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USF Sarasota-Manatee Campus Center - Opening Fall 2006

STRATEGIC PLAN 2006-2011

Approved: 11/28/05 USF Sarasota-Manatee Campus Board

3/2/06 USF Board of Trustees

TABLE OF CONTENTS

EXECUTIVE SUMMARY .......................................................................................................... i FROM THE CHIEF EXECUTIVE OFFICER.............................................................................1 THE STRATEGIC PLANNING PROCESS................................................................................2 INTRODUCTION ........................................................................................................................3 THE COMMUNITY WE SERVE................................................................................................4 THE CAMPUS SETTING............................................................................................................7 THE STAGES OF TRANSFORMATION OF THE REGIONAL CAMPUS...........................10 THE FRAMEWORK IN WHICH STRATEGIC PLANNING OCCURS.................................12 MISSION ....................................................................................................................................14 VISION.......................................................................................................................................15 STRATEGIC GOALS FOR 2006-2011 PERIOD......................................................................16 Strategic Goal 1: The Learner-Centered Campus Environment Strategic Goal 2: Comprehensive Use of Learning Technology Strategic Goal 3: Niche Programming and Program Growth Strategic Goal 4: Professional and Continuing Education Strategic Goal 5: Ensuring the Financial Base of Operations Strategic Goal 6: Assessing & Developing the Standards for Enhanced Campus Autonomy That Could Support Criteria for Campus Accreditation SERVING THE REGION: ENROLLMENT TARGETS ..........................................................32 BUDGET PROJECTIONS .........................................................................................................34 COMPREHENSIVE MEASUREMENT STRATEGY..............................................................39

EXECUTIVE SUMMARY The USF Sarasota-Manatee Strategic Plan, 2006-2011 sets forth the major goals that will guide the campus for the next half-decade. The plan is also the foundation for the state-mandated Campus Master Plan that guides operations, facilities development and infrastructure expansion. Thirdly, the Strategic Plan conforms to the parameters governing higher education in the State of Florida including the Board of Governors (BOG), the Southern Association of Colleges and Schools (SACS), the University of South Florida System, professional accrediting agencies, and Florida legislation specifically referencing the USF Sarasota-Manatee campus. The content of the Strategic Plan reflects the thoughtful and reasoned counsel of scores of people in the campus community and the Sarasota and Manatee county area who all share a common understanding: The University of South Florida Sarasota-Manatee is a continuing force for economic, social and human progress in the lives of the individuals and the communities it serves throughout Southwest Florida. As a constituent unit in the University of South Florida System, the Sarasota-Manatee campus has integrated its mission, vision, goals and objectives into the comprehensive USF System Strategy that places emphasis on: • Teaching and lifelong learning in a student-centered environment, research to advance knowledge and

promote social, cultural, economic, educational health and technological development. • Service based on academic excellence and the ethic of community responsibility. • Community engagement to build university-community partnerships and collaborations. The distinctiveness of the Sarasota-Manatee Campus within this system is the capacity to provide education that permits students to “learn where they earn,” to participate in regional economic development, to link continuing professional training to maintain workforce competence, and to respond to learning needs of a rapidly growing population. To serve these needs, the Strategic Plan sets forth six strategic goals with operational objectives and a means for outcomes measurement: 1. The Learner-Centered Campus Environment: Provide a diverse, collaborative, intellectually

challenging, learner-centered campus with high quality academic programs and support services for students, faculty, staff and the local community.

2. Comprehensive Use of Learning Technology: encourage strategic and purposeful utilization of electronic learning technology.

3. Niche Programming and Program Growth: Promote distinctive undergraduate, graduate and research programs among with centers of excellence that serve the emerging higher education needs of the growing region.

4. Professional and Continuing Education: Implement advanced professional and continuing education that will serve the needs of the local community and assist sectors of the work force in maintaining and enhancing professional skills.

5. Ensuring the Financial Base of Operations: Maintain fiscal self-sufficiency as an economic base for university programs and services

6. Assessing and Developing the Standards for Enhanced Campus Autonomy That Could Support Criteria for Campus Accreditation: Assess the process of accreditation through the Commission on Colleges of the Southern Association of Colleges and Schools (SACS) and develop the most effective role for USF Sarasota-Manatee within the USF System.

Each of these goals is realistic and achievable at levels consistent with the resource base available. The goals are integrated so that in combination that will have an exponential impact of strengthening the institutional base of the campus and expanding the level of service to the community.

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FROM THE CHIEF EXECUTIVE OFFICER This strategic plan sets the course for the next five years. The plan kicks off just as we are moving to the new location for USF Sarasota-Manatee. The state-of-the-art facilities along with new faculty, staff and – most importantly – up to 1,500 additional students, present exciting new opportunities. The campus strategic planning committee worked diligently over the past nine months to frame a plan that anticipates these changes and meets our community’s aspirations. Some 300 individuals, on and off campus, gave their advice and time to the process. A joint Community Leadership Council and Campus Board retreat in June provided inspiration and guidance.

The strategic plan is closely tied to USF’s plan and our vision as “an indispensable asset in economic and human resource development and a source of pride for all residents.” This vision depends upon attracting outstanding faculty and staff who meet the standards of a national research university, as well as graduating students competent in their disciplines, possessing general intellectual skills, and embracing life-long learning. The progress made in the past five years owes a significant debt to the continuing commitment and dedication of our legislative leaders. The plan will require the continuing support of our community and these public officials, who serve so effectively in the Florida Legislature.

The plan recognizes significant changes in several areas, including the comprehensive use of learning technology and the demand for professional and continuing education. The inclusion of these goals was heavily influenced by our students and community members. USF Sarasota-Manatee will also be responsible for greater campus autonomy over the next five years. The campus community needs to assess accreditation and other means of operating within the USF system.

The plan not only includes goals and strategic actions, but also provides a financial plan and accountability measures to support them. These elements will help manage the plan and support adjustments based upon resources and results. It also serves as a foundation document for the master plan amendment process required by state law.

Three years ago, a faculty-led team adopted an ambitious mission statement for USF Sarasota-Manatee. The mission extols the importance of collaboration among faculty, staff and administrators, as well as on-going self-assessment. The work of the strategic planning committee exemplifies this standard. I applaud the work of each committee member and especially Dr. Peter French, chairman, and Dr. Bonnie Jones, director of institutional research, who memorialized much of the committee’s work in this document.

Sincerely,

Dr. Laurey T. Stryker Vice President and Chief Executive Officer

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http://www.sarasota.usf.edu/Giving/documents/CLC_members.htmhttp://www.sarasota.usf.edu/CampusBoard/bio.htmhttp://www.sarasota.usf.edu/FacilitiesPlanning/documents/MasterPlan/MasterPlan.htm

THE STRATEGIC PLANNING PROCESS In December 2004, a standing Strategic Planning Committee was established to conduct the planning process. The “scope of the work” called for a detailed 60-month plan focused on (1) consolidation of existing strengths; (2) initiation of program options that are fiscally viable, academically sound and responsive to community needs; and (3) description of support service and infrastructure for operational viability. Such a plan had to consider how the socio-economic environment would change during this period. The integrity of such a plan also demanded both a detailed budget for fiscally sound operations and metrics for measuring the progress in meeting goals. The resulting plan must guide changes in the Campus Master plan describing facilities needs and in the continuing relationship with New College of Florida, particularly regarding library facilities for the campus community. The process of inquiry included a review of current campus operations, a collaborative idea-generating exercise for all faculty and staff that produced over 400 responses, a survey of the campus workplace, a survey of the student body to establish its concerns for the future, a review of leading planning ideas by the Community Leadership Council and a focus group meeting arranged by the Economic Development Councils of Sarasota and Manatee Counties. In total, over 300 individuals contributed to the planning process. An internal website was established to ensure full sharing of ideas and information. All appropriate planning documents from the University of South Florida, the Florida Board of Governors, and the Commission on Colleges of the Southern Association of Colleges and Schools (SACS) were placed on the website. Community documents such as the recent Suncoast Workforce Development Board report on workforce needs were incorporated into the planning review process. In combination, the inquiry was characterized by sufficient breadth to permit identification of reasoned choices and the setting of important goals. STRATEGIC PLANNING COMMITTEE Chair: Peter French, Ph.D., Associate Vice President and Dean for Academic Affairs Members: Robert Barylski, Ph.D., Associate Professor, College of Arts & Sciences

