usf sarasota-manatee strategic plan 2015-2020

• F O C U S O N Q U A L I T Y 2 0 2 0 •

Approved by USF Sarasota-Manatee Campus Board on April 10, 2015 • Approved by USF Board of Trustees on June 4, 2015

8350 N. Tamiami Trail, Sarasota, FL 34243(941) 359-4200 • usfsm.edu

TABLE OF CONTENTS

From the Regional Chancellor ........................ 02-03

USF Sarasota-Manatee:Yesterday and Today ..............................................04

Advantages and Challenges ..................................05

Foundations of “Focus on Quality 2020” .......06-08

Mission Statement ...................................................06

Vision Statement ......................................................06

Values .......................................................................06

Peer Institutions .......................................................07

Aspirant Institutions ................................................08

Alignment of Plans ...................................................08

Strategic Goals ...............................................09-16

#1: Student Success ...............................................10

#2: Campus Life ......................................................11

#3: Intentional Enrollment Management ...............12

#4: Teaching and Learning .....................................13

#5: Scholarly Activity ..............................................14

#6: Community Engagement ...................................15

#7: Resources .........................................................16

FOCUS ON QUALITY 2020STRATEGIC PLAN 2015-2020

Dear Campus Community, Friends, Stakeholders, and Supporters, Thank you for your interest in and support of the University of South Florida Sarasota-Manatee. In the following pages, please find our new strategic plan, Focus on Quality 2020, which will serve as our planning and operational guide for the next five years. I am deeply grateful to all of the students, faculty, staff, administrators, USF System representatives, and external partners who worked diligently over the past few months to make this plan a reality. We have developed a plan we can all be proud of that builds upon our strengths, maximizes our resources, deepens our purpose, and more fully engages us with our internal and external partners. Our plan is intentional, meaningful, and designed to make a sig-nificant impact, demonstrated by measurable results. Our strategic goals are aligned with those of the USF System and the State University System (SUS), and our outcome measures include key SUS performance indicators.

I arrived at USFSM as the Regional Chancellor in November 2014, and all agreed that the first order of business was to develop a new strategic plan, as the previous one would soon expire. The goal was to have a new plan in place to kick off the next academic year in August 2015. My commitment was to make the process comprehensive, inclusive, and transpar-ent. After discussing with the Senior Leadership Team how we would like to proceed, our choice was to work with a consultant who could provide guidance and structure but allow us to maintain ownership and control of the work product. We were fortunate to secure the services of Mr. Graham Strange, a retired business executive with experience in strategic plan-ning and organizational development, who graciously agreed to volunteer his time and expertise through the Community Foundation of Sarasota County.

The initial focus was primarily internal, and I met with all work units of USFSM to discuss their current work

UNIVERSITY OF SOUTH FLORIDA SARASOTA-MANATEE02

F R O M T H E R E G I O N A L C H A N C E L L O R

as well as their ideas for future development. I also began meeting with members of the external com-munity. The Senior Leadership Team began gathering data on both internal and external conditions, and we had our first official planning retreat on December 19, 2014. We established a Strategic Planning Advisory Council, comprised of faculty, staff, students, admin-istrators, USF System representatives, and commu-nity members. The group met in January to begin its work. Members divided into six working groups to address six major topics the Senior Leadership Team had identified as priorities. Each group developed a plan to collect information and formulate strategies to meet their respective goals. The Advisory Council met again in February to review its work to date and for the final time in March to combine their efforts and discuss the draft plan. In-between these meet-ings, the Senior Leadership Team met weekly to have more extensive discussions of the plan as it evolved and to make revisions. In addition, we created a spe-cial Strategic Planning website that included all the documents we reviewed, minutes of all our meet-ings, data the groups reviewed, results from various surveys being conducted, and a space where people could leave anonymous comments, which was used

quite often. Student Government sponsored frequent “Food for Thought” opportunities in our main Ro-tunda, where they would exchange a slice of pizza for someone’s thoughts about USFSM written on a board. We also held open meetings on the last Fridays of each month (January – March) to review progress to date and allow participants to contribute feedback. I am pleased to say that participation in all these forums was very strong and included faculty, staff, students, alumni, Campus Board members, and representatives.Our discussion resulted in the establishment of sev-en major focus areas rather than our original six:

• Student Success; • Campus Life; • Intentional Enrollment Management; • Teaching and Learning; • Scholarly Activity; • Community Engagement; and • Resources.

