Worlds Ahead

1. Worlds Ahead Strategic Plan Discussion University Town Hall Meeting 30 September 2010

2. Topics for Today • Mission • Vision • Values • Goals • Initiative to Achieve • Application to Themes • Discussion Worlds Ahead

3. August 2009: Hit the Ground Running • September 2009: White Papers Completed • March 2010 – August 2010: Seven committees working on Strategic Planning • April 2010: Town Hall Forums • August 2010: Initial Draft Completed • September 2010: Town Hall Forums • December 2010 :Final Board of Trustees Approval • January 2011:Implementation Teams Created Strategic Planning TIMELINE

4. Worlds Ahead

5. 1. Florida International University is an urban, multi-campus, public research university serving its students and the diverse population of South Florida.  Our mission is to impart knowledge through excellent teaching, discover new knowledge, solve problems through collaborative research, foster creativity, and promote local and global engagement.  By leveraging strengths in health, globalization, the environment, and the arts, Florida International University provides leadership for cultural, social, and economic development within the South Florida region, the state, the nation, and the world. FIU Mission (Alternative versions for discussion)

6. 2. Florida International University is an urban, multi-campus, public research university serving its students and the diverse population of South Florida.  Our mission is to impart knowledge through excellent teaching, discover new knowledge, solve problems through collaborative research, foster creativity, and promote local and global engagement. • 3. Florida International University is committed to providing high quality teaching, state-of-the-art research and creative activity, and problem-solving. We leverage strengths in health, globalization, the environment, and the arts to enhance the educational, cultural and economic vitality of South Florida, the state, the nation and the world. FIU Mission (Alternative versions for discussion)

7. 4. Florida International University is committed to providing high quality student-centered teaching, collaborative research, creative activity, and problem-solving community engagement.  • 5. Florida International University is an urban, multi-campus, public research university serving its students and the diverse population of South Florida.  We provide high quality teaching, engage in state-of-the-art research and creative activity, and enhance the educational, cultural and economic vitality of our local and global community. FIU Mission (Alternative versions for discussion)

8. Florida International University will be a leading student-centered urban public research university that is locally and globally engaged. • Florida International University will be a leading learning-centered urban public research university that is locally and globally engaged. • Florida International University will be a leading urban public research university that provides leadership in local and global engagement. FIU Vision (Alternative versions for discussion)

9. Florida International University is committed to the following core values: • Truth—in the pursuit, generation, dissemination, and application of knowledge • Freedom—of thought and expression • Respect—for diversity and the dignity of the individual • Responsibility—as stewards of the environment and citizens of the world • Excellence—in intellectual, personal, and operational endeavors FIU Values

10. To educate undergraduate students • To educate graduate and professional students • To build a distinguished faculty and staff • To build an exemplary student support system • To build a robust financial base • To build an excellent physical and technological infrastructure • To engage the community FIU Goals

11. Achieve results-oriented student-centered academic excellence. • Enhance quality and impact of research and creative initiatives. • Engage with the community in collaborative problem solving. • Revitalize and expand FIU's infrastructure and financial base. A Five-Year Plan

12. Expand minority pre-college programs to ensure readiness for FIU. • Improve access to FIU by increasing enrollment by 2,000 academically qualified students per year. • Encourage interdisciplinary teaching, advanced pedagogical approaches, and expanded online learning. • Create new degree programs in fields where FIU has strategic assets. • Enhance learning through undergraduate research, study abroad, and student internships. • Raise the six-year graduation rate with special emphasis on retention, early identification of appropriate major, and reduction of minority graduation rate disparities. • Develop and expand student-support services, programs, and activities that enhance student achievement. Achieve results-oriented student-centered academic excellence

13. Retain and recruit a world-class faculty. • Expand research funding in fields where FIU has strategic assets and competitive advantage. • Establish multidisciplinary and multi-college centers focused on emerging issues such as bioinformatics. • Facilitate commercialization of FIU research initiatives. Enhance quality and impact of research and creative initiatives

14. Tie instructional and creative initiatives to local needs and community priorities. • Collaborate with major educational, environmental, arts, health, and community organizations. • Partner in the creation of a public-private high-tech corridor focused on biomedical advances and sustainability. • Enhance the capacity for life-long learning and professional development for national and international participants. Engage with the community in collaborative problem solving.