Pam Doerr, Associate Vice President, Student Services Ben Ellinor, Associate Vice President, Business and Finance Janice Fauske, Ph.D., Professor, College of Education Susan Freeman, Director, South County Stephen Graves, Ph.D., Professor, College of Education Bonnie Jones, Ph.D., Director, Institutional Research Hugo Mazzoli, Assistant Vice President, Administrative Affairs Will Quilliam, Ph.D., Coordinator & Senior Lecturer, College of Business Administration Alexis Upham, Director, Campus Advancement John Walker, Ph.D., Professor, School of Hotel & Restaurant Management Mary Beth Wallace, Coordinator, Academic Advising

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INTRODUCTION Strategic planning is a continuing process. It permits the campus community to examine past performance, identify current trends and needs, and set goals for future development. Strategic planning challenges the USF Sarasota-Manatee campus to fulfill its legislatively mandated role as the public’s first provider of upper-division and graduate education in the region it serves. That community has an earned national reputation for superior levels of cultural and educational development. The USF Sarasota-Manatee campus will have an important role in maintaining and enhancing the region’s reputation as one of America’s most progressive communities. Therefore, our strategic planning is part of the greater regional planning for superior growth management and quality of life enhancement. The State of Florida established the USF Sarasota-Manatee campus in 1975 in response to public demand for greater access to higher education. USF Sarasota-Manatee is an integral part of the larger USF System, one of America’s largest and most dynamic research universities. The capacity of the USF Sarasota-Manatee campus to serve effectively the communities it is charged to support - notably Sarasota, Manatee, and DeSoto Counties - depends on allocating resources to clearly defined goals and objectives. For that to occur, ongoing strategic planning must be based on assessing community interests and needs, increasing the required resource base, improving operations, and implementing the infrastructure required for excellent academic programs and research capabilities. The strategic plan implemented for the 2000-2005 period was a useful guide during a time of great change. The goals in the plan have been largely met or exceeded. Now a new strategic plan will carry the campus through the next half-decade and set the foundations for planning in the 2011-2020 decade.

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THE COMMUNITY WE SERVE In May 2005, Institutional Research produced the report, Environmental Scan: USF Sarasota-Manatee’s Service Area. This scan was conducted to provide baseline information to the Strategic Planning Committee regarding opportunities for growth. The external environment was defined as the three-county service area: DeSoto, Manatee, and Sarasota Counties. The scan focused on identifying prospective students for the planned expansion of the campus, coinciding with the completion of the new building in fall 2006. The data analysis provided the following observations: Adult Population Growth According to the United States Census Bureau, the population of adults ages 20-54 in the three-county area totaled 247,701 in 2000. In 2005, that figure is estimated to have grown to 277,298 and is projected to reach 308,548 by 2011. The prospective USF-SM adult student population is expected to grow one to three percent per year from now until 2011. Twenty-three percent (23%) of adults who are at least 25 years old have taken some college course work, but they have not completed a degree. The associate’s degree is the highest educational level attained by 6% of the local population over age 25. Fifteen percent (15%) of this group earned a bachelor’s degree as their highest educational level. In 2004-05, USF-SM served 3,428 students, which is 1.2% of adults in the 20-54 age group in the three-county area. Because USF-SM has plans to grow in enrollment at least 9% each year up to 2011, we can rely partially on population growth in the three-county region but also must attract a higher percentage of the adult population to enter our programs. The prospective adult student population must be informed about our university and the opportunities it offers for career development and lifelong learning. We must also make the programs convenient for adults who are working and caring for their families by analyzing majors offered, course times and days, time to degree completion, and family-friendly amenities.

Increase in High School Graduates Recent high school graduates, particularly those who may be interested in 2+2 programs (associate degree and bachelor degree), are plentiful in the surrounding region and are projected to grow. From 2000 to 2011, approximately 30,559 students from the service area will go on to college. The number of high school graduates in the service area is projected to increase between 1999 and 2011 by 59% overall, but fluctuations are expected from year-to-year and by county as shown in Table 7. For example, DeSoto County is projected to increase 9% over this 12-year period, but some years the projected number of graduates decreases from the previous year. Likewise, Manatee and Sarasota show some decreases year-by-year, but overall these two counties will increase by 79% over the 12-year period with 2,345 more students graduating in 2011 (5,036 total graduates), compared to 1999 (2,691 graduates). A major goal will be to attract more of these graduates to the 2+2 MCC-USF program.

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http://www.sarasota.usf.edu/ir/documents/2005-1EnvScan.pdfhttp://www.sarasota.usf.edu/ir/documents/2005-1EnvScan.pdf

Analysis of Other Colleges/Universities in USF-SM’s Service Area Continued efforts must be made to analyze the enrollment trends at Manatee Community College (MCC), our biggest feeder institution, in order to plan for USF-SM’s growth. Joint strategic planning has begun between MCC and USF-SM, including the 2 + 2 program and combined marketing efforts. Gathering information from MCC and surveying their students must be an ongoing activity for USF-SM. Also, further development of the already strong ties between faculty and staff at the two schools will assist in developing both institutions. The competitor schools in our service area are all private institutions with higher tuition costs and more limited program offerings than USF-SM. Therefore, making sure that prospective students know our tuition cost in comparison to these schools may give us an edge. However, some students, particularly working adults with families, are more concerned about convenience (e.g., location, class times, time to degree, and child care arrangements) than they are about cost, and these convenience factors must be considered here at USF-SM through surveys of students and prospective students

Teacher Need Recently, Sarasota County showed the greatest increase in hiring teachers in public schools, Manatee County hired the greatest proportion of teachers out-of-field, and DeSoto County showed little growth in teacher hiring between 2000 and 2001. School districts in the region are anticipating continued need for teachers and anticipate hiring, on average, 713 teachers each year over the next five years for a total need of 3,563 teachers. USF is the largest producer of teachers for the state of Florida. Likewise, USF-SM can be the largest producer of teachers in the service area by alleviating critical shortages of teachers, ensuring convenient summer and after-school courses and workshops, and working closely with school districts to facilitate teacher certification programs.

Workforce Development Needs Companies providing business services are by far the largest employers in Sarasota and Manatee Counties according to the 21st Century Workforce Study. Next in rank as major employers are health services, retail trade, and construction special trade contractors. The region’s occupational projections show that USF-SM should continue to emphasize its majors in the following areas: accounting, management, finance, nursing, and social work. The demand for lawyers is justification for several of our Arts & Sciences majors, such as English and political science. A major for computer analysts would also meet a recognized a need. Although construction management requires a minimum of an associate’s degree, there is demand for a bachelor’s degree in this field based on its current growth within the region. In addition to credit programs, employers in the service area require continuing education, particularly at the advanced and professional levels for occupations that require further certification or updating beyond the bachelor’s, master’s, doctoral, or professional degrees. The

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http://www.swdb.org/Documents/21st%20Century%20Workforce%20Report.pdf

Senior Academy has been serving non-credit needs of older adults. However, younger professionals in the area have also expressed interest in continuing education in order to maintain and sharpen their skills and to retrain for advances in their fields. Continuing education can serve as a gateway into the university for community members, business employees, and nonprofit organization staff.

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THE CAMPUS SETTING College of Arts & Sciences The College of Arts and Sciences is a community of scholars dedicated to the idea that no just and free society can survive without educated citizens. An education in the arts and sciences is essential for understanding both the history and future of human progress. The College of Arts and Sciences faculty strives to instill in students an understanding of ideas, a love of learning, and an appreciation of order and beauty in the natural and social worlds. The education provided by the arts and sciences is the foundation upon which the professional skills and personal growth of our students are built. The college offers bachelor’s degrees in English and American literature, history, interdisciplinary social science, professional and technical writing, and psychology. Master’s degrees are offered in rehabilitation counseling and library science. The college offers both bachelor’s and master’s degrees in criminology and social work. College of Business Administration The USF College of Business Administration (COBA) provides quality programs to prepare students to be leaders in business and society. Teaching, scholarship, and service combine theory and practice. Students may choose bachelor’s degrees in accounting, finance, general business administration, information systems/decision sciences, and marketing. The accounting program includes all courses necessary to qualify students for the CPA Examination under Florida's "fifth-year" requirements. Graduate education is offered through a cohort-based MBA program. Students may complete a portion of a bachelor’s degree in international business on the Sarasota-Manatee Campus. Faculty members are carefully chosen for their skills in teaching, research, and community service. COBA is fully accredited by the Association to Advance Collegiate Schools of Business (AACSB).

College of Education

The College of Education emphasizes collaboration, academic excellence, research, and ethics/diversity (CARE). Like programs on the Tampa campus, the regional campus also meets all requirements of the National Council for the Accreditation of Teacher Education. The College of Education offers undergraduate programs in elementary education, early childhood education, and special education on the Sarasota/Manatee campus. Graduate programs offered on this campus include: Master of Arts in Teaching (Elementary Education); Master of Arts in Elementary Education; Master of Arts in Reading Education; Master of Education in Educational Leadership and Policy Studies; Master of Arts in Adult Education; and Master of Arts in Special Education. Students may also partially complete a bachelor’s degree in either English education or science education on the Sarasota-Manatee Campus.

