Strategic Renewal


The bedrock of our strategic renewal is a commitment to community principles that reinforce inclusion, civility, open expression, evidence-based deliberations, and vigorous debate.

President Steve Currall
July 1, 2019

Guided by our shared Principles of Community, the Strategic Planning Advisory Task Force will help craft a strategic plan for the university that will be submitted to the Board of Trustees for consideration in June 2021, and subsequently to the Board of Governors in June 2021.

Strategic renewal, as distinct from a new strategic planning initiative, begins with many fundamental questions answered regarding USF’s identity, our direction and our values. This existing work will promote efficiency in the planning process, as well as focus in our forthcoming dialogue. The task force will also leverage and build upon the numerous planning documents that were the result of substantial inclusive initiatives across all of our campuses during the past several years. These initiatives include:

  • The 2025 System Strategic Plan, as approved by the Board of Governors in October 2019, which focuses on three critical points of emphasis for the targeted State University System 2025 Goals—Excellence, Productivity, and Strategic Priorities for a Knowledge Economy—and recognizes the universities’ teaching, research, and public service priorities.
  • 2017-18 Campus Strategic Plans that—although interrupted by Consolidation—already put us down the path of examining our sources of sustainable competitive differentiation, our opportunities, and our strategic priorities.
  • USF’s current Mission Statement, Goals, and Principles of Community, each of which involved many hours of engagement and consensus building across our campuses, and necessarily represent the foundation of any effective strategic plan.
  • Consolidation, another inclusive process that resulted in the USF community collectively defining what it means to be One USF.
  • SACSCOC Accreditation Requirements in support of our consolidated university give clear direction for USF to operate relative to its stated mission.
  • Presidential listening tours, comprising nearly 80 hours of direct engagement with campus as President Currall visited many academic and administrative units during 2019 and 2020, before COVID-19 precautions necessarily paused this effort.
  • USF’s 2020 Accountability Plan, which was approved by the Board of Trustees in April, and the Board of Governors in July of this year, sets very clear operational targets and goals for the University that each unit on each campus plays a role in achieving.
  • The President’s 2020-21 Annual Goals, also approved by the Board of Trustees, articulate explicit targets and metrics we are using as measures of success.
  • USF’s Strategic Performance Management Framework, which details the work before us to achieve our vision of not only maintaining Preeminence in the state of Florida and continuing to achieve our performance-based metrics but also pursuing our aspirations of becoming a Top 25 public research university and becoming eligible for membership in the prestigious Association of American Universities (AAU).
  • The anti-racism statements and recommendations produced in 2020 by USF academic and institutional units, including major committees, task forces, and community organizations.


The Task Force is asked to focus its work on:

  1. Soliciting feedback from faculty, staff, and students regarding the content of the new
    strategic plan for the university. Mandatory consultations will include, for example,
    engaging with deans, regional chancellors and vice presidents, shared governance
    organizations (e.g., Faculty Senate, Staff Senate, Administrative Advisory Council, Student
    Government), Presidential Advisory Councils, all three campuses (including, for example,
    campus faculty councils and campus advisory boards for St. Petersburg and SarasotaManatee), Tampa Bay regional stakeholders (e.g., corporations, governmental officials, K-12 administrators, economic development organizations), alumni and donors, and USF-affiliated unions.
  2. Developing formal vision and strategy statements, ensuring that the university maintains a flexible and agile posture.
  3. Articulating a list of the university’s core commitments and/or values.
  4. Assessing One USF’s existing strengths and current gaps relative to our aspirations.
  5. Describing the university’s opportunities, sources of differentiation and sustainable
    advantage, and contemporary societal dynamics that might shape USF’s success in the
    context of the competitive landscape of higher education.
  6. Articulating an optimal strategy for the entire institution, not for individual colleges, units,
    or campuses.