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 Mission and purpose of the...
 Strategic fit
 Program challenges
 Assessment and improvement...
 Academic culture
 Budget requests
 Non-recurring requests
 Recurring requests






Group Title: College program / budget review
Title: College program / budget review 2007.
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 Material Information
Title: College program / budget review 2007.
Series Title: College program / budget review
Physical Description: Serial
Language: English
Creator: College of Journalism and Communications, University of Florida
Publisher: University of Florida College of Journalism and Communications
Place of Publication: Gainesville, Fla.
Publication Date: 2007-2008
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Subject: University of Florida.   ( lcsh )
Spatial Coverage: North America -- United States of America -- Florida
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Bibliographic ID: UF00086994
Volume ID: VID00001
Source Institution: University of Florida
Holding Location: University of Florida
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Table of Contents
    Mission and purpose of the program
        Page 1
        Page 2
        Page 3
        Page 4
        Page 5
    Strategic fit
        Page 6
        Page 7
        Page 8
    Program challenges
        Page 9
    Assessment and improvement actions
        Page 10
    Academic culture
        Page 11
        Page 12
        Page 13
        Page 14
    Budget requests
        Page 15
        Page 16
        Page 17
    Non-recurring requests
        Page 18
    Recurring requests
        Page 19
Full Text











March 9, 2006


To: Provost Janie Fouke

From: Interim Dean John Wright

Re: COLLEGE PROGRAM/BUDGET REVIEW, 2007


I. Mission and Purpose of the Program
The mission of the College of Journalism and Communications is
to prepare exemplary professional practitioners and scholars for various journalism
and communications fields;
to generate, translate and disseminate new knowledge about these fields, especially
the role and functions of journalism and communications in a democratic society, and
to advance the understanding and practice of journalism and communications for a
diverse global community.
The Division of Graduate Studies in the College of Journalism and Communications
seeks to advance understanding of how mass media and communications contribute to
democracy, the economy and a diverse society, and to create graduates who can contribute to this
understanding and dialogue. Our graduates learn how to advance the body of knowledge in mass
communication by critically evaluating and investigating media theory, research, and applied
knowledge. As such, we prepare professionals, educators, and scholars who, through
management and research, can provide leadership and service to their fields both nationally and
internationally.

Goals and Expected Outcomes
The College of Journalism and Communications continues to work on its central goal of
enhancing and deepening its achievements and reputation as one of the nation's top-ranked
programs in graduate and undergraduate study of journalism and communications. For more
than 20 years, all of the College's specialties (advertising, journalism, public relations,
telecommunication) have been listed in the top 10, and usually the top 5 or 6, in rankings of
programs in these fields. The Department of Public Relations is consistently ranked among the
top three. The faculty and graduate students have generated the highest number of scholarly
papers presented at our most prestigious academic and professional conferences, and our creative
faculty continue to gain national/international recognition for excellence. The Department of
Journalism alone includes two professors who have been named national teacher of the year in
journalism education in the past six years, and our students historically place well in national
competitions and earn the most coveted internships.
The College structured its strategic plan to align with the University's so we have a seamless
approach to developing and implementing priorities. The College will continue to adapt our plan









to complement the University's work plan as we remain responsive to rapid changes in the
professional fields for which we prepare students.
Sustaining and deepening the College's accomplishments and reputation is a major focus of
our ongoing programmatic reviews. As a professional-preparation college, we regularly
consider, among other things, the balance of faculty and students, both undergraduate and
graduate level; the mix of faculty with academic and scholarly expertise and those with strong
professional experience; adequacy of space and budget to meet faculty, student and overall
programmatic needs, and curricular and other program changes that will keep the College as
current as possible. This report addresses these issues and responds to specific items as
requested by the Provost.
Goals and Outcomes
Although the goals and outcomes in this section are grouped according to the four requested
categories, the categories are not mutually exclusive. Some goals fall into more than one
category but are listed only once.

Teaching
Goal 1: Continue to review, assess and adjust curriculum in the four departments to
address rapid changes in journalism, advertising, public relations and telecommunication.
Outcome: Maintain the College's position among the top undergraduate and graduate
programs in journalism and communications; students are competitive for jobs in industry.

Goal 2: Continue to offer high quality professional and scholarly education in journalism
and communications based on a liberal arts foundation and assure that students receive training
in new communication technologies.
Outcome: Students are well-equipped to think critically in the dynamic and changing
communications industries and are sought by the professions because they are trained in new
methods for information gathering and storytelling, using all forms of media.

Goal 3: Grow doctoral program enrollment.
Outcome: Increases in national stature of program, research and grant productivity,
number of doctoral graduates, and Grad II SCH.

Goal 4: Enhance interdisciplinary work within the College and with units across campus,
in particular, international/cross-cultural communication and science/health communication.
Outcome: Increase in research productivity and grant funding; increase in number of
minors within the College and areas of specializations for majors; increase collaborative course
development/listing with other colleges to improve students' interdisciplinary course work
experience.

Goal 5: Increase the number of research methods courses offered within the College.
Outcome: Enhanced master's and doctoral curriculum; students learn methods from
mass communication and interdisciplinary perspectives and become more well-grounded
scholars; increase graduate-level SCH.

