A DECADE OF PERFORMANCE

AT THE 1990-1999 he Campaign for the University of Florida — It’s Performance That Counts – manifests a design for the university’s future that builds upon the remarkable Tachievements of past generations. Nothing speaks to the message of this campaign more clearly than the university’s performance during the last decade.

This campaign works to translate those accomplishments into a self-sustaining university, where performance and productivity become part of the institutional culture. It rests upon strategic campaign goals amounting to $750 million that target important areas of the UF mission. In these areas, timely investments of private support will leverage exceptional performance for the 21st century.

Launched in 1996, the campaign already is producing impressive returns on the investments of the university’s alumni and friends. Campaign support has enhanced the quality and productivity of the faculty. It has increased financial aid and post- baccalaureate opportunities for students. Campaign donors have improved the facilities, technology and equipment that sustain world-class research and teaching.

In fact, because of the generous campaign support so far, the campaign has been able to add important new initiatives in genetics, graduate studies and technology.

December 31, 2000, will mark the end of UF’s five-year fund-raising drive. As the campaign closes in on the goal, the University of Florida, its administrators, stu- dents, faculty and staff are committed to delivering the very top returns on these investments of private support. IT’S PERFORMANCE THAT COUNTS

1990-1999 A Decade of Performance

at the university of florida A DECADE OF PERFORMANCE

AT THE University of Florida

www.ufl.edu PPerformance defines the University of Florida at the close of the 1990s. The decade that began with personal tragedies and difficult financial times ends celebrating the strong performance of faculty, students, staff, alumni and friends. In reviewing the transforming changes of this decade, the key element in every success story resides with the creativity, commitment and achievement of the university’s people. All of the advances in student or faculty performance, in administrative efficiency, fund-raising achievement, or research effectiveness come from the investment of time and talent by this institution’s people. The following review of this remarkable decade is the record of their achievement; it is their story.

The 1990s at the University of Florida represent a coming of age of a great university. By 1989-90, the university’s people had already succeeded in establishing Florida as a significant research institution capable of competing on the national level. Admission into the Association of American Universities in 1985 represented a commitment to sustain that national level of performance into the next decade. That decade challenged the University of Florida to engage fully in the national competition for academic quality and productivity and to move the university into the ranks of America’s premier national public research universities.

The decade challenged the university’s people to improve their performance as students, faculty, staff, alumni and friends. And improve they did.

This brief review highlights the comprehensive nature of the transformation required during these years to position the University of Florida for continued success into the next century. Although the work of improving and enhancing a university is never complete, the engagement of all of the university’s people in this campaign produced some remarkable change.

1 A DECADE OF PERFORMANCE THE DESIGN The University of Florida fulfills its AT THE Fmission as a premier national public University research university for its state by engaging fully in the national of Florida competition among America’s best public research universities and by making the choices that sustain performance. No university can do everything, excel at everything, or compete in everything. Great public universities, nonetheless, have a wide range of expertise, cultivate many specialties, and engage in support of their state and • It must insist on performance their nation on many that places it within America’s fronts. Speaking on top 25 public research behalf of the university, universities in America. the president defined the institution’s agenda for If the university achieves these the century’s last decade characteristics, it will also as follows: contribute effectively to its community and its state; serve its • It must grow large enough to students well and prepare them for sustain all of the missions and success in a highly competitive functions assigned to it at the international market; generate highest level of national quality. economic development through • It must focus clearly on its main technology transfer and agricultural purpose of teaching and research assistance; and serve its many to ensure the quality and statewide constituencies whether in productivity of its core missions. agriculture, business, education, • It must measure its performance economic development, public against the best in the nation as service, or culture. benchmarks for improvement. • It must pursue efficiency to create a margin of revenue each year that it can reinvest in quality and productivity and performance incentives and rewards. • It must identify and increase the resources that make possible the quality and productivity of its people.

2 THE STUDENTS enterprise, and the university would need to invest heavily in the In the 1990s, the consistently high additional infrastructure necessary National Merit Scholars quality of University of Florida for a large-scale expansion of Istudents continued to improve. nighttime classes. With the 210 Whether measured in terms of test 192 concurrence of the state, the J scores, high school grade point 190 University of Florida stabilized its J 170 averages or numbers of National undergraduate enrollment in 1998. J Merit and Achievement Scholars, 150 J The number of undergraduate J incoming students arrived better J degrees awarded increased 130 J J prepared to participate in the J throughout the decade. This trend academic life of the university. As 110 will continue for several years, J 96 J the quality of the students 90 despite stable admissions, because 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 increased, so also did their number. of the university’s remarkably In 1990, students numbered successful program to increase approximately 33,300—sufficient student retention and graduation for a good university but not an rates. adequate size to sustain national While undergraduate enrollment quality at a major land-grant Total SAT Scores for reached near capacity, graduate institution. By the 1999–2000 Entering Fall Freshman enrollment lagged behind. academic year, the student Nationally competitive research 1220 population had grown to nearly 1210 universities of Florida’s scale need a J 44,000—comprised of 31,000 1210 significant number of graduate 1200 undergraduate and 13,000 graduate students at the master’s and 1190 and professional students. 1180 particularly the doctorate level. The JJ 1170 The 31,000 undergraduates university determined that graduate J 1160 represent a near-capacity J J J students should grow to 1150

enrollment for a residential campus approximately 25% of the total 1140 J J J 1135 the geographic size of the number of students. Given an 1130 J 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 University of Florida. More undergraduate population of undergraduates would diminish the 31,000, the total university student ability of the campus to function as population should increase to a geographically self-contained approximately 47,000. To achieve

Baccalaureate Degrees Awarded

J 7,428 7,200

6,700 J J

6,200 J

5,700 J J 5,394 J J J J J 5,200 1988-891989-901990-911991-921992-931993-941994-951995-961996-971997-981998-99

3 this result, by 1999 the university A DECADE OF instituted a range of special PERFORMANCE fellowship and scholarship programs to recruit and retain the very best graduate students AT THE nationwide. In fall 1999, the University university awarded 100 alumni of Florida fellowships and 42 new minority fellowships providing four years of support to outstanding students beginning Ph.D. programs on the Graduate Degrees Gainesville campus. Awarded The data reflect the changes and 2,558 J 2,500 trends in the student population. Of J J particular note is the balance of 2,300 J J J gender and ethnicity among 2,100 students which demonstrates the J maturation of the University of 1,900 J J Florida. At the beginning of the 1,700 J decade, women represented only Florida ranked seventh among J 1,613 46% of all students; by the 1998– AAU public universities in the 1,500 1988-891989-901990-911991-921992-931993-941994-951995-961996-971997-981998-99 1999 academic year, women had number of African-American reached just over 50%, matching students receiving doctoral degrees the profiles of other highly during the 1993–97 period and competitive national research fourth in the number of Hispanic Percent Women Students universities. students receiving a baccalaureate 51% degree who continue on to receive a 50% In 1988–89, the university’s student 50% Ph.D. body consisted of only 14% 49% minority students; but by 1998–99, By the early 1990s, the large 48% minority enrollment had increased numbers of undergraduates clearly 47% 46% to more than 21%, again reflecting began to overwhelm the university’s 46% the growing maturity of the administrative systems. In 1990–91, 45% institution. The University of the university found that 44%

