Strategic Plan Goals

1. Distinctive Identity

USF St. Petersburg shines as a dynamic research-active institution in the USF System on a culturally vibrant waterfront. We challenge students academically and guide their education through personalized real-world experiences. Our campus embraces and showcases a world of voices and views. We encourage discovery and the development of new knowledge through campus facilities that brim with state-of-the-art technology. As the sole public residential campus in St. Petersburg, we are committed to creating mutually beneficial community-university partnerships. We attract community members to campus with our inclusive educational and cultural events. We respect and enhance the natural environment that is our campus home.


1.1 Brand and institutionalize USF St. Petersburg’s identity across all communication and traditions.

1.2 Communicate USF St. Petersburg’s core values to campus constituents and beyond.

1.3 Weave USF St. Petersburg’s identity with the city so that USFSP anchors the city and the city flows into campus. Link USF St. Petersburg leadership with local government, civic and corporate leaders to create seamless educational and experiential opportunities for students and members of the community.

1.4 Market the “10 in 10” growth initiative to help stakeholders appreciate how planned growth to a student body of 10,000 in 10 years stabilizes and energizes USF St. Petersburg and promotes the city.

1.5 Review current peer institutions; identify aspirational institutions as comparison points for progress.

1.6 Improve U.S. News and World Report College Regional University South ranking.

1.7 Boost USF St. Petersburg’s image by trumpeting our unique contributions. Repeat.


• Percentage of students in civic engagement experiences
• Student head count
• Peer and aspirant institutions selected
• Ranking in U.S. News and World Report College Regional University South

2. Student Success And Culture

Student success, from the time students are admitted to USF St. Petersburg, is at the heart of all we do. Students progress toward graduation through world-class academic experiences, hands-on research and transformative teaching.

They sample career paths via service learning, civic engagement, internships and employment, including working one-on-one with community-based mentors.

Students hone collaborative and leadership skills through co-curricular activities. They build lasting and meaningful connections with peers who represent a variety of cultures, ethnicities, abilities and worldviews.

Our progression toward our goal of 10,000 students increases diversity and provides revenue needed to build dynamic academic and co-curricular programs. USFSP traditions and recreational activities, along with students’ academic experiences, cement lifelong bonds with our alumni.


2.1 Create a climate of social and academic support for students with shared goals and cross-disciplinary opportunities to share results.

2.2 Enact an evidence-based recruitment and retention plan that supports the entire enrollment-management life cycle.

2.3 Diversify student body to reflect regional demographics and global diversity with special focus on attracting students who enroll, progress and graduate from USFSP.

2.4 Create a signature First-Year Experience for freshmen and transfer students to anchor them at USFSP and improve engagement, retention and time to graduation.

2.5 Provide every student the opportunity to experience community-based learning.

2.6 Use peer and aspirational institutional benchmarks and baseline study to review
academic advisement system; revise current model to suit long term goals.

2.7 Identify at-risk students and provide campus-wide support to ensure their success.

2.8 Develop, maintain and evolve student culture and traditions and student participation in athletics and social, recreational and wellness events.

2.9 Energize the USF St. Petersburg Alumni Society and re-engage alumni.


• Four-year graduation rate for FTIC
• Six-year graduation rate for FTIC
• Four-year graduation rate for FL community college transfer students
• Percent of Bachelor’s graduates employed and/or continuing their education and average wages
• Academic progress rate (2nd yr retention with GPA above 2.0)
• Undergraduate and graduate degrees awarded in areas of strategic emphasis (includes STEM)
• University access rate (percent of students with a Pell-grant)
• Percentage of students graduating without excess hours
• Number of out-of-state students recruited and retained
• Percentage of under-represented students retained
• Number of co-curricular programs, such as internships, service learning, leadership development and community mentorships integrated into majors
• Number of students participating in athletic, recreational and wellness activities
• Number of alumni active in USF St. Petersburg Alumni Society

3. Faculty Excellence in Teaching And Research

Faculty research and scholarship shines light into dark corners and spotlights matters of significance locally, nationally and globally. We emphasize the intrinsic value of faculty research and celebrate national and international acknowledgement of faculty endeavors. We particularly value faculty accomplishment that energizes teaching and adds to program development. Faculty excellence powers USF St. Petersburg’s goal of graduating true scholars who are engaged in the community and in academic research. We encourage our faculty to share their expertise in service to the community. We ensure that the faculty-to-student ratio supports our mission and goals and that the faculty represents global and domestic diversity.


