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Strategic Action Plan

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PROMOTE EXCELLENCE IN UNDERGRADUATE EDUCATION
 
UCF will provide the highest quality undergraduate education to a diverse student population by integrating curriculum, student development, and support services into a unique UCF EXPERIENCE that makes their education at UCF distinctive from that offered by other universities.
 
Objective  1.1    Define the undergraduate UCF EXPERIENCE and provide all undergraduates with significant learning opportunities, personal development, and a positive life transforming environment that affects the UCF Experience.
 
      Action  1.1.1    Establish a Task Force on the Undergraduate UCF Experience to:
a).Define the desired attributes that a UCF baccalaureate graduate should ideally possess ;
b).Consider the particular needs of students entering UCF as first time in college students and for those entering UCF as transfer students ;
c).Identify the types of significant learning opportunities, personal development, and positive life transforming experiences that a graduate should ideally encounter at UCF in order to develop the desired attributes;
d).Make recommendations for models of the Undergraduate UCF Experience that are both curricular and co-curricular, are consistent with the UCF mission, and would produce the desired student outcomes.
 
      Action  1.1.2    Develop a coordinated program to implement the defined Undergraduate UCF Experience, including an ongoing assessment process that will continually improve that experience.
 
Objective  1.2    Improve university-level coordination and integration of the undergraduate curriculum.
 
      Action  1.2.1    Establish a university-level Office of Undergraduate Education that assumes responsibility for the undergraduate curriculum and coordinates curricular activities with the offices responsible for student development and support services activities. The scope of responsibility includes:
a).Coordinating orderly growth (number, size, and relevance) of new programs;
b).Managing program changes in collaboration with the Faculty, Deans, Chairs, and Administrators;
c).Monitoring of existing programs on a regular basis;
d).Administering governmental curricular mandates, such as initiatives related to the acceleration of undergraduate students such as AP credit, dual enrollment, CLEP, and other testing programs;
e).Developing and identifying opportunities for undergraduate participation in research and creative activities, and experiential learning;
f).Encouraging international and interdisciplinary efforts;
g).Participating in the implementation of the “UCF Experience” for undergraduate students.
 
      Action  1.2.2    Review and finalize the learning objectives that should be achieved by all students who complete the UCF General Education Program. Identify the specific role of the GEP in the UCF Experience. Review the existing GEP with respect to the identified learning objectives and diversity course designation and recommend modifications to the existing GEP as appropriate.
 
Objective  1.3    Enhance the recruitment of a high-quality, diverse student population.
 
      Action  1.3.1    Identify characteristics related to student success for individual programs and levels, such as National Merit, National Achievement, Florida’s Talented 20 Program, and talent based programs, and target recruitment of both first time in college students and transfer students.
 
      Action  1.3.2    Determine projected program enrollment levels to establish appropriate targeted recruitment goals.
 
      Action  1.3.3    Determine appropriate levels for ethnic and racial minority enrollment based upon several factors, including the metropolitan region college-bound population, the metropolitan region ethnic and racial general population, etc.
 
      Action  1.3.4    Expand the first time in college and transfer student recruiting program in collaboration with key university departments and offices to meet quality and diversity goals.
 
Objective  1.4    Improve retention and graduation of students.
 
      Action  1.4.1    Review pre-admission and post-admission factors that are related to a student not completing an undergraduate degree at UCF. Develop a tracking and communication system that would map academic progress and risk factors, and provide early alerts that prompt appropriate intervention.
 
      Action  1.4.2    Develop intervention and support programs (e.g., advising, mentoring) to help students who are enrolled at ALL levels. Strengthen and intensify services for targeted programs and student groups. Develop a second-year advising and mentoring program. Create stronger advising services and procedures for students who change majors.
 
      Action  1.4.3    Develop a problem-solving team and process to resolve issues that interfere with the learning process.
 
      Action  1.4.4    Offer diverse opportunities for challenging academic enrichment, interdisciplinary studies, and original research to retain high achieving undergraduate students.
 
Objective  1.5    Increase collaboration among all of the units and individuals in the university to enhance excellence in undergraduate education.
 
      Action  1.5.1    Develop appropriate “mechanisms” that ensure communication, collaboration, and coordination within the university that will lead to successful progression and graduation of a high-quality, diverse student population.
 
      Action  1.5.2    Ensure that existing and new committees dealing with critical student issues have representation from students, faculty members, SDES, Academic Affairs, and other appropriate offices.
 
      Action  1.5.3    Solicit increased involvement of and provide greater recognition for participation by faculty members, staff members, and administrators in student co-curricular activities.
 
      Action  1.5.4    Provide initial funding to those collaborative initiatives related to student success that include a sound assessment plan, and provide continuing funding to those initiatives that are assessed as successful.
 
Objective  1.6    Increase and improve faculty and undergraduate student interactions.
 
      Action  1.6.1    Continue support for faculty members at all levels (grad, adjunct, full-time) to be more effective teachers by providing teacher training, supportive assessment tools, classroom technology, and information about the changing nature of our students using mechanisms such as the Faculty Center for Teaching and Learning and Course Development.
 
      Action  1.6.2    Support efforts to maintain a high-quality of teaching effectiveness in large classes.
 
      Action  1.6.3    Review and establish reward structures that recognize increased interactions between students and faculty members, staff members, and administrators outside of the classroom.
 
      Action  1.6.4    Expand and enhance curriculum opportunities for student engagement with faculty members, supporting initiatives such as service learning, linked courses, and learning communities.
 
      Action  1.6.5    Expand and enhance co-curricular opportunities for student engagement with faculty members, staff members, and administrators, such as faculty involvement in residence life.
 
      Action  1.6.6    Increase involvement of students in faculty research and creative activities.
 
      Action  1.6.7    Use information technology to foster student-centered learning and promote information literacy.
 
INCREASE PROMINENCE IN GRADUATE STUDIES
 
UCF will increase its emphasis on high-quality graduate education, providing professional education to meet the needs of the metropolitan area while achieving international prominence in engineering, optics, education, and the physical, biological, social, environmental, and space sciences, as well as other selected programs.
 
Objective  2.1    Improve the coordination and management of graduate education, as well as the marketing, fund-raising, resource allocation, and other operational activities of the university to reflect the increased priority of graduate education.
 
