The UWF Strategic Planning Facilitators

1. The UWF Strategic Planning Facilitators Robert Dugan, Jim Hurd, Kyle Marrero, Dottie Minear, Stacie Whinnery, and Josh Finley The University of West Florida Strategic Plan: 2012-2017

2. Guiding Principles for Updating the UWF Strategic Plan • Respectful of Prior Work. • Inclusive and Properly Vetted. • Data Informed. • Relevant. • Valued. • Balanced. • Carefully Written. • Multi-format. • Coherent. • Measurable. • Progressive. • Visible. • Fiscally Manageable. • Dynamic. Refer to Appendix A on page 14.

3. Strategic Plan Development Refer to pp. iii-iv and to Appendix E on pp. 23-24.

4. Strategic Directions Student Success Enhanced Student Access, Progression, and Learning and Development Instruction & Research Distinctive Teaching, Scholarship, Research, and Professional Contributions Services, Infrastructure & Accountability Sustainable Institutional Excellence Partnerships Valued Partnerships: Community Engagement and Service Refer to pages 3-4.

5. 1. Enhanced Student Access, Progression, and Learning and Development UWF Priority 1.1. Foster student learning and development to include the knowledge, skills, and dispositions that optimize students’ prospects for personal and professional success. UWF Priority 1.2. Facilitate students’ access to and choice of the University of West Florida to meet their higher education needs. UWF Priority 1.3. Improve student persistence and timely progression to degree attainment. Student Learning & Development Student Access & Choice Student Completion Refer to pages 5-6.

6. 2. Distinctive Teaching, Scholarship, Research, & Professional Contributions UWF Priority 2.1. Respond to the changing needs of the region, state, and nation by investing strategically to support innovative instruction and high-quality, relevant, and distinctive academic and research programs. UWF Priority 2.2. Recruit, support, retain, and recognize dedicated, high-quality faculty who advance the mission, vision, and values of the University. UWF Priority 2.3. Build a vibrant culture of scholarship and research that aligns with UWF’s strengths and capacities and supports UWF’s mission, vision, and values. High-Quality Programs High-Quality Faculty Focused Scholarship & Research Refer to pages 7-8.

7. 3. Valued Partnerships: Community Engagement and Service UWF Priority 3.1. Develop, cultivate, assess, and sustain a network of mutually beneficial community partnerships. UWF Priority 3.2. Advance the economy and quality of life in the region through partnerships with the citizens, businesses, organizations, and communities UWF serves. UWF Priority 3.3. Expand community awareness, visibility, and support of UWF through its mutually beneficial partnerships. Network of Partnerships Partnership Activity UWF Visibility Refer to page 9.

8. 4. Sustainable Institutional Excellence UWF Priority 4.1. Support and sustain the high-quality services and infrastructure needed to achieve identified UWF priorities. UWF Priority 4.2. Recruit, develop, retain, and recognize dedicated, high-quality staff members who advance the mission, vision, and values of the University. UWF Priority 4.3. Maximize the acquisition and deployment of resources, and strategically align and integrate planning, budgeting, assessment, and continuous improvement efforts. High-Quality Services & Infrastructure High-Quality Staff Resource Effectiveness & Efficiency Refer to pages 10-11.

9. Monitoring Performance Performance Indicators Already Monitored By the Board of Trustees and Board of Governors See Appendix C Refer to pages 16-18.

10. Considerations for Developing Mission Statement • University expectations. • Community expectations. • Trustee expectations. • Board of Governors expectations. • Statutory and Constitutional expectations. • Accreditation expectations. Refer to page 2.

11. Proposed UWF Mission The University of West Florida (UWF) is a public university based in Northwest Florida with multiple instructional sites and a strong virtual presence. UWF’s mission is to provide students with access to high-quality, relevant, and affordable undergraduate and graduate learning experiences; to transmit, apply, and discover knowledge through teaching, scholarship, research, and public service; and to engage in community partnerships that respond to mutual concerns and opportunities and that advance the economy and quality of life in the region. UWF is committed to planning and investing strategically to enhance student access and educational attainment; to build on existing strengths and develop distinctive academic and research programs and services that respond to identified regional and state needs; and to support highly qualified faculty and staff who engage students in rigorous, high-impact,2student-oriented learning experiences that enhance personal and professional development and empower alumni to contribute responsibly and creatively to a complex 21st Century global society. Refer to page 2.

12. Proposed UWF Vision:Where do we want to be in 5 or 10 years? The University of West Florida aspires to be widely recognized as a model of excellence and relevance, sought out as a distinctive intellectual and cultural center, valued as an engaged partner, and acclaimed for being “different by design.” Refer to page 2.

13. UWF Values Caring Maintaining a safe and dynamic learning and working environment that fosters the development of individual potential. Collaboration Promoting a culture of supportive and cooperative interactions and communication to advance and achieve shared expectations and goals. Distinctiveness Choosing to be different by design. Inclusiveness Welcoming, respecting, and celebrating the ways in which people and ideas are different and the ways in which they are similar. InnovationExploring, expanding, and enhancing learning and knowledge through transforming experiences. Integrity Doing the right thing for the right reason. Quality Committing to uncompromising excellence. RelevanceAdding value to enrich the personal and community lives of stakeholders. Stewardship Managing responsibly the resources entrusted to the University. Refer to pages 2-3.

14. Additional Components • Strategic Plan • Mission, Vision, and Values • Strategic Directions • Context • UWF Priorities • Actions • Key Performance Indicators • Implementation Plan • Division Operational Plans w/ Indicators • Unit Tactical Plans w/ Indicators Refer to pages 4-11 and to Appendices C & D on pages 16-22.

