Strategic Plan

Objectives and Key Results FY27

Click the text below to expand and view the objectives.

  • OBJECTIVE I
    Enrollment Growth: Develop and implement comprehensive enrollment and marketing plans to meet the following key results:
    1. Increase first-time, full-time student enrollment by 10% by the Fall 2027 census due to the expanded in-state tuition. Surrogate measure: 10% increase in paid deposits by June 2027.
    2. Increase transfer student enrollment by 6% by the Fall 2027 census. Surrogate measure: 6% increase in paid deposits by June 2027.
    3. Increase graduate and doctoral enrollment by 5% by the Fall 2027 census.
    4. Increase year-over-year student retention by 2 percentage points by the Fall 2027 census.
    5. Increase institutional visibility and regional brand recognition by 10% by June 2027, as measured by market and engagement indicators.
  • OBJECTIVE II
    Financial Resilience: Develop and implement a plan to maximize tuition and non-tuition revenue to meet the following key results:
    1. Create a comprehensive non-tuition revenue business plan by June 2027.
    2. Align 100% of Strategic Investment Fund allocations with cabinet-endorsed institutional priorities by FY 2028, including investments in high-priority programs and new program launches.
    3. Open Brownsville Hall for student housing at planned occupancy capacity by fall 2027.
    4. Complete an assessment of WFWM’s long-term financial viability within the current financial and administrative environment by January 2027 and begin implementing approved recommendations by April 2027.
    5. Secure at least $4 million in annual giving and alumni philanthropy by June 2027.
  • OBJECTIVE III
    Academic Portfolio: Strengthen financial performance and workforce relevance of academic programming.
    1. Recalibrate the academic program portfolio by May 2027 by implementing APPR recommendations, investing in high-priority programs, revising or sunsetting unsustainable programs, and beginning planning for new program launches.
    2. Complete implementation planning for a signature General Education program by May 2027 that reflects the distinctive value of a Frostburg education.
    3. Design at least three online completer pathways for transfer and adult learners for Fall 2027 launch.
    4. Incorporate AI learning goals and course-level competencies into 100% of programs identified by EAB as high priorities for AI transformation by June 2027.
    5. Reduce the number of low-enrolled courses by 10% by June 2027, using the FY26 course schedule as the baseline.
    6. Complete curriculum mapping for 50% of academic programs by June 2027 and support full adoption of Helio Campus Assessment as the institutional assessment platform.
  • OBJECTIVE IV
    Service and User Experience: Redesign key processes to enhance service quality.
    1. Achieve 100% compliance with federal digital accessibility requirements for priority institutional web content by the mandated deadline.
    2. Strengthen admissions effectiveness through Slate implementation across 100% of undergraduate and graduate admissions workflows by September 1, 2026.
    3. Strengthen the digital user experience by completing the transition to Modern Campus CMS and migrating 100% of priority institutional web content by June 1, 2027.
    4. Redesign at least six priority business processes by June 1, 2027, to improve efficiency, service quality, and the user experience.
    5. Implement AI-enabled administrative tools and training for 100% of administrative personnel by June 2027 to improve efficiency and service delivery.
    6. Revitalize enterprise risk management by implementing an updated institutional framework, establishing annual goals, and formalizing documentation for USM review by November 2026.
  • OBJECTIVE V
    Employee Excellence and Support
    1. Revise and launch the Performance Management Process by June 2027 to reflect current best practices in annual performance reviews, including clearer goal setting, feedback, and documentation expectations.
    2. Strengthen supervisory effectiveness through training for 100% staff unit directors and academic department chairs by April 2027.
    3. Strengthen refereed faculty research and creative activities while expanding professional staff development opportunities by investing up to $50,000 from the FSU Investment Fund through a competitive proposal process by March 2027.
  • OBJECTIVE VI
    Regional Anchor — Economy, Culture & Community
    1. Map FSU’s entrepreneurship and innovation assets under the Entrepreneurship & Innovation HUB, and create a plan to align and integrate them with the assets of our higher education partners and the broader region, working closely with the Tri-County Council for Western Maryland to develop a shared strategy for a more robust regional entrepreneurship and innovation ecosystem.
    2. Publish a university-wide economic impact study by December 2026.
    3. Grow total attendance across FSU’s Cultural Events Series — now expanded into year-round programming with the addition of the summer Levitt AMP music series — by 10% by June 2027.
    4. Grow participation in student engagement activities and programs by 5% by June 2027.
    5. Grow student participation in community-based experiential learning — internships, service learning, and clinical experience — by 5% by June 2027.
    6. Launch “Learning Locally. Leading Regionally.” — a new partnership between Frostburg State University, Allegany College of Maryland, and the Cities of Frostburg and Cumberland — delivering projects in communications, athletics, arts and entertainment, and economic development.
    7. Grow enrollment in Bobcat Academy, FSU’s early-college partnership with Allegany County Public Schools, by 10%.
    8. Pursue the Carnegie Classification for Community Engagement — assembling the institutional team and action plan by January 2027..