      Action  2.1.1    Establish a Graduate College, or other similar coordinating body, with the responsibility for establishing procedures and policies relating to the scope and quality of graduate education in collaboration with the Graduate Council. The scope of responsibility includes:
a. Articulating the vision and promoting the mission of excellence for graduate education at UCF;
b. Ensuring the quality of graduate programs by participating in program assessment and benchmarking with peer institutions and by identifying and monitoring annually quality indicators that are appropriate for graduate programs;
c. In collaboration with the Graduate Council, developing university-wide standards and policies on admission requirements, academic progress, graduation certification, faculty member qualifications for teaching graduate courses and supervising graduate student theses and dissertations. Review proposed graduate programs and participate in the review of existing programs;
d. Leading a coordinated effort to enhance financial support for graduate students, particularly for students of diverse backgrounds;.
e. Collaborating with colleges and schools to plan for and facilitate the development of new graduate programs, new graduate formats, and delivery modes such as the use of distributed learning and the creation of accelerated, joint, dual degree, interdisciplinary, and professional graduate programs, as well as programs shared with other universities. Recommend the creation and deletion of graduate programs. Review academic and budgetary requests germane to graduate programs;.
f. Working collaboratively with colleges and schools to identify growth and funding opportunities for graduate programs;
g. Developing, promoting, and implementing university-level marketing initiatives and working with schools and colleges to market identified programs;
h. Facilitating internal and external communication with respect to graduate education at UCF;
i. Managing administrative services to ensure that graduate students, staff members, and faculty members receive the support necessary to provide quality graduate education;
j. Working collaboratively with programs, colleges, and student services offices to expand and enhance all services to graduate students.;
k. Working with the new coordinator of interdisciplinary programs, colleges, and other units to promote better governance of interdisciplinary graduate programs.
 
      Action  2.1.2    Ensure that adequate university resources are provided for effective operation of the Graduate College (or similar coordinating body) at levels that will reflect the university’s increased priority of graduate education.
 
      Action  2.1.3    Recognize and promote the increased priority of graduate education by including graduate participation in major university activities.
 
      Action  2.1.4    Enhance administrative processes through the use of advanced technologies and customer service techniques to provide nationally competitive admissions, financial support, and other services.
 
      Action  2.1.5    Improve collaboration among programs, colleges, and administrative units to expand and enhance all services to graduate students.
 
      Action  2.1.6    Increase the quality and quantity of library resources in all formats to enhance library support of graduate programs.
 
Objective  2.2    Identify UCF programs that are near national or international prominence and implement a coordinated strategy to assist selected programs to achieve national or international stature.
 
      Action  2.2.1    Identify a list of graduate programs at UCF that may be at or near national or international prominence.
 
      Action  2.2.2    Develop a list of benchmark programs for each graduate program identified in Action 2.2.1.
 
      Action  2.2.3    Develop a list of benchmark characteristics that are appropriate for the individual graduate programs identified in Action 2.2.1.
 
      Action  2.2.4    Create and implement a measurable plan using benchmark comparisons to achieve prominence for selected programs and take this into consideration when making resource allocations.
 
      Action  2.2.5    Monitor the outcomes of identified benchmark characteristics, program reviews and other program assessments, and utilize the results in the enhancement of these graduate programs.
 
      Action  2.2.6    In cooperation with the colleges, develop models to support graduate students, including assistance with proposals for funding for graduate fellowships and traineeships, assistance with industry-sponsored graduate internships, fellowships and assistantships, and in cooperation with the UCF Foundation, the creation of endowments to support selected graduate programs and graduate students at UCF.
 
      Action  2.2.7    Develop funding mechanisms that will provide nationally competitive financial support packages for graduate assistants in those programs identified as being near national and international levels.
 
Objective  2.3    Develop new graduate programs in identified areas of need and opportunity.
 
      Action  2.3.1    Plan, develop, and implement new graduate programs in thematic areas that appear to have long term potential, such as biological and health sciences, social sciences, space science and technology, and environmental studies and sciences.
 
      Action  2.3.2    Develop new programs with new formats and new delivery systems, such as masters, doctoral, certificate, joint, dual degree, accelerated, professional, online, etc.
 
      Action  2.3.3    Develop funding mechanisms that will provide adequate resources to fund new graduate programs and initiatives. Specifically, the mechanism should provide differential funding support that provides for development, incubation, and ongoing support of high-quality, high visibility, and high impact graduate programs.
 
      Action  2.3.4    Monitor the needs of government and industry and develop new graduate programs to meet those needs.
 
      Action  2.3.5    Develop new Ph.D. programs to enhance research capability in selected areas.
 
Objective  2.4    Enhance access to graduate education by implementing new approaches, mechanisms, formats, and sites for course and program delivery.
 
      Action  2.4.1    Review existing programs and identify opportunities to use new approaches, mechanisms, formats, and sites to deliver selected programs to new markets.
 
      Action  2.4.2    Create and implement a plan for implementing new approaches, formats, and sites for the delivery of programs identified in Action 2.4.1.
 
      Action  2.4.3    Monitor the outcomes of these implementations and use the lessons learned to further expand access to graduate programs.
 
Objective  2.5    Increase graduate enrollment as a percentage of total university enrollment.
 
      Action  2.5.1    Develop a comprehensive enrollment planning model for projecting, planning, and managing university enrollments in order to increase the percentage of graduate students in the university’s total enrollments.
 
      Action  2.5.2    Increase graduate headcount to 20% of total university headcount while ensuring student and program quality.
 
      Action  2.5.3    Coordinate the level of growth and student mix for each program.
 
      Action  2.5.4    Provide sustained support to program coordinators so that they can be routinely available in the summer to respond to inquiries and have adequate release time and resources to enable them to recruit for their programs.
 
      Action  2.5.5    Aggressively market high impact, high-quality programs nationally and internationally to recruit high-quality students to those programs. Create marketing strategies for recruiting place-bound part-time students to graduate and professional programs and conduct market surveys to define needs for on-line, area campus and other programs and delivery formats.
 
Objective  2.6    Improve recruitment of a high-quality, diverse student population.
 
      Action  2.6.1    Define admissions criteria appropriate to each program and consistent with the aspirations of the program.
 
      Action  2.6.2    Ensure that all programs have a recruiting plan that will enhance diversity in the applicant pool.
 
      Action  2.6.3    Utilize the characteristics defined in Action 2.6.1 and 2.6.2 to develop and implement a coordinated recruitment and admission strategy.
 
      Action  2.6.4    Develop funding mechanisms that will provide nationally competitive financial support packages for full-time graduate students. Earmark funding for full-time graduate students financial support so that offers can be made early to encourage diversity and attract the highest quality students to attend UCF.
 
Objective  2.7    Enhance the visibility of graduate education by increasing outreach and partnership activities.
 
      Action  2.7.1    Establish an advisory council for graduate education composed of community leaders, alumni, graduate faculty, and students.
 
      Action  2.7.2    Coordinate a strategy of involving alumni from graduate programs in recruiting activities, fund raising and providing input to graduate programs.
 
