The document outlines a strategic plan for the State University System of Florida from 2012-2025. It was approved on November 10, 2011. The plan discusses the context and challenges facing the university system, including declining state funding. It establishes a mission and vision for the system to better serve Florida's economic and workforce needs through 2025. Goals are outlined to improve access, affordability, graduation rates, research funding, and facilities funding over the next 13 years.
Adequate Characteristic of Higher Education in IndiaYogeshIJTSRD
The problems of the Indian education system relate to access, equity, number, relevance, quality and resource crunch. There is a tremendous churning taking place in higher education the world over. Nations are struggling to cope with the diametrically opposite demands of quality education and a phenomenal increase in the number of students wanting to pursue higher education. India being a developing country is no exception. In fact she has a much tall order as both the quality and quantity of higher education requires better academic and physical infrastructure in spite of resource crunch, while many other equally important sectors also deserve adequate resource allocations. Besides this, there is a whole spectrum of issues having direct or indirect bearing on the efforts for attaining excellence in higher education only a few selected crucial issues have been taken up in the present paper for the purpose of discussion. Shaikh Mohsin Shaikh Latif "Adequate Characteristic of Higher Education in India" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-3 , April 2021, URL: https://www.ijtsrd.com/papers/ijtsrd39920.pdf Paper URL: https://www.ijtsrd.com/humanities-and-the-arts/education/39920/adequate-characteristic-of-higher-education-in-india/shaikh-mohsin-shaikh-latif
Guidance high school graduation cermonies 5.1.20EducationNC
The document provides guidance on planning high school graduation ceremonies during the COVID-19 pandemic. It outlines considerations such as consulting local health officials and complying with executive orders. Potential models that allow for social distancing are suggested, including drive-in/through ceremonies, individualized ceremonies over multiple days, and hybrid online/in-person events. Safety measures like distancing and disinfecting are also discussed to protect health while honoring graduates.
The document provides an overview of the US higher education system. It discusses three major philosophical beliefs that underpin American higher education: Jeffersonian ideals of limited government control, capitalism and free markets, and commitment to equal opportunity. It describes the different types of institutions, including research universities, comprehensive universities, liberal arts colleges, and community colleges. It also addresses funding sources, admissions processes, degrees offered, and current challenges facing higher education in the US.
The document summarizes a continental summit on revitalizing higher education in Africa to be held in Dakar, Senegal in March 2015. It notes that while African higher education has expanded, quality has suffered due to limited resources. The summit aims to create a platform for stakeholders to identify strategies for transforming African higher education to better serve the continent's needs. It will bring together 500 participants from academia, government, the private sector and others over three days of sessions. The goals are to build support for investing in higher education, create a shared vision for the future, and ensure initiatives are coordinated to strengthen the sector.
The document discusses community college to university transfer in North Carolina. It finds that while transfer is significant, with 31% of UNC System students being transfers, North Carolina lags national averages on some transfer indicators. Improving transfer is important to meet the state's workforce needs and help low-income, adult, and minority students attain degrees. The document recommends strategies like statewide transfer pathways, universal course numbering, and improved data sharing to create a more seamless transfer process.
The document discusses reforms and initiatives to improve the State University System of Florida. It outlines legislation requiring strategic planning and accountability measures. It also describes regulations updated to enhance flexibility, accountability, and collaboration. A three-part structure is introduced to provide annual accountability reports, a system-wide strategic plan, and university work plans with metrics. Other working groups are mentioned around facilities funding, online education, and degree attainment. Charts show Florida universities have lower tuition than average but decreasing state investment is increasing the tuition burden on students.
ACT is launching a multi-year initiative to expand dual enrollment programs across the US. With several national education organizations, ACT will work with federal and state policymakers to ensure all eligible high school students can earn college credit through dual enrollment programs at little to no cost. Research shows dual enrollment can help students complete bachelor's degrees faster by easing the transition to college and reducing costs. ACT's goal is to increase access to high-quality dual enrollment programs based on components like academic rigor, instructor qualifications, and student outcomes.
IHEs Comment on State Authorization for Distance Ed Rules_8.24.16 FNL.PDFBrianna Bates
This letter is signed by 17 universities and sent to the Department of Education regarding proposed regulations for state authorization of distance education programs. The universities express concerns that the regulations could impede progress in online education by increasing compliance burdens and costs. While they support reasonable consumer protections, they believe accreditation should be sufficient and that the regulations risk limiting access to high-quality online programs from nonprofit universities.
Adequate Characteristic of Higher Education in IndiaYogeshIJTSRD
The problems of the Indian education system relate to access, equity, number, relevance, quality and resource crunch. There is a tremendous churning taking place in higher education the world over. Nations are struggling to cope with the diametrically opposite demands of quality education and a phenomenal increase in the number of students wanting to pursue higher education. India being a developing country is no exception. In fact she has a much tall order as both the quality and quantity of higher education requires better academic and physical infrastructure in spite of resource crunch, while many other equally important sectors also deserve adequate resource allocations. Besides this, there is a whole spectrum of issues having direct or indirect bearing on the efforts for attaining excellence in higher education only a few selected crucial issues have been taken up in the present paper for the purpose of discussion. Shaikh Mohsin Shaikh Latif "Adequate Characteristic of Higher Education in India" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-3 , April 2021, URL: https://www.ijtsrd.com/papers/ijtsrd39920.pdf Paper URL: https://www.ijtsrd.com/humanities-and-the-arts/education/39920/adequate-characteristic-of-higher-education-in-india/shaikh-mohsin-shaikh-latif
Guidance high school graduation cermonies 5.1.20EducationNC
The document provides guidance on planning high school graduation ceremonies during the COVID-19 pandemic. It outlines considerations such as consulting local health officials and complying with executive orders. Potential models that allow for social distancing are suggested, including drive-in/through ceremonies, individualized ceremonies over multiple days, and hybrid online/in-person events. Safety measures like distancing and disinfecting are also discussed to protect health while honoring graduates.
The document provides an overview of the US higher education system. It discusses three major philosophical beliefs that underpin American higher education: Jeffersonian ideals of limited government control, capitalism and free markets, and commitment to equal opportunity. It describes the different types of institutions, including research universities, comprehensive universities, liberal arts colleges, and community colleges. It also addresses funding sources, admissions processes, degrees offered, and current challenges facing higher education in the US.
The document summarizes a continental summit on revitalizing higher education in Africa to be held in Dakar, Senegal in March 2015. It notes that while African higher education has expanded, quality has suffered due to limited resources. The summit aims to create a platform for stakeholders to identify strategies for transforming African higher education to better serve the continent's needs. It will bring together 500 participants from academia, government, the private sector and others over three days of sessions. The goals are to build support for investing in higher education, create a shared vision for the future, and ensure initiatives are coordinated to strengthen the sector.
The document discusses community college to university transfer in North Carolina. It finds that while transfer is significant, with 31% of UNC System students being transfers, North Carolina lags national averages on some transfer indicators. Improving transfer is important to meet the state's workforce needs and help low-income, adult, and minority students attain degrees. The document recommends strategies like statewide transfer pathways, universal course numbering, and improved data sharing to create a more seamless transfer process.
The document discusses reforms and initiatives to improve the State University System of Florida. It outlines legislation requiring strategic planning and accountability measures. It also describes regulations updated to enhance flexibility, accountability, and collaboration. A three-part structure is introduced to provide annual accountability reports, a system-wide strategic plan, and university work plans with metrics. Other working groups are mentioned around facilities funding, online education, and degree attainment. Charts show Florida universities have lower tuition than average but decreasing state investment is increasing the tuition burden on students.
ACT is launching a multi-year initiative to expand dual enrollment programs across the US. With several national education organizations, ACT will work with federal and state policymakers to ensure all eligible high school students can earn college credit through dual enrollment programs at little to no cost. Research shows dual enrollment can help students complete bachelor's degrees faster by easing the transition to college and reducing costs. ACT's goal is to increase access to high-quality dual enrollment programs based on components like academic rigor, instructor qualifications, and student outcomes.
IHEs Comment on State Authorization for Distance Ed Rules_8.24.16 FNL.PDFBrianna Bates
This letter is signed by 17 universities and sent to the Department of Education regarding proposed regulations for state authorization of distance education programs. The universities express concerns that the regulations could impede progress in online education by increasing compliance burdens and costs. While they support reasonable consumer protections, they believe accreditation should be sufficient and that the regulations risk limiting access to high-quality online programs from nonprofit universities.
The document summarizes a review of North Carolina's NC REACH post-secondary education program for foster youth. It finds that while the program has increased college enrollment for foster youth, there is insufficient data to determine whether program support services like mentoring and tutoring are effective. It recommends a formal program evaluation be conducted to evaluate the program's structure, outcomes, and efficiency in meeting its goals.
