Enhancing the Living & Learning Environment

Five-Year Goal

UNCSA will be a supportive, nurturing, and inclusive creative community where students can become their best selves and do their best work.

Objectives & Suggested Strategies

Assess current and future facilities and environmental needs of the campus and the Stevens Center in support of UNCSA’s programming and mission.

  • Complete a study of plans for curricular and program development, future enrollment, and needs of students, faculty, and staff in order to inform the Campus Master Plan process.
  • Include ample and open dialogue with internal and external stakeholders to gather input into the plan.
  • Write RFP, solicit bids, select designer.

2015 – Fall Update

Develop a Campus Master Plan


  • Hire a consultant, conduct study and finalize campus master plan by December 2016.


  • Formed Steering Team.
  • Drafted scope of work for review.
  • Initial information gathering internal and with potential consultants.
  • Mapping out process for hiring the consultant and creating the budget/funding for the project.
  • Update on project at all-school Town Hall meeting, January 20, 2016.


  • Funding the plan.
  • Defining a comprehensive scope while focusing on what is achievable.
  • Defining the scope.
  • Relationship with Stevens Center plan?
  • Ensuring wide range of constituencies engaged.


  • Look at spreading costs over FY16 and FY17.
  • Utilize strengths and experience of consultants to overcome challenges.
  • Consultants to have experience engaging both internal and external groups.

2016 – Spring Update

Over the course of FY16 steady progress was made toward initiating our campus master planning project.  A full campus master plan has not been completed since 2000. 

A small group met during the year to research plan contents and architects to ensure we had the most current information to use in developing the scope for the effort and a realistic budget for completing the project. By the end of the school year, the draft project scope was completed and the necessary funding developed. The project was submitted for the required UNC BOG approval in June and was approved by the UNC BOG on July 29, 2016. 

The project scope includes requirements for campus community involvement and the engagement of our neighbors in the project. The selected design firm is tasked with facilitating this involvement on and off campus. Now that we have BOG approval and the necessary funding, we anticipate soliciting for requests for qualifications in August. The firms that respond will be reviewed by a small designer selection committee, including the Chancellor, the Vice Chancellor for Facilities, our University architect and one or 2 others. The plan is to bring the selected firm before the UNCSA BOT in September for approval.  Once we have an approved designer and a contract in place, a campus master plan committee will be established. This committee will include representatives from across the campus. The individuals on the committee, working with the selected firm, will be instrumental in engaging the campus in the planning process. Look for more detailed information in the early fall. 

2017 – Update

Develop a Campus Master Plan
Leaders: Lindsay Bierman, David English, Jim DeCristo

Developed specifications, raised and secured funding, and completed the RFQ process for both our campus and Stevens Center master plans in 2016. That led to the selection of the renowned firm Robert A. M. Stern Architects to execute both plans in consultation with external and internal stakeholders. An exhaustive analysis of existing conditions began early this year, including campus infrastructure; all performance venues; classroom, rehearsal, and support spaces; staff and faculty offices; interior and exterior public spaces.

Final short- and long-term recommendations, conceptual design and renovation schemes, and detailed cost estimates for the Stevens Center will be presented in late summer 2017, and a final campus masterplan will be completed by early fall. It’s mission critical to transform the Stevens Center into a first-rate, competitive facility to serve our students, academic programs, external arts partners that use the facility, and our patrons.

Retained Robert A. M. Stern Architects to lead an in-depth dormitory study to develop schematic designs, site plans, phased construction strategies, and cost estimates to replace UNCSA’s substandard student housing, as a part of the campus masterplan. Final concepts and recommendations expected early fall.

2018  Update

Develop a Campus Master Plan
Lindsay Bierman, David English, Jim DeCristo

Three masterplans were completed: Stevens Center, Campus and Strollway extension. The three master plans were presented to the Board of Trustees individually at the September, December and April meetings.

The cost estimate associated with the Stevens Center renovations came in at $35 million. The renovations are designed to maintain and in some cases return the building more closely to its original design, while greatly enhancing performance production capabilities and the audience experience. The overall project requirement increased to $39 million due to the additional work that is necessary to repair the crumbling terra cotta at the top of the building façade. Emergency measures were put in place to capture any falling pieces of the façade until permanent repairs can be made. Our efforts have now shifted to securing private and state support for the renovation project.