43% 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998

Percent Minority Students

Black

Hispanic

20% Asian/ Pacific

6.3% 15%

5.8% 10% 9.2%

5% 5.1%

2.8% 6.0% 0% 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998

4 inefficiencies in its systems resulted Graduating Seniors Survey in students waiting for spaces in required courses, engaging in wasteful drop-and-add processes, Survey Item 1993 1998 and graduating with large numbers Overall Ranking of excess credit hours. Experience positive 92% 94% Surveys of student satisfaction indicated enthusiasm and Experience excellent 36% 47% admiration for the faculty and their Recommend to friend or relative 93% 96% instruction but great distress and unhappiness regarding the Student Academic Support academic bureaucracy. A system Registration Systems—Positive 36% 91% that in the past functioned for many fewer students could not handle the Drop/Add System—Positive 10% 68% increased volume, and the University Responsive to Problems 34% 47% university instituted a program to increase the efficiency of its academic administrative procedures. Because of these an individualized point of contact efforts, student satisfaction for students, created improved dramatically. instantaneously on-line to reflect each student’s particular Comparisons between graduating circumstances and expectations. senior surveys in 1993 and 1998 The key elements in this system illustrate these changes. Students include: who will have the benefit of the new systems throughout their Degree Tracking undergraduate careers will reflect larger increases in satisfaction in Initiated in 1996, this service future years. delivers an on-line, continuously updated view of The singular effort to eliminate students’ progress backlogs in required classes toward their triggered a complete review and degrees. Tracking analysis of the system for advising includes a listing of students, following their progress, courses taken and of and ensuring their success. The courses remaining university’s various academic for the completion administrative offices reorganized of the degree the delivery of services to students. program. It Rather than ask students to identifies the navigate the academic bureaucracy sequence in which in search of requirements, students should take prerequisites and other issues, the their courses and university harnessed its computing delineates power to deliver a student-centered prerequisites or view of the university’s academic other requirements opportunities and student services. for entry into or Under the rubric of the Integrated completion of the Student Information System degree program. Degree tracking (ISIS), the university now provides provides all students with a

5 personalized guide to how well they 1996, the University of Florida has A DECADE OF are meeting the requirements for never had to deny a student a seat PERFORMANCE their chosen degree, and it requires in a required course. This off-track students to visit an achievement represents a dramatic academic advisor. change from the previous system AT THE that forced hundreds of students to In 1996, the university included all wait, sometimes in vain, for University students in the degree tracking required courses. of Florida program, and the resulting increases in retention and An additional benefit of computer- graduation rates proved dramatic. based degree tracking comes from Within the first year, the rate of the need for all colleges and students graduating in their fourth departments to specify precisely academic year increased by four their requirements and curricula. percentage points. The The system depends on accurate rate increased an and reliable data, and as a result, all additional four colleges and departments use this percentage points in process to review, update and the second year. Of confirm the specific requirements of the freshmen who their various degrees, a process that entered UF in 1993, improved the quality and 32% graduated in four effectiveness of the degree years. Of those who programs themselves. entered in 1994, 36% graduated in four Degree Shopping years; and of those A complement to degree tracking, who entered in 1995, this program helps students choose 40% graduated in four an alternative degree. The system years. Tracking has presents students with an produced this individualized track illustrating significant eight- what they will need to do to percentage point complete any degree program. increase in the four-year graduation Because students do this on-line, rate. The graduating class of 2000 they can try out many different will be the first to include students degrees, taking into account who have benefited from tracking additional requirements and the throughout their entire UF career. applicability of past academic work. An important component of degree tracking, the university guarantees on-track students a seat in required courses. Because students remain on track, the university knows when they will need a required course and can provide the necessary seats. With a $1 million appropriation from the state legislature to support tracking, the provost’s office provides funds to colleges to create needed seats in required courses. Since the advent of tracking in

6 This makes the process of changing occurred with considerable degrees much easier and puts the frequency, forcing painful students in control of their own readjustments in college and choices. departmental plans. With degree tracking and the increased Financial Aid and Other emphasis on monitoring student Tuition Revenue Collected Information enrollment, the university instituted Minus Revenue Budgeted a management process that ISIS provided the opportunity to 1993-94 to 1998-99 eliminated these enrollment add a wealth of other information shortfalls. loss = under enrollment and student services into the gain = meet enrollment system. With the computing In the last years of the infrastructure in place, the 1990s, the institution 2.5 $ 2.1 university provided students with met its enrollment 2 on-line financial aid data and much goals every year. The 1.5 other important student successful information. management of 1 enrollment produced 0.5 1993-94 1994-95 1995-96 1996-97 Enrollment Management an effective addition of 0 more than $4 million 1997-98 1998-99 In the course of eliminating the -0.5 dollars to the Millions of Dollars required-course backlog and -1 creating the degree tracking system, university’s revenue -1.5 the university also identified a for teaching and research. -2 serious management problem $ -1.9 related to enrollment. Each year, Student Success the state calculates its contribution to the university’s budget on the Retention is the critical anticipated number of credit hours measurement of the success of taken by undergraduate and tracking and other student support graduate students. If the university innovations such as the centralized fails to enroll the number of Academic Advising Center. In the students anticipated, it must reduce initial two years of tracking, the its budget by the amount of the freshmen retention rate increased under-enrollment revenue. two and one-half percentage points to 91.7%, and the sophomore Throughout the early 1990s, budget retention rate increased four points recalls from enrollment shortfalls

7 to 85.6%. As the retention rate A DECADE OF continues to rise over the next PERFORMANCE several years, so too will the graduation rate.

AT THE Increased numbers of exceptionally talented students inspired the University university to improve programs of Florida already in existence and develop new methods of ensuring student success. During the decade, enrollment in the university’s honors program increased from 769 to 1,713 in 1999, reflecting the increased quality of the student body. Improved management of undergraduate degree tracks permitted and encouraged students to obtain an undergraduate degree in fewer semesters than in previous years. Building on that success in In addition to the university’s focus the late 1990s, the university on the academic experience of its introduced more than 30 combined students, extracurricular activities degree programs, in which also provide educational undergraduates receive both a opportunities for leadership and bachelor’s and a master’s degree in service. University of Florida Student Service Hours five or six years. students, as is their tradition, University Programs developed and participated in a Improved advising allowed wide range of activities through undergraduates to plan for enriched 16,000 student government and other academic opportunities during 14,000 student organizations, ably assisted summer semesters. In 1998, the 12,000 by staff and faculty where provost funded a special research appropriate. 10,000 program for undergraduates. In the 8,000 program, students propose a Many of these activities involve 6,000 research project in collaboration social, cultural and recreational 4,000 with a faculty mentor. Once pursuits, such as Homecoming, or the Invitational 2,000 accepted, the students receive a 1992-93 1993-94 1994-95 1995-96 1996-97 1997-98 1998-99 stipend, and the faculty member Step Show. Many students embrace receives research funds. During the an impressive array of public summer, the student completes a service work on behalf of local and major research project, writes a national agencies. From Habitat for formal paper for presentation to a Humanity to the Alternative Spring panel of experts at an on-campus Break; from volunteers at health- mini-conference, and submits it for care facilities and clinics to fund- publication in an on-line, peer- raisers for important charities; reviewed journal. In the summer of University of Florida students 1999, some 252 students continue to expand their participated in this program. commitment to campus and community life.

