DRAFT DOCUMENT
Introduction
As the President’s Strategic Planning document stated, the University of Florida has a unique opportunity to become a great university. With the support of its Board of Trustees and an outstanding group of faculty and students, the University needs to invest in areas that will guarantee its future promise and carefully assess its investments.
This draft is an attempt to lay out the academic costs associated with the strategic plan. The President and the Office of Academic Affairs are still involved in conversations with various leaders on campus to obtain their feedback for the plan and the costs associated with it. In addition, conversations are still ongoing about the funds that units can provide internally toward meeting the cost of the plan.
There are several recommendations that were encompassed in the President’s final report. These recommendations are all identified in this document and the funding associated with them. Not all the recommendations have equal standing and should the funding not be available to accomplish these recommendations, certain recommendations will take priority over others. Those recommendations that have greatest significance, as indicated in each of the previously mentioned reports, are: funding positions in the critical areas of academic life; funding the positions related to the interdisciplinary priorities; hiring staff to support these positions; funding the faculty pay initiatives; hiring lecturers; and providing support for graduate students. In addition to the Strategic Planning recommendations regarding undergraduates, the Office of Academic Affairs is examining ways and resources necessary to strengthen support programs in mathematics, writing, and science and is reviewing a scholarship initiative to recruit and support outstanding national and international students, much like the Lombardi scholarship recruits the top in-state students.
The funding needs fort he first year of the plan total $17.8 million. The University believes it can general approximately half that sum internally in year one. The rest will have to be generated from student tuition and enrollment growth, particularly at the graduate level. The University receives approximately $1 million for each percent increase in tuition. Given the low rate of tuition, a 7.5% tuition increase for all students seems appropriate, and it would fund nearly half the plan. The continued increase of enrollment growth, especially at the master’s level, at the rate of 250 FTE per year would generate approximately $4.25 million. These funds together would then provide the funding needed to implement the strategic plan in its first year.
A summary
of internal funds is indicated at the very back of the list of strategic recommendations.
Summary of Recommendations,
Timeline, and Projected Costs
1. Continue work with legislative leaders to complete the process of
devolution, giving the University and its Board of Trustees greater control
of its resources, including the ability to set tuition and fees.
Responsible Parties: President, Provost, BOT, VP for Government Relations, VP Barrett, VP Martin
Timeline: Spring 2003
Cost: 0$
Evaluation: Progress in achieving flexibility in tuition and fees
2. Develop a plan to integrate all resources from the state and the university
toward the achievement of the strategic goals.
Responsible Parties: President, Provost, Vice Presidents
Timeline: Summer 2003
Cost: Funding support for strategic plan to be determined
Evaluation: Development of plan
3. Develop a precise plan to invest faculty positions in specific areas in the
Colleges of Liberal Arts and Sciences, Engineering, Medicine, and
Agricultural and Life Sciences with the following specific goals:
A. Determine the strategically important disciplines in the Colleges. Formulate an investment strategy in selected areas in these disciplines as part of a coherent overall strategy to raise the reputations of the departments and the Colleges
Responsible Parties: Provost, VP Martin, VP Barrett, VP Phillips, Deans Khargonekar, Sullivan, Tisher, and Cheek
Timeline: Fall 2003
Cost: 40 positions per year at $4.8 million per year, for a total of 200 new positions over five years at a cost of $24 million (CLAS 70, CALS 50, ENG 40, MED 40). These positions will be used to strengthen the essential core components of each unit and to advance the interdisciplinary priorities.
Evaluation: Do the investments support the interdisciplinary strategies? Does it align with thrusts in other colleges? Is the investment strategy realistic and congruent with resources? How does such an investment strategy compare with peer institutions’? Do the searches align with the strategic plan? What is the justification for the searches in areas where it does not align with the strategic plan?
B. Develop an accountability process to evaluate the success of the departments and colleges in implementing the strategy.
Responsible Parties: Provost, VP Barrett, VP Martin, Deans Khargonekar, Sullivan, Tisher, and Cheek
Timeline: Fall 2003
Cost: 0$
Evaluation: Short-term: Success in hiring, track record of hires measured in terms of publications, grants, etc. Long term: Assessment measures
C. Hire support staff for all the new positions identified in this document – determined at a ratio used by the state of approximately 1 staff for each additional 3 faculty positions.
