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East Carolina University Core Requirement

2.1 Degree Granting Authority

2.2 Governing Board

2.3 - Chief Executive Officer

2.4 - Institutional Mission

2.5 - Institutional Effectiveness

2.6 - Continuous Operation

2.7.1 - Program Length

2.7.2 - Program Content

2.7.3 - General Education

2.7.4 - Course Work for Degrees

2.8 - Faculty

2.9 - Learning Resources and Services

2.10 - Student Support Services

2.11.1 - Financial Resources

2.11.2 - Physical Resources

Comprehensive Standard

3.1.1 - Mission

3.2.1 Chief Executive Officer Evaluation/Selection

3.2.2.1 - Governing Board Control: Institution's Mission

3.2.2.2 - Governing Board Control: Fiscal Stability

3.2.2.3 - Governing Board Control: Institutional Policy

3.2.3 - Board Conflict of Interest

3.2.4 - External Influence

3.2.5 - Board Dismissal

3.2.6 - Board/Administration Distinction

3.2.7 - Organizational Structure

3.2.8 - Qualified Administrative/Academic Officers

3.2.9 - Personnel Appointment

3.2.10 - Administrative Staff Evaluations

3.2.11 - Control of Intercollegiate Athletics

3.2.12 - Fund-Raising Activities

3.2.13 - Institution-Related Entities

3.2.14 - Intellectual Property Rights

3.3.1.1 - Institutional Effectiveness: Educational Programs

3.3.1.2 - Institutional Effectiveness: Administrative Support Services

3.3.1.3 - Institutional Effectiveness: Academic and Student Support Services

3.3.1.4 - Institutional Effectiveness: Research Related to Mission

East Carolina University 3.3.1.5 - Institutional Effectiveness: Public Service Related to Mission

3.4.1 - Academic Program Approval

3.4.2 - Continuing Education/Service Programs

3.4.3 - Admissions Policies

3.4.4 - Acceptance of Academic Credit

3.4.5 - Academic Policies

3.4.6 - Practices for Awarding Credit

3.4.7 - Consortial Relationships/Contractual Agreements

3.4.8 - Non-credit to Credit

3.4.9 - Academic Support Services

3.4.10 - Responsibility for Curriculum

3.4.11 - Academic Program Coordination

3.4.12 - Technology Use

3.5.1 - General Education Competencies

3.5.2 - Institutional Credits for a Degree

3.5.3 - Undergraduate Program Requirements

3.5.4 - Terminal Degrees of Faculty

3.6.1 - Post-Baccalaureate Program Rigor

3.6.2 - Graduate Curriculum

3.6.3 - Institutional Credits for a Graduate Degree

3.6.4 - Post-Baccalaureate Program Requirements

3.7.1 - Faculty Competence

3.7.2 - Faculty Evaluation

3.7.3 - Faculty Development

3.7.4 - Academic Freedom

3.7.5 - Faculty Role in Governance

3.8.1 - Learning/Information Resources

3.8.2 - Instruction of Library Use

3.8.3 - Learning/Information Resources: Qualified Staff

3.9.1 - Student Rights

3.9.2 - Student Records

3.9.3 - Student Affiars: Qualified Staff

3.10.1 - Financial Stability

3.10.2 - Financial Aid Auidits

3.10.3 - Control of Finances

3.10.4 - Control of Sponsored Research/External Funds

3.11.1 - Control of Physical Resources

3.11.2 - Institutional Environment

3.11.3 - Physical Facilities

3.12.1 - Substantive Change

East Carolina University 3.13.1 - Accrediting Decisions of Other Agencies

3.13.2 - Collaborative Academic Arrangements

3.13.3 - Complaint Procedures Against the Commission or Its Accredited Institutions

3.13.4a - Review of Distance Learning Programs

3.13.4b - Description of the UNC System

3.14.1 - Publication of Accreditation Status

Federal Requirement

4.1 - Student Achievement

4.2 - Program Curriculum

4.3 - Publication of Policies

4.4 - Program Length

4.5 - Student Complaints

4.6 - Recruitment Materials

4.7 - Title IV Program Responsibilities

4.8.1 - Distance Education: Student Identification

4.8.2 - Distance Education: Student Privacy

4.8.3 - Distance Education: Student Charges

4.9 - Credit Hours

CoreRequirement2.1DegreeGrantingAuthorityTheinstitutionhasdegreegrantingauthorityfromtheappropriategovernmentagencyoragencies. JudgmentofCompliance:Incompliance Narrative EastCarolinaUniversity(hereafter,ECUortheinstitution)hasdegreegrantingauthorityfromtheappropriategovernmentagency. AbriefHistoryofEastCarolinaUniversity,submittedwiththeFifthYearReportin2009,summarizestheinstitutionsgrowthanddevelopment.ECUwasestablishedbytheGeneralAssemblyofNorthCarolinain1907asEastCarolinaTeachersTrainingSchool.TheinstitutionbecameafouryearcollegeandwasrenamedEastCarolinaTeachersCollegein1920.TheNorthCarolinaGeneralAssemblygrantedauthoritytoinitiategraduateprograms(1929),instituteliberalartsprograms(1941),changetheinstitutionalname,firsttoEastCarolinaCollege(1951),andthentoEastCarolinaUniversity(1967).In1971,theNorthCarolinaGeneralAssemblyrestructuredpublichighereducationinNorthCarolina,makingECUaconstituentinstitutionoftheconsolidatedUniversityofNorthCarolinasystem(hereafter,UNCortheUNCSystem). TheUniversityofNorthCarolinahasgivenECUdegreegrantingauthoritysincetheNorthCarolinaGeneralAssemblyestablishedthestatehighereducationsystemin1971.TheGeneralStatutesofNorthCarolinaSection1164establishesECUasoneof17constituentinstitutionscomprisingtheUNC.TheauthoritytoplananddevelopacoordinatedsystemofhighereducationinNorthCarolinaisvestedintheUNCBoardofGovernors(hereafter,BOG)inaccordancewiththeConstitutionofNorthCarolinaArticleIX,Section8.GeneralStatutesofNorthCarolinaSection11611authorizestheBOGtodeterminethefunctions,educationalactivities,andacademicprogramsoftheconstituentinstitutions,suchasECU,andtodeterminethetypesofdegreestobeawarded.UNCGACodeAppendix1,SectionIIIDelegationsofDutyandAuthoritytoBoardsofTrusteesconfersauthoritytothe17institutionssuchthateachinstitutiondetermineswhenanindividualstudenthasfulfilledthecriteriatobeawardedaparticulardegree. ECUisauthorizedbytheBOGtooffercertificateprograms,baccalaureate,master's,intermediate,anddoctoraldegrees.ECUsacademicprograminventoryismaintainedbytheDivisionofAcademicAffairsatUNCGeneralAdministration. Documentation

ReferenceTitle Location AcademicProgramInventory API_14May2012ConstitutionofNorthCarolinaArticleIX,Section8

ArticleIXofNCConstitution

GeneralStatutesofNorthCarolinaSection1164

GS1164

GeneralStatutesofNorthCarolinaSection11611

GS11611

HistoryofEastCarolinaUniversity Pagesfrom3.13.4bSACSFifthYearInterimReportPartIIUNCGACodeAppendix1,SectionIII

UNCCodeAppendix1BOTauthority

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CoreRequirement2.2GoverningBoard Theinstitutionhasagoverningboardofatleastfivemembersthatisthelegalbodywithspecificauthorityovertheinstitution.Theboardisanactivepolicymakingbodyfortheinstitutionandisultimatelyresponsibleforensuringthatthefinancialresourcesoftheinstitutionareadequatetoprovideasoundeducationalprogram.Theboardisnotcontrolledbyaminorityofboardmembersorbyorganizationsorinterestsseparatefromit.Boththepresidingofficeroftheboardandthemajorityofothervotingmembersoftheboardarefreeofanycontractual,employment,orpersonalorfamilialfinancialinterestintheinstitution. JudgmentofCompliance:Incompliance Narrative Boardmembership,dutiesandauthorities ThecurrentUniversityofNorthCarolinaSystem(hereafter,theUniversity)datesfrom1971,whentheGeneralAssemblycompletelyrestructuredhighereducationinNorthCarolina,bringingallstatesupportedinstitutionsofhigherlearning[includingEastCarolinaUniversity]intoasinglesystemgovernedbytheUniversitysBoardofGovernors(hereafter,BOG). BoardofGovernors InaccordancewithNorthCarolinaGeneralStatute11611(2),the32memberBOGisresponsibleforthegeneraldetermination,control,supervision,management,andgovernanceofallaffairsoftheUNCs17constituentinstitutions,includingECU. InaccordancewithNorthCarolinaGeneralStatute1166,theNorthCarolinaGeneralAssemblyelectsthe32votingmembersoftheBOGforstaggeredfouryearterms.Specialmembersarenonvotingmemberswithvaryingterms.SuchspecialmembersareformerchairsoftheBOG,formerstategovernors,andthepresidentoftheUNCAssociationofStudentGovernments(orthatstudent'sdesignee).Nomember,officer,oremployeeoftheGeneralAssemblyorofficeroremployeeofthestateorofanyconstituentinstitutionorspouseofanysuchmember,officeroremployeemaybeamemberoftheBOG,accordingtoNorthCarolinaGeneralStatute1167(b). TheBOGisrequiredbyNorthCarolinaGeneralStatute11611(9a)toensurethatadequatefinancialresourcesaredevotedtohighereducation;todevelop,prepare,andpresenttotheGovernorandtheGeneralAssemblyasingle,unified,recommendedbudgetforalltheconstituentinstitutions;andtosettuitionandfeesattheconstituentinstitutions.TheBOGapprovesacademicprogramsandmissionstatementsatallitsconstituentinstitutions,includingECU. AreviewofseveralsetsofminutesoftheBOG(January13,2012;September9,2011;January14,2011;June11,2010;April9,2010,andNovember13,2009)showsthattheBOGoverseestheaffairsofECU,includingtuitionandfees,academicprograms,missionstatements,andcapitalprojects.BoardofTrusteesECUspecificallyisgovernedbyitsown13memberBoardofTrustees(BOT).AsprovidedinNorthCarolinaGeneralStatute11631(d),eightmembersoftheBOTareelectedbytheBOG,fourmembersareappointedby

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theNCGovernor,andthepresidentofthestudentgovernmentservesasanexofficiomember.Electedandappointedmembersserveamaximumoftwoconsecutivefouryearterms.NomemberoftheGeneralAssemblyorofficeroremployeeofthestateorofanyconstituentinstitutionoftheUNC,orspouseofanysuchmember,officer,oremployeeiseligibleforelectionorappointmentasatrustee.InaccordancewithNorthCarolinaGeneralStatute11632,theofficersoftheBOTarethechair,vicechair,andthesecretary.TheBOTholdsatleastthreemeetingsayear. Powers,duties,andresponsibilitiesoftheBOTaredefinedinAppendix1oftheUNCCodeandincludetheappointmentandcompensationofsenioracademicandadministrativepersonnel,conferraloftenure,awardingofdegrees,reviewandapprovalofplansandspecificationsofcapitalconstructionprojects,andmakingrecommendationsfortuitionandfees.InadditiontopowersanddutiesasdefinedanddelegatedbytheBOG,theBOTservesasadvisertotheBOGonmatterspertainingspecificallytotheinstitutionandadvisesECUsChancellorconcerningthemanagementanddevelopmentoftheinstitution,asdescribedinNorthCarolinaGeneralStatute11633. MinutesofBOTfrommeetingsonSeptember23,2011;July21,2011;April15,2011;November19,2010;April17,2009;andFebruary27,2009demonstratethattheBoardhasauthorityoverapprovaloftheappointmentofseniorofficers,constructionplans,tenure,degrees,andrecommendationsfortuitionandfees.Excerptsfrom2012meetingminutesfurtherdemonstratetheBoardsauthority. BoardControlandConflictsofInterest ControlofboththeBOGandtheBOTrestswiththecollectivemembershipofthespecificboardineachcaseandnotwithaminorityofboardmemberswithoutsideinterests.HalftheBOGmembersareelectedbytheNorthCarolinaHouseofRepresentativesandhalfbytheNorthCarolinaSenate.Membersservestaggeredterms.Asnotedabove,membersoftheBOTareselectedbythreedifferententities.BOTmembersalsoservestaggeredterms.Thus,nosingleentityorindividualcontrolsthemembershipofeithergoverningboard. NeitherthechairofeithergoverningboardnoranymemberofeitherbodymayhaveacontractualorfinancialinterestinECU.And,asnotedabove,noofficeroremployeeoftheNorthCarolinaGeneralAssemblyorofanyconstituentinstitution,orthespouseofanysuchofficeroremployee,mayserveoneithertheBOGortheBOT. BoththechairsofthegoverningboardsandamajorityofthevotingmembersoftheBOGandtheBOTarefreeofanycontractual,employment,orpersonalorfamilialfinancialinterestinECU.TheBOGhasadoptedandadherestoaPolicyonDualMembershipandConflictsofInterestandseekstoavoideventheappearanceofpartialityorundueinfluence.DecisionsmadeonbehalfofUNCbyitsgovernors,trustees,chiefexecutiveofficers,andchieffinancialofficersarerequiredtobemadeinthebestinterestoftheinstitutionsandarenotinfluencedbyanypotentialfinancialgaintothedecisionmakers.ThepolicyprohibitstheBOGfromappointingrelativesofBOGmemberstotheBOTandplacesrestrictionsonanycontractualrelationshipsthatcanexistbetweenmembersofboththeBOGandtheBOT.Asprescribedbythepolicy,standingcommitteesoftheBOGandtheBOToverseeapplicationof,andcompliancewith,theconflictofinterestpolicy.NorthCarolinaGeneralStatute138A(StateGovernmentEthicsAct)establishesstandardsofethicalconductaswellasstandardsregardingconflictsofinterestformembersofboththeBOGandtheBOT.ThestatuteprovidesthatanymemberoftheBOGortheBOTwhofailstocomplywiththestatuteissubjecttoremovalfromtheboard.Inaddition,thestatuterequireseverymemberoftheUNCandECUboardstoattendethicstrainingsessionsandtofileannualstatementsofeconomicinterest. TheGoverningBoardchart,providedbySACSCommissiononColleges,liststhenames,terms,originofappointment,andprofessionalaffiliationsofmembersoftheBOTandisattachedaspartofthisreport.Inaddition,theECUBoardofTrusteeswebsiteprovidesthenamesofthemembersoftheBoard,theirtermsofoffice,originsofappointment,andprofessionalaffiliationsoroccupations.Boardmeetingminutes,meeting

