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President’s Report (President Hodge):

• President Hodge announced that her written report would stand as submitted.
• She prioritized three presentations: 
  • Academic Affairs Report (Dr. Patricia Marshall)
  • Enrollment Report (Rich Toomey)
  • Housing, Contracts and Real Estate Report (Matt Lechter)

Academic Affairs Report (Dr. Patricia Marshall):

• Academic Portfolio Analysis: 
  • A contract was signed with Eduventures to conduct an academic portfolio analysis.
  • Eduventures was selected for its clear assessment methodology and detailed metrics.
  • The analysis will use data from various sources (IPEDS, BLS, Lightcast) to inform strategic planning.
  • Both external (market demand, competition) and internal metrics (enrollment, retention) will be analyzed.
  • Eduventures will provide a summary document and a program strengths assessment scorecard.
  • The goal is to strengthen existing programs, not eliminate them.
  • The analysis aligns with the 2021-2022 academic plan and the 2020-2025 strategic plan, focusing on differentiation and program resonance.
  • The first scoping call with Eduventures is scheduled for February 21st.
  • Results are expected in fall 2025.
• New Finance Major: 
  • A new cross-disciplinary finance major is being developed between economics and business administration.
  • An EAB feasibility study indicated strong student demand and career opportunities.
  • The program will be submitted to governance for consideration this spring.
  • If approved, a letter of intent will be submitted to the Board of Higher Education (BHE).
  • The BHE will determine if the program receives fast-track or standard approval.
  • The goal is to launch the program in fall 2026.
  • One new faculty member will be required.
  • Discussion of the market demand for finance graduates.
  • Discussion of the ability to add a minor in finance.
• Cyber Security Concentration: 
  • The computer science department will add a cyber security concentration to the MS in computer science program in fall 2025.
  • This concentration does not require BHE approval.
  • It will be a four-course concentration available online and face-to-face.
  • No additional costs are anticipated beyond course development expenses.
• Personnel Updates: 
  • A new fiscal coordinator was hired in the Office of Research and Sponsored Programs.
  • The search for a Dean of Business and Technology closed with 38 applicants.
  • Campus visits for dean candidates are expected in March and April.
  • Provost Marshall thanked Dean Jannette McMenamy for her service as dean of two schools.
  • President Hodge thanked Provost Marshall and Dean McMenamy for their work.
• Q&A and Discussion:
  • Clarification on the new finance major curriculum.
  • Discussion about the resources needed for the new finance major.
  • Discussion about the timeline for the dean of business and technology search.
  • Discussion regarding the applicant pool for the dean of business and technology position.

Enrollment Management Report (Rich Toomey):

• Forecasting and Growth: 
  • The focus is on forecasting and projecting future enrollment, moving beyond post-COVID recovery.
  • The goal is to set a positive and ambitious path for growth, focusing on both recruitment and retention.
  • Enrollment management requires extensive campus partnerships and collaboration.
  • New initiatives include: 
    • Direct admission programs with targeted regional schools.
    • Enhanced financial aid programs (Falcon Promise, Fitchburg Promise, sibling grants).
    • Targeted outreach to adult learners, veteran students, and niche populations.
• Undergraduate Day Enrollment Goals: 
  • A 2% enrollment increase is targeted for fall 2025 (45 additional students).
  • An additional 2% increase is targeted for fall 2026.
  • A 5% growth in first-time, full-time (FTFT) freshmen is targeted for fall 2025.
  • Transfer student population will be stabilized due to community college initiatives.
  • The university has met budgeted enrollment targets, but stretch goals are now being set.
• President Hodge's Comments: 
  • Emphasized the shift from trend data to aspirational goals.
  • Highlighted the need to invest in academics.
  • Acknowledged the importance of adult learners and upskilling students.
  • Discussed the impact of free community college programs and the need to engage with those students early.
  • Discussed creative ways to partner with community colleges, such as offering on-campus housing.
  • Discussed the need to message the value of a full college experience.
  • Discussed the importance of direct admission programs.
  • Discussed the need to have a single enrollment plan for all of campus.
  • Discussed the need to pull retention efforts into enrollment management.