Goal 6: Increase teaching opportunities for doctoral students.









Outcome: Doctoral students refine teaching skills and are more competitive for tenure-
track teaching jobs at top universities.

Goal 7: Test and implement on-line distance education course offerings, including
courses in international advertising, introduction to advertising and advertising software and
intercultural communication.
Outcome: Increase availability of College curriculum across the state, nation and
globally. Increase College SCH productivity and funding base.

Goal 8: Increase summer enrollment through creation of "Summer Session Minors"
Outcome: Summer Advertising minor will be offered in the 2007-08 academic year;
students benefit from availability of minor; summer SCH will increase and SCH leakage to other
institutions will be reduced.

Goal 9: Creation of converged newsroom/media laboratory.
Outcome: Enhanced cross-platform training for students through actual laboratory
experience in print, online, broadcast and other electronic journalism, advertising and public
relations. More students leave the program with practical experience using new multi-media
technologies across platforms.

Goal 10: Reconfigure existing space to enhance students' laboratory learning
experiences. In particular, provide a lab devoted to writing and additional lab space for ENPS
(Electronic News Production System) for students in news producing, non-linear editing stations
for students in both video production and news, and a lab equipped for students in media
management to take advantage of the College's unique investment in Arbitron software and data.
(We are the only college in the world to have such access.)
Outcome: Increased experience for our students to master new and emerging
technologies and software, and improved faculty morale and efficiency because of readily-
available, well-equipped facilities.

Goal 11: Creation of Hispanic Journalism Program
Outcome: Enhance overall quality of Hispanic journalism and coverage of
Hispanic/Latinos issues and events resulting in increased awareness and understanding of culture
and issues; enhance understanding of journalism in democratic society in Latin America;
increase in graduate SCH.

Goal 12: Development of a Center for International Public Relations Education.
Outcome: UF becomes established as a center for research and training of professionals
in public relations ethics, sustainability, and corporate social responsibility communication.

Goal 13: Increase funding for travel, including attendance at professional workshops,
short-courses, and other professional development opportunities.
Outcome: Faculty members are more adept and knowledgeable to teach students about
rapidly changing technologies for acquiring, producing, and distributing electronic media
content.










Research
Goal 1: Continue to increase the quantity and quality of faculty and graduate student
refereed research and juried creative activities at the national and international levels.
Outcome: Generation of new knowledge relevant to mass communication and the
communication professions; College reputation for productivity in scholarship and creative
activities is enhanced.

Goal 2: Increase research collaborative efforts through interdisciplinary work within the
College and with units across campus, in particular areas of College strength--
international/cross-cultural communication and science/health communication.
Outcome: Increase in research productivity, number of grant proposals, and grant
funding.

Goal 3: Maintain comprehensive and updated faculty research performance online and
presentation of faculty research performance through networking opportunities on campus (to
other colleges) and off campus (to peer institutions).
Outcome: Increase dissemination of research products and increase visibility of College
research performance among its peers.

Goal 4: Increase/enhance research component of College new faculty orientation and
tenure and promotion workshops.
Outcome: Increased nurturing of junior faculty research capabilities and productivity.

Goal 5: Develop and sponsor grant workshops featuring grant writing professionals,
recipients, and granting agency personnel.
Outcome: Increase faculty interest and expertise for grant development.

Goal 6: Improve the effectiveness and efficiency of grant development and
administration through programmatic changes.
Outcome: Shorten and streamline grant paperwork processing; anticipate grant
recipients' needs through regular communication and proactive assessment; implement a summer
grant development system.

Service
Goal 1: Revise the College Constitution.
Outcome: Increase shared governance in the College and revised committee structure
that will achieve more efficient and effective faculty participation in governance.

Goal 2: Identify and develop interdisciplinary links through which the College can
provide service to other units on campus and the community. (For example, during Spring 2007,
all sections of ADV 4101 contributed campaign concepts and executions for a Summer B 2007
"responsible drinking" campaign targeted to incoming freshmen.)
Outcome: The departments build stronger relationships across campus; in this instance,
UF students are more aware of problems related to alcohol consumption.









Goal 3: Continue enhancement of broadcast stations' role in interdisciplinary efforts of
the College.
Outcome: Overall enhancement of interdisciplinary service contributions and intellectual
life of the College through programming such as "Health in a Heartbeat" and "Recess!"

Goal 4: Creation of a Division for Distance Education in the Department of Advertising.
Outcome: Department provides marketing communications support for UF's distance
education programs.

Goal 5: Provide professional executive training programs such as the KOBACO (Korean
Broadcasting Advertising Company) program for Korean broadcasting advertising executives.
Outcome: Increase international reputation of College and increase funding base.

Goal 6: Maintain sponsorship of the Florida Scholastic Press Association.
Outcome: College promotes study of journalism in high schools across the state of
Florida.

Goal 7: Increase graduate student involvement in College committees.
Outcome: Inclusion of student perspectives in College functioning increases; graduate
students learn about committee service and the value of shared governance.

