FIUBeyondPossible2020

Chairs Advisory Council Meeting

FIU will have a transformative impact on our community by reaching unprecedented levels of student success and research preeminence

Chairs Leadership Program

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Chairs Leadership Program • Organizers: Rebecca Friedman (Faculty Fellow) and Erik Larson

(Incoming Chair of CAC)– 2 ½ day retreat (August 10 to August 12)– Fairchild Tropical Garden

• Topics include:– Dinner and Opening Plenary: What Does It Mean to Be a Chair at FIU?– Leadership and Strengths– Leading a Healthy Department: Conflict, Resolution, Climate– Collegial and Collective Faculty Governance Structures– A view from the Outside of the Department – Dealing with Diversity and Equity– T&P and Hiring– Legal Matters

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Faculty Recruiting Process

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Faculty Recruitment Diversity Training Updates• Open workshops will be offered by EOP as needed (more

during peak times, need feedback from you, please!) • ALL Faculty should be encouraged by Chairs to attend

and be certified to have wider options for committees• Training certification will be good for 3 YEARS• When certified, faculty may serve on any committee and

committees may be selected and convened as needed

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Faculty Recruitment – Offer LettersFaculty Hiring Template

New? yes/no askRenewal? yes/no askEffective Date date job offerBusiness Unit list openingDepartment ID list openingDepartment Description list openingPosition # list opening (how are multiple positions handled?)Name (Last name, first name) open text with combo edit job offerJob Code list opening unless open rank

Title/Rank list opening unless open rank; at time of offer, if posting title is not correct

Class: Regular/Clinical/Visiting list openingTenure earning? yes/no openingTenure credit time - years, months? job offerTACOE? yes/no job offerUnion Code: In or Out in/out job offerSalary Admin Plan (9 or 12-mo) nine/twelve job offerComp Rate $ amount job offerSupervisor Name job offerWork Location campus list plus open text opening or job offerMoving/Relocation Required yes/no job offerMoving Allowance $ amount job offer

Summer Allowance time (e.g. 1 or 2 months), % or flat amt job offerSpace requirement open job offerStartup allowance $ amount job offerStartup spend terms expiration job offerPostdocs or Grad Assistant? yes/no job offerCluster Hire? yes/no Flag to trackSpousal Hire? yes/no Flag to trackAssignment open text

will be captured in Panther 180Instructional %Research %Other %

Administrative Appointment title job offerAdministrative Increment amount job offerRenewal Terms renewable/permanent job offerStep Down Terms conversion/AI to base job offer

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Panther180Open Access has been granted to all units:Panther180 has been expanded to include all schools and departments. Previously piloted with SIPA, The Honors College and College of Law

Task: Faculty to go in the system and update their CV’s.

Managing Data Sources:• Academic Analytics will be providing the following data on a monthly basis:

– Articles– Book Chapters, Books– Publications (Academic Analytics will not be used for faculty evaluations)

• ORED will be providing the following data on a monthly basis:– Grant expenditures– Award data

• Student System will be providing the following data once per semester:– Courses taught and course catalog

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Panther180• HR System will provide the following data:

– Personnel data– Some CV information

• Under Production: Academic Affairs website: http://provost.fiu.edu/panther180/ to include Panther180 information such as FAQs, tips, system setup, tutorials, webinars, etc.

• Support System:– Group sessions dedicated by department/college– Webinars– Open Labs through the training center– One-on-one sessions

Help support email: Panther180@fiu.edu for any questions or concerns

In progress:Continuing to work on annual assignment formats and evaluation workflowStudent evaluations - eform

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Faculty Assignment & Reporting Task Force

• 10 person Committee• Charged with completing the implementation of the

Panther 180 Faculty Activity Reporting system.• Integrate a university wide guideline on faculty

assignments with a goal of maximizing the transparency and fairness of faculty annual assignments and ensuring accurate reporting of faculty efforts.

