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BeyondPossible2020 Strategic Plan Town Hall 01-23-2015

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Howard Holness

on 6 April 2015

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Transcript of BeyondPossible2020 Strategic Plan Town Hall 01-23-2015

2015 - 2020
External Pressure
Universities are facing tremendous pressure

Paradigm shifts include:
Shifts in how universities are funded
Shifts in how students select schools
Shifts in how students learn and how information is obtained

Ultimately it is not just about providing a good education,
but a

FIU can seize the opportunity to redefine the role of a public research university engaged with its metropolitan community

BOG Performance Goals & Outcomes | 2013 - 2014
Goal: 34
BOT Performance Goals and Outcomes | 2013 - 2014
Goal: 22
Projected Performance Metrics Scores | 2015 - 2016
Overarching Goals to Stand United for Student Success
Nurture a culture of continuously improving student success

Adopt new course pedagogies using evidence-based decisions that demonstrate best approach for improved student success

Expand successful approaches to all gateway course sections

Break the bell curve mentality - keeping same percentage of students in each grade category  

Overarching Goals to Stand United for Student Success
Nurture a culture of service excellence for all staff

Use technology to allow for evaluation of services (including customer service staff) e.g. anonymous comments at private #FIUCARES account and mandatory name tags for front-line customer service employees

Reward staff providing the best service and improvement plans for those who do not
Overarching Goals to Stand United for Student Success
Nurture a culture of collaboration between units and individuals

Provide incentives for collaboration between units and individuals (e.g. critical investments, university wide grant applications, etc.)

Organize units wherever possible to maximize cooperation between faculty, staff and students (e.g. interdisciplinary programs and schools, organized research units and administrative coordination with local deployment of student success initiatives)
Improved Pedagogies Not Enough
Student Success: Goals
Improve six-year graduation rate from 53% to 70% by 2020

Improve retention rate from 78% to 90% by 2020

Exceed BOG measure for career placement to over 80% employed averaging over $40,000 in wages within one year of graduation

Strategically increase enrollment to 65,000

Strategies within the following categories:

Faculty Support
Utilizing Technology
Course Improvement
Student Support
Student Success: Course Improvement

Improving instruction

Foster culture shift towards valuing effective teaching (e.g. hiring full-time instructors vs. adjuncts to teach critical lower-division courses)

Develop reward system to incentivize & celebrate excellent teaching

Expand Center for the Advancement of Teaching

FIU National/World Ranking Goals
Washington Monthly
ranks universities contributing to the public good focusing on three categories:
Social Mobility
(recruiting and graduating low-income students),
(producing cutting-edge scholarship and PhDs), and
(encouraging students to give something back to their country)

2013 FIU ranked #41 in the nation
2014 FIU ranked #24 in the nation
2020 goal: Top 20 in the nation

FIU National/World Ranking Goals
Times Higher Education
ranks top 100 world universities under 50 using the same 13 performance indicators as
US News & World Report
but a reduced rating on subjective indicators of academic prestige. Five headline performance categories are Research (30%), Citations (30%), Teaching (30%), International Outlook (7.5%), Industry income (2.5%)

2013 FIU ranked #84 in the world
2014 FIU ranked #73 in the world
2020 goal: Top 50 in the world

Washington Monthly
National Ranking

1--University of California–San Diego
2--University of California–Riverside
3--University of California–Berkeley
4--Texas A&M University
6--Stanford University
7--University of Washington–Seattle
8--University of Texas–El Paso
9--Case Western Reserve University
10--Harvard University
11--Georgia Institute of Technology
12--University of NC–Chapel Hill
13--University of Michigan–Ann Arbor

15--University of CA–Santa Barbara
16--University of California–Davis
17--University of Wisconsin–Madison
18--Ohio State University
19--University of Notre Dame
20--University of Texas–Austin
21--University of Florida
22--Brigham Young University
23--Utah State University
24--Florida International University
25--Vanderbilt University
26--University of Illinois
27-- Princeton University
28– Arizona State University

Faculty, Staff & Administration United for Student Success
Break down silos
Student Success
Synergize Efforts
Strategic Planning and Implementation
The Strategic Planning Process
Financial Base/Efficiency
Carnegie Very High Research
Student Success: Course Improvement

Redesign of 17 Critical Courses

Convert adjunct to instructor lines where possible, especially high-impact courses, initially focusing on lower division

