April 16, 2025 Strategic Planning & Performance Measures Board of Trustees Meeting Roddrick D. Jones, Ph.D. VP, Division of Strategic Planning, Analysis & Institutional Effectiveness FLORIDA AGRICULTURAL AND FAMU MECHANICAL UNIVERSITY PBF Points 2025 Excellence Improvement Metric Data Points Data Points Final Score FAMU Projected Yoy Percent of Bachelor's Graduates Employed (+$40,000, Effective Fall 2021) 6 1 and/or Continuing their Education (1-Yrafter Graduation) 69.8% 2.9% 5 6 Median Wages of Bachelor's Graduates Employed Full-t -time (1-year after 2 Graduation) $45,800 10 4.7% 9 10 - 3 Average Cost to Student $-1,300 10 209% 10 10 4 FTIC Four-Year Graduation Rate 41.0% 2 6.0% 10 10 Metrics IMPROVED 5 Academic Progress Rate (2nd Year Retention with GPAA Above 2.0) 86.2% 6 4.2% 8 8 Percentage of Bachelor's Degrees Awarded within Programs of Strategic 53.7% 10 -0.6% O 10 Emphasis 7 University Access Rate (Percent of Undergraduates with a Pell Grant) 56.6% 10 -0.8% O 10 8 Percentage of Graduate Degrees Awarded within Programs of Strategic Emphasis 54.0% 7 2.3% 4 7 BOG Choice: FCS AA Transfer Three-Year Graduation Rate (Effective 9A 59.6% 1 -1.3% O 1 2023) BOG Choice: FTIC Pell Recipient Six-Year Graduation Rate 48.5% 0 O t10 9B (Effective 2021) -1.3% 0 Number of Bachelor's Degrees Awarded to Transfers with AA from FCS 10 (Effective 2020) 327 8 13% 10 10 Total Points Total Score 82 FLORIDA R ULT TURAL AND IEC NICAL UNIVERSITY FAMU Strike, Strike, and Strike Again! Performance Funding Improvements Metric4: 4-Year Grad Rate Metric5: Academic Progress Rate (2nd Year Retention with GPA Above 2.0) 6.0% increase 4.2% increase 41.0% 86.2% 35.0% 81.8% 2022-23 2023-24 2022-23 2023-24 Metric 3: Average Cost to Student Metric1:%of Bach Grads Employed (earning $40,000+)and/or Continuing their Education (1 Yr after Graduation) 209% decrease 2.9% increase $1,170 69.8% 66.9% $-1,300 2022-23 2023-24 2021-22 2022-23 SPAIE:03.01.25 STATE UNIVERSITY Student Success SYSTEM FLORIDA SUS OF 30 FAMU Metrics 2025 Baseline 2025 Plan Goal 2030 Goal FAMU YoY AY: 2023-24 (preliminary) 4-year Grad Rate (PBF 4) 62% 65% 70% 41% +6 Academic Progress Rate (PBF 5) 89% 90% 92% 86% +5 % Employed or Enrolled $40k (PBF 1) 74% 80% 85% 70% +3 Median Wages Bachelor's (PBF 2) $43,200 $50,000 $60,000 $45,800 +$2,600 (5%) Professional Licensure & Certification 310f39 Above Benchmarks Top Decile/Topi in FL 1of 4 N/C Exam (First -Time Pass Rates) Above % of undergrad students participating in 29% (low est.) New 40 60% N/A N/A internships or experiential learning % of undergrads without loans (annual) 77% New 85% 49% +2 (3rin Nation) (83% is current #1) % of Bachelors/Graduate in Programs of Strategic Emphasis (PBF 6 &8 8)* TBD 50% TBD 54%(B)/52%(G) N/C Transfer Student Outcomes FCS AA Transfer 3-year Grad Rate (PBF 62% 62% 72% 59% -1 9a) Pell Student Outcomes 4-year Grad Rate Pell students 54% 58% 70% 40% +8 Access Rate (Modified: % of new FTIC fall entering 30% 30% (all univ.) 35% 19% 19% students) *The new Programs of Strategic Emphasis list was implemented int the 2024- 2025 academic year. New goals willl be determined by the Board Improving N/C No Change *No Significant Change *Declining FLORIDA FAMU AGRI ANICAL ULT LTURAL AND Strike, Strike, and Strike Again! UNIVERSITY "Boldly Striking" Implementation Timeline Revise assessment Revise action items as measures as needed and necessary and set up submit the final. required assessment results/data for the "mid- Implementation procedures/tools. year review" in Assessment of Nuventive. Action] Items Review Scorecards, Goals, Metrics & Action Analyze/submit Items. Update/create end-of Review feedback Actions & Metrics for Implementation year results from end-of-year upcoming cycle by /Assessment of inl Nuventive results/data. August 31. Action Items Submit tall (final) "mid-year review" results/data. Implementation/ Assessment of Review Action Items Results/D Data Progress reActions. Starts submitting mid- Implementation/ year review Assessment of results/data. Action Items JUL AUG) SEP OCT NOV DEC JAN FEB MAR APR MAV) Preliminary (FALL) Submission Schedule Final (SPRING) Submission Schedule SPAIE:01. 