new welcome to the university of south florida sarasota-manatee · 2019. 9. 21. · st. petersburg,...

2. CORE REQUIREMENTS

2.1 Degree Granting Authority

2.2 Governing Board

2.3 Chief Executive O”cer

2.4 Institutional Mission

2.5 Institutional E†ectiveness

2.6 Continuous Operation

2.7.1 Program Length

2.7.2 Program Content

2.7.3 General Education

2.7.4 Course Work for Degrees

2.8 Faculty

2.9 Learning Resources and Services

2.10 Student Support Services

2.11.1 Financial Resources

2.11.2 Physical Resources

2.12 QEP (Quality Enhancement Plan)

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2.1 DEGREE GRANTING AUTHORITY

Core Requirement 2.1 Degree Granting Authority

The institution has degree-granting authority from the appropriate government agency or agencies.

Compliance Partial Compliance Non-compliance

NARRATIVE

The University of South Florida Sarasota-Manatee (USF Sarasota-Manatee) has authority to grant degrees

pursuant to the Constitution of the State of Florida, Florida Statutes, Regulations of the Board of Governors

(BOG) of the State University System of Florida (SUS), the Operating Procedures of the USF Board of

Trustees (BOT), and the Memorandum of Delegation from the USF System President to USF Sarasota-

Manatee’s Regional Chancellor, the Chief Executive O譒cer.

The Florida Constitution, Article IX (7b), established the SUS. Florida Constitution, Article IX (7d), grants the

BOG the authority to “operate, regulate, control, and be fully responsible for the management of the whole

university system.” Florida Statutes Florida Statute 1001.705, 2(a) and Florida Statute 1001.706(1) further

recognize the BOG’s Constitutional and legal authority.

Following that authority, the BOG adopted BOG Regulation 1.001(2)(e), which grants the BOT of each

constituent institution the authority to “establish the powers and duties of the University President.” The

USF System President is the Corporate Secretary to the USF System’s BOT and is responsible for all

operations and administration (USF BOT Operating Procedures Article I (C3). The President has authority to

award degrees as established in the fully signed and executed contract e놚셠ective July 1, 2011, through June

30, 2016, between the President and the BOT (President Genshaft Contract, Sec. 1.2.15).

Through a Memorandum of Delegation dated June 15, 2009, the USF System President delegated the

authority and accountability to award degrees to USF Sarasota-Manatee’s Regional Chancellor. USF

Sarasota-Manatee’s degrees are listed on the 2014-15 Degree Inventory and the 2015-16 Degree Inventory.

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2.2 GOVERNING BOARD

Core Requirement 2.2: Governing Board

The institution has a governing board of at least ꞷve members that is the legal body with speciꞷcauthority over the institution. The board is an active policy-making body for the institution and isultimately responsible for ensuring that the ꞷnancial resources of the institution are adequate toprovide a sound educational program. The board is not controlled by a minority of board membersor by organizations or interests separate from it. Both the presiding o꭛䃁cer and a majority of othervoting members of the campus board are free of any contractual, employment, or personal orfamilial ꞷnancial interest in the institution.


NARRATIVE

Florida Constitution, Article IX (7), established the Florida State University System (SUS) governed by

the Florida Board of Governors (BOG) with a board of trustees to administer each public university

within the SUS. The BOG’s responsibilities include deꞷning the distinctive mission of each constituent

university and its articulation with free public schools and community colleges, ensuring the well-

planned coordination and operation of the system, and avoiding wasteful duplication of facilities or

programs. The governor appoints fourteen (14) members, who are conꞷrmed by the Florida Senate

and serve seven (7) years. Additional members are the Florida Commissioner of Education, the chair of

the Advisory Council of Faculty Senates, and the president of the Florida student association.

USF System Governance Policy

The University of South Florida Board of Trustees (BOT) is the public body created in Article IX (7c) of the

Constitution of the State of Florida and empowered by Florida Statute 1001.73 to administer the University

of South Florida, a system comprised of three regionally accredited institutions: USF in Tampa, USF St.

Petersburg, and USF Sarasota-Manatee. According to the Governance Policy for the USF System, the USF

Board of Trustees is the public-body corporate that governs the USF System. The USF Board of Trustees is

responsible for cost-e篦뛻ective policy decisions appropriate to the system mission and the implementation

and maintenance of high-quality education programs within the laws and rules of the State of Florida.

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USF Sarasota-Manatee Campus Board

In 2001, the Florida Legislature through Florida Statute 1004.34 established that USF Sarasota-Manatee “be

operated and maintained as a separate organizational and budget entity of the University of South Florida

and that all legislative appropriations” for this campus “be set forth as separate line items in the annual

General Appropriations Act.” The Statute further states that USF Sarasota-Manatee will have a Campus

Board, appointed by the USF BOT (Florida Statute 1004.34(2)) in consultation with the USF System President

and Campus CEO (Regional Chancellor). Under the law, the powers and duties of the Campus Board are the

following:

Review and approve an annual legislative budget request,

Approve and submit an annual operating plan and budget for review and consultation by the BOT,

Enter into central support services contracts with the BOT for any services that USF Sarasota-Manatee

cannot provide more economically, and

Other powers and duties delegated by the BOT.

The USF Sarasota-Manatee Campus Board is comprised of ꞷve (5) members: two (2) residents of Sarasota

County, and three (3) residents of Manatee County. If a resident of Sarasota or Manatee County is

appointed to the USF Board of Trustees, then that member serves jointly as a member of the USF Sarasota-

Manatee Campus Board (Florida Statute 1004.34(2)); Campus Board Operating Procedures, Article

I(B). Operating Procedures of the Board of Trustees and the Sarasota-Manatee Campus Board).

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University of South Florida Sarasota-Manatee Campus Board

Name & Address Place of Employment Contractual,Employment, orPersonal orFamilialFinancialInterest in theInstitution

Year TermExpires

Group or PersonThat Appointed theBoard Member

Byron E. Shinn, Chair6012 Shore Acres Dr.Bradenton, FL 34209Resident of Manatee County

President & ManagingPartner, Shinn &Company, L.L.C.

No 2020 Florida Governor/USFBoard of Trustees

Richard Smith, Vice Chair404 64th St Ct NWBradenton, FL 34209Resident of Manatee County

Managing Partner,Christopher, Smith,Leonard, Bristow &Stanell, P.A.

No 2016 USF Board of Trustees

David Eckel50 Central Ave, Unit 1008Sarasota, FL 34236Resident of Sarasota County

President &Broker/Owner,Wagner Realty


Dr. Teresa Rawe703 65th St Ct NW Bradenton, FL 34209 Resident of Manatee County

Medical Director,Emergency Department,Manatee MemorialHospital at LakewoodRanch Medical Center


Anne L. Weintraub1800 2 St., STE 882Sarasota, FL 34236 Resident of Sarasota County

Founder, AnneWeintraub, PA


USF Board of Trustees

Florida Constitution Article IX (7c) establishes the composition of the University of South Florida (USF) Board

of Trustees (BOT), making it the legal body corporate (Florida Statute 1001.72, Florida Statute 1001.73).