      Action  2.7.3    Recognize and publicize outstanding achievements of faculty members and graduate students to increase awareness of graduate education in the community.
 
FOSTER EXCELLENCE IN RESEARCH AND CREATIVE ACTIVITIES
 
UCF will expand the necessary infrastructure and rewards to support high-quality, high-impact research and creative activities that serve the cultural, economic, educational, and social needs of the region, state, and nation. Existing and emerging industries will be supported by disciplines that include computer science, dynamic media, education, modeling and simulation, materials, photonics, and nano, life, and space sciences.
 
Objective  3.1    Strengthen the support structure for research and creative activities, including multidisciplinary and interdisciplinary research.
 
      Action  3.1.1    Coordinate efforts of Office of Research, colleges, centers, and institutes to increase the effectiveness of communication regarding external funding opportunities including multidisciplinary and interdisciplinary research and creative activities.
 
      Action  3.1.2    Evaluate the purpose and outcomes of the in-house research grant program and other internal funding opportunities that support faculty members to pursue new and innovative initiatives related to research and creative activities.
 
      Action  3.1.3    Create a mechanism to assign credit to faculty members and departments for interdisciplinary research and creative activities.
 
      Action  3.1.4    Initiate campus-wide discussion to develop a working definition, inventory, and guiding vision of the value of creative activities.
 
      Action  3.1.5    Add staff expertise and a financial match program for external funding to support creative activities.
 
      Action  3.1.6    Enhance public relations efforts to communicate UCF successes.
 
      Action  3.1.7    Enhance the support infrastructure for the Institutional Review Board (IRB) and publicize IRB policies and procedures to the university community.
 
      Action  3.1.8    Clarify and disseminate conflict of interest policies and procedures to faculty members and administrators.
 
      Action  3.1.9    Strengthen the support for undergraduate research and creative activities.
 
Objective  3.2    Enhance research capabilities and offer Ph.D. degrees in selected key disciplines.
 
      Action  3.2.1    Expand laboratory facilities to support research in the basic and applied sciences, including Chemistry, Physics, Biology, Microbiology, Materials Science, Bio-Medical Technologies, Environmental Sciences, Photonics, and other disciplines at or near national or international prominence.
 
      Action  3.2.2    Facilitate the hiring of post docs and visiting scholars to support the new degree offerings.
 
      Action  3.2.3    Establish the full complement of high priority doctoral programs in critical areas identified by UCF, including Environmental Studies and Sciences, Social Sciences, Biological and Health Sciences, and Space Science and Technology.
 
      Action  3.2.4    Increase the quality and quantity of library resources in all formats to enhance support for research and doctoral programs in critical areas identified by UCF.
 
Objective  3.3    Attract a diverse pool of top-quality graduate students by increasing institutional and funded research support.
 
      Action  3.3.1    Expand the use of research programs and funding as a basis for attracting top quality graduate students.
 
      Action  3.3.2    Increase funding for graduate students by encouraging all researchers to include funding for assistantship and tuition support in sponsored research budgets.
 
      Action  3.3.3    Facilitate the process of admitting and hiring of graduate students.
 
      Action  3.3.4    Pursue classification of graduate assistants as in-state students for tuition purposes.
 
Objective  3.4    Increase the infrastructure for physical research and creative activities.
 
      Action  3.4.1    Proactively pursue space, especially for new research and creative initiatives.
 
      Action  3.4.2    Proactively plan space to accommodate research activities in the arts.
 
      Action  3.4.3    Expand the Incubator program.
 
      Action  3.4.4    Expand UCF’s major equipment base through a combination of internal and external partnerships.
 
      Action  3.4.5    Facilitate access to high performance network and computational resources.
 
Objective  3.5    Improve research productivity by increasing faculty involvement in funded research and recruiting new faculty with strong funded research capabilities.
 
      Action  3.5.1    Hire senior faculty members with internationally recognized, well-funded research, or junior faculty members who demonstrate remarkable research potential, in areas that would expand UCF’s reputation in high visibility, high impact disciplines.
 
      Action  3.5.2    Develop mechanisms to assist faculty members in receiving prestigious research awards.
 
      Action  3.5.3    Review and evaluate current merit raises and faculty member recognition.
 
Objective  3.6    Increase opportunities for research and creative activities by expanding involvement in corporate, governmental, and international partnerships.
 
      Action  3.6.1    Expand UCF’s involvement in the Small Business Innovative Research program (SBIR), Small Business Technology Transfer Research program (STTR), and other commercialization efforts.
 
      Action  3.6.2    Provide incentives for researchers to get more involved in patent development and to pursue research partnerships with corporations, government agencies, nonprofits, schools and other organizations.
 
      Action  3.6.3    Examine the Florida High Technology Corridor Council (FHTC) matching program to more effectively provide incentives for corporate partnerships.
 
      Action  3.6.4    Support efforts to effectively develop and integrate university and community partnerships through enterprises such as the Metropolitan Center for Regional Studies and the UCF Academy for Teaching, Learning and Leadership.
 
Objective  3.7    Create new research and economic development opportunities by better integrating existing centers with appropriate campus units and by establishing new centers.
 
      Action  3.7.1    Evaluate the mission and performance of existing centers and institutes.
 
      Action  3.7.2    Create a better mechanism that communicates research activities among the existing centers and institutes and academic units.
 
      Action  3.7.3    Create centers that would take advantage of state and national opportunities of high impact areas of research and creative activities. Potential initiatives include Economic and Environmental Sciences, Biodiversity, Biomolecular Science, and Biotechnologies.
 
      Action  3.7.4    Enhance mechanisms to encourage greater collaboration and integration between academic units and centers and institutes.
 
Objective  3.8    Enhance recognition and economic development through expanded technology transfer and commercialization of research products.
 
      Action  3.8.1    Expand opportunities to partner with local companies to explore the transfer and commercialization of technological advances based on UCF research and development.
 
      Action  3.8.2    Expand the organization and sponsorship of technology transfer through course offerings, conferences, workshops, and symposiums.
 
      Action  3.8.3    Expand UCF’s Technology Transfer office.
 
      Action  3.8.4    Expand UCF’s entrepreneurship and commercialization programs.
 
PROMOTE VISUAL AND PERFORMING ARTS
 
UCF will offer high-quality visual and performing arts education, research, and creative activities that will enhance the attractiveness of the metropolitan area as a location for business and industry.
 
Objective  4.1    Create an integrated vision for all disciplines and sites that comprise the UCF arts community.
 
      Action  4.1.1    Establish a task force of representatives from all arts programs to develop a strategic plan for the UCF arts community.
 
      Action  4.1.2    Create a mechanism for review and implementation of the integrated vision.
 
