June 11, 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 State University System of Florida Strategic Plan: SUS 30 The State University System (SUS) 30 Strategic Plan was designed to: STATE UNIVERSITY Elevate Florida's public universities to be the premier system in the nation SYSTEM OF FLORIDA Drive student success, workforce alignment, and research innovation Ensure each university has distinct areas of excellence to enhance the overall system Key Priority Areas 1. One SUS = Strengthening collaboration 4. World-Class Talent Attracting and retaining across institutions top faculty and students 2. Elevating Student Success - Improving 5. Innovative Research & Economic graduation rates and workforce readiness Development = Expanding research and industry partnerships 3. Operational Excellence Enhancing financial and operational efficiency FLORIDA GRI RIC ICULTURAL AND FAMU UNIVERSITY 1ECH ANICAL Strike, Strike, and Strike Again! SUS 30 + FAMU's "Boldly Striking" 2027 Strategic Plan: Student Success & Graduation/Retention Metric SUS Goal "Boldly Striking" Goal Trend 35.0% 41.0% 27.0% 28.4% 4-Year Graduation Rate 62% (2025) e 70% (2030) 38% (2022) de 55% (2027) nn 2017 H2018 2019 H2020 32.0% 40.0% 4-Year Graduation Rate 25.2% 25.0% 54% (2025) de 70% (2030) 35% (2022) * 56% (2027) (Pell student) Bani M2017 #2018 M2019 2020 68.6% FCS AA Transfer 61.6% 60.5% 59.6% Graduation Rate 62% (2025) de 72% (2030) 65% (2022) de 67% (2027) (3-Year) 2018 12019 #2020 M2021 86.3% 84.2% 82.8% 81.8% Academic Progress Rate 89% (2025) de 92% (2030) 88% (2022) de 90% (2027) M42020 #2021 W2022 12023 Key Initiatives: Key Insights: Academic Support & Retention 4-year grad rate steady increase nearly 8% Financial Support & Scholarships Pells students grad ratei increase mirrors overall rate (approx. 8%) Transfer Articulation Agreements & Support Services Identify/close equity gaps for Pell students Transfer Degree Audits & Advising Strategic Review of Transfer Credit Assessment and Articulation Procedures FLORIDA FAMU AGRICUETURALA MECI ANICAL AND Strike, Strike, and Strike Again! UNIVERSITY SUS 30 + "Boldly Striking" 2027 Strategic Plans: Student Success & Post Graduation Outcomes Metric SUS Goal "Boldly Striking" Goal Trend 69.8% 67.8% 66.9% % Employed $40K or Enrolled 60.1% - 74% (2025) e 85% (2030) 70% (2022) e 75% (2027) (1 Year after Grad) 2020 H42021 #2022 H42023 37.0K 39.5K 43.7K 45.8K Median Wages of - 50K (2025) e 60K (2030) 40K (2022) e 55K (2027) I - - Bachelor's L Grads 42020 2021 2022 12023 20.6% 21.6% 23.1% 23.9% % of Undergraduates with Not currently stated Internships or Experiential 29% (2025) e 40% (2030) FAMU self-reported: 24% IUL Learning 12020 H42021 #2022 142023 Key Initiatives: Key Insights: Job-Readiness Initiatives Metric 1: strong upward trend approx. 10% pts. since 2020 Career Services Support Academic Programs & Labor Market Alignment Increase Employer Partnerships Institutionalize and track experiential learning & internships FLORIDA AGRIC CULTURAL AND FAMU ME ANICAL Strike, Strike, and Strike Again! UNIVERSITY SUS 30 + FAMU's "Boldly Striking" 2027 Strategic Plan: Fiscal Health & Sustainability Metric SUS Goal "Boldly Striking" Goal Total Research Expenditures $2.93B (2025) de* $3.75B (2030) $47M (2022) de $68M (2027) Not currently stated Federal Research Expenditures $1.39B (2025) e $1.75B (2030) FAMU Now: $60.7M Research Expenditures with $79M (2025) e $120M (2030) Not currently stated Business Key Initiatives: Key Insights: Faculty seed funding Develop private sector partnerships Corporate & Alumni Engagement Expand research capacity & infrastructure Hosti innovation summits Strengthen federal grant competitiveness FLORIDA AGRICULTURAL AND FAMU UNIVERSITY MECH ANICAL Strike, Strike, and Strike Again! "Boldly Striking" Targets VS. Actual Growth Rate Trend FTIC 4-Year Graduation Rate: Actual VS Target (2022-2027) 0.60 Target (Aspirational) - Actual (with projected. fill) 0.55 55.0% 50.3% 0.50 Year Target Actual/Projected YoY Change (Aspirational) (Actual/Projected %) 45.7% 48.9% e a 0.45 Fall 2022 30 28.4 0 41.0% 43.4% Fall 2023 34 35 23.24 e 0.40 Fall 2024 39 41 17.14 0 38.5% Fall 2025 43 45.67 11.38 35.0% 0.35 Fall 2026 49 50.33 10.22 34.2% 2027 55 30.4% Fall 55 9.27 0.30 28.4% 0.25 2022 2023 2024 2025 2026 2027 Year FLORIDA R ICULTURAL AND 1ECH ANICAL UNIVERSITY FAMU Strike, Strike, and Strike Again! "Boldly Striking" Targets VS. Actual Growth Rate Trend Academic Progress Rate: Actual VS Target (2022-2027) 0.94 Target (Aspirational) Actual (with projected fill) 0.92 91.0% 90.0% 91.0% Year Target Actual/Projected YoY Change 0.90 89.0% (Aspirational) Actual/Projected %) 88.0% 89.4% Fall 2022 86.1 82.8 0.88 87.0% a a 87.9% Fall 2023 87 81.8 -1.21 86.1% Fall 2024 88 86.3 5.5 0.86 86.3% Fall 2025 89 87.87 1.82 a 0.84 Fall 2026 90 89.43 1.78 Fall 2027 91 91 1.75 0.82 82.8%. 