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.
Attendance
Subcommittee Members Present:
Richard Logan (Acting Chair)
Sonia Diaz
Nancy Budwig (via teleconference)
Michael Grilli (via teleconference)
Lorretta Holloway
Board of Trustees Member
Board of Trustees Member
Board of Trustees Member
Board of Trustees Member
VP of Enrollment & Student Development
Additional Present:
Kevin Foley
Javier Cevallos
Dale Hamel
Rita Colucci
Sean Huddleston
Jeremy Spencer
David Merwin
Vincent Ferraro
Shayna Eddy
Deborah Altsher
Averil Capers
Daniel Magazu
Glenn Cochran
Maureen Cupoli (recording secretary)
Board of Trustees Member
President
Exec. VP of Administration, Finance and IT
Chief of Staff & General Counsel
Chief Diversity & Inclusion Officer
Dean of Enrollment
Assoc. Professor/ Chair, Geography Dept.
Asst. Professor, Sociology Dept.
Assoc. Dean/Director of Admissions
Director of Financial Aid
Director of Marketing
Director of Communications
Assoc. Dean of Students/Director Res. Life
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.
1 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.
III.
Dr. Vincent Ferraro—Enrollment Data presentation


IV.
V.
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.
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.
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.
2 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.
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.
VI.

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.
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.
3 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.
o
o
VII.
President Cevallos informed the group that the Foundations Board is in the
process of raising more funds for scholarships with less restrictions.
Richard Logan wants to know if we can track the need for scholarships based on
majors to target donors in specific areas.
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.
4 Strategic Planning Update
For Board Subcommittees
SOS CONSULTING GROUP
Framingham State University Planning
1
Strategic Plan Outline
1.
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 INTERACT
AS 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.
SOS CONSULTING GROUP
Framingham State University Planning
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 COME
RELATIVE TO GOALS?
2
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
SOS CONSULTING GROUP
GOALS
Framingham State University Planning
Future vision
Future vision
3
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
SOS CONSULTING GROUP
Framingham State University Planning
4
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. SOS CONSULTING GROUP
Framingham State University Planning
5
Building Shared Vision through Inclusive Planning
All faculty and staff: Launch survey (verb prompts) for all faculty and staff linked from President’s n=134
strategic planning memo; survey provides verbs as prompts.
Senior staff summary reports for the consultant on “current state” – area‐specific challenges, 4 reports (Academic affairs, Student Affairs, objectives, initiatives underway, etc.
Admin/Finance/Technology, Inclusive Excellence)
“Four F’s” exercise for faculty and staff at All‐University meeting
Academic program evaluation (spearheaded by provost using grid provided by consultant)
Visioning questionnaire prepared by consultant for executive leadership team, trustees, and planning committee
All‐faculty survey
Alumni outreach All‐staff survey
Student outreach
‐ Undergraduates (day and CE)
‐ Graduate students
Meeting with Graduate Dean Yaser Najjar (Nov. 21)
Faculty round‐table meetings with the Provost (Nov. 29, Dec. 6)
SOS CONSULTING GROUP
Framingham State University Planning
~ 140 attendees
All deans and dept. chairs;
394 comments in total
n=22
n=48
n=265 recent alums
n=89 n=265
n=54
6
Strategic Plan Outline
1.
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 INTERACT AS 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.
Key Initiatives: To be considered before the planning process is over:
1. Resource requirements: CAN WE AFFORD TO GET THERE?
WHAT EXACTLY DO WE HAVE TO DO IN ORDER TO GET THERE?
2. Success measures:
HOW WILL WE KNOW HOW FAR WE HAVE COME
RELATIVE TO GOALS?
SOS CONSULTING GROUP
Framingham State University Planning
7
Mission: Purpose, Raison d’etre, Identity
Who/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. SOS CONSULTING GROUP
Framingham State University Planning
8
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. SOS CONSULTING GROUP
Framingham State University Planning
9
Strategic Plan Outline
1.
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 INTERACT AS 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.
Key Initiatives: CAN WE AFFORD TO GET THERE?
WHAT EXACTLY DO WE HAVE TO DO IN ORDER TO GET THERE?
