fsu enrollment and student development subcommittee of …...sos consulting group 2 strategic plan...

FSU Enrollment and Student Development Subcommittee of the Board of Trustees Meeting Tuesday, January 17, 2017 8:00 a.m. to 9:30 a.m. PCR2 ___________________________________________________________________________________ AGENDA

I. Rita Colucci: Strategic Planning II. Dr. David Merwin: Demographic mapping—returners vs. non‐returners

III. Dawn Ross: Career Services and Employer Relations – connecting students with employers

OFFICE OF THE VICE PRESIDENT, DIVISION OF ENROLLMENT AND STUDENT DEVELOPMENT 100 State Street PO Box 9101 Framingham, MA 01701‐9101 • T 508‐626‐4926 F 508‐620‐1220 • www.framingham.edu

Framingham State University (FSU) Enrollment and Student Development Board of Trustees (BOT) Subcommittee

Minutes of Meeting President Conference Room 2 (PCR2)

Tuesday, November 14, 2016 | 8:00 a.m. – 9:30 a.m.

1

Attendance

Subcommittee Members Present: Richard Logan (Acting Chair) Board of Trustees Member Sonia Diaz Board of Trustees Member Nancy Budwig (via teleconference) Board of Trustees Member Michael Grilli (via teleconference) Board of Trustees Member Lorretta Holloway VP of Enrollment & Student Development Additional Present: Kevin Foley Board of Trustees Member

Javier Cevallos President Dale Hamel Exec. VP of Administration, Finance and IT Rita Colucci Chief of Staff & General Counsel Sean Huddleston Chief Diversity & Inclusion Officer Jeremy Spencer Dean of Enrollment

David Merwin Assoc. Professor/ Chair, Geography Dept. Vincent Ferraro Asst. Professor, Sociology Dept. Shayna Eddy Assoc. Dean/Director of Admissions Deborah Altsher Director of Financial Aid Averil Capers Director of Marketing Daniel Magazu Director of Communications Glenn Cochran Assoc. Dean of Students/Director Res. Life Maureen Cupoli (recording secretary) Exec. Assistant to VP of Enrollment Proceedings ____________________________________________________________________________

I. Welcome

Lorretta Holloway welcomed new subcommittee members and introductions were made around the table.

Changes in the Organization Chart include the addition of Marketing and Communications to the Enrollment and Student Development Division and the relocation of the Registrar’s Office and CASA from Enrollment to Academic Affairs.

II. Selection of Chair:

Richard Logan offered to be Acting Chair of the subcommittee until a permanent Chair is selected.




2

III. Dr. Vincent Ferraro—Enrollment Data presentation

Enrollment Data Team members include Lorretta Holloway, Ann Caso, Vincent Ferraro, David Merwin, Mark Powers and Jeremy Spencer

Dr. Ferraro presented a report from the Enrollment Data Team that was created using data collected on first-years students from AY 15/16 seeking to identify factors affecting student retention.

IV. Jeremy Spencer and Shayna Eddy—Admissions and Enrollment

Jeremy Spencer shared WICHE (Western Interstate Commission for Higher Education) data sheets from Massachusetts showing projections of high school graduates from 1996 – 2028 to review current enrollment trends. In addition to the decrease in high school graduates through 2028, the changing demographics show an increase in the number of Black and Hispanic students over White students. This change in demographics will affect the number of students enrolled overall, with an increase in the number of students that will require additional academic and financial support from the university.

Anticipated undergraduate admissions targets for the fall of 2017 are 760 first-year students and 380 transfer students. The number of transfer students is predictable, but the numbers of first-year students is less reliable than in the past, which makes it more difficult to build prediction models. Because Massachusetts is so competitive attracting college students, it was necessary to purchase a Customer Resource Manager (CRM) called Technolutions/Slate in order to build a strong messaging strategies to students in our targeted high schools.

Shayna Eddy informed the committee that Slate has been implemented this fall with

exciting and positive results. Slate offers a completely integrated solution for the Admissions recruiting process, including individual and mass email, automatic responses, self-service capabilities to confirm appointments, get parking passes and allows staff to immediately follow-up with a student following a contact. The program can create reports based on the number of hits and the type of follow-up contact made. The CRM will free-up valuable hours for Admissions staff to make direct contacts with recruits and will allow them more time to review applications as they arrive for a quicker turn-around time.