10.24 FLORIDA GRI ICULTURAL AND 1ECH ANICAL UNIVERSITY FAMU Strike, Strike, and Strike Again! Florida A&M University One-Page Strategic Plan Action Items (5.2.2) Actions Start/Stop/Continue Strengths Weaknesses Opportunities Threats Implement ta comprehensive data analytics and Enhances data-drivenc decision-making, improves Requires significanti initial linvestmenta and ongoing Providesi insights fori improvede efficiency,i identifies Datas security risks, challengesi ini integrating reporting platform withi institutional visibility. Continue transparency, ands supports strategic planning. maintenance costs; potentialr resistance to change frominewt trends, ande enhancesi institutional disparate data sources, andp potential Idatap privacy existings systems. competitiveness. concerns. Developr robust customized data dashboards and Enhances data accessibility, supports informed Requires specializeds skillsf for development and Enablest targetedi interventions, fosters data-driven Data quality issues, privacy concerns, and the need reports for academic anda administrative units. Continue decision-making, andi limproves operational maintenance, potentialr resistancet to adoptingr new culture, ande enhances accountability across units. for continuous updates ands support. efficiency. reporting tools. Create analyticsibusinessi intelligence trainingp program Empowers staff with analyticalskills, improves data/Requires significantr resources fort traininga and support, Enhances decision-making capabilities, promotes Difficulty in sustaining momentum post-t t-training, inpartnership withi identified champions/power users, Continue literacy, andi fosters ac culture of continuous potential resistance to change among staff. innovation ind datau usage, ands strengthens challengesi in! keepingt training content relevant to andprovide personalizedo ongoing training. learning. institutionale effectiveness. evolvingt technologies andneeds. Strategy Challenge(s) ResourceA Allocation/Budget/ Alignment Utilize analytics to drive data driven decisions for -Change Management: Implementing new analyticst tools andt trainingp programs requires Actions Estimated Cost Dept. improvedi institutionaluniversity outcomes. kcultural lando organizational changes. Resistancet to change froms staff, faculty, or Implement a comprehensive data analytics and Software Licensing: Rangingfrom $10k-s15k administrators accustomedt to existing processes ands systems canhindera adoptiona and reporting platform withi institutional visibility. utilization. . ResourceAllocation Securing adequate financialr Iresources for maintaininga annually user,per [software server, etc.),a vendor, ands licensingr scale of deployment). model(per SPAIE comprehensive data analytics platform, developing customized dashboards, andi funding ongoingt trainingprograms. Budget constraints mayl limitt thes scope ande effectiveness of thesei initiatives. Developr robust customized data dashboards and Software andi Tools: Dashboard andr reporting reportsf for academic and administrative units. softwarel licenses canrangef from $1ok to $20k annually, [number of users, and vendor pricing SPAIE models,etc.]