California's Educational System: A Failing Grade?Geneva Mae Lewis
Policy paper written for fellowship application which questions California's largest expenditure (education) based on the statistics of college-ready high school graduates.
This document provides a draft summary of recommendations from various efforts addressing reform of Florida's higher education system. It catalogs recommendations in the areas of accountability, funding, and governance. For accountability, it recommends enhancing metrics around outcomes like employment and enhancing alignment between university and state strategic plans. For funding, it discusses balancing access with excellence and tying funding to performance metrics. For governance, it recommends tying decreased regulation and flexibility to achieving strategic plan outcomes.
Only 24% of Oregon community college students completed an associate's degree or certificate within 7 years, putting the state's education goals in jeopardy. While colleges have introduced strategies to improve student success, capacity limitations mean these strategies reach less than 25% of students. The audit recommends targeted investments and increased coordination, support, and data analysis capacity to help more students complete degrees and meet state completion goals.
This report summarizes data on North Carolina's Career and College Promise (CCP) program and Cooperative Innovative High School (CIHS) programs as required by legislation. It provides an overview of CCP participation rates, courses taken, and dual enrollment rates among 2018-19 high school graduates. It also provides the statewide 4-year graduation and dropout rates. For CIHS programs, it lists the current number, locations, and notes new programs. The report fulfills various legislative reporting requirements by combining data from NCDPI, NCCCS, UNC System, and NCICU.
The document discusses the SUC Leveling Instrument, which is used to determine the classification level and salary of SUC presidents and vice presidents. It was established in 1979 by the Commission on Higher Education, Department of Budget and Management, and the Philippine Association of State Universities and Colleges. The leveling instrument measures institutional performance based on criteria in instruction, research, extension, and management. It assigns points across four key result areas not exceeding 35 total points to determine the classification level.
The document is a strategic mandate agreement between the Ministry of Training, Colleges and Universities of Ontario and the University of Windsor outlining how the university will support the province's vision for postsecondary education. The university focuses on supporting regional economic development through research addressing local priorities and partnerships with industry. It also emphasizes experiential learning opportunities and support for a diverse student population, including first generation, international, and Aboriginal students. The agreement identifies key areas of strength for the university in jobs, innovation and economic development; teaching and learning; its student population; and research and graduate education aligned with the province's differentiation framework.
Evaluation of the Management and Utilization of Consitituency Development Fun...iosrjce
The contribution of Constituency Development Fund (CDF) on the development of education sector
in Kenya since its inception in the year 2003 has been critical. Some studies have shown that like any other
devolved funds, CDF implementation has faced challenges in its allocation criteria, problem of equity and
influence by politicians in its allocation and disbursement. Consequently there is need to assess the awareness
and knowledge of the CDF contribution to education development. These factors inhibit the funds effectiveness
in achieving its set objectives. The purpose of this study therefore, was to evaluate the management and
utilization of Constituency Development Fund on education development in Gem constituency, Siaya District. A
survey research design was adopted for the study since one of its merits is that it aids the researcher in
collecting original data for the purposes of describing a population which is too large to observe directly. The
study target population comprised of 37,468 households, 9 chiefs, 15 CDF committee members, 125
headteachers and the District Development Officer (DDO). The study adopted multi-stage sampling technique.
At stage one; the population was stratified into heads of households, head teachers, CDF committee members,
chiefs and DDO. In stage two, a sample of 384 households was obtained at 95% level of statistical significance
using the formula n=Z2
pq/d2
. The third stage involved selection of 48 households from each of the eight Kenya
National Bureau of Statistics sampling frame using systematic sampling technique. At stage four, saturated
sampling technique was adopted to select the CDF committee members, chiefs, DDO and the headteachers
while purposive sampling technique was adopted to pick these respondents. Data were collected through
interview schedules, key informant interviews, questionnaires and photography. The data analysis was done
using SPSS and Excel computer packages. Descriptive statistics was used to summarize the data so as to
enhance clarity and ease understanding of the information. Pie charts, bar, column, line graphs and tables were
used to present analysed information on various aspects of CDF.
- This document is part two of an article by the Vice Chancellor of UC Berkeley discussing financial challenges facing the university.
- It summarizes positive outcomes Berkeley has achieved in areas like graduation rates, research rankings, and student diversity despite budget cuts. However, it argues current policies are unsustainable and will threaten access and excellence.
- It proposes potential solutions like reforming pension costs, integrating capital costs, and moving to a more predictable annual tuition increase schedule rather than intermittent large hikes. The current tuition freeze does not help low-income students who are protected by financial aid programs.
20060314 Murray (Alger) Cash for College Bringing Free-market Reform to Highe...Vicki Alger
- Enrollment at Arizona's public universities is projected to increase from 115,000 to 185,000 students by 2020, which could almost double state appropriations for operating expenses from $1.3 billion to $2.4 billion.
- The existing higher education finance system is inefficient and ill-suited to accommodate projected enrollment growth. Giving students grants to attend public or private institutions would expand options and incentivize cost controls.
- Colorado's College Opportunity Fund program, which gives students stipends to attend public or private institutions, provides a model for how Arizona could implement a student grant system to make funding higher education more efficient.
The document summarizes and examines proposed changes to the federal student loan program by the Department of Education. The proposal aims to address the rapidly growing student loan debt by defining new eligibility requirements for educational programs to qualify for federal student aid. It would require institutions to report more data on program costs and student outcomes. Programs would need to meet debt-to-earnings ratios to remain eligible. The implications could significantly impact students, institutions, and the economy. While the goals are reasonable, concerns are raised about the proposal's simplicity and aggressive timeline. An alternative is suggested that takes a more thorough, complex approach and reduces risks to students.
The document discusses technological clusters as a model for innovation and development. It provides an example of the Ryerson Institute for Aerospace Design and Innovation (RIADI), a partnership between Ryerson University and the Canadian aerospace industry. Through RIADI, undergraduate and graduate students work on real industry projects, gaining experience that prepares them for careers in aerospace engineering. In its first two years, RIADI supported 22 projects involving 22 students, with support from industry partners like Pratt & Whitney and Bombardier. These partnerships allow universities to better serve their communities while providing opportunities for industry, students, and faculty.
Curriculum harmonization in ethiopian public universities is it a stepBayissaBekele
This document discusses curriculum harmonization in Ethiopian public universities and whether it is a step towards harmonizing the higher education system. It provides context on the concept of harmonization, including that it is a systematic effort by stakeholders to establish common frameworks without creating uniform systems. The document examines experiences with harmonization in other regions like the Bologna Process in Europe. It also analyzes Ethiopia's harmonization efforts and identifies challenges like overcoming language barriers and promoting student mobility. Overall, the document evaluates progress on harmonizing higher education systems and curriculum in Ethiopia.
The document summarizes the higher education landscape in Grenada. It outlines the country's educational system, which includes 12 years of compulsory education from ages 5-16. For post-secondary education, most students attend the sole community college to complete associate degrees or certificates. The only physical university is St. George's University, which is private, while the University of the West Indies has an open campus. The Grenada National Accreditation Board regulates quality assurance for tertiary institutions and qualifications. Increased interest in higher education is due to more opportunities through internationalization and greater regional job competition.
Financing the Education 2030 agenda - Key issues and challenges for national ...IIEP-UNESCO
Aaron Benavot's presentation for the IIEP-UNESCO Strategic Debate " Financing the Education 2030 Agenda - Key issues and challenges for national planners" on 22 January 2016. Benavot is the Director of the UNESCO Global Education Monitoring Report.
This document discusses the growth and development of higher education in Pakistan. It outlines challenges facing higher education in Pakistan, including low participation rates, unequal distribution of institutions, and low budget allocation. The role of various organizations is examined, particularly the Higher Education Commission which was established to oversee higher education. The Higher Education Commission introduced reforms such as a semester system, anti-plagiarism policies, and quality enhancement cells to improve higher education standards.
Kesmonds International University is accredited by several international accrediting bodies and holds memberships in various education organizations. It operates campuses in Cameroon and Somalia, as well as digital learning centers in other African countries. The university is accredited by bodies like the Accreditation Service for International Schools, Colleges and Universities and holds memberships with organizations such as the American Association for Higher Education Accreditation.
The document outlines funding priorities and action items for the University of Florida Student Government's 2016 Legislative Agenda. The top funding priority is renovating Norman Hall, the aging education building on campus in need of electrical, plumbing and structural repairs. Other priorities include securing performance-based funding to support UF's academic excellence, keeping tuition costs from increasing further, and maintaining funding for Bright Futures scholarships amid rising eligibility requirements. The agenda also calls for allocating bonded capital improvement funds for student life buildings and addressing facility issues threatening the College of Music's accreditation.