8 The University of Florida’s students Within their colleges and provide the energy and departments, the faculty do the commitment that drive so much of primary work of the university in the institution’s intellectual and teaching and research, and while campus life. Their vision for students, staff, alumni and friends themselves and this university all participate and support this sustains the institution not only effort, it is the faculty’s quality that while they are here but after drives the university. The faculty Sponsored Research graduation when they become the also provide the initiative for Per Faculty university’s exceptional alumni. improvements in productivity and (Thousands of Dollars) $50 quality. Their design of curriculum, $50 THE FACULTY pursuit of research opportunities and inspiration for gifts make the $45 If the students provide energy, university’s success possible. $40 enthusiasm and talent to the $35 university, the faculty deliver the One of the most dramatic

I Thousands academic substance that sustains it. demonstrations of the faculty’s $30 $28 effectiveness appears in the growth For nationally competitive research $25 of research and teaching universities, the faculty assume $20 even greater significance because productivity during this decade. 1988-891989-901990-911991-921992-931993-941994-951995-961996-971997-981998-99 their research performance ensures The university’s total research and the institution’s competitiveness. development expenditures reported The academic reputation derived by the National Science from the faculty’s work attracts the Foundation stood at $126 million in very best students, and the faculty 1989 and more than doubled to through their commitment to $271 million in 1997; research teaching, deliver the quality awards increased from $161 million education these students expect. In in 1990 to $296 million in 1999. the end, teaching and research Although the faculty grew in size create the substance from which the over this period, primarily in university provides its many response to increased student services to the state and nation. numbers, the productivity of the Student Credit Hours Faculty are the university’s most faculty per capita also rose during Per Faculty important investment. the decade—by 19% in teaching 304 300

280

260 256

240

220 1998-991997-981996-971995-961994-951993-941992-931991-921990-911989-901988-89

9 and 79% in research. During this mentoring and retaining female and A DECADE OF period quality increased as well, as minority administrators. is evident in survey data from PERFORMANCE Innovations in the university’s graduating students and in the operations support this faculty success of faculty researchers in AT THE renaissance. Beginning in 1996, the acquiring peer-reviewed grants and provost decentralized the budget to contracts. University the college deans. Because this of Florida provided deans with lump sum budgeting and the ability to allocate resources to the most productive use, this initiative acknowledges and utilizes the creativity and expertise of colleges and their Research and departments. By decentralizing Development Expenditures resources and the decisions about (Millions $) $271 their use, and measuring and

$250 rewarding performance rather than process, the president and provost $225 gave the deans the opportunity and $200 the tools to succeed. $175 A key element in this $150 decentralization of authority gave $126 $125 the colleges the ability to save money in one year and carry it $100 Through a variety of programs 1989 1990 1991 1992 1993 1994 1995 1996 1997 forward to the next for designed to make the university reinvestment. By this simple more competitive in the search for measure, the university increased superior faculty members, the its internal savings from about $3.4 university increased the diversity of million in 1995–96 to about $25 the faculty. While the data million in 1998–99. These savings, Percent Growth since 1990 in demonstrate a marked reinvested by the colleges in Minority and Women improvement in this decade, Full-Time Ranked Faculty much remains to be done. 195% The university appointed its

175% J first minority college dean in J J J J education, its first minority J 155% J J J J vice presidents in public J J J J J J J relations and in student 135% J J affairs, its first minority vice J J J J J 115% J provost, its first female vice J J J J J president for research, and 95% its first female provost. In J addition, during the decade 75% 1990 1991 1992 1993 1994 1995 1996 1997 1998 the university appointed three women as deans and a Hispanic interim dean. J Black Ranked Faculty Growth Although the university made J Hispanic Ranked Faculty Growth considerable progress, it still has J Minority Ranked Faculty Growth* some distance to go in creating an J Female Ranked Faculty Growth effective method for recruiting, * Black and Hispanic

10 support of teaching and research, above the general increments contributed significantly to the provided by the legislature during Internal Savings faculty’s ability to perform. this period. (Carryforward)

$25 Faculty also continued to enjoy the $25 Rewarding Faculty regular merit increases associated Incentives and rewards for faculty with promotion and tenure, and $20 $16 performance prove among the most approximately 1,567 faculty $15 difficult challenges for public received an average 9% increase Millions $10 universities. The bureaucratic rules during 1989–1999. Special $10 that govern faculty pay often inhibit segments of the university faculty $5 $4 $3 rewards for performance, choosing in medicine and some of the other $0 instead to provide insufficient health science colleges also 1994-95 1995-96 1996-97 1997-98 1998-99 across-the-board or other non- benefited from substantial bonus merit-based compensation pay programs. In 1997, the increments. During this decade, the university introduced the rank of university found a number of Distinguished Professor for those methods to enhance faculty salaries, faculty at the top of their fields. but even with these, faculty This new rank carries a 9% salary compensation often lags well increment, and 22 faculty now hold behind faculty performance. the Distinguished Professor title. Aimed at rewarding the most Over these years, the university productive and the highest quality provided a number of extra salary instructors, the Teaching Incentive supplements derived from endowed Program (TIP) provided chairs and other private sources. permanent salary increases to 742 Because the faculty function in a faculty at the University of Florida highly competitive research in the 1990s. A related program, environment, the university known as the Professorial responded proactively to offers Excellence Program (PEP), from other institutions made to rewarded the overall performance outstanding UF faculty. These of 216 senior faculty. TIP and PEP counteroffers provided salary added approximately $5 million to increases sufficient to meet market the university’s faculty salaries conditions.

11 All of these efforts raised the salary A DECADE OF standard for many faculty and PERFORMANCE created opportunities to reward performance. Unfortunately, the fragmentary nature of these AT THE incentives made it difficult for the University university to systematically of Florida measure and reward the exceptional performance of many other faculty members. In 1998–99, thanks to substantial productivity increases and the benefit of sound budget management, the provost’s office These various programs reward the distributed funds to the colleges strong performance in productivity and other university units for a new and quality that must drive the bonus program. Affecting University of Florida. Without approximately 30% of university rewards for achievement, it is faculty and staff, the program difficult to motivate people to provided one-time rewards for perform at ever-higher levels. demonstrated increases in productivity. This program, Faculty Interdisciplinary designed as a prototype, Programs demonstrated that the colleges and Although the university paid other units could identify high considerable attention to the performers whose productivity had general academic and fiscal made a difference. condition of the faculty during the Additionally, the university used decade, some of the most important some of the savings from faculty activities involved productivity increases to fund interdisciplinary initiatives, such as approximately 20 special faculty the University of Florida Brain salary increases in selected colleges. Institute. The decade began with Fixed at a minimum 15% salary the development and expansion of enhancement, the deans of several this project, an activity under colleges identified faculty with consideration since the late 1980s exceptional performance and but brought into focus through nominated them to the provost for faculty and administrative this increase. leadership in the 1990s. Thanks to a broad-based, campus-wide For 1999–2000, the provost collaboration, the Brain Institute expanded funding to provide an project moved from faculty dream opportunity for all colleges to to scientific reality. By the close of reward highly productive faculty at the decade, the Brain Institute the level of 15% of salary to a limit consisted of a 206,789 sq. ft. facility of $20,000 in accordance with that houses state-of-the-art Board of Regents rules for special equipment and superb faculty, pay increases. This initiative students and staff. included 125 faculty members. At the curricular level, the university faculty created an environmental college as a