V. Averil Capers—Marketing

The goal of the Marketing Initiative is to increase campus visit inquiries; resulting in FSU

as a top choice and an increase in qualified first-year applicants.




3

i. The strategy is to increase FSU visibility through a multi-channel approach targeting high school students, parents and guidance counselors with the new marketing campaign theme – “My Way”.

ii. Tactics to spread the message include social media outlets like Facebook and Instagram, Pandora advertising, video pre-roll advertising on Google, YouTube and Spot Exchange, programmatic digital advertising, targeted digital advertising as well as print and radio advertising.

The goal of the Enrollment Yield Campaign is to turn accepted students into enrolled students. The audience will be first-year and transfer student applicants who have been accepted, and the families of accepted students. We will use free messaging through the website as well as paid advertising

The goal of the Graduate and Continuing Education marketing plan is to raise visibility of

the programs, increase enrollment and integrate the new marketing campaign “My Way”. We are using the website, Google display, social media outlets, digital advertising, radio, MWRTA bus ads, and mall advertising boards and print ads.

FSU Website redesign– our biggest marketing tool, is being improved. The homepage is

being redesigned to include student spotlight stories, provide easier access to program information, and introducing a mapping and virtual campus tour platform called CampusBird.

Integration of new department brochures and improved department pages on the website.

Dick Logan suggested a brochure promoting our athletic programs.

Kevin Foley suggested that we highlight the promise of career opportunities within each major’s brochures to attract the attention of parents.

VI. Deborah Altsher—Financial Aid

Deborah reviewed the financial aid picture at FSU. We have a lower default rate on loans

compared to both State and national rates. The $300,000 in Perkins loans that were previously used to help need-based students will

no longer be available in 2018, and the amount available for 2017 has been reduced to $250,000.

The financial need is greater for current students and will continue to grow based on demographic trends. We are going to need more scholarships with less restrictions in order to support this growing group of our students.




4

o President Cevallos informed the group that the Foundations Board is in the process of raising more funds for scholarships with less restrictions.

o Richard Logan wants to know if we can track the need for scholarships based on majors to target donors in specific areas.

VII. Glenn Cochran

Provided the residence hall enrollment update indicating a reduction of 95 fewer beds from last year.

VIII. Dr. David Merwin

Dr. Merwin presented his demographic mapping PowerPoint presentation showing returners vs. non-returners. He did not have enough time to complete his presentation. Dick Logan requested that he come back and do his complete presentation at the January meeting.

Strategic Planning UpdateFor Board Subcommittees

SOS CONSULTING GROUP Framingham State University Planning 1

SOS CONSULTING GROUP 2

Strategic Plan Outline1. Mission:

WHAT IS OUR FUNDAMENTAL PURPOSE – REASON TO EXIST?

2. Values:WHAT SHARED BELIEFS DEFINE US AND WHAT WE STAND FOR, AND ALSO SHAPE HOW WE ACT AND INTERACTAS INDIVIDUAL MEMBERS OF THIS COMMUNITY ?

3. Vision: WHERE/WHAT DO WE WANT TO BE/TO GO? WHAT DO WE HOPE WILL BE DIFFERENT IN FIVE YEARS?

4. Goals: WHAT MUST WE ACHIEVE IF THE VISION IS TO BE REALIZED? (Six or so MAJOR goals)

5. Strategies: HOW WILL WE TRY TO REACH THE GOALS?

6. Critical Action Steps: WHAT EXACTLY DO WE HAVE TO DO IN ORDER TO GET THERE?

Note: These are usually evaluated/decided on an annual basis.

To be considered before the planning process is over:1. Resource requirements:

CAN WE AFFORD TO GET THERE?2. Success measures:

HOW WILL WE KNOW HOW FAR WE HAVE COMERELATIVE TO GOALS?

Framingham State University Planning


Envisioning the Future

In a strategic planning context, one must ask: How do we hope/expect/intend that Framingham State

University will be different/better/stronger in five years?

Current state GOALS Future visionFuture vision



FSU Today

From the survey of University leaders (executive team, trustees, strategic planning committee):

Framingham State University TODAY is…

Common themes:

• CHANGING/EVOLVING: On the move, becoming…, in transition, changing, moving in a positive direction, transitioning to a university, well positioned for the future

• A GOOD VALUE: Affordable, best value, good price, a very competitive price

• VIBRANT

• SMALL



Building Shared Vision

BUILDING SHARED VISION, according to Peter Senge in his classic, The Fifth Discipline:The practice of shared vision involves the skills of unearthing shared "pictures of the future" that foster genuine commitment and enrollment, rather than compliance.