Within those seven areas we have a number of well-defined strategies and measurable outcomes that will help us meet our goals. In addition, we be-lieve the following will be the top ten transformation-al outcomes that will re-define our institution:

• Recognition as a Carnegie Community- Engaged campus; • Achievement and maintenance of national accreditation for applicable specialized programs; • Recognition by the Chronicle of Higher Edu- cation as a “Great College to Work For”; • Receipt of at least one major gift; • Establishment as the home of the USF NCAA Women’s Rowing Team; • Establishment of space for a student union; • Establishment of housing options for students; • Establishment of appropriate space to support specialized, high-demand programs;

2015-2020 STRATEGIC PLAN | FOCUS ON QUALITY 2020 03

• Significant increase in faculty research productivity; and • Significant increase in experiential learning opportunities for students.

The end result is a plan that our extended leadership team approved (all administrators at the director-level and above) on March 27, 2015. Although the ability to reach all of our goals in five years depends on resource availability, I believe we have captured the best of what we have to offer as well as the vi-sion of potential, and with the continued enthusiasm, support, and collective efforts of our internal and external stakeholders, we will be “Unstoppable!”

We invite you to join us in our journey for the next five years as we continue to add value to our institu-tion, the USF System, the State University System, and the larger community in which we live, work, learn, and play.

Respectfully submitted,

Sandra S. Stone, Ph.D.Regional Chancellor

The Florida Legislature formally established the University of South Florida (USF) in 1956. In 1974, USF began offering evening courses in education, business, and liberal arts at six (6) locations in Manatee and Sarasota counties. In 1974, the Board of Trustees of New College, a private liberal arts college in Sarasota, asked the Florida Board of Regents to purchase the college and add it to the State University System (SUS). The Florida Legislatures officially designated USF Sarasota-Manatee as a branch campus of USF in 1975. It shared classrooms and offices on the former Charles Ringling Estate with New College, then USF’s honors college. Throughout the 1980s and 1990s, the campus continued to offer courses during the evening to serve part-time, commuter students with asso-ciate’s degrees working toward bachelor’s degrees in Arts & Sciences, Business, and Education. Master’s degree offerings followed.

The 2000s marked much advancement for USF Sarasota-Manatee. By separate acts of the Florida Legislature effective July 1, 2001, the Sarasota-Manatee campus received separate budget authority as a distinctive member of the USF System, and New College became a separate, independent, public college. The five-member USF Sarasota-Manatee Campus Board created by this legislation became responsible for the campus’ finances, while governance has remained with the Board of Trustees for the USF System. USF Sarasota-Manatee and New College continued to share a cam-pus, although they had separate budgets and staffs, for the next five (5) years. In August 2006, USF Sarasota-Manatee expanded to its own campus on the Manatee-Sarasota county line, just north of the former campus on U.S. 41, while continuing to share some resources with New College.

In 2011, as directed by the 2001 legislation, USF Sarasota-Manatee achieved separate regional accreditation from the Southern Association of Colleges and Schools Commission on Colleges (SACSCOC). To meet local needs, Sarasota-Manatee admitted its first freshman class and opened its first science laboratories on the campus of Mote Marine Laboratory in August 2013. The College of Business earned its own accreditation by the Association to Advance Collegiate Schools of Busi-ness (AACSB) in 2014. To serve the Hospitality degree programs, USF Sarasota-Manatee leased its Culinary Innovation Laboratory in Lakewood Ranch in January 2014 and will start offering the under-graduate degree in hospitality on the USF campus in Tampa in August 2015. The National Council for Accreditation (NCATE) awarded the College of Education its own accreditation in May 2015.

Today, USF Sarasota-Manatee’s 80 resident and 70 adjunct faculty members deliver more than 40 bachelor’s degree, master’s degree, and certificate programs to nearly 2,500 students annually. USF Sarasota-Manatee continues to emphasize quality, convenience, and affordability with a 12:1 stu-dent-faculty ratio in fall 2014, average undergraduate class size of 21, more than 80 percent of the faculty with terminal degrees in their fields, and more than 40 percent of courses online. Its offer-ings include an honors program, an arts-infused teacher-preparation program, the only hospitality program in the USF System, a biology program in partnership with Mote Marine Laboratory, and a limited-access, nationally accredited business college.