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Strategic Implementation Update

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Implementation Committees and WorkgroupsAdvance Student Success & Career Integration

• Improving courses and instruction + rewarding and incentivizing faculty for improving student learning

(Lead: Kathleen Wilson Co-Lead: Meredith Newman)• Enhance student experience to support retention,

graduation + employability –(Lead: Elizabeth Bejar Co-Lead: Charlie Andrews)

• Foster an ecosystem that ties participation in social innovation to student success and career readiness

(Lead: Alexis Calatayud Co-Lead: Stephanie Doscher)

Grow Strategically• Recruit strategically locally, nationally and

globally(Lead: Luisa Havens Co-Lead: Cathy Akens)

• Build a successful 2+2 transfer program with local state colleges (Connect4Success)

(Lead: Janie Valdes Co-Lead: Mike Heithaus)

Actuate Next Horizon Capital Campaign(Lead: Howard Lipman Co-Lead: Pedro Greer)

Accelerate Research Innovation & Entrepreneurship• Strive for Carnegie Very High Research Designation

(Lead: Andre Gil Co-Lead: Bill Pelham)

• Increase PhD + Postdoctoral Fellows(Lead: Todd Crowl Co-Lead: Joerg Reinhold)

• Incentivize, synchronize and streamline innovation + entrepreneurial initiatives

(Lead: Emily Gresham Co-Lead: Ranu Jung)

Build a Financial Base & Operational Efficiencies• Manage and administer funds in support of performance

goals(Lead: Dr. Kenneth Furton Co-Lead: Aime Martinez)

• Build infrastructure for optimized organizational efficiencies and increased E+G and auxiliary revenue generating opportunities

(Lead: Kenneth Jessell Co-Lead: Barbara Manzano)

Identify Support for Preeminent Programs• Finalize process and provide deep support

(Lead: Michelle Palacio Co-Lead: Eric Wagner)

• Provide deep strategic support for preeminent programs(Lead: Eric Wagner Co-Lead: Malek Adjouadi)

FIUBeyondPossible2020 Strategic Implementation Projects

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Grow Strategically Metrics Impacted

Strategic Enrollment Planning (Noel Levitz) 1,2,6,20International Recruitment 6,7,20Panther Alumni Recruitment Team 17,20Student Course Schedule and Scheduling Check-Up (Ad Astra) 1,2,3,4,8,20

Central Coordination of Scholarships 3,6,7,10,11,20

Expand Dual Enrollment Program 2,4,6,8,10,11,20

C4S Curricular Alignment 3,4,6,10,11C4S Develop Expanded Engagement for Dual Admission 1,3,4C4S Scholarships 3,6,7,10,11,20

C4S Expand Advising on State College Partner Campuses 3,5,6,11,20

C4S Develop and Communicate Benefits 1,3,4,6,10,11,20

Panther Pathway Programs 1,2,4,10,11

Expansion of MPAS 1,2,10,11

Advance Student Success & Career Integration Metrics Impacted

Expand Center for Advancement in Teaching (CAT) 1,2,3,4,6,10,20Excellence in Teaching 1,2,3,4

Expand Use of Learning Assistants 1,2,3,4,5,6,8,10,11,19,20

Improve & Increase Hybrid Courses 1,2,4,20Redesign Gateway Courses 1,2,4,6,10,11,20Prior Learning Assessment 3,4,8,10,11Instructional Technology LMS + iClickers 1,2,3,4Expanded Advising 1,2,4,6Advance women, equity, diversity and faculty mentoring (AWED) 1,10

Redesign First Year Experience 1,2,4Expanded Internships 5,9,12,15,16Support Faculty Success Across the University 2,13,14,17,19

Build Financial Base & Operational Efficiencies Metrics Impacted

Holistic Professional Development 8,18Preeminent Programs SupportPreeminent Programs Support 17,19,14Actuate Next Horizon Capital CampaignCapital Campaign 17,19

Accelerate Research Innovation and Entrepreneurship Metrics Impacted

Start-Up FIU 1,5,7,9,12,15,16,19Social Innovation (joined with StartUP FIU) 1,2,3,10,11Incentive Faculty Innovation 14,15,16,18,19Research Advocacy 12,15,16,17Cluster Hiring Initiative 14,15,16,18,19

Total Cost: $6,044,087

Academic Affairs Budget ModelPhase I

–50% vacant faculty position budgets withheld (~$4M)• Faculty position will be allocated for improved student success and research

preeminence (cluster hires)–1.5% Base Budget at risk (~$4M) for 17/18 based on 20 by 2020 scorecards–Incentive pool from performance funds, match at risk funds (Variable)–Funding allocations will tie to ComPASS/20by2020 scorecards

Phase II• Tuition re-allocation model• Right size overhead rates• Right sizing of units (budgets, efficiencies, and productivity)