Building Shared Vision through Inclusive Planning


All faculty and staff: Launch survey (verb prompts) for all faculty and staff linked from President’s

strategic planning memo; survey provides verbs as prompts.

n=134

Senior staff summary reports for the consultant on “current state” – area‐specific challenges,

objectives, initiatives underway, etc.

4 reports (Academic affairs, Student Affairs,

Admin/Finance/Technology, Inclusive

Excellence)

“Four F’s” exercise for faculty and staff at All‐University meeting ~ 140 attendees

Academic program evaluation (spearheaded by provost using grid provided by consultant) All deans and dept. chairs;

394 comments in total

Visioning questionnaire prepared by consultant for executive leadership team, trustees, and

planning committee

n=22

All‐faculty survey n=48

Alumni outreach n=265 recent alums

All‐staff survey n=89

Student outreach

‐ Undergraduates (day and CE)

‐ Graduate students

n=265

n=54

Meeting with Graduate Dean Yaser Najjar (Nov. 21)

Faculty round‐table meetings with the Provost (Nov. 29, Dec. 6)




2. Values:WHAT SHARED BELIEFS DEFINE US AND WHAT WE STAND FOR, AND ALSO SHAPEHOW WE ACT AND INTERACT AS INDIVIDUAL MEMBERS OF THIS COMMUNITY ?




6. Key Initiatives: WHAT EXACTLY DO WE HAVE TO DO IN ORDER TO GET THERE?






Mission: Purpose, Raison d’etre, IdentityWho/what is Framingham State University? How does it describe itself to the outside world?

Current Mission Statement

Framingham State University prepares students for a productive life, enhanced by learning and leadership that will contribute to the culturally diverse world of the twenty‐first century.

Founded by Horace Mann in 1839 as America’s first public teachers’ school, Framingham State University today offers undergraduate and graduate programs encompassing the arts and sciences and professional studies.

Committed to excellence, the Framingham State University learning community comprises teacher‐scholars, librarians, students, and staff who promote free inquiry, the respectful exchange of ideas, ethical conduct, and the belief that diversity in its many forms is essential to the educational experience. In an environment that supports active, collaborative learning, students work closely with faculty to engage significant bodies of knowledge and develop their ability to gather and evaluate information, communicate effectively, think critically and creatively, reason quantitatively, and apply information and emerging technologies.

At Framingham State University teaching is the primary role of faculty, who engage in their disciplines through instruction, scholarship, and service on campus and in their professional communities. The University serves as an important educational and cultural center in the MetroWest region of Massachusetts.

A Framingham State University education cultivates thoughtful, responsible local and global citizens, prepares students for a career, and positions them for success.



RECOMMENDATION


The strategic planning steering committee recommends that the current mission statement – not the mission, but how it is articulated – be refined (by sharpening focus on purpose and desired outcome).

The following parts of the current statement seem most salient:

Framingham State University offers undergraduate and graduate programs encompassing the arts and

sciences and professional studies. The University also serves as an important educational and cultural

center in the MetroWest region of Massachusetts.

A Framingham State University education cultivates thoughtful, responsible local and global citizens,

prepares students for a career, and positions them for success. Framingham State University prepares

students for a productive life, enhanced by learning and leadership that will contribute to the culturally

diverse world of the twenty‐first century.




2. Values:WHAT SHARED BELIEFS DEFINE US AND WHAT WE STAND FOR, AND ALSO SHAPEHOW WE ACT AND INTERACT AS INDIVIDUAL MEMBERS OF THIS COMMUNITY ?




6. Key Initiatives: WHAT EXACTLY DO WE HAVE TO DO IN ORDER TO GET THERE?






FSU’s Core Values

The following shared core values direct our thinking, planning, actions, and initiatives:

• Academic Excellence: We strive to inspire a culture informed by the joy and work of learning, in which curiosity, discovery, innovation, and excellence are the driving forces in everything we do.

• Ethical Citizenship: We seek to foster a culture of ethics, integrity and respect, such that it creates the fertile ground that motivates our work and work ethic.

• Personal and Professional Growth: We aspire to create a nurturing culture where all thrive and are supported in their own paths toward lifelong growth and leadership in personal and professional ways.

• Global Stewardship: We endeavor to advance global understanding, empathy and stewardship for people and the environment, embracing diversity and a sense of community in both local and global settings.

