1) Number of presentations given; 2) Evaluation data from the
presentations; and 3) The teaching professions and the community college students involved.
*No appropriate relevance for Finance and Accounting Office and Customized Contractual
Education.
4) Enhance organizational excellence by creating a culture of constant improvement.
Finance and Accounting Office Objective: Provide accurate, concise and updated financial information to our internal administrators,
clients, partners and other departments.
Strategy: Provide training, up-to-date technology and equipment to our employees as necessary to
perform their duties in an efficient manner. Review current processes for efficiencies and
effectiveness and establish and update best business practice guidelines. Digitize information to
streamline communications and save the environment.
Outcome: Producing the best quality and quantity of work while ensuring conformance to university,
state and federal accounting guidelines.
Performance Measures: 1) Internal review of reports and records; 2) Feedback from clients/vendors;
and 3) Results of special projects/assignments.
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Center for Urban Affairs and Community Services Objective: Ensure long-term program stability and quality through proper staffing, ongoing
professional development opportunities, effective project management, and up-to-date technological
resources.
Strategy: 1) Increase project revenues by expanding existing projects and the creation of new
projects; 2) Add new customer services as appropriate; 3) Hire and maintain a well-trained,
competent staff; 4) Consistently meet contractual requirements, 5) Meet quarterly with management
team to identify needs for staffing, hardware and software and to determine progress on previously
identified goals; and 6) Meet monthly with clients to assess project goals and needs and to ensure
appropriate progress.
Outcome: Maintain or increase annual operating revenue created by continuing and/or adding
projects, expanding services, increasing awareness, and integrating quality management practices.
Information gathered is used as working plan and implemented during the fiscal year or integrated
into long-range operational plans.
Performance Measures: 1) Increase annual revenue; 2) Provide new technology-based services as
cost-effectively allowed; 3) Maintain a diverse staff, 4) Participate in professional development
activities as funds allow; 5) Complete projects on time with all contractual requirements being met; 6)
Renew major programs and seek new contracts; and 7) Purchase hardware/software identified by
Technology Staff as funds allow.
Continuing and Professional Education Objective: Gauge the effectiveness of the training and other services provided through CPE.
Strategy: 1) Gather and analyze both short and long-term evaluation information through assessment
not only of in-class benefits of training from the participant perspective, but also to measure the
impact when applied to real experiences and/or on-the-job through follow-up survey of both the
participant and his/her organization; and 2) Create and adopt enhanced assessment methods and
continually improve evaluation instruments.
Outcome: A better understanding of the impact and effectiveness of services and programs on the
user, and where applicable, on their respective organizations that will be used as a guide for future
planning.
Performance Measures: 1) Participant satisfaction with training received and the change in perceived
value of the participant to his/her organization as measured through end-of-course as well as
longitudinal evaluations; and 2) Customer satisfaction with events coordination and meeting space
facilitation services obtained through short-term evaluation procedures and the level of repeat
business.
Customized Contractual Education Objective: Develop strategies which will enhance and improve organizational structure and internal
staff communication, cooperation, and training needs to enhance the delivery of programs and
services.
Strategy: Implement monthly meeting with key personnel in MCE&CE to monitor program
deliveries, and methods to enhance the communication, for the delivery of programmatic activity.
Outcome: An effective organizational communication structure with a highly professional staff that
can adapt to changing program needs.
Performance Measures: 1) Greater job satisfaction as reflected by staff comments; 2) Overall
improved morale; 3) Ability by staff members to perform their jobs in the most efficient and
productive manner as evidenced by an increase in annual business volume and 4) high/positive
customer ratings.
Encore Program for Lifelong Enrichment Objective: Continue to operate an efficient self-support program that grows at a pace consistent with
demographic trends and maintains an appropriate enrollment/offering ratio.
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Strategy: Encore has established quality benchmarks that are regularly reviewed by staff, Encore
standing committee members and the Encore Advisory Council. Fundraising and membership growth
will continue to be priorities in the near term. For the long term, consistent with demographic trends,
Encore will continue to plan for growth that will potentially stretch current capacities.