• All academic units are at risk for FY17-18 budget

• 1.5% of Base Budget at Risk• Scorecard to measure units’ performance• Identify at risk total from FY17-18 base

NEW – Incentive Based Budget Model for Academic Affairs (Phase I) to enable investments in Student Success and Research Preeminence

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SALARY FLOAT FACULTY LINES BASE BUDGET

CRITICAL INVESTMENTS

• Snapshot taken on January 31, 2016• 50% of unfilled faculty position rates pulled

back to Academic Affairs• Faculty attrition reviewed monthly

• Salary float for Academic Affairs will be eliminated

• Salary float will be paid back up front in base budget

Previous critical investments will be reassessed. Moving forward, the critical investment process will transform into the Strategic Investment process to align a majority of university funding decisions with the 20 at 2020 goals.New strategic investments will be reviewed and scored using the strategic implementation process model.

50%

1.5%

*Phase II to include revenue allocation model

Student Success & Research

Preeminence

Performance Funding Update

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BOG Performance Based Funding Model 2014-15 Institutional Comparison

Rank (Based on 100 point

system)University POINTS (100 Point

System)

1 University of Central Florida 84

1 Florida Atlantic University 84

3 University of Florida 82

4 University of South Florida 79

5 Florida International University 76

6 Florida State University 68

7 Florida Gulf Coast University 67

8 Florida Agricultural and Mechanical University 65

9 New College of Florida 59

10 University of West Florida 57

11 University of North Florida 56

N/A Florida Polytechnic University N/A

10 9 8 7 6 5 4 3 2 1 10 9 8 7 6 5 4 3 2 1

2012-13 2013-14 Change Points

1 Percent of Bachelor's Graduates Employed and/or Continuing their Education 1 Yr after

77.82% 75.67% -2.2%pts 8 80% 77.5% 75% 72.5% 70% 67.5% 65% 62.5% 60% 57.5% 5.0% 4.5% 4.0% 3.5% 3.0% 2.5% 2.0% 1.5% 1.0% 0.5%

2012-13 2013-14 Change Points

2 Median Average Full-time Wages of Undergraduates Employed in Florida 1 Yr after

36,200$ 36,900$ 1.9% 8 40,000$ 37,500$ 35,000$ 32,500$ 30,000$ 27,500$ 25,000$ 22,500$ 20,000$ 17,500$ 5.0% 4.5% 4.0% 3.5% 3.0% 2.5% 2.0% 1.5% 1.0% 0.5%

2010-14 2011-15 Change Points

3 Average Cost per Undergraduate Degree to the Institution

25,470$ 25,990$ 2.0% 6 21,589$ 22,939$ 24,287$ 25,637$ 26,986$ 28,336$ 29,685$ 31,034$ 32,383$ 33,733$ 5.0% 4.5% 4.0% 3.5% 3.0% 2.5% 2.0% 1.5% 1.0% 0.5%

2008-14 2009-15 Change Points

4 Six-Year Graduation Rate Full-time and Part-time FTIC

53.10% 56.83% 3.7%pts 7 70% 68.8% 67.5% 66.3% 65% 63.8% 62.5% 61.3% 60% 58.8% 5.0% 4.5% 4.0% 3.5% 3.0% 2.5% 2.0% 1.5% 1.0% 0.5%

2013-14 2014-15 Change Points

5 Academic Progress Rate 2nd Year Retention with GPA Above 2.0

76.87% 80.38% 3.5%pts 7 90% 88.8% 87.5% 86.3% 85% 83.8% 82.5% 81.3% 80% 78.8% 5.0% 4.5% 4.0% 3.5% 3.0% 2.5% 2.0% 1.5% 1.0% 0.5%

2013-14 2014-15 Change Points

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

46.10% 46.90% 0.8%pts 8 50% 47.5% 45.0% 42.5% 40% 37.5% 35.0% 32.5% 30% 27.5% 5.0% 4.5% 4.0% 3.5% 3.0% 2.5% 2.0% 1.5% 1.0% 0.5%

Fall 2013 Fall 2014 Change Points

7 University Access Rate % of Undergraduates with a Pell-Grant

50.96% 50.53% -0.4%pts 10 30% 28.8% 27.5% 26.3% 25% 23.8% 22.5% 21.3% 20% 18.8% 5.0% 4.5% 4.0% 3.5% 3.0% 2.5% 2.0% 1.5% 1.0% 0.5%