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dates,andmeetingmaterialsarealsoavailableonthissite.NamesofthemembersoftheBOGandtheminutesoftheBOGarepostedontheBoardofGovernorswebsite.AccordingtoArticleIII,Section301oftheBylawsoftheECUBoardofTrustees,theboardmustholdnofewerthanthreeregularmeetingseachyear.TheorganizationalchartforECUdepictstherelationshipbetweentheChancellor,theBOTandtheBOG.

Documentation

ReferenceTitle Location Appendix1oftheUNCCode BoTAppendix1ArticleIII,Section301oftheBylawsoftheECUBoardofTrustees

BOTBylaws

BoardofGovernorsMinutesforNovember13,2009

HistoricalOpenMinutesNovember13,2009[1]

BoardofGovernorsMinutesforApril9,2010 ApprovedOpenminutesofApril2010meeting[1]BoardofGovernorsMinutesforJune11,2010 OpenminutesofJune2010meeting[1]BoardofGovernorsMinutesforJanuary14,2011 OpenminutesofJanuary14,2011[1]BoardofGovernorsMinutesforSeptember9,2011

BOGmins090911

BoardofGovernorsMinutesforJanuary13,2012 BOGmins011312BoardofGovernorswebsite BoardofGovernorsPremeeting

Materials_Minutes BoardofTrusteesMinutesforFebruary27,2009 BOTFeb27MinutesBoardofTrusteesMinutesforApril17,2009 BOTApr17MinutesBoardofTrusteesMinutesforNovember19,2010

BOTNov19Minutes

BoardofTrusteesMinutesforApril15,2011 BOTApril15,2011BoardofTrusteesMinutesforJuly21,2011 BOTJune21,2011BoardofTrusteesMinutesforSeptember23,2011

BOTSeptember23,2011

ECUBoardofTrusteeswebsite 2.2ECU'sBoardofTrusteesMembersExcerptsfrom2012MeetingMinutes 2.2BOTMinutesGoverningBoardChart 2.22012CoreRequirement22Template3NorthCarolinaGeneralStatute1166 NCGS1166NorthCarolinaGeneralStatute1167(b) NCGS1167NorthCarolinaGeneralStatute11611(2) NCGS11611NorthCarolinaGeneralStatute11611(9a) NCGS11611NorthCarolinaGeneralStatute11631(d) NCGS11631NorthCarolinaGeneralStatute11632 NCGS11632NorthCarolinaGeneralStatute11633 NCGS11633NorthCarolinaGeneralStatute138A(StateGovernmentEthicsAct)

3.2.3GS138A

OrganizationalChartforECU ECUPolicyonDualMembershipandConflictsofInterest

BoG200.1

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CoreRequirement2.3ChiefExecutiveOfficerTheinstitutionhasachiefexecutiveofficerwhoseprimaryresponsibilityistotheinstitutionandwhoisnotthepresidingofficeroftheboard. JudgmentofCompliance:IncomplianceNarrative ChancellorSteveBallard(JobDescription,CurriculumVitae,Biographicalsketch)isthechiefexecutiveofficerofEastCarolinaUniversity(hereafter,ECUortheinstitution).HewasselectedinMay2004bytheUNCBoardofGovernors(hereafter,BOG)uponrecommendationbythePresidentoftheUniversityofNorthCarolina(hereafter,UNC)andisnotamemberoftheECUBoardofTrustees(hereafter,BOT)orBOG.Section502A.oftheUNCCodeidentifiestheChancellorastheadministrativeandexecutiveheadofECU,aconstituentinstitutionoftheUNC.TheChancellorhasthepowertoexercisecompleteexecutiveauthorityonbehalfoftheinstitution,subjecttothedirectionofthepresident.TheChancellorisultimatelyresponsibleforcarryingoutpoliciesoftheBOGandoftheBOT,evaluatingtheBOTpolicies,andreportingevaluationresultstotheBOT.TheChancellorreportsdirectlytothePresidentoftheUniversityofNorthCarolinasystemasshownintheECUOrganizationalChart. SelectionoftheChiefExecutiveOfficer Section500B.oftheUNCCodeconfirmsthattheBOGelects,onnominationofthepresident,thechancellorofeachoftheconstituentinstitutionsandfixestheChancellorscompensation.ThePresidentmakesanominationfromalistofnotfewerthantwonamesrecommendedbytheinstitutionalboardoftrustees.TheinstitutionsboardoftrusteesidentifiesitsrecommendationstothePresidentbasedontheworkofasearchcommitteecomposedofrepresentativesoftheboardoftrustees,thefaculty,thestudentbodyandECUalumni.AnadvertisementforthepositionofChancellorisusedtoinvitequalifiedapplications. ResponsibilitiesoftheChiefExecutiveOfficer Aschiefexecutiveofficeroftheinstitution,theChancellorhasthefollowingresponsibilities,whicharedescribedinNorthCarolinaGeneralStatute11634:

Thechancellorshallbetheadministrativeandexecutiveheadoftheinstitutionandshallexercisecompleteexecutiveauthoritytherein,subjecttothedirectionofthePresident.HeshallberesponsibleforcarryingoutpoliciesoftheBoardofGovernorsandoftheboardoftrustees.AsofJune30ofeachyearheshallpreparefortheBoardofGovernorsandfortheboardoftrusteesadetailedreportontheoperationoftheinstitutionfortheprecedingyear.

Itshallbethedutyofthechancellortoattendallmeetingsoftheboardoftrusteesandtoberesponsibleforkeepingtheboardoftrusteesfullyinformedontheoperationoftheinstitutionanditsneeds.

ItshallbethedutyofthechancellortokeepthePresident,andthroughhimtheBoardofGovernors,fullyinformedconcerningtheoperationsandneedsoftheinstitution.Uponrequest,heshallbeavailabletoconferwiththePresidentorwiththeBoardofGovernorsconcerningmattersthatpertaintotheinstitution.

SubjecttopoliciesprescribedbytheBoardofGovernorsandbytheboardoftrustees,thechancellorshallmakerecommendationsfortheappointmentofpersonnelwithintheinstitutionandforthedevelopment

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ofeducationalprograms.

TheChancellorreportsdirectlytothePresidentoftheUniversityofNorthCarolina.UNCPolicy200.4IV confirmsthattheperformancereviewoftheChancellorisconductedinaccordancewithcriteriaandproceduresdeterminedbythePresident.MoredetailedinformationrelatingtotheevaluationoftheChancellorisprovidedinComprehensiveStandard3.2.1.TheChiefExecutiveOfficerandtheBoardofTrustees AschiefexecutiveofficerofECU,theChancellorattendsallmeetingsoftheBOTandisresponsibleforkeepingtheBOTfullyinformedontheoperationoftheinstitutionanditsneeds;however,heisnotamemberorpresidingofficeroftheBOT.TherelationshipbetweentheChancellorandtheBOTisdefinedinSection502C.oftheUNCCode. Documentation

ReferenceTitle Location AdvertisementforthepositionofChancellor

2.32003_ECU_Leadership_Statement_and_Ad_Copy

BoardofTrustees(BOT) ECU'sBoardofTrusteesMembers ChancellorsBiographicalSketch Chancellor'sBiographyonuniversitywebpage ChancellorsCurriculumVitae Ballardvitae2012 ChancellorsJobDescription Chancellor_job_description ComprehensiveStandard3.2.1 ComprehensiveStandard3.2.1 EastCarolinaUniversityOrganizationalChart

ECU

NorthCarolinaGeneralStatute11634 GS_11634 PerformanceReviewoftheChancellor 3.2.3BOTclosedminutes4152010(Chancellor

Review) Section500B.oftheUNCCode TheUNCPolicyManualChapter100.1Section500 Section502A.oftheUNCCode TheUNCPolicyManualChapter100.1Section502 Section502C.oftheUNCCode TheUNCPolicyManualChapter100.1Section502C UNCPolicy200.4IV TheUNCPolicyManual200.4

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CoreRequirement2.4InstitutionalMissionTheinstitutionhasaclearlydefined,comprehensive,andpublishedmissionstatementthatisspecifictotheinstitutionandappropriateforhighereducation.Themissionaddressesteachingandlearningand,whereapplicable,researchandpublicservice. ComplianceJudgment:IncomplianceNarrative TheUniversityofNorthCarolina(UNC)systemisgovernedbya32memberBoardofGovernors(BOG)which,inaccordancewithNorthCarolinaGeneralStatute11611,isresponsibleforthegeneraldetermination,control,supervision,management,andgovernanceofallaffairsoftheuniversitysconstituentinstitutions,oneofwhichisEastCarolinaUniversity(hereafter,ECUortheinstitution).Section1161oftheGeneralStatutesofNorthCarolinalaysoutthegeneralpurposeoftheUniversityofNorthCarolinaanditsconstituentinstitutions;specifically,subsection(b)ofSection1161states:

"TheUniversityofNorthCarolinaisapublic,multicampusuniversitydedicatedtotheserviceofNorthCarolinaanditspeople.Itencompassesthe17diverseconstituentinstitutionsandothereducational,research,andpublicserviceorganizations.Eachsharesintheoverallmissionoftheuniversity.Thatmissionistodiscover,create,transmit,andapplyknowledgetoaddresstheneedsofindividualsandsociety.Thismissionisaccomplishedthroughinstruction,whichcommunicatestheknowledgeandvaluesandimpartstheskillsnecessaryforindividualstoleadresponsible,productive,andpersonallysatisfyinglives;throughresearch,scholarship,andcreativeactivities,whichadvanceknowledgeandenhancetheeducationalprocess;andthroughpublicservice,whichcontributestothesolutionofsocietalproblemsandenrichesthequalityoflifeintheState.Teachingandlearningconstitutetheprimaryservicethattheuniversityrenderstosociety.Teaching,orinstruction,istheprimaryresponsibilityofeachoftheconstituentinstitutions.Therelativeimportanceofresearchandpublicservice,whichenhanceteachingandlearning,variesamongtheconstituentinstitutions,dependingontheiroverallmissions.

ECUTomorrow:AVisionforLeadershipandServicesetsforthECUsmission,vision,values,fivestrategicdirections,andcorecompetencies(approvedbytheBoardofTrustees,BOTminutes).Themissionreadsasfollows: Toserveasanationalmodelforpublicserviceandregionaltransformationby:

Preparingourstudentstocompeteandsucceedintheglobaleconomyandmulticulturalsociety, Distinguishingourselvesbytheabilitytotrainandprepareleaders, Creatingastrong,sustainablefutureforeasternNorthCarolinathrougheducation,research,innovation,

investment,andoutreach, Savinglives,curingdiseases,andpositivelytransforminghealthandhealthcare,and Providingculturalenrichmentandpowerfulinspirationasweworktosustainandimprovequalityof

life.