Outcome: Program that grows in membership and enrollments annually, with sufficient high-quality
offerings to keep membership satisfied. Use of Destiny software allows growth without the addition
of staff. Program evolves to meet membership demands as area older adult population grows.
Performance Measures: 1) Course and one-day study trip evaluations meet benchmark of 90%
satisfaction rate of “very good” or “excellent.”; 2) Membership renewal rate of 65%; 3) Enrollments
in lectures, courses, study trips are filled to a minimum of 70% of capacity; 4) Overall fundraising
efforts (catalog sponsorship, member and friend contributions) matches or exceeds each previous
year; 5) In the longer term, program offerings and volunteer base grows to meet growing demand as
the area population aged 50+ grows.
The Collaborative at the Gateway Technology Center A. Objective: Provide ongoing staff professional development for The Collaborative: supervision,
conflict resolution, team building.
Strategy: Enroll in university and local professional development opportunities.
Outcomes: Increased office efficiency, enhanced numbers of individuals served in various program
offerings.
Performance Measures: Maintain and enhance satisfaction levels of program/constituents and
participants.
B. Objective: Develop a new and improved evaluation tool for The Collaborative constituents, clients
and participants.
Strategy: Work with MCE&CE Office of Professional Development and Marketing to come up with
new evaluation tool.
Outcome: Better “snap-shot” of client evaluation and systematic approach to needed improvements.
Performance Measures: Responses and associated implemented improvements as noted on
evaluation tool.
Upper Coastal Plain Learning Council Objective: Develop an evaluation process to be used with internal and external programs.
Strategy: Develop a logic model, determine data needs, create evaluation questions and design paper
and online evaluations to be used in conjunction with UCPLC offerings. Outcome: Evaluations would be used during the UCPLC’s programs and projects. The resulting data
would be used to document successes and provide direction as needs and modifications are
determined for future initiatives. Performance Measures: 1) Consistency of use of a quality evaluation instruments; 2) Number of
uses; and 3) The revisits to the evaluation instruments as data is collected, analyzed and interpreted.
5) Enhance local and global engagement through focused strategic partnerships.
Center for Urban Affairs and Community Services Objective: Maintain current partnerships with state and local agencies; enhance working relationships
with campus departments and individual faculty members; and seek new partnerships.
Strategy: 1) Communicate with prospective new clients and deliver marketing materials as needed;
and 2) Submit proposals to targeted agencies/units and, if approved, successfully meet all contractual
requirements/timelines.
Outcome: Delivery of high quality, on-time services to current and new clients.
Performance Measures: 1) Renewal of existing major partnerships with NCDPI and DHHS; 2)
Develop and implement new program/project area each fiscal year; and 3) Deliver annually marketing
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materials to campus units, state and local governmental departments, and selected municipalities
throughout North Carolina.
Continuing and Professional Education Objective: Expand and enhance the provision of events management services to campus, non-
profit/government, and private-sector partners.
Strategy: 1) Identify potential organizations on campus, in the non-profit/government, and in the
private sectors in need of events management services through direct contact and informal interaction;
and 2) reinforce relationships with existing partners.
Outcome: An increased number of organizations taking advantage of these Office of Professional
Development (OPD) services.
Performance Measure: An annual increase in the number of new and repeat clients.
Customized Contractual Education Objective: Conduct market analyses, review unit surveys and program evaluations after program
deliveries for opportunities to enhance existing partnerships and establish new relationships.
Strategy: Routinely review and scan past, current and potential clients for opportunities not only in
the local community, county and state, but also, nationwide to determine trends in business, industry
and professional development.
Collaborate as the epicenter/core resource for development of innovative and critically thought ideas
for new programs that would reside in Office of Professional Development, Computer Training Unit
and Customized Contractual Education. Serve as the “incubator” for new programs, intellectual
resources, and financial modeling, until a program/service has sustainability to become a MCE&CE
unit sustainable initiative.
