President MJ Saunders’ Self-Report to Board of Trustees on
2010-11 Goals
August 29, 2011
These accomplishments would not be possible without the committed team of Vice Presidents
and the talented faculty, staff and students at Florida Atlantic University working in concert
toward the goal of making FAU a great university.
Goal 1. Initiate Strategic Planning and Focus University Mission
 Re-initiated strategic planning process to build on 2006 plan. Focus on increasing
academic excellence, establishing University-wide signature themes, ensuring student
success.
The strategic planning process has been re-engaged through appointment of a new Strategic
Planning Steering Committee (SPSC) co-chaired by Dr. Gitanjali Kaul, Vice President for
Strategic Planning and Information Technology, and Dr. Timothy Lenz, FAU Trustee and
Professor of Political Science. The committee’s 12 members include key University
administrators and faculty members and, from the greater community, Dr. Claudia Hillinger,
President of the Max Planck Foundation. The group’s mission is to revisit the 2006-13 Strategic
Plan in its entirety, retain all aspects of it that are serving the University well, revise and refine
goals that require updating, and develop new goals to address today’s opportunities and
challenges. Once again, the strategic planning process is designed to be inclusive, incorporating
input from the University’s key constituencies, including academic, administrative and support
units throughout the University.
To facilitate this process, I retained The Learning Alliance for Higher Education, a consulting
firm that provides valuable research and leadership support services to college and university
presidents. Members of The Learning Alliance came to FAU in February 2010 to facilitate the
Campus Roundtable, a forum promoting dialogue on the University’s strategic goals and
priorities. Interviews conducted with faculty members representing many diverse academic units
yielded a list of key issues that was presented for general discussion during a full-day roundtable
on March 15.
In April a memorandum signed by the SPSC co-chairs was widely disseminated to the
University’s internal constituencies. It provided details on how units and individuals could
provide input to the planning process. Attached was a set of carefully formulated questions that
were to be addressed by all units of the University by May, with reports due by June 30.
The questions in the survey were as follows:
1. What does FAU do well?
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2. What should FAU do in the next five years to become a distinctive and distinguished
institution?
3. What should your unit do in the next five years to become a distinctive and distinguished
department?
4. What challenges does FAU face today?
5. What challenges does your unit face today?
The SPSC included a list of some attributes often associated with successful units and suggested
that those responding to the survey incorporate some or all of them in their discussions and
subsequent responses. The attributes are:
Accountability
Collegiality
Community and public service
Entrepreneurship
Ethnic diversity, cultural and global
perspective
Faculty success
Financial support of excellence and
stewardship of resources
Interdisciplinary inquiry and collaboration
Recruitment and retention of faculty
Recruitment and retention of students
Scholarship and research
Student success
Teaching and learning
Working across campuses and with nonuniversity partners
Responses to the survey were synthesized over the summer into overarching, University-wide
goals to be presented in a report to be distributed by the SPSC in September. Ongoing
opportunities for individuals and units to provide additional input will continue to be provided.
As we re-engage the strategic planning process, we are focusing our efforts on continuing the
University’s development in all three core areas of its mission: education, research and creative
activities, and civic engagement. In each area, we will seek to build upon existing strengths and
move toward new frontiers of achievement that will increase FAU’s value to the students and
communities it serves. Our intention is to make mid-course corrections and additions to the
strategic plan that will enable the University to take advantage of new opportunities and frame
new challenges for the future.
Emerging from this process is the opportunity to set direction for the University utilizing
signature themes to support research, educational programming and community outreach. Three
themes are being proposed: Marine and Coastal Issues, Biotechnology and Contemporary
Societal Challenges.
 Exploiting new opportunities and starting mutually beneficial community partnerships.
We undertook this effort from a position of strength and well demonstrated institutional value.
FAU’s designation as a High Research Activity institution by the Carnegie Foundation for the
Advancement of Teaching provides an impressive outside endorsement of its growth as a center
of important 21st century research, particularly in the areas of biomedicine, biotechnology,
marine science and ocean engineering. FAU has become a powerful engine of growth and
prosperity in South Florida, with a current regional economic impact of about $2 billion
annually. This impact will increase dramatically with the advent of the stadium and the medical
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school. FAU is committed to the concept of stewardship of place and is working in the
community in many ways, from operating healthcare clinics that serve low-income families to
providing thousands of student volunteers to a large variety of non-profit and public service
organizations. FAU’s campuses are vibrant cultural centers that offer members of the public a
wide array of personal enrichment experiences, including Lifelong Learning classes, plays,
concerts, art exhibitions and film showings. All of these aspects of the University’s mission have
been conscientiously developed over a period of many years, and they are all receiving my close
attention and active support.
I have had a very busy speaking schedule during my first year in office, addressing more than 45
outside organizations and University groups throughout our service area, always stressing FAU’s
rapid maturation as a comprehensive university and its growing stature in the academic arena.
I was the keynote or featured speaker at several high-profile events presented by economic and
civic organizations that included the Business Development Board of Palm Beach County, the
Economic Council of Palm Beach County, the Chamber of Commerce of the Palm Beaches, the
Palm Beach Fellowship of Christians and Jews, the South Palm Beach County Bar Association,
the Greater Fort Lauderdale Alliance Board of Directors, the Rotary Club of Fort Lauderdale and
the Martin County Council of Chambers.
Additionally, I made presentations to the Broward, Palm Beach and Treasure Coast legislative
delegations, and I visited Tallahassee to speak with individual legislators.
I became a founding member of the Life Tech Corridor Executive Committee, Board member of
MedUTech, elected member of Broward Workshop, Chair Broward Educational Alliance,
Member HBOI Foundation Board, and Trustee of Greater Boca Raton Chamber of Commerce.