12 collaborative enterprise drawing on create the University of Florida the resources of colleagues Genetics Institute. throughout the campus. The Approved by the Board of Regents College of Natural Resources and in 1999, the Genetics Institute the Environment, established in already has begun to accumulate 1994, provides an interdisciplinary faculty strength and map its program for students who then programs. Due to productivity graduate and take positions in gains from the improved budget industry, government and not-for- system, the provost provided a profit agencies concerned with substantial investment in environmental management. This the faculty positions faculty initiative illustrates the necessary to bring this power of creative collaboration, for institute to fruition. this college exists without a single permanent faculty member. Its An additional example of entire faculty have appointments in interdisciplinary other colleges but combine their collaboration in 1999 comes talents to provide this opportunity from the faculty initiative to for undergraduate students. revive the university’s Institute on Aging. With Another example of collaboration support from the provost’s began taking shape at the end of office (again derived from the decade. The university’s faculty, the productivity gains of the student and staff strength in new budget system), the genetics research is substantial. The Institute on Aging benefits from faculty and deans concluded that new faculty positions in the the university could create a relevant colleges and departments. genetics institute with a unique and highly competitive scientific focus. While these initiatives symbolize The university’s strengths in genetic the campus’ focus on science and understanding in interdisciplinary opportunities in medicine, chemistry, agriculture the sciences, other faculty initiatives and other fields gave the university in the university’s 153 different a comparative advantage, and the centers also flourished throughout faculty organized themselves to the decade. The university’s faculty

13 maintained and enhanced the part on a program to modernize A DECADE OF performance of long-established and focus the institution’s multiple PERFORMANCE interdisciplinary enterprises, such support systems. as the Center for Latin American Developed over the years to serve a Studies and the Whitney AT THE medium-sized university, these Laboratory. administrative structures no longer University Although these academic programs functioned efficiently. Symptoms of of Florida speak to the faculty’s initiative, they this dysfunction appeared represent but a small part of their everywhere: backlogs of students creative energy and research waiting for lower-level required achievement. Whether in music, classes until their junior or senior theater or fine arts, or in the years, budget structures incapable humanities, social sciences or the of providing consolidated professions, the faculty’s management data, persistent performance clearly exceeded all shortfalls in enrollment, expectations during the decade. For micromanagement of colleges from example, in 1999, 15 faculty the central administration, members were Guggenheim duplicate services, and many other Foundation New Fellows or inefficiencies. Fulbright Scholars, ranking the The university began to review, University of Florida ninth among reorganize and implement a new, public universities in the number of consolidated, performance-based these Arts and Humanities awards. management system. Using the analytical skills and resources of the MANAGING THE Office of Institutional Research, the UNIVERSITY university began the project with two purposes. They first identified The performance of faculty, and captured every source and use students, staff, alumni and friends of revenue in the university in a Tsustained the university’s agenda consolidated, college-based budget. during this decade. Their success in The second developed a moving the university into the performance measurement system ranks of America’s best public for quality and productivity that research universities rested in large could drive the university’s budget management and decentralize decisions to the colleges and other major campus units. Named the Florida Quality Evaluation Project, this effort, begun in 1991, spanned several years of development and improvement. The provost implemented it as a budget management system in 1996. The effort to create a rational and complete budget picture of the university received added impetus as the state shifted its emphasis to

14 lump sum rather than micromanaged, line item funding. This approach, long sought by the Board of Regents and the state universities, required a readjustment in the university’s budget methodology in order to deliver this flexibility to the colleges. Thanks to the support of the president and the Office of Institutional Research and the cooperation of staff and faculty, the university succeeded in constructing an accurate consolidated budget for the campus by deans and others university that included all interested in this topic and also activities of the Health Science gained considerable national Center, the Institute of Food and attention as an effective method for Agricultural Sciences (IFAS), and achieving institutional the Education and General colleges. accountability through incentives The consolidated budget also for improvement. identified revenue generated from The university published a series of all sources—not just state dollars— short white papers derived from including revenue from practice this analytical effort and addressing plans, research funding, sales of the measurement of university goods and services, and private performance. By the end of the giving. decade this series included:

The Bank • State Support, August 1995 • Teaching, September 1995 While a variety of bureaucratic • Classrooms, October 1995 impediments delayed the implementation of the new budget • Research, November 1995 management model, known as the • Excess Hours, December 1995 Bank, until 1996, the delay also • Transfer Students, January 1996 gave the university time to develop • Research Benefits, February 1996 and refine its performance model. • Student Quality, March 1996 Decentralization of the authority • Financial Aid, April 1996 for budget decision requires a • Jobs, June 1996 mechanism to measure the • Costs, September 1996 performance of the decentralized • The Bank, September, 1997 units. To that end, the Bank • The Ph.D., September, 1997 incorporated the quality elements from the Florida Quality • Universal Tracking, February, 1998 Evaluation Project into a two- • The UF/SUS Team, March 1998 dimensional, annual evaluation of • Undergraduates, May 1998 performance. This evaluation • Graduate Growth, September 1998 assesses productivity and quality • Improvement, January 1999 improvement. The refined Bank • Efficiency, February 1999 model was much discussed on

15 The effectiveness of the model A DECADE OF became clear as the president and PERFORMANCE the provost, who is also chief budget officer, fully implemented the Bank in 1996. Simply put, the AT THE Bank identified the key components University of the university’s mission in of Florida teaching and research and then measured the productivity of the colleges in terms of these two missions. The Bank collected quality data on a three-year cycle and other income generated and that benchmarked the colleges to used these data in allocating their counterparts among the best incentive rewards. public universities in the nation and Since the Bank’s implementation in on an annual cycle that measured 1996, the university’s performance, the colleges’ quality improvement as measured by Bank indicators, against its previous year’s showed substantial improvement, performance. testifying to the importance of clear, By combining these two specific and verifiable measures of assessments—productivity and success. The Bank data provide the quality—the university could hold deans and the university with clear colleges responsible for the reference points from which to decentralized management of their measure improvement. Given this budgets and create incentives to success, it comes as no surprise that reward exceptional performance. many institutions across the By referencing each college’s country have demonstrated annual change in performance and considerable interest in the its national benchmarks, the Bank methodology and several seek to avoided the fallacy of comparing adapt the principles of the Bank to colleges of different types. Each their particular local circumstances. college could succeed on the terms At the University of Florida, the of its own disciplines and its own Bank focuses on college national peer group. The Bank improvement, but the aggregate collected a host of other improvement in the institution information about college appears in various national performance related to fund raising rankings.