Objectives and Key Results FY26

Click the text below to expand and view the objectives.

  • OBJECTIVE I
    Increase Enrollment
    1. Increase first-time, full-time student headcount from 515 to 590 (15%).
    2. Increase transfer enrollment from regional community colleges from 269 to 320 (20%).
    3. Increase total graduate enrollment from 549 to 660 (20%).
    4. Increase the overall average retention rate by 7%.
    5. Invest in a minimum of 2 high-demand programs poised for double-digit growth.
    6. Increase marketing from $269,000 to $775,000 to expand brand visibility.
    7. Increase endowed scholarship funds from $900,000 to 1M.
  • OBJECTIVE II
    Strengthen Financial Sustainability
    1. Increase revenue on service-based revenue sources by 5% to $294,000.
    2. Obtain USM approval for extended in-state UG tuition eligibility and GRAD online tuition rate.
    3. Secure funding for and initiate renovation of Brownsville residence hall.
    4. Reduce operating expenses by 3%.
    5. Increase average course section enrollment from 14.8 to 15.8.
    6. Conduct academic program portfolio review and establish sustainability metrics.
    7. Strategically invest at least 10% of net revenues from international programs following rollout of the Cost Center.
  • OBJECTIVE III
    Improve User Experience through Academic and Operational Process Review
    1. Reduce review time for initial transfer credit evaluation to 3 business days for non-cohort degree programs.
    2. Implement new policy for multi-year faculty contracts.
    3. Update the performance management system to include OKRs as core evaluation component for leadership team.
    4. Improve at least ten business processes to evaluate viability, user experience and efficacy of process.
    5. Update FSU website to ensure that 80% of content is current, effective, and ADA compliant.
    6. Design Supervisor Training Program for Fall 2026 delivery.
  • OBJECTIVE IV
    Champion Campus Culture, Collective Pride, and Community Engagement
    1. Achieve a 5-percentage point increase in the mean NSSE indicator on Supportive Environment.
    2. Increase attendance by 20% at FSU on-campus events.
    3. Design and deliver ‘customer care’ training program to 80% of staff.
    4. Strengthen collaborations with community leaders and expand ‘Town and Gown’ activities to foster regional commitment to FSU.
    5. Secure funding for and finalize renovations of Planetarium for spring 2026 reopening..
    6. Establish FSU Center for Entrepreneurship and Innovation to strengthen region’s entrepreneurial ecosystem.
  • OBJECTIVE V
    Achieve Academic Excellence and Innovation
    1. Design a more robust honors program and develop 3 honor majors, one per college.
    2. Secure governance approval for the new General Education Program.
    3. Develop a minimum of 2 new completer majors for off-main-campus delivery.
    4. Implement completion pathways for the 8 largest transfer programs.
    5. Incorporate AI competencies into 35% of lecture (LEC) courses.
    6. Increase reported Faculty Professional Achievements by 25%.
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