Objective  4.2    Enhance the emphasis on visual and performing arts as part of the university’s mission commensurate with the magnitude of the arts and entertainment industry in the metropolitan area.
 
      Action  4.2.1    Establish a College of the Visual and Performing Arts.
 
      Action  4.2.2    Develop a staffing plan to add arts faculty members to support the enhanced role of the arts in the UCF mission.
 
      Action  4.2.3    Increase opportunities for interdisciplinary work in the arts.
 
      Action  4.2.4    Attain national accreditation for all arts programs.
 
      Action  4.2.5    Increase visibility of research and creative activities of arts faculty utilizing new and existing resources, such as web sites, print media, digital imaging facilities, and broadcast media.
 
      Action  4.2.6    Infuse visual and performing arts into the UCF undergraduate experience.
 
Objective  4.3    Strengthen the support structure for the visual and performing arts.
 
      Action  4.3.1    Develop a focused plan for adequate facilities and equipment to meet the needs of the present arts faculty members, students, and patrons, and plan for the growth of future arts populations.
 
      Action  4.3.2    Create a targeted campaign to raise funds through entrepreneurial efforts of the arts faculties.
 
      Action  4.3.3    Provide visual and performing arts facilities to support faculty research and creative activities.
 
Objective  4.4    Expand community partnerships to increase the visibility and support of visual and performing arts initiatives.
 
      Action  4.4.1    Identify and evaluate the productivity of current partnerships.
 
      Action  4.4.2    Identify and cultivate potential community partnerships.
 
      Action  4.4.3    Develop and articulate a coordinated plan for all aspects of the Florida Center for the Performing Arts and Education.
 
      Action  4.4.4    Create a marketing plan to publicize all aspects of the arts both internally and externally.
 
      Action  4.4.5    Enhance visibility of and expand UCF arts activities in K-12 programs.
 
CONTRIBUTE TO REGIONAL ECONOMIC DEVELOPMENT
 
UCF will strengthen its leadership role in, and contributions to, the economic development and diversification of the Central Florida metropolitan region.
 
Objective  5.1    Serve as a key partner and resource in the creation and implementation of plans for economic development and diversification in the metropolitan region.
 
      Action  5.1.1    Serve on regional economic development committees.
 
      Action  5.1.2    Expand and enhance the Office of University Economic Development.
 
      Action  5.1.3    Provide economic data and analysis to regional leaders.
 
Objective  5.2    Enhance tracking and networking of alumni,particularly those employed in leadership positions in disciplines key to the area's economic development and diversification.
 
      Action  5.2.1    Develop a database to track alumni.
 
      Action  5.2.2    Develop networking events for alumni key to regional economic development.
 
Objective  5.3    Develop interdisciplinary partnerships that combine the strengths of the College of Business Administration with other disciplines within the university to enhance economic development and diversification in the region.
 
      Action  5.3.1    Include commercialization and economic development strategies in science-based proposals when appropriate.
 
      Action  5.3.2    Develop a high tech initiative in the College of Business Administration in areas of entrepreneurship and technology transfer, information technology, high tech marketing, and e-commerce.
 
      Action  5.3.3    Conduct research into high tech firms and the innovation process.
 
Objective  5.4    Enhance UCF’s role in regional planning and development.
 
      Action  5.4.1    Develop a strategic visioning capability that integrates UCF into overall strategic planning throughout the metropolitan region.
 
      Action  5.4.2    Expand collaborative agreements with government agencies to solve public problems and establish UCF as the “source of choice” for objective, research-based, non-political analyses and assistance.
 
      Action  5.4.3    Expand collaborative efforts with community, cultural, economic development, educational, and service organizations.
 
Objective  5.5    Enhance educational programs that significantly contribute to the development and diversification of the metropolitan region.
 
      Action  5.5.1    Develop an effective goals map that links UCF educational programs to needs identified in the Florida High Tech Corridor Workforce Development Model.
 
      Action  5.5.2    Identify workforce needs in sectors that significantly contribute to the economic development of the metropolitan region.
 
      Action  5.5.3    Adapt or develop undergraduate, graduate, or continuing education programs to meet identified workforce needs.
 
EXPAND ACCESS TO EDUCATIONAL EXCELLENCE
 
UCF will improve access to high-quality educational opportunities that meet the needs of all students and cultivate a reputation as an accessible, student-friendly institution dedicated to excellence.
 
Objective  6.1    Increase access by enhancing coordination of enrollment planning, management, and programming to meet the needs of all students at all UCF instructional locations.
 
      Action  6.1.1    Develop a comprehensive, integrated enrollment planning model that includes admissions data, as well as course and program offerings data with respect to all campuses, centers, and sites.
 
      Action  6.1.2    Develop enrollment targets by program and level at all campuses, centers, and sites. Ensure that enrollment targets are aligned with state funding requirements.
 
      Action  6.1.3    Develop a comprehensive, complementary, and coordinated schedule of courses and programs for area campuses, centers, and sites that is supported by the colleges.
 
      Action  6.1.4    Assess the critical planning information needs by area campuses, sites, and centers. Develop a management tool to collect this data and track the on-going progress of the model developed in Action 6.1.1.
 
Objective  6.2    Identify and improve services to meet the needs of a diverse population of students at all instructional locations.
 
      Action  6.2.1    Perform a needs analysis of infrastructure required or considered most important to students (e.g., commuter and residential parking, traffic flow facilitation, security).
 
      Action  6.2.2    Perform a needs analysis of services essential to the UCF Experience and determine if the services offered are adequate.
 
      Action  6.2.3    Develop a plan to address identified needs, and implement coordinated delivery of services identified.
 
      Action  6.2.4    Establish an assessment mechanism to periodically reassess the adequacy of the delivery of services and continuously improve services as indicated.
 
Objective  6.3    Improve access to educational offerings and information resources by better utilizing appropriate technology.
 
      Action  6.3.1    Leverage our expertise in distributed learning to increase program access throughout the service region.
 
      Action  6.3.2    Utilize current alternative delivery modes as well as continuously scan the environment for new alternative delivery modes for courses, certificates, and programs.
 
      Action  6.3.3    Increase the quality and quantity of library electronic resources and services and ensure that resources are easily accessible to students at all campuses, sites, and centers.
 
      Action  6.3.4    Develop tuition models to facilitate access to web-based courses for non-Florida residents.
 
      Action  6.3.5    Develop a web portal to provide personalized access to UCF community information and transactions from anywhere (see Action 9.6.1).
 
Objective  6.4    Evaluate enrollment patterns to determine if UCF is meeting the needs of its service area.
 
      Action  6.4.1    Review the quality standards and enrollment goals that have been determined for the next five to seven years.
 