• Public Purpose and Commitment: We strive to construct a community that is committed to public purpose, informed action and service.

• Inclusive and Collaborative Community: We seek to encourage a supportive, diverse, collaborative and cohesive environment in which we learn from each other through informed, open and clear communication.



RECOMMENDATION


The committee recommends FSU’s Core Values be reaffirmed.

SWOT AnalysisWith focus on S and W



Framingham State University TodayFSU is distinguished by its…

‐ Geographic location

‐ People

o Committed faculty (teacher‐scholars) and staff

o Accomplished alumni

o Students, who are…

Hardworking

Eager to be challenged

Appreciative

Engaged and resourceful

Well‐rounded

Diverse

Responsible

Caring

Initiative takers

Able to hit the ground running

Inspiring

‐ Relevant career preparation on a strong liberal arts

foundation

o preparing broadly educated students who will

be lifelong learners and lifelong contributors in

the workplace

‐ Flagship academic programs

‐ Leadership in higher education diversity and

inclusion practices

‐ Student‐centered approaches

‐ Individualized/personalized approach to education

‐ Opportunities for students to engage in research

and collaborate with faculty

‐ Network of connections in the community, region

and state

‐ Beautiful campus setting


Top Strengthsthose attributes or advantages that absolutely must be preserved, and/or that truly distinguish FSU, and/or that should be fortified and/or leveraged in the period ahead

‐ Teaching mission and liberal arts foundation

‐ Student:faculty ratio and small class sizes

‐ Faculty interaction/personal relationships with students

‐ Culture‐responsive pedagogy

‐ Flagship academic programs (food & nutrition, fashion, education, nursing)

‐ FSU’s centers and institutes

‐ Opportunities for engagement on and off campus

‐ Experiential learning/internships

‐ Opportunities to study abroad/commitment to global education

‐ Commitment to inclusive excellence

‐ Location

‐ Affordability/value

‐ Beautiful campus

‐ Collegiality among faculty and staff

‐ Administration’s support for faculty and teaching

Framingham State University Today


Top Concerns or Weaknesses those that are having a negative impact on student experience and/or success, or on FSU attractiveness or competitiveness in the admissions “marketplace,” or on mission delivery (quality, impact, sustainability, etc.)

‐ Retention and graduation rates

‐ Consistency of and accountability for quality teaching and quality advising

‐ Financial resources and financial flexibility

‐ Understaffing (with impact on staff morale, customer service, student satisfaction, efficiencies)

‐ Course availability and scheduling

‐ Internal communication and collaboration

‐ Academic reputation

‐ Gathering/hangout spaces for students (both undergrad and grad)

‐ Gap between reality and perception of weekend life on campus

‐ Perceived overly strict enforcement of rules; in loco parentis

‐ Customer service in key areas

‐ Wi‐fi

‐ Perception that DGCE courses are taught by unqualified faculty (plus the reality that DGCE faculty are less connected

with the University)

Framingham State University Today


UNDERGRADUATE STUDENT WISH LIST (Wish were better):

Quality of teaching/accountability for poor teaching

Class availability/schedules so that graduating in 4 years were easier

Advising (ability to choose advisor; advisors who know more and can advise better, earlier/freshman‐yr advising, etc.)

Customer service in some offices

Longer hours—library, dining services, transportation, gym, eating spots on weekends

Registration process

Support/availability of services for commuters; more engagement opportunities for commuters so they feel part of the community

Earlier awareness of career services and internships

Wi‐fi

Weekend activities on campus

Gathering/hangout spaces for students

On‐campus housing options for seniors/21+

School spirit

COMMON THEMES/THREADS


VERB PROMPTS SURVEY

(Faculty & Staff)

Strengthen/enhance/build/sustain/expand

/rebuild‐restore

Resources

Facilities

Academic programs

Communication (internal)

Relationships (internal and external)

Student services

Faculty support

Professional development for faculty

and staff

Diversity

Community and cohesiveness among

departments

STAFF’s TOP STRATEGIC PRIORITIES FOR FSU

1. Identify new sources of funding and expand

revenues to support the mission

2. Enhance technology network and infrastructure

3. Be more accessible and affordable to qualified

students

4. Promote greater collaboration across departments

and disciplines

5. Enhance students' residential and campus life

experience

5. Increase graduation rates of under‐represented

students

6. Enhance commitment to ensuring Framingham State

is a welcoming and supportive campus environment

for any and all under‐represented or marginalized

groups

FACULTY TOP PRIORITIES FOR FSU

What would enhance effectiveness or sense

of satisfaction as teacher and scholar?