I officiated at the Fall 2010 and Spring 2011 commencement ceremonies, reviving the practice of
awarding honorary doctorates to persons of outstanding achievement and continuing the practice
of awarding President’s Distinguished Service Medallions to special friends of the University.
Expressions of thanks such as these are very meaningful to the recipients and serve to reinforce
the University’s relationship with them.
I spoke at many student events, including the Freshman Convocation, the Phi Kappa Phi
Initiation Ceremony, the FAU High School graduation ceremony, the Student Government
Inauguration Ceremony, the Athletics Hall of Fame Induction Ceremony, the University Honors
Program event, the Graduate Student Owl Awards and the Student Leadership Conference.
When addressing any audience, I take pride in celebrating FAU’s status as the most diverse
institution in Florida’s State University System, with 46 % of our students classified as African
American, Hispanic, Asian, Native American, Pacific Islander, multi-racial or international. All
50 states and more than 130 countries are represented in our student body. We celebrate the rich
diversity of our student body in many ways, including presentation of the annual Festival of
Nations and observance of Black History Month, Hispanic and Latino Heritage Month and
Native American Heritage Month.
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In addition to face-to-face interactions, I maintain contact with the University community in a
number of ways, including Inside FAU webisodes on subjects of current interest, monthly
MyFAU columns and mass email messages to make important announcements such as new
academic and administrative appointments.
Goal 2. Increase Student Success and Affinity to FAU
This goal lies at the very heart of what both Florida Atlantic University and my presidency are
all about. The institution exists to offer superior academic opportunities to students, who deserve
to be given the tools they need to excel. Every other enterprise undertaken by the University,
from facility construction to fundraising, serves the ultimate goal of creating a place where
students can enhance their lives by acquiring a world class education in the fields of their choice.
 Create e-learning opportunities to increase access and diversity of offerings.
I made creation of a Center for eLearning and hiring of a Center Director/Assistant Provost for
eLearning top priorities during my first year in office. Thanks to the dedicated efforts of the Task
Force for eLearning, the Center was brought into existence in record time with a well-defined
mission, and a highly qualified Director/Assistant Provost was found through a national search.
Dr. Monica DeTure, formerly Director of Distance Learning and Outreach Technology at
Auburn University, began her duties at FAU in April. She is responsible for leading our efforts to
implement eLearning across all academic disciplines and programs. eLearning has tremendous
potential, not only from the point of view of responding to students’ need for ease of
accessibility, but also as an evolving educational environment in its own right.
In 2008-09,503 course sections were offered online, which reflected a 12 % increase over the
previous year. In 2009-10, 591 sections were offered, reflecting a 17 % growth rate. In 2010-11,
686 sections were offered online, representing a 16 % growth rate. For 2011-2012, Dr. DeTure
anticipates a growth rate of 15 to 20 % for fully online sections%.
 Improve retention rates by increasing academic support, creating a culture of success
and improving student life.
In pursuit of this objective, I have engaged in the following activities during the first year of my
presidency:

Completed establishment of the Center for Teaching and Learning, a multi-departmental
initiative designed to ensure the academic success of every student and provide faculty
with teaching tools and resources.

Appointed the Honors Task Force, headed by Dr. Edward Pratt, Dean of Undergraduate
Studies, and Dr. Jeffrey Buller, Dean of the Harriet L. Wilkes Honors College, to explore
creative ways to build and enhance all of FAU’s undergraduate research, creative
activities and scholarship experiences and thus embed honors education in the entire
curriculum of the University.
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
Announced selection of the University’s Quality Enhancement Plan topic: “Integrating
and expanding a culture of research and scholarship at FAU through the framework of an
honors program.” Stressed the importance of University-wide support for this initiative in
a detailed email message to all faculty and staff.

Supported and encouraged all activities of the Center for Learning and Student Success,
including Living-Learning Communities, Supplemental Instruction, the Success Series
and Tutoring Services. Programs such as the Learning Communities and classes in
Supplemental Instruction are having a marked effect on overall student success. Last fall
our Living-Learning Communities were the strongest ever, with 200-plus students
studying under the guidance of more than 20 faculty members. During its 11 years of
existence, the Learning Community program has impacted more than 4,000 students and
raised the freshman-to-sophomore retention rate by 10 %age points. In fall 2011, more
than 700 students are expected to enroll in Learning Communities. The Supplemental
Instruction program, which focuses on more than two dozen courses that are historically
difficult for students to pass, has helped increase the success rate in College Algebra and
Methods of Calculus to more than 75 %, up from less than 50 % two years ago.
Programs such as these will continue to receive my strong support. In August 2011 all
academic support services offices moved to a beautiful redesigned space on the second
floor of General Classrooms South. This new facility is the premier learning support
center in the state and also houses offices to support teaching pedagogy.

Oversaw implementation of a $1.6 million Title III grant from the U.S. Department of
Education to support second-year at-risk students. With this five-year grant, the
University created a program called Academic and Career Enhancement for Second-Year
Students (AcCESS), which is designed to get students back on track academically and
reduce choice-of-major and career indecision, an important factor behind second-year
attrition. The grant allowed FAU to create five full-time positions to implement
programs, including vigorous advising, tutoring, major and career counseling, and time
management and study skills workshops. The AcCESS program welcomed its first cohort
of students in spring 2011. Of the 71 students who participated, more than two-thirds
achieved term GPAs over 2.0, and one student earned a 4.0. In the past, most of these
students would have been dismissed from FAU.

FAU’s individual colleges are crafting plans aimed at advancing student success,
including increased emphasis on faculty mentoring and the creation of new majors for
students who are unable to get into their majors of choice, such as nursing.
