Giving Flight to Imagination

Board of Trustees
Chancellor’s Report
July 16, 2021
Chancellor’s Report, July 16, 2021 1
 AGENDA

 A Trajectory of Success
 Vision in Action
 Challenges and Opportunities
 Florence: Despair and Triumph
 Pandemic: How Can a Virus Impact so Much?
 Renewal and Change
 R2 and the Future
 Engineering
 The Campaign for UNCW
 We Need Your Help
 2020-2021 and Beyond

Chancellor’s Report, July 16, 2021 2

A TRAJECTORY OF SUCCESS
UNCW OVER THE YEARS

1947 1960s

1980s 2017
Chancellor’s Report, July 16, 2021 3
A TRAJECTORY OF SUCCESS

4
South College Road Chancellor’s Report, July 16, 2021
A TRAJECTORY OF SUCCESS

5
Wrightsville Beach Chancellor’s Report, July 16, 2021
A TRAJECTORY OF SUCCESS

6
Myrtle Grove Chancellor’s Report, July 16, 2021
 A TRAJECTORY OF SUCCESS
FASTEST GROWING IN THE DECADE
2009 2020  % CAGR –
UNC System 222,322 242,446 20,124 9% 0.8% 100%
UNCW 12,924 17,915 4,991 39% 3.0% 25%
WCU 9,429 12,243 2,814 30% 2.4% 14%
UNCP 6,661 8,262 1,601 24% 2.0% 8%
UNCSA 872 1,070 198 23% 1.9% 1%
UNCC 24,701 30,146 5,445 22% 1.8% 27%
NC A&T 10,614 12,753 2,199 20% 1.7% 11%
ASU 16,968 20,023 3,055 18% 1.5% 15%
FSU 6,283 6,726 443 7% 0.6% 2%
NCSU 33,819 36,042 2,223 7% 0.6% 11%
UNC-CH 28,916 30,092 1,176 4% 0.4% 6%
ECU 27,654 28,798 1,144 4% 0.4% 6%
NCCU 8,587 8,078 -509 -6% -0.6% -3%
UNCG 21,306 19,764 -1,542 -7% -0.7% -8%
UNCA 3,897 3,383 -534 -14% -1.3% -3%
WSSU 6,427 5,189 -1,258 -20% -2.0% -6%
ECSU 3,264 2,002 -1,262 -39% -4.3% -6%
Chancellor’s Report, July 16, 2021 7
 A TRAJECTORY OF SUCCESS
74% 88%
17,915 23-27 28-35 6-YEAR 6-YEAR
PERSISTENCE
STUDENTS ACT ACT HONORS GRADUATION
RATE RATE
FALL 2020 FALL 2020 FALL 2020
2014 COHORT UNCW 2014 UNCW COHORT
ALL U.S. UNIVERSITIES

56 36 4
MAJORS MASTER’S DEGREES DOCTORAL DEGREES

1 5 19 95
1 OF 4 IN AMONG PEERS, BEST ONLINE TOP 100
UNC SYSTEM STUDENTS BACHELOR’S BEST PUBLIC
2022 FISKE GUIDE STUDYING PROGRAMS NATIONAL
TO COLLEGES ABROAD U.S. NEWS UNIVERSITIES
OPEN DOORS®
U.S. NEWS

Chancellor’s Report, July 16, 2021 8

 STRATEGIC PLAN
VISION
UNCW will be recognized for excellence in everything it does,
for its global mindset, and for its community engagement.

MISSION
The University of North Carolina Wilmington, the state’s coastal university, is dedicated to the integration of
teaching and mentoring with research and service. Our commitment to student engagement, creative inquiry,
critical thinking, thoughtful expression and responsible citizenship is expressed in our baccalaureate and master’s
programs, as well as doctoral programs in areas of expertise that serve state needs. Our culture reflects our values
of diversity and globalization, ethics and integrity, and excellence and innovation.