Responsible Parties: Provost, Vice Presidents, and Academic Deans
Timeline: Fall 2003
Cost: $32,000 per position ($40,000 including fringe benefits). Hire for 20 positions per year at $800,000. Total of 100 positions over 5 years for a total of $4 million.
Evaluation: Is the investment strategy realistic and congruent with resources? How does such an investment strategy compare with peer institutions? Is the investment necessary if technology that supports faculty keeps improving?
4. Develop a plan to challenge all colleges and programs to focus their
resources and to strengthen their core areas of excellence. Such investments need to be made selectively.
Responsible Parties: Provost, Vice Presidents, Academic Deans
Timeline: Fall 2003
Cost: 10 positions at $1 million per year at $100K per position, for a total of 50 new positions at $5 million over 5 years.
Evaluation: Assessment measures
UF must adopt institutional strategies unique to its position, circumstances, and strengths that will achieve maximum impact and enhance its reputation in the halls of academe, industry, government, and in the public mind. These specific areas of interdisciplinary research and education are specified as follows, and all colleges are eligible to compete for these positions:
5. Research and education in Cancer and Genetics
Responsible Parties: Provost, VP Martin, VP Barrett, VP Phillips, Academic Deans
Timeline: Fall 2003
Cost: 10 positions over 5 years; cost $1.5 million
Evaluation: Assessment measures
6. Research and education on the Brain
Responsible Parties: Provost, VP Barrett, VP Phillips, Academic Deans
Timeline: Fall 2003
Cost: 5 positions over 5 years; cost $750K
Evaluation: Assessment measures
7. Research in biotechnology, particularly at the interface of medicine and nanoscience
Responsible Parties: Provost, VP Martin, VP Barrett, VP Phillips,
Academic Deans
Timeline: Fall 2003
Cost: 5 positions over 5 years; cost $750K
Evaluation: Assessment measures
8. Research and education on the social and medical problems associated with Aging
Responsible Parties: Provost, VP Barrett, VP Phillips, Academic Deans
Timeline: Fall 2003
Cost: 5 positions over 5 years; cost $500K
Evaluation: Assessment measures
9. Research and education into the status of children and families
Responsible Parties: Provost, VP Phillips, VP Martin, Academic Deans
Timeline: Fall 2003
Cost: 5 positions over 5 years; cost $500K
Evaluation: Assessment measures
10. Research and education in ecology and the environment
Responsible Parties: Provost, VP Phillips, VP Martin, Academic Deans Timeline: Fall 2003
Cost: 5 positions over 5 years; cost $500K
Evaluation: Assessment measures
11. Internationalization of the campus and the curriculum
Responsible Parties: Provost, Dean Jett, Academic Deans
Timeline: Fall 2003
Cost: $50K per year
Evaluation: Assessment measures
Faculty Initiatives: Each department’s and college’s reputation is built on the successes of individual faculty members and teams of researchers. The best faculty can be recruited and retained only if UF offers competitive salaries and benefits and a supportive and stimulating academic environment.
12. Improve faculty salaries for full professors (Salary Performance Plan – cost $650K per year
Responsible Parties: Provost
Evaluation: Assessment measures
13. Provide merit salary increases for the top teacher-scholars – cost $300K per year to be matched by the colleges
Responsible Parties: Provost, VP Barrett, VP Martin, Academic Deans
Evaluation: Assessment measures
14. Make substantially more one-semester full pay sabbaticals available on a competitive basis – cost $250K, ultimately reaching $500K per year (will provide 100 new sabbaticals per year at full-pay for one semester).
Responsible Parties: Provost
Evaluation: Assessment measures
15. Review hiring, tenure and promotion policies relative to family issues, including employment of a trailing spouse and child-care.