Pursuant to constitutional requirements, Florida Statute 1001.71 states that the USF BOT is comprised of

thirteen (13) trustees. Florida’s Governor appoints six (6), and the Florida Board of Governors (BOG)

appoints ꞷve (5). The Florida Senate conꞷrms these eleven (11) trustee appointments. The President of the

USF System Faculty Council and the President of the USF System Student Advisory Council hold the

remaining two (2) trustee positions as ex-o꭛䃁cio voting members. All trustees serve without compensation

but may be reimbursed for travel and per diem expenses (Florida Statute 1001.71(2)). At the ꞷrst regular

BOT meeting after July 1, the appointed BOT members select the presiding o꭛䃁cer for a two-year term, with

the opportunity for a second term (BOT Operating Procedures, Article I(C)).

nd

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University of South Florida Board of Trustees

Name and Address ofBoard Member

Employment Contractual,Employment, or Personalor Familial FinancialInterest in theInstitution

Year TermExpires

Group or PersonThat Appointed theBoard Member

Harold W. Mullis, Esq.,ChairTrenam Kemker101 E. Kennedy Blvd.,#2700 Tampa, FL 33602

President, TrenamKemker

None 2020 Florida Board ofGovernors

Brian D. LambVice ChairFifth Third BankTampa201 E. Kennedy Blvd.,Ste. 102Tampa, FL 33602

Market President, FifthThird Bank


Jozef GhermanUSF St. Petersburg140 7th Ave. SouthSt. Petersburg, FL 33701

President, USF SystemStudent AdvisoryCouncil

Student, USF St.Petersburg

2016 USF System StudentAdvisory Council

Stephanie E. GoforthNorthern Trust Bank100 2nd Ave. S.St Petersburg, FL 33701

President, West FloridaRegion for NorthernTrust Bank


Scott L. HopesCliniLinc13250 S.W. 128th St., Ste.108Miami, FL 33186

Chairman & CEO,CliniLinc

None 2018 Governor of the State ofFlorida

Stanley I. LevyGrant Thornton LLP101 E. Kennedy Blvd.Tampa, FL 33602

Managing Director,Levy Advisors, LLC


Stephen J. Mitchell, Esq.Squire Sanders201 One Tampa CityCenter, #2100Tampa, FL 33602

Partner, SquireSanders


John B. RamilTECO Energy, Inc.702 N. Franklin St.Tampa, FL 33602

President and ChiefExecutive O꭛䃁cer,TECO Energy


Debbie N. SemblerSembler ConstructionCorporate Headquarters5858 Central Ave.St. Petersburg, FL 33707

Former MarketingExecutive


Byron E. Shinn President & Managing None 2020 Governor of the State ofPage 10

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Byron E. Shinn6012 Shore Acres Dr.Bradenton, FL 34209

President & ManagingPartner, Shinn &Company, LLC


Dr. Gregory B. TeagueUniversity of SouthFlorida4202 E. Fowler Ave.Tampa, FL 33620

President, USF SystemFaculty Council

Faculty, USF 2017 USF System FacultyCouncil

Nancy H. WatkinsRobert Watkins & Co.610 S. Blvd, #100Tampa, FL 33606

Certiꞷed PublicAccountant, RobertWatkins & Co.


Jordan B. ZimmermanZimmerman Advertising2200 W. CommercialBlvd.Ft. Lauderdale, FL 33309

Founder andChairman,ZimmermanAdvertising


Policymaking and Adequacy of Financial Resources

The BOT is responsible for making cost-e篦뛻ective policy decisions appropriate to the University mission (BOT

Operating Procedures, Article I(D)). BOT powers include (a) developing the university’s strategic plan; (b)

submitting an annual institutional budget request; (c) accounting for expenditures of all local, state, federal,

and other funds; and (d) maintaining an e篦뛻ective information system to provide accurate, timely, and cost-

e篦뛻ective information (BOG Regulation 1.001(3)).

The BOT ensures that ꞷnancial resources support the educational programs consistent with its legislative

budget request. Similarly, the BOT determines tuition policy and approves student fees (BOT Agenda,

March 2013, pp. 2-3; BOT Meeting Minutes, March 2013, pp. 3-4). Note that the USF System has not raisedtuition or student fees since 2013. The BOT also reviews and approves the University’s operating budget as

required by BOG Regulation 9.007(1) (BOT Agenda Item June 2015; BOT Minutes June 2015).

USF Sarasota-Manatee Campus Board Operating Procedures Article II(K) contains the areas of authority of

the Campus Board, including the authority to (1) review and approve an annual campus legislative budget

request (Campus Board Minutes, Campus Board Minutes, November 2014, Legislative Priorities), (2)

approve and submit an annual operating plan and budget to the BOT (Campus Board Minutes, Campus

Board Minutes, November 2014, Budget), (3) enter into more economical, central support services contracts

with the BOT (no new contracts entered into since last accreditation visit), (4) consult with the USF System

President and Regional Chancellor to develop a strategic plan (Campus Board Minutes, Campus Board

Minutes, January 2015; Campus Board Minutes April 2015), (5) review enrollment patterns (Campus Board

Minutes September 2013), and (6) exercise other powers delegated by the BOT to provide for the e꭛䃁cient

operation and improvement of the campus (Note that no additional powers have been delegated beyond

the ꞷve above).

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The BOT Operating Procedures, Article II(F) and the Campus Board Operating Procedures Article

II(F) establish that a majority of the members must be present to constitute a quorum for the transaction of

business. The whole body and its subparts act upon a majority vote on all matters coming before them

after full consideration. The bylaws also provide that, with a limited exception regarding the student and

faculty representatives, no trustee may serve on any other university-related board in order to prevent

actual or potential con鵝鶮icts of interest. Members act with authority only as a collective entity. The BOT and

the Campus Board are subject to public records and open meetings requirements, and all o꭛䃁cial acts occur

at public meetings (BOG Regulation 1.001(2h)).

Oversight Provided

The USF BOT provides overall oversight for the USF System. The Finance and Audit Workgroup is

responsible for ꞷnancial oversight and reviews the System’s ꞷnances and internal controls (Also see BOT

Workgroups). Reports that are reviewed/approved by the Finance and Audit Workgroup include, but are not

limited to, the annual Operating Budget and Fixed Capital Outlay Budget (BOT Minutes June 2015, Capital

Outlay Budget); the request to approve tuition and fee increases for the new ꞷscal year; and quarterly

ꞷnancial statements that provide comparisons of activities for this year versus last year in order to provide

a clear understanding of the University’s ꞷnancial condition (e.g., Quarterly Financial Reports, Mid-Year

Forecasts). In addition, the University provides preliminary and ꞷnal audited ꞷnancial statements (Financial

Statements, BOT), which show the University’s ꞷnancial position and ꞷnancial activity for the entire year.