VALUES
STUDENT FOCUS
EXCELLENCE INTEGRITY DIVERSITY INNOVATION
COMMUNITY ENGAGEMENT

STRATEGIC PRIORITIES
ATTRACT/RETAIN EDUCATE/ADVANCE ENABLE/PLACE ORGANIZE/ENGAGE FUND/BUILD
RESEARCH

Chancellor’s Report, July 16, 2021 9

STRATEGIC PLAN KEY METRICS, SP 2.0

Attract/Retain

Educate/Advance Research

Enable/Place

Organize/Engage
Fund/Build
Chancellor’s Report, July 16, 2021 10
 UNCW STRATEGIC PLAN PROGRESS
Attract/Retain
Goal/Objective Metric and Definition Target Baseline 15/16 16/17 17/18 18/19 19/20 20/21 Target 21/22

New Freshmen Students 2,500 2,029 2,223 2,145 2,161 2,342 2,025 2,500

New Transfer 2,500 1,729 1,987 1,939 1,919 2,006 1,953 2,500

Total Grad Students 2,500 1,683 1,826 1,985 2,295 2,714 3,265 2,500
Increased
Enrollment
Total Military 2,000 1,523 1,672 1,904 2,139 2,285 2,341 2,000

Total International Students 1,000 296 368 408 542 639 663 1,000

Total Distance Ed Students 2,500 1,596 1,949 2,397 2,811 3,352 4,090 2,500

Average Incoming SAT Score 1250 1191 1193 1247 1251 1246 1234 1250
Increased
Quality
Average Incoming ACT Score 25 24.7 24.3 24.8 25.0 24.7 25.0 25

1st-Year Retention 90% 85% 85% 87% 83% 86% 84% 90%

Improved 53% (2012 56% (2013 57% (2014 55% (2015 58% (2016
4-Year Grad Rate 55% 53% 55%
Success Rates Cohort) Cohort) Cohort) Cohort) Cohort)
72% (2010 72% (2011 73% (2012 72% (2013 74% (2014
6-Year Grad Rate 75% 72% 75%
Cohort) Cohort) Cohort) Cohort) Cohort)

Competitive 0% of Employees
Market Median 15.6% 10.5% 5.4% 7.1% 7.7% 11.8% 0%
Salaries Under 80% of Median

Student/Faculty/ % of Students who

- - 90% 89% 89% - - ≥ 90%
Staff Satisfaction Would Choose UNCW Again

# of Total Black Students 1,100 - 869 858 836 857 991 1,100 ('25)
Improved
Diversity
# of Black Faculty 50 23 23 27 28 26 25 50 ('25)

Chancellor’s Report, July 16, 2021 11

 UNCW STRATEGIC PLAN PROGRESS
Educate/Advance Research
Baseline
Goal/Objective Metric and Definition Target 16/17 17/18 18/19 19/20 20/21 Target 21/22
15/16
Ph.D. M.S. Athletic MHA Health B.S. Workforce
- DNP M.S. Finance
Psychology Training Admin. Ed. Develop.
MBA/EMBA M.S. Business BSE Coastal M.A. Film Ph.D. Pharm.
- -
Online Analytics Engineering Studies Chem.
B.A.
New Academic Doctorate, Masters, Meet Demand M.S. Data B.S. Resp. Ph.D. Marine
- - Interdisciplinary M.S. IMC
Programs Bachelors, Certificates and Mission Science Therapy Science
Studies
B.A. Digital B.S.
- - - - -
Arts Cyber-security
BSE Int. Syst.
- - - - - -
Eng.

Research Amount of Sponsored Research $19.3 M $12.8 M $9.5 M $11.4 M $9.3 M $12.0 M $8.8 M $12.0 M

Internships (Academic Credits),

All Undergrads N/A 8,610 8,473 8,602 8,795 10,342 ≥ 10,342
# of Students
Undergrad Research,
Applied Learning All Undergrads N/A 3,437 3,435 4,052 4,638 2,375 ≥ 4,638
# of Students

Study Abroad, # of Students 1,500 N/A 944 1,036 1,015 1,044 431 ≥ 1,044

Interdisciplinary Multifaceted Meet Demand B.S. Africana

Africana Studies - - - - - -
AA Experience and Mission Studies

Chancellor’s Report, July 16, 2021 12

 UNCW STRATEGIC PLAN PROGRESS
Enable/Place
Goal/Objective Metric and Definition Target Baseline 15/16 16/17 17/18 18/19 19/20 20/21 Target 21/22

# of Fortune 500 Companies 100 19 29 42 52 79 103 ≥ 103

Increase Career
Opportunities % Employed/Grad School
95% 92% 93% 92% 94% 97% 91% ≥ 95%
(6 months)

Increase % of Diverse Students

50% Increase - - - - - ≤ 50% 50%
Internships in Internships

Chancellor’s Report, July 16, 2021 13

 UNCW STRATEGIC PLAN PROGRESS
Organize/Engage
Goal/Objective Metric and Definition Target Baseline 15/16 16/17 17/18 18/19 19/20 20/21 Target 21/22