The document discusses strategic planning and process improvement. It emphasizes that achieving strategic objectives requires changing processes and cross-functional process improvement. It outlines identifying key processes to improve, assigning ownership, and agreeing to projects. It discusses a methodology for process improvement involving planning, analysis, implementation, and monitoring. The document promotes establishing a process improvement infrastructure with leadership, strategic plans, initiatives, and performance teams to systematically improve processes and results.
The document is a draft report from the Florida Blue Ribbon Task Force on State Higher Education Reform. It includes a letter from the chair introducing the task force's work over 6 months to assess the state university system. The draft report contains sections on strengths and weaknesses of the system, and recommendations related to accountability, funding, and governance. It emphasizes the complexity of higher education issues and the need for the university system to improve its standing and contributions to the state.
The document is the final report of the Florida Blue Ribbon Task Force on State Higher Education Reform from November 2012. It provides recommendations on accountability, funding, and governance for the Florida State University System. The task force organized their work around these three areas and provided a strengths/weaknesses analysis of the system. They recommend a set of linked accountability, funding, and governance changes intended to improve understanding between universities and funding stakeholders and help the system better demonstrate its value and operational innovation.
The document summarizes a review of North Carolina's NC REACH post-secondary education program for foster youth. It finds that while the program has increased college enrollment for foster youth, there is insufficient data to determine whether program support services like mentoring and tutoring are effective. It recommends a formal program evaluation be conducted to evaluate the program's structure, outcomes, and efficiency in meeting its goals.
California's Educational System: A Failing Grade?Geneva Mae Lewis
Policy paper written for fellowship application which questions California's largest expenditure (education) based on the statistics of college-ready high school graduates.
This document provides a draft summary of recommendations from various efforts addressing reform of Florida's higher education system. It catalogs recommendations in the areas of accountability, funding, and governance. For accountability, it recommends enhancing metrics around outcomes like employment and enhancing alignment between university and state strategic plans. For funding, it discusses balancing access with excellence and tying funding to performance metrics. For governance, it recommends tying decreased regulation and flexibility to achieving strategic plan outcomes.
Only 24% of Oregon community college students completed an associate's degree or certificate within 7 years, putting the state's education goals in jeopardy. While colleges have introduced strategies to improve student success, capacity limitations mean these strategies reach less than 25% of students. The audit recommends targeted investments and increased coordination, support, and data analysis capacity to help more students complete degrees and meet state completion goals.
This report summarizes data on North Carolina's Career and College Promise (CCP) program and Cooperative Innovative High School (CIHS) programs as required by legislation. It provides an overview of CCP participation rates, courses taken, and dual enrollment rates among 2018-19 high school graduates. It also provides the statewide 4-year graduation and dropout rates. For CIHS programs, it lists the current number, locations, and notes new programs. The report fulfills various legislative reporting requirements by combining data from NCDPI, NCCCS, UNC System, and NCICU.
The document discusses the SUC Leveling Instrument, which is used to determine the classification level and salary of SUC presidents and vice presidents. It was established in 1979 by the Commission on Higher Education, Department of Budget and Management, and the Philippine Association of State Universities and Colleges. The leveling instrument measures institutional performance based on criteria in instruction, research, extension, and management. It assigns points across four key result areas not exceeding 35 total points to determine the classification level.
The document is a strategic mandate agreement between the Ministry of Training, Colleges and Universities of Ontario and the University of Windsor outlining how the university will support the province's vision for postsecondary education. The university focuses on supporting regional economic development through research addressing local priorities and partnerships with industry. It also emphasizes experiential learning opportunities and support for a diverse student population, including first generation, international, and Aboriginal students. The agreement identifies key areas of strength for the university in jobs, innovation and economic development; teaching and learning; its student population; and research and graduate education aligned with the province's differentiation framework.
Evaluation of the Management and Utilization of Consitituency Development Fun...iosrjce
The contribution of Constituency Development Fund (CDF) on the development of education sector
in Kenya since its inception in the year 2003 has been critical. Some studies have shown that like any other
devolved funds, CDF implementation has faced challenges in its allocation criteria, problem of equity and
influence by politicians in its allocation and disbursement. Consequently there is need to assess the awareness
and knowledge of the CDF contribution to education development. These factors inhibit the funds effectiveness
in achieving its set objectives. The purpose of this study therefore, was to evaluate the management and
utilization of Constituency Development Fund on education development in Gem constituency, Siaya District. A
survey research design was adopted for the study since one of its merits is that it aids the researcher in
collecting original data for the purposes of describing a population which is too large to observe directly. The
study target population comprised of 37,468 households, 9 chiefs, 15 CDF committee members, 125
headteachers and the District Development Officer (DDO). The study adopted multi-stage sampling technique.
At stage one; the population was stratified into heads of households, head teachers, CDF committee members,
chiefs and DDO. In stage two, a sample of 384 households was obtained at 95% level of statistical significance
using the formula n=Z2
pq/d2
. The third stage involved selection of 48 households from each of the eight Kenya
National Bureau of Statistics sampling frame using systematic sampling technique. At stage four, saturated
sampling technique was adopted to select the CDF committee members, chiefs, DDO and the headteachers
while purposive sampling technique was adopted to pick these respondents. Data were collected through
interview schedules, key informant interviews, questionnaires and photography. The data analysis was done
using SPSS and Excel computer packages. Descriptive statistics was used to summarize the data so as to
enhance clarity and ease understanding of the information. Pie charts, bar, column, line graphs and tables were
used to present analysed information on various aspects of CDF.
- This document is part two of an article by the Vice Chancellor of UC Berkeley discussing financial challenges facing the university.
- It summarizes positive outcomes Berkeley has achieved in areas like graduation rates, research rankings, and student diversity despite budget cuts. However, it argues current policies are unsustainable and will threaten access and excellence.
- It proposes potential solutions like reforming pension costs, integrating capital costs, and moving to a more predictable annual tuition increase schedule rather than intermittent large hikes. The current tuition freeze does not help low-income students who are protected by financial aid programs.
20060314 Murray (Alger) Cash for College Bringing Free-market Reform to Highe...Vicki Alger
- Enrollment at Arizona's public universities is projected to increase from 115,000 to 185,000 students by 2020, which could almost double state appropriations for operating expenses from $1.3 billion to $2.4 billion.
- The existing higher education finance system is inefficient and ill-suited to accommodate projected enrollment growth. Giving students grants to attend public or private institutions would expand options and incentivize cost controls.
- Colorado's College Opportunity Fund program, which gives students stipends to attend public or private institutions, provides a model for how Arizona could implement a student grant system to make funding higher education more efficient.
The document summarizes and examines proposed changes to the federal student loan program by the Department of Education. The proposal aims to address the rapidly growing student loan debt by defining new eligibility requirements for educational programs to qualify for federal student aid. It would require institutions to report more data on program costs and student outcomes. Programs would need to meet debt-to-earnings ratios to remain eligible. The implications could significantly impact students, institutions, and the economy. While the goals are reasonable, concerns are raised about the proposal's simplicity and aggressive timeline. An alternative is suggested that takes a more thorough, complex approach and reduces risks to students.
The document discusses technological clusters as a model for innovation and development. It provides an example of the Ryerson Institute for Aerospace Design and Innovation (RIADI), a partnership between Ryerson University and the Canadian aerospace industry. Through RIADI, undergraduate and graduate students work on real industry projects, gaining experience that prepares them for careers in aerospace engineering. In its first two years, RIADI supported 22 projects involving 22 students, with support from industry partners like Pratt & Whitney and Bombardier. These partnerships allow universities to better serve their communities while providing opportunities for industry, students, and faculty.
Curriculum harmonization in ethiopian public universities is it a stepBayissaBekele
This document discusses curriculum harmonization in Ethiopian public universities and whether it is a step towards harmonizing the higher education system. It provides context on the concept of harmonization, including that it is a systematic effort by stakeholders to establish common frameworks without creating uniform systems. The document examines experiences with harmonization in other regions like the Bologna Process in Europe. It also analyzes Ethiopia's harmonization efforts and identifies challenges like overcoming language barriers and promoting student mobility. Overall, the document evaluates progress on harmonizing higher education systems and curriculum in Ethiopia.
The document summarizes the higher education landscape in Grenada. It outlines the country's educational system, which includes 12 years of compulsory education from ages 5-16. For post-secondary education, most students attend the sole community college to complete associate degrees or certificates. The only physical university is St. George's University, which is private, while the University of the West Indies has an open campus. The Grenada National Accreditation Board regulates quality assurance for tertiary institutions and qualifications. Increased interest in higher education is due to more opportunities through internationalization and greater regional job competition.
Financing the Education 2030 agenda - Key issues and challenges for national ...IIEP-UNESCO
Aaron Benavot's presentation for the IIEP-UNESCO Strategic Debate " Financing the Education 2030 Agenda - Key issues and challenges for national planners" on 22 January 2016. Benavot is the Director of the UNESCO Global Education Monitoring Report.