These reports allow the BOT to exercise its ꞷduciary responsibilities, manage risk, and control funds.

Prior to ꞷnancial approval by the BOT, the USF Sarasota-Manatee Campus Board reviews new fees (

Campus Board Minutes, September 2012; Campus Board Minutes, February 2012) and the USF Sarasota-

Manatee annual budget (Campus Board Minutes, November 2014).

Board Con鵝鶮ict of Interest

BOT Operating Procedures Article VII, Code of Ethics, requires Trustees to be free of any contractual,

employment, or personal or familial ꞷnancial interest in the institution. Trustee members of the BOT and

members of the Campus Board are part of the executive branch of state government (Florida Statute

1001.71(3)) and are subject to the Code of Ethics for Public O꭛䃁cers and Employees in Part III of Chapter

112, Florida Statutes, which states in part that

no o꭛䃁cer or employee of a state agency or of a county, city, or other political subdivision of the state,

and no member of the Legislature or legislative employee shall have any interest, ꞷnancial or

otherwise, direct or indirect; engage in any business transaction or professional activity; or incur any

obligation of any nature which is in substantial con鵝鶮ict with the proper discharge of his or her duties in

the public interest. . . . [T]here is enacted a code of ethics setting forth standards of conduct required

of state, county, and city o꭛䃁cers and employees, and of o꭛䃁cers and employees of other political

subdivisions of the state, in the performance of their o꭛䃁cial duties. . . . [T]his code shall serve not only

Control of Boards

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as a guide for the o꭛䃁cial conduct of public servants in this state, but also as a basis for discipline of

those who violate the provisions of this part (Florida Statute 112.311(5)).

Trustees and Campus Board members, including the Chairs, and their immediate relatives may not have or

hold any employment or contractual relationship with any business entity or agency that is doing business

with the BOT or the USF System unless the contractual relationship falls within the enumerated

exemptions from the statutory prescription. Trustees and Campus Board members may not have any

employment or contractual relationship that will create frequently recurring con鵝鶮ict between their private

interests and the performance of their public duties or that would impede the full and faithful discharge of

their public duties (Florida Statute 112.313(7a,1,2).

As state o꭛䃁cers, Trustees and Campus Board members are prohibited from acting in their o꭛䃁cial capacity

to either directly or indirectly purchase, rent, or lease any realty, goods, or services for the Board or USF

System from any business entity in which the Trustees Campus Board members and or their spouses or

children are o꭛䃁cers, partners, directors or proprietors, or in which the trustees or their spouses have a

material interest. Nor may Trustees and Campus Board members, acting in a private capacity, rent, lease,

or sell any realty, goods or services to the Board or USF System (Florida Statute 112.313(3)). The code also

governs the solicitation and acceptance of gifts and requires the members of the BOT and the Campus

Board to ꞷle an annual disclosure form with the State of Florida Commission on Ethics pertaining to their

economic interests and liabilities (Statement of Financial Interests). Each BOT and Campus Board member

also must disclose the nature of the member’s interest when voting on a measure that would inure to the

member’s special private gain or loss.

Voting con鵝鶮icts must be disclosed under Florida law. Speciꞷcally, BOT and Campus Board members must

disclose the nature of their interest in a matter if it would result in special gain or loss to the member, to

any principal or employer who retains the member, to a relative, or to a business associate (Florida Statute

112.3143(2a)).

In addition, on September 6, 2007, at a regular meeting, the BOT approved a Code of Conduct for Financial

Functions, applicable to the Board, Campus Board, and USF System employees rea꭛䃁rming its deeply

rooted commitment to:

honest conduct, including the ethical handling of actual or apparent con鵝鶮icts of interest between

personal and professional relationships;

full, fair, accurate, timely and understandable disclosure in ꞷnancial reporting;

compliance with applicable University, state, and federal laws, rules, and regulations; and

prompt reporting for violations of the Code to the O꭛䃁ce of Audit and Compliance.

Campus Board Operating Procedures Article VII, Code of Ethics, further details the obligations of Campus

Board members and the procedures to be followed if a con鵝鶮ict of interest should arise. The USF Sarasota-

Manatee Campus Board members are not employees of USF Sarasota-Manatee; are not compensated forPage 13

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their service to the Board; and have no personal, familial, or ꞷnancial interest in USF Sarasota-Manatee or

the USF System. The Regional Chancellor does a review of a꭛䃁liations prior to and during their service on

the Campus Board.

Meeting Minutes

The BOT meets quarterly and by conference call on an as-needed basis. Minutes of all meetings are

recorded and posted on the BOT’s Webpage. The minutes demonstrate that the USF Board of Trustees is an

active policy-making board and that it is responsible for providing oversight of the ꞷnancial resources of the

institution that support the educational programs, including budget approval as noted below.

USF Board of Trustees Meeting Minutes

2015 2014 2013

6/4/2015 12/4/2014 12/5/2013

3/9/2015 11/26/2014 11/22/2013

3/5/2015 10/10/2014 10/23/2013

2/17/2015 9/4/2014 9/4/2013

8/4/2014 8/15/2013

6/23/2014 6/17/2013

6/5/2014 6/6/2013

4/21/2014 3/21/2013

3/6/2014

1/21/2014

The USF Sarasota-Manatee Campus Board meets at least four (4) times annually. Notices of all regularly-

scheduled meetings are published at least seven (7) days in advance in a newspaper of general circulation,

on the Campus Board Webpage, and on the USF System-wide list-serve. All persons who have requested

notices receive them in the mail. In instances of emergency meetings, the Board’s Corporate Secretary

posts a notice on the USF Sarasota-Manatee website and the USF list-serve. Meetings are typically held at

USF Sarasota-Manatee and conducted in locations accessible to all individuals. The Corporate Secretary

records minutes of all meetings and posts them on the USF Sarasota-Manatee Campus Board website. The

minutes demonstrate that the board is an active policy-making board responsible for providing oversight of

the ꞷnancial resources of the institution, including approval of adequate budgets that provide a sound

educational program.

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USF Sarasota-Manatee Campus Board Minutes

2015 2014 2013

6/5/2015 11/7/2014 9/19/2013

4/10/2015 6/13/2014 6/21/2013

1/29/2015 1/30/2014 2/5/2013

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2.3 CHIEF EXECUTIVE OFFICER

Core Requirement 2.3: Chief Executive O⤀ꀈcer

The institution has a chief executive o⤀ꀈcer whose primary responsibility is to the institution andwho is not the presiding o⤀ꀈcer of the board.