Use College Algebra as a case study for data driven decisions

Benchmarked national best practices and trends
Report instructor’s track record for student completion rates
Developed FIU centric approach
Measured improvement then recalibrated approach every semester or year

Mastery Math Program

Increased College Algebra pass rate in face-to-face courses from 33% in 2010-11 to 63.7% in 2013-14 – a
31% increase

Revamped online Algebra course increased pass rate from 10% to 64.9% - a
55% increase,
outperforming the bricks and mortar class

5 LAs graduated and became Math teachers, 10 more LAs are in the Math Teacher Ed program

Mastery Math Program: Results
Student Success: Student Support

Student Communication
Utilize best practices in student communication (including use of social media and succinct emails/texts) to help promote student involvement and retention

Strategic Use of Financial Aid
Intentional, data-driven ways to use financial aid to enhance student success (e.g. Noel Levitz model)

Student Organizations
Provide support, space, and technical assistance with coordination and scheduling

Student Success: Student Support

Issue standard online application & review form for students & employers
Track number of experiential learning offerings & enrollments by program
Annotate internship experiences on transcript and/or e-portfolio
Engage FIU Alumni Association to build an externship program

Space Management
Increase “sticky” space from currently less than 5% to standard 30% for students to study and work collaboratively, and to encourage commuter students to stay on campus (moving some services to off-site locations)
Increase computer labs and study space with electrical outlets and Wi-Fi
Use current empty and green space for student seating

Student Success: Student and Faculty Support

Competency-Based Education & Prior Learning Assessment
Conduct feasibility and pilot studies to understand the viability of competency-based education and prior learning assessment

Faculty Support
Form Provost Council for the Advancement of Women and Minorities
Develop more effective, fair, & formative system for evaluating teaching
Develop faculty incentives for excellent teaching
Expand technology support for faculty, including online teaching
Offer stipends or course releases to faculty for discipline-based teams
Individualized support and consultation by CAT and faculty mentoring
Student Success: Utilizing Technology


Develop incentives to adopt low-cost e-textbooks
Enhance FIU support for web-assisted courses
Require students to train on how to take online courses
Faculty stipends to teach online or hybrid course
Leverage successful elements of FIU online 2.0 and existing face to face course reform
Increase number of online classes and degrees
Student Success: Utilizing Technology

Hybrid Courses

Substantially increase # of hybrid courses - conserve classroom space and reduce campus stresses (parking, public transportation, etc.)

Provide support for hybrid course development training

Stipends to attend the Hybrid Academy & partner with CAT

Provide additional IT support infrastructure
Preeminent Programs: Goals & Recommendations
Identify key characteristics of preeminent programs
Develop objective criteria assessing preeminent programs
Develop process to identify and support preeminent programs

Preeminent Programs Should:
Align with FIU’s mission
Support four themes: Arts, Environment, Globalization, & Health
Be nationally/internationally recognized
Be collaborative and inclusive
Leverage characteristics unique to FIU/Miami-Dade/South FL
Be self-sustaining
Be reputation enhancing
Preeminent Programs: Goals & Recommendations
Preeminent Programs: Rubric
The iREAL rubric was revised to make it more concise, clear, and useful across disciplines
Revised rubric addresses four domains:
University Priorities
Research/Creative Activities
Education Outcomes
Costs to Benefits
The committee recommended the rubric as just one component of a more extensive preeminence application process
Preeminent Programs: Rubric
Preeminent Programs: Identification & Support Processes

All FIU programs are eligible and self-identified

Applications will be reviewed by an interdisciplinary “Preeminent Programs Review Committee” (PPRC) appointed by the Provost

Applications include: self-assessment iREAL rubric, narratives, bios of faculty, quantified impact (people served, money raised, grant awards, and faculty awards, etc.), a five year business and academic plan, a communications and development plan, outside letters of support, and other objective evidence of preeminence

The PPRC will operate like a scientific review/foundation review committee, with recommendations made to the Provost and President - the ultimate decision-makers.

Dedicated infrastructure support: e.g. pre-application guidance, PPRC review and feedback, PR & marketing, development, finance, and research
Carnegie Very High Research: Goals

Increase research doctoral degree production from 159 to 200

Increase patent production from 2/year to 20/year

Increase research expenditures from $130M/year to $200M/year

Identify avenues to increase research and development funding through multiple sources, like philanthropy and entrepreneurship

Build research capacity
FY 2012 NSF Data on Key Carnegie Metrics Across SUS
Carnegie VHR: Infrastructure Group

Major Issues/Recommendations Discussed:

Research Unit Infrastructure Organization (RUIO)
Create an analytical-STEM complex where laboratories are properly supported
Develop infrastructure to address research facilities issues
Allocate space to graduate students
Appoint a research purchasing coordinator
Improve time for hiring employees (post-docs, administrative staff, etc.)

