Aysegul Timur, President, Florida Gulf Coast University

May 2026 — Invest: sat down with Dr. Aysegul Timur, president of Florida Gulf Coast University, to discuss how FGCU is advancing its strategic plan, expanding campus capacity, and aligning academic offerings with workforce needs across Southwest Florida. “Workforce readiness starts with people,” Timur said.

What changes over the past year impacted the university, both internally and externally, and in what ways?

The past year has been a very important one for FGCU, and it starts with our direction. We are a student-centered, mission-focused institution, and our strategic plan drives our decisions. Everything we do is aligned with our institutional mission and strategic directions.
A major milestone was reaffirmation of accreditation with 100% compliance and zero recommendations. That outcome reflects our commitment to student success and continuous improvement, and it matters because it confirms we are meeting high expectations while we execute our strategic priorities.

We also experienced significant momentum tied to growth, investment, and program expansion. We received the largest gift in our institutional history, more than $22 million from the Elaine Nicpon Marieb Charitable Foundation. That support helps us enhance our health sciences programs and bring cutting-edge technology into the classroom. Ultimately, that investment strengthens the student experience and supports faculty as they deliver the best possible education in health-related fields. It also reinforces that our donors believe in the work we are doing and the impact we can continue to make.

Because our programs are growing, our space must grow too. We are close to starting construction of Academic Building 10, which will support the expansion of the Marieb College of Health & Human Services. It is expected to be our largest building, roughly 130,000 square feet. What is especially important is that it will not only house health sciences academic programs, but also student health and counseling services. We are intentionally creating more cohesive support so students have access to learning, wellness resources, and services in one place.

FGCU is also expanding beyond our main campus in Fort Myers. We serve a five-county region, and we have a new opportunity to deepen that regional role through Academic Building 11 in Charlotte County at Babcock Ranch. The land is donated by Kitson & Partners , and we have received the first phase of funding from state leaders. We are hopeful we will receive the remaining funding and move forward with construction. This building will be home to a new Institute for Sustainability & Resiliency, which speaks directly to the realities and priorities of Southwest Florida.

Another development that has become a major focus is employee housing. We have to recruit and retain the right talent in order to provide the highest quality education and student support. We began this project years ago, and 2026 will be the year we break ground. It has been approved by our Board of Trustees and the Florida Board of Governors, and it is moving forward at full speed.

We were also proud to receive the Collegiate Purple Star Campus designation, recognizing our work supporting veteran and military-connected students. We are expanding veteran services for students and the community, and we see that as part of our responsibility as a regional institution.

Finally, we expanded academic offerings that connect directly to evolving workforce needs. We launched bachelor’s-level computer science with concentrations in artificial intelligence and cybersecurity, launched a master’s program in computer science, and developed new certificate programs that serve workforce needs not only in Southwest Florida, but beyond.

How is the university strengthening talent pipelines and workforce development aligned with the region’s fastest-growing industries?

Workforce readiness starts with people. To develop talent, you need the best talent on campus, and that is why our employee housing project matters. We are investing in faculty and staff so they can deliver the highest quality education and help students prepare for an ever-changing workforce and business environment.

At the same time, strong pipelines depend on partnerships with employers. We need to understand what employers need now and what they will need next, so we can prepare students for changing careers and emerging opportunities. That is why we emphasize work-based learning as a core part of the student experience.

We focus on internships, job shadowing, and experiential learning that gives students real exposure to professional environments. We also see micro-credentials and digital badges as important tools. A degree is foundational, but students also need faster, skill-based credentials that respond to rapidly changing knowledge, skills, and abilities. Micro-credentials and digital badges help us respond quickly and complement traditional education.

Our goal is to ensure students have a comparative advantage. We want them to be preferred candidates, and experiential learning is one of the most effective ways to make that happen. When students graduate with both academic preparation and practical experience, they enter the workforce with confidence and credibility, and that benefits both the student and the region.

What key trends do you see reshaping higher education today, and how is FGCU positioned to respond?

Nationally, enrollment is one of the biggest conversations in higher education, especially with ongoing discussion of an enrollment cliff. But that trend is not happening in the same way in Florida. FGCU has record enrollment of more than 16,800 students, and we are proud of the role we play as a regional comprehensive university.

