Florida Agricultural and Mechanical University  Board of Trustees  Strategic Planning and Performance Measures Committee Meeting  Date: February 16, 2022 Time: 9:45a.m.  Location: Florida A&M University, Grand Ballroom  Committee Members:  Kristin Harper, Chair Nicole Washington  Ann Marie Cavazos, Otis Cliatt, Kimberly Moore, Craig Reed, Kenward Stone, and  AGENDA  I.  Call to Order II. Roll Call  Chair Kristin Harper Mrs. Ta-Tanisha Adams  ACTION ITEMS  III. Approval of Minutes from December1,2021  Chair Kristin Harper  INFORMATION ITEMS  IV. Update on University Strategic Plan  Chair Harper/AVP McMurray  a. Focus Groups  b. Goals, Strategies, Actions, and Metrics  V.  Adjournment    FLORIDA AGMUNIVERSITY  Board of Trustees  Strategic Panning/Performance Measures Committee Minutes  Wednesday, February 16, 2022 Agenda Item: III  Subject: Strategic PanningPerformance Measures Committee Meeting Minutes  Rationale: Section 5.10 of the Board of Trustees Operating Procedures provides that detailed minutes should be kept for any Board or Committee meeting. Those minutes should include a record of votes  cast and attendance.  Recommendation: Approve the meeting minutes for December 1, 2021.  Attachments: Yes, copies oft the minutes are attached.  Page 10 of1    Florida Agricultural and Mechanical University  Board of Trustees  Strategic Planning and Performance Measures Committee Minutes  Trustee Harper, Chair Wednesday, December: 1, 2021  Committee Members Present: Chair Kristin Harper, Trustee Ann Marie Cavazos, Trustee Otis Cliatt, Trustee Kimberly Moore, Trustee Kenward Stone and Trustee Nicole' Washington. Callto Order/Roll Call: Chair Harper called the meeting to order. Mrs. Adams called the roll. There  was a quorum. Action Items  Approval of Meeting minutes from September 15, 2021. Trustee Moore moved for the minutes to be approved. The approval was seconded by Trustee Washington. The minutes were approved.  Information Items  Update on University Strategic Plan  The timeline for the Strategic Plan development was set to ensure that the university is positioned to implement the new strategic plan by the end of June 2022. Dr. McMurray provided an update on the survey results and where the University Strategic Planning Committee is in the planning process. Asurvey was deployed over the Summer and into Fall to collect feedback on current strengths, weaknesses, opportunities and threats that FAMU may face now or in the future. With over 1,200 respondents, there were several strengths around the following four factors: academics, environment and culture, research, and student engagement. The opportunities revealed in the survey results focused ont the following four factors: environment and culture, communication, technology, and facilities. The opportunities with the highest magnitude of their potential impact include improving customer service, increasing visibility through marketing and branding, strengthening FAMU's infrastructure to support academic and administrative operations and functions, andi increasing  support and funding through alumni giving and non-state funding sources.  1    Florida Agricultural and Mechanical University  Board of Trustees  Phase Two oft the Three Phase process begani in Fall 2021 with the formation ofi five subcommittees based on the strategic priorities. Each subcommittee produced a report identifying recommendations for goals that were submitted and reviewed by the! Strategic Planning Committee. Trustee Harper described the crosswalk of how the initial strategies and goals aligned with the state university system. The Strategic Planning committee will continue to refine the goals, define strategies and develop Phase Three will commence in March 2022. The Strategic Planning Committee will finalize goals, strategies and actions and develop key performance indicators during this time. The final plan will be  actions within the respective subcommittees through February 2022.  submitted for approval at the. June 2022 Board of Trustees' meeting.  Discussion  Trustee Washington referred to the strengths reviewed from the survey and wantedi to determine if we can distinguish between employers, faculty, alumni, etc. and their perceptions of students being prepared for the workforce. Internally and externally does Response: Dr. McMurray responded among the different group students had a high rating ini this area as well which aligned with the exit surveys completed by our graduates. Trustee Washington asked if employers and industry leaders also have a high perception of students being prepared for the work force as well? Response: Dr. McMurray did not have the results but would get them.  not always mirror.  Trustee Washington commented that the survey results for opportunities centered around customer service and shei is excited that it is still an area that we arel looking at Response: Trustee Harper responded that the preliminary strategies that will be shared include customer service as a big focus and that the committee has done a really goodj job Trustee Cliatt commented that he is excited about the customer service focus.  improving  of brainstorming ideas of bold strategies to address customer service.  2    Florida Agricultural and Mechanical University  Board of Trustees  Response: Trustee Harper commented that each committee member was asked about the one thing that needed to be addressed in the strategic plan, and customer service Trustee Lawson commented about making sure that we align our activities and programs sO we can quickly pivot and adjust to fill the pipeline of workforce needs and  was a consistent answer among many members.  keep up with workforce trends  Trustee DuBose commented that there are some subjective goals and we need to make sure there is a way to measure them. Secondly, once iti is determined what needs to be done, at timeline of priorities and the budget to support the goals needs to be considered. Lastly, ownership of who will be responsible for the changes will be essential. Response: Trustee Harper responded that the next step will be at tie in of the measures and the scorecardi for the goals. Trustee Harper has done a preliminary alignment with each of the goals to the various committees across the Board of Trustees to identify a clear place where they can live. The committee also plans to identify implications for the university  budget.  