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School of Hotel and Restaurant Management The School of Hotel and Restaurant Management prepares individuals for industry management and leadership roles in a global economy. Faculty members partner with stakeholders to educate hospitality professionals who enhance the financial, intellectual, environmental, ethical, and social growth of Florida and the nation. To support the tourism industry in southwest Florida, USF Sarasota-Manatee offers a bachelor's degree in hotel and restaurant management, an associate of science to bachelor of science in applied science with a concentration in hospitality management, and two certificate programs: one in hotel management and one in restaurant management. The School of Hotel and Restaurant Management is the first School located outside the main Tampa campus and the first hospitality school on the west coast of Florida. Office of the Chief Executive Officer The CEO Office contributes to the overall mission and strategic plan of the Campus and University by effectively advocating for private and public resources. The Office raises awareness for the campus through alumni connections, the Community Leadership Council and its Marketing and Communications functions. Business & Finance The Office of Business and Finance works to develop a climate of quality and excellence that signals our strong commitment to superior service to students, faculty, and staff. The Business and Finance unit is responsible for budget development and support, human resources, purchasing, business services and cashiering, utilities billing, copying services, postal and courier services, and parking services. Campus Advancement The Office of Campus Advancement enhances the image of the university, communicates with alumni, develops partnerships with the community, and raises funds in support of scholarships and programs. The Development office is the central fundraising office of USF Sarasota-Manatee. The Community Leadership Council’s charge is to advise the USF Sarasota-Manatee Campus Board and management team about program and service priorities, and advocate and present information on campus priorities to the community and elected officials. Campus Advancement is the liaison for the USF Alumni Association, a membership-based organization with a mission to maintain a mutually beneficial relationship between the university and its graduates.

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http://alumni.usf.edu/

Campus Computing & Instructional Technologies (CCIT) A robust and secure technology infrastructure is the mission of Campus Computing & Instructional Technologies. Because technology solutions must stay current, CCIT has positioned itself to deliver the required support. CCIT believes that a major benefit of technology is to enhance the learning environment. The leveraging of enterprise support provided by the Tampa campus allows for focused and targeted technology support on the Sarasota-Manatee campus. The benefits of collaboration across the USF System are easily achieved because of that focus. Campus Computing & Instructional Technologies supports students, faculty, and operational staff with technology resources that are easily accessible locally and on-line. Facilities Planning and Management The Facilities Planning and Management Department contributes to the overall mission of the University by planning, constructing, and maintaining state-of-the-art instructional facilities for the campus community. The department has three objectives: to develop the campus facilities master plan, to build new and renovated facilities, and to oversee physical plant operations. The department also manages the campus facilities space management system, oversees property leases, and coordinates campus planning and infrastructure interests with related community planning efforts. The Facilities Planning and Management Department is currently managing the construction of the $26.5 million academic complex scheduled to open in the fall of 2006. The department will facilitate the transition from the existing campus facilities to the new complex. Student Services The Office of Student Services contributes to the overall mission of the Campus and University by providing support services to promote student learning; encourage intellectual, social and personal development; and to advocate for policies and programs that empower students to reach their personal, educational and professional goals. The Office of Student Services supports the following services and activities: undergraduate and graduate admissions, financial aid information and processing, student affairs and student government activities, academic advising, prospective student information dissemination and advising, new student orientation, program marketing and outreach, coordination of advising and joint programming with Manatee Community College, career counseling, student retention tracking and counseling, diversity and disability services, and student course registration. The Office of Student Affairs (Student Life) is committed to providing students with learning experiences outside the classroom. Events and activities empower students and provide the framework for the development of their social, intellectual, personal, professional and leadership skills.

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THE STAGES OF TRANSFORMATION OF THE REGIONAL CAMPUS The USF Sarasota-Manatee has experienced two stages of development since it was established on the Sarasota bayfront in 1975. At that time, USF Sarasota-Manatee was co-located with New College as the latter was merged with USF as part of the state university system. These two stages define the foundation for strategic planning in the next chapter of campus development. These stages are described as follows: Stage One: 1975-2000 – Establishing the CampusThe first quarter of a century of USF’s experience was characterized by slow growth, limited resources and some inevitable tensions as New College and the USF Regional Campus pursued distinctively different approaches to learning and service. New College had a national and statewide mission, while the University provided local public access to higher education. After two and a half decades, USF Sarasota-Manatee had only sixteen (16) resident faculty members and depended heavily on adjunct faculty and faculty commuting from USF-Tampa. Headcount enrollment averaged 1,370 per semester over a five-year period from 1996-2000. Stage Two: 2001-2005 – A Time of Transition Beginning in 2001, the USF Sarasota-Manatee Regional Campus was transformed by legislative action establishing New College of Florida as a separate institution in the State University System (SUS) and creating a fiscally autonomous Sarasota-Manatee campus with a local campus board. In the past five years, student enrollment rose over fifty percent. The semester headcount enrollment for fall 2005 approaches 2,000 students. Currently, over 3,400 students enroll in course work annually, resident faculty number 51, and the number of degree completion programs has risen from nineteen (19) to 37. Of greater importance for the future, the state legislature has provided the financial support, which - combined with private fundraising - will provide a $26.5 million dollar academic complex adjacent to the current campus setting. The opening of this new complex in the fall of 2006 will provide a state-of–the-art instructional setting with infrastructure facilities to serve over 6,000 students. The new building will become the Campus Center for USF Sarasota-Manatee, providing classroom and office space for the entire faculty and staff. With our own facilities, classes can be provided for students throughout the day, evening, and weekend hours. Wireless networking will offer Internet access throughout the campus in addition to wired areas for instruction and individual study. Seminar rooms and a 190-seat lecture hall will provide opportunities for formal and informal campus and community functions. This same period has resulted in creation of an infrastructure in enrollment management, marketing, institutional advancement, student services and academic administration to support growth and systematically collect data to make the strategic planning process more precise. The opening of an office for institutional research in the spring of 2005 has inserted the last critical piece in this administrative structure. The operations research accumulated over five years can now shift to assessment and reporting systems to guide campus development. Another important dimension of this period of change has been expansion of linkages to the local community. Through the efforts of the CEO, management team, faculty, and staff, the campus is

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well represented in organizations, boards, and professional groups to ensure many avenues for sharing information. This is vitally important in making judgments regarding potential markets to be served and the professional needs of specific industries. Notably, the development of the School of Hotel and Restaurant Management, the MBA, and master’s degree programs in social work, criminal justice administration, as well as the program in information technology, have been designed in collaboration with the professional communities. The site in south Sarasota County received funding from the Gulf Coast Community Foundation of Venice in fall 2003 to provide higher education opportunities in this rapidly growing area. Much has been done and more remains to be accomplished with enhanced institutional and operations research. The end of Stage Two: A Time of Transition now defines the framework for the next five years in which new strategic choices will be implemented, the campus becomes settled in its new campus site, and the planning as well as assessment become more comprehensive to ensure academic excellence, support for faculty research, and an ideal climate for student learning.

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THE FRAMEWORK IN WHICH STRATEGIC PLANNING OCCURS The Mission Statement, adopted in January of 2002, is the document guiding strategic planning. It identifies the Sarasota-Manatee campus as a part of a major research university with a mission of providing high-quality upper division, graduate and continuing professional education to the citizens of the greater Sarasota-Manatee region. It affirms a commitment to faculty career development commensurate with the University’s research mission and a commitment to service that advances the cultural, social and economic well-being of our communities. This mission statement is congruent with the mission statement of the University of South Florida. Strategic planning at the USF Sarasota-Manatee campus must also be accomplished within a larger university system and fit local goals into the larger institutional frameworks of which the regional campus is a part. These agencies, structure and procedures include: Florida Board of Governors (BOG): The BOG has a strategic planning committee that commenced operation in November of 2004. The BOG has specific interests in geographic access, degree production and targeted degree, and the cost per degree. The conclusions reached in the BOG Strategic Planning Committee’s deliberations will have an impact on all institutions in the State University System. Specific accountability measures of interest to the BOG are: highest student achievement, seamless articulation and maximum access, skilled workforce and economic development, and quality, efficient services. The University of South Florida System (USF System): In March of 2005, the University of South Florida was designated a “university system,” which is defined as “an evolving multi-campus system of higher education with fiscally autonomous yet complementary campuses in Tampa (including the USF Health Sciences Center), St. Petersburg, Sarasota/Manatee and Lakeland.” The shape of the new USF system in terms of bylaws and operating procedures is currently being defined by the Office of the President. The Southern Association of Colleges and Schools (SACS): The Commission on Colleges of the Southern Association of Colleges and Schools (SACS) governs all issues of accreditation. The USF Sarasota-Manatee campus is legislatively charged to seek separate accreditation. This will involve issues of readiness. To begin to meet SACS’ requirements, the Sarasota-Manatee campus will need to demonstrate it has matured in the twelve (12) core competencies in terms of academic programs and support services. The 2 + 2 Partnership with Manatee Community College (MCC): USF-SM and MCC have enjoyed a strong relationship in the Suncoast educational service region. Over the years, about 70% of MCC graduates who go on for their bachelor’s degrees choose to attend the University of South Florida. Recently, MCC and USF Sarasota-Manatee partnered to offer 2 + 2 programs, consisting of two years of course work at MCC for the associate’s degree and two years at USF Sarasota-Manatee for the bachelor’s degree. This seamless system to allow students to complete both degrees in our region was jointly developed by the two institutions to draw on the local institutional strengths of convenience and national reputation. This partnership allows both institutions to collaborate in educating the regional population without competing with each other for students and programs. It can also save students time and money in reaching their

