Strategic Priority 1


Student smiling at graduation.

Student Success

Strategic Priority One, Student Success, will strengthen the quality of the student experience and success outcomes by positioning FAMU as an institution of choice for talented students from Florida and beyond; and optimize academic programs.

Measures of Success for Student Success represent student outcomes, including retention, graduation and access rates, affordability, and post-graduate outcomes.


Goal 1.1

Elevate Student Success Outcomes (Retention, Graduation Rates, Licensure Pass Rates, etc.) to the High Excellence Range among state and national scales.

  • Enhance scholarship and research assistantship packages to increase competitiveness for high-performing students.
  • Develop and enhance feeder opportunities with high schools and state colleges.
  • Engage high-profile faculty and alumni to assist with the recruitment process.
  • Showcase compelling student stories (i.e., securing high profile internships, undergraduate research, campus involvement, on multiple communication channels).
  • Establish school/college ambassadors to assist with recruitment and communication activities to potential scholarly students.
  • Align scholarship practices with peer institutions.
  • Complete the transition of academic advising to the intrusive advising model and create more specialized (i.e., freshmen, etc.) advising units.
  • Establish program-based academic benchmarks and awards that hold students and faculty accountable for academic progress.
  • Improve the graduate student experience (i.e., academic support, mentoring, mental wellness, socialization within and amongst respective programs).
  • Require co-curricular inter-professional experiences workshops and/or seminars amongst the disciplines for the purpose of professional development.
  • Support current and new evidence-based program improvement projects that increase licensure pass rate success.
  • Establish and/or enhance partnerships with academic and student affairs units to improve student success support services usage.
  • Continue development of required collaborative support services programs for students who do not meet specific academic requirements during freshman and sophomore year.
  • Utilize technology to delineate a clear path for students’ academic aspirations for each classification and post-graduation.
  • Create a milestone and meta major evaluation tool/report - Create template and process for curricula review; designating curriculum milestone triggers and evaluation of current academic programs for development of a meta majors (parallel academic paths).
  • Create annual review of Milestone Report data to specify curriculum milestone triggers (i.e., course repeats/grade, semester gpa, etc.) for student major review/change (in support of best fit and timely progression to graduation).
  • Use enrollment data to project and prioritize offering of courses to prevent delays in progression (i.e., sufficient offering of courses in sequence).
  • Create a system of automated alerts for milestone triggers and awards (i.e., badges, acknowledge milestones, etc.) for academic achievements.
  • Annual review, monitoring and submission of above identified data points and information (i.e., student progression and degree auditing tools).
  • Hire curriculum counselors that approve all major transfers and coordinate with departments for annual review, revision, and maintenance of curriculum maps.
  • Require alignment of respective curricula with the associated discipline’s core competencies.
  • Prioritize scholarship/funding support for students (i.e., recruitment of FTIC, transfer and offering both merit and needs-based).
  • Establish a sophomore and junior scholarship for students who performed exceptionally first year and did not qualify for any prestigious scholarships for incoming students.
  • Perform analysis to determine the best allocation of institutional funds for both need and merit based scenarios.
  • Utilizing the NACUBO definition of discount rate, determine FAMU’s ranking with peer and aspirant institutions. Utilize trend data to determine if the discount rate has stayed ahead of inflation.
  • Streamline the process of students applying for additional financial support (i.e., Foundation, Academic departments, Financial aid).
  • Analyze how financial support can be used to increase revenue.

Goal 1.2

Establish FAMU as the 1st Choice Destination among scholars.

  • Action Strengthen recruiting networks (i.e., alumni associations, organizations, premier schools).
  • Action Expand recruiting resources, events, training for recruitment staff, and include student, faculty and staff ambassadors. Create recruiting materials that appeal to diverse student groups/types.
  • Action Create recruitment pipelines via pre-college programs with ppremier/college prep high schools (i.e., collaborate with schools/colleges).
  • Action Expand parent engagement program to include pre-college programming as a marketing tool to parents.
  • Action Enhance the visibility of the Graduate Feeder program’s successes (i.e., placement, test scores, program participants).
  • Action Enhance the visibility of the Ignite Transfer Student program (i.e., funding, research, student support services).
  • Transform the Honors program into a Honors college.
  • Enhance the office of Undergraduate Research to provide on- and off-campus research opportunities to a majority of students.
  • Enhance international education experiences for students and faculty.
  • Provide opportunities and spaces for students to engage in creative and academic activities.
  • Establish a pipeline of mission-driven part- and full-time experiential or clinical experiences.
  • Incorporate the Strike In Four pathways career action plan for undergraduate students to engage in experiential learning opportunities throughout their matriculation.

Goal 1.3

Reimagine and align academic offerings to address emerging workforce demands and increase degree production in programs of strategic emphasis.

  • Create an evaluation tool/template to audit existing and needed academic programs and related work-force demand trends.
  • Prioritize strengthening of existing programs and development of needed in-person and online academic programs.
  • Strengthen well performing academic programs with resources that build on their success.
  • Assess and identify student profiles for success relative to academic and work-force needs.
  • Trend state-wide and national data to project needs; aligning degree production goals with workforce demands.
  • Integrate academic certification credentials around career pathways.
  • Increase the integration of career and professional development center resources and the Strike In Four career action plan within all programs.
  • Identify potential partners and collaborators to create opportunities and support strategies/efforts.
  • Evaluate annual feedback from students, programs, and stakeholder through surveys and focus groups.
  • Set employment outcomes/expectations within each academic unit.
  • Develop in-depth exploration and research opportunities within academic programs with faculty and/or co-op experiences.
  • Develop badging to highlight student competencies and achievements.
  • Develop leadership competencies around social and emotional intelligence, interpersonal skills decision-making.
  • Expand the use of micro-internships, capstones, experiential learning and e-portfolios.
  • Ensure students are digitally literate for today’s world.
  • Evaluate and update the financial literacy program.




Contact Us

Strategic Planning, Analysis and Institutional Effectiveness
1601 S. Martin Luther King, Jr. Blvd.
Tallahassee, Florida 32307
(850) 599 8316
(850) 599 8321