FAU students were awarded $158.8 million in financial aid in 2010-11, up from $136.7 million
the previous year – an increase of 16 %. We also implemented a textbook rental program to help
ease the financial burden on students in this age of rapidly escalating textbook prices.
 Enhance residential life and academic programs with new facilities.
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Recognizing the important role that the physical environments of our campuses play in attracting
and serving students, faculty, staff and members of the greater community, I took pride in cutting
the ribbon on these major new facilities, which all came in under budget and with high LEED
certifications (approval pending on several):
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
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
Engineering East Building; LEED Platinum; $46,385,563 (Certification awarded)
Culture & Society Building; LEED Gold; $25,594,000 (Certification pending)
Henderson School Expansion; LEED Gold; $5,991,800 (Certification pending)
Davie West; LEED Gold; $36,222,560 (Certification pending)
HBOI Link Building Renovation; LEED Gold; $9,450,000 (Certification pending)
Gave full support to strategically important new construction:
 Innovation Village, Phase I; LEED Silver; $99,056,915 (Occupancy 100%)
(Certification pending)
 FAU Stadium; LEED Silver; $63,490,418 (Opening October 15, 2011) (Certification
pending)
 Harbor Branch Research Lab II: LEED Gold; $19,300,400 (Opening October 2011.)
(Certification pending)
This year the Division of Student Affairs continued to be thoroughly immersed in student life on
all campuses, assisting students with everything from academic support and healthcare to social
activities. Recent achievements include the following:
 The Weppner Center for Civic Engagement & Service was named to the Presidential
Honor Roll for Community Service.
o 1,887 FAU students completed 65,832 volunteer hours from Summer 2010
through Spring 2011.
o Once again, the Weppner Center coordinated Alternative Spring Break, which this
year saw 23 students and 4 advisors travel to Tallahassee to work with the
homeless in two shelters and a church.
o 25 new student organizations were created this year, including six new sorority
and fraternity chapters, bringing the total number of active student organizations
to 228.
o Leadership training is also on the rise, through programs such as the Learn 2 Lead
Institute, the Presidents’ Leadership Experience and the Leadership Conference,
which this year attracted 550 student participants.
o The University’s first Resource Center for Lesbian, Gay, Bi-sexual, Transgender,
Questioning and Allied students opened in January. This Center is staffed by a
paid graduate assistant and more than 30 volunteer students. It is attracting from
50 to 100 visitors per week.
o U.S. News and World Report’s 2010 Trojan Sexual Health Report Card ranked
FAU’s sexual health programming 18th nationally and 2nd in Florida.
I will continue to support the development of student life enhancements of all kinds, from
encouraging the initiative to bring fraternity and sorority housing to the Boca Raton campus to
expanding student activities and services on all campuses. As FAU grows in stature as a
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university of choice for students of traditional age, availability of the full range of enrichment
activities becomes increasingly important. The quality of campus life is a key factor in attracting
students, motivating them to become deeply involved in the college experience and retaining
them through graduation.
I have spent this year enjoying one-on-one and group contact with students at every opportunity,
including at the array of inaugural events, freshman orientation sessions, the Freshman
Convocation, the Phi Kappa Phi initiation ceremony, receptions at the Baldwin House and the
Forkas Alumni Center, classroom visits, research symposia, athletic events including traveling
with the football team to away games, academic conferences and forums, volunteer activities
such as the March for Babies, and Conversations with the President.
I am a strong believer in the value of international experiences for students and stand firmly
behind the proactive efforts of our Office of International Programs. Last year, Florida Atlantic
University was one of 10 universities selected to join the Institute for International Education’s
International Academic Partnership Program to develop relationships with universities in
India. The 2010-11 set of activities led to new ties in India that will undoubtedly produce
Agreements of Cooperation in the future. FAU is now a member of the United States-India
Education Foundation and, as such, will be able to more actively recruit students from India.
We have also entered into a partnership with the American Council on Germany, a non-profit,
non-partisan educational organization dedicated to enhancing transatlantic dialogue and
collaboration. Some of our activities with this organization may also involve the Max Planck
Florida Institute.
FAU has renewed its membership in the European Union Network, which links Florida public
universities to the European Union Center of Excellence based at Florida International
University and the University of Miami. Funded by the EU, the Network gives FAU faculty and
students access to grants, speakers and travel awards as it promotes expanded knowledge and
understanding of the EU and EU-US ties.
New Agreements of Cooperation have been established between FAU and London South Bank
University, the American University of Rome, Nirma University (India), Chulalongkorn
University (Thailand), IQS Barcelona Business School, Angelos University Foundation
(Philippines), Guayasamin Foundation (Ecuador) and ESSEC Business School (France). In
addition, we have renewed the University’s agreements with the Federation of German American
Clubs (representing a consortium of nearly 20 German universities) and Silla University in South
Korea.
 Fall ‘11 enrollment success
Another theme that I have returned to again and again in presentations to both campus and
community audiences is that of FAU’s emergence as a university of choice, as evidenced by
soaring freshman enrollment and campus housing applications. By late May, the Admissions
office had received 3,519 FTIC applications for summer and 24,600 FTIC applications for fall.
Together this is an increase of 88% over last year’s FTIC applications (2,330 summer and 12,610
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fall). In line with the BOT projection, we have welcomed 3,360 first-time-in-college students in
the fall, FAU’s largest-ever freshman class an increase of 555 freshmen students.
Our transfer applications were also up, but not nearly as dramatically. By late May we had
received 3,613 transfer applications for summer entry, or 6% over last year (3,424) and 5,485
applications for the fall, 4% more than last year (5,287). Overall student credit hours are up 6%
for fall 11.