Goal 8: Increase support for faculty serving as journal editors.
Outcome: Increased role in editorial process and increased visibility for College.

Goal 9: Maintain support for the Brechner Center for Freedom of Information and the
Marion Brechner Citizen Access Project.
Outcome: The Center provides information and education for academicians, journalists
and others nationally and internationally regarding the importance of free speech and the free
flow of information and the importance of open government in a democratic society.

Goal 10: Provide leadership and support for broadcast station operations.
Outcome: The radio and television stations will continue to offer quality programming,
including original and local productions (e.g. "Recess!" "Family Album Radio," "Health in a
Heartbeat," "The Caravans" "Front Page On the Air" and live news programming), and play a
vital role in the educational mission of the College.

Diversity
Goal 1: Identify outstanding doctoral students and faculty members across the nation
who are members of under-represented groups for faculty recruitment.
Outcome: Faculty will become more diverse in racial, ethnic, and cultural backgrounds.

Goal 2: Provide mentoring and support for current faculty.
Outcome: Retain current faculty.

Goal 3: Assess and revise mission and function of Knight Division for Scholarships,
Career Services and Multicultural Affairs.









Outcome: Increase in recruitment and retention of students from under-represented
groups.

Goal 4: Support UF diversity programs, e.g., Minority Mentor program.
Outcome: Increase in UF's retention efforts and graduation rates.

Fundraising
Goal 1: Reconstitute the College's major fundraising advisory committee, the Board of
Advocates.
Outcome: Board assists in organizing UF Tomorrow capital campaign.

Goal 2: Increase focus on nationwide fundraising.
Outcome: Increase in alumni giving base and amount of funds raised.

Goal 3: Focus philanthropic efforts on the teaching and research mission of the College.
Outcome: Increase in unrestricted funding for faculty development and funding for new
research and writing lab, converged newsroom/media center and Hispanic Journalism Program.

Goal 4: Increase associate deans' and department chairs' interaction with development
officer and dean regarding fundraising goals and activities.
Outcome: Increase departmental involvement in fundraising.

II. Strategic Fit
The goals outlined above and current activities of the College of Journalism and
Communications are in congruence with the strategic plan of the College. The goals promote
increased shared governance, growth in graduate enrollment, and increased emphasis on
graduate education, including increases in funding for graduate assistantships and fellowships,
increases in research and creative productivity, internationalization of the College and emphasis
on cross-cultural and social issues, interdisciplinary efforts, and new technologies.
Specific activities include the Department of Advertising's effort to establish a Division
for Distance Education and its study abroad program, which is among the top programs at the
University in terms of student demand. Faculty members in the department specialize in
international advertising, social marketing and terrorism awareness, the impact of mass mediated
gender messages on women's health, health campaigns, and interest advertising.
The Department of Journalism includes faculty members specializing in health and
science, fitness and nutrition, gender research, media history, and media law, and the department
is focusing efforts on enhancing student exposure to online and converged journalism. The
department is creating a professional master's program which will provide strong, seamless
instruction across the undergraduate and graduate curriculums.
The Department of Public Relations is perhaps the most diverse program of its kind in the
nation with respect to interdisciplinary scholarship, with faculty members conducting research in
health communication, risk communication, gender issues, crisis communication, international
communication, political communication, and philanthropy.
The Department of Telecommunication is creating a professional master's program in
electronic journalism that will play a significant role in the College's converged newsroom and
proposed Hispanic Journalism Program. Faculty members in the department conduct









multidisciplinary research in media economics, political communication, linguistic market
segmentation strategies, and Hispanic audiences. The Documentary Institute has produced
nationally televised documentaries dealing with civil rights, including "Negroes with Guns: Rob
Williams and Black Power" and "Freedom Never Dies: The Legacy of Harry T. Moore."
Faculty members in Telecommunication and Journalism have been awarded a (multi-
year) grant from the U.S. Department of State to develop a month-long summer training program
for journalists and journalism educators from other countries (a six-week summer institute for
journalism educators from around the world selected by the Fulbright Commission and U.S.
embassies).

College-wide initiatives also reflect goals set forth in the College Strategic Plan.
Examples include:
Effort to grow enrollment in the doctoral program
Creation of a new College Research Laboratory
College funding of "Research Summers"
Efforts to increase the amount of grant activity and other outside funding
Efforts to build a converged newsroom which would evolve into a converged
media center, with emphasis on new communication technologies
Plan to develop a Center for International Public Relations Education
Election of a new College Faculty Senate and formation of a Constitution
Revision Committee to increase shared governance in the College