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(Approved,UNCBoardofGovernors,November2009)

Thismissionstatementiscurrent,havingbeenapprovedbytheECUBoardofTrustees(2008)andtheUNCBoardofGovernors(2009).Itiscomprehensive,inthatitappliestoallinstitutionalconstituentsandguidestheinstitutionsoperations,especiallyitsplanning.ThismissionstatementisspecifictoECUwithregardtoitsparticularfociofpublicserviceandcommitmenttotransformingEasternNorthCarolinathroughteaching,learning,research,andpublicservice. Teaching,learning,researchandpublicserviceEachofthemissionstatementsfivecomponentshasmultipledirectandindirectimplicationsforteaching,learning,research,andpublicservice.ThespecificdirectandindirectimplicationscurrentlytargetedbyECUinitsimplementationandoperationalizationofitsinstitutionalmissionarestatedinECUs20102013StrategicActionPlan(StrategicActionPlan,201013).Thisplanestablishesmissionspecificobjectivesthataddressundergraduateandgraduateteachingandlearning,thataddressresearch,andthatplacespecialemphasisonpublicservice.Theplanoperationalizesthesegoalsbysettingforthfivestrategicdirections,eachofwhichderivesfromacorrespondingpartofECUsmissionstatement.Eachstrategicdirectionhasthreetofivegoals,andeachgoalhasthreetoeightsubgoals.Goalsandsubgoalsimplementandoperationalizecorrespondingelementsoftheuniversitysmissionstatement.

TeachingandLearning:ThemissionstatementassertsthatECUwillserveasanationalmodelforpublicserviceandregionaltransformationbypreparingstudentstocompeteandsucceedintheglobaleconomyandmulticulturalsociety.OnedirectimplicationofthisstatementforteachingandlearningatECUisarticulatedbythegoalsandsubgoalslistedundertheStrategicActionPlansfirststrategicdirection,EducationforaNewCentury. ThefirstimplementationgoalunderthisstrategicdirectionisShowcasetheglobalcompetitivenessofourstudentsandourinstitutionbymeetingheadonthechallengesofanincreasinglyglobal,culturallydiverse,andrapidlychangingsociety.OneoperationalizingsubgoalofdirectsignificancetoteachingandlearningforthisimplementationgoalisAdvanceglobalawarenessthroughtheinternationalizationofpremiercurriculum,programs,students,staff,andfaculty.Sincetheadoptionofbothcurrentmissionstatementandthe20102013strategicactionplan,theparticularteachingandlearningdimensionofthisoperationalsubgoalwasaddressed,forexample,byactivitiesasdiverseasestablishingnewundergraduatestudyabroadprograms,suchastheItalyprogram;expandingtheGlobalUnderstandingInitiative;andcreatingaglobalcourserequirementasagraduationrequirementforallECUundergraduates. Research:AcomponentofthemissionstatementthatdirectlyaddressesresearchcommitsECUtosavinglives,curingdiseases,andpositivelytransforminghealthandhealthcare.AdirectimplicationofthisstatementforresearchisarticulatedbythegoalsandsubgoalslistedundertheStrategicActionPlansstrategicdirectionHealth,HealthCare,andMedicalInnovation. ThefirstimplementationgoalunderthisstrategicdirectionisExploreandimplementinnovativeapproachestohealthandhealthcareresearch.OneexampleofanoperationalizinggoalofdirectsignificancetotheresearchcommitmentintheuniversitysmissionstatementisAddresshealthissuesthatfacetheregionbyincreasingtranslationalresearchprojectsthataddressestablishedpriorities.Theuniversityhasrespondedtothismissionandplanningcommitment,forexample,byfurtheringunitssuchasTheCenterforHealthSystemsResearchandDevelopment,byfoundingtheHarrietandJohnWootenLaboratory,theSchoolbasedChronicDiseaseCaseManagementprojectineasternNC,andbythereceiptofsignificantgrantsfortranslationalresearchprojects(TranslationalResearchatECU).

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PublicService:OnepublicservicecomponentofECUsmissionstatementcommitsECUtocreatingastrong,sustainablefutureforeasternNorthCarolinathrougheducation,research,innovation,investment,andoutreach.OneimplicationofthisstatementforpublicserviceiscapturedbythefourthofECUsstrategicdirections,EconomicProsperityintheEast.ThesecondimplementationgoalunderthisstrategicdirectionisLeadandfosterpartnershipsthatfuelinnovation,entrepreneurship,andknowledgetransferthroughouttheregion.OneexampleofanoperationalizinggoaldirectlyaddressingECUscommitmenttopublicserviceis:Enhanceinterdisciplinaryandmultidisciplinarycollaborationsandpartnershipswithindustry,education,government,andcommunities.PublicServiceExamplesofhowtheuniversityhasrealizedthiscommitmentareOperationReentryNorthCarolina,theMiddleSchoolInnovator'sAcademy,theSheltonLeadershipChallenge@ECU,andtheCommunityEnhancementandEconomicTransformationInitiative(CEETI). DistanceEducation:Asstatedpreviously,ECUTomorrow:AVisionforLeadershipandServicesetsforthECUsmission,vision,values,fivestrategicdirections,andcorecompetencies. ECUsfirststrategicdirectionaspublishedinECUTomorrowisEducationforaNewCentury.Increasingaccesstohighereducationisseenasoneoftheuniversityscorecompetencies.Listedtherearethegoals:

Wewillexpandourdistanceeducationprograms,deliveringahighqualityEastCarolinaeducationtothethousandsofNorthCarolinianswhocannotbecampusresidents.

Wewilltailorprogramstotheneedsofworkingadultsthroughdistanceeducationmodels.

AsstatedintheECUPolicyonDistanceEducation,ProgramsofferedviadistanceeducationshallbeconsistentwiththemissionofEastCarolinaUniversityandtheacademicunitofferingthecoursesorprograms.

Theuniversityoffersdistanceeducationprogramstofulfillfourdistinctpartsofitsmission:

1) Regionaltransformation

o Totransformtheregionisthrougheducation,DEprogramsatECUprovidehundredsmorestudentsaccesstoaneducationthanwouldotherwisehaveaccess

2) Preparingourstudentstocompeteandsucceed

o TechnologiesusedinDE(andalsoimplementedinFTFclasses)giveourstudentsacompetitiveedgeinselecting,adopting,andusingtechnologies.

3) Trainandprepareleaders

o Inbusiness(undergraduateandMBA),ineducation(MAinEducation,EdS,andEdDinEducationalLeadership)andinSportsManagement,ECUsDEprogramshelpbuildleaders

4) Transforminghealthandhealthcare

o DEprogramsincludetheMSNandPhDinNursing,SchoolofDentalMedicine,Telemedicineresearch

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Insupportofitsmissiontoserveasanationalmodelforpublicserviceandregionaltransformationbypreparingstudentstocompeteandsucceedintheglobaleconomyandmulticulturalsociety,ECUhasincreasedaccesstohighereducationbyexpandingthedevelopmentanduseofinternetbasedcoursesanddegreeprogramsasdescribed,forexample,intheonline20112012DivisionofAcademicAffairsGraduateEducationcatalogue(OnlineDistanceEducation).OnecomponentofECUsmissionstatementcommitsECUtoprovidingculturalenrichmentandpowerfulinspirationastheinstitutionworkstosustainandimproveregionalqualityoflife.ThiscommitmentiscapturedbyECUsfifthstrategicdirection,TheArts,Culture,andQualityofLife.ThefirstimplementationgoalunderthisstrategicdirectionisAdvancetheartsandhumanitiesinsupportingarichandvibrantculture.ThegoalisoperationalizedbyStrengthenregionalaccesstolearningopportunitiesinthearts.ECUscreationofinternetbaseddistanceeducationcoursesintheSchoolofArtandDesignprovidesoneexampleofhowECUisfulfillingthisdimensionofitsmission(SchoolofArtandDesignDE).Asecond,equallyimportantcomponentofECUsmissionissavinglives,curingdiseases,andpositivelytransforminghealthandhealthcare.ThiscomponentofECUsmissionisaddressedbythegoalsandsubgoalslistedunderthe20102013StrategicActionPlansstrategicdirectionHealth,HealthCare,andMedicalInnovation.ThethirdimplementationgoalunderthisstrategicdirectionisStrengthenacademicprogramsthatsupporthealthandhealthsciences.Oneoperationalizingsubgoalisexpandgraduateandpostgraduateeducationalprogramsinhealthandhealthcare.Thecreationofanewgraduatedegreeprogram,aMasterofScienceinHealthInformaticsandInformationManagement,tobeofferedasaninternetbaseddistanceeducationMastersprogram,isasecondexampleofhowECUisusinginternetbaseddistanceeducationtofulfillitsmission.AthirdcomponentofECUsmissionstatementispreparingourstudentstocompeteandsucceedintheglobaleconomyandmulticulturalsociety.ThiscomponentofECUsmissionisaddressedbythestrategicdirectionEducationforaNewCentury.ThefirstimplementationgoalunderthisstrategicdirectionisShowcasetheglobalcompetitivenessofourstudentsandourinstitutionbymeetingheadonthechallengesofanincreasinglyglobal,culturallydiverse,andrapidlychangingsociety.OneoperationalizingsubgoalisAdvanceglobalawarenessthroughtheinternationalizationofpremiercurriculum,programs,students,staff,andfaculty.Thecreationofanew,internetbasedMasterofScienceinSecurityStudiesdegreeprogramisathirdexampleofhowECUisusinginternetbaseddistanceeducationtofulfillitsmission.

EachcomponentofECUsmissionstatementisaddressedinECUsStrategicActionPlan,20102013inthemannerillustratedabove,whereinthe20102013StrategicPlanpresentsgoalsandsubgoalsthat,inwaysappropriatetothediversityofcampusconstituencies,implementandoperationalizeeachcomponentofthemissionstatement. PublicationofMissionStatement ECUsmissionstatementispublishedintheundergraduatecatalog,thegraduatecatalog,andispostedonorlinkedtoinstitutionalwebpages,includingECUTomorrowandAboutECU.Themissionstatementisalsoincorporatedintonumerouspublisheddocuments,suchasEngagement,Innovation,andEconomicDevelopment:ANationalModelforPublicServiceandRegionalTransformation,ImportantFactsAboutDiversityatECU,andvariouscollege/programdocumentssuchasCollegeofHumanEcologyStrategicPlan,RecreationalTherapyProgramGoals,andStudentHandbook,DepartmentofNutritionalScience. Insummary,EastCarolinaUniversityhasaclearlydefined,comprehensive,andpublishedmissionstatementthatisspecifictotheinstitution,appropriateforhighereducation,andaddressesteaching,learning,research,andpublicservice.