In the same timeframe, fall housing applications totaled a record-high 3,688 (3,473 for the Boca
Raton campus and 215 for the Jupiter campus), up 44% over last year. The residence halls
opened with 100% occupancy, including Innovation Village, and 84 students were housed at the
Boca Raton Marriot until rooms opened for them on campus
The academic credentials of our incoming students are on the rise as well. Last fall’s incoming
class of 2,772 first-time-in-college students had an average high school GPA of 3.4, a combined
SAT score of 1620 – up 18 points over the previous year – and a composite ACT score of 24.
Our incoming Honors College students had even more impressive academic credentials, boasting
an average high school GPA of 4.0, a combined SAT score of 1950 and a composite ACT score
of 28. Included in their number were 13 International Baccalaureate graduates, four recipients of
Cambridge University’s advanced international certificate in education, two National Merit
Finalists, a valedictorian and a salutatorian.
Even greater cause for celebration is the fact that the Honors College enrolled 147 students,
achieving a growth rate of 380% over last year. The Wilkes Medical Scholars Program has
accepted its first four students, with provisional early acceptance by the Charles E. Schmidt
College of Medicine. Honors enrollment for the program for the first two years on the main
campus also more than doubled.
Eighty-three of our student-athletes graduated this year, and 210 of them (42%) earned GPAs of
3.0. Additionally, the FAU women’s golf team was honored at the 2011 Sun Belt Conference
Golf Championship for posting the highest GPA among all 2009-10 women’s teams. I take great
pride in the academic achievements of all of our students and take advantage of every
opportunity to congratulate them publicly. Also, every semester I host a luncheon for the teams
with the highest GPAs teams.
I have made a concerted personal effort to encourage, recognize and reward academic
achievement in students through activities such as the following:

My husband, Dr. George Newkome, and I established the President’s Scholarship
Challenge with a $50,000 pledge that has grown to $240,618 to date from 1,452 donors
and will provide financial assistance to more than 60 students in the fall.

I created a Presidential Award for the student-athlete with the highest GPA.
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
In my commencement addresses I make it a regular practice to showcase students of
special achievement, particularly those who have overcome obstacles to obtain their
degrees.
Goal 3. Establish a Culture of Research, Scholarship and Creative Activity
FAU’s research enterprise experienced significant growth as the number of awards funded rose
by 21%, from 277 in 2009-10 to 335 in 2010-11. Eighteen awards were funded at $500,000 or
more. Funding sources include the National Science Foundation, the National Institutes of
Health, the Office of Naval Research, NASA, the U.S. Department of Energy, the National
Oceanic and Atmospheric Administration, and the State of Florida. We reported $56.473 million
total R&D expenditures to the National Science Foundation for FY2010.
I named Dr. Barry Rosson, Dean of the Graduate College, to the additional position of Vice
President for Research, thus facilitating closer interaction between our graduate and research
programs. During his four years at FAU, Dr. Rosson has worked to create a synergistic
relationship between the Graduate College and the University’s research activities. That initiative
will derive great benefits from his joint appointment as Vice President for Research and Dean of
the Graduate College.
A Mentor/Mentee Program designed to pair tenure-track faculty with senior colleagues on joint
research projects was launched in September 2010 with 15 teams. All teams have submitted at
least one research proposal.
Last fall, the U.S. Department of Energy designated FAU’s Center for Ocean Energy
Technology a national center, naming it the Southeast National Marine Renewable Energy
Center. Annual funding from the DOE increased from $250,000 in 2008 to $1.189 million in
2009 to $2 million in 2010. Including state Center of Excellence funding and funding from
industry, the center has received $17.36 million since 2007 in support of its efforts to generate
energy from Florida’s offshore ocean currents.
FAU’s Harbor Branch Oceanographic Institute has claimed much of my attention this year. I
have spent a considerable amount of time familiarizing myself with the personnel, mission,
achievements and challenges of this remarkable institute, which is known around the world as a
leader in ocean-related innovation, exploration, research, education and conservation. I am a
member of the HBOI Board of Directors.
In December 2010, I appointed Dr. Margaret Leinen to the dual position of Director of HBOI
and Associate Provost for Marine and Environmental Initiatives – a new office at FAU. She
brings a wealth of experience to FAU in the critically important field of environmental science,
having served in leadership positions at the University of Rhode Island and the National Science
Foundation as well as in private industry. We are indeed fortunate to have the benefit of her great
knowledge and skills as we work to take Florida Atlantic University to a position of international
leadership in ocean-related environmental science education and research.
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Recently, HBOI established a formal research and education partnership with the Georgia
Aquarium that is designed to focus their combined expertise and resources in ocean sciences and
conservation on the ecosystems of the southeastern United States, with eventual expansion to
other regions. The plan calls for research and education collaborations in the areas of marine
mammal research and conservation, coral reef research and conservation, and marine species
husbandry/aquaculture.
I have also been involved in getting an important new regional economic development initiative
off the ground. The Life Tech Corridor (LTC) is a multi-member project that is working to
establish an industry cluster in South Florida focused on biotechnology, pharmaceuticals,
diagnostics and information technology. Plans call for the LTC to partner with the Florida High
Tech Corridor in Central Florida and with public and private institutions throughout South
Florida under a long-term innovation and high technology growth strategy.
Pharmaceutical and biotechnology companies are demonstrating significant interest in locating in
South Florida, and in recent years the state has invested more than a billion dollars in the life
sciences. High performance information technology has joined biotechnology to greatly advance
informatics, drug design, image analysis and clinical record-keeping. The research capabilities of
the region’s universities are rapidly expanding. The time is clearly at hand to launch a regional
effort to establish South Florida as one of the world’s most productive centers of scientifically
and economically important research activities, and that is what the LTC is all about.
