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USF’s Competitive Advantage: USF is the catalyst in unifying and enriching an economically dynamic metropolitan area # 8 # 6 Forbes 2018 “Fastest Growing Cities in America” Tampa- Sarasota- St. Petersburg Bradenton 2
A Strategic Vision for the Future of USF Through Consolidation For the first time, the entire Tampa Bay region will be home to a Top 50 national, Preeminent university with world-class talent, academic and research programs. “It’s an opportunity for St. Petersburg and Sarasota-Manatee to have a preeminent university in their community. I think, naturally, it will have them rising together as opposed to being separate limbs,” - Representative Chris Sprowls, Bradenton Herald , 17 January 2018. 3
Key Milestones in the Consolidation Process March 11, 2018 Governor Scott signs the 2018 Florida Excellence in Higher Education Act into law March 5, 2019 USF Board of Trustees approves the Consolidation Implementation Plan and Timeline March 27, 2019 USF updates the Florida Board of Governors’ Strategic Planning Committee on Consolidation June 24, 2019 Governor DeSantis signs CS/HB 7071 into law November 1, 2019 Deadline for finalizing a draft of the SACSCOC Substantive Change Prospectus December 3, 2019 USF Board of Trustees meeting March 15, 2020 Deadline for submission of the SACSCOC Substantive Change Prospectus June 11, 2020 SACSCOC Board of Trustees meets to consider USF’s Substantive Change Prospectus July 1, 2020 USF begins operation under a single SACSCOC accreditation 4
Consultation: Toward One University Geographically Distributed 5
Guiding Principles for Consolidation 1. Strengthen USF’s stature as a Preeminent Research 5. Assure consistency of high impact research University with national and global prominence; across the university through establishing centers and programs of academic excellence 2. Embrace a model of “One University on each campus; Geographically Distributed” while preserving campus identity – guided by a transparent and 6. Enhance regional economic development while collaborative process; avoiding unwarranted duplication of academic programs, and 3. Commit to “Students First” , through expanding access and raising educational attainment while 7. Maximize performance, service quality and continuing USF’s national best practice of student operational efficiencies through optimizing the success and diversity; utilization of faculty talent and technology across the University. 4. Establish a clear, simple and unified leadership structure by aligning accountability with authority and valuing shared governance through engaging Approved by the USF BOT Consolidation, Accreditation students, faculty and staff on all campuses; and Preeminence Committee, April 23, 2018 6
Guiding Principles for Consolidation 1. Strengthen USF’s stature as a Preeminent Research University with national and global prominence 7
Slide #17 from BOG presentation 8
2. Embrace a model of “One University Geographically Distributed” while preserving campus identity – guided by a transparent and collaborative process • Actively engaged faculty and other stakeholders from all campuses and communities in multilayered planning for Consolidation, • Conducted a collaborative listening tour with faculty in Tampa, St. Petersburg and Sarasota-Manatee to fully grasp unique campus strengths and opportunities, • Identified opportunities for interdisciplinary centers of excellence in St. Petersburg, • e.g. marine & environmental sciences, journalism & media studies, the arts, financial services, K-12 science education, • Identified opportunities for interdisciplinary centers of excellence in Sarasota-Manatee, • e.g. aging studies, risk management & insurance, the arts, K-12 arts education, and • Reaffirmed commitment to addressing the needs of local communities and institutions. 9
3. Commit to “Students First”, through expanding access and raising educational attainment while continuing USF’s national best practice of student success and diversity • Aligned general education curricula across all three campuses, • One Office of Admissions to recruit a high ability and diverse student body prepared for higher levels of student success, • One Office of Student Success to provide students a path to timely graduation with a degree from a Preeminent research university, • Expanded access to educational programs across all three campuses, including the delivery of high quality online platforms, • Aligned degree programs and majors within those programs, including those with specialized accreditation, and • Strengthened student access for success through 2+2 transfer articulation, including FUSE graduation pathways, with Florida State College partners. 10
4. Establish a clear, simple and unified leadership structure by aligning accountability with authority and valuing shared governance through engaging students, faculty and staff on all campuses • Under a single accreditation there is one governing board (USF Board of Trustees), one chief executive officer (USF President), one mission, one set of goals, and one brand, • The USF President has the authority to manage and operate USF, subject to Board of Trustees’ oversight, • The President delegates certain authority including, but not limited to, budget, hiring and supervisory authority to other USF officers, following defined reporting lines (e.g., a department Chair reports to a college Dean, a college Dean reports to the Provost, the Provost reports to the President). Departments or schools operate within colleges, and • One Faculty Senate and one Student Government structure representing all three campuses will contribute to shared governance. 11
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Refreshed Role of the Regional Chancellors • President’s liaison with local business and economic development organizations, • President’s liaison with the local campus advisory board, • Identifying educational needs in the local community (e.g., workforce needs) • Identifying research needs of the local community, • Implementing approved budget for campus facilities and non-academic support staff, • Overseeing the hiring, development, retention, and rewards for local campus non- academic support staff, • Leading emergency preparedness and emergency management, and • Leading advancement activities: Leading philanthropic strategy and operations in the local community, • Pursuit of numerical targets for identification, qualification, cultivation, solicitation, and • stewardship of donors and alumni Managing fundraising and alumni relations staff on the campus • 14
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This Framework Meets the Requirements of SACSCOC and State Law The 2019 amendment of statutes calls for the St. Petersburg and Sarasota-Manatee campuses to meet the characteristics of a SACSCOC designated branch campus. The statute adopts the SACSCOC’s definition for a branch campus, which is an “…off-campus instructional site that is geographically apart from the main campus of the institution, whereby the branch campus is: Permanent; Offers courses in educational programs leading to a degree, certificate, or other recognized educational credential; Has its own faculty and administrative or supervisory organization; and (see Regional Chancellor/VP role and Muma College of Business example) Has its own budgetary and hiring authority.” (see Regional Chancellor/VP role and Muma College of Business example) 17
5. Assure consistency of high impact research across the university through establishing centers and programs of academic excellence on each campus • Building university-wide mechanisms to establish, nurture and reward nationally and globally interdisciplinary research programs of strategic impact on each campus, • Building an “on-ramp” to support faculty success in scholarly, research and creative productivity consistent with a Preeminent university on all campuses, • Approved one set of university-wide tenure and promotion guidelines, • Commitment to equity of faculty assignment; support for scholarly, research and creative impact; performance expectations; and, ultimately, compensation, regardless of campus location, and • Strategically recruiting world class faculty and student (undergraduate and graduate) talent to “destination” campuses defined by nationally competitive 18 programs.
6. Enhance regional economic development while avoiding unwarranted duplication of academic programs • Redoubling our commitment to USF’s role as an engine for regional economic growth, • Expanding support for innovation and entrepreneurship through education, research, and community engagement across all campuses, • Cultivating strategic partnerships for economic growth and societal enrichment throughout the Tampa Bay region, • Expanding engagement by Regional Chancellors with business and industry in their local communities, and • Aligning academic programs to meet the distinctive needs of the communities we serve. 19
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