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http://www.flbog.org/http://usfweb2.usf.edu/president/index.htmlhttp://www.sacscoc.org/pdf/PrinciplesOfAccreditation.PDFhttp://www.mccfl.edu/pages/1.asp

educational goals without having to leave the region. In addition, MCC shares its Venice Campus with USF-SM for courses at our South County site. Inter-Campus Academic Regulations (ICAR): Developed over a two-year period and finalized in January of 2005, these regulations are designed to achieve uniformity in academic procedures and processes among the Tampa, Sarasota-Manatee and Lakeland campuses. The procedures deal with presentation of academic programs, hiring and credentialing of adjunct faculty, and the hiring, granting of tenure and promoting of full-time faculty. Perhaps most significantly for faculty, the document is explicit on issues of providing support for faculty in order that they can conduct research agendas consistent with expectations at a Carnegie classified doctoral extensive research university. Professional Accrediting Agencies: Many disciplines have their own specialized accrediting bodies that provide the guidelines for the development, staffing and presentation of academic programs. Currently, the Sarasota-Manatee campus needs to be responsive to the accreditation requirements of: the Association to Advance Collegiate Schools of Business (AACSB), the National Council for Accreditation of Teacher Education (NCATE), and the Council on Social Work Education (CSWE). The Florida Legislative Mandate of 2001 (S.B. 1162, 2001 Florida Statute 240.5275, Recodified: 2002 Florida Statute 1002.34): In 2001, the Florida Legislature mandated the Sarasota-Manatee regional campus to seek separate accreditation using the SACS guidelines. The legislature has provided funds to support program development with that ultimate goal in mind. The University notified SACS in July 2002 that the process was being initiated with no end date specified. Continuing Relationship with New College of Florida (NCF): The existence of a Memorandum of Agreement and a special Memorandum of Agreement regarding the Cook Library ensures that USF Sarasota-Manatee and New College of Florida will engage in a collaborative relationship for the long-term future. This relationship requires attention and constant oversight. Financial Considerations in Strategic Planning: Finally, the strategic planning process must account for the financial resource base that is likely to be available from state funding, tuition revenue, grant income, and discretionary giving from private sources. The strategic plan of the USF Sarasota-Manatee campus is consistent with all of these conditions, variables, and obligations.

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http://www.lklnd.usf.edu/Docs/ICAR_FINAL_012105.pdfhttp://www.aacsb.edu/http://www.ncate.org/http://www.cswe.org/http://www.flsenate.gov/statutes/index.cfm?mode=View%20Statutes&SubMenu=1&App_mode=Display_Statute&Search_String=1004.34&URL=CH1004/Sec34.HTMhttp://www.ncf.edu/

MISSION

USF SARASOTA-MANATEE Building Our Future within the USF System

A Major National Research University System The State of Florida established the USF Sarasota-Manatee campus in 1975 by legislative mandate in response to public demand for greater access to higher education. It enjoys credibility, prestige and trust, as an integral part of Florida's dynamic public university system. The USF at Sarasota-Manatee Commitment We are a small but growing part of a major national research university. Our particular mission is to provide high quality upper-division, graduate, and continuing professional education to the citizens of the greater Sarasota-Manatee region. We are committed to supporting faculty career development commensurate with the University's research mission. We are engaged in service that is responsive to and advances the cultural, social, and economic well-being of communities at large. We will give our graduates a competitive advantage by nurturing three sets of skills. First, we will make certain that our graduates are competent in their respective fields of concentration. Second, we will teach them for the general intellectual skills expected of university graduates including, for example, the ability to analyze and evaluate competing ideas and to approach problem solving in a constructive scientific manner. Third, we will strive to nurture attitudes vital to success and to life-long learning. Competence in one's discipline, good critical/analytical skills, and a positive attitude towards problem solving and learning are the three key attributes of the USF Sarasota-Manatee experience. The Team Strategy Intentional collaboration among faculty, staff, and administrators in support of our educational commitment will enhance student learning and our own professional growth and development. This is a major expectation at our campus. We will increase our personal knowledge of what our colleagues are doing. Collaboration will promote teamwork and a unified message as we meet, discuss, and evaluate our campus with internal and external audiences. Collaboration around common goals will promote student learning and development, a stronger awareness of USF Sarasota-Manatee's educational commitment to them and to the community at large. Self-Assessment The campus will collect, study, and retain information about how well we are achieving our educational mission. Faculty and staff will exchange ideas about ways to enhance student learning and staff development on a regular basis. USF will support faculty and staff professional development as a vital part of its team commitment.

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VISION The University of South Florida Sarasota-Manatee is an indispensable asset in economic and human resource development and a source of pride for all residents. We have a vision to: Develop centers of excellence that focus on the distinguishing characteristics of our high-quality program offerings. Be widely recognized in the South Tampa Bay region as the premier source of quality programs for intellectual growth, meaningful research results and an array of educational opportunities. Focus on students, creating a home campus environment in a “university town” atmosphere, conducive to social, cultural and leadership development as well as intellectual growth. Align educational programs with the community’s business, economic and workforce needs. Create an organizational culture that represents pre-eminent service quality.

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STRATEGIC GOALS FOR 2006-2011 PERIOD Strategic Goal 1: The Learner-Centered Campus Environment Provide a diverse, collaborative, intellectually challenging, learner-centered campus with high quality academic programs and support services for students, faculty, staff, and the local community. Analysis of the campus community establishes the learner-centered environment as a characteristic or asset that must be preserved and enhanced. The term “learner-centered” broadly reflects the interests of all members of the USF community -- students, faculty, and staff. The opening of the new campus in the fall of 2006 offers opportunities to expand our academic programs and student enrollment. Support for faculty as teachers and researchers will be a priority, along with staff development opportunities. (Linked to USF System Strategies 2, 3, 4, 5, 6 & 7) Strategic Goal 2: Comprehensive Use of Learning Technology Encourage strategic and purposeful utilization of electronic learning technology. To ensure innovative, effective, and flexible delivery of courses and programs in a competitive environment, the Sarasota-Manatee Campus will adopt a comprehensive and vigorous plan for enhancing various models of distance learning and web-enhanced instruction. Prospective students are increasingly adept at the rich array of technological applications that can enhance learning and better prepare them for the workplace and other endeavors. Competing institutions have attempted to offer such programs at higher costs to the student and lower academic quality. With deliberate planning and attention to this effort, USF Sarasota-Manatee will excel in talent, knowledge, and resources. Fully articulating instructional and information technology, including those provided through the USF library system, can simultaneously attract new students and provide a robust learning environment unmatched by competitors. (Linked to USF System Strategy 7) Strategic Goal 3: Niche Programming and Program Growth Promote distinctive undergraduate, graduate and research programs along with centers of excellence that serve the emerging higher education needs of the growing region. This will require a response to the four main drivers of the local economy: (1) education, (2) healthcare, (3) tourism and (4) real estate development. Needs to develop a 21st century workforce for the region are clearly defined. During the next five years, existing programs will be reviewed to ensure they are meeting current needs. In addition, USF Sarasota-Manatee will develop new programs to meet marketplace demand and will build selected programs into Centers of Excellence. Planning sessions with the local community as well as discussion with campus personnel showed strongly that entrepreneurial studies must be a feature of the niche marketing program development. The special advantages of our coastal location and of our rapidly growing population, especially in south Sarasota County and eastern Manatee County, will also be leveraged. (Linked to USF System Strategies 1, 2 & 5)

