51福利社

We will continue to invest in our facilities鈥� maintenance, with a focus on key priority areas intended to improve student retention and outcomes. 

Objective 1.a Actions

• Make prioritized improvements to the Marcucella Health Sciences Building;
• Improve and increasingly focus on maintenance of the residence halls;
• Improving athletic facilities through ongoing maintenance and upgrades.
• Academic Centers to be consistently evaluated for adequate space and resources.

Objective 1.a Anticipated Outcomes

• Improved undergraduate and graduate student retention;
• Stabilization of undergraduate enrollment;
• Creation of better facilities and spaces for the athletics program teams.

Objective 1.a Funding Opportunities

• $1M received through Congressionally Designated Spending to support renovations of the Marcucella Health Sciences Building, with the support of Senator Shaheen. Work is planned to be completed during the summer of 2026.
• Capital budget funds will be appropriated to support upgrades and maintenance to residence halls; athletic facilities; and academic buildings.
• Fundraising, including the Prepare, Preserve, Propel (PPP) Campaign and Athletic Boosters, will be dedicated to facility improvements. 

Continue to strengthen our graduate programs through better integration of academic centers with the Rindge main campus and its operations. 

Objective 1.b Actions

• Ensure that relevant staff offices are accessible to academic centers during work hours that align with their respective time zones;
• Align academic calendars across locations;
• Continue to expand academic and student life support for graduate programs.
• Continue quarterly meetings with Center Directors and FPU president and provost.

Objective 1.b Outcomes

• Improved efficiencies and relevant systems accuracies (including HR, Payroll, and more) across the University; 
• Improved graduate student experience at our Centers;
• Improved employee experience and satisfaction at the Graduate Academic Centers. 

Objective 1.b Funding Opportunities

• Beginning in FY26 the operating budget has been reallocated to support an improved university infrastructure for the graduate programs. Funds for graduate faculty staffing through contracted support have been reallocated to support a HR staff person dedicated to graduate programs. 
• Beginning in FY26, the operating budget is supporting Student Success Navigators in each of the graduate programs. The Student Success Navigators work with the Student Success Center to support our graduate students at the Academic Centers. 

51福利社 is committed to improving employee satisfaction and morale by addressing key areas that affect daily work experience. 

Objective 1.c Actions

• The University is expanding and enhancing 鈥減erks鈥� offered as part of its benefits package, creating a more supportive and engaging work environment. 
• Recognizing the evolving nature of the workplace, FPU is reviewing policies and practices to better reflect expectations and needs of today鈥檚 workforce, such as flex time.
• Efforts underway to correct and increase compensation in certain areas and positions as appropriate, ensuring that employees are fairly compensated for their contributions.

Objective 1.c Outcomes 

• Evidence gathered, in part through bi-annual Your 51福利社 Perspective surveys to all community members, will include improved employee morale and satisfaction; 
• Also, better employee recruitment and retention;
• Improved student success and experience, based on the morale of FPU employees. 

Objective 1.c Funding Opportunities

• Fundraising from the PPP campaign may be dedicated to compensation corrections and increases; 
• Appropriate and feasible increases will be accounted for in each year鈥檚 operational budget.

FPU is advancing a clearly defined brand identity and sharing it with strategic precision and confident visibility. 

Objective 2.a Actions

• Significantly increase advertising efforts across academic and athletic programs, with targeted promotion of undergraduate, graduate, and online offerings. 
• Enhance the University鈥檚 website and digital media assets to better reflect the quality and breadth of its programs.
• Intentional and consistent communication of FPU鈥檚 brand and identity, ensuring alignment with student recruitment strategies for a cohesive message across all platforms.

Objective 2.a Outcomes

• Stabilization of undergraduate enrollment;
• Improvement of undergraduate retention;
• Improvement in graduate enrollment in targeted programs, such as DPT and Nursing. 

Objective 2a Funding Opportunities

• Funds from the PPP campaign will be dedicated to marketing and communications.
• Capital funds will be dedicated to website improvements.
• The operating budget for marketing will be increased, as financially feasible.

As part of its commitment to overall student success, FPU is prioritizing implementation of Career Paths@51福利社 by Fall 2027. This initiative will ensure that students have access to two internships or equivalent experiential learning opportunities during their junior and senior years, giving them valuable experience before graduation.