      Action  6.4.2    Review and analyze enrollment data of students (FTIC, transfer, graduate, and cohorts in critical shortage areas) who enroll at UCF to evaluate access.
 
      Action  6.4.3    Enhance current UCF programs such as SOAR and Pegasus that target diverse populations and develop new opportunities as needed.
 
      Action  6.4.4    Analyze enrollment data to determine if current transfer admissions model supports access to university for transfer students.
 
Objective  6.5    Enhance student diversity.
 
      Action  6.5.1    Actions to accomplish this objective are outlined in Strategic Initiatives 1 and 2.
 
Objective  6.6    Enhance efforts to create seamless articulation with Florida community colleges.
 
      Action  6.6.1    Educate and involve faculty members and administrators in a collaborative process with the Office of Transfer Services to identify, initiate and publicize degree programs appropriate for local and statewide AS to BS articulation.
 
      Action  6.6.2    Enhance the articulation and partnership activities with the community colleges.
 
      Action  6.6.3    Evaluate the opportunity to develop joint outreach and advisement partnerships with community colleges.
 
ENHANCE COLLABORATION
 
UCF will focus its efforts to create, encourage, and facilitate opportunities for collaboration internally and with public- and private-sector partners that address the goals of the university and its surrounding metropolitan region.
 
Objective  7.1    Strengthen the culture of interdisciplinarity, collaboration, and partnerships particularly across colleges.
 
      Action  7.1.1    Clarify the rights and responsibilities of joint appointments.
 
      Action  7.1.2    Increase the use of joint appointments among current faculty members as well as new interdisciplinary hires in appropriate areas; consider implementing a program similar to that used to increase faculty diversity.
 
      Action  7.1.3    Modify existing reward structures to encourage interdisciplinarity and partnerships by requesting and evaluating interdisciplinary and partnership efforts in annual reporting, merit, promotion and tenure, and development opportunities.
 
      Action  7.1.4    Develop accounting methods for productivity measures to allow for credit to collaborative partners (for example, unless the situation requires mutually exclusive accountability, provide appropriate recognition without solely dividing funding, publications, or credit by the number of participants).
 
      Action  7.1.5    Dedicate space (e.g., a university club, women’s resource center) to provide social opportunities to build relationships that will facilitate communication, collaboration, and campus community.
 
      Action  7.1.6    Increase academically oriented and social events to facilitate communication, collaboration, and campus community.
 
      Action  7.1.7    Establish dedicated funding for interdisciplinary team-teaching in addition to that undertaken by the Honors College and the UCF Academy for Teaching, Learning, and Leadership.
 
Objective  7.2    Create an infrastructure that encourages, rewards, and coordinates collaboration.
 
      Action  7.2.1    Create an interdisciplinary office with authority and funding to encourage and support interdisciplinary activities. The scope of responsibility includes:
a.providing competitive funding for new courses that fit interdisciplinary priorities, faculty development, research support, and release-time
b.serving as an advocate for interdisciplinarity
c.working directly with all relevant units to review and revise as necessary promotion and tenure guidelines and processes to recognize interdisciplinary work
d.increasing the visibility of interdisciplinary activity on campus
e.serving as a clearinghouse to collect and disseminate information on all aspects of interdisciplinarity
f.managing the dedicated funding for interdisciplinary team-teaching in addition to that undertaken by the Honors College and the UCF Academy for Teaching, Learning, and Leadership.
 
      Action  7.2.2    Assign the responsibility of responding to requests for partnerships and interdisciplinary collaboration at an assistant or associate dean level in each college.
 
      Action  7.2.3    Enhance collaborative development opportunities for faculty members and staff members (and continue to use existing mechanisms, such as the Faculty Center for Teaching and Learning).
 
      Action  7.2.4    Use existing entities (such as the UCF Academy for Teaching, Learning, and Leadership and the Metropolitan Center for Regional Studies) and develop new entities (such as centers or academies) to foster collaboration and partnerships.
 
Objective  7.3    Build on existing partnerships and augment collaboration with the public and private sectors.
 
      Action  7.3.1    Facilitate the establishment and functioning of partnerships and collaboration by undertaking activities such as:
a.creating a task force to develop and articulate a clear understanding of the types and purposes of partnerships
b.developing an effective capability for brokering partnerships
c.establishing a support function for maintaining effective partnerships
d.providing a mechanism to facilitate communication and information sharing.
 
      Action  7.3.2    Recognize and publicize current partnerships.
 
      Action  7.3.3    Employ mechanisms such as service learning, cooperative education, and internships to augment external relationships.
 
      Action  7.3.4    Enhance efforts to increase resources to foster collaboration.
 
      Action  7.3.5    Develop a reward structure that encourages individuals and units to become involved in partnerships to achieve academic goals.
 
      Action  7.3.6    Increase the use and clarify the rights and responsibilities of courtesy appointments.
 
Objective  7.4    Expand regional, national, and international collaborative efforts in teaching, research, and service.
 
      Action  7.4.1    Form “dream teams” to pursue external funding.
 
      Action  7.4.2    Build on international agreements and networks and seek to expand linkages that benefit our academic programs.
 
      Action  7.4.3    Foster attendance of UCF faculty members and staff members at professional and public meetings likely to result in future collaborative activities.
 
      Action  7.4.4    Create a model for partnering and collaborating with other universities including the development of a focused model for “High Tech Corridor” partnerships.
 
Objective  7.5    Develop expertise in the emerging state-level power structure and influence policy formulation through active and coordinated participation.
 
      Action  7.5.1    Identify all key agencies in the new Florida system responsible for formulating higher education policy and assign key staff to attend meetings, track processes, and provide input as appropriate.
 
      Action  7.5.2    Coordinate campus-wide information gathering and communication of key issues related to the BOT and state-level agencies involved in the regulation and coordination of higher education.
 
EXPAND PARTNERSHIPS WITH SCHOOLS
 
UCF will increase its university-wide involvement in K-12 education to become Florida’s leading K-12 partnership university.
 
Objective  8.1    Create a university infrastructure that will strengthen involvement in K-12 education.
 
      Action  8.1.1    Establish a universitywide task force with appropriate representation from colleges, various internal units, and external organizations to recommend an infrastructure and processes to expand and sustain the university’s involvement in K-12 education.
 
Objective  8.2    Enhance strategies within the university to ensure campus-wide involvement in K-12 education.
 
      Action  8.2.1    Develop a structure for collecting information about each college and unit’s existing partnerships with K-12 education and communicate that information to the university community.
 
      Action  8.2.2    Utilize the expertise of appropriate UCF faculty, colleges, and selected divisions in surveying schools and community organizations to determine both their needs and resources.
 