3.1 Recruit, recognize and retain diverse, world-class faculty.

3.2 Increase capacity and expand research, creative accomplishments and scholarly activities.

3.3 Institutionalize the practice of student and faculty collaborative research.

3.4 Define and celebrate excellence in teaching.

3.5 Continue to develop relevant and responsive curriculum.

3.6 Promote globalization of programs including study abroad and research.


• Ratio of permanent to temporary faculty and full-time to part-time faculty
• Student-faculty ratio (full-time and part-time faculty)
• Number of faculty from under-represented groups
• Amount of external research funding
• Number of peer-reviewed presentations, publications and exhibitions
• Number of external awards in teaching, research and service
• Number of international and study abroad programs

4. Strategic Partnerships

USF St. Petersburg establishes and maintains relationships that are thoughtfully integrated with our degree programs, research efforts and other campus activities. We value meaningful and high-impact partnerships with government, for-profit businesses, nonprofit organizations, educational institutions and individuals, prioritizing those in Pinellas County. Our Strategic Partnership program embraces those that meet needs outside of USFSP, those that illuminate our mission and enhance our progress internally as well as those that provide civic engagement and off-campus mentoring and experiences for our students.


4.1 Develop a plan with timeline for focused development of substantive partnerships.

4.2 Collaborate with institutions within the USF system as well as with other institutions of higher education.

4.3 Create a single campus office to support partnerships and integrate them into USF St. Petersburg culture.

4.4 Build and support strategic partnerships and alliances.

4.5 Identify markers for successful external collaborations. Learn from mistakes and replicate successes.

4.6 Contribute to the well-being and economic development of our community through partnership activities.


• Number of business and community partnerships, as measured by formal agreements
• Number of identifiable collaborations with institutions within the USF system as well as other institutions of higher education
• Number of community partnerships that result in student jobs, internships, entrepreneurial opportunities and USFSP’s economic development

5. Infrastructure to Meet Current And Future Needs

Planned growth by design supports a projected student enrollment of 10,000. USF St. Petersburg strives to provide the human capital, facilities, communications systems, staff, faculty and student support needed for our current campus to flourish and to implement strategic growth. We actively nurture the waterfront and cityscape that we call home.


5.1 Develop an integrated strategic enrollment plan

5.2 Optimize space and facilities to support academic, residential and co-curricular needs.

5.3 Promote and support environmentally sustainable practices.

5.4 Recruit, develop, nurture and retain the necessary faculty and staff to achieve mission and goals.

5.5 Strengthen IT, distance learning, library and instructional services to ensure the deployment of innovative teaching and research technologies as they become available.

5.6 Continue commitment to shared governance by supporting USF System and USF St. Petersburg faculty and governance structures.

5.7 Design and enhance internal and external communication systems to support mission and goals.


• Campus master plan aligned with the strategic plan and student enrollment plan
• Student-to-faculty ratio (full-time and part-time faculty)
• Percentage of expectations met in American College and University Presidents’ Climate Commitment
• Ranking in Princeton Review’s Green Colleges Guide
• Percentage of positive responses by students, faculty and staff to internal survey questions about collaboration, campus climate, infrastructure, teaching technologies and shared governance
• Communication policies, platforms and procedures formulated and implemented

6. Sustainable Funding

USF St. Petersburg ensures its financial stability through a variety of sources, including state funding, student support, philanthropy, entrepreneurial initiatives and external research sources.

We continually seek new funding and financial management approaches, with transparency and accountability, to augment and improve our existing portfolio. We will continue to build resources through cost reduction, re-allocation and improved efficiencies.


6.1 Align resource allocation with strategic priorities.

6.2 Diversify financial resources by increasing private support, strategic partnerships and grants.

6.3 Provide incentives for colleges to develop revenue-producing programs.

6.4 Examine under-enrolled courses and programs and overall administrative expenditures


• Redistribution of resources based on strategic plan
• Unstoppable Campaign goals achieved
• Number of revenue-producing educational and non-curricular programs
• Income produced by revenue-producing educational and non-curricular programs
• Number of graduate students
• Cost per undergraduate degree
• Amount of F&A and summer revenue generated
• Assessment of academic and administrative programs

USFSP Students