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Documentation

ReferenceTitle Location 17DiverseConstituentInstitutions UNC17InstitutionsAboutECU EastCarolinaUniversityAboutECU BoardofGovernors UNCBOGCollegeofHumanEcologyStrategicPlan CHEStrategicPlanEconomicDevelopment:ANationalModelforPublicServiceandRegionalTransformation

Engagement,Innovation,andEconomicDevelopment

ECUBoardofTrustees(approvalofECUmissionstatement)

BOTMissionStatement112108

ECUPolicyonDistanceEducation FacultyManualpart6ECUTomorrow:AVisionofLeadershipandService

ECUTomorrowMission

GlobalCourseRequirement 1275DomesticGlobalDiversityRequirementGlobalUnderstandingInitiative GlobalUnderstandingInitiative GraduateCatalog gradmissionImportantFactsAboutDiversityatECU ImportantFactsAboutDiversityatECU_2009ItalyProgram ItalyProgramMasterofScienceinHealthInformaticsandInformationManagement

MasterofScienceHealthInformaticsandInformationManagement

MasterofScienceinSecurityStudies MasterofScienceinSecurityStudies MissionStatement ECUMissionStatementNorthCarolinaGeneralStatute11611 NCGeneralStatute11611OnlineDistanceEducation OnlineDistanceEducationPublicServiceExamples PublicServiceExamplesRecreationalTherapyProgramGoals RecreationalTherapyProgramGoals SchoolofArtandDesignDE SchoolofArtandDesignDE StrategicActionPlan201013 SAP20102013StrategicDirections ECUTomorrowOurStrategicDirections

StudentHandbook,NutritionalScience StudentHandbook,DepartmentofNutritionScience

TranslationalResearchatECU TranslationalresearchatECU UNCBoardofGovernors(approvalofECUmissionstatement)

BOGMissionApproval

UndergraduateCatalog ugradmission

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CoreRequirement2.5InstitutionalEffectiveness Theinstitutionengagesinongoing,integrated,andinstitutionwideresearchbasedplanningandevaluationprocessesthat(1)incorporateasystematicreviewofinstitutionalmission,goals,andoutcomes;(2)resultincontinuingimprovementininstitutionalquality;and(3)demonstratetheinstitutioniseffectivelyaccomplishingitsmission. ComplianceStatus:IncomplianceNarrative EastCarolinaUniversity(hereafter,ECUortheinstitution)usesasystematicandinstitutionwide,researchbasedplanningandevaluationprocess(termedtheECUModelofInstitutionalEffectiveness)toguidedecisionmakingtowardsfulfillingourmission.Thismodelincorporatesasystematicreviewofinstitutionalmission,goals,outcomes,andresultsincontinuousimprovementininstitutionalqualitytoassistindemonstratinghowECUiseffectivelyaccomplishingitsmission. Thisnarrativewill:

I. DescribetheinstitutionsframeworkforinstitutionaleffectivenessandtheprocessesthatcontributetotheaccomplishmentofECUsmission,

II. IdentifytheUniversityofNorthCarolinasystemrequirementsthatimpactECUsplanningandassessmentprocesses,

III. Describetherelationshipoftheuniversitysbudgetprocessandmasterplanningprocesstoinstitutionaleffectivenessandprovideevidencethattheinstitutioniscommittingsignificantresourcestoensureinstitutionalquality,

IV. Describetheongoing,integrated,andinstitutionwideresearchbasedplanningandevaluationprocess,and

V. Provideselectedexamplesoftheresearchbasedsystematicreviewanduseofdataandinformationtoensurecontinuousimprovement.

I. InstitutionalEffectivenessatECU ECUsModelofInstitutionalEffectivenesspresentsthecoreandenablingprocessesthataccomplishtheongoingplanning,assessment,andqualityenhancementworkoftheuniversity.Sincestrategiesandprioritieschangeovertime,themodelisdynamicandrespondstotheneedsandexpectationsofinternalandexternalcustomersandstakeholderswhileremainingtruetothemissionoftheuniversity.CriticalcomponentsoftheECUModelofInstitutionalEffectivenessarethedevelopmentandongoingreviewofplansoutlinedintheUniversityDashboard. Responsibilitiesforestablishingmissionbasedoutcomesandforcontinuallyassessingprogresstowardtheseoutcomesareinstitutionwide,distributedthroughouttheuniversitysmanyunits,activities,andprogramsandmanagedbytheExecutiveCommitteeoftheStrategicPlanningCommitteeandtheOfficeofInstitutionalPlanning,AssessmentandResearch(IPAR).Thisintegratedapproacheffectivelypositionstheinstitutiontoassessprogresstowardtheaccomplishmentoftheinstitutionsmission;ensuresabroadrepresentationofstakeholdersonplanningcommittees;anddrivestheinstitutionwideuseofassessmentdatatosupportacultureofevidence(useofresults)andongoingimprovementandqualityenhancement.EvidenceofaresearchdrivenapproachthatfocusesoncontinuousimprovementisevidentintheEastCarolinaUniversityAnnual

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Report20102011,PointsEast,andthereportentitled,ECU:ExamplesofKeyAccomplishmentsTowardtheECUMission. WithafocusontheECUMission,institutionalgoalstosupportandadvancethemodelofinstitutionaleffectivenessareestablishedthroughtheECUStrategicPlanningProcessthatisongoing,integrated,andinstitutionwide,asdetailedinOrganizationoftheProcess.AseriesofPlanningPrinciplesandaCommunicationPlansupportthiswork.Thecomponentsofthestrategicplanningandassessmentprocessarediscussedinmoredetaillaterinthisnarrative. TheseinstitutionwideprocessesarecoordinatedandsupportedbyIPARandtheOfficeofAcademicProgramPlanningandDevelopment(formerlyAcademicProgramDevelopment).IPARalsoprovidesinstitutionalandunitleveldataandanalysisinsupportoftheseaspectsofinstitutionaleffectiveness,andencouragesevidencebaseddecisionsinsupportofthemission,asdiscussedlaterinthisnarrative. ReviewoftheMission AtECU,themissionsimportanceisemphasizedinitsplacementasthecentralfocusofallinstitutionalplanning.AspresentedindetailinthereportsforCoreRequirement2.4andComprehensiveStandard3.1.1,strategicplanningatECUbeginswiththereviewofthemission.Aspartoftheinstitutionscommitmenttoinstitutionaleffectiveness,theECUStrategicPlanningCommitteereviewsthemissionstatementannually,asoutlinedintheStrategicPlanningCommitteeMeetingMinutes,September15,2011.TheregularreviewoftheinstitutionalmissionisalsoarequirementoftheUNC,asoutlinedinthenextsectionofthenarrative. ProgramReviews(AcademicandNonAcademic) AuniversitywideorganizationalframeworkforprogramreviewhasbeendevelopedandhasbeenconsistentlyimplementedbytheOfficeoftheProvost.TheProceduresforUnitAcademicProgramReviewandtheProgramReviewGuidelinesforAdministrativeandSupportUnitsoutlinethestepsinthisprocesswhichincludeattentiontothecoherenceoftheprogramanditsongoingrelevancetothemissionoftheinstitution.Unitprogramreviewsconsistofaselfstudyconductedbyeachprogram,followedbyareviewbyacommitteecomprisedofrepresentativesfrombothwithinandoutsidetheuniversity.Theoutcomesforprogramreviewsincludetheidentificationofprogramstrengthsandweaknesseswithadeterminationofoverallprogramqualityandspecificrecommendationsforimprovement.Reviewsarealsousedasabasisforamoreeffectiveallocationofresourcesbyusingtheprogramqualitymetricsasindicatedbythereview.Twentyfiveprogramshavebeenreviewedsincespring2009.ProgramReviewreportsaretrackedontheAcademicProgramReviewSharePointSite. Asdiscussed,allacademicprogramsparticipateinthereviewprocess;although,itisrecognizedthatsomeprogramsand/oracademicunitsatECUholdaccreditationreviewsthatincludeareviewofbothundergraduateandgraduateprograms.Intheseinstances,theaccreditationselfstudysubstitutesfortherequiredselfstudyoftheUnitAcademicProgramReview.ThisprocessisdescribedindetailinCoreRequirement2.7.2. SpecializedAccreditation AsdocumentedintheEastCarolinaUniversityProgramAccreditationCycle,amajorityoftheuniversity'sprofessionalacademicprogramsareaccreditedbynationalandinternationalspecializedprofessionalassociationswhoreviewthoseprogramsforcoherence.Theperiodicselfstudyforaccreditationrequiresthatfacultymemberscomparetheirexistingprogramswithstandardsestablishedforthediscipline.Thosereportsrequirethattheprogramsdemonstrateappropriatesequencingandintegrationofcontent.Examplesofcompletedaccreditationprocessesare:SocialWork,Business,Engineering,Nursing,ConstructionManagement[undergraduate],PhysicalTherapy,andPhysicianAssistant.

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Statelicensurerequirementsforsomeprofessions(nursing,education,socialwork,engineering,business,marriageandfamilytherapy,restorativetherapies,etc.)haveestablishedcurriculummandates,whichprovidecontentguidelinesintherespectivedegreeareas.ECUstudentsfromthesedisciplineareashaveasuccessfulpassrateannuallyonlicensureexaminations. Thesenumerousaccreditations,asdiscussedindetailinComprehensiveStandard3.3.1.1,furtherdemonstratetheUniversity'scommitmenttoinstitutionaleffectiveness. StudentLearningOutcomesAssessment AspartoftheUNCsystem,ECUadherestoUNCPolicy400.2.2Accountability/GoalsandAssessmentMeasures.Section116.30.5oftheActprovidesthat:

TheBoardofGovernorsshallrequireeachspecialresponsibilityconstituentinstitutiontoincludeinitsinstitutionaleffectivenessplanthoseassessmentmeasuresthataredeterminedbytheBoardtobemeasuresthatwillassuresomestandardmeasureofstudentlearninganddevelopmentingeneralundergraduateeducationatthespecialresponsibilityconstituentinstitutions.TheintentofthisrequirementistomeasuretheimpactofG.S.11630.1throughG.S.11630.5,establishingandadministeringspecialresponsibilityconstituentinstitutions,andtheirimplementationonundergraduatestudentlearninganddevelopment.

ECUhasaprocesstoidentifydesiredstudentlearningoutcomesforeachofitsdegreeprograms,assurethatassessmentmeasuresareroutinelyputintoplacetodetermineattainmentofoutcomes,andcontinuallyassesswaystoimproveprogramsandtheirassessmentmeasures.OversightofthisprocessistheroleoftheECUInstitutionalEffectiveness(IE)Councilthatiscomprisedofseveralsmallworkinggroups.TheIECouncilschargeincludesthefollowingcomponents:

establishguidelinesandprocessesforcomprehensiveassessmentofeducationalprograms,academicandstudentsupportservices,administrative,researchandpublicserviceunits;

provideaforumfortheexchangeofprogramreviewandassessmentinformationandstrategiesofqualityenhancementamonggraduateandundergraduateprogramsaswellassupportunits;

encourageinnovativeapproachesorbestpracticesinassessmentofstudentlearningandprovidesguidanceforstudentoutcomesassessmentthroughouttheinstitution;

reviewassessmentplansandreportsincludingthoserequiredbytheSouthernAssociationofCollegesandSchools(SACS)withanemphasisonusingdatatoinformandguidedecisionmakingtowardtheimprovementofstudentlearning;

collaboratewithallunitsoncampustoensurethatintegratedplanningandassessmenteffortssustaintheworkofinstitutionaleffectivenessatECU.

ECUfacultyassessalleducationalprogramsinatotalof302assessmentunitsinourinstitutionaltrackingsystem.Atthecollegelevel,associatedeansforassessmentandacademicdeansworkdirectlywithfacultyandareheavilyinvolvedintheassessmentofstudentlearning.TheProvostandChancellorhaveprovidedinstitutionalsupportandvisionforcontinualimprovementofeducationalprograms.Startingin2007,thethennewProvostspokeatfacultymeetingsofeachcollegeandmetwitheachacademicdeanseparatelytoemphasizetheuseofassessmentresultstoimproveacademicprograms.OverviewsofAssessmentReportingfor200809,200910,201011and201112arelocatedontheInstitutionalAssessmentwebsite. ThisprocessisanotherkeycomponentofECU'sintegratedplanning,evaluation,andqualityenhancement

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process.ThatprocessisdescribedindetailedinconnectionwiththediscussionofComprehensiveStandard3.5.1ComprehensiveStandard3.3.1.1. ThecriticalcomponentsofECUsframeworkforinstitutionaleffectivenessaresupportedbyasignificantcommitmentofresourcesasoutlinedinsectionIIIofthenarrative. II.UniversityofNorthCarolinarequirementsandcriticalcomponentsofinstitutionaleffectiveness TheUniversityofNorthCarolinasystem(hereafter,UNCortheUNCsystem)isgovernedbya32memberBoardofGovernors(BOG)which,inaccordancewithNorthCarolinaGeneralStatute11611,isresponsibleforthegeneraldetermination,control,supervision,management,andgovernanceofallaffairsoftheuniversitysconstituentinstitutions,oneofwhichisECU.UNCrequiresprogressreportstowardsaccomplishingstrategicgoalsinsupportofECUTomorrowandUNCTomorrowonaregularbasis.ExamplesofthesereportsincludethePhaseIReport,May1,2008,PhaseIIReport,December8,2008,andtheExecutiveSummaryoftheReportonGlobalizationinresponsetoUNCTomorrowPrepared:October12,2010.In2008,UNCrequiredthatalloftheconstituentinstitutionsreviewtheirmissionstatementstoensurealignmentwithUNCTomorrow,UNCsstrategicplan.Inresponse,aspartofthePhaseIIsubcommitteework,ECUformedamissionstatementcommitteetoguidethedevelopmentofthecurrentmissionstatementthatwasapprovedbytheECUBoardofTrusteesandtheUNCBOGasoutlinedintheNovember13,2009BoardofGovernorsmeetingminutes. UNChasalsoestablishedexternaldatareportingrequirements(seeReportingSchedulefor6/1/11through6/30/12)andregularlyrequestsadhocdatareports.ThisinformationispublishedontheUNCInstitutionalResearchandAnalysiswebpageinavarietyofreportsincludingTheUniversityofNorthCarolinaAProfileBasedonTrendandAccountabilityDataDec2011,andisusedtoinformandguidestrategicplanningandassessmenteffortsacrossthesystem. AsrequiredbytheUniversityofNorthCarolina,ECUintegratesstrategicandfinancialplanningandfollowstheguidelinesoftheUniversityofNorthCarolinaBudgetProcess. III.Budgetplanning,masterplanning,commitmentofresourcesinsupportofinstitutionaleffectiveness BudgetPlanning PlanningandbudgetingarecomplementaryprocessesatECU.InaccordancewiththeECUbudgetplanningprocess,aseriesofmeetingsareheldatthedivisionalleveltopreparealistofbudgetprioritiesalignedtotheuniversitysstrategicactionplanasoutlinedintheAcademicDirectionsandFundingPriorities.Examplesofresourcesalignedtotheestablishedprioritiesfor20102011areoutlineintheExamplesofResourceAllocationBasedonPlanningProcesses,201011.ThisproposedbudgetalsoincludesinstitutionalmandatessetforthbytheUNC. ThedraftbudgetrequestisthenpresentedtotheChancellorsExecutiveCouncilthatistaskedwithprovidingauniversitywideperspectiveonplanningandbudgeting.ThebudgetisthensubmittedtotheUniversityofNorthCarolinaGeneralAdministration(UNCGA)and,throughacollaborativeprocessthatincludestheUNCPresident,Chancellors,andkeystaffmembers,asystemlevelbudgetispreparedandpresentedtotheBOGforapproval.Onceapproved,thebudgetissubmittedtotheGovernorandtheGeneralAssembly. MoredetailedinformationaboutthebudgetplanningandallocationprocesscanbefoundinCoreRequirement2.11.1. MasterPlanning