      Action  8.2.3    Conduct multidisciplinary and interdisciplinary universitywide forums with members from each college and appropriate units to address the issues of K-12 education.
 
      Action  8.2.4    Enhance the collaboration among colleges to strengthen the connection between K-12 teacher preparation and preparation in appropriate content areas.
 
Objective  8.3    Forge stronger external partnerships with schools and community organizations to foster school improvement and enhance the achievement of K-12 students.
 
      Action  8.3.1    Develop an environmental scanning approach that will identify schools and community organizations that have the potential for involvement in K-12 education partnerships.
 
      Action  8.3.2    Expand opportunities for reciprocal involvement among school personnel, UCF faculty members and representatives of community organizations on appropriate K-12 committees, task forces, and focus groups.
 
      Action  8.3.3    Enhance existing initiatives with schools and community organizations through increased involvement of the university community.
 
      Action  8.3.4    Build and enhance communication with the alumni and business community to strengthen and promote school and community partnerships.
 
      Action  8.3.5    Identify long-term funding opportunities to support school and community partnerships.
 
      Action  8.3.6    Develop a strategic action and marketing plan to enhance the image of public education.
 
      Action  8.3.7    Respond to rapidly changing community demographics and address identified needs of increasingly diverse student populations.
 
      Action  8.3.8    Establish a statewide system for providing literacy professional development through the Florida Literacy and Reading Excellence Center located at UCF.
 
      Action  8.3.9    Implement the professional development portion of the Federal Reading First grant by facilitating K-3 Summer Reading Academies; K-12 Reading Coach Academies and providing professional development and technical assistance to over 400 schools throughout Florida.
 
Objective  8.4    Facilitate university-wide initiatives in K-12 settings through the UCF Academy for Teaching, Learning, and Leadership.
 
      Action  8.4.1    Establish and fund a UCF Academy Fellows Program to assist faculty members from each college to complete individual and joint research projects in K-12 education.
 
      Action  8.4.2    Utilize the UCF Academy Fellows Program as a vehicle for facilitating the development of research teams around common K-12 research agendas in conjunction with the UCF Office of Research.
 
      Action  8.4.3    Develop a mechanism for disseminating information about K-12 education research to increase university awareness and involvement regarding research within and across the colleges of the university.
 
      Action  8.4.4    Create a conduit for school-community development and reform, and maintain a list of faculty members and staff members who can assist in the process.
 
      Action  8.4.5    Align and collaborate on research and teaching initiatives related to major state and federal initiatives, funding, and priorities.
 
      Action  8.4.6    Sponsor through the UCF Academy statewide conferences and summer institutes featuring noted educational leaders to speak on proven and promising practices for improving teaching and learning in K-12 schools.
 
      Action  8.4.7    Facilitate university actions to work collaboratively with low performing schools.
 
      Action  8.4.8    Provide assistance to schools in educational applications of technology.
 
INCREASE OPERATIONAL EXCELLENCE
 
UCF will enhance operational excellence by exceeding internal and external stakeholder expectations at all instructional locations to gain a competitive advantage through a reputation as a customer-friendly environment.
 
Objective  9.1    Improve all services to internal and external stakeholders.
 
      Action  9.1.1    Institutionalize “problem-solvers” pilot project as a permanent function that provides for quick resolution of service problems and leads to a systemic resolution of the cause of the problem.
 
      Action  9.1.2    Establish the Operational Excellence Council (OEC) that will develop an effective cross-office organizational mechanism that will: 1. review the impact of policies and procedures on internal and external customer satisfaction and recommends appropriate actions, 2. identify and prioritize efforts related to Operational Excellence, 3. recommend to the President processes that will improve Operational Excellence (e.g., awards, recognitions, and accountability), and 4. track performance indicators and report status on Operational Excellence.
 
Objective  9.2    Improve operational excellence and administrative efficiencies through greater use of technology, improved communications, and strategic use of data.
 
      Action  9.2.1    Establish the Process Optimization and Technology and Enhancement Team (POTET) that will identify and prioritize process optimization and technology enhancement projects to support Operational Excellence.
 
      Action  9.2.2    Develop an integrated performance management system that infuses the cyclic use of performance indicators in operational and financial management of the university.
 
      Action  9.2.3    Develop method for sharing information about potential technology enablers and establish proactive procedures for implementing them in the most cost effective manner.
 
      Action  9.2.4    Develop mechanisms to identify best practices and promote their use in all units.
 
Objective  9.3    Strengthen the physical infrastructure of the university through more efficient use of present space and new construction.
 
      Action  9.3.1    Establish the Space Optimization and Planning Team (SOPT) to optimize and conduct comprehensive planning and analysis related to 1. space inventory, 2. A & I projects, 3. PECO projects, 4. room assignments, and 5. space reporting.
 
      Action  9.3.2    Conduct a comprehensive assessment of existing space utilization for administrative functions, including consideration of existing and projected staffing levels and functions, and location of related offices to ensure operational efficiency.
 
      Action  9.3.3    Conduct a comprehensive review of classroom utilization and ensure that the maximum number of classrooms is managed under a coordinated schedule to increase room utilization and provide capacity for enrollment growth.
 
      Action  9.3.4    Develop a facility to accommodate high priority new research initiatives on an interim basis until permanent facilities are assigned.
 
      Action  9.3.5    Develop a system to provide early identification of new facility and space needs (e.g., facilities required to support a new research initiative) to increase the likelihood that they can be met.
 
      Action  9.3.6    Develop an ongoing process to identify and enhance physical facilities needed to support the UCF Experience.
 
Objective  9.4    Enhance the financial system and management through new technology and enlightened accountability.
 
      Action  9.4.1    Implement the PeopleSoft financial management system.
 
      Action  9.4.2    Develop a system that will increase access to timely E&G and C&G financial data to facilitate efficient management of unit and account finances.
 
      Action  9.4.3    Develop ongoing process for getting end user feedback on financial systems.
 
Objective  9.5    Improve data quality, accuracy, integrity, and accessibility to enhance planning, management, and strategic use of data.
 
      Action  9.5.1    Develop an institutional level data warehouse with appropriate data marts that will permit analysis of student, employee, financial, and infrastructure data for planning and management purposes.
 
      Action  9.5.2    Develop university-wide procedures for ensuring data quality, accuracy, integrity, and access.
 
      Action  9.5.3    Develop appropriate data extraction and analysis tools to permit the effective and correct use of data.
 
      Action  9.5.4    Provide appropriate training systems to ensure that responsible personnel have the knowledge and insight needed to enter, extract, and analyze university data.
 
Objective  9.6    Enhance the technology infrastructure to assure state-of-the-art communications, information storage and transfer, research and instruction capability, and university-wide sharing of information.
 