2013-14 2014-15 Change Points

8 Graduate Degrees Awarded within Programs of Strategic Emphasis (includes STEM)

52.44% 54.10% 1.7%pts 7 60% 57.5% 55% 52.5% 50% 47.5% 45.0% 42.5% 40% 37.5% 5.0% 4.5% 4.0% 3.5% 3.0% 2.5% 2.0% 1.5% 1.0% 0.5%

2013-14 2014-15 Change Points

9 BOG Choice - Percent of Bachelor's Degrees Without Excess Hours

67.62% 68.93% 1.3%pts 5 80% 77.5% 75% 72.5% 70% 67.5% 65% 62.5% 60% 57.5% 5.0% 4.5% 4.0% 3.5% 3.0% 2.5% 2.0% 1.5% 1.0% 0.5%

2013-14 2014-15 Change Points

10 BOT Choice - Bachelor's Degrees Awarded to Minorities

83.99% 85.31% 1.3% 10 40% 37.5% 35% 32.5% 30% 27.5% 25% 22.5% 20% 17.5% 5.0% 4.5% 4.0% 3.5% 3.0% 2.5% 2.0% 1.5% 1.0% 0.5%

Total FIU Points 76

Insitution-Specific Metrics

Performance Based Funding Model 2016-17

Key Metrics Common to All Universities

Points

Florida International UniversityExcellence ImprovementFIU

+3%

+6%

+12%

+10%

+5%

+$5K

-$5K

+14%

+10 pts for 80 to 84%

+10 pts for 69 to 73%

+10 pts for 75 to 79% -1

Chan

ge fr

om la

st yr

-1

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FIU ComPASSCommunication Protocol for Accountability

and Strategic Support

What is FIU ComPASS?Communication Protocol for Accountability and Strategic Support (ComPASS) is a statistics-based management process to be used by the President, Provost, Deans, Executive Committee and Staff.

The protocol is used to support the University’s current instructional, curricular, and operational needs while monitoring FIU’s position relative to the State’s Performance Funding Model, and it’s commitment to the vision and mission of the Strategic Plan Goals.

FIU ComPASS is a protocol that we are adapting based on a model pioneered by other mission driven organizations.

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Spring FIU ComPASS - April 2016Completion and Employment

Summer FIU ComPASS - July 2016Strategic Enrollment

Fall FIU ComPASS - November 2016Research and Revenue

FIU ComPASS Meetings

• 2nd year retention / 6 year graduation / 4 year AA graduation• % graduating without excess hours/ # taking internships• % employed within 1 year / average salary

• % strategic bachelor degrees / % strategic graduate degrees• Undergraduate enrollment / graduate enrollment• % online / % hybrid / % face to face

• # doctoral degrees / # postdocs• # patents / # startups / licensing income • Research expenditures / gifts received / auxiliary revenue

Session 1 – 8:30am till 10:30am

• SJGSIPA• CARTA• SHTM• COB

Session 2 – 2pm till 4pm

• CEC• NWCNHS• RSCPHSW• CASE

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FIU ComPASS April 26

Pathway to Preeminence Through Strategic Faculty Recruitment

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Impact of 18 Faculty Members on Research Awards

1. Malek Adjouadi2. Atorod Azizinamini (Recent)3. Jonathan Comer (Very

Recent)4. Todd Crowl (Very Recent)5. Mario De La Rosa6. Arindam Chowdhury7. Nazira El-Hage (Very Recent)8. Stavros Georgakopoulos

(Recent)9. Andres Gil

10. Raul Gonzalez (Recent)11. Tomas Guilarte (Very Recent)12. Ranu Jung (Recent)13. Sakrat Khizroev (Recent)14. Madhavan Nair15. Richard Olson16. William Pelham17. Margaret Sibley (Very Recent)18. Keqi Zhang

Multiyear Research Funding Impact of 18 Strategic Faculty ($135 million)

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Neuroscience, $34,157,671

Transportation, $4,557,568

Child Mental Health, $45,049,366

Environment/Climate, $14,295,553

Health Disparities, $19,826,671

Health Technologies/Biomed

Engineering, $17,306,130

Impact of Strategic Faculty Hires

FIU attains Carnegie Research I: Highest Research

Activity

Recruitment of high quality graduate students and

postdoctoral fellows

Reputation of the University

Economic development, including technology transfer

New discoveries and new technologies.

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