Per Faculty Increase in Bank Indicators: 1995-96 to 1998-99

1995-96 1996-97 1997-98 1998-99 % Increase

Ranked Faculty 2,856 2,851 2,870 2,907 1.8%

Weighted Credit Hours per Faculty 1,071 1,086 1,119 1,157 8.0%

Sponsored Research per Faculty $47,431 $51,430 $56,061 $63,206 33.3%

Private Fund Raising per Faculty $33,808 $36,331 $52,272 $57,277 69.4%

Other Income per Faculty $139,570 $161,072 $171,060 $181,117 29.8%

16 Absolute Increase in Bank Indicators: 1995-96 to 1998-99

1995-96 1996-97 1997-98 1998-99 % Increase

Weighted Credit Hours 3,058,446 3,096,987 3,211,339 3,362,341 9.9%

Sponsored Research $135,448,938 $146,646,810 $160,880,095 $183,756,798 35.7%

Private Fund Raising $96,547,018 $103,594,955 $150,007,767 $166,520,295 72.5%

Other Income $398,571,346 $459,279,697 $490,899,515 $526,557,986 32.1%

Efficiency Improvements management, Managing Your Money gives deans and other unit In support of this program, the managers the ability to move university began to streamline its dollars from one function to operations to reduce paperwork another quickly, without incurring and eliminate duplicate operations. the endless delays and Many of these improvements bureaucratic entanglements resulted from small but significant characteristic of the previous changes in the administrative affairs system. Managing Your Money of the university. In large part, ensures that a transaction is legal these improvements came from a and does not exceed the unit quality improvement initiative budget. This implements in real headed by the vice president for time the commitment to administrative affairs. Others came decentralized budget management from the diffusion of technology and provides the deans and other throughout the campus. unit directors with the flexibility A key example is the on-line system needed to enhance performance. for budget transfers known as Transactions that previously took Managing Your Money. Designed to weeks now can take place support decentralized budget instantly on-line.

University of Florida’s Most Recent National Rankings

Measurement Rank Year Total Research and Development Spending as reported by NSF (AAU Public) 12 1997 Federal Research and Development Spending as reported by NSF (AAU Public) 21 1995-97 Earned Doctorates Awarded (AAU Public) 14 1997 Number of Black Students Receiving Ph.D. Degrees (AAU Public) 7 1993-97 Number of Hispanic Baccalaureate Students Going on to Receive a Ph.D. (AAU Public) 4 1993-97 Post-Doctoral Appointees (AAU Public) 15 1997 Patents Awarded (AAU Public) 4 1997 Library Holdings (AAU Public) 21 1997 National Freshmen Merit Scholars (AAU Public) 3 1998 National Freshmen Achievement Scholars (AAU Public) 2 1998 US News and World Report: 2000 College Rankings (All Public) 16 1999 Money Magazine’s 10 Best College Values (All Public and Private) 10 1997 Kiplinger’s Top 10 Values in State Universities (All Public) 5 1998 Alumni Giving Rate (AAU Public) 5 1999 Total Voluntary Support (AAU Public) 13 1998 Endowment ( All Public) 18 1997-98 Enrollment (All Public and Private Universities) 7 Fall 1998 Sears Director’s Cup for Athletics (All Public and Private Universities) 4 1998-99

17 Several other benefits emerged A DECADE OF from the consolidated approach to PERFORMANCE the university’s budget and performance. With the Health Science Center and IFAS fully AT THE integrated into the university University budget matrix, both entities of Florida discovered opportunities for collaboration. As a result, undergraduate and graduate students began taking advantage of the tremendous intellectual Undergraduate and resources of these units, and the Graduate FTE* Enrolled in Health Science Center and IFAS IFAS and the HSC began to earn significant revenue

2,000 2,132 from their participation in the IFAS university’s core instructional administrative costs to the annual HSC 1,500 1,602 mission. budgets of the Health Science Center colleges. The vice president With an integrated approach to the 1,000 for administrative affairs and the budget, the university also provost/chief budget officer found identified duplications of services. 500 ways to provide the needed services Many small efficiencies emerged without duplication, thus that in aggregate saved the 0 generating a permanent savings 1988-891989-901990-911991-921992-931993-941994-951995-961996-971997-981998-99 university considerable resources, that released state dollars, but some large opportunities also * Full Time Equivalent previously spent on administrative appeared. Perhaps the most services, to the academic budgets significant involved the overseen by the deans of the Health consolidation of the Health Science Science Center colleges. Center and university services in 1998-99. A complete review of A collaborative arrangement Health Science Center Health Science Center between the University of Florida Consolidated Savings administrative functions was and Florida Power to install and Distribution of $2.5 Million conducted at the request of the operate an on-campus cogeneration plant also resulted in substantial 1998-99 president and implemented by the provost with the savings for various utility costs, Veterinary Medicine with the added advantage of Medicine cooperation of the vice $442,617 $1,078,760 president for providing a laboratory setting for administrative affairs students interested in the and the personnel of engineering and management aspects of cogeneration. Between Dentistry the Health Science $443,199 Center. This review 1994 and the close of fiscal 1998– identified a wide range 99, cogeneration saved the of duplicate services university approximately $6 million Health Professions performed both at the in utility costs. $189,085 Nursing Pharmacy $137,311 Health Science Center The Bank’s focus on key elements $207,997 and at the university of quality and productivity, and its level. insistence on capturing all revenue After a thorough review, the and expenses, gave the university a university implemented a program powerful tool for improvement. of consolidation that returned $2.5 Decentralized management million dollars of reduced produced internal savings that 18 increased dramatically once the university generated the revenue provost introduced the system in required to provide computer 1996. support to all students, faculty and staff; pay the costs of participation These internally generated in the high-speed Internet 2 savings became part of the consortium; and expand the college and unit budgets in the computer network infrastructure subsequent year for investment for large parts of the campus. in renovations, computer equipment, library resources and other items. THE CYBER The central university also UNIVERSITY succeeded in generating substantial With the emergence of the Internet, internal savings and invested these the university anticipated the dollars in campus computing Wtechnological trends of the late infrastructure ($3.4 million in 1997, 1990s and moved quickly to $3.8 million in 1998), classroom support the computer needs of its renovations and technology students, faculty and staff. One of upgrades ($3 million in 1998–99, $3 the participants in the Internet 2 million in 1999–2000), and similar consortium, and a long-time leader enhancements. in computing technology in the By the close of the decade, the state, the university also sought to university had achieved a improve its own infrastructure. consolidated budget and a This initiative moved on several decentralized management system fronts. In 1997, the university that placed responsibility and became the first institution of its authority for academic and size to require its students to own administrative performance in the or have access to a computer. This hands of deans and unit managers computer requirement served two and a performance measurement important purposes. First, it helped system that identified and rewarded close the gap between students who improvement in quality and could afford computers and those productivity. who could not, because the Further, due to the effective requirement made the cost of a management of the budget, the computer eligible for financial aid.

19 A DECADE OF PERFORMANCE

AT THE University of Florida

On-Line Registrations by Section Second, the computer requirement essential infrastructure for students, ISIS=Computer based, enabled the university to address faculty and staff required an Telegator=Telephone based computing infrastructure, faculty investment of some $7.2 million.

