The planning process for the 2025-2030 Florida Poly Strategic Plan is characterized
by its broad-based, interrelated, and participatory nature. This approach involves
a varied group of stakeholders, including student leadership, faculty, staff, administration,
members of the Board of Trustees, Foundation representatives, and numerous external
influencers from Central Florida.
The goal was to ensure that the plan’s development was collaborative and shaped through
listening, observing, and actively gathering input from all corners of the University
community. This method fosters thoughtful integration and promotes high levels of
engagement from everyone involved. Importantly, this plan does not belong solely to
the president or the administration; it is a collaborative effort that synthesizes
a wealth of ideas and perspectives. It represents a shared vision and purpose, reflecting
the collective aspirations of the entire University community.
Initiative 1.1: Grow opportunities as a research University by creating a research park.
Initiative 1.2: Identify and partner with the top 10 high-tech organizations to become a “Florida Poly Research Park Mega Partner.”
Initiative 1.3: Create Specialized Alumni Networks in industry to foster networking, industry collaboration, and corporate engagement.
Initiative 2.1: Develop and maintain strong relationships with internal and external
stakeholders to ensure the institution is effectively connecting with local,
county, regional, state, and federal influencers, entities, and policymakers.
Initiative 2.2: Expand state legislative resource development efforts through thoughtful, robust budget requests and an aggressive plan to build out the campus infrastructure to accommodate a growing student body.
Initiative 2.3: Expand FIPR’s research footprint throughout the state and beyond and establish an Office of Patents and Technology Transfer to capitalize on the value of applied research.
Initiative 3.1: Ensure a climate of free expression and foster civil discourse through Office of Public Policy Events (OPPE) programming according to the principles set forth in the State University System Free Expression Statement and the Board of Governors’ (BOG) Civil Discourse Final Report.
Initiative 3.2: Collaborate with campus stakeholders and external law enforcement agencies for a safe and secure campus environment for students, faculty, and staff.
Initiative 3.3: Expand academic programming to include four new, industry-responsive undergraduate STEM programs and three master’s degree or graduate certificate programs to meet state workforce needs and set the foundation for launching a doctoral program.
Initiative 3.4: Increase and retain Florida Poly’s world-class faculty to ensure quality education and deliver impactful research.
Initiative 3.5: Modernize student-related information systems to enable more effective and efficient student information management, empower academic program and curriculum management, enhance support of student success, and improve the student and faculty digital services experience.
Initiative 3.6: Increase student enrollment to 3,000.
Initiative 3.7: Open a campus store to provide a retail outlet for students and employees.
Initiative 3.8: Foster a culture of continuous professional learning by implementing regular training sessions, mentorship and leadership programs, and access to resources that encourage ongoing skill development and knowledge among all employees.
Initiative 4.1: Develop and implement 3-, 5-, and 10-year plans for University parking to expand options, improve processes, and create a better experience for students and employees.
Initiative 4.2: Facilitate sustainable and effective campus growth through mission-driven
construction projects.
Initiative 4.3: Develop a federal resource initiative involving the onboarding of an internal grant development office and government relations firm.
Initiative 4.4: Grow unrestricted auxiliary revenue through the introduction of additional revenue streams and national brands.
Initiative 4.5: Enhance the efficiency and effectiveness of business processes and services via automation to enable resource-efficient growth.
Initiative 4.6: Enhance organizational effectiveness and efficiency by prioritizing the strategic utilization of our human capital, unlocking the full potential of our talent, and motivating them to drive innovation and productivity in alignment with our shared mission and vision.
Initiative 1.1: Aggressively grow the assets of the University’s Foundation to provide operational support to the institution.
Initiative 1.2: Develop new and leverage existing resources to enhance research output.
Initiative 1.3: Implement tactical changes to the Enterprise Resource Planning (ERP) platform to augment financial efficiency and time-on-task entries.
Initiative 1.4: Increase unrestricted Foundation dollars to better serve students and reduce the percentage of tuition and fee waivers.
Initiative 1.5: Implement a university-wide contract management system for optimal efficiency and centralization in essential areas.
Initiative 1.6: Augment Information Technology (IT) financing streams with IT-related grants, industry sponsorships, and partner investments.
Initiative 2.1: Establish a Faculty Center for Teaching and Learning to support faculty development, improve teaching, promote student learning, and facilitate research productivity.
Initiative 2.2: Improve faculty and staff retention to achieve an annual turnover goal of 10% or less.
Initiative 2.3: Devise and leverage institutional resources to increase University brand awareness.
Initiative 3.1: Modify Florida Poly’s website for transparency and measurable access to policies, regulations, rules, bylaws, etc. to internal and external stakeholders.
Initiative 3.2: Construct methodology to effectively evaluate and manage external partnerships.
Initiative 1.1: Investigate and secure Florida Poly’s surrounding land usage, purposed for a University Research Park and comprehensive live, work, and play area.
Initiative 1.2: Launch a Center for Innovation and Entrepreneurship, providing students with the resources, mentorship, and education needed to launch new ventures and drive entrepreneurial initiatives.
Initiative 2.1: Develop robust academic and industry, IT-based strategic collaborations across all Florida Poly divisions and departments.
Initiative 2.2: Collaborate with targeted industry partners and other institutions of higher education to develop cooperative educational programs (professional development courses/certificate programs) and employee exchange programs.
Initiative 2.3: Produce the Presidential Speaker Series to feature leaders and experts from industry, government, and STEM fields.
Initiative 2.4: Raise brand awareness of Florida Poly and leverage relationships throughout the state to initiate new partnership disciplines.
Florida Poly is poised for an exciting leap forward, elevating its status among the nation’s elite STEM institutions. With unwavering commitment from our leadership and the entire campus community, we are united in our bold vision to drive transformation in academics, faculty excellence, student success, and campus operations during this pivotal period.
Fueled by a spirit of collaboration and innovation, Florida Poly is ready to become Florida’s premier destination for high-tech degrees, addressing the skyrocketing demand for skilled professionals in high-wage, cutting-edge industries. This momentum will not only boost the University’s national reputation but will also position Florida as a leading force in the technology sector.
Florida Poly will bring this vision to life, executing the strategies and initiatives laid out in this plan with energy and precision. Together, we will set new standards for academic excellence, institutional achievement, and a culture of collaboration and connection that will extend well beyond our campus.