Smaller class sizes

Improved classrooms and technology

Better prepared students

More support for innovation in teaching

and inter‐disciplinarity/ inter‐

departmental collaboration

More diversity in faculty and staff

More faculty hires (to allow, among

other things, teaching more upper‐level

courses)

More professional development

More time

More funding to support scholarship


COMMON THEMES/THREADS RUNNING THROUGH ALL THE DATA AND INPUT

• Academic programs (quality of teaching, program offerings (minors, majors), distinctions, general education, liberal arts/humanities, experiential learning (coops, internships, etc.), online/hybrid courses, stop‐start‐grow opportunities, better integration of undergrad and grad programs, 4+1 options, student‐faculty collaboration)

• Student support and success (transition to university, RFY, advising, customer service orientation, course availability, registration process, path to graduation, career preparation/guidance, support for grad students who work or have families)

• Faculty support (time/teaching load/advising load, resources, professional development, scholarship, meeting needs of changing student demographic, support for visiting lecturers/adjuncts)

• Staff support (resources needed to do job well, sense of teamwork, accountability, professional development, being heard)

• Diversity and inclusion (greater diversity within staff and faculty, welcoming and supportive environment, diversity reflected in curriculum)

• Finance/financial resources/sustainability (new sources of revenue, enrollment growth)

• Marketing/image (tell our story, lack of awareness of FSU strengths, value proposition, academic reputation, grad program’s low profile)

• Community (living‐learning community, engagement of commuters in the life of the university, school spirit, internal communication, collaboration and teamwork, respect, accountability, in loco parentis, weekend activities, transportation, relationship with alumni)

• Facilities and technology (classroom updates/upgrades, gathering spaces, better technology to support teaching and learning, wi‐fi upgrade, parking)


Envisioning Framingham State University in 2021Aspirations Shared by Trustees, Senior Staff and Steering Committee via the Visioning Survey

In five years, Framingham State University will be …

Two Primary/Common Themes:

• Better known/recognized…• As the flagship education provider for MetroWest and a key partner in all aspects of this community

• For affordable quality instruction, outstanding scholarship, an unique systems of support that result in high retention rates for students regardless of background

• For providing an inclusive education for everyone through responsive, resourceful and highly relevant educational experience

• For its experiential and service learning opportunities for students on both the undergraduate and graduate levels

• For being a culturally diverse and accepting community of learners and teachers

• As an institution where students’ livers are truly transformed by their education

• For a well‐regarded hospitality program at the Warren Center

• A leader/premier… • In innovative teaching strategies

• With respect to several of its academic programs

• Providing 21st‐century programs benefiting the state and nation

• Offering convenient, accessible, and affordable education that results in job opportunities

• Specializing in liberal arts education

• Innovative programs

• Measurable outcomes in graduation rates and employment opportunities


NEASC Letter• Advancing culture of assessment

• Diversifying revenue sources to further stabilize FSU’s financial position

• Ensuring academic and student support services and faculty resources are sufficient to support growth and further the mission

• Achieving goals set for retention and graduation rates, with particular attention to increasing retention rates of commuter students

FSU Self‐Assessment• Continuing to seek ways to diversify the faculty beyond current level of 13.5% of full‐time faculty

• Improving inter‐divisional communication and collaboration

• Optimizing use of data by centralizing data management

• Growing a culture of purposeful evaluation on campus

• Increasing transparency and also student participation in governance processes

• Relieving students and their parents of assuming a greater portion of their education costs and reducing the rate of fee increases

• Increase private fundraising support to a level of sustained performance desired and necessary to have a significant impact on campus operations funding

• Meeting increased enrollments and corresponding service demands with sufficient staff positions to maintain the quality and scope of service

• Further expanding the capacity for automation of reporting of financial and other data

Envisioning Framingham State University in 2021From the NEASC Reaccreditation Letter and Self-Assessment: Areas Requiring Attention/Change/Improvement

Framingham State University Planning 22

Emerging Vision: What Won’t Be DifferentFSU will remain…

‐ a diverse, friendly, caring, and engaged living‐learning community;

‐ a public university whose foundation is the liberal arts tradition and whose faculty

place priority on teaching, advising, and helping students succeed; and

‐ an institution that believes combining critical thinking and other skills developed

through a liberal arts education with career‐focused skills acquired through

professional programs helps our graduates stand out in the workforce.