Q&A and Discussion:

• Community College Partnerships: 
  • Discussion on engaging with community college students and offering transfer pathways.
  • Discussion of creative partnerships with community colleges.
• SGOCE and Graduate Programs: 
  • Discussion on goals and expectations for continuing education and graduate programs.
  • Discussion on the need for a single enrollment plan for all of campus.
• Enrollment Landscape: 
  • Discussion on the challenges and opportunities in the enrollment landscape over the next five years.
  • Discussion on the need for managed growth and collaboration with state and federal partners.
• Market Share: 
  • Discussion on whether the growth potential is from reclaiming market share or expanding into new markets.
  • Discussion on the importance of serving the local region and rebuilding partnerships.
  • Discussion on the growth potential in adult learners and military/veteran students.
  • Discussion on the need to invest in programs and support systems that attract those student populations.
• Retention: 
  • Discussion on the increased effort needed to retain students in today's environment.
  • Discussion on the impact of food and housing insecurity on student retention.
• Marketing: 
  • Discussion on the shift towards a marketing focus in enrollment management.
• General Comments:
  • Jen Flanagan thanked Provost Marshall and the campus for being nimble enough to reach out to people where they are.
  • President Hodge and Rich Toomey discussed the importance of collaborative efforts and setting ambitious goals.
  • Discussion on the need to evaluate and improve the supports and resources available to students.
  • Discussion on the need to communicate the value of Fitchburg State University.

Housing, Contract and Real Estate Report (Matt Lechter)

• Lechter is serving as Special Assistant to the President for special projects.
• The focus is on clarifying housing possibilities, addressing misinformation, and preparing for discussions on real estate holdings.
• Herlihy Hall Update: 
  • 64 applications were received for 13 beds.
  • The announcement and tour were successful, with positive feedback.
  • The second side of the first floor opened in January, with ongoing work.
  • Eight commuter students were brought onto campus, some living in Herlihy Hall, others in other residence halls.
  • Strategic planning for student needs and revenue generation is ongoing.
• Spring Occupancy: 
  • Spring occupancy is at 927 students, matching last spring's numbers, despite starting with 31 fewer students in the fall.
  • This indicates a significant retention boost.
  • Efforts continue to attract commuter students to on-campus living.
• Graduate Student Housing: 
  • Graduate student occupancy at North Street increased from 4 to 9 students.
  • These students do not count towards state occupancy reports.
  • International student website now advertises graduate student housing.
• Year-Round Housing: 
  • Year-round housing is available, with over 50 students living on campus last summer.
  • Apartment-style housing with kitchens is needed for year-round residents.
• Financial Considerations: 
  • Fitchburg State has the lowest housing costs within the MSCBA portfolio.
  • Rising insurance costs, utilities, personnel, and deferred maintenance require balancing revenue generation with affordability.
• Property Portfolio: 
  • The university owns a variety of properties, including residential, commercial, and vacant buildings.
  • A comprehensive review of the portfolio is underway.
  • Heide Messing from CPM is providing valuable assistance in understanding the properties.
• MSCBA Funding: 
  • $700K to $1 million in MSCBA funding has been secured for townhouse renovations, boiler and lighting updates, and heating systems.
  • This is the first time in 5-6 years that such projects have been funded.
• Mount Wachusett Partnership: 
  • Discussions are ongoing to create a housing program for Mount Wachusett students.
  • This could serve as a recruitment tool for Fitchburg State.
• International Student Housing: 
  • Efforts are being made to increase international student housing opportunities.
• 24/7 Support: 
  • Housing requires 24/7 support, including maintenance and resident director staff.

• Future Executive Session: 
  • A future executive session is planned to discuss property details in greater detail.