. Create analytics/businessi inteligencetraining; program Bisoftwarel licenses, trainingplatforms,; and inpartnershipv withi identifiedc champions/power users, simulationt tools range from $5k to $iok annually, andp providep pesonalaedomgangtahig dependingont the number of users and software SPAIE complexity. Results/Data pamAmsMiNSmaNtT Reports/Analvsis *F FTICI Report, -2022-2023 FactE Book -Fallz 2024 Quick Facts Academic Scorecards Dashboard -Strategic Plan Scorecards, President's Goals/Institutional: Scorecard .PBF Metrics U.S. News Report/ Analysis -IPEDS Report/ Analysis FAMUI Institutional Profile Sheet "SPAIE Quarterly Newsletter Weekly Enrollment Reports .Weekly Admissions Reports l Undergraduate Retention Report Admitted! FTIC Non- Enrollees Report Key Performance Indicators -Four Year Graduation Rates -Six Year Gradu ion Rates implementation ofi iterative improvement cycles based on data- -driven insights, measuringt the impact ofii interventions anda adjusting strategies accordingly. -Total Undergraduate Enrollment -NewF Full-T Time FTICE Enrollment .Establishedi feedback mechanisms to solicit inputi from stak eholder rs on the effectiveness of data- driven decisions andi lidentify areas for further improvement. Compliance with datap privacy regulations. -Institutional datag governance policiest top protect sensitive information and maintain trust among stakeholders. -improvement of bottlenecks,i inefficiencies, ando lopportunities for automation withina administrative processes (e.g. admissions, registration, andi financiala laid). -Analysis andreporting of student-level data to identify patterns andp predictors ofa facademic success, enabling earlyi intervention ands support for at-risk students. -Evaluation oft thei impact of data-driven decisions on key university KPIs (e.g. student retention rates, graduationi rates, research productivity, and finandalperformance). -Campus Climate Data -Secondy Year Retention Rate -Academic Progress Rate (2nd) Year Retention with GPA Above 2.0) -AverageT Timet to Degreef for 120 Hour Programs FLORIDA AGRI CULTURAL AND FAMU ANICAL UNIVERSITY Strike, Strike, and Strike Again! Boldly Striking Implementation Action Updates "One-Pagers" 90.4% 100.0% 78.1% 90.0% 71.4% 74-0% 75.0 80.0% FAMU - A 70.0% 60.0% 50.0% 28.6x 25. 40.0% 21.8% 26.0% 30.0% 20.0% I 9.6% 10.0% 0.0% Student Success(SPI) Academic Excellence (SP2) Leverage the Brand Fiscal Heath& Sustainability Org. Effectiveness & (SP3) (SP4) Transformation (SP5) mgComplete mgincomplete Year 3 One-Pagers Strategic Priority Action %Complete %1 Incomplete Updates Completed Excellence . Innovations Transformation 1 55 43 78.1% 21.8% STRATEGIC PLAN 2022 202 2 35 25 71.4% 28.6% 3 27 20 74.0% 26.0% 4 21 19 90.4% 9.6% 5 44 33 75.0% 25.0% Totals 182 140 76.9% 23.1% FLORIDA AGRICULTURAL AND MECH ANICAL UNIVERSITY FAMU Strike, Strike, and Strike Again! Institutional Goals Aligned with PBF Metrics Common PBF Metrics Translate to Institutional Goals 8 g 2 - LO 080 @ 65 g Lo L g L Student retention V Equity and access Enhancing and completion measures students support rates V Degree production services Improving in high-demand Setting workforce fields enrollment and readiness graduation targets 000 20 o00 FLORIDA R RIC ICULTURAL AND FAMU UNIVERSITY MECH ANICAL Strike, Strike, and Strike Again! The Role of Managers Aligning Departmental Goals w/ Institutional Metrics > Departmental KPIs (Key Performance Indicators) tied to Resource Allocation funding drivers - Directing staff and budget to high-impact areas > Justifying needs with data A Data-Driven Decision- BOLDLY Making STRIKING 2022-2027 > Using analytics to track progress FAMU toward funding-based goals > Identifying gaps in performance and making adjustments FLORIDA ICULTURAL AND FAMU UNIVERSITY 1ECH ANICAL Strike, Strike, and Strike Again! Colleges & Schools Dashboard & Scorecards - - NEW < KEY PERFORMANCE INDICATORS FLORIDA / ANICAL UL LT TURAL UN ERSIT Click images to details. CTRL + Click FAMU open image Graduation Rates Fall Headcount Enrollment Degrees Awarded 305 o7 301 303 2033 3024 2000 : 022 nes Illil 2017 207 as aoa 233 24 m2RRE ce3 Second-Year Retention Rates Persistence sos: s : 020 sr 35 s: - o1a 2n30 - - - - FAMU ESENRNS