Responsible Parties: Provost, VP Barrett, VP Martin, Academic Deans, Faculty Senate
Timeline: Fall 2003
Cost: uncertain at this time
Evaluation: Assessment measures
16. Develop a strategy to assist faculty members in obtaining national and international recognition for their work.
Responsible Parties: Provost, VP Baker, VP Barrett, VP Martin, Academic Deans
Timeline: Spring 2003
17. Promote and advance leadership skills of faculty, particularly among women and minorities
Responsible Parties: President and Provost, Vice Presidents, Deans, Faculty Senate
Timeline: Fall 2003
Cost: $4K to dept. for release of 10 faculty per year (total cost of $40K per year) to serve in deans, vp, provost’s and president’s office
Evaluation: Assessment measures
18. Consider innovative recruiting and retention methods to improve faculty diversity.
Responsible Parties: Provost, Vice Presidents, Academic Deans
Timeline: Fall 2003
Cost: $300K per year (College must match at $300K for up to five years). Total cost would be $3 million over 5 years for 30 new faculty.
Evaluation: Assessment measures
19. To ensure the quality of the faculty, UF should establish a six-year period before tenure consideration, allowing faculty to establish a significant record of achievement before tenure.
Responsible Parties: Provost, Vice Presidents, Academic Deans, Faculty Senate
Timeline: Summer 2003
Cost: 0$
Evaluation: Assessment measures
20. As part of the six-year timeline to tenure, UF should develop a formal three-year review for all tenure-accruing faculty.
Responsible Parties: Provost, VP Martin, VP Phillips, VP Barrett, Academic Deans, Faculty Senate
Timeline: Fall 2003
Cost: 0$
Evaluation: Assessment measures
21. Institute a career instructional track for hiring lecturers whose primary assignment is in the areas of instruction, pedagogical development, and service. The goal would be to use this track to help reduce class size. All colleges would be eligible, with largest needs currently existing in CLAS, Business, Journalism, and Health and Human Performance.
Responsible Parties: Provost, Vice Presidents, Academic Deans
Timeline: Summer 2003
Cost: $400K per year for 8 new instructional faculty. Total cost of $2 million for 40 new instructional faculty over 5 years.
Evaluation: Assessment measures
Enrollment Goals: The University’s reputation and success depend heavily on the quality of its graduate and undergraduate programs.
22. Maintain freshman admissions at approximately 6500 per year and a campus student population of 45,000.
Responsible Parties: Provost, Director of Admissions
Timeline: Fall 2003
Cost: None
Evaluation: Assessment measures
23. Maintain community college transfer numbers at approximately 2,000
students per year, depending on the space availability in the various colleges.
Responsible Parties: Provost, Director of Admissions
24. Increase the size of the graduate enrollment by 3,000 students over the
next eight years in selected areas.
Responsible Parties: Provost, VP Phillips, VP Barrett, VP Martin, Academic Deans
Timeline: ongoing
Cost: Additional tuition waiver dollars, but most of this growth would be at MA and MS levels
Evaluation: Assessment measures
Graduate Student Initiatives: Graduate students represent the next generation of scholars and entrepreneurs who stand to create knowledge and promote economic growth in the state and the nation. There is intense national competition to recruit the best prospects for graduate school. The best graduate students can be recruited only if UF offers competitive stipends and benefits and a supportive and stimulating academic environment.
25. Improve stipends for graduate assistants, provide health insurance, and
strengthen the Alumni Fellowship program.
Responsible Parties: Provost, VP Phillips
Timeline: Fall 2003, ongoing
Cost: $500K continuing
Evaluation: Assessment measures
26. Improve the retention rate, mentoring, and time-to-degree in graduate
programs. These funds will be routed through the Graduate School to assist departments in aligning with national norms in these areas and to establish model programs in retention and mentoring.
Responsible Parties: Provost, VP Phillips, Graduate Council
Timeline: Fall 2003, ongoing
Cost: $50K per year
Evaluation: Assessment measures
27. Develop state-of-the-art placement services for graduate
students. Career services will be augmented in close collaboration with the Graduate School and departments to facilitate the placement of graduate students in academic and non-academic positions. A portion of the money will be devoted to professionalizing graduate students through workshops and seminars in such topics as: grant-writing and Federal agencies; resumes and curriculum vitae for academic and non-academic positions; interviewing for academic and non-academic positions.