500 support, and other computing The technology revolution also ISIS service needs as a whole. No longer enabled the university to launch a 400 could the university view Telegator series of distance learning ventures, computing as a province of 300 from an Internet-based MBA in the technical disciplines. Instead, the 200 Warrington College of Business to Thousands computer requirement committed the Pharm.D. distance education the institution to providing the 100 project in Pharmacy. The university appropriate infrastructure for all also initiated a program called 0 colleges, departments and units. By 1997-98 1998-99 1999-2000 Est. Digital Worlds that combines the providing every student and faculty resources of engineering and fine or staff member with a free email arts and launched a major initiative and Internet account, the university with colleagues in Latin America on also enabled everyone to participate executive education. in the global expansion of information that has characterized While the consequences of the the closing years of the 1990s. computer/networking transformation of American higher University Computing Indicative of the rapid increase in education are by no means clear, Total Sessions all forms of computer use during the University of Florida ends the the last years of the decade, decade well-positioned to assume a 6,935 7,000 students began registering in ever leadership role in the new greater numbers using the ISIS on- 6,000 millennium. To ensure the line system. 5,000 coordination of the university’s 4,000 As part of this initiative, the many technology initiatives, the

3,000 university also invested heavily in university appointed a Chief Thousands 2,000 improving networking on campus. Information Officer in 1999 to 1,248 1,000 By the end of the decade, the coordinate policy in this vital area. university’s residence halls and 0 1995-96 1996-97 1997-98 1998-99 classrooms will all have network access. This effort to provide the

20 THE CAMPUS main campus buildings and a statewide total of 1,943—with ENVIRONMENT various other projects under No member of the University of construction. Florida community can pass The university accommodated its Nthrough the Gainesville campus expanding science programs with without appreciating its elegance the addition of the new Physics, and beauty. Given the tremendous Engineering and Particle Science growth in numbers of students, buildings, the Eglin Air Force Base faculty and staff, the institution facility and Rhines Hall. It broke achieved a number of significant ground for the Rinker School of improvements in the campus Building Construction and began environment during the decade. A the renovation of Williamson Hall. long campaign championed by The university expanded student many people led, in the 1990s, to facilities with addition of residence the restoration of much of the halls, such as the Apartment university’s historic campus. The Residence Facility, the 1995 following restoration or renovation Residence Hall, and the soon-to-be- projects were either begun or completed 2000 Residence Hall; completed during the decade and two new recreation centers; Criser were made possible by the Hall for student services; and major generosity of alumni and friends additions to the Reitz Union. and support from the state IFAS increased its space with the legislature: addition of the Entomology– • renovation of Library West, now Nematology and the Microbiology named the Smathers Library and Cell Science buildings, the • restoration of Griffin–Floyd Hall Aquatic Food Lab, 49 small facilities on campus, and 50 • renovation of Peabody Hall buildings around the state. The • renovation of Bryan Hall Health Science Center completed the Academic Research Building, • renovation and conversion of the two dental clinics in St. Petersburg Florida Gym • renovation and modernization of Leigh Hall • reconstruction of the Keene Faculty Center in • restoration of Keene–Flint Hall • renovation of Anderson Hall. Support from the legislature and from donors and friends also allowed the university to add an impressive amount of space in support of the faculty, students and staff. The university began the decade with 783 buildings on the main campus and a statewide total of 1,754. It approached the end of the decade in 1998–99 with 903

21 and Hialeah, and the Brain A DECADE OF Institute building. A new facility for PERFORMANCE the Colleges of Health Professions, Pharmacy, and Nursing is under construction. The College of AT THE Veterinary Medicine completed the University renovation of its older facilities, of Florida enhanced its large animal hospital, and built a new academic building. The completion of the Center for the Performing Arts in 1990, along with the successful opening of the Harn Museum of Art’s new facility in the same year, began the th transformation of the area near 34 Street and Hull Road into the broke ground for a charming, southwest cultural campus. The chapel-like structure on the shores transformation continued when the of Lake Alice. The Baughman generosity of the Powell brothers Center will provide a tranquil made the Florida Museum of setting for small groups and Natural History’s Powell individual reflection. Exhibition Hall possible. And a The university has been able to take private-enterprise initiative, advantage of the ongoing realized with strong University of construction and used the Florida support, resulted in the opportunity to improve the walks, construction of a 255-room hotel roadways and bike paths around and conference center on the campus. It invested heavily in th southwest corner of 34 Street and improved lighting and security. Bus Hull Road. service to and from the campus and Not all construction focused on the most traveled areas of the utilitarian academic and cultural community improved dramatically space, for in 1999 the university with the leadership of student government, the university and the city. Parking, an endless challenge at all universities, improved somewhat with the addition of new garages and commuter lots. Attention to the details of campus appearance often reveals pride in place; and over the decade, the university greatly improved on- campus boundaries, walls, walkways, utility areas and landscaping. The university also focused considerable attention on the signage that reflects the university’s identity as one institution. Blue signs with the university wordmark appeared everywhere on campus and around

22 the state—clearly identifying of Shands but also presented many programs and facilities and management and financial risks. presenting a common face to the The expanded hospital system and Shands HealthCare many communities served by the the financial challenges faced by the Licensed Beds institution throughout Florida. Health Science Center, in particular * estimated 12/99

by the College of Medicine, moved 2,000 THE ACADEMIC the board of Shands and the 1,800 MEDICAL CENTER leadership of the Health Science 1,500 Center to consider strategic The success of the Health Science reorganization. After an extensive 1,000 Center services consolidation national search, Shands selected a Tmentioned earlier owed much to the 548 new leader with experience in 500 dramatic transformation of clinical health care institutional medicine and other health care consolidation, and the university 0 1989 1999 services. At the beginning of the and Shands began a complex decade, the clinical programs of the conversation about the nature and Health Science Center and the level of collaboration possible affiliated but independent Shands between the two legally Hospital operated effectively but independent entities. quite separately. Supported by adequate reimbursement structures In the final years of the decade, for both hospital and patient care Shands HealthCare and the Health services, neither organization saw Science Center developed a wide the need to create a tightly range of new agreements that collaborative structure. eliminate duplication, enhance services, and align incentives to By the middle of the decade, improve both the clinical functions however, it became apparent that of the Health Science Center the changes driving health care colleges and the hospital-based costs and reimbursements functions of Shands HealthCare. throughout the nation would have a Both organizations, once significant negative impact on threatened with major academic medical centers and substantial risk, end their teaching hospitals. Led by the the decade in strong vice president for health affairs, the financial condition deans of the colleges, and the and armed with leadership of Shands, the two contractual and affiliated enterprises began a governance comprehensive strategic review of mechanisms that their operations and linkages. allow them to succeed At the same time, the Shands in the highly Hospital board had the opportunity competitive market to acquire the hospital assets of for health care AvMed-Santa Fe Health System in services. North Florida. After a lengthy One indication of the process of evaluation, discussion success of this and negotiation, the Shands strategy is Shands HealthCare’s Hospital board agreed to purchase acquisition and consolidation of the the AvMed North Florida facilities, hospital operations of University which included Alachua General Medical Center and Methodist Hospital. This expanded the reach Medical Center in Jacksonville.