NARRATIVE

The chief executive o⤀ꀈcer of the University of South Florida Sarasota-Manatee (USF Sarasota-Manatee)

is the Regional Chancellor, whose primary responsibility is to the institution and who is not a member of

the Campus Board or the USF Board of Trustees (BOT).

The regional chancellors at USF Sarasota-Manatee and USF St. Petersburg report directly to the USF System

President. A BOT Resolution (BOT Minutes – December 16, 2010)authorized the President of the USF

System “to select, appoint, supervise, evaluate and terminate the employment of the regional Campus

Executive O⤀ꀈcer at each regional campus in the USF System.” Dr. Judy Genshaft, President of the USF

System, appointed Dr. Sandra S. Stone as Regional Chancellor of USF Sarasota-Manatee, e⤀ㄆective

November 1, 2014, with the concurrence of the USF Sarasota-Manatee Campus Board and the Chairman of

the USF Board of Trustees.

Because the head of Florida’s State University System (SUS) is entitled “Chancellor,” the head of the USF

System cannot be called “Chancellor.” Therefore, she is called “President.” In turn, the title of the CEOs of

USF System’s entities to whom the President has delegated authority (USF Sarasota-Manatee and USF St.

Petersburg) are called “Regional Chancellors” (USF System Organizational Chart – Governance and

Administration).

CEO ResponsibilitiesUSF Sarasota-Manatee’s Regional Chancellor is responsible for administering institutional operations and

providing academic leadership. Florida Statute 1004.34(3), details the duties of the Campus Executive

O⤀ꀈcer of USF Sarasota-Manatee. Dr. Stone’s only outside activity is serving on the Emory University Alumni

Board, which the USF System President approved. Dr. Stone is not the presiding o⤀ꀈcer of the USF Board of

Trustees or of the USF Sarasota-Manatee Campus Board. Her Letter of Employment details the following

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primary duties:

Representing the interests of the USF Sarasota-Manatee institution in the strategic planning, priority

setting, and policy development process that ties into the overarching plans and processes for the

University of South Florida System;

Providing leadership to the USF Sarasota-Manatee institution to further its mission with respect to

teaching, research, and service to students and the community within the University of South Florida

System;

Providing direction to program development and organization for the USF Sarasota-Manatee

institution which ties into the overall University of South Florida System mission;

Working with faculty to improve the programs, services, and products of USF Sarasota-Manatee;

Exercising administrative authority over the utilization of the USF Sarasota-Manatee institution

resources in service of the mission of the institution and the overall USF System;

Maintaining sound management practices for the USF Sarasota-Manatee institution, including

program and ⤀褅scal accountability, enrollment numbers, retention and graduation rates, and

fundraising;

Working with the Provost and USF System Executive Vice President for Academic A⤀ㄆairs and other

USF System vice presidents and campus deans in furtherance of the educational, research, and

service goals of the USF Sarasota-Manatee institution and USF System;

Working with the USF System Sr. Vice President for Advancement and the USF System Associate Vice

President for Governmental Relations to build ⤀褅nancial, alumni, and legislative support for the USF

Sarasota-Manatee institution and the USF System; and

Working with external constituencies in the community, especially school districts, to promote

excellence in education at all levels and to promote the University of South Florida System.

The Regional Chancellor’s Position Description also details her responsibilities.

Delegated Responsibilities

As of June 15, 2009, the USF System President delegated the following responsibilities to USF Sarasota-

Manatee’s Regional Chancellor through a Memorandum of Delegation (Chancellor Duties):

Awarding degrees carrying the institutional designation “University of South Florida Sarasota-

Manatee.”

Assigning student information system codes in SIS to USF Sarasota-Manatee.

Admitting undergraduate and graduate students to USF Sarasota-Manatee.

Advising and certifying USF Sarasota-Manatee students for graduation.

Registering students and maintaining records for USF Sarasota-Manatee students.

Making undergraduate and graduate admissions decisions to USF Sarasota-Manatee.

Approving new courses at USF Sarasota-Manatee and making curricular changes at USF Sarasota-

Manatee.Page 17

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Processing and supporting sabbatical and other leaves.

Recommending USF Sarasota-Manatee faculty for tenure and promotion to the USF System President.

Hiring personnel with coordination and monitoring at the USF System level.

Establishing the USF Sarasota-Manatee Faculty Senate.

Contracting with services at the USF System level.

Creating USF Sarasota-Manatee policies and procedures in accordance with USF System policies and

procedures.

Hiring, Evaluation, and Firing of CEO

To select the Regional Chancellor, the President appoints an o⤀ꀈcial search committee and typically hires an

outside search ⤀褅rm to oversee the committee, to make recommendations, and initially to screen

applicants. After the outside search ⤀褅rm screens credentials, the search committee discusses and reviews

the quali⤀褅cations of each candidate. Following pool narrowing, the search committee conducts telephone

and/or airport interviews. After further narrowing the pool, the search committee schedules on-site

interviews. The search committee, sta⤀ㄆ, faculty, the institution’s board members, the Provost, USF System

vice presidents, and the President meet with the candidates. The USF System President makes the ⤀褅nal

hiring decision with input from the search committee, faculty, sta⤀ㄆ, and all other interested parties. The

System institution’s funds pay for the search. The candidate and the USF System President negotiate the

⤀褅nal salary, but the institution funds that salary, not the USF System.

If necessary, an institution’s Campus Board has the authority to dismiss a Regional Chancellor in

consultation with the USF System President and other management personnel. Once a ⤀褅nal decision is

made for dismissal, the System President terminates the Regional Chancellor and may appoint an interim

Regional Chancellor in consultation with the institution’s board and other relevant managers. No USF

Sarasota-Manatee Regional Chancellor has been dismissed.

The USF System President evaluates the regional chancellors annually. In addition, the regional chancellors

prepare an annual Regional Chancellor Self-Evaluation to assist the President in this evaluation process.

The human resources ⤀褅le at USF Sarasota-Manatee contains the individual Chancellors’ completed

evaluations.

Program ApprovalAs delegated by the USF System President in the Memorandum of Delegation (Academic Programs), USF

Sarasota-Manatee’s Regional Chancellor has authority to approve new academic programs. USF Sarasota-

Manatee’s faculty originate curricular programs and vet it through their college. The Faculty Senate’s

Academic Programs Committee (APC) and the administration, through Academic Council, carefully evaluate

curricular changes to determine their appropriateness to higher education and the mission: “The University

of South Florida Sarasota‐Manatee provides high quality bachelor’s and graduate‐level education andscholarly activity in a personalized learning community that prepares successful leaders and responsible

citizens.”Page 18

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Throughout the process outlined on the ⤀褅owchart entitled, New USFSM Academic Degree Program

Proposal Process, faculty and administration also consider the quality of both the academic content and the

delivery system, whether it be face-to-face, on-line, or blended. Please see Comprehensive Standard

3.4.1 (Academic Program Approval) for more detailed information on new program approval.