The campus master plan focuses on building density on campus while preserving identified green spaces, replacing old residence halls, adding capacity for academic programming and a performance venue, and creating walking paths to make campus more open, accessible, and beautiful, including an artswalk and an extension of the strollway to downtown. 

As a part of the campus master plan, a residence hall study was completed. The study identified a location for the construction of a 500-600 bed residence hall on campus to replace the Bailey Street Apartments and residence halls A-F. It also provides a cost estimate for the project. Requests for information were solicited for the project and received for consideration. A task force has been moving forward with financial planning for the project, determining the most efficient delivery structure for the project, and with developing a request for proposals to design and construct the residence halls with the goal of the residence hall coming on line in the late summer of 2021.

2019  Update

Develop a Campus Master Plan
Lindsay Bierman, David English, Jim DeCristo

Our focus in FY19 was planning the implementation of the campus and Stevens Center master plans.

Work on the campus master plan targeted our 2 Connect NC bond projects [Semans Administration and Academics Building ($8 MM) and Alex Ewing Performance Place ($8 MM)] and planning for future efforts on the perimeter of campus.

The Semans Administrative and Academic Building comprehensive renovation has begun and should be completed in May 2020. This space will include multiple music ensemble rehearsal spaces with recording capabilities, new Dance and Drama faculty offices, new Administrative offices, and a large multi-use conference facility.

After two failed bidding attempts, the partial renovation of Alex Ewing Performance Place has been delayed. The project is being refocused on a smaller scope of work that will address replacement of the obsolete theatrical lighting systems and basic building systems. We anticipate rebidding the project in the fall of 2019.

Also this year, we completed the first land acquisition project in support of the campus master plan. UNCSA purchased the tract of land at the northern most tip of campus on the corner of Waughtown and South Main Street. This piece of land was identified in the campus master plan as a new pedestrian entrance point to the Artwalk which, once developed, will become a beautiful central spine of campus. This point of land will also provide a very visible location for signage for both vehicular and pedestrian traffic.

Concept planning continued for the redevelopment of University properties along Sunnyside Avenue including improvements to the valley and connections to the Artwalk and stroll way.

We hired a consultant to help us determine the most cost effective path to build a 450 bed residence hall on campus. This work is wrapping up.  We expect, with the help of the UNC System Office, to have this project authorized by the Legislature in Late FY19 or early FY20. The project will cost a little over $40 MM.

Lastly, after promoting the Stevens Center comprehensive renovation concept master plan as a key driver of the success for the University and asset to the community, the NC House included $42.2 MM in the NC House budget for this project. There are several more steps before funding will be secured, however to date, the projects has strong bipartisan support.        


Enhance enrollment management to improve yield, retention, and graduation rates.

  • Evaluate recommendations of the enrollment consultant, considering time and money constraints.
  • Implement appropriate recommendations.

2015 – Fall Update

Enrollment Management and Scholarships


  • Audit of admission processes
  • Establishment of response times
  • Review of staffing – particularly admission liaison and school recruiting
  • Launch of mStoner web site
  • Development of print publications
  • Establishment of campus tour route and script
  • Evaluate leadership and staffing structure
  • Analysis of financial aid resources – emphasis on the School of Music
  • Analysis of inquiry database to determine yield rates, recruitment strategies, inquiry process, ACT, SAT, NRCCUA search
  • Address leadership and staffing structure
  • Develop/propose campus tour guide program
  • Develop brand identity as value proposition
  • Develop campaign for financial aid and scholarships


  • Audit of admission processes (in process, materials have been collected and process is being outlined for review)
  • Establishment of response times (in process related to audit of admission process)
  • Review of staffing – particularly admission liaison and school recruiting (will begin after process is reviewed)
  • Launch of mStoner web site (done)
  • Development of print publications (currently evaluating RFP materials for marketing/communications firm)
  • Establishment of campus tour route and script (currently in development)
  • Evaluate leadership and staffing structure (will begin after process is reviewed)
  • Analysis of financial aid resources – emphasis on the School of Music (Consultant will be on-campus meeting with Music/Financial Aid to review and provide recommendations of School of Music’s financial aid awards strategy)
  • Analysis of inquiry database to determine yield rates, recruitment strategies, inquiry process, ACT, SAT, NRCCUA search (will begin after process is reviewed)
  • Address leadership and staffing structure (will begin after process is reviewed)
  • Develop/propose campus tour guide program (currently being considered/alternatives that address student availability)
  • Develop brand identity as value proposition (incorporated into marketing/communications RFP)
  • Develop campaign for financial aid and scholarships (not yet started)


  • Some of the findings will/might require funding. Having fiscal resources available is critical and seems limited this budgeting cycle.
  • Timing is an obstacle. Multiple strategic planning initiatives (along with our normal time drains) have made time a premium for work/meetings.