This document discusses the growth and development of higher education in Pakistan. It outlines challenges facing higher education in Pakistan, including low participation rates, unequal distribution of institutions, and low budget allocation. The role of various organizations is examined, particularly the Higher Education Commission which was established to oversee higher education. The Higher Education Commission introduced reforms such as a semester system, anti-plagiarism policies, and quality enhancement cells to improve higher education standards.
Kesmonds International University is accredited by several international accrediting bodies and holds memberships in various education organizations. It operates campuses in Cameroon and Somalia, as well as digital learning centers in other African countries. The university is accredited by bodies like the Accreditation Service for International Schools, Colleges and Universities and holds memberships with organizations such as the American Association for Higher Education Accreditation.
The document outlines funding priorities and action items for the University of Florida Student Government's 2016 Legislative Agenda. The top funding priority is renovating Norman Hall, the aging education building on campus in need of electrical, plumbing and structural repairs. Other priorities include securing performance-based funding to support UF's academic excellence, keeping tuition costs from increasing further, and maintaining funding for Bright Futures scholarships amid rising eligibility requirements. The agenda also calls for allocating bonded capital improvement funds for student life buildings and addressing facility issues threatening the College of Music's accreditation.
The document discusses strategic planning and process improvement. It emphasizes that achieving strategic objectives requires changing processes and cross-functional process improvement. It outlines identifying key processes to improve, assigning ownership, and agreeing to projects. It discusses a methodology for process improvement involving planning, analysis, implementation, and monitoring. The document promotes establishing a process improvement infrastructure with leadership, strategic plans, initiatives, and performance teams to systematically improve processes and results.
The document is a draft report from the Florida Blue Ribbon Task Force on State Higher Education Reform. It includes a letter from the chair introducing the task force's work over 6 months to assess the state university system. The draft report contains sections on strengths and weaknesses of the system, and recommendations related to accountability, funding, and governance. It emphasizes the complexity of higher education issues and the need for the university system to improve its standing and contributions to the state.
The document is the final report of the Florida Blue Ribbon Task Force on State Higher Education Reform from November 2012. It provides recommendations on accountability, funding, and governance for the Florida State University System. The task force organized their work around these three areas and provided a strengths/weaknesses analysis of the system. They recommend a set of linked accountability, funding, and governance changes intended to improve understanding between universities and funding stakeholders and help the system better demonstrate its value and operational innovation.
Strategic Action Plan for Ministry of Education TTMOEWebDev
This Plan represents a major milestone in the Trinidad and Tobago Government's policy to transform the educational sector into an efficient and relevant mechanism for the development of our country's human resource capital.
This document provides a business plan for a Dosa restaurant. It outlines objectives to keep food costs below 35% of revenue and expand marketing. The plan details the restaurant's mission to provide excellent food and service. It will feature indoor and outdoor seating with a unique Indian design. The menu will focus on dosas and other South Indian cuisine. The plan analyzes the target market and identifies competitors. It proposes strategies for marketing, sales, management, hiring staff, and financial projections.
The document discusses reforms needed for Florida higher education. It argues that (1) Florida already has an effective structure in place and does not need reorganization, (2) restoring state funds cut in recent years is essential to improve student/faculty ratios and access to courses, and (3) additional new funding is needed to address salary compression and retain faculty talent, in order to build a strong knowledge-based economy.
The Higher Education Coordinating Council makes recommendations to the Florida legislature and boards of education regarding unmet educational needs and resolving disputes over new academic programs. The council aims to create a seamless pre-K through university system, promote consistent education policies, maximize access to high-quality education, and improve accountability across all education delivery systems in Florida. Since being established in 2010, the council has held monthly meetings, created workgroups on articulation and industry needs, and launched a statewide degree inventory on its website.
Enrollment management as a fiscal strategy finalSukhwant Jhaj
The document summarizes discussions from the LTIFS Forum on Enrollment Management as a Fiscal Strategy. It outlines recommendations to establish enrollment management principles, set targets for increasing non-resident, international, and minority student enrollment. It also recommends setting retention and graduation rate targets. The forum discussed aligning recruitment and retention activities with the university's mission and establishing a tuition management committee.
The annual report examines the state of higher education in 2014 and identifies several challenges facing institutions. Enrollment is down at 46% of schools due to price sensitivity, while costs continue rising. Revenue sources like tuition, government funding, and endowments are under strain. Emerging strategies around risk management, online learning, and shared services aim to help institutions adapt to changes in student demographics and technology while improving operations and governance. However, conservative university presidents remain skeptical of innovations and the need for significant reforms.
The document discusses a SWOT analysis of the International Islamic University Chittagong (IIUC).
The strengths include an affordable location, small class sizes, experienced faculty and staff, quality facilities and infrastructure, and established academic programs. Weaknesses include low staff retention, inadequate research culture, and limited campus activities.
Opportunities include expanding internationalization, diversifying revenue sources, and developing partnerships. Threats include inappropriate funding, increased competition from other universities, and potential loss of prominent faculty.
Capitol Technology University, the only independent university in Maryland dedicated to engineering, computer science, information technology and management of technology, invites applications, expressions of interest and nominations of candidates in its search for the next Vice President, Finance.
This presentation summarizes an entire paper on;
1) Strategies to attain effective HRM in education
2) Comparison of educational stories in different countries.
3) Importance of building strong research department
This document provides a summary of Promod Vohra's professional experience, including his current role as Chief of Global HR and Senior VP of Talent Strategy at American Cybersystems Group, and previous roles as Dean of the College of Engineering and Engineering Technology at Northern Illinois University and Electrical Engineering Technology Coordinator at NIU. It outlines his responsibilities and accomplishments in growing enrollment and research funding, developing innovative programs, maintaining accreditation, and building corporate and community partnerships in both positions over nearly 30 years in higher education administration and leadership.
IRJET- Framework for Improving Quality and Ranking of Higher Educational ...IRJET Journal
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Addressing Current Issues and Challenges in HEShelai Valdez
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The Higher Education Coordinating Council report provides recommendations to the Florida Legislature, State Board of Education, and Board of Governors on issues related to higher education in Florida. The report is organized into four sections addressing the core mission of institutions, data and performance measures, articulation policies, and workforce education. It includes 85 recommendations organized under seven thematic areas: strategic degree program coordination, capital expansion, student financial aid, funding/performance funding, articulation, data/accountability, and workforce education. Some of the key recommendations include developing a statewide degree program inventory, improving coordination of new programs between sectors, exploring alternative funding for facilities, and aligning financial aid to encourage on-time graduation.
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Similar to 2011 11-28 strategic-plan_2012-2025_final (20)
The document proposes refinements to the "System Strengths and Weaknesses" section of a report. It lists three strengths: 1) an effective professional staff supports the Board of Governors, 2) local control enables excellent learning environments, and 3) comprehensive coordination allows the Board to manage higher education goals. It also lists three weaknesses: 1) limitations in data analysis inhibit decision making, 2) over-centralization may hinder innovation, and 3) insufficient data assessment of university performance.
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The document is a draft report from the Florida Blue Ribbon Task Force on State Higher Education Reform. It contains recommendations on accountability, funding, and governance of the state university system. The task force analyzed strengths and weaknesses of the current system and sought to address the complexity of issues facing higher education in Florida. The recommendations are presented as an interconnected whole and are intended to close the gap in understanding between universities and those who appropriate resources by linking accountability, funding, and governance.
The Florida Blue Ribbon Task Force on State Higher Education Reform drafted recommendations to improve accountability and transparency in the state university system. The recommendations included enhancing the Board of Governors' metrics-based accountability framework to focus on outcome-based performance metrics aligned with the governor's strategic goals. These goals include increasing degrees in strategic areas, employment rates and salaries of graduates, and lowering costs. The recommendations also suggested the Board of Governors articulate goals for each university's contributions to the overall system goals, and that universities align their plans with the Board's strategic plan and report progress annually.
This document provides guidance for states on implementing performance funding for higher education institutions. It outlines 11 principles for designing an effective performance funding system, including getting agreement on clear state goals, using metrics that are difficult to manipulate, and ensuring incentives align with goals. The principles are meant to help states avoid pitfalls of prior performance funding attempts and focus institutions on key priorities like increasing degrees and certificates awarded. The document also provides examples from states that have implemented performance funding successfully.
This document provides a technical guide for common college completion metrics adopted by Complete College America. It outlines outcome, progress, and context metrics for measuring degree production, graduation rates, transfer rates, remedial education, credit accumulation, retention, and enrollment at the state level. The purpose is to inform the public and policymakers about college completion, identify areas for improvement, show progress over time, and ensure accountability. Data will be collected uniformly to allow for comparisons across states and institutions.