6th Public - 6th Public - 6th Public -

T-92 Public - T-95 Public -
Improved Regional Regional Regional
U.S. News Rankings Higher N/A National National Higher
Rankings Universities Universities Universities
Universities Universities
South South South

Increase Black Students Increase by

- - - - - - Greater
Engagement More Engaged 50%

Chancellor’s Report, July 16, 2021 14

 UNCW STRATEGIC PLAN PROGRESS
Fund/Build
Baseline
Goal/Objective Metric and Definition Target 16/17 17/18 18/19 19/20 20/21 Target 21/22
15/16
Modular Units Modular Units Loggerhead and
Osprey Hall RTR 1 RTR 2 Film Studies
(Lot G) (Lot R) Terrapin Halls
Roof Coastal Engineering
UPD Expansion Psy. Clinic Congdon Hall
Replacement Lab
Central Parking
Intramural Field Admin. Annex Parking 1A/1B East Dining Facility
Deck
Graham-Hewlett East Intramural
The Hub Veterans Hall
Renovation Facilities
Execute Facility Master Plan
Master Plan
Planning Projects Track/Field Pelican and
Randall Library
Renovation Sandpiper Halls
Baseball Batting
Dobo Hall STEM Building
Facility
Softball Complex Truist Hall

RTR 3

Parking 2A/2B

$ of Gifts $100 M $14.9 M $17.2 M $15.4 M $23.2 M $15.4 M $14.3 M $100 M

Increase
Fundraising/Funding $ of State
Higher $114.1 M $124.2 M $136.8 M $147.0 M $148.5 M - Higher
Appropriations
A. Academically NCAA Recognized
19 5 Sports 5 Sports 9 Sports 7 Sports 8 Sports - 19
Proficient APR Scores
A. League Interrupted
# of Post-Seasons 19 4 5 5 4 Interrupted Play 19
Competitive Play

A. Financially Sound Fund Balance ≥ $3.0 M $1.9 M $1.8 M $2.2 M $2.5 M $3.2 M - ≥ $3.2 M

# of Attendees
Enrich Arts/Culture - N/A 47,712 51,996 51,971 50,080 28,424 Higher
at Events
New Scholarship Diverse Student
Fund Scholarship Fund
$1.0 M - - - - - $0.7 M
Chancellor’s Report,$1.0
July M
16, 2021 15
 BOARD OF GOVERNORS METRICS
UNCW – UNC SYSTEM PERFORMANCE METRIC PROGRESS
Low-Income Enroll. Fall 2015 Base Fall 2017 Fall 2018 Fall 2019 Fall 2020 Fall 2021
Targets 3,328 3,365 3,415 3,465 3,520 3,576
Actual - 3,831 3,661 3,689 - -
Rural Enrollments Fall 2016 Base - Fall 2018 Fall 2019 Fall 2020 Fall 2021
Targets 4,008 - 4,050 4,103 4,161 4,220
Actual - - 4,253 4,270 4,208 -
UGDE (LI) 2015-16 Base 2017-18 2018-19 2019-20 2020-21 2021-22
Prioritize Goals 21.8 22.3 22.9 23.5 24.1 24.8
Actual - 24.5 23.1 22.4 - -
Research Produc. FY 2016 Base FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Targets $8.3 M $9.9 M $12.1 M $14.3 M $16.8 M $19.3 M
Actual - $8.6 M $11.1 M $8.8 M - -
Critical Workforce 2015-16 Base 2017-18 2018-19 2019-20 2020-21 2021-22
Targets 1,583 1,664 1,773 1,881 2,003 2,125
Actual - 1,997 2,260 2,329 - -
Low Income Compl. 2015-16 2017-18 2018-19 2019-20 2020-21 2021-22
Targets 1,110 1,154 1,214 1,273 1,339 1,406
Actual - >1,154 >1,214 1,252 - -
Rural Compl. 2015-16 Base 2017-18 2018-19 2019-20 2020-21 2021-22
Improve Targets 933 955 984 1,014 1,047 1.080
Actual - ≈1,120 >1,200 >1,200 - -
5-Yr. Grad. Rate 2010 Cohort Base 2013 Cohort 2014 Cohort 2015 Cohort 2016 Cohort 2017 Cohort
Targets 78.4% 78.9% 79.5% 80.2% 80.9% 81.6%
Actual - >80.0% >82.0% 78.8% - -
UGDE
Sustain Targets - 26.1 26.1 26.1 26.1 26.1
Actual - - - 28.4 - -