A key part of that mission is serving our home region. About 50% of our students come from the five-county region. Our goal is to bring students to FGCU and make sure they have opportunities to stay in the region after graduation. We want them to live, work, and build their futures here.

Affordability is also a defining issue in higher education, and Florida has taken a strong stance on access. We have not increased tuition and fees for students for 11 years. That stability matters, because it helps families plan and helps students pursue higher education without being priced out.

Student debt is another trend that shapes national perception. Many headlines focus on graduates carrying heavy debt burdens that delay major life steps. At FGCU, 64% of our graduates are graduating with no debt. That reflects affordability, scholarship support from donors, and a system that is working to keep higher education within reach.

Another major trend is artificial intelligence. AI is influencing every industry, and it is challenging all of us personally and professionally. At FGCU, we are moving toward becoming an AI-enabled university, but first we must become an AI-aware university. We have a task force focused on what it means to build campus-wide understanding and responsible adoption, from administrative processes to teaching and learning.

We have also established the Dendritic:A Human-Centered AI & Data Science Institute. Though it is only about one year old, it is advancing quickly. It supports training for students, faculty, and staff, and it also connects with industry to offer industry-specific training opportunities in AI. For us, this is about relevance and impact, ensuring our graduates are prepared for an AI-influenced economy and that our institution is using tools that improve productivity and outcomes.

Across these trends, FGCU remains grounded in student success. When you walk around campus and ask people what they do, you will hear the same answer: they are working on student success. That shared focus is one reason we can be nimble and respond quickly to change.

How is the university deepening its engagement with local communities?

FGCU is an anchor institution in Southwest Florida, and our connection to the community is foundational. We partner with local governments, business leaders, nonprofits, and agencies across the region, and those partnerships show up in the daily work of the university.

One of the most distinctive ways we deepen engagement is through service learning. Service learning is a requirement for all undergraduate students at FGCU. When students arrive as freshmen, they are required to complete 80 hours of service in our communities. That requirement creates a meaningful connection between students and the region and reinforces that education is also about responsibility and contribution.

Since FGCU opened, our students have accumulated more than 5 million service hours in our communities. That is why I say community engagement is part of our DNA. We do it all day, every day, and it shapes the way students see the region they are part of. 

We also deepen engagement through work-based learning, internships, and job shadowing. Students and alumni are present across Southwest Florida, and those relationships strengthen the region’s talent base. The evidence is that about 50% of our students stay in the region after graduation. Connection to the region is a major reason they remain here, and that continuity benefits employers, communities, and the long-term development of Southwest Florida. 

These efforts led FGCU to be recognized by the American Council on Education and the Carnegie Foundation for the Advancement of Teaching with a Community Engagement Classification, further showcasing how we integrate the Southwest Florida community in all we do at the university. 

What are your key goals and priorities for the university over the next two to three years?

Our direction is clear through our five-year strategic plan, and our priorities for the next few years are focused on executing those goals.

First, we will continue to deliver academic excellence through teaching, learning, research, and service. These are connected, and we are committed to preparing students to be the best of the best, not only for Southwest Florida, but also beyond.

Second, we will continue to focus on student success and student well-being. Everything we do is designed to help students succeed in the classroom and outside the classroom. We are strengthening the support systems students need, from financial resources to professional development and career readiness.

Third, we will continue building partnerships. We cannot do great work without collaboration with our business community, nonprofits, and regional partners. Partnerships improve program relevance, expand experiential learning, and help students transition successfully into the workforce.

Fourth, we will continue investing in our own people. Without strong faculty and staff, we cannot serve students at the level they deserve. Human capital is essential to student success.

Finally, we will continue to champion sustainability and resiliency. Southwest Florida has experienced hurricanes and major regional disruptions, and we have learned the importance of rebuilding, adapting, and preparing for the future. We will continue to teach resiliency, model it, and partner with the community to strengthen resiliency across the region.

That is the path we are on, and our focus is to execute these priorities in a way that creates long-term value for students and long-term impact for Southwest Florida.