Fit with University's Strategic Plan
The strategic plan of the College of Journalism and Communications was formulated in
response to the University of Florida's strategic plan. Therefore, the discussion of the College
plan above contains many elements relevant to this section which will not be repeated. In
particular, College goals related to increases in graduate and doctoral student enrollment and
external grant funding, engagement in interdisciplinary research, and internationalization of the
College and the University fit with the overall aspiration to join the ranks of the nation's top
public research universities. The goal to increase the diversity of our faculty and students is also
in line with the vision of the University's Strategic Plan. A primary goal of the College
administration is to foster a diverse and collegial environment in which faculty can share in the
governance of the College and achieve their full potential as teacher-scholars.
A major internationalization initiative of the College is creation of a Hispanic Journalism
Program and increased focus on Hispanic media. Led by the Departments of Journalism and
Telecommunication and several of the College-affiliated stations, the initial activities focus on
journalism and news production, but the goal is to expand the scope into programming,
advertising, magazines, audience research, public relations, and policy issues. We anticipate
continuing partnerships with such units as the Center for Latin American Studies and the
International Center in developing these programs.
Implementation of this program will require private funding for equipment and adding at
least one faculty line. However, current faculty members have significant expertise related to
Hispanic media and synergies are possible with the existing graduate programs and the broadcast
stations. WRUF-AM already posts Spanish-language news on its Web site and PBS has
announced a new Latino service to begin airing later in 2007 in selected markets.









The College engages in significant international activity. In addition to initiatives
mentioned in the previous section, examples include the "Florida Fly-Ins Photojournalism
Program," which takes students to various Latin American countries where they study culture,
create photo essays, and develop a global perspective under the direction of Professor John
Kaplan, a Pulitzer Prize winner, and The "Berlin Program," which takes photojournalism
students to Germany, where they study culture and create photo essays under the direction of
Professor John Freeman.

Top Five Achievements

1. Increase in faculty research and creative works productivity. Excluding lecturers and faculty
members who serve as news directors or other broadcast station personnel, all faculty hired over
the past decade are expected to achieve national/international distinction in research and/or
creative activities. As a result, research productivity in the College has increased significantly.
Perhaps one objective measure of the comparative level of research productivity of the College
of Journalism and Communications and that of our peers, mostly AUU institutions, is a
comparison of the number of refereed research papers delivered at the annual conference of the
Association for Education in Journalism and Mass Communication, perhaps the leading
academic conference in our field. The table below shows that in 2006, UF faculty and graduate
students had significantly more papers than even the second-ranked institution. Our faculty and
graduate students also won the most top paper awards.

AEJMC 2006 Paper Comparison List


UNIVERSITY # of Refereed
Papers
Florida 45
University of Missouri 29
University of Texas at Austin 29
University of Georgia 24
U. of North Carolina-Chapel Hill 24
Pennsylvania State 19
University of Minnesota 15
Michigan State 13
Ohio State 12
University of Oregon 9
University of Illinois 4
University Kansas 4


2. College students placed third nationally in the Hearst Photojoumalism Competition.
3. Two undergraduate advertising majors were chosen as the American Advertising
Federations Most Promising Minority Students in the U.S. for 2006-2007.
4. High quality faculty hires. For the fourth and fifth straight years, the departments
recruited and hired the very top applicants in their respective pools and on the market for









searches in 2005-06 and 2006-07. This spring, the College has hired all four if its top-
rated applicants.
5. The College's Documentary Institute was invited to screen its most recently completed
project, Angel of Ahlem at the Lincoln Center in New York City in May, 2007. The
documentary also will be featured on National Public Radio during a series on World
War II in May.

Program's Strategies for Future Achievements
1. Fundraising to Help Implement Program Goals Stated Above and Increase Funding for
Faculty Development
2. Increased Shared Governance
3. Recruitment of Minority Faculty Members to Achieve Greater Diversity
4. New Senior Faculty Lines in Advertising and Public Relations
5. New Assistant Professor Lines in Telecommunication (news) and Journalism (director of
professional masters program)
6. A New Media Law Scholar Line to serve as Assistant Director of the Brechner Center for
Freedom of Information.
7. Development of Fully Equipped Research Lab for Faculty and Graduate Student
Research Projects
8. Increased Focus on Research Grants and Grant Writing Assistance to Faculty Led by the
College Research Division and Associate Dean for Research

Accreditation Status
The College of Journalism and Communications is fully accredited by the Accrediting
Council for Education in Journalism and Mass Communication (ACEJMC). The College
completed its re-accreditation self-study during July and August 2005 and hosted a site visit team
from ACEJMC in October 2005. The College was re-accredited in May 2006. This is part of the
normal six-year review process for re-accreditation of the College's professional programs at the
undergraduate and master's levels.

IV. Program Challenges

Top Five Impediments
1. Funding to raise faculty salaries to the average salaries in the Oklahoma State report to avoid
losing faculty and to continue to attract the top faculty prospects, and to provide new faculty
lines for the College. An overall increase in salary will also help attract top minority faculty
members.

2. Funding for doctoral students. The Presidential and Alumni Fellowships and the tuition
waiver funding received from the Provost's Office are significant factors in our ability to attract
and retain doctoral students. However, if the College is to grow its doctoral program and
continue to attract the top graduate students nationally, the College must have additional funds
for stipends and to offer nationally competitive assistantship funding (currently $24,000/annually
at peer programs, not including tuition/fee waivers, health insurance, travel funding and other
financial support offered by the most competitive programs). An increase in funding will allow









an increase in the number of doctoral students. The increase in research assistantships will lead
to greater increases in faculty research/creative productivity.