Institutional Mission DevelopmentThe Regional Chancellor’s Senior Leadership members consult with faculty, sta⤀ㄆ, students, and community

members in developing the vision and mission of USF Sarasota-Manatee. Strategic plans align with the USF

System Strategic Plan, but each institution in the System de⤀褅nes its own vision and mission statements, as

well as goals, strategies, and outcomes. USF Sarasota-Manatee authorizes and approves programs at the

undergraduate and master’s graduate level with noti⤀褅cation to the Campus Board and approval of the BOT.

Funding StructureIn 2001, the Florida Legislature established that USF Sarasota-Manatee (Florida Statute 1004.34(1a)) “be

operated and maintained as a separate organizational and budget entity of the University of South Florida

and that all legislative appropriations” for it will “be set forth as separate line items in the annual General

Appropriations Act.” The statute language further states that USF Sarasota-Manatee shall have a Campus

Board, appointed by the BOT (Florida Statute 1004.34(2)). The powers and duties of the Campus Board

include the following:

Review and approve an annual legislative budget request.

Approve and submit an annual operating plan and budget for review and consultation by the BOT.

Enter into central support services contracts with the BOT.

The Board of Trustees Operating Procedures and the Sarasota-Manatee Campus Board Operating

Procedures further detail the Campus Board’s authority.

Sarasota-Manatee resources come from general revenue (state allocation), tuition, fees, auxiliary-generated

funds (e.g., bookstore, food service, vending), grants, contracts, and private donors. The Regional Vice

Chancellor for Business and Finance and the Regional Chancellor, with institution board approval, allocate

the funds. Although USF Sarasota-Manatee is ⤀褅scally autonomous, it shares costs for some functions with

the USF System as outlined in the USF System President’s Memorandum of Delegation (Cost Sharing).

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2.4 INSTITUTIONAL MISSION

Core Requirement 2.4: Institutional Mission

The institution has a clearly deᴀ밄ned, comprehensive, and published mission statement that isspeciᴀ밄c to the institution and appropriate for higher education. The mission addresses teachingand learning and, where applicable, research and public service.


NARRATIVE

The University of South Florida Sarasota-Manatee (USF Sarasota-Manatee) clearly deᴀ밄nes its mission that is

speciᴀ밄c to the institution and appropriate for higher education. As an integral and complementary part of a

multi-campus university system, USF Sarasota-Manatee retains a separate identity and mission while

contributing to and beneᴀ밄ting from the associations, cooperation, and shared resources of the USF

System. The mission, published publicly, addresses teaching and learning, research, and public service. It is

comprehensive in its commitment to excellence of its programs at every level and for all modes of delivery.

Mission StatementFocus on Quality 2020 – USF Sarasota-Manatee Strategic Plan 2015-2020 states the mission of USF

Sarasota-Manatee: “The University of South Florida Sarasota-Manatee provides high quality bachelor’s and

graduate-level education and scholarly activity in a personalized learning community that prepares

successful leaders and responsible citizens.”

Why this mission?USF Sarasota-Manatee’s primary focus is to provide a quality curriculum and instruction at an aᴀ洅ordable

cost, which addresses the speciᴀ밄c higher education needs of the residents in the region.

USF Sarasota-Manatee oᴀ洅ers a ᴀ밄exible mix of online and classroom instruction at times that are

convenient to the large commuter student population.

USF Sarasota-Manatee oᴀ洅ers additional certiᴀ밄cate programs and internships that meet the unique

needs of employers and employees in the region.

USF Sarasota-Manatee partners with local businesses, non-proᴀ밄ts, and educational institutions to

ensure that the educational programs provide qualiᴀ밄ed employment candidates to address current

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and future community needs.

USF Sarasota-Manatee’s size supports a personalized learning experience built on small class sizes,

individual attention, campus experiences, and opportunities for community engagement.

ApprovalsThe USF Sarasota-Manatee Campus Board and the USF System Board of Trustees (BOT) review and approve

the strategic plan, which includes the mission statement adopted for the relevant planning period. The

Campus Board approved the new mission on April 10, 2015, as part of the new strategic plan: Focus on

Quality 2020 (Campus Board Agenda April 10, 2015 and Campus Board Minutes April 10, 2015). The BOT

approved USF Sarasota-Manatee’s mission at its June 4, 2015 meeting, also as part of the new strategic plan

(BOT Agenda June 4, 2015 and BOT Minutes June 4, 2015).

The Constitution of the State of Florida, Article IX (7d), includes the Florida Board of Governors’ (BOG)responsibility for “deᴀ밄ning the distinctive mission of each constituent university” within the State University

System (SUS). Florida Statute 1004.01, deᴀ밄nes the purpose and mission of the SUS, which each university

mission must support.

The BOG has statutory regulation over the mission of each SUS institution (Florida Statute

1001.705(2a)), although the BOG provides each institution the authority to design its own unique mission

(BOG Regulation 1.001 (3c)).

The BOG approves each SUS university’s mission statement during the annual review of the

institutions’ annual Work Plans (USF Sarasota-Manatee 2015-16 Work Plan), which must include the

university’s mission statement and vision for the current planning period as well as specify goals and

objectives consistent with that mission (BOG Agenda June 16-18, 2015; BOG Mission Statement Approval

Process, E-mail, Richard Stevens).

Important Note: USF Sarasota-Manatee operated from January 2012 to June 2015 using the followingmission from the 2012-2016 Strategic Plan (Mission Statement 2012-16): “The University of South Florida

Sarasota-Manatee provides access to professional higher education programs and scholarly research in a

personalized living and learning community that graduates successful leaders who empower Florida’s

Suncoast to thrive locally, nationally, and globally.” Therefore, assessment plans and other documents from

2012-15 will address this mission rather than the current mission described throughout this section.

Starting in 2015-16, programs and units align their outcomes to the new mission. Because the two missions

did not change substantively, USF Sarasota-Manatee did not submit a substantive change regarding the

new mission statement.

Additional information on the USF Sarasota-Manatee Mission is provided in Comprehensive Standard 3.1.1

(Mission). Information on the relationship between USF Sarasota-Manatee’s mission and its curriculum is

provided in Federal Requirement 4.2 (Program Curriculum).