President Hodge's Comments:

• Emphasized the importance of asking for MSCBA funding.
• Highlighted the collaborative approach with MSCBA, DCAMM, finance, housing, and capital planning and maintenance.
• Discussed the challenges of managing the university's property portfolio.
• Emphasized the importance of employee engagement and feeling part of solutions.
• Reiterated the university's commitment to not purchasing additional property without board approval.
• Emphasized the need to review existing properties and their potential uses.

Q&A and Discussion:

• MSCBA and DCAMM Requirements: 
  • Discussion on the complexities of state regulations and reporting.
  • Discussion on the need for creative solutions and collaboration with state agencies.
• Family Housing: 
  • Discussion on the possibility of offering family housing and the associated challenges.
• Property Inventory and Condition: 
  • Discussion on the need for a complete inventory of properties and their conditions.
  • Discussion on the current occupancy rates and the impact of various factors.
• Summer Housing and Revenue Generation: 
  • Discussion on the need to streamline processes for summer housing, camps, and clinics.
  • Discussion on the need to move towards a "yes" mentality.
• Property Assessment and Management Plan: 
  • Discussion on the need for a full assessment of properties and a management plan.

• Elevating the Student Trustee Role: 
  • Matt announced his efforts to elevate the role of the student trustee by establishing connections with various campus offices and departments.
  • He collaborated with Michael Kennedy, Director of the Office of Student Development, to identify key offices for outreach.
  • Initial meetings were conducted with Veteran Affairs, International Education, and the School of Graduate, Online, and Continuing Education (SGOCE).
  • The primary goal was to understand how the student trustee and the Student Government Association (SGA) could support these offices and their student populations.
• Veteran Affairs: 
  • Met with the Fitchburg State University Chief of Police, who oversees Veteran Affairs.
  • Discussed the university's efforts to hire a Director of Veteran Affairs to strengthen support for the approximately 139 veteran students.
  • Announced an alumni and student veterans’ event on March 29, 2025, featuring social activities and a guest speaker.
  • Explored the possibility of creating an official veterans club or organization on campus.
• International Education: 
  • Met with Nelly Wadsworth, Director of International Education.
  • Discussed the international student experience, focusing on opportunities for improvement.
  • Identified challenges in accessibility for international graduate students and planned to collaborate on solutions.
  • Collaborating with Michael Kennedy and the Office of Student Development to enhance programming for international students.
• School of Graduate, Online, and Continuing Education (SGOCE): 
  • Met with Peter August, Assistant Dean of Enrollment from SGOCE.
  • Discussed the need to provide on-campus experiences for online and continuing education students who are locally based.
  • Explored ideas to address challenges and create a better experience for all SGOCE students.
• Undergraduate Day Student Experience: 
  • Highlighted successful spring semester events, including "Rock the Lounge" and a "Bingo Blowout."
  • Reported high usage of the Commuter Lounge, with consistent swipe numbers. 
    • September: 448 swipes
    • October: 474 swipes
    • November: 419 swipes
    • December: 297 swipes
• Student Government Association (SGA) Updates: 
  • Held a spring retreat on January 19, 2025, focusing on long-term change, advocacy, leadership, and goal setting.
  • Featured guest speaker Adam Keyes, a former Fitchburg State SGA e-board member.
  • Announced an SGA reunion on March 1st from 10:00 a.m. to 2:00 p.m.

President Hodge's Comments:

• Commended Matt and the SGA for their efforts to address the diverse needs of the student population.
• Highlighted the importance of creating inclusive experiences for all students.
• Noted the positive impact of the employee incentive program on graduate student inclusion in the dining hall.
• Acknowledged the approval of the first graduate student organization by the SGA.
• Thanked Matt and the SGA leadership for their dedication.
• Thanked Michael Burns, SGA president, for his work.