U S F S A R A S O TA - M A N AT E E : Y E S T E R D AY A N D T O D AY

l AMONG OUR MANY ADVANTAGES, USF Sarasota-Manatee has the following: • Small size • Low student-faculty ratio • Individualized attention • USF System resources • Low tuition and fees • Online courses • High-quality teaching • One-stop student/academic services • Library resources • High-tech classrooms • Student government support • Interdisciplinary opportunities • Accreditation • Community-embedded instructional sites • Airport proximity • Scholarship • Research-engaged faculty

l WE HAVE CHALLENGES AS WELL. FOR EXAMPLE, USF Sarasota-Manatee must: • Enhance its profile in the region • Establish a distinctive niche and reputation as a valued member of the USF System • Establish lasting traditions despite a relatively short history • Expand student life opportunities • Serve a multigenerational student population • Develop formal student residential options • Expand its fledgling lab infrastructure • Offer more course sections • Offer more fully online programs • Attract and retain highly productive research faculty • Increase grant funding • Increase endowment • Provide more large classrooms or meeting spaces • Establish a presence in sports and arts • Add more focus on attracting faculty in strategic areas of emphasis (e.g., accounting, information technology, science)


U S F S A R A S O TA - M A N AT E E A D VA N TA G E S & C H A L L E N G E S

l MISSION STATEMENT

The University of South Florida Sarasota-Manatee provides high quality bachelor’s and graduate-level education and scholarly activity in a personalized learning community that prepares successful lead-ers and responsible citizens.

l VISION STATEMENT As a valued member of the USF System, the University of South Florida Sarasota-Manatee will be nationally recognized as a student-centered, research-focused, community-engaged university with significant economic and cultural impact to the region.

l Why this vision? USF Sarasota-Manatee will grow enrollment and reputation by offering the highest quality advanced education programs for the region. This high quality will be reflected in our students’ successes by attracting and retaining highly qualified faculty, expanding research impact, and achieving continuous national accreditation for its programs. USF Sarasota-Manatee’s community engagement commit-ment will be recognized for its significant impact on the quality of life in the region.

l VALUES

The University of South Florida Sarasota-Manatee embraces the values of higher education:

• Academic Excellence • Freedom of Inquiry • Diversity and Inclusion • Shared Governance • Accountability • Student-centeredness

l Why this mission?

• USF Sarasota-Manatee’s primary focus is to provide a quality curriculum and instruction at an affordable cost, which addresses the specific higher education needs of the residents in the region. • USF Sarasota-Manatee offers a flexible mix of online and classroom instruction at times that are convenient to the large commuter student population. • USF Sarasota-Manatee offers additional certificate programs and internships that meet the unique needs of employers and employees in the region. • USF Sarasota-Manatee partners with local businesses, non-profits, and educational institutions to ensure that the educational programs provide qualified employment candidates to address the current and future community needs. • USF Sarasota-Manatee’s size supports a personalized learning experience built on small class sizes, individual attention, campus experiences, and opportunities for community engagement.


F O U N D AT I O N S O F “ F O C U S O N Q U A L I T Y 2 0 2 0 ”

l PEER INSTITUTIONS

• Georgia Southwestern State University (Americus, GA) • Indiana University-Kokomo (Kokomo, IN) • Louisiana State University-Shreveport (Shreveport, LA) • University of Houston-Victoria (Victoria, TX)



l ALIGNMENT OF STRATEGIC PLANS

USF Sarasota-Manatee Goals USF System Goals Florida BOG Goals

1. Student Success 1. Academic excellence, student access, and student success

1. Strengthen quality and reputation of academic programs and universities2. Increase degree productivity and program ef�ciency

2. Campus Life

1. Academic excellence, student access, and student success

3. Increase the number of degrees awarded in STEM and other areas of strategic emphasis

3. Intentional Enrollment Management

3. Increased academic and administrative collaborations

1. Strengthen quality and reputation of academic programs and universities

4. Teaching & Learning

2. Impactful research, economic leadership, and community engagement

4. Strengthen the quality and reputation of scholarship, research and innovation5. Increase research and commercialization activity