15. Launch a four-front funding offensive: private, state, federal, and local. • Build and improve the physical and technological infrastructure. • Improve efficiency, accountability, and compliance and leverage shared services. • Energize, grow, and focus the alumni network around fund-raising and student placement. • Expand need-based financial aid to ensure affordability and access. • Recruit and retain outstanding staff. • Enhance student spirit and alumni affinity through athletics and cultural programming. Revitalize and expand FIU's infrastructure and financial base

16. To leverage FIU's strength in the arts: • Maximize local, national, and international opportunities to showcase FIU through the arts. • Develop partnerships to strengthen the role of the arts in the Miami-Dade public schools. • Develop and strengthen partnerships with local, national, and international arts and cultural organizations. • Create new degree programs to attract new students and ensure competitiveness of graduates in arts fields. • Provide funding for the arts through the Capital Campaign and continuing Annual Campaigns funding. The Arts

17. To leverage FIU's strength in environmental fields: • Develop environmental research and teaching capacity at FIU's Biscayne Bay Campus to serve as a focus for the College of Arts and Sciences on that campus and for interdisciplinary environmental research at FIU. • Invest in hires and infrastructure to enhance environmental research capacity and impact. • Enhance interactions with management agencies, K-12 institutions, and the public. • Modify the First Year Experience course to ensure that undergraduate students have a basic understanding of environmental issues from local to global scales. • Create new undergraduate degree programs to attract new students and ensure competitiveness of graduates in environmental fields. • Develop new interdisciplinary graduate degrees in environmental science, policy, and management to enhance interdisciplinary graduate training in environmental fields. • Create an Office for Sustainability to enhance FIU’s environmental stewardship and develop plans to adapt to climate change. Environment

18. To leverage FIU's strength in globalization: • Expand interdisciplinary programs with a global focus. • Support and strengthen the QEP, "Global Learning for Global Citizenship." • Enroll more international students. • Encourage interdisciplinary research on global issues such as disaster mitigation, security and governance. • Invest in faculty hires with a global focus. • Expand collaborative research with universities around the globe. • Expand and strengthen FIU’s engagement with local, national, and international communities. • Seek global partnerships to expand the financial base. Globalization

19. To leverage FIU's strength in health: • Develop an academic health center to encourage interdisciplinary approaches to teaching and research. • Invest in faculty hires in health fields in which FIU has existing strengths such as HIV/AIDS, child-adolescent and family behavioral health, substance use, abuse and dependence. • Create new degree programs to attract new students and ensure competitiveness of graduates in health fields. • Enhance both the amount and visibility of health-related research. • Increase involvement of students, faculty and staff in community engagement focused on health needs. • Strengthen partnerships with local and global community and governmental agencies, public entities, hospitals, health care and social service agencies/providers. Health

20. To ensure the high quality of learning and student experience at FIU: • Expand housing and student-service facilities to accommodate enrollment growth and foster student success.  • Design and develop an adaptable classroom infrastructure aligned with teaching methods. • Design and develop flexible spaces for students to congregate, study, practice, exhibit, and perform. • Integrate technology into every facet of FIU's operational structure. • Develop parking, transportation, and sustainable access solutions. • Encourage pedestrian traffic by building protected walkways, installing benches, and improving signage. • Adopt flexible and sustainable design criteria to minimize capital improvements and maintenance. Infrastructure

21. To diversify and stabilize FIU's financial base: • Launch a $750 million capital campaign that engages the alumni base and aligns donors with institutional needs. • Increase tuition revenues by expanding enrollment by 25 percent (2,000 students per year); increasing the percentage of non-resident and graduate students; and increasing offerings of online, market-based, and non-credit programs. • Introduce tuition pricing flexibility for different kinds of academic programs based on real costs of program delivery and student demand. • Align FIU's strategic priorities with state, federal, and local funding opportunities. • Improve operational efficiency by encouraging shared platforms, resources, and best practices across colleges and units. • Expand the FIU Healthcare Network of the Academic Health Center to generate revenue through service lines including the onsite faculty group practice for employees and students, the ambulatory care center, and practice-management services. • Generate licensing revenue by expanding the FIU Research Foundation to provide the necessary framework to assist in the creation of new enterprises. Finance

22. Questions/Comments? The Strategic Planning Process

23. Next Steps Comments strategy@fiu.edu stratplan.fiu.edu The Strategic Planning Process