The document outlines essential steps for states to measure progress and success in college completion. It recommends that states uniformly collect and publicly report data using key metrics like graduation rates, remediation rates, credit accumulation, and time to degree. This will allow states to diagnose challenges, identify opportunities for improvement, and be accountable for students' success. The document suggests states measure interim milestones and outcomes to drive completion, and disaggregate data by student demographics to close achievement gaps.
This document provides a summary and draft recommendations from Florida's Blue Ribbon Task Force on State Higher Education Reform. It catalogs previous recommendations from other reports and outlines draft recommendations in the areas of accountability, funding, and governance. The key recommendations include:
1. Enhancing the Board of Governor's accountability framework to focus on outcome-based metrics like employment rates, degrees in strategic areas, cost per graduate, and graduate salaries.
2. Differentiating tuition rates between universities and programs, with no tuition increases for 3 years for high-skill, high-wage degrees that are important to the state economy.
3. Rewarding "Preeminent Universities" that meet specific metrics with more flexibility in
The document provides notes from a Governor's Blue Ribbon Task Force conference call discussing strategies to address tensions between increasing and decreasing university tuition in Florida. It recommends increasing state funding toward the national average per student and allowing differentiated tuition rates between degree programs. Specific degree programs in strategic state emphasis areas could qualify for lower tuition rates if universities meet metrics agreed upon by the state Legislature and Board of Governors. Universities meeting additional metrics could be designated "Preeminent" with more tuition flexibility and reduced regulation.
This document provides draft talking points to guide a teleconference discussion about implementing a differentiated tuition model. It outlines a three-step plan where universities could gradually increase tuition rates for degrees up to 6 times the Consumer Price Index annual increase. Degrees classified as "eminent," such as those leading to high employment, could have lower tuition increases. The program would be reevaluated after 4 years based on economic factors. If a university's student quality or graduation rates dropped for two years in a row, tuition increases would be capped at the CPI increase until improvements are made.
This document summarizes a journal article about the relationship between public university research and state economic development. It describes potential virtuous and vicious cycles in this relationship. The virtuous cycle involves increased federal research funding leading to more university discoveries, job growth, and increased state tax revenues that fund universities. However, a vicious cycle can also occur if states do not adequately fund universities. This can weaken universities' research competitiveness and the state's long-term economy. It can also exacerbate disparities between states with strong vs. weak university systems.
The Blue Ribbon Task Force on State Higher Education Reform held a webinar to discuss recommendations on funding, accountability, and governance for state universities. They aimed to refine, improve, accept, table or reject proposed recommendations and identify areas needing further work. Next meeting dates were established to continue discussions and finalize recommendations by October 30th.
The document contains recommendations from working groups on university funding, accountability, and governance. It recommends giving universities more autonomy over tuition rates while tying funding to performance metrics. It also suggests establishing flagship research universities and rewarding programs with high employment outcomes. Additional meetings are scheduled to further refine recommendations for submission to the governor.
This document provides a draft recommendation from a task force on tuition rates at public universities in Florida. It summarizes research showing that state funding for public higher education has declined significantly in recent decades while tuition rates have risen sharply. For Florida universities in particular, state funding has dropped by 25% in four years while tuition rates have remained capped below rates charged by peer institutions in other states. The recommendation suggests removing Florida's system-wide tuition cap and allowing individual universities to set tuition appropriate to their missions and programs.
This document contains draft recommendations from a task force regarding tuition and governance at public universities in Florida. It provides background information on declining state support for higher education and restrictions on tuition increases in Florida. The task force recommends abandoning the tuition policy that locks universities into a narrow tuition range. It also recommends giving university boards of trustees more authority over tuition rates and allowing differentiated rates by program. The recommendations aim to provide universities more flexibility to deal with state funding cuts while maintaining affordability.
This document discusses occupational projections in Florida from 2011 to 2019. It includes two tables showing employment counts by education level for 2003, 2011, and 2019. The tables assign educational codes to occupations based on Florida codes and U.S. Bureau of Labor Statistics codes. The document also compares projected bachelor's degree production in Florida to projected job openings requiring a bachelor's degree over that period.
The chair of the Blue Ribbon Task Force on State Higher Education Reform provides guidance to task force members on next steps. Members are to meet in subcommittees between now and September 17 to develop initial reform options, which will be discussed at a September 21 webinar. The chair outlines a timeline of subsequent meetings and deliverables, culminating in a final set of recommendations voted on at an October 12 webinar. Task force members are instructed to provide data and logic to build a business case for each reform option.
The group discussed strengths within the current system, and worked to define what successful state higher education would look like in 3-5 years. They focused on issues of governance, accountability, funding and the system as a whole, with the goal of developing recommendations to advance the governor's vision.
The three sentence summary is:
The document provides final attachments and a website link for participants of a July 26 workshop to aid in their preparation, noting they should resist arguing for or against the ideas presented and instead focus on innovative solutions; it also looks forward to hearing the participants' own analysis and contributions; and includes three attached files and the name and title of the sender.
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2. THE STATE UNIVERSITY SYSTEM of FLORIDA | Board of Governors | STRATEGIC PLAN 2012-2025 2
3. THE STATE UNIVERSITY SYSTEM of FLORIDA | Board of Governors
Strategic Plan 2012-2025
Approved on Nov. 10, 2011
The System at a Glance ...................................................................................... 4
Introduction ......................................................................................................... 5
The Planning Context ......................................................................................... 6
Mission of the State University System in the 21st Century ......................... 9
2025 Vision for the State University System ................................................ 11
2025 Goals for the State University System ................................................... 12
2025 State University System Performance Indicators ................................ 19
THE STATE UNIVERSITY SYSTEM of FLORIDA | Board of Governors | STRATEGIC PLAN 2012-2025 3
4. THE STATE UNIVERSITY SYSTEM of FLORIDA | Board of Governors
At a glance
To be truly great, Florida must have well-educated citizens who are
working in diverse fields, from science and engineering to medicine and
bioscience to computer science, the arts and so much more. The State
University System of Florida provides access to the teaching, research
and service that is transforming this growing, dynamic state. It is
important to remember that university faculty not only share knowledge
through world-class teaching, they actually create the knowledge that is
shaping society — locally, nationally and globally.
The Florida Board of Governors — the constitutional body created by
voters in 2002 to oversee the State’s 11 public universities — is working to
build on these institutions’ individual strengths and unique missions as
each one claims its rightful place on the national and international stage.
Main Campus
Branch Campus/Site
THE STATE UNIVERSITY SYSTEM of FLORIDA | Board of Governors | STRATEGIC PLAN 2012-2025 4
5. THE STATE UNIVERSITY SYSTEM of FLORIDA | Board of Governors
Introduction
The Board of Governors is authorized in Article IX, Section 7(d), Florida
Constitution, to “operate, regulate, control, and be fully responsible for the
management of the whole university system.” The Board, as the governing
body for the State University System of Florida, strongly believes that the
future of Florida is dependent upon a high quality, comprehensive, and
efficient system of public universities.
The 11 institutions within the System enhance the state and its many
valuable assets by providing high quality academic degree programs to
meet state economic and workforce needs, cutting edge research to
address global problems, and community outreach to improve the quality
of life for Floridians. The System now enrolls over 324,000 students.
State universities collectively offer nearly 1,800 degree programs at the
baccalaureate, graduate, and professional levels and annually award over
73,000 degrees at all levels.
THE STATE UNIVERSITY SYSTEM of FLORIDA | Board of Governors | STRATEGIC PLAN 2012-2025 5
6. THE STATE UNIVERSITY SYSTEM of FLORIDA | Board of Governors
The Planning Context
The State University System has experienced extraordinary changes and
shifts in recent years, as significant economic challenges in Florida have
compelled state universities to implement innovative strategies and
efficiencies in order to respond to both increased demands and budget
constraints. The Board of Governors is committed to responding to
Florida’s critical needs and has identified pressing issues that must be
addressed, including the need for appropriate and predictable funding
for the System, the best possible access to postsecondary education for
Floridians, and high skilled, high demand graduates for the state’s
workforce.
During the past two decades, state support for Florida's public
universities has fallen by more than 20 percent in inflation-adjusted
funding per student. Declining funding threatens to undermine quality
and erodes the ability to plan. The Board of Governors is committed to
work with the Governor and the Legislature to secure sufficient funding
to enable the State University System to:
Expand need-based financial aid to undergraduate students to
improve access and affordability.
Increase total funding to the level necessary to ensure that students
have access to a high-quality undergraduate education, comparable
to that available at peer institutions nationally.
Develop a predictable enrollment growth funding formula that
promotes access to and expansion of the State University System
and that rewards retention and graduation.
Develop a funding plan for targeted state investment in graduate
program development, research, and commercialization.