  • Addressing fiscal needs in creative ways, looking at alternative (existing) funding sources and collaborating with other initiatives on-campus to “double dip” to address needs and efficiently use funding sources.
  • Time issue: Sketching out remaining time of the semester and locking in work time in team members’ schedules.

2016 – Spring Update

A number of the outlined goals were accomplished in FY16 connected with the Enhance Enrollment Management initiative. The most visible accomplishment was the launch of the new UNCSA.edu website. Working with mStoner, a nationally recognized web strategy/development firm, our newly created Digital Media department put the finishing touches on the brand new website and launched the site in December 2015.

At the same time as the website work was going on, a consultant was brought on-campus to begin the audit of the Admissions office looking at staffing, the application process, the campus tour, and Admission’s relationship with the art schools. A similar process was conducted with a consultant focusing on scholarship/merit awards, specially looking at the School of Music. The results of those audits have been incorporated into the on-going work of an internal working group that began meeting in November 2015. The working group has begun the process of compiling all the communication content that is directed toward prospective students and their parents up to, and including Orientation. A trial approach to scholarship/merit awards was conducted in the School of Music, to much success, and will continue and possible extended to other Schools where appropriate.

The results of the work conducted over FY16 has resulted in two new outcomes. The first was the creation of a Customer Relationship Management (CRM) position within the Digital Media Department. This individual will work closely with Admissions, Alumni, and Advancement in the crafting and targeting of communication to prospective students and other University stakeholders. The University also contracted with Paskill, Stapleton, and Lord (PSL), a comprehensive higher education enrollment marketing firm, to create new recruitment materials for the University but also work with the University to create a revised communication flow tailored to our unique applicant pool.

As the CRM position comes on-line and the work of PSL concludes in early Fall, the continued review of the structure of Admissions as well as the communication plan review and execution will continue to be implemented.

2017 – Update

Enrollment Management and Scholarships
Leader: Ward Caldwell

In a recruitment year that has culminated once again in breaking year-over-year application numbers (2196 applications in recruitment year 2017), the Enhance Enrollment Management initiative has continued to move forward on a number of goals.

The new UNCSA website continues to be a strong force in providing information to prospective students and other influencers and funneling those prospects into the campus visit and applications processes.

Based on the audit of the Admissions office, staffing changes have begun to be put into place. The position of Customer Relationship Management (CRM) Manager was created and hired within the Digital Media Department. In collaboration with Enrollment Management staff, the CRM Manager has created the foundational work for the prospective and new student communication plans. Specifically:

  • Completion of introductory prospective communication plan—This will undergo continuing improvement with refreshed content and the introduction of new printed collateral with PSL guidance
  • Introduction of Evergreen Monthly News digest—the goal is to keep UNCSA in prospects’/applicants’ inboxes, and showcase the best UNCSA news from the previous month.
  • Tour/event follow-ups and thank yous—we are now verifying tour/event attendance and following up with an appropriate thank you and participant survey.
  • Missing documents (application) communication plan—this continuous email communication is delivered to an applicant until their supporting documents are complete. The email is dynamically populated with the exact documents that are missing for each applicant (i.e., transcript, test score, reference letter, etc.). This relieves a significant administrative burden for the counselors.
  • Residency Determination—in response to GA’s introduction of the residency confirmation number process with RDS, we now have an ongoing communication plan that reminds applicants to complete the required RDS step for in-state applicants. This plan is similar in execution to the Missing Documents communication plan, and we have already verified its functionality. This has an immediate impact on Admissions and Financial Aid.

An additional Admissions Counselor position has also been added to the staff roster to relieve the Director from representing an individual art school and providing extra bandwidth to address the UNC/UNCSA Strategic Planning initiative of recruiting and graduating more students from rural areas of North Carolina. This position will come on board in fall of 2017.

The School of Music completed its second year in a revised approach to scholarship/merit awards. The new approached has proven to be successful in getting top prospects to commit to the University. A more thorough review is slated for fall 2017 to determine if the approach can be applied to the other Arts Schools.