Chancellor’s Report, July 16, 2021 16

CHALLENGES AND
OPPORTUNITIES

Chancellor’s Report, July 16, 2021 17

 FLORENCE: DESPAIR AND TRIUMPH
OBJECTIVES OF RECOVERY
• To restore high-quality, student educational experiences
• To diversify risk in the face of future disasters
• To harden infrastructure/increase resilience

FACILITIES
• Accommodation of displaced students, faculty and staff
• Realignment of academic resources to ensure continuity of operations
• Restoration of physical plant
• Demolition of compromised housing and construction of new units
• Building of temporary modular units for classrooms, labs and faculty offices
• Full restoration of Dobo Hall

FINANCIALS
• $134 million
• State legislature, DOI and FEMA

Chancellor’s Report, July 16, 2021 18

FLORENCE: DESPAIR AND TRIUMPH
HURRICANE FLORENCE EXPENSES: TENTATIVE
JUNE 30, 2021

• Dobo Hall: $51.1 M

• Building repairs: $38.1 M
• Remediation: $21.0 M
• Modulars: $11.2 M
• Roof repair: $4.8 M
• Contents replacement: $2.5 M
• Debris removal: $1.4 M
• Other: $3.5 M
• Total: $133.6 M

Chancellor’s Report, July 16, 2021 19

FLORENCE: DESPAIR AND TRIUMPH

DESPAIR TRIUMPH

Chancellor’s Report, July 16, 2021 20

PANDEMIC: HOW CAN A VIRUS IMPACT SO MUCH?

IMPLEMENTATION TEAMS
• Health and Safety
• Academic Affairs
• Student Affairs
• Athletics
• Business Affairs
• Human Resources

Chancellor’s Report, July 16, 2021 21

PANDEMIC: HOW CAN A VIRUS IMPACT SO MUCH?
HEALTH AND SAFETY IMPACTS

TESTING DIAGNOSES, RECOVERIES,

HOSPITALIZATIONS
• 30,688 surveillance tests
• 8,312 tests for athletes • Diagnoses:
• 5,107 tests for symptomatic or Students: 1,387
contract tracing Faculty/Staff: 68
• 2,989 return to campus tests Contractors: 7
(spring 2021) • Recoveries: 1,462
• Hospitalizations: 2

QUARANTINE AND ISOLATION INQUIRIES AND VACCINATIONS

• Beds available: 150 (Galloway Hall) • Inquiries: 6,250 addressed by
• Highest occupancy: 71 students Student Health Center
• Students served: 396 • Vaccinations: 2,998

Chancellor’s Report, July 16, 2021 22

PANDEMIC: HOW CAN A VIRUS IMPACT SO MUCH?
ACADEMIC IMPACT, TEACHING MODALITY

Modality Face to Face Online Hybrid Unknown

Fall 2019 71.45% 14.78% 13.76% 0.00%

Spring 2020
74.30% 15.30% 10.40% 0.00%
(Post March 23)

Summer 2020 0.00% 100.00% 0.00% 0.00%

Fall 2020 15.10% 57.80% 27.10% 0.00%

Spring 2021 15.70% 61.50% 22.70% 0.00%

Summer 2021 6.10% 88.40% 5.5% 0.00%

Fall 2021 66.31% 23.72% 9.67% 0.24%

Chancellor’s Report, July 16, 2021 23

PANDEMIC: HOW CAN A VIRUS IMPACT SO MUCH?
HOUSING IMPACT
# of Housing Residents # of Beds Available (1)

Fall 2019 3,769 3,752 (2)

Spring 2020 3,702 3,752

Summer 2020 9 3,752

Fall 2020 3,738 4,852 (3)

Spring 2021 3,429 4,852

Summer 2021 93 4,852

Fall 2021 4,228 5,566 (4)

(1) Includes Galloway Hall and Innovation all, +489 beds

(2) Excludes University Apartments, eliminated after Florence
(3) Addition of Pelican/Sandpiper Halls, 1,100 beds
(4) Addition of Terrapin/Loggerhead Halls, 714 beds Chancellor’s Report, July 16, 2021 24
PANDEMIC: HOW CAN A VIRUS IMPACT SO MUCH?
ATHLETICS