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http://www.ie.usf.edu/StrategicPlan/strategies.asphttp://www.ie.usf.edu/StrategicPlan/strategies.asphttp://www.ie.usf.edu/StrategicPlan/strategies.asp

Strategic Goal 4: Professional and Continuing Education Implement advanced professional and continuing education that will serve the needs of the local community and assist sectors of the work force in maintaining and enhancing professional skills. Led by a possible office of professional studies and continuing education, the campus can meet community needs for workforce development and life-long learning by offering advanced professional study for career advancement and encouragement of entrepreneurial initiatives. The initial step toward this goal will be a comprehensive feasibility study to determine specific needs and markets to be addressed. (Linked to USF System Strategy 9) Strategic Goal 5: Ensuring the Financial Base of Operations Maintain fiscal self-sufficiency as an economic base for university programs and services. For the USF Sarasota-Manatee Campus to succeed in Strategic Goals 1-4, a financial plan must be carefully developed. This plan will address the need for revenue streams from enrollment funding, tuition receipts, fee income, private gifts and grants, continuing education and professional training income, grant overhead income, and endowment earnings. This plan aims to ensure the resources needed to recruit the staff and faculty, build the infrastructure, fund the academic programs, and serve the community. (Linked to USF System Strategy 8) Strategic Goal 6: Assessing & Developing the Standards for Enhanced Campus Autonomy That Could Support Criteria for Campus Accreditation Assess the process of accreditation through the Commission on Colleges of the Southern Association of Colleges and Schools (SACS), as provided by Florida Statute (S.B. 1162, 2001 Florida Statute 240.5275, Recodified: 2002 Florida Statute 1002.34), and develop the most effective role for USF Sarasota-Manatee within the USF System. The USF Sarasota-Manatee Campus initiated the process of applying for SACS accreditation in July of 2002. The completion of the pre-accreditation phase depends upon resources from the Florida Legislature. This phase requires that the campus conduct a self-study of our capability to meet SACS’ twelve (12) core requirements and our expanded autonomy provided under the terms of the ICAR. (Linked to USF System Strategy 9)

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http://www.ie.usf.edu/StrategicPlan/strategies.asphttp://www.ie.usf.edu/StrategicPlan/strategies.asphttp://www.ie.usf.edu/StrategicPlan/strategies.asp

STRATEGIC GOAL 1: THE LEARNER-CENTERED CAMPUS

ENVIRONMENT

STRATEGIC OBJECTIVES

1a TEACHING & LEARNING: Assess and continually enhance the quality of excellence in teaching and learning.

1b RESEARCH: Encourage continued and expanded faculty and student research through enhanced technical and financial support.

1c PROGRAMMING: Develop curricula, schedules, and programs that meet varying student needs and fully optimize the new campus facilities.

1d CLIMATE: Continue and strengthen a campus tradition of personalized, engaged, and collaborative excellence.

1e COMMUNITY: Involve the regional community in the development and delivery of education.

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Strategic Objective 1a: Teaching & Learning

Strategic Actions Responsibility 1 Create opportunities for professional development and

increased faculty-staff collaboration to promote operational excellence.

Management Team

2 Conduct faculty workshops in order to encourage all faculty teaching at Sarasota to address improving student abilities to analyze and evaluate competing ideas, to do research, and to approach problem solving in a constructive, scientific manner.

College of Arts & Sciences

3 Develop and administer the ongoing self-assessment system for campus general education objectives regarding general intellectual skills and interpersonal development.

College of Arts & Sciences, College of Education, Institutional Research

4 Continue the strong tradition of active engaged learning by coordinating various field-based activities (interviews, shadowing, leaders, attending board meetings, internships), case-based instruction, technology demonstrations, data-driven decision-making activities, self-assessment activities, and school improvement/practice centered initiatives across all program courses.

Colleges/School

5 Reinforce the ideals of collaboration, academic excellence, research and ethics/diversity by developing a diversity-related activity for each course in the program.


6 Increase employability and lifelong learning skills of graduates by incorporating into the curriculum: teamwork, communication skills, analytical and problem-solving skills, critical and strategic thinking skills, and ethics and integrity in business practices.

College of Arts & Sciences, College of Business Administration

7 Encourage globalization initiatives for a better understanding of multicultural and international issues.

College of Business Administration

8 Recognize student achievement. Student Services, Colleges/School, Academic Affairs

9 Continue to build upon the strong liberal arts core to support the overall quality of undergraduate education and provide students a foundation for success in graduate school.


Strategic Objective 1b: Research Strategic Actions Responsibility 1 Provide funding for graduate assistants (Ph.D. students) to

support faculty research. Academic Affairs, Colleges/School

2 Provide grant development training for faculty and graduate assistants.

Academic Affairs, Colleges/School

3 Increase funding for research course-release, conference attendance, journal submission and subscription, and other research activities.


4 Develop a premier Quality Enhancement Program (QEP) to encourage student research.

Colleges/School

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Strategic Objective 1c: Programming

Strategic Actions Responsibility 1 Evenly distribute courses over the fall, spring, & summer

semesters with balance between morning, afternoon & evening classes.

Colleges/School, Academic Affairs

2 Develop three-year course schedules for each program and in South County.

Colleges/School

3 Provide services/faculty and staff to support USF South County Program.

Student Services, Colleges/School, Academic Affairs

4 Expand options for students in order to accommodate special needs, styles and ways of demonstrating knowledge by offering weekend, evening, web-enhanced, online and alternative calendar courses to accommodate the needs of working adults. Improve access for place-bound nontraditional students through continuing development of innovative programs.

Colleges/School, Academic Affairs, CCIT

5 Develop courses specifically designed to enhance teachers’ knowledge of the subject areas they teach, e.g., history, English. Explore the possibility of offering a Secondary Education program.

College of Arts & Sciences, College of Education

6 Invest more resources in the traditional liberal arts and sciences and make certain that nontraditional students receive an excellent general education.


7 Support faculty involvement in the student referral program with Academic Advising to improve retention.

Colleges/School, Student Services

8 Improve avenues for successful transition for community college students.

Colleges/School, Academic Affairs, Student Services

9 Initiate collaborative efforts with each college and academic advising, recruitment, financial Aid, Student Affairs, Career Center, and Admissions targeted at developing recruitment plans to meet enrollment goals.


10 Enhance and expand recruiting practices to attract qualified, outstanding, high-ability students.

Student Services

11 Streamline and improve operational efficiency by improving present services to increase student success and access.

Student Services

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Strategic Objective 1d. Climate

Strategic Actions Responsibility 1 Continue to improve communication among and across all

campus constituencies (faculty, staff, students, community members).

Management Team, Entire Campus

2 Improve retention and graduation rates of USF S-M students to these levels: 80% retention and 70% graduation.

Student Services, Colleges/School

3 Research and assess data to determine student need for affordable housing.

Student Services, Institutional Research, Business & Finance

4 Create opportunities and encourage students to participate in Student Government, Student Activities, Career, Internship, Leadership, and community service programs to prepare them to make significant contributions to their community and society and personal development


5 Collaborate with faculty, staff, and students to establish new student clubs and organizations aligned with student academic interests and needs.


6 Execute a needs analysis of services important to students and develop a plan to address those needs.

Student Services, Institutional Research

7 Provide and maintain state-of-the-art instructional facilities Facilities Planning & Management

8 Increase collaboration with Tampa departments to effectively integrate old and create new processes and procedures for establishing the USF System


9 Provide easy access to technical support during instructional hours for all faculty members.

CCIT

10 Maintain infrastructure and information technology architecture adaptable to changing business and technological requirements.

College of Business Administration, CCIT

11 Redesign Campus website to improve maneuverability, update information and events, and enhance interactive use.

Marketing & Public Affairs, CCIT, Web Team

12 Remove barriers to interdisciplinary interactions through communication, collaboration, and cooperative technologies.

Campus-wide

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Strategic Objective 1e. Community

Strategic Actions Responsibility 1 Increase access and enrollment by fostering partnerships/

networking/joint outreach/collaborative efforts with MCC, area educational institutions, businesses, healthcare, cultural and civic organizations, campus community and Tampa campus.


2 Involve community professionals in the delivery of education (e.g., teaching assistants, guest lecturers).

Academic Affairs, Campus Advancement, Community Leadership Council, Senior Academy

3 Promote active involvement of students, faculty, and staff with relevant professional organizations.

Academic Affairs, Colleges/School, Management Team

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STRATEGIC GOAL 2: COMPREHENSIVE USE OF LEARNING TECHNOLOGY


2a PLANNING: Create a systematic plan for development of web-enhanced, distance-learning courses on a college-by-college basis.

2b TEACHING & LEARNING ENHANCEMENT: Promote integration of innovative and effective technology throughout the curricula to enhance teaching and learning.