Athletics Update

• Matt Burke, Executive Director of Athletics and Recreation, presented a high-level overview of the athletics program.
• He discussed student-athlete accomplishments and future growth opportunities.
• He oversees 17 varsity athletic programs and the recreational sports program.

• Student-Athlete Snapshots:
  • Highlighted the dedication and passion of student-athletes, showcasing their competitive spirit.
  • Emphasized the "17 sports, one team" philosophy, promoting unity and support across all programs.
  • Stressed the importance of university-wide support for successful athletic programs.

Athletics Mission and NCAA Division III:

• Mission Statement: 
  • Extends education beyond the classroom, fostering valuable life skills.
  • Promotes an inclusive environment for student-athletes to excel.
• NCAA Division III Overview: 
  • Integrates student-athletes into the overall college experience, balancing academics and athletics.
  • Focuses on developing well-rounded individuals for professional success beyond sports.
  • Emphasized that Fitchburg State does not offer athletic scholarships.
  • Encourages student-athletes to participate in clubs, organizations, and leadership roles.
• Division III Facts and Figures: 
  • 429 member institutions, the largest NCAA division.
  • 80% private, 20% public institutions.
  • Average of 18 athletic programs per institution.

MASCAC Conference:

• Highlighted the MASCAC as the oldest Division III men's and women's playing conference.
• Emphasized the conference's regional focus, minimizing travel time for student-athletes.
• Noted the strong sense of community and shared experiences among MASCAC institutions.

Student-Athlete Demographics:

• Approximately 360 student-athletes (223 male, 137 female).
• High number of student-athletes participate in multiple sports.
• 194 student-athletes reside on campus.
• Student-athletes represent 28 states and several international countries.
• Highlighted the diversity of student-athlete majors, with Business Administration and Exercise and Sports Science being the most popular.
• Noted the trend of multiple siblings participating in Fitchburg State athletics.

Coaching and Recruitment:

• Emphasized the crucial role of coaches in recruiting and retaining student-athletes.
• Highlighted the extensive recruitment process, including showcases, tournaments, and campus tours.
• Reported that 57% of first-year student-athletes chose Fitchburg State primarily for the opportunity to participate in athletics.
• Highlighted Kayla Quinn, MASCAC Field Hockey Coach of the Year.

Academic Performance and Retention:

• Student-athletes maintain a GPA above 3.0.
• Student-athlete retention rate is slightly higher than the general student population.
• Reported that senior student-athletes identify leadership, time management, communication, teamwork, and accountability as key skills developed through athletics.

Athletic Successes:

• Highlighted team and individual accomplishments from the past year, including: 
  • Field hockey: MASCAC regular season champions.
  • Men's and women's soccer: Conference semi-finalists.
  • Individual All-American honors.
  • Discussed ongoing seasons for ice hockey and basketball, and preparations for spring sports.

Future Opportunities and Growth:

• Emphasized the role of athletics in supporting institutional enrollment goals.
• Identified opportunities to grow enrollment within existing athletic programs.
• Highlighted the need to expand female athletic opportunities to ensure Title IX compliance.
• Proposed exploring the creation of a varsity women's ice hockey program due to: 
  • Existing facility (Wallace Civic Center).
  • Growing popularity of women's ice hockey.
  • MASCAC sponsorship of ice hockey.
  • Contribution to gender equity.
  • Potential to balance costs with the men's ice hockey program.

Q&A and Discussion:

• Student-Athlete Support: 
  • Discussed the need to enhance academic support for student-athletes, particularly first-year students.
  • Highlighted the importance of communication and collaboration with other campus departments, such as dining services.
  • Discussed the Student-Athlete Advisory Committee (SAAC) as a valuable forum for student-athlete feedback.
• Balancing Academics and Athletics: 
  • Discussed results of the satisfaction survey.
  • Explained that the Student-Athlete Advisory Committee and conversations with student athletes are the primary ways that the athletic department receives feedback.