July 2017 will also see the introduction of the new marketing collaterals researched and designed by Paskill, Stapleton, and Lord (PSL), a comprehensive higher education enrollment marketing firm. These new recruitment materials for the University will be the foundation of a revised communication flow tailored to our unique applicant pool for the 2018 recruitment cycle.

Internal working groups continued to meet during the 2016-2017 academic year to discuss workflow, software, organizational structure and communication, and prioritization of work to accomplish initiative goals.

2018 – Update

Enrollment Management and Scholarships
Leader: Ward Caldwell

Through a campus wide effort that included Art School recruitment liaisons, the Admissions Office, Marketing & Communications and Digital Media, the recruitment season for fall 2018 set new records. Application numbers increased almost 28% year over year (2791 compared with 2185 for fall 2017) and those numbers represented a 3-year average increase of over 35%. In addition to increasing the applicant pool, the objective to enhance enrollment management has continued to move forward on a number of goals.

New marketing collaterals researched and designed by Paskill, Stapleton, and Lord (PSL), a comprehensive higher education enrollment marketing firm, were brought online and used throughout the fall 2018 recruitment season. These materials were combined with an enhanced marketing and digital media campaign to create a targeted communication flow. The campaign drove prospective students to the University website, one of our most powerful recruitment tools, providing information to prospective students and other influencers, funneling those prospects into the campus visit and application processes. These prospects and influencers continued to be cultivated through the targeted work between Admissions and the Customer Relations Management (CRM) Manager, a strong collaboration with the Digital Media Department.

To address the UNC/UNCSA Strategic Planning initiative of recruiting and graduating more students from rural areas of North Carolina additional staff was brought on board to enable Admissions to reach deeper into the rural areas of North Carolina. The fall 2018 recruitment season reached out to 89 of the 100 counties in NC (compared to an average of 23 for each of the last three years). Marketing & Communications and Digital Media also micro targeted rural and low-income populations with ad placements and messages introducing the University and reinforcing the “value proposition” of UNCSA tuition costs.

A structured series of meetings was put into place for the 2017/2018 academic year that focus on enrollment. In addition to monthly “table talks” with each of the art schools (started in 2015) to discuss enrollment issues and strategy, Enrollment Management staff along with Marketing & Communications and Digital Media started meeting monthly to fine tune the overall University enrollment strategy. In spring 2018, the University made the decision to move from Radius CRM software to Slate, an industry leader in higher education customer relations management. Since that decision, a dedicated team comprised of Admissions, Digital Media and IT representatives have been meeting weekly to design and implement the new software to meet the unique needs of our conservatory enrollment environment.

Goals for the upcoming year include:

  • Full implementation of the Slate software, including the application process, communication flow, deposits, and orientation communications.
  • A watershed year for the Admissions office, the Director and Associate Director announced their retirements for June 2018. These retirements, along with three other positions coming open, represent a crucial year for the Office to recraft, rebuild, and reintroduce the role of Admissions within the University.
  • With the School of Music having completed a number of years utilizing a new scholarship awarding model, along with a substantial increase in available scholarship funds for the fall 2019 recruitment season, the SOM will be critically reviewing its award strategy and messaging around awards and the “value proposition” of the University.

2019  Update

Enrollment Management and Scholarships
Leader: Ward Caldwell

Enrollment Management, specifically the Office of Admissions, went through a renaissance this past year. With two retirements (Director and Associate Director), one resignation to work closer to home, one internal transfer to another department and one open position; the office had only 4/9 positions actively working with applicants over the summer 2018. With the Director of Financial Aid leading Admissions as Interim, strategic hires were made over the summer and into the academic year to bring the Office to full staff as of April 1, 2019.

In addition to rebuilding the team within Admissions led by the new Director of Admissions, Paul Razza, the department also completed the switch from Radius CRM to Slate, an industry leader in higher education customer relations management. Continuing the work begun in late spring 2018 to implement the new Slate CRM/Application software, a dedicated team comprised of Admissions, Strategic Communications and IT representatives met regularly and worked continuously over the summer and into the fall to design and implement the new software to meet the unique needs of our conservatory enrollment environment.

Even with significant changes within Enrollment Management, the collaborative work between the Art School recruitment liaisons, the Admissions Office, and Strategic Communications continued to set new records. The University received the most submitted applications in history with a modest year over year increase of 1% (2,829 applications as of 5/28/19 compared with 2,810 the same day in 2018). While the increase in applications is small, other indicators (paid application fees, completed files, and decision deposits) all reinforce that the applications received are stronger committed applicants over previous years.

