TARGETING THE TOP TEN STRATEGIC PLAN | 2013 – 2023 Office of the President and Chief Executive Officer Dear Friends, Our paramount vision is to be recognized as one of the top ten private technological universities in the world. We can attain that by becoming a global center for learning in our disciplines so that we will educate and train future leaders of the world. Our vision is clear: • All of our faculty, staff and students will engage in the discovery of new knowledge and ideas. • We will be a discovery center that uses research and development to provide alternative solutions for meeting global goals and solving problems to improve the human condition. • We will be masters of technology to improve the way that humans learn and human-machine interactions occur. • The quality of life on our campuses and in cyberspace shall be excellent. • Our commitment to public service to make the world, nation and community better places than we found them shall be extraordinary. • We believe that technology can be used for great good or evil. We will inherently recognize the good uses of technology and reaffirm our passion for high technology with a human touch. • The human touch, whether in our classrooms, online courses, physical campuses, cyberspace or athletics, shall be real and sustainable. We will fully engage our alumni in this endeavor. By fulfilling this vision, we will meet our destiny. Sincerely, A. J. Catanese, Ph.D., FAICP President and Chief Executive Officer High Tech with a Human Touch TM 2 TARGETING THE TOP TEN —TABLE OF CONTENTS Letter from the President and Chief Executive Officer .....................................................................................2 EXECUTIVE SUMMARY ...................................................................4 SUMMARY OF 2013 PROGRESS REPORT .....................................12 STRATEGIC PLAN 2018 and 2023.................................................16 Introduction .................................................................................................................................................17 Context for Planning ....................................................................................................................................18 Vision for 2018 .............................................................................................................................................19 Vision for 2023 .............................................................................................................................................19 The Core Values ............................................................................................................................................19 The Strategic Initiatives ................................................................................................................................20 Strategic PRIORITIES AND goals—2018 ...............................21 Strategic Initiative 1: Mission Statement .....................................................................................................22 Strategic Initiative 2: Undergraduate Education ..........................................................................................22 Strategic Initiative 3: Undergraduate Enrollment ........................................................................................24 Strategic Initiative 4: Graduate Education and Enrollment ..........................................................................25 Strategic Initiative 5: Student Life ...............................................................................................................27 Strategic Initiative 6: Technology .................................................................................................................27 Strategic Initiative 7: Stewardship of University Resources ..........................................................................28 Strategic Initiative 8: Research and Sponsored Programs ............................................................................29 Strategic Initiative 9: Funding ......................................................................................................................30 Strategic Initiative 10: Communication and Teamwork ................................................................................30 Strategic PRIORITIES AND goals­—2023 ...............................31 Strategic Initiative 1: Mission Statement .....................................................................................................32 Strategic Initiative 2: Undergraduate Education ..........................................................................................32 Strategic Initiative 3: Undergraduate Enrollment ........................................................................................33 Strategic Initiative 4: Graduate Education and Enrollment ..........................................................................34 Strategic Initiative 5: Student Life ...............................................................................................................35 Strategic Initiative 6: Technology .................................................................................................................36 Strategic Initiative 7: Stewardship of University Resources ..........................................................................36 Strategic Initiative 8: Research and Sponsored Programs ............................................................................37 Strategic Initiative 9: Funding .....................................................................................................................37 Strategic Initiative 10: Communication and Teamwork ................................................................................37 APPENDICES ..................................................................................38 I. SWOT Analysis ...........................................................................................................................................39 II. Statement of Financial Position ................................................................................................................42 III. Enrollment History ..................................................................................................................................47 IV. Research History ......................................................................................................................................52 V. Faculty Awards .........................................................................................................................................53 VI. Comprehensive Campaign Goals .............................................................................................................62 VII. Campus Priorities ...................................................................................................................................63 VIII. Progress Report on 2013 Goals ..............................................................................................................70 3 EXECUTIVE SUMMARY Strategic Plan: A living document that sets forward a mission for the university with specific quantitative goals to achieve. Florida Institute of Technology is relatively young compared to other private technological universities in the United States. Originally founded in 1958 to provide continuing education opportunities to scientists, engineers and technicians working for NASA at Cape Canaveral (now known as Kennedy Space Center), Florida Tech today is a top tier nationally ranked, doctoral research intensive university. More than 37,000 students from 135 countries have earned degrees in the fields of engineering, the sciences, business, aviation, communication and psychology. Florida Tech has over 13 locations throughout the Eastern United States and a strong virtual presence around the world. 4 Introduction Anyone who walks through the campus of the Florida Institute of Technology (Florida Tech) can easily understand why it is necessary for the current strategic plan to be revised. The addition of new, and the renovation of existing facilities; the abundance of new academic programs, e.g., biomedical engineering, biotechnology, forensic psychology, entrepreneurial leadership; the establishment of Florida Tech Online; and a continued increase in research demonstrates the exhilarating activities taking place and the necessity of this early update to the Florida Tech strategic plan. This NEW Florida Tech, with a full complement of technology-oriented degree programs, athletic teams and student life activities, is exciting and innovative. We provide students with not only the education but the tools and resources they need to be successful here at the university as well as in their communities once they graduate. Florida Institute of Technology continues to conduct research that makes a real difference and is beneficial to mankind. We create faculty, staff and students who are global citizens. The university truly exemplifies “High Tech with a Human Touch” by focusing on remaining a technological university while educating the mind, body and spirit. To maintain this upward movement, it is necessary to reevaluate the goals from 2004. For this revision, the basic format of the ten general initiatives first established in 1999 is maintained. These initiatives apply to almost any doctoral research university and hence are practically