SOS CONSULTING GROUP
To be considered before the planning process is over:
1. Resource requirements: Framingham State University Planning
2. Success measures:
HOW WILL WE KNOW HOW FAR WE HAVE COME
RELATIVE TO GOALS?
10
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.
SOS CONSULTING GROUP
Framingham State University Planning
11
RECOMMENDATION
 The committee recommends FSU’s Core Values be reaffirmed.
SOS CONSULTING GROUP
Framingham State University Planning
12
SWOT Analysis
With focus on S and W
SOS CONSULTING GROUP
Framingham State University Planning
13
Framingham State University Today
FSU 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 SOS CONSULTING GROUP
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‐
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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
Framingham State University Planning
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Framingham State University Today
Top Strengths
those 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
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‐
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‐
‐
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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
SOS CONSULTING GROUP
Framingham State University Planning
15
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.)
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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)
SOS CONSULTING GROUP
Framingham State University Planning
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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
SOS CONSULTING GROUP
Framingham State University Planning
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COMMON THEMES/THREADS
VERB PROMPTS SURVEY (Faculty & Staff)
STAFF’s TOP STRATEGIC PRIORITIES FOR FSU
1.
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
SOS CONSULTING GROUP
2.
3.
4.
5.
5.
6.
Identify new sources of funding and expand revenues to support the mission
Enhance technology network and infrastructure
Be more accessible and affordable to qualified students
Promote greater collaboration across departments and disciplines
Enhance students' residential and campus life experience
Increase graduation rates of under‐represented students
Enhance commitment to ensuring Framingham State is a welcoming and supportive campus environment for any and all under‐represented or marginalized groups
Framingham State University Planning
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 18
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)
SOS CONSULTING GROUP
Framingham State University Planning
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Envisioning Framingham State University in 2021
Aspirations 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
SOS CONSULTING GROUP
Framingham State University Planning
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Envisioning Framingham State University in 2021
From the NEASC Reaccreditation Letter and Self-Assessment: Areas Requiring Attention/Change/Improvement
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
SOS CONSULTING GROUP
Framingham State University Planning
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Emerging Vision: What Won’t Be Different
FSU will remain…
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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, LLC
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Framingham State University Planning
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Emerging Vision: How We Will Be Stronger
FSU in five years will be…
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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
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a vibrant intellectual environment where excellence, creativity, innovation, scholarship, and leadership flourish
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an innovator in higher education
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a warm, welcoming environment
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thriving and financially strong
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doing meaningful work
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a key player in the MetroWest area
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a united community pursuing shared goals
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valuing everyone’s role and contributions to the mission
SOS Consulting Group, LLC
SOS CONSULTING GROUP
Framingham State University Planning
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Vision‐Supporting Overarching Goals
ACADEMIC DISTINCTION AND STUDENT SUCCESS
INCLUSIVE EXCELLENCE AND ORGANIZATIONAL EFFECTIVENESS
REPUTATION, RELATIONSHIPS, AND RESOURCES
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‐
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 ‐
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 ‐
‐
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
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
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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
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Provide individualized student services and support systems that promote achievement of educational, personal, and career goals
SOS Consulting Group, LLC
SOS CONSULTING GROUP
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
Framingham State University Planning
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DISCUSSION
With 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?
SOS Consulting Group, LLC
SOS CONSULTING GROUP
Framingham State University Planning
25
Board of Trustees
President
Exec Team/VPs
•FINAL STRATEGIC PLAN
1. Vision statement and goals
2. Integrated strategic plan
3. Priorities and resource requirements
4. Alignment with DHE Vision Project
Goal task force
Goal task force
Goal
task force
Dept. of Higher Ed
Goal task force
Goal task force
Strategic Planning
Steering
Committee
Goal task force
• Data/input gathering from key constituencies
• Environment scan/best‐practice benchmarking
• Competitive analysis/SWOT analysis
Locus and focus of work
shift to these groups, with
liaison to/“management” by
the steering committee.
SITUATION AUDIT
Broad engagement of key constituencies:
Admin/staff, faculty, students, alumni,
trustees, community leaders/partners
SOS CONSULTING GROUP
Framingham State University Planning
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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.
SOS CONSULTING GROUP
Framingham State University Planning
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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
SOS CONSULTING GROUP
Framingham State University Planning
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