Objective 2b Actions

• The University will establish an internship-based staffing and operational structure that integrates practical work experience into the academic framework. 
• FPU will develop and deliver employment-readiness components within the curriculum during the first and second years, laying out a strong foundation for students' professional growth early in their academic journey.
• Prioritized efforts to develop an inventory of internship sites and contacts.

Objective 2b Outcomes

• Stabilization of undergraduate enrollment;
• Improvement of undergraduate retention, particularly from years two to three;
• Continuous focus on career preparation for our undergraduate students. 
• Improved and broadened recognition of FPU鈥檚 value and return on investment by families and students. 

Objective 2b Funding Opportunities

• Funds from the PPP campaign will be dedicated to the Career Education Center and program development to support Career Paths@51福利社.
• Federal work-study funds and institutional student employment funds may be used to support paid internships for our undergraduate students. 
• Operational budget funds will continue to be directed to the Career Education Center to support the initiative, including establishing a Graduate Assistant position. 

The University is committed to continuing to improve internal communications. Community meetings and regular sharing of financial information have helped open lines of communication and demonstrate the Administration鈥檚 commitment to transparency with the FPU community.

Objective 2c Actions: 

• Updated directories and contact information for inward- and outward-facing needs.
• Continue to hold monthly Community Meetings, with constituencies from across the University invited to present and participate (in person or online).
• Launch additional Your 51福利社 Perspective survey efforts to query employees and students about experiences at 51福利社, e.g., what is good and what should be improved.
• Review RaveNet and other options for a functional intranet.

Objective 2c Outcomes

• Improved communication and information sharing;
• Improved employee satisfaction and understanding of decision-making elements.
• Refinement and expansion of ways we build a coherent brand identity across FPU and to external entities. 

Objective 2c Funding Opportunities

• Operational funds will continue to be devoted to staff support for internal communications mechanisms. 
• Capital funds may be used to support further development of an effective intranet. 

Expand high demand graduate programs and increase cohort sizes in existing programs to grow net revenue while leveraging the Academic Centers and clinical partnerships.

Objective 3.a Actions

• Continue development of new graduate programs with the goal of launching up to two programs, including the Master of Science in Speech Language Pathology (MSLP in fall 2028) and the Doctor of Medical Science (DMSc in fall 2027);
• Identify one to three additional graduate programs for future development beginning around 2027, with potential launch by 2029;
• One additional program under immediate consideration for swift development is Radiologic Technology (Rad Tech). Related allied health associate-level programs, ideally in partnership with external organizations, are also being considered;
• Increase cohort sizes in existing graduate programs in accordance with accrediting standards;
• Coordinate graduate program growth with related initiatives described in Goal 4.

Objective 3.a Anticipated Outcomes

• Improved net revenue over a multiyear period, with an expected latency period (expenses) of several years during development and investment;
• Strengthened graduate program sustainability overall, with a larger portfolio which de-risks things if any one graduate program experiences declines or similar challenges;
• Positive effects on undergraduate enrollment through clearer academic pipelines and programs to expanded graduate programs. Effects can include improved initial enrollment and higher retention rates for students in these academic areas.

Objective 3.a Funding Opportunities

• Operating and capital budgets;
• Prepare, Preserve, Propel (PPP) Comprehensive Campaign;
• Partnership support as well as federal, state, and private foundation grants.

Strengthen and modernize undergraduate academic offerings to stabilize enrollment, improve retention, and enhance program relevance.

Objective 3.b Actions

• Assess market demand for new undergraduate programs while implementing in demand enhancements such as tracks, minors, focus areas (e.g., Data Analytics);
• Modernize life science programs, including biotechnology and biomedical sciences. Specifically, launch the B.S. in Biotechnology in fall 2026 (approved and on track)
• Evaluate the possibility of development of athletics adjacent undergraduate programs such as Athletic Training, Sports Psychology, and Coaching.

Objective 3.b Anticipated Outcomes

• Stabilized enrollment and improved retention in Biology and Biotechnology (and also the B.S. Health Science) programs;
• Improved preparedness for internships and careers in health and life science fields;
• Enhanced value of the Health Sciences program through overlapping curriculum elements with new Biotech major.

Objective 3.b Funding Opportunities

• Operating budget and some capital budget funds for Marcucella Hall;
• State, foundation, and other external grant funding.  Marcucella Hall to have some laboratory spaces improved through a $1M congressionally approved grant in 2026.