Status of Playing

Fall 2019 All programs played with no interruptions

All programs halted on March 12

Spring 2020
Last event was UNCW vs. ECU in Baseball on March 11

Summer 2020 No programs in season

Fall sports suspended on August 10

Fall 2020
Events moved to spring to play a reduced NCAA schedule

Spring sports returned to full schedule

Spring 2021 Fall sports reduced
Spring schedule restricted to regionals

Summer 2021 No programs in season

Fall 2021 Expected to play normally in the fall

Chancellor’s Report, July 16, 2021 25

PANDEMIC: HOW CAN A VIRUS IMPACT SO MUCH?
FUNDING IMPACT

Programs Federal State Total

Cares Student Aid $5,283,027 -- $5,283,027
Cares Institutional Aid $5,283,026 -- $5,283,026
Cares Act State Aid Phase I -- $4,016,672 $4,016,672
State Aid Phase II -- $1,097,192 $1,097,192
State Aid Phase III -- $206,850 $206,850
Governor’s Emergency Educational Fund
-- $313,000 $313,000
(GEER)
GEER CRRSA – Student Aid $5,283,026 $5,283,026
CRRSAA – Institutional Portion $11,665,573 $11,665,573
House Ed and Labor Committee Proposal
HEERF - Institutional Share $14,650,655 $14,659,655
- Student Aid Program $15,555,319 $15,355,319

TOTAL -- $57,529,626 $5,633,714 $63,163,340

Chancellor’s Report, July 16, 2021 26

PANDEMIC: HOW CAN A VIRUS IMPACT SO MUCH?
REFUND IMPACT
SPRING 2020

Housing $4,817,093.08

Dining $3,423,963.55

TOTAL $8,241,056.63

FALL 2020

Housing/Dining $2,700,000

Chancellor’s Report, July 16, 2021 27

 PANDEMIC: HOW CAN A VIRUS IMPACT SO MUCH?
HUMAN RESOURCES IMPACT

Fall 2019 Spring 2020 Summer 2021

EHRA EHRA EHRA
Faculty Staff Faculty Staff Faculty Staff
Non-Faculty Non-Faculty Non-Faculty

Turnover 0.45% 6.12% 3.81% 0.00% 2.74% 3.79% 4.32% 4.60% 1.67%

Hiring 26 22 56 7 24 44 0 7 13

Termination 3 26 39 0 12 39 29 20 17

Salary Increases 0 18 100 5 21 62 0 3 0

% of People Off
23.12% 17.18% 3.2% 23.28% 13.39% 3.21% 24.26% 13.33% 3.15%
80% of the Median

Chancellor’s Report, July 16, 2021 28

 RENEWAL AND CHANGE
• BSL
Needs and Actions • AAGA
• BFSA

• Students
Accountability • Alumni
• Faculty
Committee • Staff
• Local/Regional

• $0.5 M for recruitment per year

Scholarships • $1.0 M Fund

Strategic Plan • 2020 Redo

Revision
Chancellor’s Report, July 16, 2021 29
 RENEWAL AND CHANGE
ACCOUNTABILITY COMMITTEE
• Patrick Boykin, Graduate ’94, ’12
• Stephania Bloodworth, AAGA Past President, ’00
• Ebony Bryant, AAGA President, Graduate ’01
• Malcomb Coley, Current BOT, Graduate ’86, ’89
• Harry Eason, General Utility Maintenance Coordinator, UNCW Facilities Management
• Ron Hamm, First AAGA President; BOV; Graduate ’90
• Emmanuel Harris, BFSA Co-chair, Professor
• Brooke Lambert, Director of the Mohin-Scholz LGBTQIA Center
• Christopher Neal, BSU President, ’21
• Sean Palmer, Director of the Upperman African American Cultural Center
• Kirsten Reddick, BSU Vice President, ’21
• Donyell Roseboro, Professor, Interim CDO
• Edelmira Segovia, Director of Centro Hispano
• Maurice Smith, Former BOT, Graduate ’79, Chair of the Committee
• Jimmy Tate, Current BOT, Graduate ’99, ’01, ’19
• Linda Upperman Smith, Former BOT
• Keryn Vickers, BFSA Co-chair