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ECUsdevelopmentofcapitalandmajorfacilityprojectsisguidedbyadynamiccampusmasterplanthatbuildsuponpreviousmasterplans,therebycontributingtoinstitutionaleffectiveness.ThemasterplangoalsarealignedtotheECUMission.Strongevidenceofaninclusiveandresearchbasedapproachisfoundintheoverviewofthemasterplanningprocess. Thecurrentmasterplan,approvedinspring2012,servesasaneffectiveframeworkforthephysicaldevelopmentofthecampus.Recentandfutureexamplesofmasterplanningareoutlinedbelow:

In2012,constructionoftheECUSchoolofDentalMedicinewillbecompletedontheHealthSciencesCampus.This188,337grosssquarefootage(GSF)buildingwillhousetheeducational,clinical,andresearchfunctionsoftheSchool.Theprojectcostassociatedwiththisbuildingandsatellitelocationsis$60million.

In2011,ECUcompletedbuildinganewFamilyMedicineandMonkGeriatricCenterontheHealthSciencesCampustohousefacultyandstaffoffices,examrooms,clinicsupportspace,teachingrooms,patientservices,andbuildingsupportspace.The117,185GSFbuildingwasbuiltatacostof$45million.

In2010,ECUcompletedarenovationandadditiontoScottResidenceHall.Withatotalconstructioncostof$28.5million,anadditional55,520GSFofresidencespacewasobtained.

In2010,the5,842GSFCroatan,locatedintheheartoftheacademicareaofMainCampus,wasdemolishedand,withan$8.2millionbudget,an18,659GSFdiningfacilitywasconstructedatthesamelocation.AnapplicationforLEEDcertificationattheSilverLevelhasbeensubmitted.

Asresourcesaresecured,themasterplanoutlinesaseriesoffuturebuildingopportunitiesincludinganewstudentunionwithasupportingsatellitebuildingontheHealthSciencesCampus,aconferencecenter,aparkingdesk,andadditionaloffices. ThemasterplanningprocessisdescribedindetailinCoreRequirement2.11.2.OtherexamplesofECUscommitmenttoanongoing,integratedmasterplanningprocessareoutlinedinComprehensiveStandard3.11.3. CommitmentofResources ECUconsiderstheSACSCOCprocesstobeacontinuousapproachtoqualityimprovement,notaprocessofevaluationimplementedatfiveortenyearintervals.Accordingly,thepracticeofcontinuousevaluationofcompliancewiththeSACSCOCPrinciplesofAccreditationhasreceivedsignificantinstitutionalsupport.Tothisend,ECUiscommittedtodevelopinganalignedlearningorganizationcharacterizedbycollaborationandcommunicationtomeettheneedsofstudentsandstakeholdersasevidencedintheECUModelforInstitutionalEffectiveness.Toaccomplishthisobjective,theinstitutionhascommittedsignificantresourcesandhasadoptedstrategiesthatcontinuetoenhanceECUsabilitytoprovideatransparentandsoundbasisforbudgetdecisions,resourceallocations,andplansforcontinuousimprovement.Examplesofinstitutionalcommitmentofresourcesinclude:

EstablishmentoftheECUHonorsCollegetoaffordadiverseintellectualcommunityforacademically

talentedstudents Creationofanewpositionentitled,ExecutiveDirectorforRetentionServicesandUndergraduateStudies

tomorestrategicallyalignretentionandgraduationeffortsacrosstheuniversity. InvestmentinarenovationofJoynerLibrarytoaccommodatea3,800GSFMathLabthatwillprovide

customizedinstruction. InvestmentinarenovationofspaceintheOldCafeteriaBuildingtoaccommodatetheECUPirate

TutoringCenter.

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FourfulltimeprofessionalpositionsinIPARdedicatedtoassessment. ThepurchaseanduniversitywideutilizationofTracDatandiWebfolio tosupportanintegratedmodelof

planningandassessment.

OtherexamplesofresourcecommitmentsincludetheinstitutionalizationoftheSACSCOCprocessandtheadoptionoftheBaldrigeEducationCriteriaforExcellence.Clearly,theBaldrigeEducationalCriteriameetECUTomorrowandtheSACSandhave,andwillcontinuetoenhanceourcommitmenttoinstitutionaleffectiveness. In2010,ECUadoptedtheBaldrigeModelforPerformanceExcellence.Thiscontinuousqualityimprovementprogramoffersavisionoftheidealorganizationandidentifiescriteriaofqualitytoguideselfassessmentandgoalsetting. Duringthesummerandfallof2010andthespringof2011,ECUconductedametaassessmentoftheinstitution,incorporatedtheworkofmorethan150administrators,faculty,staff,students,andstakeholders,andincludedthefollowingsteps:

Carefulconsiderationoftheinstitutionsmissionandcorecompetencies Reviewofstudentlearningoutcomesandmeasuresofstudentandstakeholdersatisfaction Analysisofthequalityofinstitutionalplans,goals,leadershippractices,programs,andservices Reviewofprocessestodeliverinformationandknowledge Reviewofbudget,financial,andmarketresults

AnumberofunanticipatedoutcomesoftheBaldrigemetaassessmentincludedbroadenedfaculty,staff,andstudentparticipationinorganizationalreviewandstrategicplanning,andaproactiveandconstructiveresponsetodemandsforincreasedassessment.InMay2011,ECUsubmittedtheApplicationfortheMalcolmBaldrigeNationalQualityAwardandreceivedtheBaldrigeFeedbackReportinNovember,2011.Inresponsetothisreport,a2012ProjectCharterhasbeendevelopedtoaddresstheopportunitiesforimprovementoutlinedinthereport. IV.Ongoing,integrated,andinstitutionwideresearchbasedplanningandevaluationprocesses ECUhasparticipatedinalonghistoryofongoingstrategicplanningasoutlinedintheBriefHistoryofStrategicPlanningatECU,2002Present.In2009,dueinparttotheglobaleconomicdecline,ECUsChancellorSteveBallardappointedaUniversityWideStrategicPlanningCommittee,comprisedofadministrators,faculty,staff,students,andstakeholders,todevelopathreeyearplantoadvancethemissionandstrategicdirectionsoftheinstitution,buildinguponthepreviousworkandaccomplishments.Ofparticularnoteareseveralkeyoutcomesasaresultofthiswork.Forexample:

ResponsetoreceiptofnewrulesfromUNCGAonretentionandgraduationratesandtheiruseforenrollmentincreaseenrollmentfunding.DataanalysisidentifiedhighperformingfreshmenaspartofagroupthatcametoandthenrelativelyrapidlyleftECU.ECUsresponsewasthoughtfulanddatadriven,andresultedinthecreationofFoundationsofExcellence(FoE)andanewandexpandedECUHonorsCollege.

ProposalofaBachelorofScienceinUniversityStudiesthatwillbepresentedtoUNCGAinfall,2012. Rapidimplementationofaneducationalenhancementplaninthemathematicsdepartment.The

DepartmentofMathematicsredesignedthedeliveryofMath1065,CollegeAlgebra,basedondatathatwasreviewedtoaddresstheneedforsupportformathcourseswithhighstudentenrollment.ThisworkhasresultedintheFall2012openingofanewmathlab.TheOverviewofNonAcademicAssessmentPlanningandReportingfor20092010,20102011,and20112012providedplanningandevaluationguidelinesforrecentreportingyears.Assessmentreportsdemonstrateinstitutionwide,integrated,and

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ongoinguseofresultsinacademicprograms,supportservices,andunitssupportingtheinstitutionsresearchandservicemissionasdescribedinnarrativesforComprehensiveStandardsComprehensiveStandard3.3.1.1,ComprehensiveStandard3.3.1.2,ComprehensiveStandard3.3.1.3,ComprehensiveStandard3.3.1.4,andComprehensiveStandard3.3.1.5.

StrategicPlanningProcess TheECUMissionservesasthefoundationforECUsongoing,integratedstrategicplanningandassessmentprocess.Thecurrentprocesses,onabroadscaleandworkinginteams,requiresthatECUconductasituationalanalysisthatincludesdata,informationandfeedbackfromadministrators,faculty,staff,students,andstakeholdersregardingprogressmadetowardsthecurrentstatedgoalsandtoidentifyfutureopportunitiesforaccomplishingtheECUMission.Thefeedbackgatheredisusedtodevelopaseriesofbroadgoalstatementsandmeasurableobjectives.ThecurrentplanwasapprovedbyECUsChancellorSteveBallardinApril,2010andisentitledtheECUStrategicActionPlan,201013. ECUsStrategicActionPlan,201013andtheassociatedunitplansarepostedandmanagedonlineusingTracDat,theinstitutionsassessmenttrackingsystem.TracDatsfunctionalityallowstheinstitutiontodefineandaligngoalsamongalllevelsoftheuniversitytothefivestrategicdirectionsandECUMission.Theprocess,managedbyIPARandoverseenbytheStrategicPlanningCommittee,includesasemiannualreviewofresultsandannualqualityenhancementplansasoutlinedintheMemofromtheProvost,StrategicPlanningGuidelinesfor2011andMidYearMeetings,June1,2011.ExamplesofstrategicplansincludethoseoftheDivisionofAcademicAffairs,DivisionofUniversityAdvancement,theCollegeofNursing,theCollegeofBusiness,andAcademicLibraryServicesJoynerLibrary. FourprimarygroupsprovidesupporttotheECUongoingstrategicplanningprocess.

1. TheChancellorsExecutiveCouncilisthekeyleadershipgroup,aligningplanningwithresourceallocationanddeployingagreedonactionplans.

2. TheStrategicPlanningCommittee,whichconsistsofadministrators,faculty,staff,student,andstakeholderrepresentatives,isresponsibleformaintainingviablemission,vision,andvaluesstatementsandlongtermgoals.Thegroupalsodevelopsstrategicobjectivesundereachgoalarea,alignsperformancemeasurestoobjectives,andmonitorstheimplementationofactionplans.

3. IPARprovidesadministrativesupportforstrategicplanningandassessmentandprovidestheinstitutionaldataandinformationtoinformanddrivetheongoing,researchbasedstrategicplanningprocesses.

4. FinancialServices,locatedintheDivisionofFinanceandAdministration,includesthefunctionsoffiscalanalysis,annualoperatingbudget,andcapitalbudgetdevelopment.Workingcollaboratively,thiscombinationoffunctionshasstrengthenedtheuseofdatainplanninganddecisionmaking,alignedresourceswithstrategicobjectivesandtheiraccompanyingactionplans,andsupportedtheprocesstomeasureuniversityperformanceagainstkeyperformanceindicators.

