Strategic Planning Committee Priority Poll & Draft Strategic Priorities

1. Strategic Planning Committee Priority Poll &Draft Strategic Priorities December 2007

2. Purpose of the Poll • Inform the university community of strategic planning efforts • Solicit their participation in the process • Get feedback on the strategic imperatives • Draft priorities developed by the Strategic Planning Committee • Identify missing imperatives

3. Poll • Sent to all faculty, staff, and students (n=~57,000) • Opened poll on November 26, 2007, and closed survey on December 4, 2007 • Included the strategic imperatives identified by the SPC at the November 16, 2007, meeting • Included an open-ended question to solicit comments on priorities

4. Response Rate • Received responses from over 5600 individuals • 614 faculty (28% responded) • Tenured • Non-tenured • 872 staff (21%) • 3860 students (8%) • 260 other • Not intended to be a scientific survey • Received over 1,500 comments from the open-ended question + additional comments via the SPC website and email

5. Top Strategic Priorities(all respondents) • Promote excellence in instruction • Recruit, hire, retain, and reward the best and most diverse faculty and staff to ensure recruitment and graduation of the best and most diverse students • Maintain and enhance the quality of the undergraduate educational experience • Support and improve graduate and professional education • Ensure academic and operational excellence

6. Top Strategic Priorities (all faculty) • Enhance the university’s competitive position in hiring and retention of quality faculty • Support and improve graduate and professional education • Recruit, hire, retain, and reward the best and most diverse faculty and staff to ensure recruitment and graduation of the best and most diverse students • Expand the quality and quantity of research and creative endeavors • Promote excellence in instruction • Maintain and enhance the quality of the undergraduate educational experience.

7. Top Strategic Priorities(all admin/staff) • Maintain the highest level of financial integrity • Recruit, hire, retain, and reward the best and most diverse faculty and staff to ensure recruitment and graduation of the best and most diverse students • Promote excellence in instruction • Maintain and enhance the quality of the undergraduate educational experience • Ensure academic and operational excellence • Support and improve graduate and professional education.

8. Top Strategic Priorities(all students) • Promote excellence in instruction • Maintain and enhance the quality of the undergraduate educational experience • Recruit, hire, retain, and reward the best and most diverse faculty and staff to ensure recruitment and graduation of the best and most diverse students • Support and improve graduate and professional education • Ensure academic and operational excellence • Support and improve graduate and professional education.

9. Least Important(>10% NI, SI) • Create and fund a nationwide promotion program for FSU’s core messages • Create a better balance between athletics and academics • Develop new areas of inquiry tackling issues facing the state of Florida • Establish priorities and fund appropriately from diversified sources • Build a more interactive campus for all • Expand professional development opportunities for university staff and faculty (except admin) • Promote lifelong learning

10. Differences among Groups • 41.7% of the undergraduate respondents indicate that “promoting security and safety as well as physical and mental health for all” is critically important compared to 29.4% of the graduate/professional students • A larger portion of undergraduates indicate that “enhancing and improving the availability of advising, mentoring, and academic support” is critically important than graduate/professional students.

11. Differences Among Groups • Not much by years at FSU • Not much by main campus vs. off campus • Undergraduate and graduate differ mostly in expected ways • Professional and graduate students are mostly similar • Few differences among colleges

12. Comments • Many expressions of thanks for the opportunity to participate. • Not much evidence that the strategic planning committee’s efforts have been followed and some complaints about the poll. • A few themes emerged among each of the groups.

13. Themes in the Faculty Reaction • Faculty salaries are a problem • More support for research • Increase academic rigor, especially for undergraduates • Focus on academics above athletics • Internationalizing/globalizing curriculum • Improving libraries and other central support services • Characteristics of the questionnaire

14. Themes in the Staff Reaction • Salaries and benefits are a problem. • Technology issues need to be addressed. • Conflict between athletics and academics • Top priority is students • Lack of international focus • Go about campus improvement in a reasonable way, while incorporating green initiatives • Characteristics of the questionnaire

15. Themes in the Student Reaction • Not enough parking for students • Restricted library hours should be eliminated • Absence of “Green” initiatives on campus • Dilapidated state of some dormitories, especially on west campus, and of some facilities such as those devoted to art • Inadequate development of the Panama City campus: courses and faculty

16. Themes in the Student Reaction • Extent, use and support of on-line courses are in question • Difficulties with handicap access • Excessive spending on sidewalks, statutes and buildings • Inadequate numbers and availability of faculty • Problems with the amount and treatment of financial Aid

17. Themes in the Student Reaction • Adverse financial effects of the mandatory health fee • Need to improve FSU reputation • Poor advising • Disadvantages of the grading system for FSU students competing against other students in the state • Need to expand student participation in international programs

18. Themes in the Student Reaction • Need to enhance academic standards and integrity • Need for more orientation for transfers • Too much emphasis on sports and not enough on academics • Poor quality of instruction and use of technology for instruction • Poor condition and treatment of Engineering • Lack of international focus that allows for student participation

19. Missing Imperatives? • Technology • International • Reputation • “Green” • On-line instruction

20. Summary • Over 5600 faculty, staff, and students responded to the survey; more than a quarter took the time to comment • Some consensus that some priorities are not important. • Some priorities attracted consistent support. • Promote excellence in instruction • Recruit, hire, retain, and reward the best and most diverse faculty and staff to ensure recruitment and graduation of the best and most diverse students

21. Summary • Some support is high in one group, but not others. • Support and improve graduate and professional education • Expand the quality and quantity of research and creative endeavors • Enhance the University’s position in the hiring and retention of quality faculty • Ensure academic and operational excellence • Maintain and enhance the quality of the undergraduate educational experience • Maintain the highest level of financial integrity

22. DRAFT TOP PRIORITIESStrategic Planning CommitteeDecember 12, 2007 • Recruit, hire, retain, and reward the best and most diverse faculty and staff. • Ensure recruitment and graduation of the best and most diverse students • Support and improve graduate and professional education emphasizing excellence in instruction • Expand the quality and quantity of research and creative endeavors • Ensure academic and operational excellence while maintaining financial integrity • Maintain and enhance the quality of the undergraduate educational experience while emphasizing excellence in instruction