• Ex-officio Members: Bradley Ballou, Elizabeth Grimes, Miles Lackey, Jose Sartarelli,
John Scherer, Eddie Stuart, Brian Victor, James Winebrake
Chancellor’s Report, July 16, 2021 30
 RENEWAL AND CHANGE
NON-WHITE POPULATION OF STUDENTS WENT FROM 6% IN 1976 TO 23% IN 2020

Black/AA % Other % White % Total

Fall 2020 991 (6%) 3,116 (17%) 13,808 (77%) 17,915

Fall 2016 869 (6%) 2,695 (17%) 12,176 (77%) 15,740

Fall 2011 585 (4%) 1,669 (13%) 10,891 (83%) 13,145

Fall 2006 605 (5%) 970 (8%) 10,525 (87%) 12,098

Fall 2001 480 (5%) 476 (4%) 9,690 (91%) 10,646

Fall 1996 551 (6%) 333 (4%) 8,221 (90%) 9,105

Fall 1991 461 (6%) 221 (3%) 7,448 (92%) 8,130

Fall 1986 374 (6%) 147 (2%) 5,461 (91%) 5,982

Fall 1981 320 (6%) 69 (1%) 4,717 (92%) 5,106

Fall 1976 184 (5%) 25 (1%) 3,164 (94%) 3,373

Chancellor’s Report, July 16, 2021 31

 RENEWAL AND CHANGE
AN ALL-TIME RECORD NUMBER OF BLACK STUDENTS IN 2020 – 991,
16% GROWTH OVER LAST YEAR…

American
Semester Overall # of White # of Black # of 2 or More Indian or
and Year Student Students Students Hispanic Races Asian Alaska
Population Students Native

Fall 2020 17,915 13,808 (77%) 991 (6%) 1,303 (7%) 682 (4%) 337 (2%) 98 (<1%)

Fall 2019 17,499 13,579 (78%) 857 (5%) 1,228 (7%) 657 (4%) 349 (2%) 77 (<1%)

Fall 2018 16,747 12,961 (77%) 836 (5%) 1,143 (7%) 596 (4%) 317 (2%) 76 (<1%)

Fall 2017 16,487 12,812 (78%) 858 (5%) 1,085 (7%) 572 (3%) 298 (2%) 82 (<1%)

Fall 2016 15,740 12,176 (77%) 869 (6%) 1,033 (7%) 518 (3%) 336 (2%) 85 (<1%)

Chancellor’s Report, July 16, 2021 32

 RENEWAL AND CHANGE
GROWTH OF 11% IN UNDERGRADUATE BLACK STUDENTS IN 2020…

Overall American
Semester Undergraduate # of White # of Black # of 2 or More Indian or
and Year Students Students Hispanic Races Asian Alaska
Student Students
Population Native

Fall 2020 14,650 11,393 (78%) 660 (5%) 1,133 (8%) 589 (4%) 278 (2%) 59 (<1%)

Fall 2019 14,785 11,486 (78%) 596 (4%) 1,102 (7%) 586 (4%) 309 (2%) 51 (<1%)

Fall 2018 14,452 11,213 (77%) 611 (4%) 1,034 (7%) 535 (4%) 284 (2%) 56 (<1%)

Fall 2017 14,502 11,291 (78%) 650 (5%) 999 (7%) 527 (4%) 273 (2%) 66 (<1%)

Fall 2016 13,914 10,780 (77%) 674 (5%) 956 (7%) 486 (3%) 311 (2%) 70 (<1%)

Chancellor’s Report, July 16, 2021 33

 RENEWAL AND CHANGE
STEADY GROWTH OF 70% IN GRADUATE BLACK STUDENTS IN THE PAST FIVE YEARS…

Overall American
Semester Graduate # of White # of Black # of 2 or More Indian or
and Year Students Students Hispanic Races Asian Alaska
Student Students
Population Native

Fall 2020 3,265 2,415 (74%) 331 (10%) 170 (5%) 93 (3%) 59 (2%) 39 (1%)

Fall 2019 2,714 2,093 (77%) 261 (10%) 126 (5%) 71 (3%) 40 (1%) 26 (<1%)

Fall 2018 2,295 1,748 (76%) 225 (10%) 109 (5%) 61 (3%) 33 (1%) 20 (<1%)

Fall 2017 1,985 1,521 (77%) 208 (10%) 86 (4%) 45 (2%) 25 (1%) 16 (<1%)

Fall 2016 1,826 1,396 (76%) 195 (11%) 77 (4%) 33 (2%) 25 (1%) 15 (<1%)