Onanongoingbasis,theuniversity'swebsitehasfeaturedregularupdatesonactivitiesacrosscampusthatsupportedeachgoaloftheplan.Also,inhisannualStateoftheUniversityaddress, ECUChancellorSteveBallardhighlightseachyear'sstrategicachievements,andrefocusesattentionandreprioritizedresources,asneeded,astheuniversitypreparesforthecomingyear. WiththedevelopmentoftheECUStrategicActionPlan,20102013,IPARintroducedtheEastCarolinaUniversityAnnualReport20102011whichoutlineskeyaccomplishmentsandqualityenhancementeffortsunderwayin

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responsetotheassessmentofresults.Thereportisdeliveredtosenioradministrationforuseindecisionmakingandresourceallocationandismadeavailableonline. V.SelectedExamplesofResearchBasedSystematicReviewandUseofDataandInformation Convertingstrategicobjectivesintoactionplans,establishinggoalsrelativetobenchmarks,andmeasuringthesuccessofstrategicplansthroughtheongoingmonitoringofdataandinformationareimportantaspectsofECUsprocessofinstitutionaleffectiveness.ECUsprocessofinstitutionaleffectivenessisdemonstratedbytheUniversityDashboard(aprimarymechanismusedbyECUtosummarizeanddistributeinformation).Thisworkissupportedandenhancedthroughmultipleresearcheffortsincluding(butnotlimitedto)thedevelopmentofbothrecurringandadhocdatareports;selectedexamplesoftheuseofdatainareasofstudentretentionandgraduation,theNationalSurveyofStudentEngagement(NSSE),andECUsProgramPrioritizationprocess. Selectedexamplesoftheresearchbasedsystematicreviewanduseofdataandinformationtoensurecontinuousimprovementareoutlinedbelowanddescribedthenextsectionofthedocument:

TheUniversityDashboard StudentRetentionandGraduation NationalSurveyofStudentEngagement ProgramPrioritization FacultySalaryPractices UniversityofNorthCarolinaEPASalaryResolution TheDelawareStudy StudentSatisfactionwithOnlineLearning TitleIIIGrantStrengtheningInstitutionsProgram

TheUniversityDashboard In2010,attherequestoftheStrategicPlanningCommittee,IPARandInformationandTechnologyComputerServices(ITCS)beganworktodevelopaninteractivewebinterfacetoenhancetheinstitutionsabilitytomonitorprogresstowardsaccomplishingthefivestrategicdirectionsandtheECUMission.TheresultantworkistheUniversityDashboardthatincludesaseriesofinstitutionallevelperformancemeasuresoutlinedinTable1,ECU:ExampleMeasuresfromtheUniversityDashboard,below.Thesemeasuresweredevelopedbystakeholdersfollowingthedevelopmentofthe201013StrategicActionPlan. Table1.ECU:ExampleMeasuresfromtheUniversityDashboard

ECUMissionandStrategicDirections

ExampleMeasures

EducationforaNewCentury GraduationRates

RetentionRates NationallyStandardizedTests TransferCompletionRates(forcommunitycollege

students) TheLeadershipUniversity FacultyProductivity

TheChancellorsLeadershipAcademy(FacultyandNonFacultyEPA)

TheChancellorsLeadershipAcademy(Staff)

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TheUniversityDashboardandkeydataareavailableontheIPARwebsite.Themeasuresselectedprovidearobustandaccuratewaytomonitorpatternsofchangeandaccesstorealtimedatatomakedecisionsinatimelymannerregardingstrategicplanningandresourceallocation. StudentRetentionandGraduation IPARtracksandpublishesreportsonstudentretentionandgraduationratedatathatisdisaggregatedandusedacrosstheinstitutionforplanningandassessmentpurposes.DatahasbeenusedtotrackRetentionandFourYearandSixYearGraduationRatesbyEthnicity.Findingsindicatethat,whileAfricanAmericanmalesreturntocampusfortheirsophomoreyear,thefouryearandsixyearcompletionratesforthispopulationaretoolow.Inresponse,ECUisconductinganactionresearchproject,outlinedintheAfricanAmericanMaleRetentionProjectCharterandExecutiveSummarythatincludesacomprehensivereviewandanalysisofECUsacademicandsupportservicesprograms.Thegoalofthisongoinganalysisistocataloguetheacademicandsocialsupportservicesandbenchmarkthemagainstsimilarprogramsdesignedtosupportstudentsuccess.TherecommendationsarebeingusedtoattainandexceedthebenchmarksforretentionandgraduationdetailedintheUNCAccountabilityPlanandPerformanceMeasures,Phase1:ProposedPerformanceMeasures. Theuseofthisdataiscriticaltoimprovingstudentretentionandgraduationratesandhasbeendisaggregatedandcontinuestobeusedtodriveseveralplanningprocesses.Examplesofhowuniversitystakeholdershaveusedretentionandcompletionandratedataandinformationtoimprovestudentachievementareprovidedbelow:

TheProvostappointedaRetentionCommitteeinspring2012withaninitialchargeofreviewingstudentsupportprogramsandpolicies.

Morethan150administrators,faculty,staff,students,andstakeholdersareengagedintheAfrican

Health,HealthCare,andMedicalInnovation

GrantsandContractsAwarded AwardsperFullTimeEquivalent(FTE)Faculty ProfileofUndergraduateStudentPopulation

(Health) ProfileofFaculty(Health) LicensureExamPassRates

EconomicProsperityintheEast ECUGraduatesintheStateandNationalWorkforce

DegreesGrantedinProgramsthatTargetHighNeedAreas

Art,Culture,andQualityofLife Ticketssold(perevent) ExternalFundingforPublicService(Arts)

Research TotalExternalResearchGrantsandContractsAwardedandExpenditures

F&AProduction SponsoredProgramAwardsReceivedperFullTime

Equivalent(FTE)Faculty PublicService StudentsPerformingServicetotheCommunity

FacultyServicetotheCommunity Diversity UndergraduateEnrollment

GraduateEnrollment FouryearGraduationRates SixyearGraduationRates Firsttime,FulltimeFreshmenRetentionRates FulltimeFaculty

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AmericanMaleSuccessProject,mentionedearlier,toestablishcoremeasuresformonitoringthekeyprocessesthatstudentsmustparticipateinduringthecontinuumofthefirstyearexperience.

ThePirateTutoringCenterhasbeenestablishedtoprovideadditionalstudentsupport.Thecentercurrentlyserves5,000studentsperyearwithover300volunteerpeertutors.Researchindicatesthatthoseactivetuteeswhotakethreeormoretutoringsessionsreceivehighergradesintutoredcourses.

Theinvestmentinanacademicearlywarningandconnectsystemembracedbyfacultyandstaffresultedinalmost60,000flagnotificationssenttostudentsduringtheinaugural20112012implementation.AsoutlinedintheStarfishRetentionSolutionsImplementationandAssessmentJanuary2012Report,95%ofstudentswhoreceivedakudosnotificationindicatedthatitwasmotivationaltoreceiverecognitionfromtheprofessor,and85%ofstudentswhoreceivedanacademicwarningnotificationtookaction(changedstudyhabits,talkedtoaprofessororadvisor,andsoughttutoring).

NationalSurveyofStudentEngagement(NSSE) Whenusedincombinationwithotherassessmenttools,NSSEprovidesinformationregardingundergraduatecohortsandisusedtofacilitateconversationsbetweenfaculty,students,andadministratorsaboutactivitiesandenvironmentsconducivetostudentlearning.AsindicatedintheNSSEResultsbyDomainandYearRelatingtoInstitutionalEffectiveness(SACSPrinciple2.5)table,themeansofECUfirstyearandseniorstudentsratingsarehigherthanmeanratingsforbothourSoutheastpublicandCarnegieClassificationpeersinresponsetothreequestionsrelatedtoinstitutionaleffectiveness:

1. Overall,howwouldyouevaluatethequalityofacademicadvisingyouhavereceivedatyourinstitution?

2. Howwouldyouevaluateyourentireeducationalexperienceatthisinstitution? 3. Ifyoucouldstartover,wouldyougotothesameinstitutionyouarenowattending?

Incomparisonto2005,ECUs2012NSSEresultsshowapositivetrendforthequestionsrelatedtoinstitutionaleffectiveness.Thisistrueforboththefirstyearandseniorstudents.AsshownonNSSEResultsbyDomainandYearRelatedtoAcademic/StudentSupportServicestable,ECUfirstyearandseniorstudentsmeanratingsexceedthemeanratingsforbothourSoutheastpublicandCarnegieClassificationpeersinresponsetoprovidesthesupportyouneedtohelpyousucceedacademically.[Note:ECUnowadministersNSSEeverythreeyears].SpecificusesofNSSEresultsareincludedincompliancenarrativesforCoreRequirement2.8,ComprehensiveStandard3.4.9,ComprehensiveStandard3.3.1.1,andComprehensiveStandard3.3.1.3.ProgramPrioritization InmidFebruary,2011anddueinparttothebudgetcrisis,ChancellorBallardchargedtheEducationalPoliciesandPlanningCommittee(EPPC)todeveloptwopreliminaryreports,withseparate,butinterrelatedobjectives:1)definecriteriaforpotentialprioritizationofprograms,departments,units,schools,andcolleges;and.2)developalistofpotentialconsolidationoptionsofcolleges,schools,and/ordepartmentsthatmayreduceadministrativecostswithminimalornolossesoffacultyandstaffpositions.ChancellorBallardalsoemphasizedtotheEPPCthathisintentwastoavoidimplementingconsolidationproceduresunlessabsolutelynecessary. Subsequently,theProgramPrioritizationCommittee(PPC)wasappointedbytheChancellorinApril,2011withverybroadstructuralrepresentation,includingsixfacultymembers.ThePPCsfirstobjectivewastorefinetheEPPCsprioritizationframeworkbyconsideringimportantfeedbackfromthecampuscommunityandtodevelopaninclusiveandtransparentprioritizationprocessaswemovedforwardinprioritizingouracademicprogramming.Departments,schools,andcollegesweredirectlyinvolvedinprioritizingtheirownprogramsasweconsideredalternativefutures.ThePPCdevelopedseveralinvestment/reorganizationscenariosand

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encouragedcampuswideconversationasweassessedtheacademiceffectivenessandfinancialefficienciesassociatedwithvariedreorganizationoptions.Becauseacademicprogramsaretheheartoftheuniversityandprovideitsbuildingblocks,programprioritizationwasthefirstorderofPPCbusiness.Onlyafterprioritieswereestablishedcouldthebuildingblocksbeassembledintoappropriatestructuresforcampusconsideration.Asaresult,thePPCprovidedfinalrecommendationsonprogramprioritiesonJanuary16,2012andarecommendationonpotentialacademicreorganizationonApril30,2012. AspartofthisPPCprocess,ametaanalysisofdatahasbeenconductedofallECUprograms.Theprocessexaminedthecurrentstatusofeducationalofferings,assessedthefuturepotentialofthoseprograms,andidentifiedopportunitiesforprogramalignmentandreinvestmenttostrengthentheuniversity. ThePhaseIandPhaseIIRecommendationsReport,April30,2012revealedpotentialtangibleandquantifiablemethodsforprioritizingacademicareas,andpresentedpotentialconsolidationscenariosthatresultinadministrativecostsavingswhileprotectingfaculty/staffpositionsaswellastheacademiccoreoftheuniversity.ProgramprioritizationwillenableECUtotakecontrolofitsresourcesanddirection,ensurequality,andchartitsfuture.ViceChancellorsintheacademicdivisions(AcademicAffairs,HealthSciences,ResearchandGraduateStudies)arecurrently(AY201213)implementingmanyoftheserecommendations.Forexample,somedepartmentsarebeingdownsized,mergerofseveralisunderway,centersandinstitutesarebeingmovedintoappropriateacademichomes,twolibrarysystemsarebeingmorecarefullyintegrated,andcollegesaredevelopingplanstoreduceadministrativecostsbyatleastonemilliondollarsthroughreorganizationandcentralizationofsomeservices. FacultySalaryPractices Annually,IPARprovidestheFacultySenatewithasalarystudyincompliancewithFacultySenateResolutionNumber0535.TheECUFacultySalaryReportsbenchmarkECU facultysalarydataagainstCollegeandUniversityProfessionalAssociationforHumanResource(CUPAHR)andAmericanAssociationofUniversityProfessors(AAUP)salarydata. AChancellorappointedcommitteemeetstocompareECUssalarystructurewithitspeersandpublicPhDgrantinguniversitiestodeterminewhich,ifany,departmentshavesignificantsalaryimbalancesasdemonstratedbyhighlycompressed,inverted,ordepressedsalaries.Inresponsetofindings,thecommitteethenmeetswithappropriatedeanstoaddresstheoriginsofsalaryimbalances.ThecommitteereportsannuallytotheFacultySenateonprogressinmitigatingsalaryimbalances. UniversityofNorthCarolinaEPASalaryResolution InJuly2003,theUniversityofNorthCarolina(UNC)ExemptfromStatePersonnelAct(EPA)SalaryResolutiondesignatedthethatsalaryrangesforselectedadministrativepositionsbecalculatedusingCUPAHRsalarydatafromtheUniversityspeerinstitutions,asidentifiedbytheBOG.AnnuallyIPARprovidestheChancellorandsenioradministratorsasalarystudyoftheChancellorsdirectreports,EPAstaff,academicdeans,andotherpositionsforwhichtheuniversitymustreportsalaryinformationtoUNCGAaspartofitsmanagementflexibilityprovision.AverageandmediansalariesfortheUNCinstitutions,allpublicresearchanddoctoralinstitutions,andCarnegieClassificationdoctoral/researchuniversityinstitutionsareincluded. TheDelawareStudy UsedbytheconstituentinstitutionsthatcomprisetheUniversityofNorthCarolina,thisreportprovidesacomparativeanalysisoffacultyteachingloads,directinstructionalcost,andseparatelybudgetedscholarlyactivityandisusedformanagementandpolicydecisionmaking.TheFacultyTeachingWorkloadReportisrequiredbytheUNCBOGtomonitorteachingworkloadsasrequiredbystatuteHB229entitled,Rewarding