SOS Consulting Group, LLCSOS CONSULTING GROUP


Emerging Vision: How We Will Be StrongerFSU in five years will be…

‐ committed to fostering each individual student’s success and providing a life‐changing experience for all students who commit to take advantage of all that is available/offered

‐ a vibrant intellectual environment where excellence, creativity, innovation, scholarship, and leadership flourish

‐ an innovator in higher education

‐ a warm, welcoming environment

‐ thriving and financially strong

‐ doing meaningful work

‐ a key player in the MetroWest area

‐ a united community pursuing shared goals

‐ valuing everyone’s role and contributions to the mission



Vision‐Supporting Overarching Goals

SOS Consulting Group, LLC

ACADEMIC DISTINCTION AND STUDENT SUCCESS

INCLUSIVE EXCELLENCE AND ORGANIZATIONAL EFFECTIVENESS

REPUTATION, RELATIONSHIPS, AND RESOURCES

‐ Provide a high‐quality, highly relevant

educational experience, rooted in the

liberal arts and sciences, that is

transformative, distinctive, and

responsive to evolving student,

workforce, and societal needs

‐ Prepare students to be ethical and

engaged citizens committed to public

purpose, inspired to serve, and eager to

play leadership roles in their

workplaces and communities

‐ Provide individualized student services

and support systems that promote

achievement of educational, personal,

and career goals

‐ Be a welcoming living‐learning community

that attracts and retains students, staff, and

faculty who embrace the University’s core

values and will enrich campus life with their

presence and engagement

‐ Foster a climate and provide necessary tools

and support to ensure that every member of

the campus community has the opportunity to

thrive and succeed

‐ Provide the physical, technological, and

administrative infrastructure necessary to

create a work environment that promotes

excellence, encourages innovation, facilitates

collaboration, and supports achievement of

strategic goals

‐ Establish a public identity and

reputation that reflect the

University’s impressive academic

strengths as well as its contributions

to and impact in the wider world

‐ Play a critical and catalytic role as a

partner in the MetroWest region’s

economic, social, and cultural

development

‐ Diversify funding sources in support

of operations and establish a

financial resources model to

promote long‐term stability and

sustainability

SOS CONSULTING GROUP


DISCUSSIONWith respect to the key elements of the vision (envisioned future state for FSU) and the overarching goals:

• What resonates or particularly excites you?

• Does anything seem missing, off‐target, or otherwise of potential concern?

• Do you support our continuing in this direction, building on this foundation by identifying, for each goal, a set of strategies, initiatives, resource implications, priorities, and performance or success measures?

• What advice or ideas might you offer today as we prepare to take next steps?


SITUATION AUDITBroad engagement of key constituencies:Admin/staff, faculty, students, alumni,trustees, community leaders/partners

Strategic PlanningSteering

Committee

Goal task force

Goaltask force

Goal task force

Goal task force

Goal task force

Goal task force

1. Vision statement and goals2. Integrated strategic plan3. Priorities and resource requirements4. Alignment with DHE Vision Project

Board of Trustees

• Data/input gathering from key constituencies• Environment scan/best‐practice benchmarking• Competitive analysis/SWOT analysis

•FINAL STRATEGIC PLAN

26

Dept. of Higher Ed

President

Exec Team/VPs

SOS CONSULTING GROUP

Locus and focus of workshift to these groups, withliaison to/“management” bythe steering committee.



Some Important Next Steps in the Process

• The next phase of the planning process: identifying goal‐supporting strategies, big ideas, key initiatives, critical investments

• Next phase is generative; it is not about decision making or priority setting.

• Task is to flesh out the goals by creating, in effect, mini strategic plans around each one.

• Each goal, once affirmed by President/executive team and board as the foundations on which we should keep building, will have its own design team, so to speak.

• Opportunity to cast the net more widely to engage other minds and stakeholders in the process.

• Opportunity to tap into existing groups/committees—and align with work (thinking, planning) already underway.


Some Important Next Steps in the Process

• UPCOMING CAMPUS OPEN FORUMS

Strategic Planning Update and Feedback Opportunity – January 25

Academic Affairs: Strategic Opportunities and Priorities – January 30

fsu enrollment and student development subcommittee of …...sos consulting group 2 strategic plan...

Documents