3. Funding for equipment related to new technologies/multi-platform training in curriculum,
including a converged newsroom.

4. Lack of financial resources to provide grant development summer or other venues that
encourage grant development.

5. Space. The College needs to add the planned two-story addition to the new wing to alleviate
shortage of space for research and writing laboratories and graduate student facilities.

Program's Strategies for Dealing with Impediments
1. Increase investment in fundraising and refine focus in fundraising efforts. The College is in
the process if reforming the Board of Advocates to assist in fundraising in general and with the
UF Foundation Florida Tomorrow Campaign. The College also will increase involvement of the
dean and other administrators and faculty and increase focus on national fundraising.

2. Distance Education Programs. The College can increase its revenue/funding base and increase
student credit hour productivity with implementation of combination on and off-book distance
education programs.

3. Reallocation of Space. The College has relocated its server room to create space for a new
research laboratory.

4. Research grant development summer program. The College will provide private funds each
summer for faculty to formulate major grant proposals.

V. Assessment and Improvement Actions

Strategy for assessing program goals
The Accrediting Council for Education in Journalism and Mass Communication requires
the College to provide significant assessment data collected according to a specific assessment
plan. The measures assess goals primarily related to student learning and include the following:
Indirect Measures
1. Surveys of graduating seniors
2. Annual surveys of alumni
3. Feedback from professionals
4. Student performance in local, regional, and national contests
5. Grade distributions in sequences and by courses
Direct Measures
1. Performance in capstone courses
2. Portfolio assessments
3. Internship evaluations
4. Grades in particular sequences, courses









Performance related to achievement of other program goals will be assessed by a combined Task
Force consisting of deans and chairs and members of the College Faculty Senate.

Assessment data on goal performance- To be available June 2008
Program improvement based on assessment data- To be available June 2008

VI. Academic Culture

Mentoring of Undergraduate and Graduate Students
Undergraduate students receive academic advisement from advisers in the College's
Office of Student Services headed by an assistant dean, and by department chairs and faculty
members. Faculty members also provide career/professional advising. In addition, the
department advisory councils, a group of professionals, visit once in the fall and spring to hold
advising sessions on such topics as careers, job and internship searches, latest developments in
the professions, and resumes. The Council members meet with students in class, informally at
receptions, and hold special "roundtable" discussions. In some departments students attend
small luncheon gatherings with the professionals. Council members often maintain contact with
students. The Council in the Department of Advertising, for example, is building a Web site for
career information as well as email access to members. In addition, the Council is testing an
email mentoring system between Council members and students.
Each fall, graduate students attend a College orientation to graduate school. Graduate
students are initially advised by the graduate coordinator of the student's specialization and the
department chair. Some graduate students enroll in thesis seminars in which they build their
committees and finalize degree plans. Graduate students receive professional advice from the
faculty, their committee members and the advisory councils. Department chairs meet with all
new graduate teaching assistants to orient them to the department, explain procedures and
support their work.
The doctoral Colloquium, a required course, helps mentor and prepare doctoral students
to become successful students and academicians. The course is taught by the associate dean for
graduate studies.

Intellectual life of the program department
The College of Journalism and Communications strives to maintain an environment in
which faculty can achieve their full potential in the academy as teachers, researchers, and
leaders. The College is recognized nationally and internationally as a leader in professional
education and training in advertising, journalism, public relations, and telecommunication. The
College also is recognized as a leader in graduate education and research and creative activities
related to mass communication and the related professions, and interdisciplinary studies,
especially media law, health and science communication, and international and intercultural
communication. The College continues to be successful in attracting top teacher/scholars to the
faculty.
Faculty members in the College are collegial, cooperative, and engaged. Junior faculty
are encouraged and supported in developing productive research programs and in achieving
professional recognition for their work. The only significant negative issue facing the College is
the lack of sufficient funding for salaries and faculty development, equipment and laboratory
space, new faculty lines, and stipends, fee waivers, and insurance for doctoral students.









The College works to foster collegiality and exchange of ideas related to research
programs. The research division sponsors research luncheons that bring faculty of similar
research interests/expertise together for exchange of research ideas and exploration of
collaborative research projects. The College's interim dean holds "Dialogue with the Dean"
sessions dealing with topics such as the College budget and shared governance.
The College provides seed money funds to support the research and creative activities of
the full-time faculty in the College. This fund's objective is to stimulate original mass
communication scholarship and creative activities and to encourage pursuit of sponsored
research funding. Work supported by the fund is expected to "demonstrate high standards of
relevance, continuity, significance, and accomplishment."
Each year the College features an extra-ordinarily high number of distinguished speakers.
Examples from this year include the following:

Pat Esser, President, Cox Communications
Mavian Arocha, Editor in Chief, Aventura magazine
Andrea Billups, Correspondent, People magazine
David Bumett, Photo Editor, Time magazine
Michael Connelly, New York Times best-selling author
Roy Peter Clark, Vice President, the Poynter Institute for Media Studies
Betty Cortina, Editor, Latina magazine
Karen DeYoung, National Editor, The Washington Post
Paisley Dodds, London Bureau Chief, the Associated Press
David Finkel, Reporter, The Washington Post
Irwin Gratz, Morning Edition Producer, Maine Public Radio, past President, Society of
Professional Journalists
Jeff Klinkenberg, Author and Columnist, the St. Petersburg Times
Gordon "Mac" McKerral, past President, the Society of Professional Journalists
Bill Mitchell, Vice president and Marketing director, the Poynter Institute
Jeff Moriarty, Vice President for New Media, the New York Times Regional Newspaper Group
Danny Sanchez, Web content designer, The Orlando Sentinel
Pat Yack, Editor, the Florida Times-Union
Debra Amos, Correspondent, National Public Radio and ABC News
Frank Karel, III, retired VP of Communications, Robert Wood Johnson Foundation
Christine B. Aheam, VP of Public Relations, Lowe's Companies, Inc.
Audrey Peek, Business Development Associate, Jones Edmunds
Willard D. (Bill) Nielsen, retired VP of Corporate Communication, Johnson & Johnson
William L. Warren, APR, VP of Public Affairs, Walt Disney World Co.
Susan Raymond, Ph.D., Sr. Managing Director, Changing Our World, New York
Susan Towler, Executive Director, The Blue Foundation for a Healthy Florida
Kathleen Larey Lewton, APR, Fellow PRSA, Principal, Lewton Consulting
Andrew Lynch, Cultural Strategist, Arnold Worldwide, Boston, MA
Michael Goldberg, Executive VP, Chief Marketing Officer, Zimmerman Advertising, Miami
Mitchell Erick, Founder, Alianda Advertising, Orlando
Cliff Marks, President, Sales and Marketing, National CineMedia, New York
Stuart Shlossman, VP, Madison Road Entertainment, New York









Brad Epstein, VP, Creative services, Medco Inc., New York
Steve Bergin, CEO, MLS search corporation ( executive recruiters), New York
Keith Cultler, Sr. VP, Ad Sales & Business Development, CBS Television
Andy Fletcher, President, Fletcher Martin Agency, Atlanta, GA
Norm Grey, Principal, The Creative Circus, Atlanta, GA
Lisa O'Keefe, Account Manager, Nickelodeon Advertising Sales, New York, NY
Philipi M. Schwartz, President, Schwartz Communications Inc., Miami, FL

Partnerships across UF
Faculty members in the College of Journalism and Communications are engaged in
collaborative research projects with faculty and administrators from units across campus
including: the Brain Institute, Center for Latin American Studies, Center for African Studies,
Center for European Studies, the Digital Arts and Sciences program, College of Medicine,
College of Dentistry, College of Health and Human Performance, IFAS, CLAS, Warrington
College of Business Administration (PURC and CIBER), Levin College of Law, and College of
Public Health and Health Professions.
The Department of Advertising has proposed a Division for Distance Education that
would assist units across campus in promoting distance education programs. The department
also has developed campaign concepts for the GatorWell Health Promotion, and classes have
developed campaigns for on-campus units including the Cancer Center, Forensic Science, and
the Whitney Laboratory. The department has on-going research with the Brain Institute in the
development of MRI testing of advertising.
The Department of Journalism organized this fall the first annual "Women in Journalism"
panel discussion which included women from journalism fields across several media. The panel
was co-sponsored by the Center for Women's Studies and Gender Research. Journalism faculty
members are working with colleagues in the College of Public Health and Health Professions on
a proposal for the National Institutes of Health.
Public Relations Professor Youjin Choi is collaborating with faculty members in the
College of Dentistry on a grant-funded research project titled, "Reducing Oral Cancer Disparities
in Florida." Professor Juan-Carlos Molleda is working with the UF Center for International
Business Education and Research (CIBER) to conduct an investigation on the anti-America and
anti-globalization sentiments in Latin America affecting U.S.-based transnational businesses in
the region. An international conference on "Cross-Sector Alliances for Community Building and
Progress: The Role of Participatory, Strategic Communications in Latin America" is being
organized by Molleda and Advertising Professor Marilyn Roberts in collaboration with the
Center for Latin American Studies.
Several faculty members in the Department of Telecommunication, including Lynda Lee
Kaid, Justin Brown, and Sylvia Chan-Olmsted, have continuing research projects with CIBER.
Professor Chan-Olmsted and a group of doctoral students are working on multiple projects
identifying the factors contributing to competitiveness of mobile telecommunications
firms/countries. Michael Leslie has conducted workshops on international and intercultural
communication for the UF Center for International Communications; in the fall he conducted a
campus-wide workshop on using distance education technologies in international education.
Doctoral students in the College have worked on projects across campus in many units
including Shands and the VA Hospital, the College of Dentistry and the College of Design,
Construction and Planning.









The College offers a joint master's and doctoral degree program with the Levin College
of Law.