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Locations of Published Mission Statement

USF Sarasota-Manatee Website

Focus on Quality 2020 – USF Sarasota-Manatee Strategic Plan 2015-2020

USF Sarasota-Manatee 2015-16 Catalog

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2.5 INSTITUTIONAL EFFECTIVENESS

Core Requirement 2.5: Institutional E뽐�ectiveness

The institution engages in ongoing, integrated, and institution-wide research-based planning andevaluation processes that (1) incorporate a systematic review of institutional mission, goals, andoutcomes; (2) result in continuing improvement in institutional quality; and (3) demonstrate theinstitution is e뽐�ectively accomplishing its mission.


NARRATIVE

The University of South Florida Sarasota-Manatee (USF Sarasota-Manatee) engages in ongoing, integrated,

and institution-wide research-based planning, evaluation, and budgeting processes across all colleges and

units to ensure institutional e뽐�ectiveness. In the 翓蟛ve years since SACSCOC last site-visited USF Sarasota-

Manatee, the institution completed one cycle of campus-wide strategic planning, implementation, and

evaluation with Strategic Plan 2011-16 called “Access = Success” and started a second cycle with Strategic

Plan 2015-20 entitled “Focus on Quality 2020.” The USF Sarasota-Manatee Assessment System provides the

actionable data and analyses to inform decisions that faculty and administrators make to improve

institutional quality and e뽐�ectively accomplish its mission. Faculty and sta뽐� in each educational program

and in each unit supporting administration, students, research, and service identify outcomes that align

with the mission and strategic plan. They assess the extent to which they achieve the outcomes and also

provide evidence of program/unit improvement based on analyses of the assessment results, whether the

program/service is delivered face-to-face, blended, or online.

Alignment of Institutional E뽐�ectiveness Processes

USF Sarasota-Manatee’s institutional e뽐�ectiveness processes align to those in the USF System and the State

University System of Florida. Florida Board of Governors BOG Regulation 2.002(1) mandates planning and

evaluation in the State University System (SUS). The BOG must “institute a planning and performance

monitoring system that includes the university submission of work plans and annual reports designed to

inform strategic planning, budgeting, and other policy decisions for the State University System.” While this

mandate standardizes annual submissions to the BOG, it leaves each institution free to pursue a planning-

evaluation-budget cycle based on its individual mission.

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Five-Year Planning ProcessThe SUS Strategic Plan forms the basis of the USF System Strategic Plan; the USF System Strategic Plan

forms the basis of the USF Sarasota-Manatee Strategic Plan, Focus on Quality 2020. Therefore, all three

plans align to form the foundation of the institutional e뽐�ectiveness 翓蟛ve-year planning process.

Annual Implementing ProcessUSF Sarasota-Manatee aligns its Strategic Plan to its Annual Work Plan to the Board of Governors. Each

spring USF Sarasota-Manatee’s Work Plan combines with the other USF System institutions to form the USF

System Work Plan. Then, the Work Plans of each of the institutions in Florida’s SUS form the SUS System

Work Plan. The Work Plans contain the following elements: (1) mission and vision; (2) list of new academic

program proposals; (3) tuition di뽐�erential proposal, if applicable; (4) metric projections to speci翓蟛c SUS

System-wide goals; and (5) at least three institution-speci翓蟛c goals, including strategies, outcome metrics,

and 翓蟛nancial assumptions.

Annual Evaluating ProcessThe USF Sarasota-Manatee Accountability Report to the BOG documents the outcomes of its Annual Work

Plan, holding the institution accountable. Each fall USF Sarasota-Manatee’s Accountability Report feeds into

the USF System Accountability Report, and then into the SUS System Report. The Accountability Report

includes the following items: (1) key performance data; (2) summary information on budgets, enrollments,

and other core resources; and (3) reports on undergraduate and graduate education, research, and

economic development, as appropriate to the mission, including key goals, data trends, and performance

on metrics speci翓蟛ed by the BOG.

Approval ProcessThe Work Plans and Annual Reports go through an approval process that includes the USF Sarasota-

Manatee Senior Leadership (Agenda and Minutes, March 6, 2015; Agenda and Minutes, November 7, 2014),

Academic and Campus Environment Workgroup (Agenda and Minutes, May 11, 2015; Agenda and Minutes,

November 20, 2014), the USF Board of Trustees (BOT) (Agenda and Minutes, June 4, 2015; Agenda and

Minutes, December 4, 2014 ), and the Florida Board of Governors (BOG) (Agenda and Minutes, June 19,

2015; Note that the BOG approves work plans only, not accountability reports).

Legislative Budget Request and Performance-Based Funding ProcessesUSF Sarasota-Manatee typically follows a Legislative Budget Request (LBR) process each 翓蟛scal year (July 1 to

June 30). The process begins in March, when the Florida Board of Governors (BOG) makes available the

Legislative Budget Request Guidelines and calendar. Each state university develops its request based on the

campus’ strategic plan, enrollment growth plan, and other goals and objectives of the institution in keeping

with the BOG’s Goals.

In March, the USF System Budget O嘬霪ce prepares an Operating Budget Calendar of Events, which provides

a timeline for the development of the upcoming 翓蟛scal year budget. The development and preparation of

the operating budget involves many levels at USF Sarasota-Manatee. The budget request ties into thePage 24

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issues associated with each strategic goal in the USF Sarasota-Manatee Strategic Plan. Generally in March,

the USF System O嘬霪ce of Resource Management & Analysis provides campus units with the instructions for

the development of their template for the following 翓蟛scal year. Throughout the year appropriate units

monitor the budget and revenues for student fees and auxiliary enterprises. Unit managers ensure that

requests tie to a Strategic Goal with a departmental plan or action to implement the request. USF Sarasota-

Manatee Senior Leadership reviews requests to ensure support of the Strategic Plan. After this

consultation, the Regional Chancellor makes budget recommendations to the Campus Board. Following

Campus Board approval of an operating budget (Minutes, November 7, 2014), Business and Financial

A뽐�airs submits it to the USF System Budget O嘬霪ce for inclusion in the overall USF System operating budget

that the USF Board of Trustees reviews.

The USF System submits the LBR with the other campuses’ LBRs, including USF Sarasota-Manatee’s (see

2016-2017 FLBOG LBR), to the BOG for its consideration in adopting the development of an overall LBR for

the entire State University System. The Governor presents his budget to the Legislature in February for

consideration by the Florida Legislature, which meets in March to adopt an appropriations bill. The

Governor typically signs the General Appropriations Bill into law in June.

Throughout the year appropriate units monitor the budget and revenues for student fees and auxiliary

enterprises.