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FacultyTeaching.UNCGAusesDelawaredatafornumerousreportsandmonitoringmechanisms.TheFacultyWorkloadAdvisoryGroupReporttotheBoardofGovernors,April13,2012,isarecentexampleoftheuseofdatatoreviewexistingfacultyworkloadpolicies,datacollectionsystems,andcampusbasedprocessesformonitoringworkloadexpectations. StudentSatisfactionwithOnlineLearning In2005,ECUparticipatedintheNoelLevitzPrioritiesSurveyforOnlineLearnerstoassessthesatisfactionandprioritiesofstudentsindistancelearningandonlineprograms.ThisresearchhelpedECUexaminestudenttransactionswithallmajoraspectsoftheirexperience,includingacademicregistrationandcustomerservice.Satisfactionwithaninstitutionincludedacombinationofacademicfactorsaswellasareasrelatedtoothercampusservices.Theseincludestudentinteractionwithfacultyaswellastheservicestudentsreceivefromstaffandadministrators;theresourcesprovidedtostudents;policiesthatareinplace;andstudentsoverallfeelingsaboutthevalueofthetotaleducationalexperience.Satisfactionassessmentwasrefinedbycapturingstudentslevelsofimportance(orexpectations).Importanceratingsprovideinstitutionswithvaluabledataontheareasthatmattermosttostudents. AsshownintheInstitutionalSummaryPrioritiesReport,ineachofthefivecategoriessurveyed,ECUexceededthenationalnorms.However,oneofthebenchmarksinwhichECUscoredlowerthanthenationalnormswas:Registrationforonlinecoursesisconvenient.Infall2007,ECUcompletedtheBannerStudentimplementationallowingallECUstudentstoregisterconvenientlyonline. Extensiveanalysisofstudentsatisfactionwithonlinelearningisincludedin3.13.4aPolicyCompliance:DistanceEducation. TitleIIIGrantStrengtheningInstitutionsProgram RecentevidencethatECUhasdeveloped,enhanced,andisusingasystematicandinstitutionwide,researchbasedplanningandevaluationprocesstoguidedecisionmakingtowardsfulfillingitsmissioncameinspring2012fromtheUSDepartmentofEducation.In2010,ECUsecuredafiveyear,$2millionTitleIIIStrengtheningInstitutionsGranttoexpandECUscapacitytoserveourstudentsbyimprovingandstrengtheningacademicquality,institutionalmanagement,andfiscalstability(institutionaleffectiveness).Thisgrantsupportsprojectsandinitiativesinfourmainareas:1)studentlearningoutcomesassessment;2)theuseofdataandinformationtoinformandguidekeyplanningdecisions;3)assessmentofandsupportforstudentretentionandgraduation;and,4)campusspaceplanning.TheUSDepartmentofEducationisheraldingECUsworknationallyasabestpracticeininstitutionaleffectiveness.HighlightsoftheworkunderwayareoutlinedintheApril16,2012,TitleIIIStrengtheningInstitutionsGrant,WelcomeConferencePowerPoint. ConclusionBuildingfromourenterprisemodel,eachofthesixuniversitydivisions,allofthe13colleges,andothermajorECUadministrativeunitshavedevelopedstrategicplansthatalignwiththegoalssetforthinthe20102013StrategicActionPlan.AcademicProgramshavedefinedplansforauthenticassessmentofstudentlearningdrivenbytheECUmissionstatement,linkedtoourUniversityStrategicPlanandStrategicActionPlan.Theseplans,outcomesanduseofresultsarealsostoredinouruniversitydatawarehouse.Thewarehouseallowsustoreportanddemonstrateresultstowardsaccomplishmentoftheinstitutionalmission.Theseresultsaredocumentedandprogressmonitoredonasemiannualbasis.Thespecificpurposesoftheprocessareto:

1. Optimizethestudentexperience 2. Encourageandfacilitatedevelopmentofoperationalplansthatwilldriveeachprogramtoimproveand

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advancesothatprogramswillbeattheforefrontoftheirdisciplinesinfiveyears; 3. TieprogramprioritiestothebudgetingprocessatECU;and 4. Maintainanintegratedplanningandevaluationprocessbydrawingexplicitlinksbetweenthetwoareas

andresourceallocation. Insummary,throughintegratedstrategic,academic,financial,master,andspaceplanning,EastCarolinaUniversityengagesinongoingandinstitutionwideresearchbasedplanningandevaluationprocesses.Asdocumentedinthisnarrative,theseprocesses(1)incorporateasystematicreviewofECUsmission,goals,andoutcomes;(2)resultincontinuingimprovementininstitutionalquality;and(3)demonstratethatEastCarolinaUniversityiseffectivelyaccomplishingitsmission. Documentation

ReferenceTitle Location200809OverviewofAssessmentReporting

3.3.1.1OverviewofAssessmentReportingfor2008

200910OverviewofAssessmentReporting

OverviewofAssessmentReportingfor200910


OverviewofAcademicAssessmentReportingfor201011


OverviewofAcademicAssessmentReportingfor201112

2012ProjectCharter 2012CharterforPerformanceExcellence AcademicDirectionsandFundingPriorities

AcademicDirectionsandFundingPriorities

AcademicLibraryServicesJoynerLibrary

Joyner

AcademicProgramReviewSharePointSite

AcademicProgramReviewSharepointSite

AfricanAmericanMaleRetentionProjectCharter

AAMaleRetentionProjectCharterv6

ApplicationfortheMalcolmBaldrigeNationalQualityAward

Baldrige2011Application

ApprovedbytheECUBoardofTrustees

BOTMissionStatement112108

AwardsperFTE 3.1.2 BachelorofScienceinUniversityStudies

UniversityStudiesDegree

BaldrigeEducationCriteriaforExcellence

BaldrigeAdoption

BaldrigeEducationalCriteriameetECUTomorrowandtheSACS

BaldrigeMap

BoardofGovernors BOGMissionApproval BriefHistoryofStrategicPlanningatECU,2002Present

ECUHistoryofPlanning2002toPresent

Business COBaccredletterCarnegieClassification ECUNSSE2012CarnegieClass

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ChancellorsLeadershipAcademyFaculty

2.1.5

ChancellorsLeadershipAcademyStaff

2.1.6

CommunicationPlan CommunicationPlan ComprehensiveStandard3.1.1

ComprehensiveStandard3.1.1



ComprehensiveStandard3.3.1.1














ConstructionManagement ConstrutionmanagemtaccredletterCoreRequirement2.11.1 CoreRequirement2.11.1 CoreRequirement2.11.2 CoreRequirement2.11.2 CoreRequirement2.4 CoreRequirement2.4 CoreRequirement2.7.2 CoreRequirement2.7.2 CoreRequirement2.8 CoreRequirement2.8Croatan https://collab.ecu.edu/cmte/sacs/CorrespondingDocuments/2.5/ECU%

20News%20Feature%20%20Building%20Experience.pdf DegreesGrantedinProgramsthatTargetHighNeedAreas

4.1.6

DivisionofAcademicAffairs AcademicAffairs DivisionofUniversityAdvancement

UniversityAdvancement

EastCarolinaUniversityAnnualReport20102011

ECUAnnualReportforStrategicPlanning20102011

EastCarolinaUniversityProgramAccreditationCycle

AccreditationCycle72412

ECUBudgetPlanningProcess ECUBudgetPlanningProcess ECUFacultySalaryReports IPARResearchFacultySalaryReportsECUFacultySalaryReports IPARResearchFacultySalaryReportsECUGraduatesintheStateandNationalWorkforce

4.1.1

ECUHonorsCollege HonorsCollege ECUMission

ECUMissionStatement

ECUModelofInstitutional FrameworkforInstitutionalEffectiveness

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Effectiveness ECUStrategicActionPlan,201013

StrategicActionPlan20102013

ECUStrategicPlanningProcess

ECUStrategicPlanningProcess2009

ECU:ExamplesofKeyAccomplishmentsTowardtheECUMission

ExamplesofAccomplishmentstowardstheECUMission

ECUsFrameworkforInstitutionalEffectiveness

FrameworkforInstitutionalEffectiveness

ECUsProgramPrioritizationProcess

ProgramPrioritization

Engineering Engineeringaccredletter ExamplesofResourceAllocationBasedonPlanningProcesses,201011

ExamplesofResourceAllocationBasedonPlanningProcesses201011

ExecutiveCommitteeoftheStrategicPlanningCommittee

ExecutiiveCommitteeoftheStrategicPlanningCommittee

ExecutiveCommitteeoftheStrategicPlanningCommittee

ExecutiiveCommitteeoftheStrategicPlanningCommittee

ExecutiveSummary ExecutiveSummaryv7ExecutiveSummaryoftheReportonGlobalizationinresponsetoUNCTomorrowPrepared:October12,2010

ExecutiveSummaryoftheReportonGlobalizationOct122012

ExternalFundingforPublicService

5.1.9

F&AProduction 6.1.3 FacultyProductivity 2.1.2 FacultySenateResolutionNumber0535

FSResolution0535

FacultyServicetotheCommunity

7.1.5

FacultyTeachingWorkloadReport

FacultyTeachingWorkloadReport

FacultyWorkloadAdvisoryGroupReporttotheBoardofGovernors,April13,2012

FacultyWorkloadAdvisoryGroupReport

FamilyMedicineandMonkGeriatricCenter

FamilyMedicine

FirstTime,FullTimeFreshmanRetentionRates

8.3.1

FoundationsofExcellence(FoE)

FoE

FouryearGraduationRates 8.2.1 FullTimeFaculty 8.5.1 futurebuildingopportunities MasterPlan GraduateEnrollment 8.1.2

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GraduationRates 1.3.2 GrantsandContractsAwarded

3.1.1

HouseBill229,Section15.9 HB229 InstitutionalAssessmentwebsite

IPARAssessmentwebpage

InstitutionalSummaryPrioritiesReport

NoelLevitzInstitutionalSummaryPriorities08012012112751

LicensureExaminations 1.7.1 LicensureExamPassRate 3.1.11 MasterPlan MasterPlan Math1065,CourseAlgebra MATH1065 MathLab MathLab NationallyStandardizedTests 1.1.5 NationalSurveyofStudentEngagement(NSSE)

NSSE

NorthCarolinaGeneralStatute11611

NCGeneralStatute11611

November13,2009BoardofGovernorsmeetingminutes

UNCBOG

NSSEResultsbyDomainandYearRelatedtoAcademic/StudentSupportServices

NSSEbySACSprinc3313(2012)

NSSEResultsbyDomainandYearRelatedtoInstitutionalEffectiveness(SACSPrinciple2.5)

NSSEbySACSprinc25(2012)

Nursing NursingaccredletterOfficeofAcademicProgramPlanningandDevelopment

OfficeofAcademicProgramPlanningandDevelopment

OfficeofInstitutionalPlanning,AssessmentandResearch(IPAR)

IPARwebsite

Ongoingandintegrated OngoingandIntegrated OrganizationoftheProcess ECUStrategicPlanningProcess2009 OverviewofNonAcademicAssessmentPlanningandReportingfor20092010

OverviewofNonAcademicAssessmentReportingfor200910

OverviewofNonAcademicAssessmentPlanningandReportingfor20102011


OverviewofNonAcademicAssessmentPlanningandReportingfor20112012


overviewofthemasterplanningprocess

MasterPlan

PhaseIandPhaseIIRecommendationsReport,April30,2012

PPC_PhaseIandII_04272012

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PhaseIReport,May1,2008 UNCTomorrowResponsePhase1 PhaseIIReport,December8,2008