Establish mechanism for creation of interdisciplinary Organized Research Units (ORUs)

Allocate funds from both E&G and F&A sources to RUIO and to research equipment fund

Develop effective articulation of FIU research to increase awareness and elevate FIU brand recognition
Carnegie VHR: Personnel Group

Major Issues/Recommendations Discussed:

Create Classification System and Career Paths for Research Faculty
Increase Research Faculty in strategic and preeminent areas over the next five years (e.g. at least 25 % of faculty attrition lines will be allocated to these hires; 10-15% of performance funding will also be allocated)

Postdoctoral Fellows Initiatives
Increase Postdoctoral Fellows in strategic and preeminent areas over the next five years (e.g. accurately classify postdocs as postdocs; contracts that extend into Fall semester; teaching post-docs to cover areas of need, etc.)

Postdoctoral fellows as part of new faculty startup (allocation from F&A or E&G)
Carnegie VHR: PhD Productivity Group

Major Issues/Recommendations Discussed:

Increase STEM and overall PhD productivity

Create new PhD tracks within the strongest existing PhD programs

Strategically hire faculty in ways to Impact VHR Classification
Hire in STEM/interdisciplinary/clusters/growing areas

Support for better integration of DAS level faculty
Secondary appointments for DAS and other outstanding faculty in non-STEM areas and in departments without a PhD program
All DAS faculty may chair PhD dissertations

Increase endowed chairs and professorships

Greater flexibility at the unit level for supporting graduate students

Reduce barriers to increasing PhD productivity

Cluster Areas and Funding (2008-2014)

Financial Base/Efficiencies: New Funding Model

Implement performance/incentive based funding (currently incremental funding approach)

2.5-10% of budget to fund strategic plan initiatives
Funding based on student outputs (e.g. student credit hour vs. student credit completed; student enrollment vs. student graduation)
Reward departments that hit goals set by Chair and Dean
Reward units that hit goals set by Dean/VP, Provost and President

Critical investment aligns with FIU strategic plan and performance funding metrics

Leverage Faculty/Staff Attrition – strategic reallocation of human resources
50% replacement hires based on performance, 25% faculty hires to support research, 25% to support student success
Financial Base/Efficiencies Strategies: Cost Reduction

Deepen culture of continuous improvement & collaboration

Streamline business processes starting with the most impactful (e.g. eProcurement; Academic Works; time to completion of typical tasks)

Eliminate redundancies and consolidate where appropriate (e.g. internships, websites, CRM, data analysts)

Evaluate university costs and fee structures and contract to third parties where appropriate (e.g. facilities, rentals, etc.)

Leverage economies of scale (upper division classroom utilization; more online/hybrid courses and degrees)
Central Coordination with Local Deployment
FTIC 2-yr retention

FTIC 6-yr graduation rate

Average cost per bachelor’s degree

% bachelor’s degrees w/out excess hours

% of bachelors graduates employed full time or in graduate school

Median wage of bachelor’s graduates
Research doctoral degrees awarded

Research expenditures

Private gifts (annual gifts and overall endowment)

Number of startups

Number of students participating in internships

AA Transfer 4-yr graduation rate
Critical Performance Indicators:
Financial Base/Efficiencies: Diversify Revenue Streams
Incentivize and streamline innovation and entrepreneurial initiatives (e.g. “express” vs. complicated IP agreements; educate faculty and students of opportunities)

Develop goals and pipeline for technology transfer/patents & spinoffs

Identify commercialization opportunities (e.g. paid faculty/students consulting projects)

Increase public/private partnerships aligned with strategic priorities (e.g. paid internships; corporate partners like RCL & FPL)

Improve culture of philanthropy – educate faculty/staff

Expand academic health service opportunities
Financial Base/Efficiencies: Strategic Student growth
Targeted FTIC enrollment strategy to exceed BOG performance standards in retention and graduation

Seamless and accelerated 10-20 pathways from HS/AA/BS/MS/PhD

Launch Connect4Success program to dramatically expand pipeline of well prepared transfer students

