Meredith Carter Baily

This strategic plan outlines the direction for SFA from 2026 to 2036. It is structured around five key pillars: Student Experience, Academic Programs, Research and Creative Activities, Innovation, and Workplace Culture. The plan aims to provide a transformative student-centered experience, develop versatile and career-ready graduates, establish SFA as a national hub for interdisciplinary research and innovation, and foster an empowering environment for faculty and staff.

The strategic plan focuses on providing transformative experiences for students, achieved through relevant programs and delivery methods to increase enrollment. It aims to attract and support high-quality faculty and staff, foster academic and co-curricular innovation, redefine university culture with civility and accountability, and increase connections with stakeholders to enhance the learning experience and contribute to the quality of life.

The meeting addressed two key action items. The first concerned an exception to the voluntary separation incentive plan, allowing for the postponement of the controller's retirement date to ensure operational and fiscal needs were met. The second item involved approving the authorized representatives for text pool investments, a routine process requiring board acknowledgement due to banking agreement stipulations.

The board meeting included presentations from the President's Cabinet, covering marketing communications, information technology services, athletics, diversity, equity, and inclusion, and enrollment management. Key discussion points included a brand perception survey, IT infrastructure improvements and challenges, athletics updates, diversity initiatives, and enrollment numbers. Committee meetings addressed rescinding a request for qualifications for a master plan update, proposing a capital improvements plan, and various policy revisions in academic and student affairs and finance and audit. Executive sessions covered security personnel and devices, legal advice, and personnel matters.

The meeting began with a roll call and welcome. A spring 2021 enrollment report showed a 3.5% decrease in headcount and a 2% decrease in semester credit hours compared to the previous year. Key highlights included a 12% increase in graduate enrollment, primarily in the College of Liberal and Applied Arts and Education, and a flat Hispanic enrollment. A significant drop in dual credit enrollment impacted the freshman classification. Discussion then shifted to fall 2021 enrollment goals, aiming for a 5% increase in both headcount and semester credit hours. Strategies for achieving this involved an integrated plan with multiple initiatives targeting various student populations, including returning students. The value of the dual credit program was discussed, highlighting its contribution to semester credit hours and its role as a recruitment avenue. The possibility of increasing dual credit enrollment fees and offering scholarships or incentives to increase enrollment were also considered.