23 The combined entity, now known University of Florida athletic A DECADE OF as Shands-Jacksonville, serves as a program has been an enduring PERFORMANCE supportive academic health care characteristic of the university for environment for the more than 300 more than a generation. The University of Florida faculty superior performances of student AT THE teaching and providing clinical athletes and coaches and the University medical care in Jacksonville. support of athletic administrators and fans built the Gators into a of Florida At the beginning of the decade, significant and often triumphant Shands managed 548 beds and program. operated with a budget of $179 million. By 1999, the expanded The Gators have matured into one Shands HealthCare enterprise, of the nation’s most dominant including Shands-Jacksonville, college athletic programs. Since Shands HealthCare managed about 1,800 beds and 1990, the university has earned 51 Total Revenue operated with a budget of SEC championships, seven national approximately $1 billion. While championships and ranked no * estimated 12/99 th maintaining its independent lower than 10 in the Sears $1,000 1,000 identity, Shands HealthCare Director’s Cup, ending the decade th developed a comprehensive 800 as 4 in this ranking of top athletic structure of contracts and programs. In the past decade, the 600 relationships that support the university had 731 All-SEC university’s teaching and research academic honorees—the most in 400

Millions of Dollars missions and that position both the conference. The National $179 200 Shands and the University of Championship football team posted Florida to sustain a highly a 72% graduation rate. This 0 1989 1999 successful academic health center achievement of overall depth and well into the next century. quality builds on a record of fan and alumni support second to none THE GATORS and speaks to superior athletic administration and coaching. The Thanks to extraordinary leadership resources made possible by this Tand support, the university’s superb performance permitted the athletic programs prospered university’s athletic program to tremendously during the decade. embark on a major renovation and The spirit that inspires the expansion of facilities.

24 Beginning with the stadium expansion of the North End Zone in 1991 and extending to the groundbreaking for a new basketball office and practice building in 1999, the university’s athletic program has added facilities to support the quality of its programs. Committed to gender equity, the university’s principle remains first-class facilities and support for every program sponsored by the University of Florida. Therefore, the university expanded the track and field stadium to accommodate what would rapidly become one of the nation’s premier, championship women’s soccer programs, and facilities for all sports. This improved the tennis facilities for commitment to quality, reflected in men and women—programs with the remarkable list of athletic and long championship traditions. academic accomplishments, also Women’s softball received a new appeared during the NCAA stadium; soccer acquired a separate certification process in 1999, which practice field; baseball, track and gave the University of Florida field and volleyball received a new strong commendations for the facility for locker rooms and offices; strength of its program in all areas. volleyball acquired a new practice Fiscally sound, academically strong facility; the swimming and diving and athletically dominant, the programs enjoy new locker rooms Gator sports program enters the and offices; the university new century prepared to continue Earned vs. completely renovated the football its exceptional performance. State-Appropriated Income locker rooms for this national championship program, which also PRIVATE SUPPORT 100% received a practice field at the 90% beginning of the decade. The A key characteristic of a nationally 80% university renovated the weight 70% competitive public research 60% room for all sports and expanded Auniversity is high levels of private 50% the baseball stadium. At the close of giving. In the 1990s, the University 40% the 1990s, the university and the 30% of Florida steadily expanded its 20% athletic program combined strong base of private support. The 10% th resources to replace the roof of the university ranked 13 among all 0% 1988-89 1998-99 O’Connell Center and renovate the AAU public universities in total interior of the facility for men’s and dollars raised in 1998 and fifth Earned women’s basketball, volleyball, among AAU public universities in State gymnastics, indoor track, and for a alumni giving rate in 1999. wide range of other university and At the beginning of the decade, the student events. university relied on state dollars for This expansion of athletic facilities 50% of its budget. By the end of the corresponds to the university’s decade, this proportion had fallen commitment to providing the best to 30%. Although the University of 25 Florida receives substantial support motto the university’s theme for the A DECADE OF from the state, the university’s 1990s: It’s Performance That Counts. PERFORMANCE earned income grew at a faster pace Originally expected to raise $500 than state-appropriated income. million by the end of the year 2000, Some of this rapid growth resulted the campaign moved so quickly that AT THE from success with research grants by 1998 it became clear the University and contracts and success in the university would surpass this goal of Florida delivery of health care and other by 1999. The university’s services, but a significant and Foundation board reviewed this increasingly important portion success and set a new goal of $750 came from private support. million. By the end of September 1999, the university and its The decade began with the volunteers posted more than $570 conclusion of the university’s first million raised, and the revised major capital campaign. The campaign goal appears well within Embrace Excellence campaign reach. began in 1986 with a goal of $200 million, increased in 1988 to $250 This achievement reflects the million, but the university’s friends growing maturity of the university’s Total Private Gifts and supporters moved this alumni base. It indicates a strong campaign well beyond its goals to commitment by alumni and friends 140 $135 J 130 close at the end of 1991 with a total to the performance agenda J 120 of $393 million. exemplified by the University of 110 Florida Bank and the multiple Recognizing the importance of 100 achievements of faculty, students J private fund raising, the university 90 and staff. University of Florida J 80 J J and its volunteers immediately Millions of Dollars J donors clearly recognize that the 70 J began a review to strengthen the $55 60 J nation’s top universities require J university’s fund-raising program, 50 substantial private endowments and 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 enhance professional competence of high levels of annual giving. the university’s Foundation staff, and improve the computer systems The success of the It’s Performance and management needed to sustain That Counts campaign also higher levels of achievement. demonstrates how important exceptional academic performance After careful planning, the is to the growth and development of university launched its next the institution. Deans, faculty and campaign in 1996, taking as its

26 students provide the substance that drives this campaign, and volunteers and donors respond to the university’s achievements. Campaign donors are confident that their investments will produce measurable results. They give because they know the students, faculty and staff of the University Endowment Assets of Florida expect to deliver the 700 highest possible return on these $582 600 investments of private support. J 500 J Thanks to the exceptional leadership of the vice presidents for 400 J 300 J development, and drawing on the Millions of Dollars J expertise of superb alumni and $153 J J the top 10 public research 200 J volunteers, the university’s fund- universities. The performance of J J 100 raising program set new standards this decade indicates that the 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 for performance during this decade. University of Florida can achieve The Bank, of course, includes fund that goal. raising as one of the performance measures for rewarding colleges, in THE PERFORMANCE recognition of the essential nature of private support to public DECADE universities. Wherever the focus—teaching, Total gifts to the university research, faculty, students, staff, Wfacilities, management systems, increased from $54.8 million per year in 1990 to $135 million in athletics, or fund raising—this 1999. The university’s endowment decade the University of Florida during this period grew from moved into the top category of $153.4 million to $582 million, America’s national public research enhanced not only by exceptional universities. While we all celebrate fund raising but also by effective the tremendous achievements of the financial management. Of major university in this decade, we remain importance as well, these numbers mindful of the intense competition include generous state support in for resources and the critical need the form of matching dollars for to make the right choices. endowments and capital projects. The people of the University of The university’s programs have Florida succeeded in this decade by received more than $481 million in a combination of talent, energy, operating funds during this decade commitment, and focus. They from annual giving and endowment moved the university forward proceeds. As the university because they recognized no concludes this decade, its substitute for performance in volunteers, vice presidents, deans, quality and productivity. faculty, students, and staff all know In this decade, the people of the that this accomplishment represents University of Florida demonstrated only the beginning of a permanent beyond question that performance campaign to bring the university’s does count. endowments to levels near those of