81.8% 0.80 2022 2023 2024 2025 2026 2027 Year FLORIDA ICULTURAL AND 1ECH ANICAL UNIVERSITY FAMU Strike, Strike, and Strike Again! "Boldly Striking" Targets VS. Actual Growth Rate Trend Bachelor's Graduates Enrolled or Employed: Actual VS Target (2022-2027) 0.800 Target (Aspirational) Actual (with projected fill) 0.775 75.0% 0.750 74.0% Year Target Actual/Projected YoY Change 75.0% (Aspirational) (Actual/Projected %) 73.0% 0.725 72.0% 73.3% e Fall 2022 70 67.87 71.0% Fall 2023 71 66.9 -1.43 70.0% 71.5% 0.700 Fall 2024 72 69.8 4.33 de 69.8% Fall 2025 73 71.53 2.48 0.675 - Fall 2026 74 73.27 2.42 67.9% 66.9% Fall 2027 75 75 2.37 0.650 0.625 2022 2023 2024 2025 2026 2027 Year FLORII IDA R ICULTURAL AND 1ECH ANICAL UNIVERSITY FAMU Strike, Strike, and Strike Again! FAMU Foundation's 2024-27 Strategic Initiatives & KPIs Theg goali listoi identify strategic initiatives andk Key Performancel Indicators (KPIs) that aligny with the' "Boldly Striking" Strategic Plan tog guide the development of theF FAMU Foundation's Strategic Plan. Goal Strategic Initiative KPIs (Year 1) KPI Actual Notes Successfully host one signature event ini four Hosted 3 ofthe 4 events strategic locations, ensuringa alignment with SMB concentrations and FAMU Foundation members. Establish andhost an annual signature event tos support and Secure. J.P. Morgan Chase as the signature Signature sponsor "Pending" Implement an annual signature event sponsort to cover event expenses andp provide a I promote Small Business Enterprises, for Small Business Enterprises. direct-level donation at eache event for local PR 8 foster engagement, networking, and purposes. growth opportunities. Generate $400,000 int total revenue ($100,000 Has generated $60,000 as of pere event) throughi 100 participants at each 05/01/2025 event paying $1,000, while growing the database by 400 SMBS and proprietors. Conduct training sessions for all board Have conducted 10 training sessions members on give/get tracking tools byt the end thisEY and on paste to conduct 12(4 Implement a comprehensive training ofQ. per quarter) Enhance Foundation Board program and tracking systemt to Ensure 80% ofboardr members commit toi their 20% of board members have fundraising efforts through ensure board members arei informed give/get targets via written documentation: at committed to givelget targets "Give/et'initiatives and motivated to achieve their the start of the year. give/get targets. 18% of board members met give/get Achieve 50% boardmembersmeeting: or targets as of 04/15/2025 exceeding their give/get targetsby) year-e end. Compile ac database of at least 50 potential Compile a database of 41 potential Develop a structured approach to major donorsi identifiedt through board Increase the number of major donors cultivate referrals ande existing networks. major donors as of f05/15/2025 collective identify, engage, and through engagement, relationships with major donors, Conduct at least 20 individual meetings or relationship cultivation, and aligning their interests with university events connecting major donors with Conducted: 20 individual meetings or alignment with university initiatives to initiatives and preparing them for university staff to establish relationships. events as of 06/01/2025 secure their commitment to a future capitalcampaign. activep participation in a capital Facilitate at least 10 collaborative planning Held2 planning sessions with campaign by Year3. sessions between university staff and board members to strategize donor engagement. universitystaffa as of03/15/2025 FAMU National Alumni Association's 2024-27 Strategic Initiatives & KPIs Theg goalistoi identify strategic initiatives and Key Performance Indicators (KPIs) that align with the' "Boldly Striking" Strategic Plan tog guide the development of the FAMU National Alumni Association's: Strategic Plan. Goal Strategic Initiative KPIs( (Year 1) KPI Actual Notes Increase overall membership by 10% with at least Increased overall membership by 4%as sgrowthi in life memberships by year-end. of05/01/2025. Increase NationalA Alumni Association Implement an annual targeted outreach Conduct 61 bi-monthly outreachcampaigns Conductedsb bimonthly outreach membership with aspecifici focuson campaign toj promote life membership in the promoting life memberships, highlighting benefits AA as of 05/15/2025. expanding life