Expand philanthropic giving, alumni engagement, and external grant activity to support University operations and strategic priorities.

Objective 3.c Actions

• Continue progress with the PPP Comprehensive Campaign which as of April 2027 stands at approximately $1.8M in cash, intents, and pledges;
• Increase the number of donors and dollars raised through the annual 51福利社 Fund;
• Continue the successful effort to intentionally align athletics-based fundraising with broader University advancement efforts;
• Increase alumni engagement in ways that will also support philanthropic growth;
• Establish in-house grants and sponsored research capacity, including hiring a grants administrator in summer 2026.
• Aggressively pursue federal, state, and foundation grants for FPU programs and infrastructure needs (including the wastewater treatment plant; WWTP).

Objective 3.c Anticipated Outcomes

• Increased PPP campaign pledges, intents, and cash;
• Growth in 51福利社 Fund participation levels and yearly revenue;
• Expanded grant funding and external support for academic and athletics programs, and for prioritized physical plant needs.
• Success in this area will drive positive outcomes in every area of the University.

Objective 3.c Funding Opportunities

• Operating budget (and grant as well as donor/Campaign) support for development of grants and sponsored research staffing structure and improved capability.

Manage athletics to support enrollment growth and improve net revenue while maintaining a strong student athlete experience, coaching satisfaction, and team performance.

Objective 3.d Actions:

• Manage financial athletic aid to support roster growth in programs with a capacity to increase enrollment/roster sizes along with higher average net revenue per student;
• Adjust roster sizes in programs with high discount rates as well as poor retention (due to roster sizes which affect practice and game playing experiences) where appropriate;
• Develop and launch higher net revenue athletics programs, including women鈥檚 flag football and men鈥檚 club level ice hockey, beginning in FY27.

Objective 3.d Anticipated Outcomes

• Properly sized athletic rosters aligned with financial goals;
• Growth in higher net revenue athletic programs;
• Increased enrollment at lower average discount rates.
• Improved retention due to roster sizes which allow optimal practice and playing time experiences for student athletes.

Objective 3.d Funding Opportunities

• Operating budget as well as intentional, tactical use of athletic aid;
• PPP Campaign and related athletics specific fundraising.

Manage expenses intentionally to align with undergraduate program enrollment levels, program demand, and financial realities.

Objective 3.e Actions

• Evaluate operating and personnel expenses to ensure adequate cash flow and bank covenant compliance;
• Assess expenses and revenues of undergraduate residential academics and athletics annually, starting with FY27.
• Align staffing levels and operating budget resources with current and anticipated undergraduate enrollment levels.
• Implement phased and early retirement options for RFF faculty beginning in FY27;
• Annually assess the University鈥檚 capacity to properly support all athletics teams, and make decisions accordingly, with advance notice and in compliance with NCAA and NE10 rules and expectations.

Objective 3.e Anticipated Outcomes

• Improved financial stability and flexibility for use of resources;
• Right sized faculty and staff aligned with program needs and enrollment realities;
• Right-sized academics and athletics programming to fit our undergraduate enrollment levels and anticipated levels in the next five years.
• A possible outcome to manage is the potential risk related to morale, student experience, and mission fulfillment.

Reduce facility-related expenses while maintaining infrastructure integrity and support for academic, athletic, and residential needs.

Objective 3.f Actions

• Assess Rindge campus facilities for cost saving opportunities;
• Reduce overtime and contracted service expenses where feasible;
• Evaluate opportunities to consolidate underutilized spaces;
• Explore alternative uses of select facilities to generate revenue;
• Conduct annual reviews of Graduate Academic Center facilities needs and contracts.
• Develop a wedding venue platform for the Rindge campus.

Objective 3.f Anticipated Outcomes

• Reduced operating expenses without compromising student outcomes;
• Risk management of any end-of-service life components such as large boiler/heating systems in specific buildings on campus.
• Identification of potential revenue generating facility uses, including wedding venue programming.

Objective 3.f Funding Opportunities

• Capital budget and operating budget;
• Revenue from facility rentals or alternative uses (e.g., wedding venue efforts).

Intentionally lower the undergraduate residential discount rate while continuing to enroll students from diverse socioeconomic and other backgrounds.