      Action  9.6.1    Implement a Web Portal to provide 24/7 access to personalized, role-based information and transaction services using paperless processes and electronic commerce.
 
      Action  9.6.2    Implement a single reliable user-friendly campus-wide electronic mail system for students, faculty members, and staff members to provide cohesive and effective communication services on all campuses and sites.
 
      Action  9.6.3    Develop a knowledge management system that provides access to accurate and consistent information on university policies, processes, procedures, activities, personnel, finances, plans, and accomplishments.
 
      Action  9.6.4    Develop a focused training program for all employees that emphasizes communication using available technologies and protocols.
 
Objective  9.7    Improve responsiveness to changing needs and responsibilities of the university by adapting organizational structures.
 
      Action  9.7.1    Conduct “organizational reviews” in conjunction with the academic program reviews and administrative unit performance reviews to determine where organizational changes are needed to improve performance and efficiency.
 
Objective  9.8    Augment the capability of frontline employees to provide excellent service.
 
      Action  9.8.1    Establish the Human Resources Development Team (HRDT) to guide the university in determining strategies to better train, develop, motivate, recognize, reward, and compensate its employees.
 
      Action  9.8.2    Conduct a review of all “front-line” employees and functions to ensure that 1. there is a high quality of service to customers and 2. that “front-line” employees have the technology, information, and authority needed to reduce “run-around,” provide accurate and reliable information, make appropriate decisions, and improve the level of service.
 
      Action  9.8.3    Develop new reward and recognition systems for excellence in service to encourage a high performance work environment.
 
      Action  9.8.4    Develop and provide innovative training programs designed to foster and facilitate high-quality service.
 
Objective  9.9    Reengineer identified policies and procedures as appropriate.
 
      Action  9.9.1    Identify areas of authority that have been devolved to the university or its board.
 
      Action  9.9.2    Create a process for identifying policies and procedures that should be reviewed for possible revision.
 
      Action  9.9.3    Reengineer identified policies and procedures as appropriate.
 
ENHANCE UCF COMMUNITY
 
UCF will foster an inclusive and supportive environment that values students, faculty members, and staff members and their contributions to the UCF community, resulting in increased diversity and improved employee morale.
 
Objective  10.1    Develop a welcoming climate and enhance the sense of community among students, faculty members, and staff members.
 
      Action  10.1.1    Define Community and Inclusiveness and specify attributes, values, and actions necessary to achieve the desired outcomes.
 
      Action  10.1.2    Increase the awareness of the UCF mission, vision, values, goals, and the UCF Creed and its tenets.
 
      Action  10.1.3    Conduct periodic assessments to determine “quality of life” and perform cultural audits and climate studies to determine current status, recommend actions, appropriately implement programs and processes and evaluate progress relative to fostering an inclusive and supportive UCF environment.
 
      Action  10.1.4    Expand experiences that facilitate inter and intra group cohesion and encourage community (e.g. curricula and co-curricula activities, UCF Getting to Know You Day, Welcome Wagon, and Disability Awareness month).
 
      Action  10.1.5    Provide support programs and services to meet the needs of a diverse university community.
 
      Action  10.1.6    Seek additional opportunities to involve alumni and UCF partners in community-building activities.
 
Objective  10.2    Create an inclusive environment that encourages respect for the various dimensions of human diversity.
 
      Action  10.2.1    Enhance strategies to publicize and reinforce the university’s commitment to diversity and inclusiveness.
 
      Action  10.2.2    Expand education and training opportunities for faculty members, staff members, and students to increase their awareness and knowledge of diversity and inclusiveness and to develop life-skills that foster cultural competency, inclusiveness, and community.
 
      Action  10.2.3    Encourage and support diverse representation on committees, policy groups, and councils throughout all levels of the university by giving consideration to gender, ethnicity, communication styles, areas of expertise, and special interests and needs.
 
Objective  10.3    Recognize the role of employment policies relative to morale and commitment to the university.
 
      Action  10.3.1    Evaluate opportunities for revising employment policies under the new governance structure.
 
      Action  10.3.2    Address the perceptions of different groups relative to critical employment issues including but not limited to fair employment, advancement opportunities, and pay equity.
 
      Action  10.3.3    Review current support services, including those provided to employees who work outside of the traditional hours, to enhance community-building opportunities (e.g. day care, flextime, counseling and career development, health clinic and wellness program, family meal plans, tuition waivers for employees’ children, etc.).
 
Objective  10.4    Develop an intellectually stimulating campus community that highlights UCF’s commitment to diversity and inclusiveness.
 
      Action  10.4.1    Coordinate and enhance publicity relative to existing festivals, programs and performances and develop other activities such as a university speaker’s series.
 
      Action  10.4.2    Establish a university club for faculty members and staff members and their guests.
 
      Action  10.4.3    Encourage colleges to expand the focus of their curricula to include increased emphasis on domestic diversity and international issues and widely publicize courses and requirements in brochures, web sites, and other sources of information.
 
      Action  10.4.4    Increase institutes, seminars, and other opportunities for faculty members to gain expertise in domestic diversity and international issues relative to teaching, research and service.
 
      Action  10.4.5    Expand and support the role of the Office of Diversity Initiatives to include: a) serving as a UCF clearinghouse on diversity issues, b) engaging in and supporting diversity studies and research projects and c) facilitating plans and processes by which UCF diversity strategies are evaluated.
 
      Action  10.4.6    Engage the university community in the discussion of responsible citizenship in a multicultural world.
 
      Action  10.4.7    Modify existing reward structures to encourage diversity and inclusiveness efforts in annual reporting, merit, promotion, tenure, and development opportunities.
 
Objective  10.5    Expand strategies to attract, retain, and address the needs of a diverse student population.
 
      Action  10.5.1    Designate the Office of Equal Opportunity and Affirmative Action to serve as a clearinghouse for programs that provide financial support for protected class students.
 
      Action  10.5.2    Develop new funding opportunities to meet the needs of students, paying particular attention to fields of study in which women and members of ethnic minority groups are under-represented.
 
      Action  10.5.3    Develop mechanisms to coordinate the involvement of diverse student groups and organizations in ongoing student outreach and retention opportunities.
 
      Action  10.5.4    Expand and publicize opportunities to recognize student contributions to the UCF community.
 
Objective  10.6    Cultivate an environment where student perceptions, needs, experiences, and outcomes are assessed on a regular basis and the results are used to improve programs and services.
 
      Action  10.6.1    Establish a working group made up of a diverse population of students, faculty members and staff members to develop a UCF community vision.
 
      Action  10.6.2    Develop and implement a university plan to continually collect and communicate data regarding the status, issues, concerns, and needs of students with emphasis on selected populations.
 