2c STUDENT CONVENIENCE: Develop academic programs and administrative procedures that offer convenience to students and feature use of cutting edge technology.

Strategic Objective 2a: Planning

Strategic Actions Responsibility 1 Challenge each College/School to develop a two-year plan to

improve faculty technological skills, to update courses using emerging technology that will both enhance student learning and meet students' preference for convenience, and to train students to use the tools required by the courses .

Academic Affairs, Colleges/Schools, CCIT

2 Encourage faculty to participate in one-on-one and group training to continue learning how to incorporate new technologies, such as web-based video and student discussions, into their courses.

Colleges/School, Academic Affairs, CCIT

3 Expand the number of faculty participating in the FITT Program (Fostering the Infusion of Technology into Teaching).

Academic Affairs, Colleges/Schools, CCIT

4 Reward faculty members who are master teachers using technology in their courses.

Academic Affairs, Colleges/Schools

5 Continue to derive equipment configurations and resources from industry, faculty, and student experience and needs.

CCIT, College of Business Administration

6 Provide access to higher education trends and developments in technology products and services.

Information Technology, College of Business Administration, Student Services

7 Investigate the quality of content and delivery of on-line courses that offer portability to our campus.

Colleges/Schools, CCIT, Institutional Research

8 Compile and present research on maintaining educational quality and focusing limited faculty time, while infusing emerging technology in courses.

Institutional Research, CCIT

9 Create on-line student support services and access to foster and support distance/technology-based learning.

Student Services

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Strategic Objective 2b: Teaching & Learning Enhancement

Strategic Actions Responsibility 1 Leverage the USF support of Cook Library to provide

comprehensive resources for USF learners. Academic Affairs, Cook Library Board

2 Use Blackboard in all classes by all faculty and all students. Colleges/School 3 Continue to develop critical tasks for students to complete

and submit electronically in order to ensure that each student is making adequate progress in the program.


4 Foster the appropriate use of groupware tools to enhance instruction, learning, and administration.


5 Improve information management and communication through addition of new technologies.

CCIT, Administrative Departments, Student Services

Strategic Objective 2c: Student Convenience

Strategic Actions Responsibility 1 Focus curricular efforts on using technology to develop

convenient schedules for student learning, such as online courses, distance learning, and hybrid courses.

Colleges/School, Faculty

2 Increase the number of courses being taught by distance learning to reach students across the state, nation, and world.

School of Hotel & Restaurant Mgt.

3 Develop capacity for originating courses on the Campus Center for delivery at USF South County and other area sites.

Instructional Technology, Academic Affairs, Colleges/School

4 Integrate technology delivery with better scheduling to enhance the convenience factor for learning.

CCIT, Colleges/School, Faculty, Academic Advisors

5 Deliver courses on-site to major employers. Colleges/School, Faculty

6 Conduct needs assessments to determine feasibility of offering courses in satellite locations.

Colleges/School, Institutional Research

7 Deliver complete certificate programs by distance learning. Colleges/School, Faculty, CCIT

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STRATEGIC GOAL 3: NICHE PROGRAMMING & PROGRAM GROWTH


3a FEASIBILITY: Conduct research to determine the strength of proposed markets, particularly in the four areas driving the local economy: healthcare, education, real estate development, and tourism.

3b MARKETING: Develop, implement, and evaluate a comprehensive student recruitment plan annually that focuses on publicizing current and new programs, targeting specific student populations, and personalizing prospective student experiences with USF-SM.

Strategic Objective 3a: Feasibility

Strategic Actions Responsibility 1 Investigate interest in, need for, and costs associated with

implementing the following: Academic Affairs, Institutional Research

(a) interdisciplinary leadership studies (undergraduate concentration and master's in community leadership);


(b) entrepreneurship, intrapreneurship, international business, property/construction management, healthcare management, MBA/CPA concentration, MBA/hospitality, MBA/healthcare management, 2+3 MCC/bachelor's/master's, MS in accountancy and finance;


(c) additional Master of Arts in Teaching programs; College of Education

(d) additional programs in South County. Colleges/School, Student Services

2 Determine the need for and costs associated with expanding current programs in:

Academic Affairs, Institutional Research

(a) criminology; College of Arts & Sciences

(b) cohort MBA, MBA concentrations and certificate programs; College of Business Administration

(c) teacher certification, special education, and ESOL; College of Education

(d) courses in hotel and restaurant management. School of Hotel & Restaurant Management

3 Review available graduate certificate programs on the Tampa Campus to offer on our campus.

Colleges/School, Institutional Research

4 Expand the use of community advisory boards to every degree program or cluster of degree programs to assist in identifying programs to expand and programs to initiate.

Colleges/School, Community Leadership Council

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Strategic Objective 3b: Marketing

Strategic Actions Responsibility 1 Develop strategies for writing, disseminating,

implementing, and evaluating an annual enrollment plan (e.g., brainstorming retreats, discussions at departmental meetings, and campus surveys).

Marketing & Communications, Student Services, Institutional Research

2 Collaborate more closely with Student Services to recruit and admit students.

Colleges/School

3 Structure announcements of new programs to target prime student audiences using a variety of media.

Marketing & Communications

4 Develop methods to populate and maximize use of a USF-SM prospective student database to personalize and extend contacts with prospective students.

Student Services

5 Enhance the current program guides to include the suggested courses that 2+2 students should take at Manatee Community College for each USF-SM major in order to speed up graduation and save time and money for students.

Student Services, Colleges/School, Marketing & Communications

6 Investigate development of formalized articulation agreements with community colleges beyond MCC for existing majors and new niche programs.

Academic Affairs, Colleges/School, Student Services

7 Continue to engage in joint strategic planning and recruitment activities with Manatee Community College.

Academic Affairs, Student Services, Colleges/School, Institutional Research

8 Collaborate with USF Office of Admissions and Manatee Community College to create a process of seamless articulation to the University.

Student Services

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STRATEGIC GOAL 4: PROFESSIONAL AND CONTINUING EDUCATION


4a FEASIBILITY: Conduct a feasibility study for allocating resources to the initiative, including course, conference and institute development.

4b SENIOR ACADEMY & PARTNERSHIPS: Incorporate the Senior Academy, the Community Leadership Council, and other community agencies, such as non-profit groups, governmental entities, industries, chambers of commerce, economic development corporations, etc. in the initiation, development, and implementation of continuing education.

Strategic Objective 4a: Feasibility

Strategic Actions Responsibility 1 Investigate interest in, need for, and costs associated with

implementing the following continuing education programs as individual courses (half-day, all day, two-day), certification programs, conferences, workshops, and/or summer institutes:

Academic Affairs, Institutional Research

(a) training programs in fields not covered by AACSB or other agencies (e.g., accounting, banking, executive training, insurance, finance);


(b) certification programs in governmental areas required by the State of Florida or the Federal government;

Institute for Public Policy & Leadership

(c) leadership training programs for nonprofit agencies, political subdivisions, and local businesses;


(d) construction management certification; College of Business Administration

(e) advanced information technology training; CCIT (f) healthcare certification programs, such as hospice; College of Business

Administration

(g) executive development; College of Business Administration

(h) career exploration, the college application process, paying for college in collaboration with MCC.

Student Services

2 Determine the need for a new program division: Office of Professional Studies & Continuing Education.

Management Team

3 Assess the need for accommodations to individuals enrolled in professional and continuing education programs.

Student Services

4 Track and share with appropriate areas on campus any requests from prospective students for continuing education programs.

Student Services

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Strategic Objective 4b: Senior Academy & Partnerships

Strategic Actions Responsibility 1 Ensure that the Senior Academy is an integral partner in the

initiation and development of continuing education programming.

Academic Affairs

2 Reach out to community groups of all types to determine how USF-SM can collaborate in enhancing current and future community teaching and learning activities.

Colleges/School

3 Develop a visiting lecture series drawing upon the attraction that the Sarasota area has for visitors from around the country and world.


4 Sponsor and/or facilitate professional and community events in collaboration with community groups in the new building.

Colleges/School, Campus Advancement

5 Explore potential collaborations/partnerships with other academic entities including USF colleges.


6 Produce programs on career planning, how to apply to college, and paying for college in collaboration with MCC.

Student Services

7 Provide a forum for business organizations to convene to identify and develop opportunities.


8 Explore partnerships with local school districts and other educational institutions to provide professional development programs.


9 Increase community involvement in USF Sarasota-Manatee special events in order to build community awareness of resources available for people interested in professional and continuing education.

Campus Advancement

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STRATEGIC GOAL 5: ENSURING THE FINANCIAL BASE OF

OPERATIONS


5a COST OF DEGREE: Determine the budget costs of each degree by program.