In addition, to the LBR that is tied to the Strategic Plan anticipated outcomes, USF Sarasota-Manatee can be

awarded Performance-Based Funding (PBF) based on a formula derived by the BOG including the following

metrics:

Metric 1 – Percent of Bachelor’s Graduates Employed and/or Continuing Their Education Further 1 Yr after

Graduation

Metric 2 – Median Average Wages of Undergraduates Employed in Florida 1 Yr after Graduation

Metric 3 – Average Cost per Undergraduate Degree to the Institution

Metric 4 – Six Year Graduation Rates (Full-time and Part-time FTIC)

Metric 5 – Academic Progress Rate (2nd Year Retention with GPA above 2.0)

Metric 6 – Bachelor’s Degrees Awarded in Areas of Strategic Emphasis (includes STEM)

Metric 7 – University Access Rate (Percent of Undergraduates with a Pell Grant)

Metric 8a – Graduate Degrees Awarded in Areas of Strategic Emphasis (includes STEM)

Metric 8b – Freshmen in Top 10% of Graduating High School Class

Metric 9 – Percent of Bachelor’s Degrees without Excess Hours

Linking Strategic and Budget Planning ProcessesThe diagram below as well as USF Sarasota-Manatee’s annual Planning, Evaluation, and Budgeting Cycle

diagram summarize the research-based planning, evaluating, and budgeting process outlined above. A 12-

month calendar lists, day-by-day, the activities relating to the process at USF Sarasota-Manatee.

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(1) USF Sarasota-Manatee’s Systematic Reviews of Mission, Goals, and Outcomes

USF Sarasota-Manatee Strategic Plan 2012-16

During a time a of growth and transition following separate SACSCOC regional accreditation, USF Sarasota-

Manatee was guided by the mission, vision, and goals of the USF Sarasota-Manatee Strategic Plan 2012-16:

Access = Success. From its approval by the USF Board of Trustees in December 2011 (Agenda and Minutes,

December 8, 2011) through the 2014-15 academic year, USF Sarasota-Manatee focused its work on the

Plan’s two overarching goals, access and success.

Institutional Research sta뽐� members compiled annual reviews to assess the extent to which USF Sarasota-

Manatee was meeting its mission and goals. The reports were regularly presented to the Campus Board

along with updates on the campus indicators.

In December 2014, Senior Leadership (direct reports to the Chancellor) convened to assess summatively

the 2012-16 Strategic Plan in anticipation of the drafting of a new strategic plan. Speci翓蟛cally, Senior

Leadership identi翓蟛ed key achievements under the Plan and goals yet to be achieved, using the campusPage 26

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indicators and qualitative data. The Analysis of the USF Sarasota-Manatee Strategic Plan 2012-

16 summarizes evidence of achievement and continuation of the outcome into the 2015-20 plan.

USF Sarasota-Manatee Strategic Plan 2015-2020

Dr. Sandra S. Stone, upon her arrival as the new Regional Chancellor in November 2014, recognized the

need to update USF Sarasota-Manatee’s existing strategic plan. Senior Leadership agreed that a new plan

should be in place prior to the beginning of the 2015-16 academic year. To initiate the work, Dr. Stone met

with all work units of USF Sarasota-Manatee to discuss their current work as well as their ideas for the

future. She also met with members of the external community.

During the 翓蟛rst o嘬霪cial strategic planning retreat on December 19, 2014 (Minutes), Senior Leadership (direct

reports to Dr. Stone) established the Strategic Plan Advisory Committee (SPAC). Dr. Bonnie Jones, Assistant

Vice President for Institutional Research & E뽐�ectiveness, was selected to chair the SPAC, which consisted of

eight faculty members, eight sta뽐� members from across the campus, two students, three USF System

representatives (including USF St. Petersburg and USF Tampa representatives), and three community

members. On January 27, 2015, SPAC members met to review and provide feedback on the mission and

vision contained in USF Sarasota-Manatee’s Strategic Plan 2012-16. The members then divided into six

focus area subgroup teams (FAST teams) to discuss ways to collect data from its constituencies to answer

the “big” question assigned to their group.

1. Student Success. What are the top areas to focus on related to student success, the rationale forchoosing them, and the strategies that will help USF Sarasota-Manatee reach our goals?

2. Enrollment. What key areas of enrollment growth should be targeted by USF Sarasota-Manatee, why,and what strategies will ensure reaching the enrollment goals?

3. Scholarship/Service. How will scholarship and service 翓蟛t into the Strategic Plan, what is yourrationale for including them, and what strategies need to be implemented to reach the goals?

4. Course Delivery. What mix of Sarasota‐North Port‐Tampa, face‐to‐face, online, and blended classesand programs should USF Sarasota‐Manatee o뽐�er to grow, what is your rationale, and what strategiesshould be employed?

5. Partners. What partnerships play a role in the strategic plan, what is your rationale, and how will youknow that we reached the anticipated outcomes?

6. Resources. What direction should USF Sarasota‐Manatee take in the next 翓蟛ve years regarding翓蟛nancial and physical resources?

During February, the FAST teams met with dozens of people to collect feedback on the focus areas of the

Strategic Plan. Three of the teams also conducted surveys of their constituencies, including students and

faculty/sta뽐�. In the meantime, Dr. Stone spoke about the Strategic Plan at several community events, and

Senior Leadership members brought back feedback from the groups. Each last Friday of the months of

January, February, and March, Dr. Stone held an open meeting to update any interested faculty, sta뽐�,

students, and community members about the status of the Strategic Plan. Each of the update sessions hadPage 27

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between 60-90 attendees.

On the morning of February 23, 2015, the FAST teams presented their 翓蟛ndings, including suggested goal(s)

for the Strategic Plan, their rationale, strategies to accomplish the goal(s), and key performance indicators.

The Senior Leadership Team met that afternoon to re翓蟛ne and revise the suggested goals. Following that,

the Leadership Team also met with the academic deans to discuss the draft goals and needs of the speci翓蟛c

colleges and faculty and made adjustments.

The theme of “Focus on Quality 2020” emphasizes the priority of quality education and the focused e뽐�orts

of this strategic plan, which will be reviewed and refocused semi-annually until 2020, a measure of perfect

vision.

The SPAC Chair drafted the 翓蟛rst round of the Strategic Plan and shared it with Senior Leadership on March

6, 2015, including metrics in USF Sarasota-Manatee’s 2015 Work Plan to the Florida Board of Governors.

Senior Leadership reviewed a second draft on March 13th and participated in a half-day retreat on March

24th to 翓蟛nalize the plan as much as possible. On March 26th, Dr. Stone reviewed the “翓蟛nalized” plan with

the SPAC. The following day, the Senior Leadership Team made additional revisions based on suggestions

from the SPAC and from the campus update session held that morning. The USF Sarasota-Manatee

Campus Board approved the plan on April 10, 2015 (Agenda and Minutes). Following the USF System

approval process, the USF Board of Trustees approved the USF Sarasota-Manatee Strategic Plan 2015-2020

on June 4, 2015 (Agenda and Minutes).

