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USF's Exciting Big-League Dreams Need Quick Plan Of Action

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The Tampa Tribune

Published: September 9, 2007

The University of South Florida is a big school with big-league ambitions, so it's not surprising that when its leaders sat down to build a strategic plan for the next five years, they crystallized a stretch goal: qualifying for membership in the American Association of Universities, an elite club of the 62 best public and private universities.

President Judy Genshaft has made no secret of USF's desire for AAU status, a brand that draws 60 percent of research dollars and competes for the best faculty and students. Still, it's a courageous thing to set such a lofty ambition in stone.

The University of Florida is the only state school that now belongs to the exclusive club. And in a state not known for investing in higher education, it will be a tough goal for USF to achieve, given that it could cost as much as $1.2 billion for faculty and facilities.

But give this relatively young university credit for having advanced its reputation in higher education, particularly in medical research. Not only did it attain special status from the Carnegie Foundation recently, the state Legislature also recognized USF as one of three state universities deserving of differential tuition for its research heft and ambitions.

And in talking about the possibility of a three-tiered university system, Gov. Charlie Crist rightly included USF in the research tier, along with UF, Florida State and possibly the University of Central Florida.

But if Genshaft and the Board of Trustees legitimately believe that USF can qualify for AAU membership in five years, they must pick up the pace in realizing goals that history suggests will be a struggle.

There's no reason, for example, that it should take a year to align department plans with the new benchmarks, since they were built on prior goals with an added emphasis on global education, interdisciplinary research and community engagement.

Time's a-wasting.

Faculty Needs Greater Bench Strength
While USF has achieved some break-out accomplishments, its measures of faculty prestige and undergraduate strength are less impressive. On most national scales, the university ranks in the vast middle.

A measure worthy of the president's personal leadership is growing the number of professors with membership in the National Academies, a goal now tasked to the academic vice president.

The lowest-ranked AAU universities have an average of 17 National Academy members. USF boasts just two.

The strategic plan says USF will have four National Academy members by the end of next year and a total of 10 in five years. But under Genshaft, USF has actually lost ground in the hiring of National Academy members - it had three up until 2003 and Genshaft has only managed to hire one of the coveted faculty members since. A new approach is clearly needed.

Her challenge is made all the more difficult by a faculty union that seems content with good enough. The union recently spoke out against state funding for the new Centers of Excellence programs, which will help USF support partnerships with biotech companies. The union would rather the money be spent on existing staff.

Similarly, librarians at the USF-St. Petersburg campus earlier this year rebelled against USF's long-held goal of gaining American Research Library status, a step toward being invited into the AAU.

Because the St. Pete campus has been given full autonomy by state lawmakers, the branch library refuses to support the goals set in Tampa and Genshaft is powerless to insist. If Crist reviews the structure of the university system, the autonomy of the St. Pete campus should be reconsidered given the drag it could pose on USF's ambitions. If not, USF should consider cutting the branch campus free.

Higher Bar For Students, Too

Another key challenge is growing the caliber of USF's student body, something sure to cause pain for those who've enjoyed knowing the university as a commuter school that until recently took most anyone who applied. As USF raises the bar, individual disappointments are sure to bump up against it.

But the university is right to reach higher and compete more aggressively for students who excel. The rising tide would enhance the caliber of the region's workforce - something business people say is sorely needed.

As it stands, only about one-quarter of USF's freshmen graduated in the top 10 percent of their high school class - compared to about 57 percent at AAU institutions. So you can see the university has a lot of hard work ahead.

Surprisingly, the university's strategic plan lacks a measure to track its four-year graduation rate. Instead it's measuring the six-year rate, now a dismal 48 percent, with plans to improve to 63 percent in five years.

Given that Genshaft helped sell the tuition increase by saying it would increase class offerings and allow more students to graduate in four years, a four-year measure should be included.

Neither is there mention of the faculty-student ratio and how USF compares. Since Florida has the biggest university classes in the country, the comparison is bound not to look good. But when you talk to students and professors, class size seems to affect their perception of the academic experience and ultimately, the reputation of USF.

Genshaft appreciates the value of the undergraduate experience. She speaks in moving terms about fostering an atmosphere that has more students living on campus, more opportunities to study abroad and more support for first-generation college students. She also wants USF to retain its position as an institution that serves students who don't follow a traditional path.

Think Big But Move Quickly

USF is right to think big, but it faces tough competition in approaching the AAU, which has invited no new members in six years.

Whenever the door opens, USF will be competing with Florida State, Arizona State, the University of Georgia, North Carolina State and Virginia Polytechnic Institute, all now better positioned for membership.

Given the competition, USF must demonstrate urgency in implementing the plan.

Committing a vision to paper is the work of leaders and on that score, Genshaft and the Board of Trustees have done a good job.

Now they must make it happen.

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