Professional service to the discipline
The College engages in a broad range of activities that provide service to the
communications professions. The College serves as the host institution for the Florida Scholastic
Press Association, an organization that promotes journalism education in high schools across the
state of Florida. The Department of Advertising offers executive training programs for major
professional organizations, including the Korean Broadcast Advertising Company and LG. In
addition, advertising faculty are members of the American Advertising Federation and the
Gainesville Advertising Federation, including service on the board of directors. The Department
of Journalism serves as annual host for international journalists affiliated with World Journalism
Institute. Professor Kathleen Kelly and multiple graduate students contributed to the
Commission on Public Relations Education's The Professional Bond: Public Relations
Education and the Practice. Professor Molleda and multiple graduate students have led the PR
Landscapes project with the Global Alliance for Public Relations and Communication
Management.
Individual faculty members have made significant service contributions at the state and
national level. Examples include Professor David Carlson, whose term as national president of
the Society of Professional Journalists recently ended. Carlson was the only professor ever to
serve as president of the oldest and largest organization of journalists in the United States.
Professor Mindy McAdams was an instructor in three different training programs for
professionals at the National Press Photographers Association Summit, an Orlando Sentinel
workshop and the Multi-media News Production Workshop at the Minneapolis Star Tribune.
Professor McAdams has also conducted various overseas activities for the U.S. State
Department. McAdams was awarded U.S. Speaker and Specialist Grants in Bulgaria and
Thailand. Lecturer Lauren Hertel trained students and professional journalists in new media
techniques for the U.S. State Department in the Russian Far East. Professor Kim Walsh-Childers
will serve as a member of the board of directors for Florida Health News, a new health-policy-
focused information source based in Tallahassee.
Faculty members are very active as members on editorial boards of top journals including
the Journal of Broadcasting & Electronic Media, the Journal of Media Economics, International
Journal on Media Management, Journal of Media Business Studies, Public Relations Research,
Communication Quarterly, Journalism and Mass Communication Educator, and Journal of Law
and Public Policy.
Faculty members hold leadership positions in national organizations such as the
International Communication Association, Association for Education in Journalism and Mass
Communication, Public Relations Society of America, Broadcast Education Association,
American Society of Newspapers and Editors, American Schools in Journalism and Mass
Communication, National Communication Association, Advertising Association of America, and
the Accrediting Council for Education in Journalism and Mass Communication.









Recurring Items


Faculty Lines
Department of Advertising
The department needs an associate or professor level teacher scholar with expertise in
online advertising. The position would fill a highly critical need in the College and contribute to
growth in the doctoral program and overall SCH. $90,000 salary and fringe = $117,000

Department of Journalism
The first line would be for a Director of the Journalism Professional Master's Program, a
scholar/professional. The position would provide leadership in the proposed converged
newsroom and work with undergraduates, master's and doctoral students. $65,000 salary and
fringe = $87,000.
The second line would be for a media law scholar who also would serve as assistant
director of the Brechner Center for Freedom of Information and work in the joint master's and
doctoral programs with the Levin School of Law. In addition to meeting other critical needs, the
position would allow us to grow our doctoral program in areas of high demand. $65,000 salary
and fringe = $87,000

Department of Public Relations
A major obstacle facing the Department of Public Relations is lack of senior-level faculty
to direct doctoral research, enhance research productivity, advise graduate students, mentor
untenured faculty, and provide leadership in the academic and professional communities. A hire
at the senior level would serve as a major catalyst to catapult to the top program in the nation. It
would also add a line in the area of greatest demand at the doctoral level. $90,000 salary and
fringe = $117,000

Department of Telecommunication
The department needs an additional line in the area of broadcast news, an area of high
demand. The faculty member would enable us to grow the graduate program in electronic news
and provide instruction in the converged newsroom. $65,000 salary and fringe = $87,000.

Doctoral Program Funding
The College needs additional funds to grow the doctoral program. To increase the number of
students, allow for stipends competitive with peer institutions, and cover the deficit each year in
fee waiver funding, the College needs an additional $120,000.

Equipment Needs
Equipment needs in the College can be seen in terms of both recurring and non-recurring
finding. However, to accommodate the need for additional equipment, and to upgrade existing
equipment, the College needs an additional $100,000 in recurring funds. (The College continues
to meet 70 percent or more of its equipment needs through private funding.) Examples of needs
are explained below:
Equipment for MA program in broadcast news. The department faculty has sought
for many years to offer this program. We have now approved a curriculum, and for the
program to grow we need additional audio, video, and online equipment. Approximate









cost: $55,000 (itemized list available as needed) There will be recurring costs related to
equipment maintenance and repair, and after four to five years, replacement of worn out
or obsolete equipment.
Expansion of non-linear editing (NLE) equipment and facilities. This year the
College replaced existing NLE stations with 14 new machines and reconfigured the room
to improve the teaching-learning environment using $80,000 in private funds. We need
additional capacity to handle student demand. Approximate cost for 12 Macintosh based-
systems and 4 mini-dv tape decks: $45,000. The machines would be replaced on a three-
year recurring cycle. Total Equipment Needs: $100,000

Faculty Development
The College seeks additional funds to provide sufficient opportunities for faculty research
and grant summer stipends and travel to scholarly and professional conferences and workshops.
An increase of $10,000 across the four departments plus $25,000 for summer stipends would be
used to complement private funds and provide those opportunities. $35,000

