PIERCE@60:A SOLID GROUNDING,
A CLEAR PLAN FOR THE FUTURE.

In 2022, Franklin Pierce University celebrates its 60th anniversary. The upcoming celebration of the University's founding inspires considerable reflection and introspection – and an even more serious look into the future. What kind of institution do we want to be in the next five, ten, sixty years? How can we best modify our journey to continue to prepare our graduates for careers and meaningful lives in a dynamically shifting world? What elements of their Franklin Pierce education will help them to be future–ready in times of uncertainty?

These questions help set the foundation of Pierce@60, our new 2020–2024 strategic plan. Pierce@60 establishes milestones for our anniversary and marks our continued commitment to long–term strategic planning as a top priority across the entire University.

Pierce@60 is ambitious and result-oriented. It incorporates our values of inclusion and innovation throughout. It's a plan that capitalizes on the strengths of our diverse community of students, faculty, staff, alumni, and friends of the University. A plan that secures Franklin Pierce University's reputation as a designation institution for relevant educational programs attuned to regional and national cultural and economic forces.

Pierce@60 is the path to sustaining, and more importantly, strengthening this vibrant, dynamic, contemporary, and essential institution we cherish so much. We stride toward the future with confidence, optimism, and clarity. By helping our students thrive, we will thrive as well. Thank you to all the members of the Franklin Pierce community for their contribution to Pierce@60. Thank you for being part of the journey forward.

Ever forward,
President signature
Kim Mooney '83
President

FOUR LOFTY GOALS.

AT FRANKLIN PIERCE,
WE'RE ALWAYS AIMING HIGH.

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GOAL 1. INNOVATION: PROGRAM DEVELOPMENT AND TEACHING AND LEARNING.

Academic and co-curricular programming are the lifeblood of Franklin Pierce University. The programs that we offer must resonate with the demands of the broader marketplace and differentiate us as an institution that meets the needs of those individuals who choose to enroll at Franklin Pierce. Innovation is central to the way programs are developed and in the methods through which students are taught. In a rapidly changing world, Franklin Pierce University must be bold, nimble, imaginative, and deliberate in the programs offered and must harness the collective creativity and expertise of both internal and external experts relative to how faculty engage with students and how students today and those in the future prefer to learn.

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GOAL 2: LIVING THE FRANKLIN PIERCE UNIVERSITY EXPERIENCE.

The Franklin Pierce community is our greatest strength as an institution. Our community seeks and values opportunities to engage with one another, to foster relationships, and to nurture students and the professional development of faculty and staff. Living the Franklin Pierce University experience varies for each of our community members, but it is that experience that bonds us, often for lifetimes. We are committed to acknowledging and honoring all Franklin Pierce constituents—students, alumni, faculty, staff, trustees, and friends—for the ways they enrich this community.

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GOAL 3. SECURING OUR FINANCIAL FUTURE.

As a young higher education institution in comparison to others in the Northeast, Franklin Pierce University is tuition dependent, relying heavily on enrollments and net tuition revenue in order to sustain programming and operations. Securing our financial future requires not only careful planning of such tuition revenues, but also laying the groundwork to shift the trajectory of the University’s tuition dependence. This demands growth in University Advancement revenue in each of the years of Pierce@60 and a comprehensive capital campaign to be launched soon thereafter.

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GOAL 4. OPTIMIZING OUR MARKET, ENROLLMENT, AND NET REVENUE.

As trends for prospective enrollments shift downward, optimization of markets, enrollments, and overall net revenues necessitate ongoing data analysis and collaboration between Academic Affairs, Athletics, Enrollment Management, and each of the University’s Colleges. A retention imperative, previously communicated in Engage is also essential and must expand beyond the Rindge campus to include both graduate and online programming. Additionally, robust University and enrollment marketing strategies are critical to the University’s optimization efforts, warranting ongoing investment and analysis of value.