5b PRIVATE PHILANTHROPY: Sustain the quality of a USF Sarasota-Manatee education through private individual, foundation, and corporate philanthropy in the form of annual giving or endowment support.

5c GRANTS: Increase the number of applications for grant funding.

5d FEES: Examine possible fee income options.

Strategic Objective 5a: Cost of Degree

Strategic Actions Responsibility 1 Develop cost models for each program/major to emphasize

high value/high quality/high need programs. Colleges/School

2 Schedule cohort groups in undergraduate programs to encourage students to take more credit hours each semester.

Colleges/School, Academic Affairs

3 Prepare competitive (financial) assessment of MBA program. College of Business Administration

Strategic Objective 5b: Private Philanthropy

Strategic Actions Responsibility 1 Raise a long-term base of private support for scholarship,

faculty development & support and capital improvement. Campus Advancement, Colleges/School

2 Continue to develop a major gifts program to leverage sustainable support.

Campus Advancement, Colleges/School

3 Build the Campus USF Fund operation to develop a sustainable stream of income of first and second level gifting.

Campus Advancement, Colleges/School, Student Services

4 Implement effective alumni networks by building more alumni awareness and participation.

Student Services, Campus Advancement

5 Strengthen community partnerships and contributions Campus Advancement, Student Services, Colleges/School

6 Use scholarships to leverage student enrollments, particularly from high need populations and for high need programs.

Student Services, Campus Advancement

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Strategic Objective 5c: Grants

Strategic Actions Responsibility 1 Develop mechanisms to encourage faculty to apply for federal,

state, and local grant funding to support their research activities.


2 Seek grant funding to support workshops targeted to faculty concerning methods to encourage students to value higher-level intellectual skills and to develop a confident, self-assertive attitude toward life.

Arts & Sciences

3 Seek special support to develop programs to help train teachers in those subject areas where chronic shortages exist.

College of Education, Arts & Sciences

4 Seek grants to establish special teams and research projects that bring faculty and technology specialists together and establish ongoing self-study programs. Encourage faculty to write external grant proposals. Provide staff assistance to identify grant opportunities and write/edit grant applications.

Colleges/School

5 Apply for local, state and federal grants for South County and Student Services.

Student Services

6 Develop the collaborative best practice of coordinating foundation and corporate cultivation, solicitation and stewardship contacts with the Office of Advancement to leverage the right and best grants.

Campus Advancement, Colleges/School

Strategic Objective 5d: Fees

Strategic Actions Responsibility 1 Review current fee structure to assess need to change the fee

amounts or add any additional fees. Business & Finance, Student Affairs

2 Identify a business plan for campus auxiliaries. Business & Finance

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STRATEGIC GOAL 6: ASSESSING & DEVELOPING THE STANDARDS FOR ENHANCED CAMPUS AUTONOMY THAT COULD SUPPORT

CRITERIA FOR CAMPUS ACCREDITATION


6a ASSESSMENT OF PROS & CONS: Review the pros and cons of separate SACS accreditation and consider options for expanded campus autonomy.

6b SACS CORE REQUIREMENT 1: Degree-Granting Authority

6c SACS CORE REQUIREMENT 2: Governing Board

6d SACS CORE REQUIREMENT 3: Chief Executive Officer

6e SACS CORE REQUIREMENT 4: Institutional Mission

6f SACS CORE REQUIREMENT 5: Institutional Effectiveness

6g SACS CORE REQUIREMENT 6: Continuous Operation

6h SACS CORE REQUIREMENT 7: Program Length, Program Content, General Education, Contractual Agreements

6i SACS CORE REQUIREMENT 8: Faculty

6j SACS CORE REQUIREMENT 9: Learning Resources and Services

6k SACS CORE REQUIREMENT 10: Student Support Services

6l SACS CORE REQUIREMENT 11: Resources

6m SACS CORE REQUIREMENT 12: Quality Enhancement Plan

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SERVING THE REGION: ENROLLMENT TARGETS To set the stage for the detailed analysis of operational strategies for action and to forecast long-range budgets, enrollment management goals must provide the base. The enrollment plan sent to the Florida Board of Governors (BOG) in June 2005 provided the base numbers for undergraduate, graduate, and total enrollment as measured by full-time equivalent (FTE) student enrollment (See Table 1 below). Table 1: USF-SM Enrollment Plan Sent to Board of Governors: June 2005

Student Level 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11

Lower FTE* 5 4 4 5 5 6 6

Upper FTE 656 780 893 984 1,084 1,193 1,307

Grad I FTE 189 226 222 233 244 257 269

TOTAL 850 1010 1,119 1,222 1,334 1,456 1,582% increase over previous year 2% 19% 11% 9% 9% 9% 9%

*FTE = Full-Time Equivalent Student (40 credit hours/year undergraduate or 32 credit hours/year graduate). The increase in students projected in 2006-07 and beyond is a direct reflection of our increased capacity for offering courses during the day in larger classrooms when we move into the new USF Sarasota-Manatee Campus Center. The numbers in Table 2 below convert the FTE to student credit hours (SCH) and then to student headcount. SCH is directly calculated from FTE. Forty (40) student credit hours (SCH) are required to equal one undergraduate full-time equivalent student enrollment (FTE). Thirty-two (32) student credit hours (SCH) are required to equal one graduate full time equivalent student enrollment (FTE). Although student headcount figures are more difficult to project, they are the logical units required to make decisions on enrollment marketing and outreach and the starting point in all enrollment processes, e.g., applications, registrations, payments, etc. In 2004-05 USF-SM had to enroll over four (4) students to comprise one full-time equivalent student (FTE). The expansion of the USF-SM course schedule to offer day classes and on-line courses is likely to permit students more flexibility in taking more hours. Therefore, the headcounts may not rise as quickly as the FTE and SCH figures. Table 2 is presented as a planning tool for faculty members and staff to develop specific strategies for reaching enrollment targets. The last column of Table 2 offers two scenarios: (1) the number of students required to equal the FTE enrollment targets if students continue taking the same number of courses as they did in 2004-05 and (2) the number of students required to equal the FTE enrollment targets if students enroll in more courses than they did in 2004-05. The rich expertise across campus can then address, in advance, any projected enrollment gaps by identifying special student/course opportunities, hiring new faculty in key areas, filling other resource needs, and revising strategic enrollment marketing plans at least annually.

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Table 2: Projected Student Enrollment by Full-Time Equivalent (FTE), Student

Credit Hours (SCH), and Headcount

Undergraduate Graduate Non-

Degree Total Projected

Headcounts

Year FTE SCH Head- count FTE SCHHead- count

Head- count FTE SCH

Head- count 1FTE = # Headct

Base 2004-05 661 26447 2601 189 6037 516 311 850 32484 3428

1FTE =

4.03* Hdct.

1FTE =

3.16** Hdct

1FTE =

2.85*** Hdct

2005-06 784 31360 226 7232 1010 38592 4073 3192 2879

2006-07 897 35880 222 7104 1119 42984 4513 3536 3189 2007-08 989 39560 233 7456 1222 47016 4928 3862 3483 2008-09 1089 43560 244 7808 1334 51368 5380 4215 3802 2009-10 1199 47960 257 8224 1456 56184 5872 4601 4150 2010-11 1313 52520 269 8608 1582 61128 6380 4999 4509

* The enrollment of 4.03 students comprised 1 FTE during the 2004-05 base year. ** If students begin enrolling in more courses each semester with daytime and on-line offerings, the goal will be to

lower the number of students that comprise an FTE to 3.16. *** This scenario provides, by 2010-11, the 4500 student headcount, as stipulated in the ICAR to pursue SACS accreditation.

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BUDGET PROJECTIONS Developing a strategic plan requires the forecasting of a realistic budget, on both the revenue and expenditure sides. The projected budget for this strategic planning period is presented below. High (Level 1), medium (Level 2), and low (Level 3) budgets were projected to assist with continued planning and are based on enrollment projections.