15. Monitoring Additional Potential Performance Indicators Additional Examples of Potential Implementation Performance Indicators See Appendix D Refer to pages 19-22.

16. Implementing the UWF Strategic Plan Refer to pages 11 and 19.

17. The UWF Strategic Planning Facilitators Robert Dugan, Jim Hurd, Kyle Marrero, Dottie Minear, and Stacie Whinnery The University of West Florida Strategic Plan: 2012-2017

18. Additional Slides, if Needed Recommended High-Level Actions For Each UWF Priority

19. 1.1. Foster student learning and development to include the knowledge, skills, and dispositions that optimize students’ prospects for personal and professional success. Action: Implement specific curricular and cocurricularinitiatives to foster student learning and development. Monitor student achievement both during students’ time at UWF and subsequent to their graduation to determine their levels of success in attaining the knowledge, skills, and dispositions needed for meaningful employment, responsible citizenship, personal fulfillment, and life-long learning in the 21st Century global society. Refer to page 5.

20. 1.2. Facilitate students’ access to and choice of the University of West Florida to meet their higher education needs. Action: Develop and execute a University-wide coordinated and strategic recruitment and enrollment plan that defines an optimal student profile within the context of UWF’s mission and available resources. Develop strategies for enhancing the degree to which prospective students select UWF as their first choice for higher education. Action: Facilitate student’s financial access to UWF by seeking ways to increase institutional and donor support, coordinate state and federal support, and provide assistance for students in navigating the financial aid process. Monitor students’ direct cost of attending UWF in terms of unmet financial need. Refer to page 5.

21. 1.3. Improve student persistence and timely progression to degree attainment. Action: Develop and implement a University-wide comprehensive plan to improve student retention and timely degree completion (baccalaureate and graduate) through strong academic programs, improved academic support, and robust student life experiences (which also enhance student learning, increase UWF visibility, and promote choice of UWF). Refer to page 6.

22. 2.1. Respond to the changing needs of the region, state, and nation by investing strategically to support innovative instruction and high-quality, relevant, and distinctive academic and research programs. Action: Develop and implement an academic program master plan that, within the context of UWF’s mission and available resources, identifies relevant programs for development which address the needs of the region, state, and nation; supports innovative instruction to meet the needs of all students; includes strategies for moving select academic and research programs to greater levels of distinction; and aligns resources to support these initiatives. Action: Expand efforts to engage students in high-impact, experiential learning activities such as internships, service learning, practicum placements, study abroad, research, or related professional experiences. Refer to page 7.

23. 2.2. Recruit, support, retain, and recognize dedicated, high-quality faculty who advance the mission, vision, and values of the University. Action: Develop and implement specific initiatives aimed at enhanced recruitment, retention, compensation, development, and celebration of high-quality faculty from diverse backgrounds who demonstrate a commitment to UWF values and contribute to UWF’s mission and vision. Refer to pages 7-8.

24. 2.3. Build a vibrant culture of scholarship and research that aligns with UWF’s strengths and capacities and supports UWF’s mission, vision, and values. Action: Develop and implement a focused UWF research plan that includes initiatives to promote scholarship and research that improve teaching and learning, engage students, solve problems, and advance creativity and knowledge. Identify clear scholarship and research priorities and allocate resources to drive and support those priorities. Refer to page 8.

25. 3.1. Develop, cultivate, assess, and sustain a network of mutually beneficial community partnerships. Action: Develop and implement an institutional plan to coordinate the University’s efforts to identify community stakeholders, cultivate partnerships, and learn more about specific economic, workforce, educational, research, and cultural needs and opportunities. Refer to page 9.

26. 3.2. Advance the economy and quality of life in the region through partnerships with the citizens, businesses, organizations, and communities UWF serves. Action: Collaborate with partners to promote engagement and service opportunities through a broad array of programs, research, and other activities to address identified needs within the context of UWF’s mission and available resources. Refer to page 9.

27. 3.3. Expand community awareness, visibility, and support of UWF through its mutually beneficial partnerships. Action: Develop and implement a strategic communication plan to inform the community at large about UWF’s partnership, research, and service activities, as well as to celebrate student, faculty, and staff achievements related to community engagement and service. Refer to page 9.

28. 4.1. Support and sustain the high-quality services and infrastructure needed to achieve identified UWF priorities. Action: Develop and implement strategies to support high-quality performance, service, and innovation that reflect the University’s mission, vision, and values. Action: Monitor the existing campus infrastructure and make needed improvements to facilitate optimal learning and working conditions; and construct, equip, and maintain new high-quality, student-focused buildings to replace outmoded facilities and to expand capacity and services. Refer to page 10.

29. 4.2. Recruit, develop, retain, and recognize dedicated, high-quality staff members who advance the mission, vision, and values of the University. Action: Develop and implement specific initiatives aimed at enhanced recruitment, retention, support and development, and celebration of talented staff from diverse backgrounds who demonstrate a commitment to UWF values and contribute to UWF’s mission and vision. Refer to page 11.

30. 4.3. Maximize the acquisition and deployment of resources, and strategically align and integrate planning, budgeting, assessment, and continuous improvement efforts. Action: Develop new revenue streams and increase total financial resources to ensure UWF has sufficient funds to support the mission, vision, and values of the University. Action: Assess and enhance operational efficiencies and effectiveness to support UWF’s mission, vision, and values. Action: Create a culture that focuses on strategic planning, evidence-based practices, and a continuous improvement philosophy. Use the strategic plan to drive the budget and support institutional priorities. Refer to page 11.