Marketing Update (Rich Toomey)

• Rich Toomey, Associate Vice President of Enrollment Management, presented an overview of the Marketing and Integrated Communications team's work.
• He emphasized the team's small size and nimbleness, highlighting their ability to produce high-quality content with limited resources.
• He encouraged attendees to explore the numerous links, videos, and resources provided in the presentation materials.
• He highlighted the "One-Minute Majors" video series and other digital content available on the university's website and social media platforms.

Team Overview:

• The Marketing and Integrated Communications team is responsible for social media, website content, visual elements (videography and photography), and overall university marketing.
• Toomey noted the significant difference between Fitchburg State's marketing budget and the industry standard of 10% of the operating budget.
• He emphasized the team's role in educating the campus community about brand guidelines and ensuring consistent messaging.
• He reiterated that everyone associated with Fitchburg State is a brand ambassador.

Social Media:

• The team manages 13 social media platforms, developing content and engaging with various audiences.
• Social media ambassadors and content creators, consisting of over 30 students, contribute to the team's efforts.
• The team collaborates with academic and administrative units through a social media advisory group.
• Data-driven decision-making is employed, with significant reach and engagement metrics reported.
• Various video content is produced for different platforms, including welcome videos, tour guides, and alumni outreach.

Major Advertising Campaigns (Kelly Norris):

• The team works with Mass Media for Google Ads (search, display, marketing) and Davis Advertising for broader campaigns.
• Google Ads are used to promote priority programs, open houses, and other initiatives.
• Audience matching campaigns, using lookalike audiences, have shown high click-through rates.
• Davis Advertising campaigns include connected TV, display ads, social media (Instagram, Snapchat, TikTok, YouTube, Facebook), Spotify, and Spanish radio.
• Geo-fencing is used to target specific high schools for recruitment purposes.
• Additional marketing efforts include journal advertisements, community newspapers, and banner ads.

Collateral Creation and Graphic Design:

• The team utilizes both external vendors and in-house graphic designers for collateral creation.
• In-house designers handle a high volume of projects, including publications, posters, and promotional materials.
• The team leverages student talent for real-time content creation.

Website Management:

• The team partners with Technology for website management, focusing on content development and user experience.
• The website receives over 1.3 million hits annually, with a 24-hour turnaround time for updates.
• The team prioritizes accessibility, consistently maintaining a high accessibility score.
• The team manages the Burg Blog, SmugMug, One-Minute Majors video series, and the online magazine.

Future Initiatives:

• The team is exploring new marketing strategies, including digital displays at community colleges and targeted international advertising.
• The team emphasizes the use of QR codes and digital content over traditional collateral.
• The "It's About You" campaign is being integrated into various marketing efforts.
• The team is partnering with Wachusett Mountain for promotional activities.
• The team plans to expand its resources and prioritize marketing efforts.
• The team is focused on representing brand integrity and ensuring consistent messaging.
• The team is adapting to the evolving landscape of digital and social media marketing.

Q&A and Discussion:

• CASE Conference: 
  • President Hodge highlighted the importance of the upcoming CASE conference for professional development and industry best practices.
  • The conference will provide opportunities for team members to collaborate and learn from other institutions.
• Budgetary Constraints: 
  • President Hodge acknowledged the team's limited budget and the need for increased investment in marketing.
  • She noted the successful marketing strategies employed by SGOCE and the need to replicate them for undergraduate programs.
• Viral Video: President Hodge highlighted a viral video created by the women's lacrosse team, showcasing the power of student-led social media. She commended the team, coach, and student-athletes for their authentic and positive representation of Fitchburg State.

Due to a cancellation, there was no Academic Affairs Committee Meeting.