5. Scholarly Activity

7. Strengthen the quality and recogntion of commitment to community and business engagement8. Increase levels of community and business engagement9. Increase community and business workforce

2. Impactful research, economic leadership, and community engagement

4. Open communication and effective branding

6. Community Engagement

3. Increased academic and administrative collaborations

5. Expanded and diversi�ed resources

6. Increase collaboration and external support for research activity

7. Resources

l ASPIRANT INSTITUTIONS

• University of North Carolina at Asheville (Asheville, NC) • State University of New York College at Geneseco (Geneseo, NY) • Stockton College (Galloway, NJ)


STRATEGIC GOAL #1

StudentSuccess

Ensure student retention, timely completion, employment success, and student satisfaction.

Rationale for selection of goal: Student success is the foundation for all of the

other strategic goals and prepares graduates to contribute to the community and

the workforce. Increased student access expands opportunities for students to

obtain a university education. Additionally, student success is the central focus

of the USF System, the State University System of Florida, and the Board of

Governor’s Performance-Based Funding model.

StrategiesStrategy

1.6 Continue ongoing participation in student satisfaction surveys, locally and nationally, and implement changes, as needed.

1.5 Implement a Quality Enhancement Plan on student critical thinking.

1.4 Hire a retention specialist to develop data-driven strategies to increase retention and timely progression towards degree.

1.3 Enhance student support services, such as early intervention, tutoring, career advising, and academic advising.

1.2 Require a major course plan and career map for each student that leads to employment or pursuit of advanced degrees.

1.1 Offer the right mix of courses and expanded scheduling to facilitate student timely completion.

Five-Year OutcomesMeasure* Description

1.1PBF-1

Percentage of bachelor’s graduates employed full-time in Florida or continuing their education in the U.S. one year after graduation

1.2PBF-2

Median average full-time wages of undergraduates employed in Florida one year after graduation

1.3PBF-4, KPI-5b

First-Time-in-College (FTIC) graduate rates – 6-year

1.4PBF-5

FTIC academic progress rate (fall to fall with GPA > 2.0)

1.5PBF-9

Percentage of bachelor’s degrees awarded without excess hours

1.6KPI-4

Freshman retention rate

1.7KPI-5a

FTIC graduation rates – 4-year

1.8KPI-6a

AA transfer graduation rate – 2-year

1.9KPI-7

Average time to degree (for FTIC)

1.10KPI-8

Bachelor’s degrees awarded

1.11KPI-10

Graduate degrees awarded

1.12 Improved student critical thinking

1.13 Student Satisfaction: Attend and recommend USF Sarasota-Manatee

1.14 Benchmarks on national student satisfaction surveys

* PBF = Florida Board of Governors’ Performance-Based Funding metric. KPI = Board of Governors’ Key Performance Indicator.


Foster an intentional culture of campusengagement.

Rationale for selection of goal: Support and collaboration from faculty, staff,

and student peers creates a welcoming environment for student success and

engagement. The effective use of all talents and resources furthers the vision of

USF Sarasota-Manatee to create an engaged campus. Addition of and realloca-

tion of space used solely for recreational student activities can further improve

campus life and feel. Engaged students are more likely to access resources at

the university, to progress in their academics, and to graduate.

STRATEGIC GOAL #2

Campus Life

StrategiesStrategy

2.6 Require quality service training for all faculty, staff, and administration.

2.7 Start an NCAA women’s rowing team in conjunction with the USF System.

2.8 Support and enhance a safe and secure campus environment.

2.9 Improve diversity within faculty and staff.

2.5 Expand campus-sponsored activities (e.g., lecture series, concerts, events) that attract an intergenerational diverse population, including activities for middle/high school students.