      Action  10.6.3    Establish a university level data mart to store and maintain all data on student status, issues, concerns, and needs of students.
 
Objective  10.7    Enhance strategies to attract and retain a diverse faculty.
 
      Action  10.7.1    Enhance recruitment initiatives for faculty positions by consistent use of strategies to attract pools that include diverse populations.
 
      Action  10.7.2    Develop a plan to expand programs such as PREP to further diversify the senior faculty ranks.
 
      Action  10.7.3    Initiate a comprehensive study to identify faculty climate and quality of life issues.
 
      Action  10.7.4    Provide focused diversity training for Deans, Directors, and Chairs that addresses cultural competency issues related to women and members of ethnic minority groups (e.g. recruitment and hiring, culture and climate, promotion and tenure, etc.).
 
      Action  10.7.5    Provide mentoring and support opportunities for junior faculty members to assist them in the promotion and tenure process.
 
      Action  10.7.6    Expand opportunities for faculty development.
 
      Action  10.7.7    Implement an exit communication process to identify retention issues.
 
Objective  10.8    Enhance strategies to attract and retain a diverse A&P and USPS staff.
 
      Action  10.8.1    Conduct studies to identify recruitment, retention, climate, and quality of life issues and develop processes and programs to address them.
 
      Action  10.8.2    Enhance recruitment initiatives for A&P and USPS positions by consistent use of strategies to attract pools that include diverse populations.
 
      Action  10.8.3    Develop processes and provide status reports on retention and career progression by race and gender.
 
      Action  10.8.4    Identify, review, and monitor units with a relatively high or constant turnover rate, paying particular attention to the impact of such on members of protected classes.
 
      Action  10.8.5    Provide opportunities for UCF personnel to engage in professional activities to increase career skills, understanding, and collegiality in order to be more fully engaged and utilized in their work.
 
      Action  10.8.6    Enhance specialized language training programs for employees and their supervisors to improve cross-cultural communication.
 
      Action  10.8.7    Determine if a need exists to offer additional life skill instruction (e.g. adult basic education, financial planning, etc.).
 
      Action  10.8.8    Expand programs to give special recognition to individuals and teams, especially university staff, to emphasize their importance to the UCF educational enterprise.
 
      Action  10.8.9    Implement an exit communication process to identify retention issues.
 
INCREASE VISIBILITY
 
UCF will enhance marketing and communication efforts to elevate its local, national, and international reputation as a leading institution of higher education. These efforts will create greater understanding about the university that will strengthen industry, community, and individual partnerships. Alumni will learn of the increasing value of the UCF degree. Distinguished faculty will be recognized for their achievements to society and to the university. Academically talented, prospective students and their families will be better informed of the virtually unlimited opportunities and benefits available at the university.
 
Objective  11.1    Expand and enhance efforts to increase general awareness about UCF as a metropolitan research university with key segments of the general public.
 
      Action  11.1.1    Enhance and expand web-based communications.
 
      Action  11.1.2    Review national media coverage to maximize visibility and impact.
 
      Action  11.1.3    Review and increase marketing and news and information staffing to build an organization comparable to peer institutions.
 
      Action  11.1.4    Revise, promulgate, and enforce Graphic Standards for all forms of communication.
 
      Action  11.1.5    Participate in the university's proposed communications' audit, and branding strategy development, in conjunction with a national consulting firm
 
      Action  11.1.6    Encourage faculty to participate in media activity and educate faculty on dealing with media.
 
      Action  11.1.7    Expand and obtain services that will allow greater media coverage.
 
Objective  11.2    Build, strengthen, and reinforce awareness of UCF’s strengths and programs of prominence.
 
      Action  11.2.1    Expand number and geographic locations of community focus events.
 
      Action  11.2.2    Improve cooperative activities with area organizations.
 
      Action  11.2.3    Enhance media coverage of key program areas.
 
      Action  11.2.4    Increase federal and state support for key programs.
 
      Action  11.2.5    Expand and develop cooperative activities with community organizations and expand and develop community outreach efforts.
 
Objective  11.3    Build, strengthen, and reinforce UCF’s leadership position as America’s partnership university.
 
      Action  11.3.1    Emphasize partnerships in communication activities.
 
Objective  11.4    Continue the efforts of the athletics division to develop and promote a high-profile intercollegiate athletic program.
 
      Action  11.4.1    Follow the athletics division strategic plan once it is reviewed, revised, and approved by the Athletics Director.
 
      Action  11.4.2    Increase interaction with sports media to expand coverage of UCF athletics.
 
      Action  11.4.3    Increase visibility of UCF athletic programs through expanding marketing efforts.
 
ENHANCE UNIVERSITY RESOURCES
 
UCF will increase funding through partnerships and support from external sources.
 
Objective  12.1    Obtain significant increases in external funding by encouraging interdisciplinary and cooperative initiatives.
 
      Action  12.1.1    Enhance communication among units of the university with regard to funding opportunities and priorities.
 
      Action  12.1.2    Adequately reward collaborative and interdisciplinary efforts to seek external funding by developing different accounting for productivity measures to allow for credit to collaborative partners (unless the situation requires mutually exclusive accountability).
 
      Action  12.1.3    Provide seed grants and release time to encourage interdisciplinary and multidisciplinary proposal preparation.
 
      Action  12.1.4    Review the relationships among centers, institutes, colleges, and other units with regard to academic mission, reporting, and accountability.
 
      Action  12.1.5    Communicate interdisciplinary funding needs to the UCF Foundation.
 
Objective  12.2    Obtain sustainable sources of external funding from sponsoring agencies.
 
      Action  12.2.1    Provide support for the development of multidisciplinary teams to aggressively respond to large multiyear requests for proposals.
 
      Action  12.2.2    Enhance mechanisms for obtaining external matching support commitments for large proposals.
 
      Action  12.2.3    Establish a plan for providing facilities in a timely manner to support large research efforts.
 
      Action  12.2.4    Cultivate partnerships to increase state and federal directed funding.
 
      Action  12.2.5    Enhance partnerships with federal labs and national centers.
 
      Action  12.2.6    Obtain enhanced funding for niche areas that support the UCF mission and goals.
 
Objective  12.3    Develop mechanisms to support UCF’s fund-raising efforts to increase alumni support as outlined in the UCF Foundation's strategic plan.
 
      Action  12.3.1    To be developed in coordination with UCF Foundation.
 
Objective  12.4    Develop mechanisms to support the UCF Foundation’s fund-raising efforts to increase the endowment as outlined in its strategic plan.
 
      Action  12.4.1    To be developed in coordination with UCF Foundation.
 
 
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Page created:  August 26, 2004 | Last Design change:  August 26, 2004