Spade work to set this initiative in motion began in August of 2010. I am a member of the LTC,
representing FAU. Other institutions and organizations with representation include Florida
International University, the University of Miami, Enterprise Florida, the Beacon Council, Nova
Southeastern University, Broward College, Miami Dade College, the Broward Alliance, the
Business Development Board of Palm Beach County, the Economic Development Council of St.
Lucie County and other entities in both the public and private sectors. State Senator Jeremy Ring
is a strong supporter of this broadly based collaborative undertaking.
MedUTech is a related initiative focused exclusively on the Boca Raton area and actively
supported by FAU and some of the University’s strongest allies, including Dick Schmidt, who
heads the Schmidt Family Foundation, Kelly Smallridge, President and CEO of the Business
Development Board of Palm Beach County, and Jerry Fedele, CEO of Boca Raton Regional
Hospital. The MedUTech initiative is aimed at growing the city’s healthcare, education and
technology clusters. MedUTech kicked off in November 2010 at a well-attended program held at
the Boca Raton Resort & Hotel. I am a member of the MedUTech Board.
I demonstrate my sincere interest in and deep respect for the work and concerns of faculty in a
number of ways. I have reinstituted the practice of bringing the Eminent Scholars together for an
annual lunch at the Baldwin House. I have also hosted recognition events at the Baldwin House
for faculty members who mentor less experienced faculty researchers and graduate students. I
attend both general and steering committee meetings of the University Faculty Senate on a
regular basis. Upon arriving at FAU last year, I enthusiastically endorsed the concept of the
Faculty/Staff Club, and I am a frequent lunchtime patron there. I stipulated that faculty research
symposia be featured during my Inaugural Week activities and I spoke at the Research
Recognition Event. Upon becoming President of FAU, I made visiting each college a top
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priority, and during my first semester here I made it known that I would welcome opportunities
to sit in on classes, an overture that was very well received. I have, in fact, had the privilege of
sitting in on several classes. I stipulated in my request to faculty that I simply wanted to be “a fly
on the wall” in their classes, did not need to speak and was not motivated by a desire to evaluate
their lecture styles. The result was several very enjoyable classroom sessions with faculty
members and students who welcomed me into their interesting class discussions. I found these
experiences exhilarating, and I intend to continue seeking such invitations in the year ahead.
As a final note I might mention that I sought and found some beautiful pieces of faculty artwork
for my office on the Boca Raton campus to demonstrate my admiration for the work of our
talented faculty.
As a lifelong supporter of the arts and humanities, I take great personal pleasure in celebrating
the creative and artistic achievements of the University’s faculty and students. I attend plays,
dance performances, concerts and exhibitions, often meeting those whose work is being
showcased. In my speeches this year, I have made a point of announcing that Blane de St. Croix,
a professor in our Department of Visual Arts and Art History, won a 2010 Guggenheim
Fellowship – the highest recognition in the arts and humanities. The University’s talented
musicians perform at many events at the Baldwin House and at other campus venues, including
at every commencement ceremony. In the coming year I will work with the Provost to find a new
Dean for the Dorothy F. Schmidt College of Arts and Letters through a national search.
 Set University academic themes via strategic planning process and funding of research
priorities.
The following research priorities for internal funding have been established and FAU researchers
have formed partnerships to pursue funding and move various aspects of the projects forward:

Climate Change: “Research, Engineering and adaptation to a Changing
Climate”
Partner: Florida Public Health Institute
Joint proposal has been submitted to the National Institutes of Health
Partner: Florida International University
Working on developing a joint proposal on sustainability for submission to the South
Florida Regional Planning Council under their HUD award
Partner: U.S. Geological Survey
Working with the USGS on climate change, sea level rise, carbon sequestration and
rainfall intensity
Partner: U.S. Army Corps of Engineers
Working with the Corps on sea level rise and planning issues

Neuroscience: “Brain Function, Damage and Repair”
Partner: Max Planck Florida Institute – joint symposium
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
Healthy Aging: “Healthy Aging: Interdisciplinary Research to Improve Quality
of Life and Quality of Care for Aging Americans”
Partners: Mae Volen Center, LA Lee YMCA Family Center, West Palm Beach
Housing Authority, City of Miami Gardens Parks & Recreation Department, Hispanic
Unity of Florida, West Palm Beach Housing Authority, Deerfield Beach Century
Village
These themes will play a key role in the setting of internal funding priorities during the coming
year, and they will influence the development of academic themes pertaining to the University’s
research activities.
FAU is actively engaged in many funded partnership research projects. Here are some recent
highlights:
Project Title: “Structure Function and Application of Metallproteinase Inhibitors in
Osteoarthritis”
Principal Investigator: Dr. Keith Brew
Partner: Imperial College (London)
Funding: $470,593
Funding Source: National Institutes of Health
Project Title: “Early Dual Language Development in Children from Spanish-speaking
Families”
Principal Investigator: Dr. Erika Hoff
Partner: George Washington University
Funding: $542,350
Funding Source: National Institute of Child Health and Human Development
Project Title: “Deepwater Horizon Oil Spill: Assessing Impacts on Critical Habitat”
Principal Investigator: Dr. Ed Profitt
Partners: Florida Wildlife Commission, The Citadel, Florida State University
Funding: $337,631
Funding Source: Florida Institute of Oceanography
Project Title: “Diabetes Education and Research Centers”
Principal Investigator: Dr. Kathleen Valentine
Partner: Palm Beach Atlantic University
Funding: $550,000
Funding Source: Palm Healthcare Foundation
Project Title: “Characterization of Electromagnetic Fields”
Principal Investigator: Dr. Manhar Dhanak
Partners: Nova Southeastern University, U.S. Navy
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Funding: $705,000
Funding Source: Office of Naval Research
Project Title: “Discovery of Anti-tumor Agents Effective Against Pancreatic Cancer”
Principal Investigator: Dr. Amy Wright
Partner: University of Central Florida
Funding: $337,470
Funding Source: National Cancer Institute
Additionally, FAU has just executed a Memorandum of Understanding with the Vaccine & Gene
Therapy Institute to work on collaborative research projects within the context of the recently
established, Florida-based Infectious Disease Research Institute.