Responsible Parties: VP Phillips, Dean Gerhardt, Graduate Council
Timeline: Fall 2004
Cost: $100K per year
Evaluation: Assessment measures
28. Regularize the employment status of postdocs and provide access to
health insurance. (Cost contained within contracts and grants). “Postdoctoral Associate” will become a faculty title in January 2003. As a consequence, postdoctoral associates will be eligible for state health insurance benefits.
Responsible Parties: Provost, Vice Presidents, Academic Deans
Timeline: January 2003
Cost: contained within the contracts and grants
Evaluation: Assessment measures
Undergraduate Initiatives: Continue to enhance the quality of the undergraduate experience and promote new opportunities for our students.
29. Promote greater opportunities for Study Abroad. These funds will be used
as a source of start-up for faculty development of new international programs. Substantial staff and faculty time must be devoted to developing new opportunities and to arranging the details of student participation.
Responsible Parties: Provost, Dean Jett, Academic Deans
Timeline: Fall 2003, ongoing
Cost: $100K per year, funded by the International Center
Evaluation: Assessment measures
30. Increase opportunities for volunteer service, internships, and leadership
programs. These funds will be used for the infrastructure devoted to expanding, promoting, and maintaining these activities. Substantial staff time must be devoted to developing new contacts and to arranging the details of student participation.
Responsible Parties: Provost, Vice Presidents, Academic Deans
Timeline: Fall 2003, ongoing
Cost: $100K per year
Evaluation: Assessment measures
31. Continue to promote research opportunities with faculty. These funds will
be used as seed money to stimulate and initiate new research projects for students with the objective of establishing substantial external funding to grow and maintain them.
Responsible Parties: Provost, Vice Presidents, Academic Deans
Timeline: Fall 2003, ongoing
Cost: $200K per year
Evaluation: Assessment measures
32. Develop opportunities for undergraduates to obtain both a bachelor’s and
master’s degree before leaving UF.
Responsible Parties: Provost, Vice Presidents, Academic Deans, Graduate Council
Timeline: Fall 2003, ongoing
Cost: 0$
Evaluation: Assessment measures
Create State of the Art Information Technology System to enrich the academic environment for students, faculty and staff.
33. Implement a technology fee to support efforts to improve technology for
students and faculty in and of the campus
Responsible Parties: Provost, Vice Provost Frazier, Vice Presidents,
Academic Deans
Timeline: Fall 2003
34. Help Desk for Students
Cost: $1.1 million annually
Responsible Parties: Vice Provost Frazier
Timeline: Fall 2003
35. Create Virtual Union on Campus
Cost: $1.5 million initially and $570K annually
Responsible Parties: Provost, Vice Provost Frazier, Vice Presidents,
Academic Deans
Timeline: Fall 2003
36. Continue efforts to provide wireless support throughout the campus.
Responsible Parties: Provost, Vice Provost Frazier, Vice Presidents,
Academic Deans
Timeline: Fall 2003, ongoing
Cost: $1.2 million initially and $290K annually
Evaluation: Assessment measures
37. ERP System
Cost: $3.5 million for first two years and $2 million in 3rd year (IT portion only)
Responsible Parties: Provost, Vice Provost Frazier, Vice Presidents,
Academic Deans
Timeline: Fall 2003, ongoing
The University needs to continue to pursue initiatives to enhance quality of the academic programs, create efficiencies, and to address state needs:
38. Relocate the College of Natural Resources and the Environment as a
School in the College of Agricultural and Life Sciences
Responsible Parties: Provost, VP Martin, Dean Cheek, Sullivan, Khargonekar
Timeline: Process initiated in Fall 2003
Cost: Small savings
Evaluation: Assessment measures
39. Develop a new focus on Water Resources.
Responsible Parties: Provost, VP Martin, Deans Khargonekar, Sullivan, Cheek
Timeline: Fall 2003, ongoing
Cost: Contained in allocation to IFAS, CLAS, and Engineering
Evaluation: Assessment measures
40. Add a strong medical component as a central part of the effort to enhance the activities of the Institute on Aging.
Responsible Parties: Provost, VP Barrett, Dean Tisher, Faculty in the Institute on Aging
Timeline: Fall 2003, ongoing
Cost: Contained in allocation to Medicine
Evaluation: Assessment measures
41. Develop new ways to address the critical state shortages of trained specialists in information technology, nurses, and secondary school teachers in science, mathematics, and foreign languages.