Demand for access to Florida public higher education will continue to
increase due to the growing number of interested and qualified students,
the exponential expansion of knowledge, and the greater sophistication of
employer demands and resulting specialization needed in the workplace.
In light of the increased demand, as well as the need for greater
baccalaureate degree production, it is prudent to evaluate Florida’s
existing postsecondary delivery system to ensure that an optimal
structure exists to meet the projected needs. To this end, the Board of
Governors will continue to engage with the Higher Education
Coordinating Council as it reviews the organization of the state delivery
system to determine the most efficient way to provide Floridians with
expanded access to quality baccalaureate degree programs.
THE STATE UNIVERSITY SYSTEM of FLORIDA | Board of Governors | STRATEGIC PLAN 2012-2025 6
7. State universities have prioritized the coordination of academic program
delivery in order to optimize resources, to expand efficiencies, and to
respond to workforce demands for graduates with specific knowledge
and skills. Specifically, university goals are being set to increase the
number of graduates with degrees in the STEM (science, technology,
engineering, and math) fields. While some unproductive academic
programs are being re-tooled or terminated, targeted programs are being
expanded or established to provide the knowledge, innovation, and
commercialization ventures needed to boost production and growth in
Florida’s businesses and industries.
As the System takes on an expanded role in responding to Florida’s
critical needs, the Board will continue to actively monitor university
academic planning and progress on accountability measures and
performance outcomes in order to assess the System’s efficiency and
effectiveness. Utilizing the annual university work plans and the
System’s Annual Report, specific, data-driven indices have been
identified that focus on the quality and impact of teaching and learning,
student retention and graduation, and efficient resource utilization.
The Board of Governors is very concerned with the decline in funding for
state university educational facilities and is raising awareness of the
critical need for well-maintained teaching and research facilities that are
positioned for growth. The decline of Public Education Capital Outlay
(PECO), which is the primary source of funds used to maintain and
construct facilities, is harming physical plant upkeep and constraining
university growth. In addition, the state facility and operating matching
programs have been suspended, with no further donations being eligible
for match. Appropriate and predictable operating and fixed capital
outlay funding is necessary to expand high demand academic programs,
to ensure high quality, efficiently run campuses, and to plan for growth.
While the universities are actively expanding distance learning programs
and leveraging their delivery efficiencies, the Board will continue to
aggressively advocate for sufficient state funding for the maintenance of
existing buildings and for the planning and construction of new
educational facilities.
Looking ahead, the next thirteen years will present significant
economic and societal challenges to the state universities that
may impact access, quality, and productivity. The Board of
Governors believes, however, that the challenges facing the
State University System are not barriers; they offer
opportunities for clearer focus and greater efficiency. The
Board is committed to providing the bold leadership necessary
to enable the State University System to strategically address
Florida’s educational, economic, and societal needs.
THE STATE UNIVERSITY SYSTEM of FLORIDA | Board of Governors | STRATEGIC PLAN 2012-2025 7
8. Through its standing committee structure, the Board has begun to
identify strategies and initiatives needing immediate action in order to
address these needs. As examples, the Budget and Finance Committee is
now reviewing legislative budget requests via two major zones of “New
Florida” activity: 1) STEM/Research and 2) Access/Graduation &
Retention Rates. The Facilities Committee is currently focused on how
best to address funding for the renovation of existing facilities and the
construction of new, high-priority facilities. The Academic and Student
Affairs Committee is now focusing on greater System efficiencies in
academic program delivery and has initiated a System-wide, adult degree
completion project that will enable Floridians with some postsecondary
education to complete a degree, particularly in high demand areas of the
workforce. The Legislative Affairs Committee is considering strategies
that will demonstrate the Board’s commitment to STEM education and
the commercialization of university research discoveries.
During 2012-2025, the Board of Governors will actively engage with
university boards of trustees, legislative and governmental constituents,
and other community and global partners, and will lead the State
University System by utilizing the following Guiding Principles:
• Focus on students and enhancing their learning, development,
and success.
• Recognize and value the roles and contributions of faculty/staff.
• Partner with university boards of trustees to provide support
and oversight for the institutions.
• Coordinate with other education sectors and seek the optimal
State University System structure to help address the state’s
higher education needs.
• Advocate for the System’s unique role in advancing the State
educationally, economically, socially, and culturally.
• Identify and affirm the distinctive mission and contributions of
each institution.
• Work with institutions to align undergraduate and graduate
programmatic offerings, as well as research efforts, based on
each institution’s unique strengths and missions.
• Promote an optimal balance between institutional aspirations
and the System’s public mission.
• Support institutions in their efforts to achieve state, national,
and/or international preeminence in key academic, research,
and public service programs.
• Seek ways to organize and collaborate for increased efficiencies
and a stronger System and state.
• Advocate for appropriate and predictable funding to achieve
System goals that are tracked using a robust accountability
system.
• Maintain a commitment to excellence and continuous
improvement.
THE STATE UNIVERSITY SYSTEM of FLORIDA | Board of Governors | STRATEGIC PLAN 2012-2025 8
9. THE STATE UNIVERSITY SYSTEM of FLORIDA | Board of Governors
Mission of the State University System
for the 21st Century
Article IX, Section 7(a), Florida Constitution, establishes a system of
governance for the State University System of Florida “in order to achieve
excellence through teaching students, advancing research and providing public
service for the benefit of Florida’s citizens, their communities and economies.”
The Board of Governors, as the governing body, is given responsibilities
in Section 7(d) including “defining 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.”
In light of this constitutional framework for the State University System,
the Board of Governors approves the following mission for the System as
it advances toward 2025:
The mission of the State University System of
Florida is to provide undergraduate, graduate and
professional education, research, and public service
of the highest quality through a coordinated system
of institutions of higher learning, each with its own
mission and collectively dedicated to serving the
needs of a diverse state and global society.
The State University System has a critical, broad-based role in moving
Florida forward, yet it also is uniquely poised to respond to targeted,
specific challenges that arise. Whether in responding to the 2010 oil spill
and its impact on Northwest Florida and the Southern U.S., providing
expertise in the aftermath of the earthquake in Haiti, creating economic
development such as the Florida I-4 High Tech Corridor, or enabling
medical breakthroughs that improve the longevity and quality of life,
Florida’s state universities transform knowledge into action every day in
meaningful ways.
THE STATE UNIVERSITY SYSTEM of FLORIDA | Board of Governors | STRATEGIC PLAN 2012-2025 9
10. To provide leadership that will find solutions to the educational,
economic, and societal challenges of the coming decades, the state
universities will continue to:
Support students’ development of the knowledge, skills,
and aptitudes needed for success in the global society and
marketplace.
Transform and revitalize Florida’s economy and society
through research, creativity, discovery, and innovation.
Mobilize resources to address the significant challenges
and opportunities facing Florida’s citizens, communities,
regions, the state, and beyond.
Deliver knowledge to advance the health, welfare, cultural
enrichment, and economy through community and
business engagement and service.
THE STATE UNIVERSITY SYSTEM of FLORIDA | Board of Governors | STRATEGIC PLAN 2012-2025 10
11. THE STATE UNIVERSITY SYSTEM of FLORIDA | Board of Governors
2025 Vision
The Board of Governors continues to be committed to achieving
excellence in the tripartite mission of its state universities - teaching,
research, and public service - for the benefit of Florida's citizens, their
communities, and the state economy. In light of the velocity with which
the 21st century is moving ahead, however, the Board of Governors
recognizes the need to view this public mission through a clearer lens and
with a sharper focus on teaching and student learning, research and
commercialization, and community and business engagement.
As Florida and the nation face economic competition on an
unprecedented scale, the State University System must prepare graduates
to excel in the global society and marketplace. Individually and
collectively, state universities must advance innovation — new
technologies, new processes, new products, new ideas— in their local and
state economies; help Florida’s employers prosper and grow through
knowledge transfer and a steady stream of qualified graduates; and make
community and business engagement an integral part of their
institutional culture.
The Board of Governors presents the following vision for the State
University System to guide the programs, activities, and plans of the state
universities during these years.
By 2025, the State University System of Florida will
be internationally recognized as a premier public
university system, noted for the distinctive and
collective strengths of its member institutions.
THE STATE UNIVERSITY SYSTEM of FLORIDA | Board of Governors | STRATEGIC PLAN 2012-2025 11
12. THE STATE UNIVERSITY SYSTEM of FLORIDA | Board of Governors
2025 Goals
To realize its mission and its vision for the State University System
between 2012 and 2025, the Board of Governors will focus on three critical
points of emphasis that will provide a framework for the targeted 2025
Goals and recognize the university’s teaching, research, and public
service priorities: Excellence, Productivity, and Strategic Priorities for a
Knowledge Economy.
Excellence
The Board of Governors continues to expect the state universities to
provide academic programs of the highest quality, to produce world
class, consequential research, and to reach out and engage Florida’s
communities and businesses in a meaningful and measurable way.