Targeted enrollment growth: Online, Hybrid, Non-resident, Professional Masters, Dual Enrollment, Continuing Ed, Executive Education and Non-credit Certificate Programs

Strategic growth at BBC, FIU@I75, 1101 Brickell, China and other offsite locations
2014 - 2020 Enrollment Projections by Type
Student Enrollment Pipeline:
Student Enrollment Pipeline:
Florida Consortium of Metropolitan Research Universities
Leveraging location & strengths to build in thematic areas
The Arts
– Leverage three accredited museums, CARTA arts programs and strong presence in Miami Beach (MBUS, JMOF-FIU, Wolfsonian-FIU) to develop preeminent cultural arts management program

– Leverage Biscayne Bay campus and community embedded academic centers (ICTB@Kampong, Aquarius@Keys, WOW@EC) to support preeminent programs

– Leverage status as gateway to the Americas and international programs at MMC, academic centers (FIU Downtown and China campus) to support preeminent international programs and the first APSIA School in Florida

– Leverage Academic Health Collaborative structure to support unique multidisciplinary health programs serving our South Florida community (behavioral, developmental and mental heath, aging, and HIV)
Implementation strategies will be prioritized

Multiple implementation committees will be formed co-chaired by academic and administrative leads

Funding needed to implement will be calculated and resources identified from auxiliary and/or foundation funds, returned overhead from contracts and grants or E&G funding

Specific targets will be set each year to reach 2020 goals

Steering committee of the strategic plan will meet on a regular basis and review status reports from each of the implementation committees and modify course as necessary

Beyond Possible
Roadmap to Success
Strategic Plan Timeline

FIU will respond quickly to changes in higher education and continue to redefine the role of a top community engaged public research university

>50,000 enrolled
>3,000 enrolled
For many, breaking the bell-curve mentality is akin to defying gravity
- without it, we cannot improve student success

Beyond Possible

Together we serve:

60% of Florida’s population

50% of the SUS bachelors degrees

60% of the online students

70% of Florida’s minority population

162,000 students

Designing the FIUBeyondPossible2020 strategic plan using the nine iREAL recommendations as its foundation

Eye on Performance Metrics

Five Committees:
Steering Committee
Four Focus Area Committees:
Student Success
Preeminent Programs

Over 60 people from all units

Nearly 70 meetings over four months

Know where we want to go and when we want to get there

Choose/build best vehicle(s) to get us there quickly

Choose/create optimum path(s) depending on conditions present

Keep hands on wheel and avoid distractions and divergences

Check in regularly and adjust plan to reach destination on schedule
Strategic Plan Committee Members
Steering Committee
Kenneth Furton, Chair
Elizabeth Bejar, Co-Chair
Carlos Becerra
Alexis Calatayud
Andres Gil
Yogi Hernandez
Barbara Manzano
Eric Wagner
Kathleen Wilson
Staff: Emily Gresham
Student Success
Kathleen Wilson, Chair
Alexis Calatayud, Co-Chair
Elizabeth Bejar
Connie Boronat
Eric Brewe
Susan Clemmons
JC Espinosa
Matthew Hagood
Michael Hughes
Nicole Kaufman
Patricia Pereira-Pujol
Dorret Sawyers
Jamie Sutton
LeAnne Wells
Isis Artze
Leslie Richardson
Preeminent Programs
Eric Wagner, Chair
Terry Witherell, Co-Chair
Carlos Becerra
Todd Crowl
Yesim Darici
Jennifer Doherty-Restrepo
Adam Drisin
Christina Jardim
Shivani Joshi
Michelle Mason
Richard Miltner
William Pelham
Carolyn Runowicz
Financial Base Efficiency
Barbara Manzano, Chair
Aime Martinez, Co-Chair
Jose Aldrich
Jerry Cohen
Juan Cueto
Jazmin Felix
Carlos Flores
Jeff Gonzalez
Deborah Hasson
Yogi Hernandez
Cem Karayalcin
Liane Martinez
Mihaela Plugaresu
Dileep Rao
Marta Torres-Berlingeri

Carnegie VHR
Andres Gil, Chair
Ranu Jung, Co-Chair
Shahed Al-Tammar
William Anderson
Dorothy Brooten
Winifred Newman
Maureen Pelham
Darden Pyron
Meri-Jane Rochelson
Jean Rahier
Yuk Ching Tse Dinh
Dale Williams
Dr. Leonardo Fefreira
Full transcript