For the first time in University history the long-standing goal of bringing in the incoming class by May 1, National Decision Day, was realized. Deposits to enroll increased year over year by 23.5% with 468 deposits being brought in on a target goal of 468 new students by the May 1 deadline (compared to 379 deposits the previous year). This is a significant milestone that allows the Office of Admissions to focus summer work on preparing for the 2020 recruitment season and not continued recruiting of the 2019 incoming class.

­­In addition to staff and software platform implementation, other initiatives that resulted in a stronger recruiting year include an increase of targeted digital communications campaigns that prompted applicants to register and prepare for their auditions/interviews, online registration for auditions/interviews, acceptance decisions being released earlier to be competitive with peer and aspirant institutions, personal acceptance calls from admission counselors, a National Decision Day email/text campaign, and revised acceptance and welcome letters/packets.

Scholarship, the available funding to support the educational attainment of all of our students, but especially focused on recruitment efforts to increase the number of applicants from rural (Tier 1/Tier 2) counties within North Carolina continues to have positive movement as well. As a result of the current comprehensive campaign, 31 new endowed scholarships have been created. Six (6) new spendable scholarships have also been created, some of which are five-year pledges. We have currently increased future scholarship dollars by $200K. The goal for the comprehensive campaign is $25MM to be captured for scholarship, creating an estimated $600K in new spendable income. As the comprehensive campaign continues, the amount of funds earmarked for scholarship is expected to increase dramatically. 

Strategic Communication continues to review and refine digital and print outreach that includes “value proposition” content looking at the reach, open rates, and yield related to media expenditures. The Enrollment Management team along with Strategic Communications continues the on-going review of peer and aspirant institutions comparing in state and out of state posted price and actual average “discount” rates with the stated price and average scholarship award at UNCSA. 

Goals for the upcoming year include:

  • Stronger focus on recruitment of the best and most talented students, continued development of the department from admissions processing into active recruitment.
    • Strategic travel – increased utilization of data to inform travel schedule
  • Restructure campus tour experience
  • Expand Open House experience to better address each conservatory and each degree level
  • Admission portal revisions – expanding the Slate CRM portal to better serve and inform applicants with the goal of moving them from application through deposit and enrollment. 
  • Influencer communication flow – expanding the Admissions communication plan to include prospective student influencers (parents, teachers, school counselors, instructors)
  • Collaborative work with Enrollment Management, Art Schools, and Strategic Communications to create a new suite of marketing collaterals
    • Addition of High School and Graduate specific collaterals that can be used to focus recruitment efforts solely on those potential populations and other influencers


Maximize the effectiveness of scholarship awards and prepare for comprehensive campaign.

  • Develop proactive guidelines for the use of scholarship funds in each art school.
  • Build the case for support.
  • Perform campaign feasibility study.

2015 – Fall Update

Build Advancement Capacity


  • To hire a Director of Development and 2 Major Gift Officers.


  • Three strong finalists for Director of Development have been interviewed and we anticipate making an offer to a candidate by the end of the month with a mid-March start date or sooner.


  • Finding time to keep the search process moving forward in an accelerated manner.


  • In process to hire a search firm to provide a new service which provides a vetted candidate pool for the currently established major gifts officer search committee to interview per UNCSA processes.  Saves time and expands recruitment efforts.

2016 – Spring Update

Chief Advancement Officer Ed Lewis hired Senior Director of Development Dr. Meredith Carlone. The search process is underway for three Major Gift Officer positions, as well as the Manager of Donor Relations and Communications and Business Manager. The Manager of Alumni Relations position will be posted in late summer/early fall.

The Advancement team developed and implemented a Proposal Management Report to begin tracking and projecting major gift income. To build greater capacity within our donor database, the team developed, built and tested within Raisers Edge a metrics report for front line fundraisers to gage the effectiveness of the major gifts program. Working with the Foundation, donors have received for the first time a cumulative calendar year giving letter and personalized e-receipts for all gifts which serves as their official gift acknowledgement.

With these greater efficiencies in place, Advancement exceeded its fundraising goals for FY16 and working with the Chancellor, secured one of UNCSA’s largest gifts from an individual donor. This gift will serve as the lead gift in the quiet phase of UNCSA’s upcoming comprehensive campaign.