A major, three-pronged partnership initiative involving the Department of Ocean and Mechanical
Engineering and SeaTech has brought more than $3 million in federal funding to FAU. The three
projects are briefly described as follows:
Atlantic Center for the Innovative Design & Control of Small Ships (ACCESS): This fiveyear Office of Naval Research-sponsored international research collaboration between Stevens
Institute (lead), the Naval Academy, Webb Institute, Naval Postgraduate School, FAU and
University College in London is aimed at developing innovative unmanned autonomous small
surface ships. FAU will receive more than $900,000 over the five-year-period for this project,
which will lead to the development of systems for autonomous cooperation between small
surface ships and autonomously launched autonomous underwater vehicles.
Naval Engineering Education Center (NEEC): This is a five-year, multi-university, $50
million U.S. Navy initiative that involves collaboration led by the University of Michigan to
support the development and maintenance of a skilled engineering workforce in the Navy
laboratories. Collaborating universities include FAU, MIT, Virginia Tech, Webb Institute, Penn
State, Stevens Institute, Georgia Tech, Florida State University, Old Dominion University, the
University of Texas-San Antonio, the University of Washington, the University of New Orleans,
the University of Iowa and Tennessee State University. FAU will receive $1.45 million for this
project, which will provide new research opportunities for FAU faculty as well as career,
scholarship and internship opportunities for FAU students.
Characterization and Exploitation of Magnetic and Electric Fields in the Coastal Ocean
Environment: This project is a collaborative research initiative between FAU’s SeaTech, the
U.S. Navy and Nova Southeastern University. FAU received $705,000 for this project, which is
sponsored by the Office of Naval Research. This is potentially a multi-year effort that will lead
to the development of a one-of-a-kind, in-water electromagnetic test facility on the Navy range
in the Atlantic Ocean just off SeaTech in Dania Beach. It will be designed to identify the sources
and nature of background electromagnetic noise in coastal waters that affect the detection of
weak man-made electromagnetic signals.
Again, the partnership research projects cited above are simply highlights of those in progress at
FAU.
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 Recognize, reward, and communicate faculty/student accomplishments to local and
national audiences.
The Office of Media Relations has generated widespread publicity about the achievements of
FAU’s students and faculty in media venues that include the Associated Press, CBS, NBC,
MSNBC, the History Channel, the National Geographic Channel, local NPR stations, U.S. News
and World Report, The New York Times, National Geographic, the Washington Post, Delta Sky,
Bloomberg News, the Seattle Times, the Pittsburgh Post-Gazette and the San Diego Union
Tribune.
In the immediate aftermath of the Gulf Oil spill, NBC correspondent Kerry Sanders spent several
days at Harbor Branch interviewing marine scientists and reporting from under water in Harbor
Branch’s submersible.
In May, stories about the ocean-oriented energy research work that is taking place at FAU
received coverage in Florida Trend and The New York Times.
Local and national reporters make frequent use of the FAU Experts Guide that is posted on the
University’s homepage, contacting faculty members for information and commentary on issues
ranging from local, state and national elections to the death of Osama bin Laden.
The Department of Marketing and Creative Services has greatly increased FAU’s presence on
social media, including Facebook, Twitter, YouTube and iTunesU. Here are some statistics:
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Facebook: Fans 12,598 – increase of 5,050 over last year; ranks 9th as a referral site to
FAU.edu.
Twitter: 1,775 followers – doubled this year.
YouTube: 21,233 channel views since the launch – also houses videos that are viewed
from FAU.edu and FAU.com.
iTunesU: average of 200-300 unique viewers each month, with an average of 500
previews and 400 downloads.
Flickr: used for photo galleries – 178,387 views since October 2010.
Search engine optimization and Google ads contributed to 6.9 million hits to fau.edu
from May 2010-May 2011.
Successful launch of FAU.com – average of 300-400 hits per day; ranks 7th as a referral
site to FAU.edu.
Successful launch of FAU Today – average of 150-200 hits per day.
 Establish the independent Charles Schmidt College of Medicine.
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During the first year of my presidency, I have been deeply involved in the establishment of the
Charles E. Schmidt College of Medicine. I have met with Dean Michael Friedland on a regular
basis to make decisions about all aspects of the lengthy and complex process of bringing a new
medical school into existence. I met with the members of the accreditation team when they
visited campus, hosted the event at which the college’s launch plans and preliminary
accreditation were announced, and wrote an op-ed piece about the advantages of having a
medical school at FAU. To date, the Charles E. Schmidt College of Medicine has established
relationships with more than 350 local physicians and partnership agreements with eight leading
area hospitals. The program’s appeal to potential medical students was demonstrated early on,
when about 1,500 applications for admission were received for the 64 slots that are available in
the founding class. A highly distinguished initial cohort of medical students will begin their
studies at FAU in the fall of 2011. Third-year and fourth-year internships have been established,
and we are working with a consortium of hospitals on a variety of residency programs.
