FIU 3.0 A New Strategic Direction
President Modesto A. Maidique September 15, 2008
FIUFIUAcademic Health Sciences View Academic Health Sciences Perspective View
FIU Academic Health Sciences View (Artist Rendering) FIU Academic Health Sciences Perspective View
FIU @ 50 Research: Contributing to Global Intellectual Capital
Teaching: Maximizing Human Potential
GLOBALLY RECOGNIZED ACADEMIC INSTITUTION
Athletics, Alumni, & Cultural Affairs: FIU as a Primary Affinity and Destination Point
Services: Key to Recruitment, Retention, and Graduation
University Evolution
FIU 1.0
FIU 2.0
Founding Paradigm
Existing Paradigm
•
Two year upper division college
•
Comprehensive urban research university
•
Few Masters programs
•
30 Doctorates, Architecture, Law, Engineering, Public Health, Medicine
•
Rapid enrollment growth
•
Publicly funded
•
Publicly funded
University Evolution
FIU 1.0
FIU 2.0
FIU 3.0
Founding Paradigm
Existing Paradigm
New Paradigm
•
Two year upper division college
•
Comprehensive urban research university
•
Comprehensive urban research university with sharp strategic focus
•
Few Masters programs •
30 Doctorates, Architecture, Law, Engineering, Public Health, Medicine
•
Stronger, integrated , interdisciplinary undergraduate core
•
Rapid enrollment growth
•
Managed enrollment
•
Publicly funded
•
State of the art managerial systems and infrastructure
•
Reduced public funding with increased accountability
•
Requiring greater public/private partnerships and revenue generating operations
•
Publicly funded
FIU 3.0 A New Paradigm
• Comprehensive urban research university with sharp strategic focus • Stronger, integrated, interdisciplinary undergraduate core • Managed enrollment • State-of-the-art managerial systems and infrastructure • Reduced public funding with increased accountability • Greater public/private partnerships and revenue generating operations
FIU 3.0 Objectives
• Excellence in undergraduate education • Enhanced research and doctoral production • Distinction in international education
SACS Timeline 2000
FIU reaccredited
2007
FIU begins process for reaffirmation of accreditation
2008
Units complete compliance reviews
September
2009 March
September
2010 March Fall December
2015
Complete design of the Quality Enhancement Plan (QEP) SACS Compliance Report due SACS site visit to FIU Implementation of QEP SACS decision on reaffirmation of accreditation SACS midterm compliance review
Three-Year Operating Gap
State Cuts Assumptions1
Unfunded Operations
Enrollment/ Tuition2
University-wide Mitigation3
Critical Investments
Resulting Units’ Gap
FY08-09 $-14.0M
+
$5.0M
+
$-5.2M
+
$-17.9M
+
$17.1M
$-15.0M -4.8%
FY09-10 $-17.7M
+
$9.6M
+
$-6.9M
+
$-23.2M
+
$15.0M
$-23.2M -7.4%
FY10-11 $-14.1M
+
$14.6M
+
$-8.5M
+
$-35.8M
+
$8.1M
$-35.7M -11.4%
1. Assumes current cut of 5.9% will increase and/or incremental Lotto funds will not materialize to the equivalent of a 7% cut 2. Assumes 6% tuition increase in undergrad, Net of 30% need-based Financial Aid allocation. Includes $1M increase in incidental revenues, and excludes differential tuition 3. Includes carry forward funds, salary float, and incremental treasury returns
Legislative Update 2008-2009
State Cuts
Unfunded Operations
Tuition
University-wide Mitigation
Critical Investments
Units’ Cuts
ORIGINAL -7.0%
$-14.0M
+
$5.0M
+
$-5.2M
+
$-17.9M
+
$-17.9M
+
$17.1M
+
$15.0M
=
$0.0M
RECENT CHANGES -5.9%
$-11.9M
$2.4M
-4.0%
$ -7.6M
$2.9M
$-19.5M
+
$10.3M
$-2.2M
+
$-7.4M
+
$17.1M
+
$15.0M
= $-2.4M
Customer Service Verbatim Student Responses
“The bureaucracy and red tape that exists at this university is pitiful. Everyone ping-pongs you to different phone numbers and offices when a problem arises.”