To begin preparation for the comprehensive campaign, an early June staff retreat was held for Advancement, Foundation, Marketing and Communications and Digital Media teams to address campaign readiness. Building upon that retreat, staff from Advancement, Marketing and Communications and Digital Media also attended the three-day Bridge to Integrated Fundraising and Marketing Conference in Washington, DC to develop greater coordination and effectiveness across these teams.

Focus for fall FY17 will include finalizing a Board of Trustee approved naming policy for the School, and the start of the feasibility study for the campaign.

2017 – Update

Build Advancement Capacity
Leader: Ed Lewis

Vice Chancellor for Advancement Ed Lewis hired a Senior Major Gift Officer, a Major Gift Officer, Manager of Donor Relations and Communications, and the Manager of Alumni Relations.

Advancement exceeded all of its goals in an incredibly strong year of fundraising by securing over $15.6 million dollars in gifts and pledges for the School as of the end of April. This includes acquiring a transformative $10 million gift, the largest by an individual in the School’s history. This gift will serve as the lead gift to the campaign.  

The campaign Feasibility Study was completed and presented to the UNCSA Foundation Board and the Board of Trustees Advancement Committee in April 2017. The results were overwhelmingly positive and supported the School’s current working campaign goal. Advancement is in the process of implementing the recommendations of the Study. In addition, Advancement is collaborating with Marketing and Communications to secure a vendor to create and develop campaign materials.

UNCSA was recognized again for creative excellence on the web with a prestigious W3 award for Best in Show for the General Website Categories-School/University category. We consider storytelling on our website a critical tool to build support in the lead-up to the public phase of our campaign.

Secured funding to support institutional branding and marketing over the course of UNCSA’s comprehensive campaign, heighten our national profile, and help expand our base of support.

2018  Update

Build Advancement Capacity

Leader: Ed Lewis

All positions in Advancement have been successfully filled.

Advancement exceeded all of its goals in another incredibly strong year of fundraising by securing over $11.6 million dollars in gifts and pledges for the School as of the end of May 2018. This includes acquiring three seven figure gifts for scholarship and program support. One of the results is that now the School of Music will be able to double the amount of scholarship awards it can offer. Additionally, four new endowed professorships will be matched 1:1 with state support.

Advancement convened a Campaign Committee on Leadership in the fall to conduct a peer review of over 700 names to identify the top 100-150 major donors for the campaign. The campaign’s formal body, the Campaign Leadership Circle, will be convened in early June. Advancement, in collaboration with Marketing and Communications, secured a vendor to produce the Campaign Case for support and it should be completed by June 30.

Capital Development Services continues to serve as Campaign Counsel.

Members of Advancement and the Foundation will participate in a one-day retreat to focus on building a meaningful comprehensive donor stewardship program for UNCSA.

Naming opportunities for facilities and programs have been identified and will need to be approved by the Board of Trustees at their fall meeting.

Fiscal Year 2019 Goals:

  • Conduct major gift phase of the campaign
  • Conduct Corporate/Foundation solicitation phase of the campaign

2019  Update

Build Advancement Capacity
Leader: Ed Lewis

Strategic Plan Updates: Year 4 Advancement


Advancement has had another strong year of fundraising by securing over $11.3 million in gifts and pledges for the School as of the end of April 2019.  We held our most successful one-day online fundraising initiative, Day of Giving, raising over $93,700 from 606 donors expanding both alumni and new donor participation.

Advancement convened the Campaign Leadership Circle in July to move the campaign forward. The committee met three times to discuss strategy and implementation of the “family,” foundation/corporate and major gift phases of the campaign and revised the campaign goal upward due to early fundraising success.

To date we have raised over $47 million toward the campaign. The impact includes establishing 35 new endowed scholarships.

Advancement unveiled the Campaign Case Statement Powering Creativity: The Campaign for UNCSA. Our case statement won a Special Merit Award in the 2018-19 Council for Advancement and Support of Education (CASE) District III awards competition. The district covers the Southeastern US. We competed in the Fundraising Publication Category. Over 900 entries were submitted among all categories according to the Awards/Literature Exchange Committee.

Collaborating with Strategic Communications, Advancement has begun production of the campaign video.

FY20 Goals

  • Local and regional kick off events for the public phase of the campaign
  • Launch campaign video and campaign website
  • Continue with major gift phase
  • Hire an Associate Vice Chancellor for Advancement


Future Years

  • Address health and wellness for students, faculty, and staff.

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