Goal 4. Improve FAU’s Financial Stability
 Develop multi-year enrollment revenue/other revenue/resource/expenditure plan for
appropriate growth and financial stability.
A detailed multi-year plan has been developed by the Division of Finance. We balanced the
2010-11 budget despite continued cuts. Guided by the strategic plan and informed by current
economic conditions, it includes the following 2012-13 Legislative budget request (LBR):
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Improve baccalaureate retention and graduation -- $1 million
Meet student demand in face of continuing growth -- $2 million
General Classroom Phase 2 -- $19.5 million
Expand research opportunities -- $6 million
Vivarium -- $8.9 million
Quality Enhancement Plan (QEP) -- $985,981
Faculty salary/retention program -- $5 million
With regard to tuition income, it is the goal of the Board of Governors and the Florida
Legislature to get to the national average. An incremental increase of $4 million for 2011-12 is
projected through the combination of base tuition and differential tuition and increased
enrollment.
The University has achieved significant savings and optimized revenue in a number of ways this
year, including the following:
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Implementation of the federal Direct Lending program, providing all loan processing
previously handled by private lenders at no cost to the University.
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Sales tax recovery initiative – processed $12.6 million in exempt purchase orders,
yielding a tax savings of more than $750,000 in 2010-11.
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Significant salary and benefits savings were realized through elimination of the
positions of Senior Vice President for Marketing and Communications and Vice
President for Regional Campuses and combination of the positions of Dean of the
Graduate College and Vice President for Research. Many open positions were not
filled in all areas of the University. Units were merged and positions eliminated.
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Efficiencies have also been achieved through better classroom space utilization,
merging sections and closing small enrollment classes.
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The faculty and police contracts were settled through the collective bargaining
process.
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Growth projections have been met to fully fund the 2011-12 budget (500 additional
freshman and 6% SCH growth). The maximum tuition increase was approved by the
Board of Trustees and the Board of Governors. Out-of-state students and full-paying
students increased.
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A plan has been developed to meet a potential 10% reduction from the state that
includes flexible calendaring (9 +10 month appointments and 75% positions),
merging units, out-sourcing all maintenance, and staff reductions.
 Define branch campus academic priorities with consideration of community needs,
academic resources and financial planning.
Assigning specific missions to the branch campuses is always a work in progress. The following
emphases have been established:
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The Davie campus (the largest branch campus in the Florida system) offers a broad range
of degree programs to upper-division students, in partnership with Broward College.
Lower division labs will be offered in fall 2011.
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The Downtown Fort Lauderdale campus offers degree programs that have urban
environment applications.
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SeaTech is an ocean engineering research and development center strategically located
between the Intracoastal Waterway and the Atlantic Ocean in Dania Beach.
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The Jupiter campus has developed a strong focus on the biosciences, thanks to the
presence on that campus of Scripps Florida and the Max Planck Florida Institute. As the
home of the Harriet L. Wilkes Honors College, it is also a center of honors education.
Upper-division programs are offered in partnership with Palm Beach State College.
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The Treasure Coast campus offers upper-division degree programs, in partnership with
Indian River State College.
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The Harbor Branch Oceanographic Institute offers students education and research
programs in the marine sciences.
We plan to promote the science initiative in Jupiter, offer more lower-division courses in Davie,
integrate Harbor Branch programming with the teaching and research mission of the University,
and in general raise the profile of FAU’s Honors programs in all locations. The planning process
is still in the data collection and analysis phase, and it will be early fall 2011 before we have a
complete plan.
FAU’s articulation partnership with Broward College has a long history of success and has been
widely hailed as a model 2+2 program. The 2010 Legislature authorized an allocation of
$915,000 to FAU to support existing 2+2 partnership programs with Broward College, Palm
Beach State College and Indian River State College and create new 2+2 programs with the same
partner institutions. This funding was received in May 2011.
The University’s relationship with Broward College is key to its growth and development in
Broward, where three of FAU’s seven campuses are located. Building linkages at every level in
Broward is one of my top priorities. I meet frequently with our Broward supporters, including
the Broward President’s Community Council, attend high-profile FAU Broward events such as
the Seaside Shindig and speak before Broward community groups,
I have been accepted for membership in the Broward Workshop, an important economic
development group.
 Promote the University internally and externally, creating a climate of pride and
excellence.
From the beginning of my presidency I have struck a theme of institutional excellence, both to
celebrate the achievements of Florida Atlantic University and to encourage everyone who is
involved with the University to visualize and move toward even greater heights. The theme of
my first major address at FAU, the 2010 State of the University Address, was “FAU 2010:
Engaging Students, Preserving the Vision, Pursuing New Goals.” For my inauguration, I chose
the theme “Making Waves: Celebrating and Cultivating Discovery, Diversity and Distinction.”
Going beyond rhetoric, I incorporated into the week-long inaugural activities many events that
demonstrated the outstanding capabilities of FAU’s students and faculty, including the Research
Priority Symposium on Climate Change, the Undergraduate Research Symposium, the Harbor
Branch Oceanographic Institute Research Symposium and the Higher Education Symposium,
which was titled “The Changing Landscape of Higher Education.” A total of 29 events were held
in conjunction with my inauguration, ranging from these very interesting symposia to the Waves
of Blue Concert, Spirit Day and the FAU-FIU football game. All of them were designed to
celebrate FAU’s rapid emergence as a well-rounded institution of higher education that offers
students a wide variety of scholarly, entertainment and athletic experiences.