“Dealing with any of the offices is extremely difficult. No one seems to know what they are doing and you can never get a straight answer out of anyone.”
Customer Service = Quality
• Higher graduation rates • More efficient operations • Stronger alumni affinity • Improved donor relations • Enhanced institutional reputation
HISTORICAL STATE FUNDING PER FTE
$18,000
$16.9K
$16,000 $16.4K
$14.1K
$14,000
$12,000
$10,000
$10.3K $11.2K
$8,000
$6,000
Includes General Revenue and Lotto Funds Funding per FTE adjusted per Inflation to 2007-08 dollars using HEPI Index
$9.0K
Deteriorating Quality Student to Faculty Ratio * Student/ Faculty 50
48.3
45 40 35 29.7
30 25
24.5
20 15 10
Source: National Center for Education Statistics, IPEDS. * 2005 Tenured / Tenure-Earning Full-time Equivalent (FTE) faculty to FTE Students Public Universities. One FTE undergraduate student is defined as 30 student credit hours, and one FTE graduate student is 24 credit hours.
2007 Higher Education Appropriations Per FTE by State
1.
Wyoming: $15,155
36. Mississippi: $5,926
2.
Alaska: $13,824
37. Florida: $5,855
3.
Hawaii: $12,195
38. South Carolina: $5,838
4.
Connecticut: $10,079
39. Michigan: $5,825
5.
New Mexico: $9,669
40. Pennsylvania: $5,788
6.
Massachusetts: $8,666
41. Indiana: $5,351
7.
New York: $8,657
42. Oregon: $4,948
8.
Nevada: $8,589
43. Ohio: $4,915
9.
Georgia: $8,231
44. North Dakota: $4,765
10. New Jersey: $8,076
45. West Virginia: $4,651
College of Nursing and Health Sciences Cost savings strategies
• Charge tuition-plus fees • Engage industry to support direct costs of programs that meet their needs • Secure student scholarships from business leaders
FIU 3.0 Academic Objectives
• Excellence in undergraduate education • Enhanced research and doctoral production • Distinction in international education
Economic Impact of Bachelor’s Degree
• $20,000 annually in additional individual earnings over a high school diploma • $2,000 more in annual state/local taxes • $50,000 more in state local taxes over 25 years
FIU 3.0 Academic Objectives
• Excellence in undergraduate education • Enhanced research and doctoral production • Distinction in international education
FIU Doctoral Production
140 120 100 80 60 40 20 0
FIU 3.0 Academic Objectives
• Excellence in undergraduate education • Enhanced research and doctoral production • Distinction in international education
Definition of “International” at FIU Student responses
Refers to diverse/multicultural campus population
69%
Global/worldwide perspective/emphasis
9%
A specific country/region
4%
Programs have an international base
3%
Culturally aware/open to other cultures
3%
Don’t know
3%
Study abroad/global opportunities
3%
Refers to location of the college
2%
Prepares students for global marketplace
2%
School of International and Public Affairs
School of International and Public Affairs Academic Units and Centers & Institutes
School of International and Public Affairs
Politics and Int’l Relations
Public Administration
Criminal Justice
Soc, Cult. & Spatial Studies & Affiliated Faculty
FIU 3.0 • Focus: Health and life sciences, the environment, international studies built on a strong liberal arts and sciences foundation • Excellence: Quality academic programs and customer service • Efficiency: Cost-saving, streamlined operations • Innovation: New public/private partnerships, funding, and costsharing opportunities
FIU 3.0 A New Strategic Direction
President Modesto A. Maidique September 15, 2008