Responsible Parties: Provost, Deans Long, Khargonekar, Emihovich, Sullivan, Cheek
Timeline: Fall 2003, ongoing
Cost: Unclear at this time
Evaluation: Assessment measures
42. Establish a strong and innovative campus-wide undergraduate writing program.
Responsible Parties: Provost, Vice Presidents, Dean Sullivan, Deans
Timeline: Fall 2003
Cost: $100K initially and then 30K per year
Evaluation: Assessment measures
43. Develop an integrated undergraduate program in biology.
Responsible Parties: Deans Sullivan, Cheek, Tisher
Timeline: Fall 2003
Cost: Contained in budget allocation to CLAS and AG
Evaluation: Assessment measures
44. Consider developing an economics unit within Liberal Arts and Sciences.
Responsible Parties: Provost, Dean Sullivan
Timeline: Uncertain at this time
Cost: Unclear at this time
Evaluation:
45. Appoint a faculty committee in Health and Human Performance to develop a plan for the future and ways the College can interface with the interdisciplinary priorities.
Responsible Parties: Provost, Dean HHP
Timeline: Spring 2004
Cost: None
Evaluation: Assessment measures
46. Consider merging recreational sports programs into the Office of Student Affairs.
Responsible Parties: Provost, VP Scott, Dean HHP
Timeline: Fall 2003
Cost: None
Evaluation: Assessment measures
47. Adopt a comprehensive review procedure to sunset centers and institutes
that no longer perform first-rate research and service.
Responsible Parties: Provost, VP Phillips
Timeline: Process initiated in Fall 2003
Cost: None
Evaluation: Assessment measures
Allocations of Resources to Achieve Strategic Imperatives:
The best support mechanism will be the allocation of funds to accomplish the goals of the strategic plan.
48. Reallocate a certain proportion of DROP lines appropriately to support the
goals of the strategic plan.
49. Set an annual goal for internal reallocation of funds at one percent of the base budget.
50. Allocate new funds to further the goals of the strategic plan.
51. Encourage investment in research priorities through funds available in the
University of Florida Research Foundation and the Division of Sponsored Research.
52. Establish a comprehensive university-wide assessment of the strategic goals and the progress achieved in realizing them in the annual program reviews.
Responsible Parties for 48-52: Provost
Timeline: Fall 2003
Cost: Unclear at this time
Evaluation: Assessment measures
Summary:
– 305 new positions over five years (includes 40 lecture positions and 30 minority positions.
– cost of $17.8 million in year one; subsequent cost of approximately 12.7 million per year for four years. For a total cost of $53.7 million over 5 years.
– estimate for space needs for new faculty - $50,000,000 based on square foot demands of science and non-science faculty and laboratory needs.
Internal Funds Earmarked to Implement the Strategic Plan
1. University of Florida Foundation provides an amount to be determined annually in support of the strategic plan.
2. University of Florida Research Foundation provides a like amount annually in support of the plan.
3. UFRF also provides supplementary funding for library needs of interdisciplinary priorities and disciplinary priorities through IDC.
4. Contracts and Grants provides additional support annually in matching dollars for start-up funds with the colleges.
5. UAA provides support for mathematics, writing, and science help labs. and fee waivers for student-athletes.
6. Shands provides an annual amount to support the Health Center Colleges and especially the Interdisciplinary Initiatives that are Health Center related in the strategic plan.
7. The Division of Continuing Education provides a recurring amount annually in support of the strategic plan.
8. Administrative Affairs earmarks an annual sum to offset costs of ERP systems.
9. The Northeast Regional Data Center (NERDC) Auxillary provides one-time funding for the IT portion of the strategic plan.
10. Internal Reallocations will provide an annual recurring amount to fund the strategic plan.
11. The total from all sources internally will be between $8 and 12 million annually in support of the strategic plan.