Trustee Moore suggested that we have the opportunity to reengage with the stakeholders who gave us thei feedback through the survey with the primary purpose of being intentional about the role that they can playi in helping us to reach and attain Response: Trustee Harper commented that the focus groups are critically important and will be conducted int the. January time frame to share results from the stakeholder survey  these goals  and solicit feedback ont the goals and strategies.  Trustee Washington commented that we take al look at work-based learning opportunities with short term credentialing that can make our students more competitive. Response: Trustee Harper commented that the academic success subcommittee has already brainstormed around ideas for establishing pathways for undergraduate students to engage  ine experiential learning opportunities throughout their matriculation.  3    Florida Agricultural and Mechanical University  Board of Trustees  Trustee Lawson asked how do we make sure that we're getting the voice oft the customer from students, and among employers through clusters or other forums? Response: Trustee Harper suggested the possibility of creating a focus group specifically for Trustee Lawrence commented that his expectations have been exceeded with this work. In addition, there are far more resources to be raised for this university and there is lots of  industry to leverage the cluster and get their feedback.  opportunity.  There being no further business, the meeting was adjourned.  4    FLORIDA/ A&M UNIVERSITY  Board of Trustees INFORMATION ITEM Wednesday, February 16, 2022 Agenda Item: IV  Strategic Panning/Performance Measures Committee  Subject: Review oft the Draft 2022-2027 Strategic Plan - Goals and Strategies  Summary: Five subcommittees were formed based on the strategic priorities. The Strategic Planning committee has refined the goals, defined the strategies and developed actions based on recommendations for goals. Dr. Kelly McMurray, Associate Vice President of Strategic Planning, Analysis and Institutional Effectiveness will provide an update oni the status ofthisi item.    FLORIDA AGRICUETURAL, AND MECHANICAL UNIVERSITY  FAMU  Draft 2022-2027 Strategic Plan Goals and Strategies  Strategic Priority: Student Success  Goal 1: Elevate student success outcomes to thel high excellence range among state and  national scales. Strategies  1. Expand and enhance strategicrecruitment initiatives toi increase the academic profile of 2. Increase the availability and use of academic support services and resources toi improve 3. Regularly review academic program curricula toi identify and eliminate barriers to timely  incoming cohorts. student performance. degree completion.  4. Increase the allocation of financial support to address unmet: need. Goal 2: Establish FAMU as the 1st Choice Destination among scholars.  Strategies  1. Develop a collaborative plan that showcases university strengths as it relates to signature programs, alumni success profiles, faculty achievement, and employment 2. Enrich the student experience by expanding co-curricular: ractivities, services, and programs.  outcomes.  Goal 3: Reimagine and align academic offerings to address emerging workforce demands and increase degree production in programs of strategic emphasis.  Strategies  1. Continuouslyevaluate, optimize, and develop in-person and online academic programs. 2. Align career readiness competencies within academic programs to prepareg graduates fora 3. Expand student professional development and career services activities toi increase competitiveness of students for employment and post-graduate study.  successful transition to the workplace and post-graduate life.  Florida.Agricultura, andl Mechanical! University  Draft 2022-2027 Strategic Plan  February 4, 2022    FAMUI E n  B  Strategic Priority: Academic Success  Goal 1: Pursue pathways that position FAMU on a trajectory tol become a Carnegie R1  institution. Strategies  1. Reconfigure faculty workloads to enhance research productivity.  2. Establish new: research doctoral programs as humanities, social sciences, STEM, and other 3. Build capacity and infrastructure to attract, retain and incentivize world-class faculty  research doctorates.  staff to enable new: research areas. a culture ofsustainable excellence.  and  Goal 2: Nurture the professional development offaculty and staff across  create. Strategies  disciplinesto  1. Strengthen faculty and staff development programs.  2. Enhance pedagogy for diverse learning styles and needs ofs students in person and online. 4. Acquire more: frequent "voice oft the student" feedback and utilize it to improve academic Goal 3: Position FAMU to emerge as a global leader in healthcare education, research, and service to address disparities, emergent needs, and advance holisticwel-being.  3. Establish a structure that fosters sustained: faculty excellence.  experiences.  Strategies  1. - Utilize cutting-edge technology to enhance clinical, academic, and research innovation to 2. Improve access to quality health services through local, national and global partnerships. 3. Establish "FAMUI Health" as a leading providerofculturally competent health care to the Goal 4: Amplify discovery and innovation to solve complex real-world problems.  educatei the next generation of health care leaders.  community, state, and nation.  Strategies  1. Advance ai more transformative, transdisciplinary,; a and/ortranslational approach to 2. Enhance opportunities for collaborative research and engagement for graduate scholars.  research and development.  