Productivity
Florida must become more competitive in the national and global
economy. To accomplish this, the state must increase the educational
attainment levels of its citizens and the state universities must respond by
awarding more degrees in specific high demand programs, particularly
the STEM disciplines.
Strategic Priorities for a Knowledge Economy
As a part of its previous strategic planning activities, the Board of
Governors, in conjunction with Florida’s leading economic and workforce
councils, approved areas of programmatic strategic emphasis for
targeting degree programs in the State University System. This list of
programs includes certain Science, Technology, Engineering, and Math
(STEM) programs and programs with critical and/or economic
development needs or emerging technologies that serve to assist the state
universities in planning for a degree program array that addresses both
workforce and student demands.
The Board of Governors believes that its 2025 goals for the System should
align with state economic and workforce needs through its targeted
degree programs. Through the identification and monitoring of
performance in specific areas of strategic emphasis like STEM and other
critical need areas, as well as through the setting of strategic priorities in
the New Florida initiative, the Board has demonstrated its intent to
increase degree and research production and to organize the System to be
THE STATE UNIVERSITY SYSTEM of FLORIDA | Board of Governors | STRATEGIC PLAN 2012-2025 12
13. more productive in these specific strategic areas. For this reason, it is
important to reaffirm the relevancy of the areas of programmatic strategic
emphasis as part of adopting a new strategic plan and to establish a
schedule for reviewing the adopted areas periodically throughout the life
of the plan.
The chart below displays the priorities of the State University System –
Teaching and Learning, Scholarship, Research and Innovation, and
Community and Business Engagement - crossed with the Board of
Governors’ three points of emphasis – Excellence, Productivity, and
Strategic Priorities - to identify nine categories of directional goals for the
state universities. The 2025 Goals will strengthen quality and reputation
and maximize resource utilization to increase productivity in each of the
priority areas.
STRATEGIC
STATE UNIVERSITY SYSTEM PRIORITIES
EXCELLENCE PRODUCTIVITY
GOALS for a
KNOWLEDGE ECONOMY
TEACHING & Strengthen
Increase
Increase the Number
LEARNING Quality & Reputation of Degrees Awarded in
Degree Productivity
of Academic Programs STEM and Other Areas
(UNDERGRADUATE, GRADUATE, and Program Efficiency
AND PROFESSIONAL EDUCATION)
and Universities of Strategic Emphasis
Strengthen Increase Increase
SCHOLARSHIP, Quality & Reputation Research and Collaboration and
RESEARCH, of Scholarship, Research, Commercialization External Support for
& INNOVATION and Innovation Activity Research Activity
Strengthen
COMMUNITY Increase Increase
Quality & Recognition
Levels of Community Community
& BUSINESS of Commitment to
and Business and Business
ENGAGEMENT Community and Business
Engagement Workforce
Engagement
THE STATE UNIVERSITY SYSTEM of FLORIDA | Board of Governors | STRATEGIC PLAN 2012-2025 13
14. THE STATE UNIVERSITY SYSTEM of FLORIDA | Board of Governors
Teaching and Learning
The Board of Governors believes that high quality teaching and academic
programming distinguish the State University System and provide the
firm foundation for Florida to build and maintain a nationally preeminent
system of public universities. During the 2012-2025 strategic planning
period, the Board will strengthen its commitment to the high quality and
reputation of the State University System and will tightly focus its
academic resources to lead Florida’s efforts to expand the state’s
knowledge and innovation economy. The Board of Governors will
increase its commitment to STEM education and the state universities will
be leaders in a deliberate state strategy to increase the number of
undergraduate and graduate degrees in STEM disciplines.
Higher learning is greatly facilitated in the State University System
through academic learning compacts that have been established for all
baccalaureate degree programs. Each compact expresses specific student
learning outcomes for the degree program that focus on content
discipline/knowledge and skills, communication skills, and critical
thinking skills. The compacts provide structure for learning outcome
assessments, enhance faculty and student collaboration, and promote a
productive teaching-learning dynamic across the System.
To increase teaching efficiencies, expand access, and provide a highly
coordinated program array for the State University System, the Board
expects the state universities to broaden their use of the innovative
methods of educational program delivery, including distance learning
and digital technologies, inter-disciplinary collaboration, and academic
resource sharing.
Excellence
GOAL: Strengthen Quality and Reputation of Academic Programs and
Universities
• Improve the quality and relevance of all academic programs, and
grow the number of institutions and academic programs with
state, national, and/or international preeminence.
THE STATE UNIVERSITY SYSTEM of FLORIDA | Board of Governors | STRATEGIC PLAN 2012-2025 14
15. Productivity
GOAL: Increase Degree Productivity and Program Efficiency
• Increase access and degree completion for students, including
students from traditionally underrepresented groups, returning
adult students, and distance learning students.
Strategic Priorities for a Knowledge Economy
GOAL: Increase the Number of Degrees Awarded in STEM and Other
Areas of Strategic Emphasis
• Increase student access and success in degree programs in the
STEM fields and other areas of strategic emphasis that respond to
existing, evolving, and emerging critical needs and opportunities.
Note: the list of programs included within the areas of strategic
emphasis is not static and will be updated periodically to reflect
changing needs of the state and Board priorities.
THE STATE UNIVERSITY SYSTEM of FLORIDA | Board of Governors | STRATEGIC PLAN 2012-2025 15
16. THE STATE UNIVERSITY SYSTEM of FLORIDA | Board of Governors
Scholarship, Research, Innovation
The component of the State University System’s tripartite mission that is
unique to universities is the ability of its scholarship, research, and
innovation to transform economies and societies. To further promote this
mission, the Board of Governors, in partnership with the Governor and
the Legislature, launched the New Florida Initiative to ensure that Florida
has the talent and innovation pipeline to be globally competitive. To be
an international economic leader, the state of Florida must continue to
strengthen its state universities, particularly in support of university
research initiatives and contributions.
Through its research programs, the State University System is now
playing a critical role in expanding and diversifying Florida’s economy.
Moving forward, the Board of Governors will work to increase federal
and private funding for collaborative research that targets STEM
initiatives, and will promote greater opportunities for entrepreneurship
and the commercialization of research discoveries to boost production
and growth in Florida’s businesses and industries.
Specifically, the Board of Governors will more sharply focus the research
agenda for the State University System by identifying the research
strengths and priorities of each university and by strengthening research
collaboration among the universities. The Board expects state university
research endeavors to be directly applicable to Florida’s most critical
challenges and to more directly lead to commercialization, jobs, and new
businesses, with a stronger linkage to local, regional, and state economic
development entities.
Excellence
GOAL: Strengthen the Quality and Reputation of Scholarship,
Research, and Innovation
• Improve the quality and impact of scholarship, research, and
commercialization activities, and grow the number of
faculty/departments/centers and institutions recognized for their
scholarship, research, and commercialization endeavors.
THE STATE UNIVERSITY SYSTEM of FLORIDA | Board of Governors | STRATEGIC PLAN 2012-2025 16
17. Productivity
GOAL: Increase Research and Commercialization Activity
• Increase research and commercialization activities to help foster
entrepreneurial campus cultures.
• Increase undergraduate participation in research to strengthen the
pipeline of researchers pursuing graduate degrees.
Strategic Priorities for a Knowledge Economy
GOAL: Increase Collaboration and External Support for Research
Activity
Attract more research funding from external (includes federal and
private) sources.
Promote more collaboration with private industry on research
projects.
THE STATE UNIVERSITY SYSTEM of FLORIDA | Board of Governors | STRATEGIC PLAN 2012-2025 17
18. THE STATE UNIVERSITY SYSTEM of FLORIDA | Board of Governor
Community and Business Engagement
A critical component of the State University System’s tripartite mission is
public service and the commitment of state universities to reach out and
engage with Florida’s communities and businesses. Community
engagement focuses on the collaboration between universities and their
larger communities (local, regional/state, national, global) for the
mutually beneficial exchange of knowledge and resources in a context of
partnership and reciprocity.
The Carnegie Foundation for the Advancement of Teaching encourages
colleges and universities that have made community engagement an
integral part of their institutional culture to pursue a national
“community engagement” classification. In the State University System,
seven campuses have achieved this classification and the Board of
Governors expects that all state universities will achieve the Carnegie
Foundation national “community engagement” classification by 2025.
State university outreach, extension, and engagement, particularly in the
areas of government, culture, health care, and public schools, often serve
to attract business and industry and spark economic development. The
Board of Governors strongly encourages state university students,
faculty, and staff to engage in well-planned, mutually beneficial and
sustainable community and business partnerships as an integral part of
the institutional culture and as a specific component of each university’s
strategic plan.