College Staff Needs
Graduate Student Appointments
A pressing need in the College is an upgrade in the position responsible for graduate student and
other appointments. An additional $15,000 in salary would allow the College to upgrade and
hire at the appropriate level of ability and expertise for this critical position. $15,000

Full-time Grant Program Assistant
Justifications: A full-time grant program assistant will be able to serve as the "active" liaison
between the College and DSR, proactively assess and serve the grant administrative needs of the
faculty, and manage all sponsored research budgets for the grantees more efficiently (e.g.,
providing regular updates, processing student assistant paperwork, etc). As all federal grants
move completely to the grants.gov processing system, the program assistant can also serve as the
electronic grant submission and administration expert for the College. Estimated annual
expenses: $35,500

Part-time Professional Grant Writer
Employment of a part-time grant writing specialist to be paid on a project basis would
help increase the College's grant activity and subsequent success rate. The grant writer will
enable faculty to focus on research and leave packaging of proposals to the writing specialist,
thus improving both the effectiveness and efficiency of the grant development process. $12,000

Total Recurring Funds Requests: $812,500

Non-Recurring Items

Equipment Needs
News and Production Field Video Equipment
The College is completing the critical process of replacing and expanding the online
digital fleet of field video equipment to serve both news and production needs. Around 50% of
our news video equipment is six to eight years old and in bad condition. $50,000










Equipment for Live News and Event Coverage
Members of the Telecommunication Advisory Council have been vocal about our
students' lack of experience in reporting live news stories and other events. Emerging
technologies are making it more feasible to offer such capability.
Approximate cost for "backpack" equipment: $50,000

Remodeling for Reallocation of Space
Converged Newsroom
The College seeks to remodel the photojournalism studio or academic production studio
on the ground floor in order to make it serve as a modern, converged newsroom. The newsroom
is critical to meet the College's goal to provide necessary cross-platform training for our
students. Estimated Cost: $200,000

Writing Laboratory
The College needs an additional computer lab, and one dedicated entirely to writing
would be attractive as a naming opportunity for private funding. A one-time remodeling project
would allow us to establish the lab and seek an endowment for recurring hardware and software
needs. Estimated Cost: $30,000

Lighting for Academic Television Studio (G001)
The lighting system in the academic television studio has not been upgraded or replaced
in more than 15 years. There are missing and broken lighting instruments, which prevents
students from learning proper techniques and limits the use of the studio for other production
purposes. In the past two years we have spent more than $100,000 in private funds on new
cameras and control room equipment. We have also recently hired a new faculty member to
teach studio production, and we expect him to revitalize our efforts in that type of production.
The most important missing element is an adequate lighting system.
Approximate cost: $30,000-50,000 depending on final configuration

Total Non-Recurring Funding Request: $380,000





2007-08 Program Review
Budget Request


College/Unit: Journalism and Communications
Non-Recurring Requests:
Projects:
Funding Office/Lab
Justification Description of Project Amount Space
(Page location Availability
of narrative) (yes/no)
Page 16 News & Production Field Video Equip $ 50,000 yes
Page 17 Live News & Event Equipment $ 50,000 yes
Page 17 Remodeling for Converged Newsroom $ 200,000 yes
Page 17 Remodeling for Writing Laboratory $ 30,000 no
Page 17 Lighting for TV Studi $ 50,000 yes
Personnel
Funding Department/Focus Area Salary Plan Months Salary Resources Office/Lab
Justification (If interdiscpinary, note (Faculty, TEAMS, G Title Appointed FTE (Includes (office/lab Space
(Page location College/Department RAPS) (,1) fringe renovation and/or Availability
of narrative) Connection) () benefits) equipment) (yes/no)
Page 15 Advertsing Faculty Associate Professor or Professor 9 1.00 $ 117,000 none yes
Page 15 Journalism Faculty Assistant Professor 9 1.00 $ 87,000 none yes
Page 15 Journalism Faculty Assistant Professor 9 1.00 $ 87,000 none yes
Page 15 Public Relations Faculty Associate Professor or Professor 9 1.00 $ 117,000 none yes
Page 15 Telecommunication Faculty Assistant Professor 9 $ 1.00 $ 87,000 none yes





2007-08 Program Review
Budget Request

College/Unit: Journalism and Communications
Recurring Requests:

Expenses
Funding
Justification Description of Request Amount
(Page location
of narrative)
Page 15-16 Equipment Needs $ 100,000
Page 16 Faculty Development $ 35,000


Personnel
Funding Department/Focus Area Salary Plan Months Salary Resources Support Office/Lab
Justification (If interdisciplinary, note (Faculty, TEAMS G Title Appointed FTE (Includes (office/lab (office Space
(Page location College/Department RA, PS) (9,1) fringe renovation and/or support, Availability
of narrative) Connection) O benefits) equipment) travel) (yes/no)
Page 16 Journalism & Comm Teams Program Assistant 12 1.00 $ 15,000 none none yes
Page 16 Journalism & Comm Teams Program Assistant 12 1.00 $ 35,500 none none yes
Page 16 Journalism & Comm OPS Grants Assistant 12 1.00 $ 12,000 none none yes




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