2.4 Optimize space and facilities to support academic program needs.

2.3 Establish af�liation agreements for off-campus housing.

2.2 Establish space for a student union.

2.1 Repurpose current building space for student use.

2.1 Designated student-friendly space in existing building

2.2 Student union

2.3 Housing af�liation agreements

2.4 Academic space

2.5 Diverse activity schedule

2.6 Quality service training

2.7 NCAA women’s rowing team

2.8 Safe and secure campus environment

2.9 Selection as “Great College to Work for”

2.10 Percentage of non-white faculty and staff

Five-Year OutcomesMeasure Description


Strategically recruit and retain students by growing existing programs and creating new programs of strategic emphasis or demonstrated demand.

Rationale for selection of goal: Intentional enrollment management will

ensure sustainable growth in programs while meeting the needs of the Florida

workplace.

STRATEGIC GOAL #3

IntentionalEnrollment

Management

StrategiesStrategy

3.6 Develop articulation agreements with State College of Florida, LECOM, and USF System Institutions in high demand areas, such as information technology, engineering (2+2), and health care.

3.7 Ensure website is optimized for use by prospective students and parents, while maintaining functionality for other audiences in conjunction with USF System.

3.8 Leverage current scholarships to strategically recruit students in conjunction with USF System.

3.9 Explore Fine Arts curriculum expansion.

3.10 Develop targeted cert�cate programs to meet community needs and student demand.

3.5 Identify and reach existing and new markets, including those that increase diversity.

3.4 Investigate and implement best practices from higher education for enrollment growth to develop an enrollment management plan that includes those that increase diversity.

3.3 Create comprehensive structures to consistently assess capacity and demand for programs.

3.2 Identify additional space for laboratories for STEM and other specialized �elds.

3.1 Expand programs in areas of strategic emphasis (e.g., STEM).

Five-Year OutcomesMeasure* Description3.1PBF-6

Bachelor’s degrees awarded in areas of strategic emphasis

3.2PBF-7

University access rate (% fall undergraduates on Pell grants)

3.3PBF-8

Graduate degrees awarded in areas of strategic emphasis

3.4KPI-1

SAT Score (for 3 subtests)

3.5KPI-2

High School GPA

3.6KPI-9

Bachelor’s Degrees in STEM & Health

3.7ISG-1

Number of adult (age 25+) undergrads enrolled in fall

3.8BOG Work Plan

Full-time Equivalent (FTE) Enrollment

3.9BOG Annual Report

Percentage of bachelor’s degrees awarded to Hispanic and non-Hispanic Black students

* PBF = Florida Board of Governors’ Performance-Based Funding metrics. KPI = Florida Board of Governors’ Key Performance Indicator. ISG = Florida Board of Governors’ Institution Speci�c Goal.


Explore and implement innovative technologies and pedagogical methods that increase student engagement in the learning process andimprove student learning outcomes.

Rationale for selection of goal: By adopting leading-edge technologies and

pedagogical methods, USF Sarasota-Manatee will maintain leadership as a pro-

vider for the highest quality and highest value education in the region.

STRATEGIC GOAL #4

Teaching andLearning

StrategiesStrategy

4.6 Expand career-oriented internship opportunities.

4.7 Increase service learning/community engaged courses.

4.5 Assure program quality through regional and program accreditations reviews.

4.4 Expand international education opportunities, including global perspectives in the curriculum.

4.3 Develop and enhance the effective use of technology and collaborative space to enhance instructional delivery and increase student success.

4.2 Assess status of off-campus learning sites that leverage partnerships and support distinctive programs and maintain, develop, or terminate as indicated.

4.1 Establish an of�ce for excellence in teaching, learning, and leadership to de�ne, assess, and recognize excellence in teaching in all formats by leveraging system resources.


Standards/Peer review process for course development/delivery4.1

Student learning outcomes, e.g., Major Field Test, Pro�ciency Pro�le, VAM4.2

Ratio of full-time to part-time faculty4.3

Number of students in study-abroad4.4

Number of students in internships4.5

Percentage of course sections with distance and blended learning4.6ISG-2

Collaborative learning spaces4.7

4.8 Number of service learning courses

* ISG = Florida Board of Governors’ Institution Speci�c Goal.


Recognize and support diverse faculty andstudent research activities.

Rationale for selection of goal: Scholarship should be broadly defined and en-

couraged to allow academic freedom with diverse and interdisciplinary research.