Excellence
GOAL: Strengthen the Quality and Recognition of Commitment to
Community and Business Engagement
• Improve the quality and relevance of public service activities, and
grow the number of institutions recognized for their commitment
to community and business engagement.
Productivity
GOAL: Increase Levels of Community and Business Engagement
• Increase faculty and student involvement in community and
business engagement activities.
THE STATE UNIVERSITY SYSTEM of FLORIDA | Board of Governors | STRATEGIC PLAN 2012-2025 18
19. Strategic Priorities for a Knowledge Economy
GOAL: Increase Community and Business Workforce
• Increase the percentage of graduates who continue their education
or are employed in Florida.
2025 Goals: Performance Indicators
The Board of Governors’ 2025 Goals for the State University System
express the Board’s priorities for the 2012-2025 planning period and are
framed by the Board’s three critical points of emphasis: Excellence,
Productivity, and Strategic Priorities for a Knowledge Economy. The primary
components of the state university’s tripartite mission: Teaching and
Learning, Scholarship, Research, and Innovation, and Community and
Business Engagement are emphasized to provide direction to the state
universities. The three charts that follow display outcome targets for 2025
across a series of metrics on which the Board can monitor the System’s
progress in addressing the 2025 Goals.
The Board’s Strategic Plan for 2012-2025 is not a static document, but will
be a living and evolving plan. The Board’s goals and performance
indicators will continue to be refined during the period of the 2012-2025
Strategic Plan, in consultation with the state universities and other
stakeholders.
Each state university’s progress toward the attainment of the Board’s
2025 Goals will be determined by its unique and distinctive mission, as
expressed in its institutional strategic plan and its multi-year work plan.
During this period, the Board will work with the universities to establish
parallel goals that will align institutional strategic plans with the Board’s
Strategic Plan and will recognize and reflect each institution’s
commitment to and participation in the Board’s Strategic Plan 2012-2025.
THE STATE UNIVERSITY SYSTEM of FLORIDA | Board of Governors | STRATEGIC PLAN 2012-2025 19
20. Teaching and Learning
Undergraduate, Graduate, and Professional Education
PERFORMANCE
CURRENT 2025 GOALS NOTES
INDICATORS
EXCELLENCE
- Three universities - Five universities
ranked Top 50 for Universities would self-report updates
ranked Top 50 for annually based on recognition from a
public undergraduate public undergraduate;
National Rankings for limited set of nationally acknowledged
(UF, FSU, NCF);
Universities and Programs - Program rankings - Each university will rankings or awards.
For example, US News, Princeton Review,
not currently tracked strive for a Top 25 National Resource Counsel (NRC), etc.
at System level. program.
Freshman in Top 10% The Top Tier average for public
of Graduating High School Class 28% 50% universities (n=108) listed in
2011 US News ranking is 40%.
Universities Above Benchmark
Pass Rates for Professional 5 (of 29) Scores
Above Benchmarks An indicator of how well universities are
preparing students to enter certain
Below Benchmarks for All Exams professional occupations.
Licensure & Certification Exams
Eligible Programs with 89% All Regulation 3.006 encourages all programs
to seek specialized accreditation for
Specialized Accreditation of 754 programs with exceptions programs with established standards.
PRODUCTIVITY
Average Time To Degree The Board is dedicated to the goal of
for First-time in College Students 4.3 years 4.0 years FTIC students graduating on time.
4 Year Graduation Rates 2025 Goal based on historical trends for
for First-time in College Students 34% 50% Top 10 states (0.8%); based on SUS trend
the 2025 value would be 40%.
from Same University
6 Year Graduation Rates 2025 Goal based on historical trends for
for First-time in College Students 61% 70% Top 10 states (0.5%); based on SUS trend
the 2025 value would be 68%.
from Same University
% of Bachelor’s Degrees Due to recent statutory changes
with Excess Hours 49% 80% this percentage is expected
to increase significantly.
Less than 110% of Required Hours
Bachelor’s Degrees Based on 2011 Work Plans, 2.8% FTIC
Awarded Annually 53,392 90,000 growth and 70% six-yr grad rate, with
3.2% upper-division/transfer growth.
Graduate Degrees Based on SUS trend
Awarded Annually 20,188 40,000 the 2025 value would be 37,300.
2025 Goal based on growth matching
Bachelor’s Degrees 16,207 31,500 EDR projections for the year 2025
Awarded to Minorities (30% of total) (42% of growth) Hispanic and Black population in Florida.
Number of Adult (Aged 25+) 46,725 75,000 Florida is currently ranked 4th in adult
enrollment. Based on historical trends,
Undergraduates Enrolled (in Fall) (19% of total) (25% of growth) the 2025 value will be 61,000.
Percent of Course Sections Current reports the 2009-10 data
(22,700/124,800 E&G course sections).
Offered via Distance and 18% 30% Due to recent definition changes
Blended Learning future data may change.
STRATEGIC PRIORITIES
Bachelor’s Degrees in STEM 9,605 22,500 Based on historical trends,
the 2025 value will be 18,500.
(18% of total) (25% of total)
Bachelor’s Degrees in All 19,832 45,000 Based on historical trends,
Areas of Strategic Emphasis (37% of total) (50% of total) the 2025 value will be 34,200.
Graduate Degrees in STEM 4,330 14,000 Based on historical trends,
the 2025 value will be 11,700.
(21% of total) (35% of total)
Graduate Degrees in All 9,170 20,000 Based on historical trends,
Areas of Strategic Emphasis (45% of total) (50% of total) the 2025 value will be 19,000.
THE STATE UNIVERSITY SYSTEM of FLORIDA | Board of Governors | STRATEGIC PLAN 2012-2025 20
21. Scholarship, Research and Innovation
PERFORMANCE
CURRENT 2025 GOALS NOTES
INDICATORS
EXCELLENCE
Currently SUS is ranked 10th; 2025
Faculty Membership in Goal is to be ranked 5th. Based on
National Academies 38 75 historical trends, the 2025 value
would be 48.
Number of Faculty Designated Currently SUS is ranked 7th;
a Highly Cited Scholar 46 100 2025 Goal is to be ranked 3rd.
PRODUCTIVITY
Currently SUS is ranked 4th;
Total R&D Expenditures 2025 Goal is to be ranked higher.
($ Billions)
$1.68B $3.25B Based on historical trends,
the 2025 value would be $3.09B.
Given the annual volatility of this
Number of Licenses
and Options Executed
159 250 metric, 2025 Goal based on number of
licenses instead of revenues.
Number of Start-Up The 2025 Goal is to be on par with
Companies Created
18 40 the University of California System.
This metric is not
This metric addresses the NSF’s goal
Percent of Undergraduate reported at the
of integrating research and education.
System level.
Seniors Assisting in Faculty Report data in 50% In 2010, 52% of the seniors within
Research the University of California system
2011-12 Annual
assisted with faculty research.
Report.
STRATEGIC PRIORITIES
2025 Goal based on the Top 10
States average percentage of FY2009
Percent of R&D Expenditures
funded from External Sources
59% 67% expenditures from external sources
(defined by NSF as from Federal,
Private Industry and Other).
THE STATE UNIVERSITY SYSTEM of FLORIDA | Board of Governors | STRATEGIC PLAN 2012-2025 21
22. Community and Business Engagement
PERFORMANCE
CURRENT 2025 GOALS NOTES
INDICATORS
EXCELLENCE
Number of Universities with The Carnegie classification is a
7 premier national indicator of a
Carnegie’s Community (includes All university’s commitment to
Engagement Classification USF St. Petersburg) Community Engagement.
PRODUCTIVITY
Percentage of Students 13%-51% This is a new metric and Board staff
Participating in Identified (based on three Establish Goal need time to consult with campus
Community & Business universities unofficial professionals regarding how to best
End-of-Year 2014 define this metric, and to establish a
Engagement Activities estimates)
Report data in 2025 goal.
(includes curricular & co-curricular)
2011-12 Annual
Report.
Enrollment in Professional Per Regulation
Establish Goal This metric does not include
8.002(8) data will be
Training and Continuing continuing education enrollment
reported in 2012-13 End-of-Year 2014 for degree-seeking students.
Education Courses Annual Report
STRATEGIC PRIORITIES
Percentage of Baccalaureate The Board is dedicated to improving
the employment and earnings
Graduates Continuing their 81% 90+% outcomes for
Education or Employed in Florida State University System students.
THE STATE UNIVERSITY SYSTEM of FLORIDA | Board of Governors | STRATEGIC PLAN 2012-2025 22
23. 325 West Gaines Street, Suite 1614
Tallahassee, Fl 32399-0400
Phone (850) 245-0466
Fax (850) 245-9685
www.flbog.edu
THE STATE UNIVERSITY SYSTEM of FLORIDA | Board of Governors | STRATEGIC PLAN 2012-2025 20