President's Annual Goals

2020-21 Goals

Increase the University’s four-year graduation rate (PBF metric) from 27.7% to 35%.
Increase the second year retention rate [Second Fall Retention Rate with at Least a 2.0 GPA for Full-time FTIC students] (PBF Metric) from 73.0% to 86.0%.
Increase the percent of baccalaureate degrees awarded without excess hours from 53.5% to 62%.*

*Note: At this time, the University is awaiting guidance from the BOG on the potential adjustments on the annual PBF goals to accommodate COVID-19 pandemic impacts.
Develop and execute action plans that deliver first-time licensure pass rates of:

4.1 Nursing: from 63% to 80%
4.2 Law: from 57% to 75%
4.3 Pharmacy: from 83% to 85%
4.4 Physical Therapy: from 86.4% to 88%
5.1 Increase annual giving by 5% (from $7.3M to $7.7M).
5.2 Increase the annual alumni giving rate from (7.7% to 9%).
Increase total R&D expenditures by 1% (from $39.6M to $40M).
  • 7.1 Emergency Management – Effectively manage the University through the COVID-19 pandemic by ensuring the delivery of instruction, research and business operations and provide timely communications of the University’s reopening plan to all stakeholders.
  • 7.2 Staffing Efficiency – Conduct Organizational Staffing Efficiency Study.
  • 7.3 Effective Decision Making – Expand and promote the use of data and evidence across the University through quarterly reports and dashboards, thus leading to effective decision-making.
  • 7.4 Operational Efficiencies – Provide to the Board an assurance statement and summary information of the University’s system of internal controls using the Committee on Sponsoring Organizations of the Treadway Commission (COSO) Internal Control – Integrated Framework and the status of corrective actions taken on prior audit findings to minimize internal control deficiencies and repeat audit findings.
  • 8.1 Financial Health – Strengthen the University’s financial health by achieving or exceeding a minimum debt coverage ratio ≥ 1.0.
  • 8.2 Strategic Resource Allocations – Develop and align resource allocations to adequately support the University’s annual strategic priorities.
  • 8.3 Operational Control – Ensure controls are in place to drive the proper use of all funding sources, in accordance with state statutes by maintaining a financial reserve of 7% of the total Educational & General (E&G) Operating Budget as required by Florida Statutes 1011.45 and conducting periodic reviews of expenditures to ensure budget compliance and identify opportunities for cost savings.
  • 8.4 Sustainability – Increase the reserve by 1%.**
  • 8.5 Athletics – Demonstrate effective leadership over the athletics program as evidenced by proper oversight of expenditures, compliance with NCAA guidelines and plans for athletic facilities.
**Note: This goal may be revisited by the Board to accommodate expenditures required as a result of the COVID-19 pandemic and/or other emergencies (i.e., natural or man-made).
Continue to expand relationship-building with key stakeholders, including students, faculty, staff, Boards, alumni, elected officials (local, state, national), corporations and the local community.