3.3.1.5 Institutional Effectiveness: Community/Public Service

The institution identifies expected outcomes, assesses the extent to which it achieves these outcomes, and provides evidence of improvements based on analysis of the results in each of the following areas:

3.3.1.5 community/public service within its mission, if appropriate.

Compliance Partial Compliance Non-compliance

NARRATIVE

The missions in both Strategic Plans that have guided the University of South Florida Sarasota-Manatee (USF Sarasota-Manatee) since 2012 include service. The 2012-16 Strategic Plan included the following in the mission statement: “. . . provide access to professional higher education programs. . . that graduates successful leaders who empower Florida’s Suncoast to thrive locally, nationally, and globally” (Mission 2012-16). The 2015-20 Strategic Plan includes the following wording in its mission: “. . . provides high quality bachelor’s and graduate‐level education . . . that prepares successful leaders and responsible citizens” (Mission 2015-20). This part of the mission is in keeping with the Florida Board of Governors’ Strategic Plan Goals under “Community and Business Engagement.”

Service Units

While no single unit, or even a few units, had sole responsibility for meeting this goal, community engagement was, and still is, deeply embedded in the activities of multiple campus units. Each unit documented its engagement through the annual Assessment Planning Records (APRs). The three annual Assessment Planning Records (APR) below provide a campus-wide summary of the assessment of the service component of USF Sarasota-Manatee’s mission.

Community/Public Service Planning Record (APR) 2014-15 Report 2013-14 Report 2012-13 Report

Annual Assessment Cycle Timeline

August 1–May 31 Administrative Unit Work Toward Achieving Goals: Administrative units work to achieve their goals that align with USF Sarasota-Manatee’s Strategic Plan, the USF System Strategic Plan, and the Florida Board of Governor’s State University System Strategic Plan; collect assessment data; analyze the data; determine the level at which they achieved their goals; determine new goals for the following year; make their plans for the following year; request additional resources as needed; and submit their reports to a regional vice chancellor or the Regional Chancellor, depending on their reporting lines.
June 1 Administrative Unit Heads’ Assessment Reports: Each administrative unit submits its assessment results to IR along with its plan for the following year and with requests for additional resources (e.g., budget, staff) based on assessment results. IR discusses the reports with the unit heads, if necessary, and sends the report on to the regional vice chancellor or the Regional Chancellor.
June 15 Regional Vice Chancellor’s Reports: For administrative units reporting to a regional vice chancellor, that administrator reviews and comments on the results/plans for units reporting to him/her and passes the results/plans on to the Regional Chancellor.
June 30 Regional Chancellor’s Report: The Regional Chancellor reviews and comments on each administrative unit’s results/plans and allocates resources accordingly.
August 1 Administrative Unit Heads’ Assessment Plans: Each administrative unit, after reviewing the vice chancellor and chancellor responses, submits its assessment plan for the new fiscal year to IR for posting.

Carnegie Community-Engagement Classification

The USF Sarasota-Manatee Strategic Plan 2012-2016 spelled out the following goal: “Earn recognition as a Carnegie Community-Engaged University.”  Using assessment data, USF Sarasota-Manatee submitted a 2015 Carnegie Community Engagement Classification Application. Disappointingly, Carnegie did not grant USF Sarasota-Manatee the Community Engagement Classification.

The Regional Chancellor, Vice Chancellor for Academic & Student Affairs, and the Institutional Research & Effectiveness (IR) staff participated in an advisory conference call in March 2015 with the Director of the New England Resource Center for Higher Education (NERCHE) that administers the Carnegie Classification process. He provided feedback on the limitations of USF Sarasota-Manatee’s Carnegie Application. Although USF Sarasota-Manatee demonstrated good community engagement, NERCHE’s Director explained that the application lacked a clear demonstration of how community engagement enhanced the student experience. He recommended that a long-term change in student community engagement requires sustained leadership, meaning a central office needed to take responsibility for documentation and coordination of community engagement activities and impact, faculty development in service learning, and integration of community engagement into academic course work. He suggested that USF Sarasota-Manatee incorporate community-engaged activities more intentionally into the curriculum of academic programs and the faculty reward structure. Lastly, the Director recommended the University clearly commit to community engagement by Senior Leadership by clearly communicating it in the institution’s mission, vision, or goals.

Faculty Service

In order to serve as role models for students, the college deans assign most faculty to a service assignment that ranges from 5% to 50% of each individual faculty member’s workload, depending on their role at the University. Through the USF Faculty Academic Information Reporting (FAIR) computer system, USF Sarasota-Manatee tracks the activities and percentage of total faculty effort devoted to the service of their profession, the campus, and the community. Institutional Research & Effectiveness (IR) reports this percentage to the USF Sarasota-Manatee Campus Board annually as part of the Campus Indicators.

FACULTY SERVICE
2005-06 THROUGH 2014-15

Student Service

As part of USF Sarasota-Manatee Graduating Student Surveys, IR tracks student service to the community (civic engagement) each semester by the number of hours and the organizations receiving the service. During Spring Semester 2015, 58% of undergraduate students volunteered for over 50 organizations, clearly showing the service commitment of USF Sarasota-Manatee students.

STUDENT SERVICE
2007-08 THROUGH 2014-15*

*Note: Data not available for 2011-12 and 2012-13.

Use of Assessment Results

Using the feedback from the Carnegie Application process, senior leaders attended Florida Campus Compact’s Engagement Academy to create the Engagement Academic Action Plan to be more strategic and intentional in community engagement efforts. This Academy provided insight from and collaboration with community-engaged scholars and field experts. Those attending the Academy, presented their action plan to the USF Sarasota-Manatee Senior Leadership Team (Senior Leadership Team minutes 2/20/2015) and Faculty Senate (Faculty Senate minutes 3/13/2015). The action plan became a resource for the strategic planning process.

In the 2015-2020 Strategic Plan, the vision includes being nationally recognized as “. . . a community-engaged university with significant economic and cultural impact to the region.”  Goal 6 of the Strategic Plan is to “build and be known for a community engagement identity in partnership with a variety of organizations throughout the service area.” The plan further explains USF Sarasota-Manatee’s perceived value of community engagement: “An important role of public higher education is to educate students for responsible citizenship. Those who become knowledgeable, involved citizens of the community contribute meaningfully to the overall social and economic success of the region, state, and nation.” The outcome expected on this goal is to have USF Sarasota-Manatee selected “into Carnegie Foundation’s Elective Community-Engaged Classification in January 2020, showing documentation of community engagement activities and impact.”

In pursuit of this vision and goal, USF Sarasota-Manatee plans to establish an Office of Community Engagement and will hire a Director to oversee its activities by January 2016. This Office and Director will conduct a needs assessment, develop tactics for meeting best practices, implement and assess community engagement, cultivate strategic partnerships, lead partnerships with other colleges, and ultimately re-apply for Carnegie Community Engagement Classification in 2019 for 2020 recognition (Implementation Plan Strategic Goal #6.)

The Strategic Plan Advisory Committee reviews the progress on each of the goals at six-month intervals, next planned for January 2016. The members will follow closely the progress on the implementation of this goal.

SUPPORTING DOCUMENTATION AND EVIDENCE

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