Ernest Boyer’s model of scholarship is defined broadly and embraces all types

of scholarship – scholarship of discovery, of application, of integration, and of

teaching. Encouraging quality scholarship and service translates into excellence

in teaching.

STRATEGIC GOAL #5

ScholarlyActivity

StrategiesStrategy

5.3 Cultivate student-faculty research collaboration.

5.2 Align tenure and promotion guidelines to re�ect scholarly activity expectations.

5.1 Improve support of faculty grant development and receipt of grant awards.


Research grants submitted5.1CI-13

Research grants received5.2CI-14

Service grants with outside agencies, etc.5.3

Peer-reviewed journal articles published5.4

Books and book chapters published5.5

Peer-reviewed scholarly presentations5.6

Number of students engaged in faculty-directed research5.7

* CI = Annual USF Sarasota-Manatee campus indicator.


Build and be known for a community engage-ment identity in partnership with a variety of organizations throughout the service area.

Rationale for selection of goal: An important role of public higher education is

to educate students for responsible citizenship. Those who become knowledge-

able, involved citizens of the community contribute meaningfully to the overall

social and economic success of the region, state, and nation.

STRATEGIC GOAL #6

CommunityEngagement

StrategiesStrategy

6.3 Implement and assess annual community engagement plans.

6.2 Conduct a needs assessment and develop tactics for meeting best practices of campus-wide community engagement.

6.1 Establish the Of�ce of Community Engagement, including the hiring of a director.

6.6 Apply for Carnegie Community Engagement Classi�cation.

Selection into Carnegie Foundation’s Elective Community-Engaged Classi�cation in January 2020, showing documentation of community engagement activities and impact.

6.5 Lead partnership opportunities with the Consortium of Colleges on the Cultural Coast (C4 Group: USFSM, NCF, SCF, RCAD, Eckerd, FSU-Asolo).

6.4 Cultivate strategic partnerships with government entities, service clubs, and community organizations.

Five-Year Outcome


Preserve, grow, and diversify human, physical, financial, private, and other resources, aligning them to support the strategic goals.

Rationale for selection of goal: New state funding is now tied to a perfor-

mance-based funding model with metrics identified by the Florida Board of

Governors. Thus, USF Sarasota-Manatee has the responsibility to identify the

fiscal, human, and physical resources that will maximize the efficiency and effec-

tiveness of the resources available to ensure student success. In addition, the

growth of private resources is an increasing requirement to expand programs.

STRATEGIC GOAL #7

Resources

StrategiesStrategy

7.7 Focus on securing signi�cant naming opportunities, including funding for endowed chairs.

7.8 Create area of excellence in academic disciplines through reorganization of Colleges, as needed.

7.9 Update policies and procedures.

7.10 Secure approval of a new Master Plan in conjunction with the USF System’s long-term Master Plans.

7.11 Develop and implement comprehensive marketing/communications plan in conjunction with USF System.

7.12 Develop and implement comprehensive technology services plan in conjunction with USF System.

7.5 Continue to pursue partnerships through leveraging system resources.

7.6 Review food service vendors.

7.3 Expand a major capital campaign as part of the USF Unstoppable Campaign.

7.4 Broaden external support through targeted fundraising for programs, such as PAInT, Hospitality, and STEM.

7.2 Build operating surpluses through responsible management of human, �nancial, and physical resources.

7.1 Create models of ef�ciencies across functional areas to build units of excellence by utilizing functional experts in shared-service-type arrangements (i.e., purchasing, travel, scheduling, human resources, and inventory).

Five-Year OutcomesMeasure* Description7.1KPI-12, CI-15

Annual gifts received

7.2KPI-13, CI-16

Annual expansion of endowment

7.3 Increased performance funding

7.4 Operating surplus

7.5 Named gifts, including endowed faculty chairs

* KPI = Board of Governors’ Key Performance Indicator. CI= Annual USF Sarasota-Manatee campus indicator.

• F O C U S O N Q U A L I T Y 2 0 2 0 •

Approved by USF Sarasota-Manatee Campus Board on April 10, 2015 • Approved by USF Board of Trustees on June 4, 2015

8350 N. Tamiami Trail, Sarasota, FL 34243(941) 359-4200 • usfsm.edu

usf sarasota-manatee strategic plan 2015-2020

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