Table 3. 5-Year Strategic Planning Budget FY 07 – FY 11, Level 1 (High)*

BUDGETED REVENUE FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Student Fees (Tuition) $3,528,884 $4,299,724 $4,622,203 $4,968,868 $5,341,533 $5,742,148 Lottery $282,676 $308,117 $335,847 $366,074 $399,020 $434,932 General Revenue $10,975,561 $14,675,561 $15,175,561 $15,675,561 $16,175,561 $16,675,561 Foundation Funding $642,275 $758,502 $913,352 $1,152,912 $1,353,412 $1,566,244 Cont/Prof Education $0 $50,000 $150,000 $250,000 $400,000 $600,000 Contracts/ Grants $900,000 $1,500,000 $1,800,000 $2,160,000 $2,592,000 $3,110,400 Fees & Auxiliaries $1,369,606 $1,438,086 $1,509,991 $1,585,490 $1,664,765 $1,748,003 Concessions $19,624 $20,115 $20,617 $21,133 $21,661 $22,203

TOTAL BUDGET $17,718,626 $23,050,104 $24,527,571 $26,180,038 $27,947,953 $29,899,490 BUDGETED EXPENDITURES FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Instructional Program and Support $8,371,639 $10,690,553 $12,146,411 $13,209,453 $14,281,199 $15,659,003 General Administrative $2,302,030 $2,643,132 $2,850,727 $2,954,062 $3,047,667 $3,078,144 General Institutional $3,107,230 $3,262,592 $3,527,547 $3,651,011 $3,760,541 $3,798,147 Student Services $1,953,103 $2,084,440 $2,246,743 $2,331,790 $2,385,370 $2,403,766 Scholarships and Foundation Support $642,275 $863,989 $1,084,688 $1,206,423 $1,479,244 $1,703,206 Auxiliary Enterprises $867,423 $909,813 $954,813 $1,002,051 $1,051,638 $1,103,691 Reserves-5% Campus Board Policy $718,000 $964,170 $1,006,681 $1,050,525 $1,095,806 $1,142,632 For Program Development and Expansion based on Strategic Plan $1,631,415 $709,962 $774,724 $846,488 $1,010,902 TOTAL EXPENDITURES $17,718,626 $23,050,104 $24,527,571 $26,180,039 $27,947,953 $29,899,490

*These budgets were built on the assumption that USF-SM receives $3.2 million workforce development funds in FY 06-07 and that ongoing enrollment funds will continue based on the current funding plan.

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Table 4. 5-Year Strategic Planning Budget FY07 – FY11, Level 2 (Middle)*

BUDGETED REVENUE FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Student Fees (Tuition) $3,528,884 $4,299,724 $4,622,203 $4,968,868 $5,341,533 $5,742,148 Lottery $282,676 $308,117 $335,847 $366,074 $399,020 $434,932 General Revenue $10,975,561 $12,975,561 $13,475,561 $13,975,561 $14,475,561 $14,975,561

Foundation Funding $642,275 $758,502 $913,352 $1,152,912 $1,353,412 $1,566,244

Cont/Prof Education $0 $50,000 $150,000 $250,000 $400,000 $600,000 Contracts/ Grants $900,000 $1,500,000 $1,800,000 $2,160,000 $2,592,000 $3,110,400 Fees & Auxiliaries $1,369,606 $1,438,086 $1,509,991 $1,585,490 $1,664,765 $1,748,003 Concessions $19,624 $20,115 $20,617 $21,133 $21,661 $22,203 TOTAL BUDGET $17,718,626 $21,350,104 $22,827,571 $24,480,038 $26,247,953 $28,199,490 TOTAL EXPENDITURES FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011

Instructional Program and Support $8,371,639 $10,410,292 $11,431,325 $12,449,555 $13,389,170 $14,765,294 General Administrative $2,302,030 $2,449,981 $2,511,230 $2,634,475 $2,715,409 $2,742,563

General Institutional $3,107,230 $3,184,911 $3,264,534 $3,427,760 $3,530,593 $3,565,899 Student Services $1,953,103 $2,048,658 $2,086,229 $2,163,251 $2,244,124 $2,278,090 Scholarships and Foundation Support $642,275 $863,989 $1,084,688 $1,206,423 $1,479,244 $1,703,206 Auxiliary Enterprises $867,423 $909,813 $954,813 $1,002,051 $1,051,638 $1,103,691

Reserves-5% Campus Board Policy $718,000 $879,170 $921,681 $967,765 $1,010,806 $1,057,632

For Program Development and Expansion based on Strategic Plan $603,291 $573,072 $628,758 $826,969 $983,115 TOTAL EXPENDITURES $17,718,626 $21,350,104 $22,827,571 $24,480,038 $26,247,953 $28,199,490

*These budgets were built on the assumption that USF-SM receives $1.6 million workforce development funds in FY 06-07 and that ongoing enrollment funds will continue based on the current funding plan.

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Table 5. 5-Year Strategic Planning Budget FY07 – FY11, Level 3 (Low)*

BUDGETED REVENUE FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Student Fees (Tuition) $3,528,884 $4,299,724 $4,622,203 $4,968,868 $5,341,533 $5,742,148 Lottery $282,676 $308,117 $335,847 $366,074 $399,020 $434,932 General Revenue $10,975,561 $11,475,561 $11,975,561 $12,475,561 $12,975,561 $13,475,561 Foundation Funding $642,275 $758,502 $913,352 $1,152,912 $1,353,412 $1,566,244 Cont/Prof Education $0 $50,000 $150,000 $250,000 $400,000 $600,000 Contracts/ Grants $900,000 $1,500,000 $1,800,000 $2,160,000 $2,592,000 $3,110,400 Fees & Auxiliaries $1,369,606 $1,438,086 $1,509,991 $1,585,490 $1,664,765 $1,748,003 Concessions $19,624 $20,115 $20,617 $21,133 $21,661 $22,203 TOTAL BUDGET $17,718,626 $19,850,104 $21,327,571 $22,980,038 $24,747,953 $26,699,490 BUDGETED EXPENDITURES FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011

Instructional Program and Support $8,371,639 $9,311,146 $10,248,742 $11,414,554 $12,491,641 $13,793,447 General Administrative $2,302,030 $2,409,581 $2,459,416 $2,510,277 $2,562,191 $2,615,182 General Institutional $3,107,230 $3,140,400 $3,203,208 $3,267,272 $3,332,618 $3,399,270 Student Services $1,953,103 $2,008,582 $2,037,837 $2,067,678 $2,098,116 $2,129,162 Scholarships and Foundation Support $642,275 $863,989 $1,084,688 $1,206,423 $1,479,244 $1,703,206 Auxiliary Enterprises $867,423 $909,813 $954,813 $1,002,051 $1,051,638 $1,103,691

Reserves-5% Campus Board Policy $718,000 $804,170 $846,681 $890,525 $935,806 $982,632

For Program Development and Expansion based on Strategic Plan $402,423 $492,186 $621,259 $796,699 $972,899 TOTAL EXPENDITURES $17,718,626 $19,850,103 $21,327,571 $22,980,039 $24,747,952 $26,699,490

*These budgets were built on the assumption that USF-SM receives no workforce development funds in FY 06-07 and that ongoing enrollment funds will continue based on the current funding plan.

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PROJECTIONS: SOURCES OF REVENUE FY 2011

Cont/Prof Education2%

General Revenue57%

Concessions

BUDGETED REVENUES & EXPENDITURES

0

5,000,000

10,000,000

15,000,000

20,000,000

25,000,000

30,000,000

35,000,000

FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011

Level 1 (High) Level 2 (Middle) Level 3 (Low)

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COMPREHENSIVE MEASUREMENT STRATEGY To support the measurement of specific goal outcomes detailed on the following pages, Institutional Research and Effectiveness will implement the comprehensive measurement strategy below. The goal outcomes will be shared on a continuous basis, using a dashboard on the campus website with underlying graphs and information.

Measurement Tool Procedure

1 Campus Climate Survey Administer the 2005 Campus Climate Survey annually to assess and track workplace concerns of faculty and staff over time.

2 Longitudinal Student Survey System

Develop an interrelated succession of student surveys that sample interests, needs, satisfaction, and outcomes across time from inquiry to enrollment to graduation to donation.

3 Sarasota-Manatee Longitudinal Database

Institute a longitudinal computerized database to track and share information on enrollment, faculty activities, program development, survey results, grant funding, course types, etc.

4 USF-SM Environmental Scan

Annually update the USF-SM environmental scan of our three-county region to assess unmet needs and opportunities for further growth.

5 Continuing Education Feasibility Study

Conduct a feasibility study to determine the impact a program in advanced, professional continuing education would have on the service area and on the campus budget.

6 Cost of Degree Model Assess the cost of each type of degree offered by developing a standardized model that can be used across campus to make reasonable comparisons and assist in budget decisions.

7 Community Impact Assessment

Work with Community Leadership Council to gauge the level of awareness, support, collaboration and admissions outreach the campus has with the local service area.

8 Influence of Technology Study

Initiate multivariate studies of the influence of technology in the classroom on student performance, faculty work load, course enrollment, student and faculty satisfaction, learning outcomes, and financial matters.

9 On-line Accreditation Documentation

Collect and maintain accreditation documentation on-line to enable the campus community to view the progress.

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STRATEGIC GOAL 1: THE LEARNER-CENTERED CAMPUS ENVIRONMENT

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