27 A DECADE OF DATA SOURCES SAT Scores: Office of the University Registrar PERFORMANCE National Merit Scholars: National Merit Scholarship Corporation Baccalaureate Degrees Awarded: IPEDS completion reports AT THE Graduate Degrees Awarded: IPEDS completions reports Percent Women and Minority Students: NSF Web CASPAR Database System (1967- 1995), IPEDS Fall Enrollment 1996, 1997, University 1998 of Florida Graduating Seniors Survey: Florida Survey Research Center Data Retention Data: Board of Regents Retention Study Tuition Revenue Collected-Revenue Budgeted: Board of Regents Initial Allocation Documents, History Year by Account Board of Regents Submitted Budget and Finance and Accounting Incidental Reconciliation Honors Students: Office of University Honors Program Combined Degree Program: University Curriculum Committee Records Student Service Hours: Office of Student Activities Research and Development Expenditures: NSF/SRS Survey of Research and Development Expenditures at Universities and Colleges Sponsored Research per Faculty Sponsored research expenditures from the History Year by Account submitted with the operating budget to the SUS in all accounts in the Sponsored Research Trust Funds (655002, 186001, and 153102) MINUS all accounts with an original fund source of UFF, UFRF, or Clinical Practice. We also move accounts identified by units as non-research dollars into MG&G. This is number used in UF Bank. Faculty manyears comes from Faculty Activity Reports. Student Credit Hours per Faculty Credit Hours come from the Student Data Course File, Faculty manyears from Faculty Activity Reports. Research and Development Expenditures National Science Foundation/SRS Survey of Scientific and Engineering Expenditures at Universities and Colleges Faculty and Administrators by Gender and Ethnicity University Personnel System Carryforward State Comptroller, Board of Regents, UF files Bank Data Ranked Faculty from Faculty Activity Reports, Weighted Credit Hours Student Data Course File multiplied by weights as described in UF Bank description, available on Academic Affairs web site, Sponsored Research as described above, Private Fund Raising—Pledges, Gifts and Bequests as defined by UF Foundation, Other Income—MG&G, clinical fees, auxiliary income. All data audited and verifiable in University records. IFAS and HSC Credit Hours Student Data Course File Health Science Center Savings Distribution University of Florida Budget Office On-Line Registrations by Section Office of the University Registrar University Computing Total Sessions Northeast Regional Data Center Shands Data Shands HealthCare Buildings Facilities planning, files submitted to Board of Regents Earned vs. State-Appropriated Income University of Florida operating budget Total Private Gifts University of Florida Foundation Inc. Endowment Assets University of Florida Foundation Inc.

28 RANKINGS

Total Research and Development National Science Foundation/SRS Survey of Scientific and Engineering Expenditures at Universities and Colleges, Fiscal Year 1997 Federal Research and Development NSF/SRF Federally Finance R&D Expenditures at universities and colleges, by science and engineering field: Fiscal Years 1990-1997 Earned Doctorates Awarded National Research Council, Survey of Earned Doctorates, 1997 Summary Report: Doctorate Recipients from U.S. Universities Black Students Receiving Ph.D.s National Research Council, Summary Report 1997: Doctorate Recipients from United States Universities Hispanic Baccalaureate Students going on to Ph.D. National Research Council, Summary Report 1997; Doctorate Recipients from United States Universities Postdoctoral Appointees NSF/SRF Survey of Graduate Students and Postdoctorates in Science and Engineering, 1997 Patents Awarded The Association of University Technology Managers, Inc. AUTM Licensing Survey Summary, FY 1997 Library Holdings Association of Research Libraries Statistics, Ranked Lists for Academic Institutions National Freshmen Merit Scholars National Merit Scholar Corporation National Freshmen Achievement Scholars National Merit Scholar Corporation U.S. News and World Report Ranking U.S. News & World Report “2000 College Rankings,” August, 1999 Money Magazine Ranking Money “Your Best College Buys Now” 1998 College Guide Kiplinger’s Top 10 Values Kiplinger’s Personal Finance Magazine “The Top 100 Public Colleges” September 1998 Alumni Giving Rate U.S. News & World Report “2000 College Rankings” August, 1999 Total Voluntary Support Council for Aid to Education, Voluntary Support of Education 1998, Published 1999 Endowment NACUBO Endowment Study (NES) as published in the Chronicle of Higher Education, February, 1999 Enrollment IPEDs Fall 1998 Enrollment Reports submitted to U.S. Department of Education, National Center for Education Statistics Sears Cup UF Athletic Department, Sports Information Department, 1999

29 A DECADE OF THE UNIVERSITY OF FLORIDA IN THE 1990S PERFORMANCE Then Now

AT THE Students University Entering Freshmen; Midpoint SAT using no re-centered scores 1135 (1988) 1210 (1998) of Florida High School GPA 3.45 (1988) 3.90 (1998) National Merit Scholars 96 (1989 - No. 12 in country) 165 (1998 - No. 6 in country) 192 (1999 national rankings not in yet) National Achievement Scholars 7 (1989 - No. 31 in country) 24 (1998 - No. 4 in country) 32 (1999 - national rankings not in yet) Undergraduates 25,320 (1988-89) 31,477 (1998-99) Graduate Students 5,922 (1988-89) 8,060 (1998-99) Total Student Body 33,282 (1988-89) 42,336 (1998-99)

Composition of Student Body: 46.21% female, 53.79% male (1988) 50.16% female, 49.84% male (1998) Minority 13.86% (1988) 21.79% (1998) Black 5.82% (1988) 6.3% (1998) Hispanic 5.1% (1988) 9.18% (1998) Asian 2.8% (1988) 5.98% (1998)

Freshman Retention 88.9% (1991) 91.7% (1996) Four-Year Graduation Rates 23.9% (1984 FTIC) 37.5% (1994 FTIC) Five-Year Graduation Rates 48.6% (1984 FTIC) 58.8% (1993 FTIC) Doctoral Degrees 342 (1988-89) 445 (1998-99) Master’s Degrees 1,271 (1988-89) 2,113 (1998-99) Bachelor’s Degrees 5,394 (1988-89) 7,418 (1998-99)

Research Sponsored Research Expenditures $133 million (1989) $221 million (1997-98) Sponsored Research Expenditures per Faculty $37,433 (1988-89) $56,333 (1997-98) Total Research and Development Expenditures reported by NSF $126 million (1989) $271 million (1997) Sponsored Research Awards $147 million (1988-89) $296 million (1998-99)

Other University Measures Endowment (Total Endowment Assets) $102.6 million (1988) $497 million (1998) University of Florida Voluntary Support $58.7 million (1988-89) $122.8 million (1997-98) Operating Budget (General Revenue and Lottery) $361 million (1988-89) $466 million (1998-99) Total University Budget $729 million (1988-89) $1.512 billion (1998-99) (50% from state) (30% from state)

30

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