Work with MCE&CE units to create and foster new relationships to deliver to cutting edge programs
and services.
Visit with industry, government (local, state and federal), military, and campus faculty/staff to gather
ideas and information on the highest and greatest needs of customized contractual education, discuss
specific needs, and to inform them of MCE&CE services.
Outcome: Creation and delivery of novel noncredit course offerings for our constituency through
traditional delivery methods, distance education and emerging technologies; and increased
opportunities for joint programs with academic unit (example GIS – College of Natural Resources),
services delivery and space utilization.
Performance Measures: 1) Expansion and growth of programs delivered through the Office of
Professional Development, Computer Training Unit, and McKimmon Conference and Training
Center; 2) Increased enrollments in open-enrollment programs due to partnerships with strategic
alliances to include not only traditional attendees, but also those served virtually through video
conferencing and distance education; and 3) Increased enrollment from the top 50
companies/customers based on prior year statistics.
Encore Program for Lifelong Enrichment Objective: 1) Encore’s engagement with area older adults and campus and community partners that
serve this population allow NC State to provide continuing education beyond the working years. This
engagement is critical as North Carolina is projected to experience significant growth in adults aged
65+ in the next two decades and 2) Provide intergenerational opportunities for NC State students.
Strategy: 1) Continue to partner with NC State units and community groups to create Encore
programming, and provide programming at affordable price to maximize outreach and 2) Continue to
partner with NC State units on short-term volunteer projects and courses that involve students, thus
promoting student-Encore member interaction.
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Outcome: NC State’s outreach to older adults through Encore helps fulfill its land-grant mission, and
at the same time, Encore’s presence on campus provides another learning experience for younger
students.
Performance Measures: 1) Annually, be able to state partnerships with community and campus units
that benefit the NCSU unit/student group as well as Encore members; 2) Annually, be able to
demonstrate ways that Encore has served as a resource to other lifelong learning institutes and groups
that serve older adults both nationally and within North Carolina.
The Collaborative at the Gateway Technology Center
A. Objective: Enhance The Collaborative’s involvement in statewide STEM initiatives.
Strategy: Enhance the partnership with STEM East (https://www.ncstem.org/initiatives/local-
initiatives/stem-east.html).
Outcomes: Increased opportunity to share STEM East resources and innovation with area
schools/students.
Performance Measures: 1) Increase affiliation with STEM East; and 2) Enhanced number of
conference and meetings with this and other STEM related groups.
Upper Coastal Plain Learning Council A. Objective: Publish a bimonthly newsletter to be distributed to the stakeholder.
Strategy: This would allow the UCPLC the opportunity to share with the stake holders it's program
successes, the "news" from its business and educational partners, explain upcoming initiatives and
alternately spotlight each of the five counties and each of the universities, colleges and community
colleges. The newsletters would be distributed through the public school carrier system, emailed
electronically and mailed directly using bulk mail rates. Costs would primarily result from copying
process and the paper used. Limited bulk mail funds would be needed as efforts were made to use
less expensive distribution alternatives.
Outcome: Publicizing the focus, accessibility and offerings of the UCPLC would allow the
stakeholders throughout the five counties to have a clearer understanding of the Council and the ways
it can serve their children and communities.
Performance Measures: Actual newsletters published and feedback received.
B. Objective: Provide support for the Eastern North Carolina School for the Deaf Development
Initiative.
Strategy: Collaborate with the business and education partners to endeavor to develop afterschool and
summer programs that offer experiences to young people that will build character through
accomplishments and increase academic preparedness for post-secondary education and workforce
opportunities. A budget of $6,000 would be requested to assist in providing quality academic and
enrichment activities for ENCSD students and other local area students. Outcome: Support the ENCSD initiative by seeking and offering programming ideas that better
utilize the campus and facilities of the school.
Performance Measures: Documentation of collaboration and programming opportunities offered.
*No appropriate relevance for Finance and Accounting Office.
June 1, 2013