Objective 3.g Actions

• Reduce merit aid beginning in FY28 to achieve a five-percentage point discount rate reduction over five years;
• Apply a data driven financial aid strategy based on family contribution and enrollment behavior, with multiple approaches to use for initial financial aid awarding to different applicants.
• Better control athletic aid distribution across athletics programs and overall.
• Mitigate enrollment effects, such as decreased undergraduate enrollment due to increased average cost of attendance (due to controlled financial aid and tuition/fees/housing and meal costs) through growth in student number in higher net revenue athletics programs, including expected new programs.

Objective 3.g Anticipated Outcomes

• Increased undergraduate net tuition and overall revenue;
• Managed enrollment effects, over five years, through mitigation and augmentation strategies.

Objective 3.g Funding Opportunities

• Institutional financial aid reallocations and overall awarding guidelines;
• Revenue gains from expanded athletics programs.

Ensure contracted services deliver appropriate value relative to cost.

Objective 3.h Actions

• Realize savings from the transition to an ICHRA medical benefits platform ($1M saved in FY27);
• Conduct ongoing yearly reviews of vendor and contractor agreements to reduce or eliminate low value services.

Objective 3.h Anticipated Outcomes

• Sustained reductions in operating expenses;
• Improved financial performance related to cash flow, bank covenants, and deficit control.
• Potential adverse effects on community members including perception of benefits, morale, etc. identified and managed.

Improve financial flexibility through refinancing or restructuring of institutional debt.

Objective 3.i Actions

• Develop a five-year financial proforma (to be completed in May 2027) that details our plans for expense management, investment in new graduate programs in the health professions, etc.
• Continue current work with Piper Sandler, Inc. to identify refinancing options through a new lending group, or possible extension options with current bank group.
  鈥� Generate a contingency plan in case refinancing options become limited or prove suboptimal.

Objective 3.i Anticipated Outcomes

• Successful refinancing or a bridge extension by late 2026;
• Improved loan structure aligned with near-term financial realities as well as longer-term growth and strengthening objectives.

Expanding and strengthening the University鈥檚 connections in Arizona and Texas is essential for expanding and strengthening partnerships in key programmatic growth areas while enhancing opportunities for student recruitment and program development.

Objective 4a Actions

• Focused, intentional University engagement with hospitals and other clinical partners to be able to better address their needs;
• Leverage available space at our Centers to support delivery of additional programs that require a physical learning environment, such as the new graduate programs under development and/or consideration.
• Development of formal, focused strategic plans for each Center and associated programs.

Objective 4a Outcomes

• Strengthening the position of our graduate programs in communities in AZ and TX;
• Explore potential new programs, in collaboration with hospital partners; 
• Secure additional clinical placements for students in current and future graduate programs. 

Objective 4a Funding Opportunities

• Operating budget to support additional staff to support relationship development and new programs in AZ and TX. 
• Capital budget, if necessary, to support additional equipment required for new programs at the Centers. 

In January 2026, the University鈥檚 MPAS NH program moved to a significantly enhanced facility on Centerra Parkway in Lebanon, NH. This new location opens opportunities for growth and collaboration, which we will pursue over the next several years.

Objective 4b Actions

• As discussed in Goal 3, expand the MPAS cohort to 36 students. 
• Deliberately cultivate partnerships with medical providers, including Dartmouth Health, with an eye toward the development of new, collaborative programs. 
• Expand and formalize engagement with medical providers, including Dartmouth Health, to fully deploy the new Simulation Lab for Rural Health Care Delivery.

Objective 4b Outcomes

• Larger MPAS-NH Cohort;
• New opportunities for students, due to more involved partnerships;
• Potential new program development, in collaboration with medical providers.

Objective 4b Funding Opportunities

• Grant support for the building of the Simulation Lab at Centerra Parkway.
• Operational budget, as needed, to support cohort expansion. 

The University will continue to assess the adequacy and alignment of physical facilities supporting the Manchester鈥慴ased physical therapy and nursing programs to ensure they meet instructional, clinical, accreditation, and student learning needs.

Objective 4c Actions

• Beginning in summer 2026, work with brokers in the Manchester region to assess space availability upon the completion of our current lease in 2028. 
• Continue to explore opportunities for housing options for physical therapy and nursing students. 

Objective 4c Outcomes

• Program location in a space that is conducive to health professions education, lab experiences, and potential program growth. 
• Enrollment, student and staff retention, and other indicators of improvement.

Objective 4c Funding Opportunities

• Operational funds are dedicated to supporting the Manchester programs.