I have had frequent interaction with the news media, making visits to the editorial boards of the
Scripps Treasure Coast Newspapers, the Palm Beach Post and the Sun-Sentinel just before the
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beginning of the 2010 fall semester. Return visits are scheduled for fall 2011. Additionally, I
have been interviewed by the Chronicle of Higher Education, Florida Trend, the South Florida
Business Journal and Delta Sky magazine, as well as by local print and broadcast media,
including the University Press, FAU’s student newspaper.
I had the good fortune of beginning my service at FAU just as the University’s 50th anniversary
year was approaching. This presented the opportunity to direct public attention to the tremendous
strides that FAU has made over the years, beginning as a small but innovative upper-division
institution built on an abandoned U.S. Army airfield in Boca Raton and developing into the
large, comprehensive, multi-campus university that it is today. Throughout 2011, we are weaving
the celebration of FAU’s 50th anniversary into all high-profile events by incorporating the
specially designed 50th anniversary graphic into printed materials, making note of the historic
occasion in speeches and publicizing it through all available venues. Banners are being displayed
on all campuses. A 50th anniversary website has been created and a book chronicling the history
of FAU in photographs and text is in production. A video is also planned.
 Increase philanthropy to University for scholarships, athletics and special events.
My husband, Dr. George Newkome, and I established the President’s Scholarship Challenge
with a $50,000 pledge that has grown to $240,618 to date from 1,452 donors and will provide
financial assistance to more than 60 students in the fall.
The 50th Anniversary Gala is scheduled to be held in the new stadium on October 29. To date, 40
leading members of the outside community have agreed to serve on the host committee for the
gala and $429,909 in sponsorships have been obtained (through August 22). Through linking
regularly scheduled events on all campuses to the 50th anniversary and finding underwriters for
special projects such as the video, we are able to celebrate this milestone year in a cost-effective
way.
Existing strategic partnerships will continue to be nurtured and new ones sought. The
University’s key current partners include:
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State colleges in Broward, Palm Beach and Indian River counties
School districts serving Broward, Palm Beach and Indian River counties
Area hospital districts and hospitals
The Scripps Research Institute
The Torrey Pines Institute for Molecular Studies
The Max Planck Society
The Vaccine and Gene Therapy Institute
Foundation endowments have almost recovered from the economic downturn of the past two
years. As of April 30, the FAU Foundation’s endowments were valued at $180 million against a
high of $192 million in 2007.
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As of May 1, the Foundation had raised $13.6 million in new gifts and commitments, surpassing
its goal of $9.6 million. It was anticipated that $14 million would be reached by the end of the
fiscal year (June 30) independent of stadium gifts.
Recent major donations include a $2 million stadium gift from the Schmidt Family Foundation, a
$5 million deferred gift to the Louis and Anne Green Memory & Wellness Center from Holly
Rockwell, and a $1 million gift from the estate of Thomas Chastain for the Honors College.
Dean Anne Boykin’s retirement led to an opportunity to create the Anne Boykin Institute for the
Advancement of Caring in Nursing. Christine E. Lynn gave $500,000 to this initiative and the
Schmidt Family Foundation committed $200,000. Mrs. Lynn will donate additional dollars to
bring the total to $1 million.
Philanthropic dollars pledged or collected for the stadium for annual year 2010-11 is $3,921,025,
and the total for all stadium contributions to date is $6,089,984
The annual faculty/staff giving campaign had another successful year as 416 employees
contributed just under $396,000, demonstrating their belief that this University is on the rise.
The total number of donors to FAU has reached 5,568, which is a five-year high. This includes
1,794 alumni donors – also a five-year high.
Throughout the first year of my presidency, I have met with a number of potential major donors
in a variety of settings, including at dinner, at football games and on the golf course. I hosted or
attended more than 100 of these development events. I will continue to seek to expand the
University’s base of friends and supporters.
Goal 5. Build an Effective Administration Team
 Participate in national New Presidents’ Academy program.
In July 2010 I went to Stowe, Vermont, to attend the week-long New Presidents’ Academy of the
American Association of State Colleges and Universities. I found the experience to be quite
helpful both in establishing the mindset and offering some practical tools to create a solid
foundation for a successful and proactive university presidency.
 Attract key senior administrators: Provost, VP for Finance, VP for Strategic Planning
and Information Technology, VP for Research
This goal has been accomplished with the following appointments:
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Dr. Brenda Claiborne, Provost and Chief Academic Officer
Mr. Dennis Crudele, Sr. Vice President for Finance
Dr. Gitanjali Kaul, Vice President for Strategic Planning and Information Technology
Dr. Barry Rosson, Vice President for Research and Dean of the Graduate College
Dr. Margaret Leinen, Executive Director of the Harbor Branch Oceanographic
Institute
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 Establish a collegial Vice Presidential team whose members take responsibility for
their individual areas and collaborate on University-wide decisions.
The Vice Presidential team that has come together to serve Florida Atlantic University is
composed of 10 individuals who have extensive experience in their respective areas of
responsibility. They are all seasoned mid-career professionals with well-demonstrated ability to
think strategically, analyze and solve problems, manage large and diverse staffs, develop and
function within budgets, work effectively with others both inside and outside the University, and
achieve their goals. I meet individually with each one of them on a regular basis, and they take
part in our weekly Senior Staff meetings. They work very effectively as a group, helping one
another deal with problematic issues and collaborating on projects that call for the cooperation of
two or more divisions. Their group dynamic is characterized by “good chemistry” and genuine
collegiality; it is easy to see that they are friends as well as professional associates.
The Vice Presidents are men and women of high accomplishment and impeccable ethics who are
dedicated to serving FAU and who model the highest and best institutional values in all they do.
I am proud to call them my colleagues, and I look forward to working with them in the years of
challenge and opportunity that lie ahead.
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