Chancellor’s Report, July 16, 2021 34

 RENEWAL AND CHANGE
NUMBER OF OVERALL FACULTY HAS GROWN 16% IN THE PAST FIVE YEARS…
BLACK FACULTY NOT SO MUCH.
2020 Total Faculty: 703 2015: 606
EEO Group Employees % to Total 2015 Employees
Minority 145 20.60% 97 16.00%
• Black 26 3.69% 23 3.79%
• Hispanic 43 6.11% 32 5.28%
• Asian 63 8.95% 32 5.28%
• Am Indian/Alaskan Native 3 0.43% 1 0.16%
• Native Hawaiian/Pacific Islander 0 0.00% 0 0.00%
• Two or more 10 1.42% 9 1.48%

*2015 data included a category of Unknown.

6 faculty members identified as Unknown
*2020 data as of October 31, 2020

Chancellor’s Report, July 16, 2021 35

 RENEWAL AND CHANGE
BEING ACCOUNTABLE…
• Establishment of Accountability Committee . . . . .Done
• Strategic Plan 2.0 (Re-do) . . . . . . . . . . . . . . . . . . . Done
• Monies for recruitment/other:
$1.4 M per year for five years . . . . . . . . . . . . . . . . Committed
• Scholarship fund: $1.0 M . . . . . . . . . . . . . . . . . . . .$0.7 M Committed
• Larger/renovated space for Centers identified . . . Committed
• OIDI/Centers personnel upgrades . . . . . . . . . . . . . Under review
• Stronger diversity/inclusion training
for all professional staff . . . . . . . . . . . . . . . . . . . . Being developed
• Purposefully allocate time and
space for major events . . . . . . . . . . . . . . . . . . . . . Underway
• Hire more faculty/staff . . . . . . . . . . . . . . . . . . . . . Underway (CAS/WCE)
• Make Africana Studies a major . . . . . . . . . . . . . . Underway
• Black Lives Matter banners displayed, virtual
exhibit in place, statue being developed . . . . . . . . Underway
• History and legacy of 1898
addressed through curriculum . . . . . . . . . . . . . . . Underway Chancellor’s Report, July 16, 2021 36
 RENEWAL AND CHANGE

UPPERMAN AFRICAN MOHIN-SCHOLZ LGBTQIA

AMERICAN CENTER CENTRO HISPANO RESOURCE OFFICE

• Current • Current • Previous

FUU 2nd floor FUU 2nd floor FUU 1st floor
Total: 1,630 sq. ft. Total: 1,030 sq. ft. Total: 500 sq. ft.

• Future • Future • Current

FUU 2nd floor FUU 1st floor FUU 1st floor
Total: 2,660 sq. ft. Total: 2,198 sq. ft. Total: 1,365 sq. ft.

3,160 sq. ft. 6,223 sq. ft.

Chancellor’s Report, July 16, 2021 37

 RENEWAL AND CHANGE
UPPERMAN AFRICAN AMERICAN CULTURAL CENTER

Chancellor’s Report, July 16, 2021 38

RENEWAL AND CHANGE
CENTRO HISPANO

Chancellor’s Report, July 16, 2021 39

RENEWAL AND CHANGE
MOHIN-SCHOLZ LGBTQIA RESOURCE OFFICE

Chancellor’s Report, July 16, 2021 40

RENEWAL AND CHANGE
MOHIN-SCHOLZ LGBTQIA RESOURCE OFFICE

Chancellor’s Report, July 16, 2021 41

RENEWAL AND CHANGE
BECAUSE IT'S TIME

Chancellor’s Report, July 16, 2021 42

 R2 AND THE FUTURE
REQUIREMENTS

1. A minimum of $5.0 M in sponsored research per year

2. A minimum of 20 doctorates per year

FIVE-POINT FRAMEWORK

1. Providing incentives and support for research activity

2. Adjusting faculty workload and compensation
3. Supporting graduate students and postdoctoral scholars
4. Building research infrastructure
5. Developing new academic programs

Chancellor’s Report, July 16, 2021 43

 ENGINEERING
ASPIRATION TO REALITY

• B.S., Coastal Engineering, 2019

First bachelor in the country
• B.S., Intelligent System Engineering
Software Development, Cybersecurity and Artificial
Intelligence (Under Development)
• B.S., Cybersecurity