The 翓蟛nal plan builds upon the strengths of USF Sarasota-Manatee, engages internal and external partners,

maximizes resources, and is aligned to the strategic goals of the USF System and the SUS (Alignment

Matrix). The plan is intentional, meaningful, and designed to make a signi翓蟛cant impact, demonstrated by

measureable results, which include the metrics the BOG uses to determine PBF.

STRATEGIC GOAL #1: Student Success – Ensure student retention, timely completion, employmentsuccess, and student satisfaction.

Rationale, Strategies, and Five-Year Outcomes

STRATEGIC GOAL #2: Campus Life – Foster an intentional culture of campus engagement.


STRATEGIC GOAL #3: Intentional Enrollment Management – Strategically recruit and retain students bygrowing existing programs and creating new programs of strategic emphasis or demonstrated demand.


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STRATEGIC GOAL #4: Teaching and Learning – Explore and implement innovative technologies andpedagogical methods that increase student engagement in the learning process and improve student

learning outcomes.


STRATEGIC GOAL #5: Scholarly Activity – Recognize and support diverse faculty and student researchactivities.


STRATEGIC GOAL #6: Community Engagement – Build and be known for a community engagementidentity in partnership with a variety of organizations throughout the service area.


STRATEGIC GOAL #7: Resources – Preserve, grow, and diversify the human, physical, 翓蟛nancial, private, andother resources, aligning them to support the strategic goals.


Faculty, sta뽐�, students, and the community will review the plan on a 6-Month Review Schedule over the

next 翓蟛ve years.

(2) Continuing Improvement in Institutional Quality

Each individual administrative unit with a budget develops its own goals, objectives, measures, and

outcomes that align with the USF Sarasota-Manatee Strategic Plan, the USF System Strategic Plan, and the

FLBOG SUS Strategic Plan (Alignment of the Strategic Plans).

Below is the cycle followed under the unit plan model:

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August 1–May 31 Administrative Units Work Toward Achieving Goals: Administrative units work to achieve theirgoals that align with USF Sarasota-Manatee’s Strategic Plan, the USF System Strategic Plan,and the Florida Board of Governor’s State University System Strategic Plan; collect assessmentdata; analyze the data; determine the level at which they achieved their goals; determine newgoals for the following year; make their plans for the following year; request additionalresources as needed; and submit their reports to a regional vice chancellor or the RegionalChancellor, depending on their reporting lines.

June 1 Administrative Unit Heads’ Assessment Reports: Each administrative unit submits itsassessment results to IR along with its plan for the following year and with requests foradditional resources (e.g., budget, sta뽐�) based on assessment results. IR discusses the reportswith the unit heads, if necessary, and sends the report on to the regional vice chancellor orthe Regional Chancellor.

June 15 Regional Vice Chancellor’s Reports: For administrative units reporting to a regional vicechancellor, that administrator reviews and comments on the results/plans for units reportingto him/her and passes the results/plans on to the Regional Chancellor.

June 30 Regional Chancellor’s Report: The Regional Chancellor reviews and comments on eachadministrative unit’s results/plans and allocates resources accordingly.

August 1 Administrative Unit Heads’ Assessment Plans: Each administrative unit, after reviewing thevice chancellor and chancellor responses, submits its assessment plan for the new 翓蟛scal yearto IR for posting.

Table of Annual Assessment Plans and Reports for Budget Units

Please note the 2012-13, 2013-14, and 2014-15 reports align to the USF Sarasota-Manatee Strategic Plan

2012-16 and the 2015-16 plans align to the new Strategic Plan 2015-2020.

Page 30

Unit AccountablePerson

2015-16Assessment Plan

2014-15AssessmentReport



AcademicServices

Sarah Fayard,Assistant Director

Includedin Academic &Student A뽐�airsReport

Includedin Academic &Student A뽐�airsReport

PDF PDF

Academic &Student A뽐�airs

Terry Osborn,Ph.D., RegionalVice Chancellor

PDF PDF PDF PDF

Admissions &Financial Aid

AndrewTelatovich,Director

PDF Included inStudent ServicesReport

Included inStudent ServicesReport

Included inStudent ServicesReport

Advancement Dennis Stover,Regional ViceChancellor

PDF PDF PDF PDF

Business &Financial A뽐�airs

Ben Ellinor,Regional ViceChancellor

PDF PDF PDF PDF

College of Arts &Sciences

Jane Rose, Ph.D.Dean

PDF PDF PDF PDF

College ofBusiness

James Curran,Ph.D. InterimDean

PDF PDF PDF PDF

College ofEducation

Georgia P. Wilson,Interim Dean

PDF PDF PDF PDF

College ofHospitality

James Curran,Ph.D. InterimDean

PDF PDF PDF PDF

E-Learning Brie Reck,Director andAssoc. Professor

PDF PDF PDF Included inAcademic ServicesReport

FL Institute ofHealthcareQualityManagement

Moved to USFTampa

Moved to USFTampa

PDF PDF

GlobalEngagement

Amela Malik,Director

PDF PDF O嘬霪ce opened in2014

O嘬霪ce opened in2014

External &GovernmentalA뽐�airs

Casey Welch,Assistant VicePresident

PDF PDF PDF PDF

InstitutionalResearch &E뽐�ectiveness

Bonnie Jones,Ph.D., AssistantVice President

PDF PDF PDF PDF

Library Services &Learning Support

Diane Fulkerson,Director andAssistantLibrarian

PDF PDF PDF (Lib)PDF(Sup)

Included inAcademic ServicesReport

M3 Center forHospitalityTechnologyInnovation

Cihan Cobanoglu,Ph.D., Professor

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Innovation

PAInT Center Brie Reck,ExecutiveDirector, andAssoc. Professor

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O嘬霪ce of theRegionalChancellor

Sandra Stone,Ph.D., RegionalChancellor

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Student Success& Engagement

Mary BethWallace, Ph.D.,Assistant VicePresident

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TechnologyServices

Brian Mudd,Director

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(3) Demonstration that the institution is e뽐�ectively accomplishing its mission.

Implementation of Lower-Level Programming

The addition of lower-level programming at USF Sarasota-Manatee provides evidence that the university

follows a process in which the mission drives decision-making, research is used to support decisions,

budgeting is planned in accordance with the goals, and evaluation is documented through the assessment

cycle.

During the summer of 2010, then Regional Chancellor Arthur Guilford charged the USF Sarasota-Manatee

Strategic Planning Committee to review and revise the mission statement of the 2006-2011 USF Sarasota-

Manatee Strategic Plan to re씯鏻ect a growing institution. The mission statement at the time speci翓蟛ed the

new welcome to the university of south florida sarasota-manatee · 2019. 9. 21. · st. petersburg,...

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