memberships. NAA. andimpact. campaigns Hostf four membership drives or events specifically Hosted 2 membership drives or events focused lonr recruiting new life members, aiming as fora aminimum of 501 new sign-ups. of01/31/2025. Complete system requirements gathering and Sstem/equirements complete stakeholder consultations! by Q2. Enhance the National Alumni Association's ability totrack, analyze, and optimize Develop andl Implement taComprehensive Select andprocure areporting tool/system by Q3. Seléction of reporting tool/systemi is recruitment efforts throughacentralized Alumni Recruitment Reporting System. Pending. reportingt tool/system. Conduct pilot testing with at least 25% of alumni Securingo of reporting tool/system is chapters by Q4, incorporatingt their feedback into the system design. Pending. Raise $100,000 by year- endt through targeted fundraising events, direct appeals, ando online Raised $90,000 as of 05/01/2025. Increase financial support for students facing campaigns. overwhelming debt, ensuring they can Expand the FAMU NAA'sS.O.S. Scholarship Increase donor participation by 10% comparedto Donor participation increased continue their education and graduate, while by 5% year achieving and surpassing annualf fundraising Retention Campaign. the previous year. over year as of 06/1/2025. goals. Providef financial assistance to at least 150 A Provided financial assistance to 40 students, ensuring 90% remain enrolled. students as of 06/15/2025. FAMU Boosters' 2024-27 Strategic Initiatives & KPIs The goal is toi identify strategic initiatives and Key Performance Indicators (KPIs) that align with the "Boldly Striking" Strategic Plan to guide the development of the FAMU Boosters' Strategic Plan. Goal Strategic Initiative KPIs (Year 1) KPI Actual Notes Raise $100,000 in scholarship funds Raised $10,000 in scholarship funds throught targeted fundraising of 05/31/2025 campaigns ando donor contributions. as Provide financial and moral support to athletes through Enhance Support for Student- Award scholarships to 14 student- Awarded scholarships to 14 student- Athletes through Scholarships athletes, witha af focus on academic scholarships, awards, and and Recognition Programs. achievement and athletic performance. athletes as of03/31/2025 recognition. Host tworecognition events to honor student -athletes for their Hosted 3 recognition events in 2024- achievements and contributions tot the 25 athletic program. Increase booster club membership! by Increased booster club membership 20% compared to the previous year, by15kcompared to last year reachingat total of 500 members. Grow the booster club Expand Booster Club Achieve amembership retention rate membership to expand support Membership to Enhance of 80% by implementing targeted Achieved a membershipi retention andresources for athletic for Athletic retention strategies and member rate of 60% FY: 2024-25 Support Programs. benefits. programs. Host four membership drive events, attracting an average of 50 attendees Hosted 2 membership drive events per event and converting 50% into new inF FY2024-25 members. Increase community: attendance at Increased community attendance: at athletic events! by 15% compared to the athletic events by 13% comparedto previous year, with ai focus on football andb basketball games. the previous year Increase communiy.hnvolvement Enhance Community Establish partnershipswith three local and support for athletic events Engagement and Support for businesses or organizations to sponsor Establish partnerships with 1local athletic events or provide in-kind business in FY 2024-25. and activities. Athletic Events. donations. Recruit andt train 50 community Recruit and train 16 community volunteers tos support event logistics volunteers as of 05/01/2025 and fan engagement activities. 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 tos solicit inputi from stak eholder rs on the effectiveness of data- driven decisions andi lidentify areas fori further improvement. Compliance withd 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 and 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 finandalperforance). -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! Colleges & Schools Dashboard & Scorecards AVA - - A KEY PERFORMANCE INDICATORS FLORIDA NEW CTVRALA UN IV VERSIT TY Click images to details. CTRL + Click FAMU open image LANT Graduation Rates Fall Headcount Enrollment Degrees Awarded 2017 207e 019 aD 303 2033 2024 Llill s8 307 as aoas 23 2034 aer e Second-Year Retention Rates Persistence 90 o 10s: 1016 : 020 a 2033 203 s: a o ae e1 2830 c21 20c2 nA LE 3 - * FAMU IRESAENRNS