Florida Agricultural and Mechanical University  Draf 2022-2027 Strategic Plan 2  February 4, 2022    FAMU  3  Strategic Priority: Leverage the Brand  Goal 1: Foster a university-wide customer-centric culture to support academic  and operational excellence.  Strategies  1. Measure success against well-defined customer service standards and] key performance 2. Provide ongoing customer service coaching and training toi faculty, staff, and students. 3. Engage all units oft the University in activities to ensure accountability: and buy-in. Goal 2: Increase global recognition of the University's sstanding as a leading academic,  indicators.  research, and cultural institution.  Strategies  1. Advance and promote the University's brand through consistent messaging and innovative 2. Highlight faculty, staff, student, and alumni capabilities to elevate their profile for external Goal 3: Cultivate and diversify the network ofadvocates and supporters to advance the  communication strategies.  demand.  University's mission and strategic priorities.  Strategies  1. Establish targeted outreach initiatives toi fosterincreased engagement with policymakers, alumni, friends, organizations, and communities throughout the state, region, and nation. 2. Enhance the internal infrastructure and capacity to support lobbying and outreach  efforts.  Porida.Agrieulturaland. Mechanical University  Draft. 2022-2027: Strategic Plan 3  February 4, 2022    FAMUI a  3  Strategic Priority: Long-Term Fiscal Health and Sustainability Goal 1: Implement a planning and budgeting process that identifies, secures, and  allocates existing and new. E&G, C&G, and. Auxiliary funding.  Strategies  1. Transition to a strategic budgeting process fore existing resources that align and support 2. Strengthen capacity to attract additional revenue streams and resources for priority areas  strategic priorities and goals.  that do receive requisite recurring state funding. 3. Lobby to secure additional basel E&G funding.  4. Increase thet total value of new research-related awards received year-over-year. 5. Annually increase auxiliaries' revenue by 5% over the previous year's revenues and maintain auxiliaries' customer satisfaction ratings of 80% or higher.  Goal 2: Implement infrastructure enhancements in academics, research, administration, technology, and facilities to increase student success outcomes for FTIC, FCS AA transfer, and graduate students that lead toi increased performance. in  state and national metrics.  Strategies  1. Strengthen capacity to attract recurring state funding for academics, administration, technology, deferred maintenance, and public education outlay (PECO) aligned with  strategic priorities.  2. Provide first-class facilities and services. 3. Sustainastateoftheart ehnology/infasinucture.  Goal 3: Support and sustain ai robust university: advancement enterprise that consistently generates transformative alumni, friends, and corporate giving.  Strategies  1. Enhance the University Advancement infrastructure. value to $150M and the: investment value to $200M.  2. Secure and invest incremental endowed fundingyearoveryear to increase endowment 3. Strategicalyleverage relationships with corporate partners and alumni to increase giving.  Florida. Agricultural and Mechanical University  Draft 2022-2027 Strategic Plan  February 4, 2022    FAMU E  2  Strategic Priority: Organizational Effectiveness and  Transformation  Goal 1: Enhance a culture thatintentionally fosters building and engaging al high- performing workforce and fortifies FAMU's status as an employer of choice.  Strategies  1. Develop a compensation framework that aligns market competitiveness and internal 2. Establish a comprehensive on-boarding program designed to equip new employees with information to achieve success in their new: role and feel welcomed and included as a 3. Bolstera a university-wide culture that promotes development opportunities that focus on strengthening skills ofe employees and providing guidance tol help them grow as 4. Strengthen the full-life cycle performance management framework.  equity to attract and retain qualified employees  member oft the FAMUly.  professionals.  5. Implement a campus-wide employee recognition program to acknowledge and reward 6. Increase resources and support for ongoing arelyeolarp/erative a activity among 7. Cultivate an environment of consistency by centralizing the application ofh human Goal 2: Optimize effectiveness of operations through enhancement ofprocesses and  staff for exemplary service and career milestones.  faculty.  resource policies, best practices and accountability measures.  innovation. Strategies  1. Streamline processes to improve business operations.  2. Utilize analytics to drive data driven decisions fori improved academic and administrative 3. Develop al MegpuliyTinfasncture to support state oft the art teaching, research, learning, Goal 3: Strengthen the University's culture of strategic decision making through promotion and enhancement of compliance, internal controls, and enterprise risk management practices with an emphasis on engagement, education, reporting, and  outcomes.  and administrative operations.  accountability. Strategies  1. Promote a clear organizational commitment foras stronger ethical culture through consistent 2, Expand educational opportunities toi foster awareness, understanding, and adherence to  messaging and tone throughout the University.  Porida.grieuluraland. Mechanical University  Draft 2022-2027 Strategic Plan 5  February 4, 2022    FAMU  @  organizational best practices.  3. Engage personnel at all levels in an inclusive environment for decision-making across the University that considers cross-functional goals and aligns with the University's mission and 4. Refine policies, procedures, and processes to coordinate or streamline accountablitymeasures 5. Enhance data analytics, analyses, and assessment processes to deliver results that enhance  values.  across the University.  student success and administrative effectiveness.  Florida Agricultural andl Mechanical University  Draft 2022-2027Strategic. Plan  February 4, 2022