Student Life Committee Update (Carolyn Crowley Stimpson):

• Chartwells:
  • Matt Lechter worked with Chartwells' to extend dining hall hours for student-athletes.
  • Chartwells is introducing Latin-inspired dinners and an on-demand pancake machine.
  • Plans to issue an RFP for dining services in fall 2025, with a decision in 2026.
• Herlihy Hall Renovations: 
  • Updates on Herlihy Hall renovations were provided 
• Dean of Students Report: 
  • Tim St. John, Dean of Students, highlighted the increased complexity of serving student needs.
  • The revamped CARE program saw a 92% increase in utilization compared to the previous fall.
  • Top student concerns include: 
    • Academics
    • Medical issues
    • Mental health
    • Basic needs (food and housing)
    • Suicidal ideation
    • Grief and loss (anecdotal evidence)
  • The Falcon Bazaar pantry experienced a 265% increase in visits.
  • Student involvement is on the rise, with a 70% increase in student clubs and seven new clubs.
  • Leadership development is a key focus this spring, with workshops on effective communication and skill-building for future careers.
  • The Falcon Bazaar is exploring ways to provide prepared foods for student-athletes who return late at night. 

Finance Committee Update (Karen Spinelli):

• Fiscal Year 2025 and 2026 Budgets: 
  • The finance committee met to discuss the fiscal year 2025 budget and a preview of the fiscal year 2026 budget.
  • President Hodge introduced Heidi Swift, Executive in Charge of Finance, and emphasized the importance of financial planning, including cash flow and investments.
  • Heidi Swift shared observations about the university's financial status and the need for open communication.
  • Tuition revenue was reported as stable.
  • The university is closely monitoring the impact of federal executive orders on state aid.
  • A fifth board meeting was proposed for May 12th to confirm the fiscal year 2026 budget.
  • Enrollment numbers were discussed, with a goal to increase enrollment by 2% for fall 2025.
  • The importance of online programs was emphasized.
  • President Hodge stressed the need for strategic growth in maximizing assets and announced the elimination of extraordinary budget requests.
  • The committee reviewed the budget document and discussed grant funding, which is currently stable.
  • A collaboration between student accounts and academic affairs to improve billing practices and student retention was noted.
  • Further details were said to be provided in Heidi Swifts report to the full board.

• President Hodge reported that the budget updates were proceeding as expected, indicating stability.
• The budget is included in the presentation packet, and the university will continue to reconcile approved budgets with actual expenditures.
• The goal for fiscal year 2026 is to work with individual units to develop accurate budgets based on actual expenses and operational needs, rather than historical allocations.
• Extraordinary budget requests will be eliminated, with operational needs addressed through cabinet-level leadership.
• Heidi Swift will work closely with cabinet-level leadership to develop the fiscal year 2026 budget plan.
• Campus was informed of a request to plan for a level-funded budget, meaning funding aligned with actual expenses.
• The university is aiming to operate agilely and intentionally, avoiding deficits.
• The “dear colleague” letter to university presidents regarding executive orders was acknowledged, and the university is working with state partners to navigate potential impacts.
• The university's financial standing is currently stable, with funds being drawn down as expected.

Q&A and Discussion:

• Personnel Expenditures: 
  • Discussion on managing personnel expenditures, vacancies, and attrition.
  • President Hodge emphasized intentional backfilling, working with cabinet-level leadership and the finance team.
  • Job descriptions are being reviewed and updated, and entry-level hiring is considered where appropriate.
  • New roles require cabinet-level discussion and approval.
  • Strategic investments in areas like admissions and academic programs were highlighted.
  • The feedback from the financial sustainability task force was taken into account.
  • The importance of collaborative and transparent personnel decisions was emphasized.
• Operational Needs: 
  • Discussion on identifying core operational needs, anticipated needs, and growth opportunities.
  • The university is aiming to empower individuals and realign resources to maximize their potential.
  • The provosts process for determining operational needs was highlighted as a good model.
  • Fiscal year 2026 planning is a step toward achieving this goal by fiscal year 2027.
  • The university is being transparent about its current financial situation and making careful adjustments.
  • Trustees will be engaged in a thorough review of the FY2026 budget in the near future.