Chancellor’s Report, July 16, 2021 44

 THE CAMPAIGN FOR UNCW

• GOAL: $100 million dollars

• Silent Phase: July 1, 2015

• Public Phase: January 2021

• Campaign-to-Date: $90.5 million dollars

• Campaign Theme: Like No Other: The Campaign for UNCW

• COVID-19 Impact: Public launch moved from fall 2020 to

January 2021

Chancellor’s Report, July 16, 2021 45

WE NEED YOUR HELP

Chancellor’s Report, July 16, 2021 46

RANDALL LIBRARY RENOVATION AND EXPANSION

RATIONALE:
The current facility was built in 1969. It was renovated and expanded to
150,000 SF in 1987, when the university had 5,800 students. Currently,
enrollment is nearly 18,000 and is likely to be over 20,000 in the next
3 to 5 years. The UNCW 2017 Master Plan indicates a library space deficit
now of at least 40,000 SF.

EXPECTED TOTAL COST:

$61,830,658

REQUEST:
$56,330,658 given that $5,500,000 has already been appropriated
for planning and design.

PHASING of REQUEST:
2019-20: $20,000,000;
2020-21: $20,000,000;
2021-22: $16,330,685.

Chancellor’s Report, July 16, 2021 47

RANDALL LIBRARY RENOVATION AND EXPANSION

Chancellor’s Report, July 16, 2021 48

CARNEGIE RECLASSIFICATION TO “DOCTORAL
UNIVERSITY: HIGH RESEARCH ACTIVITY”

RATIONALE:
The new Carnegie reclassification recognizes the level of sponsored research
already pursued at UNCW and the production of doctorates. A doctoral/research
institution in Wilmington will contribute to advanced research and knowledge, will
expand critical workforce degree production, will turbocharge innovation and
entrepreneurship and will expand economic development in a region expected to
grow to 800,000 people by 2050 from 420,000 today.
The recurring investments will be used to support new doctorates in areas of
expertise that serve the state needs (MISSION); to hire faculty and adjust salaries to
new salary ranges; to support other personnel; to add resources to the library; and to
bring UNCW, a high-performing institution with some of the lowest appropriations
per capita in the System, in line with the other doctoral institutions in the System.

REQUEST:
$14,000,000 over 4 years

PHASING of REQUEST:
2020-21: $3,500,000;
2021-22: $3,500,000;
2022-23: $3,500,000;
2023-24: $3,500,000. Chancellor’s Report, July 16, 2021 49
 STEM BUILDING
(PUBLIC – PRIVATE PARTNERSHIP, MILLENNIUM CAMPUS)

RATIONALE:
The sciences, particularly the computer science disciplines, are growing
significantly, together with the advent of engineering. A bachelor’s degree in
coastal engineering (the first in the country in this specialty) was launched in 2019.
We are currently working to launch a bachelor’s degree in intelligent systems
engineering (software development, cybersecurity, intelligent systems) – the second
bachelor’s degree in this specialty in the country, after Indiana. Additional graduate
and Ph.D. programs are being developed to tap into strong demand.

EXPECTED COST:
$60,000,000

REQUEST:
Private donor is contributing $20,000,000; the state is being asked to contribute
$40,000,000 to build a 100,000 SF STEM facility

PHASING of REQUEST:
Three-year development

Chancellor’s Report, July 16, 2021 50

 EXCELLENCE AMID ADVERSITY
Coastal Largest gift ever
Engineering $10M
underway Carnegie’s Elevated
More than Classification to R2,
$400M in Top 100 Best
capital Public National
Capital investments University
Campaign
“Top 20"
best online
programs
Fastest growing past
Best bang for
the buck: 11 years with
Renewal COVID-19,
high graduation improving quality and Best for
vs. low cost
39% Change the Nest

Robust pipeline 103 Fortune 500

of critical companies
workforce SEAHAWK-1
Successful
recovery Largest nursing
from programs
Florence in NC
Chancellor’s Report, July 16, 2021 51
 2020-21 AND BEYOND

DRIVING
IMAGINATION EXCELLENCE
ALBERT EINSTEIN VISION

+
“IMAGINATION IS MORE
IMPORTANT THAN KNOWLEDGE, UNCW will be recognized for
for knowledge is limited to all we EXCELLENCE in everything it does,
know and understand while for its global mindset and for its
imagination embraces the entire
community engagement.
world and all there ever will be
to know and understand.”

Chancellor’s Report, July 16, 2021 52

GO SEAHAWKS!

Chancellor’s Report, July 16, 2021 53