Strategy 8 - Actions

1. Increase the USF endowment to competitive levels with the top public research universities.

2. Expand private contributions to competitive levels with the top public research universities.

3. Develop and implement a financial plan for support of USF that maximizes resources for instructional and research activities, recognizes opportunities of various revenue sources, and maximizes return.

• Establish tuition pricing model that supports strategic directions of USF
• Increase licensing royalties for the USF licensing program; expand the product line and increase sales of USF merchandise.
• Increase revenues from beverage, vending, food services, calling cards, coin/card copies, and USF card.
• Make Direct Support Organizations (DSO) and auxiliaries self-supporting.
• Shift to all-funds budgeting with decreased reliance on state tax dollar appropriations.

4. Build a state-of-the art financial infrastructure to support students and faculty.

• Institute a campus budget development process supported by an integrated enterprise-wide financial, human resources, and student records system.
• Establish an annual budget development calendar and assign roles and responsibilities to campus officials and organizations.
• Implement an enterprise-wide treasury management function.
• Re-engineer business processes that support research related activities.

5. Maintain USF’s competitive position for major research opportunities.

• Establish a Provost’s Foundation Roundtable to link interdisciplinary faculty teams with large, national private foundations as a means of securing funding for scholarly and creative activities: Science Journalism; Florida History; Globalization, Undergraduate Research.
• Negotiate new federal Indirect Cost rate; work with other Florida universities to revise the state indirect cost rate.
• Increase capacity of the USF incubator
• Develop the USF Technology Park
• Improve services to faculty in the areas of Intellectual Property and Patents/Licenses.

6. Continue to enhance fiscal stability of Athletic Programs and Services.

• Expand marketing infrastructure in Athletics by adding ticket sales and sports information personnel.
• Increase ticket sales and sponsorship revenue at least 10% in 2002-03.
• Continue to develop community relationships and identify potential donors.
• Develop partnerships with colleges and administrative areas on campus to obtain increased support for athletic programs.
• Establish procedures for dispensing of medications from the training rooms by team physicians to reduce pharmacy costs.