UNCTomorrowResponsePhase2

PhaseIIsubcommittee 2008MissionReviewCommittee PhysicalTherapy PtaccredletterPhysicianAssistant PAaccredletterPirateTutoringCenter PTC PlanningPrinciples GuidingPrinciples PointsEast PointsEastFinalPreviousMasterPlans UniversityMasterPlanWebsitePreviousPlans ProceduresforUnitAcademicProgramReview

UNITACADEMICPROGRAMREVIEW6102

ProfileofFaculty(Health) 3.1.7 ProfileofUndergraduateStudentPopulation

3.1.6

ProgramReviewGuidelinesforAdministrativeandSupportUnits

NonAcademicProgramReviewProcedures

ReportonGlobalization,October12,2010

ExecutiveSummaryoftheReportonGlobalizationOct122012

ReportingSchedulefor6/1/11through6/30/12

ExternalReportingRequirements

RetentionandFourYearandSixYearGraduationRatesbyEthnicity

RetentionGraphs

RetentionRates 1.4.1 ReviewTheirMissionStatements

MissionStatementReview

SalaryStudy SalaryStudy SchoolofDentalMedicine SchDentalMed ScottResidenceHall construction

Situationalanalysis ECUStrategicPlanningProcess2009

SixyearGraduationRates 8.2.2 SocialWork SocialWorkAccredletterSoutheastPublic ECUNSSE2012SoutheastPublicSponsoredProgramsAwardedperFTE

6.1.2

StarfishRetentionSolutionsImplementationandAssessmentJanuary2012Report

Starfish

StateoftheUniversityaddress

ChancellorsSOUApr42012

StrategicActionPlan ECUSAP StrategicActionPlan201013CollegeofBusiness

COB

StrategicActionPlan201013 CONSAP

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CollegeofNursing StrategicPlanningCommitteeMeetingMinutes,September15,2011

SAPCommitteeMissionReview91511

StrategicPlanningGuidelinesfor2011andMidYearMeetings,June1,2011

StrategicPlanningGuidelinesfor2011_06_01_11(5)

StudentsPerformingServicetotheCommunity

7.1.3

Theneedforsupportformathcourseswithhighstudentenrollment

Supportforstudentsinhighenrollmentcourses

TheUniversityofNorthCarolinaAProfileBasedonTrendandAccountabilityDataDec2011

UNCProfileKeyTrendandAccountabilityReport2011

TicketsSold 5.1.7 TitleIIIStrengtheningInstitutionsGrant

TitleIIIAbstract

TitleIIIStrengtheningInstitutionsGrant,WelcomeConference

TitleIIIWelcomeConferenceApril162012

TotalExternalResearchGrantsandContractsAwardedandExpenditures

6.1.1

TransferCompletionRates 1.3.1 UNCAccountabilityPlanandPerformanceMeasures,Phase1:ProposedPerformanceMeasures

ProposedCoreandCampusSpecificPerformanceMeasures(Goals)

UNCInstitutionalResearchandAnalysiswebpage

UNCInstitutionalResearchandAnalysis

UNCPolicy400.2.2 UNCPolicy400.2.2 UNCTomorrow UNCTomorrow UndergraduateEnrollment 8.1.1 UniversityDashboard UniversityDashboard UniversityofNorthCarolina(UNC)ExemptfromStatePersonnelAct(EPA)SalaryResolution

EmployeesExemptFromtheStatePersonnelAct

UniversityofNorthCarolinaBudgetProcess

UNCBUDGETPROCESS

UniversityWideStrategicPlanningCommittee

UniversityStrategicPlanningCommittee

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CoreRequirement2.6ContinuousOperation Theinstitutionisinoperationandhasstudentsenrolledindegreeprograms. ComplianceJudgment:IncomplianceNarrativeIn1907,theNorthCarolinaGeneralAssemblyratifiedtheCharterfortheEastCarolinaTeachersTrainingSchool(recharteredin1911).AgroundbreakingceremonytookplaceonJuly2,1908,andclassesbeganin1909.TheattachedFallEnrollmentHistorytableprovidesevidenceofcontinuousstudentenrollmentdatasince1909. EastCarolinaUniversity(hereafter,ECUortheinstitution)hasevolvedfromatrainingschoolforteacherstoanationalresearchuniversity.TheFallEnrollmentHistoryshowsthatthestudentpopulationhasgrownfrom174to27,386.Thecampusnowincludesmorethan160buildingsonthemaincampus,healthsciencescampus,andwestresearchcampus.Theuniversitysacademicprogramsarehousedin13collegesandprofessionalschools,includingtheBrodySchoolofMedicineandtheRossSchoolofDentalMedicine.Amoredetaileduniversityhistoryisfoundintheundergraduatecatalog.ThegraduatecatalogincludesaHistoryofGraduateEducationatECU. AccordingtotheECUAcademicProgramInventory,theinstitutionoffers102bachelor'sdegreeprograms,2intermediateprograms(CAS,EdS),77master'sdegreeprograms,75departmentalcertificates,16doctoraldegreeprograms,and4firstprofessionaldegreeprograms(AuD,DMD,DPT,MD).

TheattachedSpring2012StudentProgramEnrollmentstableprovidesdirectevidencethattherearestudentsenrolledindegreeprograms.Thistablelistseverydegreeprogrambydepartmentandthenumberofstudentsenrolledinthatprogramormajorasofspringsemester2012.Inafewcases,thetableincludesdiscontinueddegreeprogramsthatcurrentlyhavethelastenrolledstudentscompletingtheprograms.Thetablealsolistsnewlyapproveddegreeprogramsthatmayhavefewornostudentsenrolledyet.Notesinthetableindicatethesespecialcases.

ECUisastateleaderinDistanceEducation.TheattachedchartprovidesDistanceEducationenrollmentfiguressince2006andcomparesthemwithoncampusenrollmentnumbers.ThetableillustratesstronggrowthinDistanceEducationenrollmentfrom2006to2008followedbysuccessiveyearsofstableenrollmentofover6,000.

ECU,therefore,isafunctioningorganizationwithstudentsenrolledindegreeprograms. Documentation

ReferenceTitle Location CharterfortheEastCarolinaTeachersTrainingSchool

Charter1[1]

DistanceEducationEnrollmentFigures DistanceEducationenrollment ECUAcademicProgramInventory API_14May2012

Page 1 of 2

FallEnrollmentHistory FallEnrollment HistoryofGraduateEducationatECU 2.6GradSchoolHistory Spring2012StudentProgramEnrollments Spring2012StudentProgramEnrollments UniversityHistory 2.6historyugcat1112

Page 2 of 2

CoreRequirement2.7.1ProgramLength Theinstitutionoffersoneormoredegreeprogramsbasedonatleast60semestercredithoursortheequivalentattheassociatelevel;atleast120semestercredithoursortheequivalentatthebaccalaureatelevel;oratleast30semestercredithoursortheequivalentatthepostbaccalaureate,graduate,orprofessionallevel.Ifaninstitutionusesaunitotherthansemestercredithours,itprovidesanexplanationfortheequivalency.Theinstitutionalsoprovidesajustificationforalldegreesthatincludefewerthantherequirednumberofsemesterhoursoritsequivalentunit. ComplianceJudgment:Incompliance Narrative TheauthoritytoplananddevelopacoordinatedsystemofhighereducationinNorthCarolinaisvestedintheUniversityofNorthCarolinaBoardofGovernors(hereafter,BOG)inaccordancewithConstitutionofNorthCarolinaArticleIX,Section8.GeneralStatutesofNorthCarolinaSection11611authorizestheBOGtodeterminethefunctions,educationalactivities,andacademicprogramsoftheconstituentinstitutions,suchasECU,andtodeterminethetypesandprogramlengthofdegreesawarded.UNCGACodeAppendix1,SectionIIIDelegationsofDutyandAuthoritytoBoardsofTrusteesconfersauthoritytothe17institutionssuchthateachinstitutiondetermineswhenanindividualstudenthasfulfilledthecriteriatobeawardedaparticulardegreeauthorizedbytheUniversityofNorthCarolinaBoardofGovernors. AtEastCarolinaUniversity(hereafter,ECUortheinstitution),aminimumof120semesterhours(s.h.)isrequiredforcompletionofallbaccalaureatedegrees;aminimumofthirtysemesterhoursisrequiredforallmastersdegrees;andthirtyormoresemesterhoursarerequiredforalldegreeprogramsatthedoctoralandfirstprofessionallevels.SemesterCreditHoursRequiredforECUUndergraduateandGraduateDegreesdetailsthesemestercredithoursnecessaryforcompletionofeachundergraduateandgraduatedegreeprogramincludedintheinstitutionsAcademicProgramInventory.(Note:semestercredithoursrequiredforeachcertificateprogramareprovidedonthesecondpageofthetable). AlldegreesawardedbyECUrequirethecompletionofaminimumnumberofsemestercredithours;thereisnoothermeansofdeterminingacademiccreditfordegreesatECU.Aonesemesterhourcourserequires750contactminutes(2.7.1UNCPolicy400_1_6);therefore,athreesemesterhourcourserequires2,250contactminutes.Inspring2012,EastCarolinaUniversityoffered102baccalaureatedegrees,2educationalspecialistcertifications,75departmentalcertificates,76mastersdegrees,16doctoraldegrees,and4firstprofessionaldegrees. Note:UNCPolicy400.1.5requiresthatbaccalaureatedegreeprogramsbelimitedtonomorethan128semesterhoursofstudy.Anysemesterhourrequirementbeyond128mustbeapprovedbytheUNCBoardofGovernors(BOG).Anyprogramsoauthorizedformorethan135semesterhoursisofficiallydesignatedasafiveyearbaccalaureateprogram.Atthetimethisregulationwentintoeffectin1995,twoECUprogramsexceeded128semesterhoursandwereapprovedbytheBOGtoremainatthatlevel.ThetwoprogramsweretheBFAinarteducation(134s.h.)andtheBSinclinicallaboratoryscience(131s.h.). UndergraduatePrograms Courseandprogramlengthrequirementsforallundergraduatedegreeprogramsarepublishedinthe

Page 1 of 4

undergraduatecatalog.Theundergraduatecatalogisprovidedintwoformats,anHTMLversion,whichisregularlyupdated,andaPDFversion.Minimumbaccalaureatedegreelength(120semesterhours)regulationsarealsofoundintheUndergraduateCatalog:MinimumDegreeRequirements.Therearenoundergraduatedegreeswithfewerthan120semesterhours. GraduatePrograms GeneralRequirementsforallgraduatedegreeprograms,minors,andcertificates,includingmastersdegreeprograms,graduatelevelcertificates,anddoctoralprograms,ispublishedinthegraduatecatalog.Aswiththeundergraduatecatalog,thegraduatecatalogisprovidedintwoformatsanHTMLversion,whichisregularlyupdated,andaPDFversion.SpecificgraduatedegreelengthregulationscanbefoundintheGraduateCatalog:MinimumDegreeRequirements.Aminimumof30semesterhoursisrequiredforallmasterofartsandmasterofsciencedegrees.Therearenomastersdegreeswithfewerthan30semesterhours. MinimumlengthforECUsdoctoralprogramsis30semesterhours(s.h.)inthesubjectareabeyondthemastersdegree.AsnotedinthesectiononUNCProgramLengthRegulationsbelow,30s.h.iswellwithintheUNCrequirementofatleast21hoursintheproposedprogramareaatthedoctorallevel(UNCGAPolicyManual400.1.1.1G(Page2)). TheUniversityoffersfourfirstprofessionaldegrees:

TheDoctorofMedicine(MD),whichrequires58semesterhoursbeyondtheBachelorofSciencedegree.TheprogramlengthfortheMDprogramisfoundintheCatalogoftheBrodySchoolofMedicine.

TheDoctorofDentalMedicine(DMD)requires220hoursover11terms.CurriculuminformationabouttheSchoolofDentalMedicineforthe20112012academicyearcanbefoundunderProspectiveStudentinformationontheSchoolofDentalMedicinewebsite.

TheDoctorofPhysicalTherapy(DPT)requirescompletionof106semesterhours. TheDoctorofAudiology(AUD)degreeisajointAUD/PhDdegree(125semesterhours).Studentsmust

completetheresearchPhDinCommunicationSciencesandDisorders(53postmasterssemesterhours)inordertoobtaintheDoctorofAudiology.InformationdescribingprogramlengthoftheAUD/PhDjointdegreecanbefoundintheGraduateSchoolCatalog.

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